旅游管理专业英语

介绍旅游管理专业英语作文Tourism Management Major。

Tourism management is a major that combines tourism, management, and marketing. It is a comprehensive discipline that involves planning, developing, and managing tourist destinations, products, and services. Tourism is one of the fastest-growing industries in the world, and the tourism management major is designed to prepare students for a career in this dynamic and exciting field.The tourism management major covers a wide range of topics, including tourism planning and development, tourism marketing, hospitality management, event management, and sustainable tourism. Students will learn about thedifferent types of tourism, such as cultural tourism, adventure tourism, and ecotourism, and how to create and market tourism products and services that meet the needs of different types of tourists.In addition to classroom learning, students in the tourism management major will have the opportunity to gain practical experience through internships and field trips. They may work at hotels, resorts, travel agencies, or other tourism-related businesses, where they can apply their knowledge and skills in real-world situations.Graduates of the tourism management major can pursue a variety of careers in the tourism industry, such as tourism marketing manager, hotel manager, event planner, tour operator, or travel consultant. They may also work in government agencies or non-profit organizations that promote tourism and sustainable development.In conclusion, the tourism management major is an excellent choice for students who are interested in the tourism industry and want to make a difference in the world. With its focus on management, marketing, and sustainability, this major prepares students for a rewarding andchallenging career in one of the fastest-growing industries in the world.。

《旅游英语》十四五教材
《旅游英语》是旅游管理专业的核心课程，旨在培养学生具备扎实的旅游英语语言基础和旅游专业知识，提高学生在涉外旅游活动中的跨文化交际能力和业务操作能力。

以下是关于《旅游英语》十四五教材的一些信息：
1. 教材定位：本教材是面向高等院校旅游管理专业的本科生和专科生编写的教材，同时也适用于涉外旅游从业人员以及对旅游英语感兴趣的学习者自学。

2. 教材特色：本教材注重理论与实践相结合，强调跨文化交际能力的培养。

通过学习本教材，学生可以掌握旅游英语的基本知识和技能，提高英语表达和沟通能力，为从事涉外旅游工作打下坚实的基础。

3. 教材内容：本教材分为十个单元，每个单元包含四个部分：听与说、读与写、拓展阅读和模拟任务。

每个部分都有相应的练习和实践活动，方便学生进行实践和巩固所学知识。

4. 教材编写团队：本教材由多位具有丰富教学和实践经验的教师编写而成，他们来自不同的高校和涉外旅游企业，具有较高的学术水平和丰富的实践经验。

5. 教材使用建议：本教材建议安排在第三学年或第四学年的上学期使用，每周安排4个课时，每个单元需要2个课时完成。

同时，建议教师根据实际情况，灵活调整教学内容和教学方法，以达到最佳的教学效果。

总之，《旅游英语》十四五教材注重理论与实践相结合，强调跨文化交际能力的培养，旨在培养具备扎实的旅游英语语言基础和旅游专业知识的高素质人才。

考试试卷Part I Reading Comprehension (10 points)Directions: Reading the following passage and choose the correct answersThe ways in which products are put together, that is product formulation, are the most important responses marketing managers make to what they know of their customers' needs and interests. Product decisions, with all their implications for the management of service operations and profitability, reflect all aspects of an organization's management policies, including long-term growth strategy, investment, and personnel policy. They largely determine the corporate image an organization creates in the minds of its existing and prospective customers.To a great extent, the design of products determines what prices can be charged, what forms of promotion are needed, and what distribution channels are used. For all these reasons, customer-related product decisions are the basis of marketing strategy and tactics. As the most important of the four P's in the marketing mix (product, price, promotion and place), product formulation requires careful consideration in any branch of marketing. Because of the particular nature and characteristics of travel and tourism, the subject is especially complex in the tourism industry.Any visit to a tourism destination comprises a mix of several different components, including travel, accommodation, attractions and other facilities, such as catering and entertainment. Sometimes all the components are purchased from a commercial supplier, e.g. when a customer buys an inclusive holiday from a tour operator, or asks a travel agent to put the components togetherfor a business trip. Sometimes customers supply most of the components themselves, e.g. when a visitor drives his own car to stay with friends at a destination.Conveniently known as a "components' view", the conceptualization of travel and tourism products as a group of components or elements brought together in a 'bundle' selected to satisfy needs, is a vital requirement for marketing managers. It is central to this view that the components of the bundle may be designed, altered and fitted together in ways calculated to match identified customer needs.As far as the tourist is concerned, the product covers the complete experience from the time he leaves home to the time he returns to it. Thus the tourist product is to be considered as an amalgam of three main components of attractions, facilities at the destination, and accessibility of the destination. In other words, the tourist product is not an airline seat or a hotel bed, or relaxing on a sunny beach, but rather an amalgam of many components, or package. Airline seats and hotel beds, etc. are merely elements or components of a total tourist product which is a composite product. Without detracting in any way from the general validity and relevance of this overall view of tourism products, it has to be recognized that airlines, hotels, attractions, car rental and other producer organizations in the industry, generally take a much narrower view of the products they sell. They focus primarily on their own services. Many large hotel groups and transport operators employ product managers in their marketing teams and handle product formulation and development entirely in terms of the operations they control. Hotels refer to 'conference products', for example, or 'leisure products'; airlines to 'business class products'; and so on. For this reason, the overall product concept sets the context in which tourism marketing is conducted but it has only limited value in guiding the practical product design decisions that managers of individual producer organizations have to make. A components' view of products still holds good, however, because it is in the nature of service products that they can be divided into a series of specific service operations or elements, which combine to make up the particular products customers buy.It is usually highly instructive to analyze any service producer's operations in terms of the full sequence of contacts between customer and operator, from the time that they make initial inquiries, until they have used the product and left the premises. Even for a product such as that provided by a museum, there is ample scope to analyze all the stages of a visit and potential points of contact that occur from the moment the customer is in sight of the entrance until he leaves the building, say two hours later. Putting the components' view in slightly different terms, individual service producers designing products must define service concept in terms of the bundles of goods and services sold to the customer and the relative importance of each component to the customer.To bring the two distinctive aspects of tourist products together —the overall view and that of individual producer organizations —it is possible to consider them as two different dimensions. The overall view is a horizontal dimension in the sense that a series of individual product components are included in it, and customers, or tour operators acting as manufacturers, can maketheir selection to produce the total experience. By contrast, the producers' view is a vertical dimension of specific service operations organized around the identified needs and wants of target segments of customers. Producers typically have regard for their interactions with other organizations on the horizontal dimensions, but their principal concern is with the vertical dimension of their own operations.From the standpoint of a potential customer considering any form of tourist visit, the product may be defined as a bundle or package of tangible and intangible components, based on activity at a destination. The package is perceived by the tourist as the experience available at a price, and may include destination attractions and environment, destination facilities and services, accessibility of the destination, images of the destination, and price to the customer.Destination attractions and environment that largely determine customers' choice and influence prospective buyers' motivations include natural attractions, built attractions, cultural attractions and social attractions. Combined, these aspects of a destination comprises what is generically, if loosely, known as its environment. The number of visitors the environment can accommodate in a typical range of activities on a typical busy day without damage to its elements and without undermining its attractiveness to visitors is known as its capacity.Destination facilities and services are elements within the destination, or linked to it, which make it possible for visitors to stay and in other ways enjoy and participate in the attractions. These include accommodation units, restaurants, transport at the destination, sports activities, retail outlets, and other facilities and services.Accessibility of the destination refers to the elements that affect the cost, speed and the convenience with which a traveler may reach a destination, including infrastructure, equipment, operational factors and government regulations.The attitudes and images customers have towards products strongly influence their buying decisions. Destination images are not necessarily grounded in experience or facts, but they are powerful motivators in travel and tourism. Images and the expectations of travel experiences are closely linked in prospective customers' mind.Any visit to a destination carries a price, which is the sum of what it costs for travel, accommodation, and participation in a selected range of services at the available attractions. Because most destinations offer a range of products, and appeal to a range of segments, price in the travel and tourism industry covers a very wide range. V isitors traveling thousands of miles and using luxury hotels, for example, pay a very different price in New Y ork than students sharing campus-style accommodation with friends. Y et the two groups may buy adjacent seats in a Broadway theater. Price varies by season, by choice of activities, and internationally by exchange rates as well as by distance traveled, transport mode, and choice of facilities and services.With a little thought it will be clear that the elements comprising the five product components, although they are combined and integrated in the visitor's experience, are in fact capable ofextensive and more or less independent variation over time. Some of these variations are planned, as in the case of the Disney World developments in previously unused areas around Orlando, Florida, where massive engineering works have transformed the natural environment and created a major tourist destination. By contrast, in New Y ork, London, or Paris, the city environments have not been much altered for travel and tourism purposes, although there have been massive planned changes in the services and facilities available to visitors. Many changes in destination attractions are not planned, and in northern Europe the decline in popularity of traditional seaside resorts since the 1960s has been largely the result of changes in the accessibility of competing destinations in the sunnier south of the Continent. Changes in the product components often occur in spite of, and not because of, the wishes of governments and destination planners. They occur because travel and tourism, especially at the international level, is a relatively free market, with customers able to pursue new attractions as they become available. Changes in exchange rates, which alter the prices of destinations, are certainly not planned by the tourism industry, but have a massive effect on visitor numbers, as the movements between the UK and the USA since 1978 have demonstrated. It is in the promotional field of images and perceptions that some of the most interesting changes occur, and these are marketing decisions. The classic recent example of planned image engineering may be found in the "I Love New Y ork" campaign, which, based on extensive preliminary market research, created a significant improvement to the "Big Apple's" appeal in the early 1980s.The view of the product taken by customers, whether or not they buy an inclusive package from a tour operator or travel wholesaler, is essentially the same view or standpoint as that adopted by tour operators. Tour operators act on behalf of the interests of tens or hundreds of thousands of customers, and their brochures are a practical illustration of blending the five product components.The overall view is also the standpoint of national, regional and local tourist organizations, whose responsibilities usually include the coordination and presentation of the product components in their areas. This responsibility is an important one even if the destination tourist organizations are engaged only in liaison and joint marketing, and not in the sale of specific product offers to travelers.In considering the product, we should note that there is no natural or automatic harmony between components, such as attractions and accommodation, and they are seldom under any one organization's control. Even within component sectors such as accommodation there will usually be many different organizations, each with different, perhaps conflicting, objectives and interests. Indeed it is the diversity or fragmentation of overall control, and the relative freedom of producer organizations to act according to their perceived self-interests, at least in the short term, which makes it difficult for national, regional and even local tourist organizations to exert much coordinating influence, either in marketing or in planning. Part of this fragmentation simply reflects the fact that most developed destinations offer a wide range of tourism products and deal with a wide range of segments. In the long term, however, the future success of a destination must involvecoordination and recognition of mutual interests between all the components of the overall tourism product.The overall view of tourism products is highly relevant to the marketing decisions taken by individual producers, especially in establishing the interrelationships and scope for cooperation between suppliers in different sectors of the industry, e.g. between attractions and accommodation, or between transport and accommodation. But in order to design their product offers around specific service operations, there are internal dimensions of products for marketers to consider; these are common to all forms of consumer marketing and part of widely accepted marketing theory. Marketing managers need to think about the product on three levels:The core product, which is the essential service or benefit designed to satisfy the identified needs of target customer segments.The tangible product, which is the specific offer for sale stating what a customer will receive for his money.The augmented product, which comprises all the forms of added value producers may build into their tangible product offers to make them more attractive to their intended customers.The following example of an inclusive weekend break in a hotel will help to explain what the three levels mean in practice. The product offer is a package comprising two night's accommodation and two breakfasts, which may be taken at any one of a chain of hotels located in several different destinations. Because of the bedroom design and facilities available at the hotels, the package is designed to appeal to professional couples with young children. The product is offered for sale at an inclusive price through a brochure, which is distributed at each of the hotels in the chain and through travel agents. The example reveals the three product levels.Core product is intangible but comprises the essential need or benefit as perceived and sought by the customer, expressed in words and pictures designed to motivate purchase. In the example under discussion, the core product may be defined as relaxation, rest, fun and self-fulfillment in a family context. It should be noted that the core product reflects characteristics of the target customer segments, not the hotel. The hotel may, and does aim to, design its core product better than its competitors, and to achieve better delivery of the sought benefits. But all its competitors are aiming at the same basic customer needs and offering virtually identical benefits. Customers' core needs usually tend not to change very quickly, although a hotel's ability to identify and better satisfy such needs can change considerable. Since customer perceptions are never precisely understood, there is ample scope for improvement in this area.Tangible product comprises the formal offer of the product as set out in a brochure, stating exactly what is to be provided at a specified time at a specified price. In the example under discussion, the tangible product is two nights and two breakfasts at a particular location, using rooms of a defined standard, with bathroom, TV, telephone, etc. The provision(if any) of elevators, coffee shops, air-conditioning and swimming pool are all within the formal product and the name ofthe hotel is also included. In the case of hotel products generally, there is often very little to choose between competitors' tangible product offers, and price may become a principal reason for choice. Blindfolded and led to any one of, say, twenty competitors' premises, most hotel customers would not easily recognize the identity of their surroundings. The brochure description of the tangible product forms the basic contract of sale, which would be legally enforceable in most countries.Both tangible and intangible, augmentation is harder to define with precision. It comprises the difference between the contractual essentials of the tangible product and the totality of all the benefits and services experienced in relation to the product by the customer from the moment of first contact in considering a booking to any follow-up contact after delivery and consumption of the product. The augmented product also expresses the idea of value added over and above the formal offer. It represents a vital opportunity for producers to differentiate their own products from those of competitors. In the example under discussion there may be up to twenty 'add ons', some fairly trivial, such as a complimentary box of chocolates on arrival, and some significant, such as entrance tickets to local attractions or entertainments. Some of the added benefits are tangible as indicated, but some are intangible, such as the quality of service provided and the friendliness of staff at reception, in bars and so on. Also intangible is the image or 'position' the product occupies in customers' minds. In the case of a hotel group this will be closely related to the corporate image and branding of the group. In the example under discussion, the augmented elements would be purpose-designed and developed around the core product benefits in ways calculated to increase the appeal to the target segment's needs. There is, inevitably, an area of overlap between the tangible and augmented elements of the product, which cannot be defined with any precision.1. Which of the following is not included in the four P's in the marketing mix?A. productB. priceC. promotionD. people2. According to the overall view, the tourism product is to be considered as an amalgam of the following elements except _______.A. attractionsB. facilities at the destinationC. touristsD. accessibility of the destination3. Which of the following is not considered part of the destination facilities?A. HotelsB. RestaurantsC. Sports activitiesD. Schools4. The carrying capacity of a destination is defined as _______.A.the number of visitors the environment can accommodate in a typical range of activities ona typical busy day without damage to its elements and without undermining itsattractiveness to its visitors.B.the number of travelers the destination can put up for its daily activities without damage toits facilities.C.the number of tourists a destination can contain in a typical range of daily activities withoutdamage to its surroundings.D.the number of people a park can hold in a typical busy day for its entertainment activitieswithout damage to its installations and without harming its image.5. The Big Apple refers to _________.A. New Y orkB. Washington, D.C. C. Los AngelesD. Boston6. Which of the following is not one of the three levels on which marketing managers need to think about the tourism product?A. The core productB. The tangible productC. The intangible productD. The augmented product7. Accessibility of a destination refers to the elements that affect the cost, speed, and the convenience with which a tourist may _____ a destination.A. stay inB. get toC. leaveD. contact8. The core product is _______.A. tangibleB. intangibleC. physicalD. invisible9. The design of tourism products largely determines the following except ______.A. the priceB. the form of distributionC. the distribution channelD. the customers' buying decision10. The augmented product is the difference between _________.A. the formal offer and the actual total experience of the touristsB. the contractual essentials and the totality of tourists' expectationsC. the add-on values and the real valuesD. the tangible product and the follow-up activitiesPart II Terms Used in Tourism Industry (30 points)Directions: Spell out the following initials and acronyms1.LBO2.MBO3.CRS4.ROI5.EDI6.ERPTA8.CEO9.ADR10.POSDirections: Define the following terms 1.synergy2.Delphi Analysis3.Intellectual Property4.Seven-S Framework5.mission statementPart III Questions and Answers (20 points)Directions: Give a brief answer to each of the following questions1.What is the significance of the Airline Deregulation Act of 1978 to the American tourismindustry?2.What are the differences between GDP and GNP?3.What are the key management functions?4.How does yield management work in hotel management?Part IV Translation (30 points)Directions: Translate the following passage into Chinese.According to advance figures from the U.S. Bureau of Economic Analysis, the national economy (as measured by gross domestic product) contracted at an inflation-adjusted 0.4 percent annual rate in the third quarter—the first quarter of negative growth in more than eight years. Most economists predict an even larger contraction in the fourth quarter of 2001. If there is negative growth in the fourth quarter of 2001, then the economy officially will be in a recession. Within the restaurant industry, the employment picture also looks bleak. On a seasonally adjusted basis, eating-and-drinking places cut 42,000 jobs in October, which followed a 43,000 job reduction in September. This marks the worst restaurant-industry employment performance on record for those two months.Directions: Translate the following passage into English.管理从19世纪末才开始形成一门科学，但是管理的概念和实践已经存在了数千年。

Jack F. W elch, Jr.John Francis "Jack" Welch Jr. (born November 19, 1935) was CEO of General Electric between 1981 and 2001.Jack Welch, a native of Salem, Massachusetts, received his B.S. degree in chemical engineering from the University of Massachusetts in 1957 and his M.S. and Ph.D. degrees in chemical engineering from the University of Illinois in 1958 and 1960.Mr. Welch joined GE in 1960 and was elected V ice President in 1972 and V ice Chairman in 1979. In 1981, he became the eighth Chairman and CEO in GE's 118-year history.Since Mr. Welch became Chairman, GE's market capitalization has grown from $12 billion in 1981 to more than $280 billion in 1998 — the largest in the world.Mr. Welch pioneered high-involvement workforce ideas such as Work Out and promoted speed, simplicity and self-confidence throughout GE. Coupled with Six Sigma quality and an emphasis on boundaryless behavior, these values enabled GE to harness the intellectual benefits of a multi-business enterprise, thus making the whole company greater than the sum of its parts. His early insistence that all GE businesses be first or second in their markets was instrumental in making GE a leading global competitor in industries ranging from jet engines to plastics and from locomotives to financial services and broadcasting (NBC). Today, GE is the world's largest diversified manufacturing, technology and services company, with 1997 revenues of more than $90.84 billion.Mr. Welch is a former chairman and a member of both the Business Council and the National Academy of Engineering and is a member of the Business Roundtable.Whisked by chopper from New Y ork City, Jack Welch arrives early at the General Electric Co. (GE) training center at Croton-on-Hudson. He scoots down to The Pit — the well of a bright, multi-tiered lecture hall — peels off his blue suit jacket, and drapes it over one of the swivel seats. This is face-to-face with Jack, not so much as the celebrated chairman and chief executive of GE, the company he has made the most valuable in the world, but rather as Professor Welch, coach and teacher to 71 high-potential managers attending a three-week development course. The class sits transfixed as Welch's laser-blue eyes scan the auditorium. He hardly appears professorial. With his squat, muscular, five-foot, eight-inch frame, pasty complexion, and Boston accent, the 62-year-old balding man looks and sounds more like the guy behind the wheel of a bus on Beacon Hill. And he isn't there to deliver a monologue to a polite group.For nearly four hours, he listens, lectures, cajoles, and questions. The managers push rightback, too. They grouse that despite the rhetoric about managing for the long term at GE, they are under too much pressure to produce short-term results. They say that for all the Welch talk about ''sharing best practices'' and ''boundaryless behavior,'' they are missing many opportunities to learn and sell services across the vast network of GE companies. Some worry that the company's gargantuan Six Sigma program, the largest quality initiative ever mounted in Corporate America, is allowing bureaucracy to creep back into GE.Pacing the floor with a bottle of water in hand, Welch passionately attacks each question.''Y ou can't grow long-term if you can't eat short-term,'' he states flatly. ''Anybody can manage short. Anybody can manage long. Balanc ing those two things is what management is.'' ''I think someone is smoking pot here,'' he quips about the complaint over the lack of synergy among GE units. ''We've got enormous sharing going on.''As for the concern over Six Sigma, Welch retorts: ''I don't give a damn if we get a little bureaucracy as long as we get the results. If it bothers you, yell at it. Kick it. Scream at it. Break it!''In this classroom, where Welch has appeared more than 250 times in the past 17 years to engage some 15,000 GE managers and executives, something extraordinary happens. The legendary chairman of GE, the take-no-prisoners tough guy who gets results at any cost, becomes human. His slight stutter, a handicap that has bedeviled him since childhood, makes him oddly vulnerable. The students see all of Jack here: the management theorist, strategic thinker, business teacher, and corporate icon who made it to the top despite his working-class background. No one leaves the room untouched.If leadership is an art, then surely Welch has proved himself a master painter. Few have personified corporate leadership more dramatically. Fewer still have so consistently delivered on the results of that leadership. For 17 years, while big companies and their chieftains tumbled like dominoes in an unforgiving global economy, Welch has led GE to one revenue and earnings record after another.''The two greatest corporate leaders of this century are Alfred Sloan of General Motors (GM) and Jack Welch of GE,'' says Noel Tichy, a longtime GE observer and University of Michigan management professor. '' And Welch would be the greater of the two because he set a new, contemporary paradigm for the corporation that is the model for the 21st century.'' It is a model that has delivered extraordinary growth, increasing the market value of GE from just $12 billion in 1981 to about $280 billion today. No one, not Microsoft's William H. Gates III or Intel's Andrew S. Grove, not Walt Disney's Michael D. Eisner or Berkshire Hathaway's Warren E. Buffett, not even the late Coca-Cola chieftain Roberto C. Goizueta or the late Wal-Mart founder Sam Walton has created more shareholder value than Jack Welch. So giddy are some Wall Street analysts at GE's prospects that they believe that when Welch leaves at the end of the year 2000, GE's stock could trade at $150 to $200 a share, up from $82 now, and the company could be worth $490 billion to $650 billion. ''This guy's legacy will be to create more shareholder value on the face of the planet than ever —forever,'' says Nicholas P. Heymann, a onetime GE auditor who follows the company for Prudential Securities.Of course, GE's success is hardly Welch's alone. The company boasts what most headhunters believe to be the most talent-rich management bench in the world. Gary C. Wendt has led GE Capital Corp. to extraordinary heights, where it contributes nearly 40% of the company's total earnings. Robert C. Wright has managed an astonishing turnaround at NBC, leading it to a fifthstraight year of double-digit earnings gains in 1997 and a No.1 position in prime-time ratings. Nor does Welch's magic work everywhere in GE. The huge appliance operation, for instance, saw operating earnings fall 39% last year, to $458 million, largely due to restructuring charges. Nonetheless, Welch has led and managed GE to nearly unprecedented prosperity.Much has been said and written about how Welch has transformed what was an old-line American industrial giant into a keenly competitive global growth engine, how he has astutely moved the once-Establishment maker of things into services. Welch has reshaped the company through more than 600 acquisitions and a forceful push abroad into newly emerging markets.Less well understood, however, is how Jack Welch is able to wield so much influence and power over the most far-flung, complex organization in all of American business. Many managers struggle daily to lead and motivate mere handfuls of people. Many CEOs wrestle to squeeze just average performance from companies a fraction of GE's size. How does Welch, who sits atop a business empire with $304 billion in assets, $89.3 billion in sales, and 276,000 employees scattered in more than 100 countries around the globe, do it?He does it through sheer force of personality, coupled with an unbridled passion for winning the game of business and a keen attention to details many chieftains would simply overlook. He does it because he encourages near-brutal candor in the meetings he holds to guide the company through each work year. And he does it because, above all else, he's a fierce believer in the power of his people.Welch's profound grasp on General Electric stems from knowing the company and those who work for it like no other. First off, there are the thousands of ''students'' he has encountered in his classes at the Croton-on-Hudson campus, which everyone at GE just calls Crotonville. Then there's the way he spends his time: More than half is devoted to ''people'' issues. But most important, he has created something unique at a big company: informality.Welch likes to call General Electric the ''grocery store.'' The metaphor, however quirky for such a colossus, allows Welch to mentally roll up his sleeves, slip into an apron, and get behind the counter. There, he can get to know every employee and serve every customer. ''What's important at the grocery store is just as important in engines or medical systems,'' says Welch. ''If the customer isn't satisfied, if the stuff is getting stale, if the shelf isn't right, or if the offerings aren't right, it's the same thing. Y ou manage it like a small organization. Y ou don't get hung up on zeros.''Y ou don't get hung up on formalities, either. If the hierarchy that Welch inherited, with its nine layers of management, hasn't been completely nuked, it has been severely damaged. Everyone, from secretaries to chauffeurs to factory workers, calls him Jack. Everyone can expect — at one time or another — to see him scurry down an aisle to pick through the merchandise on a bottom shelf or to reach into his pocket and surprise with an unexpected bonus. ''The story about GE that hasn't been told is the value of an informal place,'' says Welch. ''I think it's a big thought. I don't think people have ever figured out that being informal is a big deal.''Making the company ''informal'' means violating the chain of command, communicating across layers, paying people as if they worked not for a big company but for a demanding entrepreneur where nearly everyone knows the boss. It has as much to do with Welch's charisma as it has to do with the less visible rhythms of the company — its meetings and review sessions —and how he uses them to great advantage.When he became CEO, he inherited a series of obligatory corporate events that he has sincetransformed into meaningful levers of leadership. These get-togethers — from the meeting in early January with GE's top 500 executives in Boca Raton, Fl, to the monthly sessions in Croton-on-Hudson — allow him to set and abruptly change the corporation's agenda, to challenge and test the strategies and the people that populate each of GE's dozen divisions, and to make his formidable presence and opinions known to all.Welch also understands better than most the value of surprise. Every week, there are unexpected visits to plants and offices, hurriedly scheduled luncheons with managers several layers below him, and countless handwritten notes to GE people that suddenly churn off their fax machines, revealing his bold yet neat handwriting. All of it is meant to lead, guide, and influence the behavior of a complex organization.''We're pebbles in an ocean, but he knows about us,'' says Brian Nailor, a forty-something marketing manager of industrial products who was at the Croton-on-Hudson session. ''He's able to get people to give more of themselves because of who he is. He lives the American dream. He wasn't born with a silver spoon in his mouth. He got himself out of the pile. He didn't just show up.''In 2 1/2 years, Welch will lose that kick when he steps down as chairman and CEO of General Electric after nearly 20 years at the top, as he reaches the mandatory retirement age of 65. No one, not even Welch, knows who his successor will be. Nonetheless, Welch's leadership style has become so embedded in the organization that even his retirement is unlikely to erode his impact.As for what Welch will do next, he doesn't hesitate to answer the question. While he will consider teaching an occasional business course, he has no intention of amassing corporate directorships. Instead, he intends to play golf with his second wife, Jane. Clearly, he will miss the job, the action, and the fun. ''A lot,'' he says, ''a lot. But succession is part of the rebirth of an organization. I'm not going to be around. I am not going to be near the board. It's a free swing for a new team.'' But can anyone ever run this company with the power and influence of a Jack Welch? Don't count on it。

旅游管理专业英语旅游管理是一个涉及到众多领域的学科，包括市场营销、财务管理、人力资源管理、战略规划、酒店管理、旅游规划等。

因此，学习旅游管理需要掌握大量的英语专业词汇和相关知识。

在市场营销方面，学习者需要掌握市场调研、市场定位、市场营销策略等相关词汇。

例如，市场调研可以用英语表达为“market research”，市场定位可以用英语表达为“market positioning”，市场营销策略可以用英语表达为“marketing strategy”。

在财务管理方面，学习者需要掌握会计、成本控制、预算管理等相关词汇。

例如，会计可以用英语表达为“accounting”，成本控制可以用英语表达为“cost control”，预算管理可以用英语表达为“budget management”。

在人力资源管理方面，学习者需要掌握招聘、培训、绩效评估等相关词汇。

例如，招聘可以用英语表达为“recruitment”，培训可以用英语表达为“training”，绩效评估可以用英语表达为“performance evaluation”。

在战略规划方面，学习者需要掌握SWOT分析、竞争分析、战略制定等相关词汇。

例如，SWOT分析可以用英语表达为“SWOT analysis”，竞争分析可以用英语表达为“competitive analysis”，战略制定可以用英语表达为“strategic planning”。

在酒店管理方面，学习者需要掌握客房管理、餐饮管理、前台服务等相关词汇。

例如，客房管理可以用英语表达为“room management”，餐饮管理可以用英语表达为“food and beverage management”，前台服务可以用英语表达为“front desk service”。

在旅游规划方面，学习者需要掌握旅游资源开发、旅游产品设计、旅游路线规划等相关词汇。

例如，旅游资源开发可以用英语表达为“tourism resource development”，旅游产品设计可以用英语表达为“tourism product design”，旅游路线规划可以用英语表达为“tourism route planning”。

PrivatizationPrivatization (sometimes privatisation, denationalization, or, especially in India, disinvestment) is the process of transferring property, from public ownership to private ownership and/or transferring the management of a service or activity from the government to the private sector. The opposite process is nationalization or municipalization.OverviewPrivatization is frequently associated with industrial or service-oriented enterprises, such as mining, manufacturing or power generation, but it can also apply to any asset, such as land, roads, or even rights to water. In recent years, government services such as health, sanitation, and education have been particularly targeted for privatization in many countries.In theory, privatization helps establish a "free market", as well as fostering capitalist competition, which its supporters argue will give the public greater choice at a competitive price. Conversely, socialists view privatization negatively, arguing that entrusting private businesses with control of essential services reduces the public's control over them and leads to excessive cost cutting in order to achieve profit and a resulting poor quality service.In general, nationalization was common during the immediate post-World War 2period, but privatization became a more dominant economic trend (especially within the United States and the United Kingdom) during the 1980s and '90s. This trend of privatization has often been characterized as part of a "global wave" of neoliberal policies, and some observers argue that this was greatly influenced by the policies of Reagan and Thatcher. The term "privatization" was coined in 1948 and is thought to have been popularized by The Economist during the '80s.Arguments for and againstSee also: arguments for and against public ownership and the welfare stateForAdvocates of privatization argue that governments run businesses poorly for the following reasons:•Performance. The government may only be interested in improving a company in cases when the performance of the company becomes politically sensitive.•Improvements. Conversely, the government may put off improvements due to political sensitivity — even in cases of companies that are run well.•Corruption. The company may become prone to corruption; company employees may be selected for political reasons rather than business ones.•Goals. The government may seek to run a company for social goals rather than business ones (this is conversely seen as a negative effect by critics of privatization).•Capital. It is claimed by supporters of privatization, that privately-held companies can more easily raise capital in the financial markets than publicly-owned ones.•Unprofitable companies survive. Governments may "bail out" poorly run businesses with money when, economically, it may be better to let the business fold.•Unprofitable units survive. Parts of a business which persistently lose money are more likely to be shut down in a private business.•Political influence. Nationalized industries can be prone to interference from politicians for political or populist reasons. Such as, for example, making an industry buy supplies from local producers, when that may be more expensive than buying from abroad, forcing an industry to freeze its prices/fares to satisfy the electorate or control inflation, increasing its staffing to reduce unemployment, or moving its operations to marginal constituencies; it is argued that such measures can cause nationalized industries to become uneconomic and uncompetitive.In particular, the Performance, Goals, and Unprofitable companies survive reasons are held to be the most important because money is a scarce resource: if government-run companies are losing money, or if they are not as profitable as possible, this money is unavailable to other, more efficient firms. Thus, the efficient firms will have a harder time finding capital, which makes it difficult for them to raise production and create more employment.The basic argument given for privatization is that governments have few incentives to ensure that the enterprises they own are well run. On the other hand, private owners, it is said, do have such an incentive: they will lose money if businesses are poorly run. The theory holds that, not only will the enterprise's clients see benefits, but as the privatized enterprise becomes more efficient, the whole economy will benefit. Ideally, privatization propels the establishment of social, organizational and legal infrastructures and institutions that are essential for an effective market economy.Another argument for privatization is, that to privatize a company which was non-profitable (or even generated severe losses) when state-owned means taking the burden of financing it off the shoulders and pockets of taxpayers, as well as free some national budget resources which may be subsequently used for something else. Especially, proponents of the laissez-faire capitalism will argue, that it is both unethical and inefficient for the state to force taxpayers to fund the business that can't work for itself. Also, they hold that even if the privatized company happens to be worse off, it is due to the normal market process of penalizing businesses that fail to cope with the market reality or that simply are not preferred by the customers.Many privatization plans are organized as auctions where bidders compete to offer the state the highest price, creating monetary income that can be used by the state.AgainstOpponents of privatization dispute the claims made by proponents of privatization, especially the ones concerning the alleged lack of incentive for governments to ensure that the enterprises they own are well run, on the basis of the idea that governments must answer to the people. It is arguedthat a government which runs nationalized enterprises poorly will lose public support and votes, while a government which runs those enterprises well will gain public support and votes. Thus, democratic governments, under this argument, do have an incentive to maximize efficiency in nationalized companies, due to the pressure of future elections.Furthermore, opponents of privatization argue that it is undesirable to let private entrepreneurs own public institutions for the following reasons:•Profiteering. Private companies do not have any goal other than to maximize profit.•Corruption. Buyers of public property have often, most notably in Russia, used insider positions to enrich themselves - and civil servants in the selling positions - grossly.•No public accountability. The public does not have any control or oversight of private companies.•Cuts in essential services. If a government-owned company providing an essential service (such as water supply) to all citizens is privatized, its new owner(s) could stop providing this service to those who are too poor to pay, or to regions where this service is unprofitable.•Inefficiency. A centralized enterprise is generally more cost effective than multiple smaller ones. Therefore splitting up a public company into smaller private chunks will reduce efficiency.•Natural monopolies. Privatization will not result in true competition if a natural monopoly exists.•Concentration of wealth. Profits from successful enterprises end up in private pockets instead of being available for the common good.•Insecurity. Nationalized industries are usually guaranteed against bankruptcy by the state.They can therefore borrow money at a lower interest rate to reflect the lower risk of loan default to the lender. This does not apply to private industries.•Downsizing. In cases where public services or utilities are privatized, this can create a conflict of interest between profit and maintaining a sufficient service. A private company may be tempted to cut back on maintenance or staff training etc, to maximize profits.•Waste of risk capital. Public services are per definition low-risk ventures that don't need scarce risk capital that is needed better elsewhere.•Not all good things are profitable. A public service may provide public goods that, while important, are of little market value, such as the cultural goods produced by public television and radio.In practical terms, there are many pitfalls to privatization. Privatization has rarely worked out ideally because it is so intertwined with political concerns, especially in post-communist economies or in developing nations where corruption is endemic. Even in nations with advanced market economies like Britain, where privatization has been popular with governments (if not all of the public) since the Thatcher era, problems center on the fact that privatization programs are very politically sensitive, raising many legitimate political debates. Who decides how to set values on state enterprises? Does the state accept cash or for government-provided coupons? Should the state allow the workers or managers of the enterprise to gain control over their own workplace?Should the state allow foreigners to buy privatized enterprises? Which levels of government can privatize which assets and in what quantities?In the short-term, privatization can potentially cause tremendous social upheaval, as privatizations are often always accompanied by large layoffs. If a small firm is privatized in a large economy, the effect may be negligible. If a single large firm or many small firms are privatized at once and upheaval results, particularly if the state mishandles the privatization process, a whole nation's economy may plunge into despair. For example, in the Soviet Union, many state industries were not profitable under the new system, with the cost of inputs exceeding the cost of outputs. After privatization, sixteen percent of the workforce became unemployed in both East Germany and Poland. The social consequences of this process have been staggering, impoverishing millions, but to little social benefit in many post-Communist countries. In the process, Russia has gone from having one of the world's most equal distributions of wealth in the Soviet era to one of the least today. There has been a dearth of large-scale investment to modernize Soviet industries and businesses still trade with each other by means of barter.In speaking about the transformations in the post-communist countries, however, one must take into account the specifics of the communist and socialist regime which ruled those countries for decades. There are no easy answers regarding those issues. Some argue that it was the cumulation of mismanagement and inattention to the market realities that lead to such fatal consequences, given that most of the assets of those companies had not renovated for decades and their technology was outdated. Further, opening of the markets for import of the products which, in many cases, offered higher quality or lower prices, has given the consumers new array of choices to compete with the old national industries.Privatization in the absence of a transparent market system may lead to assets being held by a few very wealthy people, a so-called oligarchy, at the expense of the general population. This may discredit the process of economic reform in the opinion of the public and outside observers. This has occurred notably in Russia, Mexico, and Brazil.Moreover, where free-market economics are rapidly imposed, a country may not have the bureaucratic tools necessary to regulate it. This has been a pertinent problem in Russia and in many South American countries, although some other Eastern European countries, such as Poland and the Czech Republic, fared better in this respect, partly through the support of the European Union. Paradoxically, while Britain has long had a market economy, it also faced this issue after it privatized utilities in the Thatcher era; Britain's utilities regulator was often criticized as being ineffective.Most economists argue that if a privatized company is a natural monopoly, or exists in a market which is prone to serious market failures, consumers may be worse off when the company is in private hands. This seems to have been the case with rail privatization in the UK and in New Zealand; in both countries, public disaffection has led to government intervention. In cases where privatization has been successful, it is because genuine competition has arisen. A good example of this is long-distance telecommunications in Europe, where the former state-owned enterprises losttheir monopolies, competitors entered the market, and tariffs for international calls fell dramatically.British Rail is an example of privatization program that has been deemed a failure and largely abandoned. The track-owning company has been effectively repossessed by the British government, and many of the train-running companies are at risk of having their concession removed on the grounds that they fail to provide adequate services. One of them, Connex, actually had its franchise cut short in June 2003 by the government for what the Strategic Rail Authority called "poor financial management." However, in other cases, particularly in poor countries, privatized enterprises cannot be renationalized so easily. These governments do not have the political will to do it, and there is strong pressure exerted by international lending agencies to maintain the privatization.If the privatization does not fully transfer property rights to the newly private firm, there may be disincentives for the firm to make capital investments. This was a particular problem in the case of the privatized rail track-leasing company in the United Kingdom.Many have argued that the strategy of privatization in Russia differed from those seen in more successful post-communist economies such as Hungary and Poland. The defects of the process in Russia, combined with capital market liberalization and failure to establish institutional infrastructure, have led to incentives for capital flight, contributing to post-communist economic contraction in Russia.Likewise, countries such as Argentina, which embarked upon far-reaching privatization programs, selling off valuable, profitable industries such as energy companies, have seen the rapid impoverishment of their governments. Revenue streams which could previously be directed towards public spending suddenly dried up, resulting in a severe drop in government services.Privatization can also have a ripple effect on local economies. State-owned enterprises are often required by law to patronize national or local suppliers. Privatized companies, in general, do not have that restriction, and hence will shift purchasing elsewhere. Bolivia underwent a rigorous privatization program in the mid 1990s, with disastrous impact on the local economy.The Wall Street Journal has reported that the World Bank, historically a supporter of denationalization in developing countries, has also begun to voice concerns over privatization. It no longer believes that privatization should be recommended in all cases. Nobel Prize winner Joseph Stiglitz has written a book on the subject called Globalization and its Discontents. Mexico's President Vicente Fox has come under criticism for his plans to privatize Mexico's electrical power generating industry.Finally, it has been argued that the Chinese economic reform has illustrated that economic reform can take place in the absence of large-scale privatization.The above arguments have centered on whether or not it is practical to apply privatization in the real world, but some reject the profit incentive, the theoretical basis for privatization, itself. Someopponents of privatization argue that because the driving motive of a private company is profit, not public service, the public welfare may be sacrificed to the demands of profitability. There is no definitive answer, but it is very often argued that essential services, such as water, electricity, health, primary education, and so forth, should be left in public hands. This argument, of course, relies on the view on state one holds, regarding what it should or should not be obligated to do. What is seen as desirable by a socialist may not be by a supporter of capitalism, and vice versa.OutcomesAcademic studies show that in competitive industries with well-informed consumers, privatization consistently improves efficiency. Such efficiency gains mean a one-off increase in GDP, but through improved incentives to innovate and reduce costs also tend to raise the rate of economic growth. The type of industries to which this generally applies include manufacturing and retailing. Although typically there are social costs associated with these efficiency gains, these can be dealt with by appropriate government support through redistribution and perhaps retraining.In sectors that are natural monopolies or public services, the results of privatization are much more mixed. In general, if the performance of the existing public sector operation is sufficiently bad, privatization will tend to improve matters. However, much of this may be due to the imposition of related reforms such as improved accounting systems, regulatory systems, and increased financing, rather than privatization itself. Indeed, some studies show that the greatest gains from privatization are achieved in the pre-privatization period as reforms are made to prepare for the transfer to private hands. In economic theory, a private monopoly behaves much the same as a public one.Alternatives to privatizationCorporatizationMain article: corporatizationNew Zealand has experienced the privatization of its telecommunication industry, its railway system and part of its electricity market. The process of privatization was halted in 1999 when the New Zealand Labour Party won the election. Although most of the electricity generation and the electricity transmission system remain state owned, the government has corporatized this sector as well as New Zealand Post, the Airways Corporation and other smaller state-owned enterprises (SOEs).The effect of corporatization has been to convert the state departments into public companies and interpose commercial boards of directors between the shareholding ministers and the management of the enterprises. To some extent, this model has enabled efficiencies to be gained without ownership of strategic organizations being transferred. This has been the policy of the People's Republic of China.Notable privatizationsSee also: List of privatizationsPrivatization programmes have been undertaken in many countries across the world, falling into three major groups. The first is privatization programmes conducted by transition economies in eastern Europe after 1989in the process of instituting a market economy. The second is privatization programmes carried out in developing countries under the influence of international financial institutions such as the World Bank and IMF. The third is privatization programmes carried out by developed country governments, the most comprehensive probably being those of New Zealand and the United Kingdom in the 1980s and 1990s.Anti-privatization campaignsPrivatization proposals in key public service sectors such as water and electricity are in many cases strongly opposed by opposition political parties and civil society groups. Usually campaigns involve demonstrations and political means; sometimes they may become violent (eg Cochabamba Riots of 2000 in Bolivia; Arequipa, Peru, June 2002). Opposition is often strongly supported by trade unions. Opposition is usually strongest to water privatization- as well as Cochabamba (2000), recent examples include Ghana and Uruguay(2004). In the latter case a civil-society-initiated referendum banning water privatization was passed in October 2004.See also。

旅游管理复试英语作文English:During the tourism management interview, I would like to emphasize my passion for the travel industry and my strong communication and organizational skills. I have always been intrigued by different cultures and destinations, and I believe that a career in tourism management would allow me to combine my love for travel with my ability to coordinate and plan effectively. I have previous experience working in customer service roles, which has equipped me with the necessary interpersonal skills to interact with clients and ensure their satisfaction. Additionally, I am highly organized and detail-oriented, which I believe are essential qualities for success in the tourism industry. I am eager to learn more about sustainable tourism practices and how I can contribute to promoting responsible travel behavior. Overall, I am committed to pursuing a career in tourism management and I am excited about the opportunity to further develop my skills and knowledge in this field.中文翻译:在旅游管理面试中，我想强调我对旅游业的热情以及我强大的沟通和组织能力。

旅游管理(英语)专业旅游管理(英语)主要研究英语及旅游学科的基础理论知识，掌握听、说、读、写、译技能，熟悉我国旅游业发展方针、政策和法规，了解旅游经济规律和市场营销策略，熟悉导游业务，能以英语为工具从事旅游工作，具有较强的英语交际能力。

例如：使用英语对某处旅游景点的风土人情、历史文化背景、人文地理进行讲解。

旅游管理(英语)主要核心就是旅游以及英语，学习旅游过程中需要掌握的英语单词及语法、口语等内容学习掌握，能够有较强的英语交际能力，能够通过英语对旅游景点进行讲解等。

一、旅游管理(英语)专业课程1.主要课程：《综合英语》、《听力》、《口语》、《英国文学》、《美国文学》、《高级英语》、《实用翻译》、《旅游阅读》、《商务口译》、《旅游学概论》、《导游基础与实务》。

2.实习实训：对接真实职业场景或工作情境，在校内外进行英文导游、海外领队、涉外酒店服务和中英文翻译等实训。

在旅游景区(点)、涉外酒店、国际旅行社和出入境服务公司等单位或场所进行岗位实习。

旅游管理(英语)属于语言类科目，专业代码670204，修业年限三年。

二、旅游管理(英语)专业培养目标1.职业面向面向旅游及公共游览场所服务人员、住宿服务人员、翻译人员等职业，商务旅游翻译、涉外酒店服务、出入境业务服务等岗位(群)。

2.培养目标定位本专业培养德智体美劳全面发展，掌握扎实的科学文化基础和较为扎实的英语语言基础、基本的翻译技巧和翻译方法、涉外旅游业务等知识，具备良好的涉外旅游服务等能力，具有精益求精的职业精神和信息素养，能够从事中英文导游、海外领队、涉外酒店服务和出入境服务等工作的高素质技术技能人才。

三、主要专业能力要求1.具有运用良好的英语听、说、读、写基本技能进行日常英语会话和应用文写作的能力；2.具有运用基本的翻译技巧和翻译方法，运用英语开展口头或书面形式的应用翻译的能力；3.具有良好的沟通技巧及跨文化交际能力或实践能力；4.具有运用英语从事涉外旅游活动的基本操作能力；5.具有运用英语从事涉外旅游活动的组织、协调及管理能力；6.具有运用英语开展导游、旅行社计调、旅游咨询、酒店服务和出入境翻译等能力；7.具有较强的信息素养和数字技能，具有互联网平台运营与推广的基本技能，能够运用英语基于互联网平台提供客户咨询服务；8.具有创新发展能力、创业能力，具有一定的分析问题和解决问题的能力；9.具有探究学习、终身学习和可持续发展的能力。

旅游英语专业名词一、介绍旅游英语是在旅游行业中常用的专业领域英语，涵盖了各种旅游服务、景点介绍、旅游活动等方面的术语和名词。

掌握旅游英语专业名词对于从事旅游相关工作的人员来说非常重要，能够更好地与国际游客沟通，提升服务质量和效率。

二、常见旅游英语专业名词1. 旅游服务•Tour guide：导游•Tourist information center：旅游咨询中心•Tourist attraction：旅游景点•Sightseeing tour：观光旅行•Airport transfer：机场接送•Hotel reservation：酒店预订•Travel itinerary：旅行行程•Travel insurance：旅行保险•Souvenir shop：纪念品店2. 交通运输•Airfare：机票费•Car rental：租车服务•Public transportation：公共交通•Departure time：出发时间•Arrival time：抵达时间•Boarding pass：登机牌•Baggage claim：行李领取处•Lost and found：失物招领3. 酒店服务•Room service：客房服务•Check-in/check-out：办理入住/退房手续•Single room/double room：单人间/双人间•Hotel amenities：酒店设施•Room key card：房间钥匙卡•Mini bar：迷你吧•Wake-up call：叫醒服务•Room service menu：客房服务菜单4. 餐饮服务•Restaurant reservation：餐厅预订•Menu：菜单•Dining options：用餐选择•Table for two/four：两人/四人桌•Buffet breakfast：自助早餐•Special dietary requirements：特殊饮食要求•Tip/gratuity：小费三、总结以上是一些常见的旅游英语专业名词，掌握这些名词对于提升在旅游行业工作的效率和质量非常重要。

旅游管理和商务英语一、旅游管理（Tourism Management）1. 中文翻译：旅游管理是指对旅游业中的各个要素，如旅游资源、旅游设施、旅游服务等进行规划、组织、协调、控制等一系列管理活动，旨在实现旅游业的可持续发展和满足游客的需求。

2. 英语解释- “Tourism” refers to the activities of people traveling for pleasure or business. It includes attractions like historical sites, natural scenery, and cultural events. “Management” involves the process of planning, organizing, leading, and controlling resources to achieve specific goals. In tourism management, managers need to oversee all aspects of the tourism industry. For example, they are responsible for marketing tourist destinations, managing hotels and resorts, ensuring the quality of tourist services, and protecting the local environment and culture.3. 运用情况及例子- 情况：当涉及到旅游相关企业（如旅行社、酒店、景区等）的运营、旅游目的地的开发与推广、旅游服务质量提升等情况时会用到。

- 例子- ①A tourism management company is planning a new tour package to attract more international tourists.（一家旅游管理公司正在策划一个新的旅游套餐以吸引更多国际游客。

导游试题——旅游管理专业英语语法考试1. The teacher told the classto _____ their books.A. put awayB. put upC. put onD. put by2. My sister is used to _____ with all the windows open.A. sleepB. sleepingC. the sleepingD. have slept3. Not until the game had begun _____ at the sports ground.A. he arrivedB. he didn’t arriveC. did he arriveD. would he arrive4. Most Chinese like to drink tea. But some prefer coffee _____ tea.A. toB. forC. withD. against5. Two _____ died of cold last winter.A. hundreds old peopleB. hundred old peopleC. hundreds old peoplesD. hundred old peoples6. _____ he comes, we won’t be able to go.A. ExceptB. UnlessC. WithoutD. Even7. The house is dark; the Browns _____ to bed.A. may goB. should goC. should have goneD. must have gone8. If you want to telephone him, you’ll have to _____ up the numberIn the book.A. lookB. seeC. findD. search9. It _____ John and Kate who helped me the other day.A. isB. wasC. areD. were10. The enemy troops _____ heavy losses in the battle.A. sufferedB. receivedC. acceptedD. met11. Her English is very good. She can speak English better than _____ inher grade.A. any oneB. the oneC. any one elseD. other student12. _____ is known to the world, Mark Twain is a great American writer.A. ThatB. WhichC. AsD. It13. He suddenly returned _____ a Sunday morning.A. onB. atC. inD. during14. _____ leaves the room last ought to turn off the lights.A. AnyoneB. The personC. WhoeverD. Who15. The teacher spent almost the whole afternoon _____ the students’ homework.A. to go overB. go overC. going overD. went over16. They usually have less money at the end of the month than _____ at the beginning.A. which isB. which wasC. they haveD. it is17. We are looking forward to _____ a trip to your country.A. takeB. takingC. be takingD. having taken18. He spoke so quickly that I didn’t _____ what he said.A. catch B. miss C. listen D. receive19. When I asked him to have a drink with me, he said he was in a hurry and not a minute to _____.A. spendB. saveC. spareD. share20. John has three sisters. Mary is the _____ of the three.A. most cleverestB. more cleverC. cleverestD. cleverer21. No permission has _____ for anybody to enter the building.A. been givenB. givenC. to giveD. be giving22. When _____ again?When he _____, I’ll let you know.A. he comes; comesB. will he come; will comeC. he comes; will comeD. will he come; comes23. She didn’t remember _____ him before.A. having metB. have metC. to meetD. to having met24. _____ I haven’t seen the film, I know very little about it.A. AfterB. AsC. AlthoughD. Before25. Let me give you _____.A. such an adviceB. some advicesC. an adviceD. some advice26. Has anyone seen my dictionary _____?A. everywhereB. somewhereC. nowhereD. anywhere27. After seeing the film, I felt _____ my friend.A. same asB. the same asC. same withD. the same for28. Four people were seriously _____ in an accident on the motorway.A. injuredB. damagedC. spoiledD. broken29. They want to know _____ do to help us.A. what can theyB. what they canC. how they canD. how can they30. You _____ return the book now. You can keep it till next week ifyou like.A. can’tB. mustn’tC. needn’tD. may not31. The horse is getting old and cannot run _____ it did.A. as faster asB. so fast thanC. so faster asD. as fast as32. Where _____ the recorder? I can’t see it anywhere.I _____ it right here. B ut now it’s gone!A. did you put; have putB. have you put; putC. had you put; was puttingD. were you putting; have put33. It is impossible for so _____ workers to do so _____ work in a single day.A. few; muchB. few; manyC. little; muchD. little; many34. Hello! I _____ you _____ in London. How long have you been here?A. don’t know; wereB. adn’t known; areC. haven’t known; areD. didn’t know; were35. The streets are all wet. It _____ during the night.A. must be rainingB. must have rainedC. had to rainD. must have rain36. John went to town yesterday and had his bike _____ there.A. to repairB. repairedC. repairingD. repair37. This room _____ in the building.A. is the biggest than any other oneB. is bigger than any other oneC. is biggest than any other oneD. is bigger than any one38. His parents wouldn’t let him marry anyone _____ family was poor.A. of whomB. whomC. of whoseD. whose39. Where is my pen? I _____ it.A. might loseB. would have lostC. should have lostD. must have lost40. She told us _____ story that we all forgot about the time!A. such an interestingB. such interesting aC. so an interestingD. a so interesting41. They asked me to have a drink with them. I said that it was atleast ten years since I _____ a good drink.A. had enjoyedB. was enjoyingC. have enjoyedD. have been enjoying42. That suit _____ over 60 dollars.A. has costedB. costedC. is costedD. cost43. Mother _____ us stories when we were young.A. was used to tellB. is used to tellingC. used to tellD. used to telling44. I wish I _____ you yesterday.A. seenB. did seeC. had seenD. were to see45. Somebody knocked at the door while I _____.A. started readingB. was doing some readingC. have readD. read46. Mr. Smith _____ here for three weeks.A. is already beingB. has already beenC. has already been beingD. is already47. _____ writer is better known in China, Charles Dickens or Mark Twain?A. WhichB. WhatC. EitherD. Whether48. Is _____ possible to fly to the moon in a spaceship?A. nowB. manC. thatD. it49. The chair looks rather hard, but in fact it is very comfortable to_____.A. sitB. sit onC. be satD. be sat on50. They knew her very well. They had seen her _____ up from childhood.A. growB. grewC. was growingD. to grow51. Was it during the Second World War _____ he died?A. that B. while C. in which D. then52. The students are _____ young people between the ages of sixteen and twenty.A. mostB. muchC. mostlyD. at most53. I only came to thank you and return the book you _____ me.A. borrowB. borrowedC. lendD. lent54. We’re looking _____ to hearing from you soon.A. atB. forwardC. forD. up55. Billy has difficulty _____ the rest of the class.A. to keep up withB. to keep upC. keeping up withD. keeping up56. It won’t make much _____ whether you leave today or tomorrow.A. differentB. differencesC. differenceD. differently57. As it was a stormy night, _____ people went to see the film.A. a fewB. fewC. severalD. many58. _____ the temperature, _____ water turns into steam.A. The high; the fastB. Higher; fasterC. The more higher; the fasterD. The higher; the faster59. We _____ for her because she never came.A. needn’t waitB. shouldn’t have waitedC. mustn’t waitD. mustn’t have waited60. I’ll never forget _____ you for the first time.A. meetingB. to meetC. being metD. to have met61. People who won’t work should be made _____.A. to workB. workC. workingD. to be working62. The rice _____ if you had been more careful.A. would not be burningB. would not burnC. would not have been burntD. would not burnt63. Is this the house _____ Shakespeare was born?A. at whereB. whichC. in whichD. at which64. My teacher _____ good English.A. saysB. speaksC. talksD. tells65. By the time we got to the cinema, the film _____ for half an hour.A. has begunB. had begunC. has been onD. had been on66. The teacher said that the earth _____ around the sun.A. runB. ranC. runsD. was running67. Jim suggested that they _____ their supper.A. hadB. would haveC. should haveD. should have eaten68. What else did you do yesterday _____ repairing your bike?A. except forB. exceptC. besideD. besides69. _____ wonderful birthday I am having!A. WhatB. What aC. HowD. How much70. The program was so _____ that they were too _____ to fall asleep.A. exciting; excitingB. exciting; excitedC. excited; excitingD. excited; excited71. She pretended _____ me when I passed by.A. not to seeB. to not seeC. not seeingD. having not seen72. They held a conference to decide _____ to meet the emergency.A. howB. whatC. thatD. which73. I tried to get out of the business, _____ I found impossible tocarry on.A. whatB. whichC. thatD. in which74. This book is for the students _____ native language is not Englishto study in an American college or university.A. theirB. thatC. of whomD. whose75. Everything _____ can be done has been done.A. thatB. on whichC. in whatD. by which76. He is the man to _____ I gave the money.A. whoB. thatC. whichD. whom77. This is the same girl _____ came to borrow an English book two days ago.A. asB. whoC. thatD. which78. Rose told them all _____ to Oliver.A. which happenedB. that had happenedC. which had happenedD. that had been happened79. Thus, if you have a taste for exciting adventures you may want to jointhe group of men _____ is to explore the mysteries of the deep sea. A. their work B. who workC. whoD. whose work80. Is this the book _____?A. for which you’re lookingB. for that you’re lookingC. for whom you’re lookingD. for it you’re looking81. These are the happiest hours _____ we have ever spent.A. whenB. whichC. thatD. at which82. Have you read the story _____ is the most interesting?A. the end of itB. the end of whichC. the end of thatD. the end83. He doesn’t believe _____ I said, _____ makes me sad.A. that … whichB. what … whichC. what … thatD. which … what84. He is anxious to have the same dictionary _____ you bought the other day.A. whichB. that asC. asD. what85. September 10th is the day _____ we shall never forget.A. whichB. on whichC. whenD. about which86. Can you solve such probles _____ raised by the audience?A. what wereB. as wereC. which wereD. that were87. The first thing _____ she should do was to repair the shed.A. whatB. asC. thatD. which88. All _____ the students need _____.A. what … has been doneB. that … have been doneC. which … have been doneD. / … has been done89. _____ you get into the habit of smoking, it’s difficult to stop.A. WhileB. AsC. OnceD. Though90. You may use my dictionary _____ you like.A. as long asB. soC. becauseD. while if91. She is determined to finish the work _____ long it takes.A. no matterB. wheneverC. howD. however92. Thick ice had to be broken _____ animals could get drinking water.A. becauseB. thoughC. so thatD. if93. I watched him _____ he disappeared from sight in the distance.A. untilB. unlessC. wheneverD. as long94. She finished her own task _____ her boyfriend did.A. asB. likeC. just likeD. as if95. He had no sooner finished his speech _____ he withdrew.A. thenB. andC. thanD. when96. I still want more _____ I have eaten a lot.A. whateverB. whereverC. despite ofD. even though97. Things have changed a lot _____ I wrote to you last time.A. whenB. sinceC. asD. before98. I don’t know why he suddenly gave up that decent job, _____ his parents.A. so doB. so didC. nor doD. nor did99. Hardly _____ the bus stop _____ the bus arrived.A. we had got to … whenB. we had got to … thenC. had we got to … thanD. had we got to … when100.Only when you have acquired a good knowledge of grammar _____ write correctly.A. you willB. you canC. can youD. can’t you101.He made it plain _____ he was annoyed with me.A. thatB. whatC. whichD. whether102.I smell something _____.A. to burnB. burningC. burnD. to be burned103.If you see her, please give my apologies _____ not having writtento him.A. aboutB. onC. forD. at104.I bought a dozen eggs, six _____ broke when I dropped the box atmy door.A. from whichB. in whichC. ofs _____ raised by the audience?A. what wereB. as wereC. which wereD. that were105.I was very busy that day. Otherwise I _____ part in the discussion.A. would takeB. had takenC. tookD. would have taken106._____ the children to bed, she began to correct the students’ papers.A. SendingB. Having been sentC. SentD. Having sent107.Meet me at the same place _____ you did yesterday.A. thatB. whatC. whichD. as108.It was _____ I met Mr. Smith in London.A. many years sinceB. many years ago thatC. for many years sinceD. since many years ago when109.Do you think the repair _____ by the end of the month?A. will have certainly been finishedB. certainly will have been finishedC. will have been finished certainlyD. will certainly have been finished110.The weather is _____ hot that we can’t walk _____ far.A. that; soB. very; muchC. so; thatD. much; very111.For a whole night she _____ buried in the snow.A. layB. laidC. lainD. lied112.Suddenly she turned and _____ Xiao Hu.A. came in sightB. caught sight ofC. was at first sightD. was out of sight113.If my lawyer _____ here last Saturday, he _____ me from going.A. had been; would have preventedB. had been; would preventC. were; would preventD. were; would have prevented114.I objected _____ the meeting without him.A. to haveB. to havingC. havingD. have115.After two months they _____ in the countryside.A. used to liveB. got used to liveC. used to livingD. got used to living116.I don’t remember _____ a chance to try this method.A. to have been givenB. to have givenC. having givenD. having been given117.I was so busy that I forgot _____ the Great Wall.A. visitingB. being visitedC. to visitD. to be visited118.Please remind me of it again this evening _____ I forget.A. in caseB. in case ofC. in any caseD. in no case119.I would rather _____ with you.A. not to goB. to not goC. to goD. not go120.Don’t smoke in the meeting room, _____?A. do youB. will youC. can youD. could you121._____ the day went on, the weather got worse.A. WithB. SinceC. WhileD. As122._____ of them knew about the plan because it was kept a secret.A. EachB. AnyC. No oneD. None123.The hostess requested that he _____ a seat.A. tookB. takesC. takeD. will take124.I would rather you _____ good to him.A. doB. will doC. has doneD. did125.In the dark street, there wasn’t a single person _____ she could turn for help.A. thatB. whoC. from whomD. to whom。

1. What is a "personal booklet"?A personal booklet is a booklet about place of emergency five and boat station2. What is a cruise ship?Generally speaking a cruise ship is a "floating water hotel" which merges dining, accommodation, transportation, travel, s hopping and entertainment, etc. into an organic whole.3. What are the duties of waiter?It’s responsible for serving passengers, Explaning the dishes. Making recommendation, supervising assistant waiters assigned to their tables.4. What are the four directions of the employment for maritime hotle students?①The Internation cruise ship②The cruise ship③The cruise ship on the Yangtze River④The hotel on land5. How to listen to the passengers?①Listen with an open mind②Listen all the way through③Wat ch for verbal/visual signals④Become an Careful Observer6. Would you please list four benefits for us to work on the cruise ship?①Save money ②Learn a lot of skills ③Meet new friends④Travel the world ⑥Enjoy exciting destinations7. What are the lines of authority in the restaurant management?Restaurant management-assistant restaurant. Manager-read waiter-waiter-assistant waiter.8. What are the duties of cabin steward?The cabin steward is responsible for daily deaning of passenger cabins.9. What is good customer service?①Make customer happy ②Own high Quality B ehaviour ③Own high service standards④Smile ⑤Be friendly ⑥Be helpful10. What state of mind should we keep when we offer services to passengers?①We should see something from passengers' angle/point and anticipate wh at passengers expect②We should pay attention to details of matter and should not neglect small things. Because all small thing make a big thing.③Our service should exceed passengers' expectations.11. What are the duties of bar manager?①Checks if passen gers are happy②Does sales promotions③Promotes or demotes his subordinates④Handles complaints from passengers12. What are the bad customer service?①Waiting ②No smiling ③Not interested④Not my problem ⑤Be impatient ⑥Be arrogant13. What are the Passengers expectations?①Professional experience ②Friendliness and courtesy③Delivering high quality service ④Solving passenger's problem⑤Improving service quality ⑥Find opportunities to offer service14. What's the navigation bridge?The raised part of a ship on which the captain and other officers stand when on duty.汉译英Good morningMy name is ***. It is really my honor to have this opportunity for an interview. I hope I can make a good performance today. I'm confident that I can succeed.Now I will introduce myself briefly. I am 21 years old, born in Hubei province.I will graduate from Wuhan polytechnic university. My major is tourism management, and I will get my bachelor degree after my graduation in Jun next year. In the past 3 years, I spend most of my time on study, so that I have passed CET4. And I have acquired basic knowledge of my major during my school time. In addition, I also took part in mangy activities. And I assumed the post of league branch secretary in the class, the exercise of my hardworking and pragmatic, eclectic habits, my dedication, responsibility, and my good unity, creative spirit. In my spare time, I made a lot of part-time, cashiers, tutoring, waiter, ect. During my working, I learned a lot.I like the work of cruise ship. Because I want to change my working environment. I'd like to find a job which is more challenging. Besides, I think that I work in the cruise ship can learn more knowledge. For instance, I will learn a lot of skills, meet new friends and enjoy exciting destinations. What is more important I can obtain new experience.I want to apply for duty-free shop/starboard assistants. Costa Cruise is a global company, so I feel I can gain the most from working in this kind of company environment. That is the reason why I come here to compete for this position.I think I'm a good team player and I'm a person of great honesty to others. Also I am able to work under great pressure.That’s all. Thank you for giving me the chance.。

旅游管理专业英语English:Travel and tourism management is a multifaceted field that encompasses various aspects of the travel industry, including hospitality, transportation, attractions, and destination management. Students studying this discipline develop a comprehensive understanding of the dynamics of the global tourism market, gaining insights into consumer behavior, marketing strategies, and sustainable tourism practices. They learn how to effectively manage tourist destinations, ensuring visitor satisfaction while also preserving cultural and environmental integrity. Courses typically cover topics such as tourism economics, destination planning and development, tourism policy and regulation, and event management. Moreover, students often engage in practical experiences through internships or fieldwork, allowing them to apply theoretical knowledge in real-world settings. Graduates of travel and tourism management programs are equipped with a diverse skill set that prepares them for careers in various sectors of the industry, including tour operations, hotel management, event planning, destination marketing, and sustainable tourism development.中文翻译:旅游管理是一个多方面的领域，涵盖了旅游行业的各个方面，包括酒店管理、交通运输、景点和目的地管理。