What Is a Decision?
A decision is a choice made from among alternative courses of action that are available. The purpose of making a decision is to establish and achieve organizational goals and objectives. The reason for making a decision is that a problem exists, goals or objectives are wrong, or something is standing in the way of accomplishing them.
Thus the decision-making process is fundamental to management. Almost everything a manager does involves decisions, indeed, some suggest that the management process is decision making. Although managers cannot predict the future, many of their decisions require that they consider possible future events. Often managers must make a best guess at that the future will be and try to leave as little as possible to chance, but since uncertainty is always there, risk accompanies decisions. Sometimes the consequences of a poor decision are slight; at other times they are serious.
Choice is the opportunity to select among alternatives. If there is no choice, there is no decision to be made. Decision making is the process of choosing, and many decisions have a broad range of choice. For example, a student may be able to choose among a number of different courses in order to implement the decision to obtain a college degree. Fox managers, every decision has constraints based on policies, procedures, laws, precedents, and the like. These constraints exist at all levels of the organization.
Alternatives are the possible courses of action from which choices can be made. If there are no alternatives, there is no choice and, therefore, no decision. If no alternatives are seen, often it means that a thorough job of examining the problems has not been done. For example, managers sometimes treat problems in an eigher/or fashion; this is their way of simplifying complex problems. But the tendency to simplify blinds them to other alternatives.
At the managerial level, decision making includes limiting alternatives as well as identifying them, and the range is from highly limited to practically unlimited.
Decision makers must have some way of determining which of several alternatives is best - that is, which contributes the most to the achievement of organizational goals. An organizational goal is an end or a state of affairs the organization seeks to reach. Because individuals (and organizations) frequently have different ideas about how to attain the goals, the best choice may depend on who makes the decision. Frequently, departments or units within an organization make decisions that are good for them individually but that are less than optimal for the larger organization. Called suboptimization, this is a trade-off that increases the advantages to one unit or function but decreases the advantages to another unit or function. For example, the marketing manager may argue effectively for an increased advertising budget. In the larger scheme of things, however, increased funding for research to improve the products might be more beneficial to the organization.
These trade-offs occur because there are many objectives that organizations wish to attain simultaneously. Some of these objectives are more important than others, but the order and degree of importance often vary from person to person and from department to department. Different managers define the same problem in different terms. When presented with a common case, sales managers tend to see sales problems, production managers see production problems, and so on.
The ordering and importance of multiple objectives is also based, in part, on the values of the decision maker. Such values are personal; they are hard to understand, even by the individual, because they are so dynamic and complex. In many business situations different people's values about acceptable degrees of risk and profitability cause disagreement about the correctness of decisions.
People often assume that a decision is an isolated phenomenon. But from a systems point of view, problems have multiple causes, and decisions have intended and unintended consequences. An organization is an ongoing entity, and a decision made today may have consequences far into the future. Thus the skilled manager looks toward the future consequences of current decisions.
译文：
什么是决策？
决策是从可供挑选的行动方向中作选择。决策的目的是建立并实现一个机构的目的和目标。之所以要决策是因为有问题存在，目标或目的的不适当，或者有某种东西妨碍了目标或目的的实现。
因此，决策过程对于管理非常重要。一个管理者做的差不多所有事情都离不开决策。有人甚至提出管理就是决策。虽然管理者不能预见未来，但是他们要做的很多决策需要他们考虑将来可能发生的情况。管理者常常必须对未来的情况作出最佳的猜测，使偶然性尽可能少地发生。但是因为总是在不确定的因素，所以决策往往伴随着风险。一个不当的决策的后果有时不严重而有时严重。
选择就是从多个选项中进行挑选的机会。没有选择就没有决策。决策本身就是一个选择的过程。很多决策有很宽的选择范围。例如，一个学生为了自己获得学位的志向，可以在许多不同的课程里作选择。对管理者来说，每一个决策都受着政策、程序、法律、先例等方面的制约。这些制约在一个机构的各个阶层都存在。
选择项就是可供选择、可能的行动方向；没有选择项，就没有选择，也就没有了决策。如果看不到有不同的选择项，说明对问题还没有进行全面的研究。一些管理者有时用非此即彼的方式处理问题，这虽然是他们简化复杂问题的方法，但是习惯了简化常使他们看不到别的解决办法。
在管理这个层次上，决策包括识别选择项和减少选择项两个步骤；其范围可以从极为有限的几个选择项到几乎无限多的选择项。
决策者必须有办法能从多种选择里确定一种为最佳，也就是说哪个对实现机构目标帮助最大，机构的目标也就是此机构所寻求的事态的结果。如何实现目标，个人和组织都有不同的看法。因此，最佳选择可能就取决于决策人了。通常一个组织内的单位或部门作出的决策可能有利于本部门、本单位，但对比它们大的机构来说就不是最佳选择了。这就是所谓的局部优化：增加对一单位或部门的便利同时减少对另一个单位或部门的便利，这是在两利不能兼顾的情况下所做的取舍。例如，经理可以把增加广告预算的必要性讲得头头是道，但是从总的布局看，增加改进产品的科研费用也许对这个组织更有好处。
因为一个组织希望同时达到的目标很多，所以就要进行权衡，虽然有些目标比另一些重要，但重要程度和次序则常常因人而异，因部门而异。管理者不同对同一问题所做的解说也是不同的。把同样一种情况摆在他们面前，销售经理看的是销售问题，生产经理看的是生产问题，如此等等。
多个目标的排序和重要性在某种程度上是以决策者的价值观为依据的。这些价值观念是个性的，很难捉摸，甚至抱有这种观念的人自己也很难弄清楚；这是因为价值观不断变化，也很复杂。很多商业活动中，不同的人对于风险和收益的可接受程度的价值观不一样，这就导致了他们对决策正确与否的看法也不同。
人们常以为决策是一个孤立的现象，但从系统的观念看，问题的产生有多种原因，所以决策既有意料中的结果，又有意料外的结果。一个组织是一个发展的实体，所以今天所做的决策对未来可能产生意义深远的影响。因此一个老练的管理者常要考虑当前决策在将来产生的结果。
课文讲解：
一．我们要达到的目的
1．词汇量的提高。即数量与质量的双提高。
2．语法学习的进一步深入。
语法的三个阶段性标志：初级――时态的灵活及正确运用 中级――非谓语动词、从句的运用 高级――介词的运用
3．阅读能力的提高
要学会用英语思维阅读，体会作者的意图。培养良好的阅读习惯，由逐词阅读向逐句逐段阅读转变。
4．具备一定的翻译及写作能力
二．我们要使用的方法
1．充分利用课堂时间，充分利用远程软件，灵活掌握课堂节奏
2．保证完成书本上的练习，同时大量做课外的练习。
3．保持一定的阅读量
4．重视学习的持续性
5．正视老师的作用
课文部分
一．单词辨析
1.goal:
(1)目标；目的；目的地
His goal is a place at University. 他的目标是在大学任教。
(2)（足球等的）球门
2.objective 目标、目的
our objectives were won.
3.accomplish:
accomplish 常接 task, aim, journey, voyage 等名词, 有时兼有“达成(效果)”之意。
如: The explorers accomplished the voyage in five weeks.
与finish, complete 的区别：
都含“完成”的意思。
Accomplish 通常接 task, aim, journey, voyage 等名词, 有时兼有“达成(效果)”之意, 如:
The explorers accomplished the voyage in five weeks.
探险队在五周内完成了航程。
Complete 比 accomplish 具体, 可接建筑、工程、书籍等名词, 指“按预期目的把未完成的工作经过进
一步的努力使之完成”, 主要涵义是“补足缺少的部分”, 如:
The building will be completed by the end of this month.
这座楼于本月底建成。
Finish 在许多情况下可与 complete 换用, 但不及 complete 正式,常含有“认真仔细地完成工作的最后阶
段的精工修饰, 使之完美”的意思。 如:
I have finished the book.
我已读完了这本书。
3. accompany :
(1)~+n.+to+n . 伴随、陪同
The guide accompanied the foreign visitors to the airport.
(2) ~+n.+with+n. 与…同时发生或做出
He accompanied his speech with gestures.
4. precedent
The president followed historical precedent in forming the Cabinet.
总统遵循历史惯例来组成内阁
5.attain : 到达,经过不懈的努力或一段时间后达到
The picture has attained to perfection.
6.optimal ?> sub－optimiza-tion 构词法
7.argue  1) ~+with+sb+about/over+n. 与某人争辩/争论某事
He is always arguing with her about the cases
（2）~+for/against+n. 为赞成/反对…….而辩论
They argue for an increase in salary.
(3)~+某人+into/out of+doing+n. 说服某人做/不做某事
I argued him out of doing such a foolish thing.
派生词：argument arguable
近义词：debate dispute
8.scheme: 计划行动的系统性计划
8.profitability: profit
9.entity:
The whole country is a single entity.
10.alternative
(1)形容词：二者选一的，选择性的 ~+n.
There are alternative answers to the question.
(2)名词 二者择一，变通方法
You have the alternative of working hard or not.
11.achieve
（1）完成；实现
The university has achieved all its goals this year.
这个大学今年已经实现了所有的奋斗目标。
(2)达到；获得
He hopes to achieve all his aims soon.
他希望尽快达到所有目标。
12.fundamental: be+~+to+n. 对…十分重要
This is fundamental to the true understanding of this book.
13.assume：
（1）认为，假定
He is not so foolish as you assume him to be
(2) 承担，担任
He assumes a leading position in that company.
(3) 呈现…….的形式/面貌
The factory assumes a new aspect.
(4)假装
He assumes a look of innocence.
二．课文讲解：
1.A decision is a choice made from among alternative courses of action that are available.
决策是从可供挑选的行动方向中做选择。
“made from among alternative courses of action”过去分词做定语
“that are available”定语从句
“from among”为双介词，即一个介词修饰另一个介词或介词短语，from 较常用
如：from behind the door from above one’s glasses
2. in the way 妨碍
out of the way : Move out of my way!!
3. Almost everything a manager does involves decisions, indeed, some suggest that the
management process is decision making.一个管理者所做的所有事情几乎都离不开决策，甚至
人提出管理就是决策。
Does 确实，表强调
Indeed 逗号中间的词，可先略过，与句子整体意思没什么关系，只是表示意思的递进。
4.Although managers cannot predict the future, many of their decisions require that they
sider possible future events.虽然管理者不能预见未来，但是他们要做的很多决策需要他们考虑将
来可能发生的情况。
这是个复合句，although引导让步状语从句，主句中的谓语require后跟一个宾语从句。
Require后面的宾语从句需用“（should）+动词原型”的虚拟语气结构，该结构中的情态动词should可以
省去。另外，常用的demand, order, suggest, propose, ask, insist等也用此种形式，例如：We suggested he
(should) attend the meeting. He ordered Tom (should) go with me.
5 .often managers must make a best guess at…….
To make a guess at 猜测
6……….,and many decisions have a broad range of choice.
A broad range of 很宽的范围
7.For managers, every decision has constraints based on policies, procedures, laws,
precedents and the like. 对管理者来讲，每个决策都受政策、程序、法律、先例等的制约。
“based on…”修饰”constraints” ，过去分词做定语
“and the like” 类似的东西，等等。。。例如：He love music, painting and the like.
8. If there are no alternatives, there is no choice and, therefore, no decision.如果没有选择项，
就没有选择，也就没有了决策。
Therefore,因此，表递进，对句子整体意思并无影响。
9. For example, managers sometimes treat problems in an either/or fashion.
“an either/or fashion”非此即彼的方式 注意前面的介词
10.Frequently, departments or units within an organization make decisions that are good for
them individually but that are les than optimal for the larger organization. 通常，一个机构内部
的单位或部门做出的决策可能有利于本部门、本单位，但对比它们大的机构来说就不是最佳选择
了。
“within an organization”修饰“departments or units”,介词短语做定语
“that are good for them individually”和” that are les than optimal for the larger organization”是两个定语从
句，修饰 “decisions”
11. These trade-offs occur because there are many objectives that organizations wish to attain
simultaneously. 之所以要进行权衡，是因为一个机构希望同时达到的目标很多。
“because”引导一个原因状语从句，其中又有一个“that”引导的定语从句，修饰“objectives”
12. Different managers define the same problem in different terms. 不同的经理对相同的问题的解
说是不同的。
“define”给……下定义。
13. When presented with a common case, sales managers tend to see sales problem,
production managers see production problems, and so on. 把同样一种情况摆在他们面前，销售
经理看的是销售问题，生产经理看的是生产问题，如此等等。
“when presented with a common case”是由when+过去分词短语构成的时间状语，其主语they和be动词
被省略。这种省略只有在从句的主语与主句的主语相同时才能出现，本句中从句的主语与主句的主
语为”sales managers and production managers”
例如： When asked about that matter, he just kept silent. (When he was asked about that matter, he just
kept silent.)
14. In many business situations different people’s values about acceptable degrees of risk and
profitability cause disagreement about the correctness of decision. 很多商业活动中，不同的人对
于风险和收益的可接受程度的价值观不一样，这就导致乐他们对决策正确与否的看法也不相同。
这是一个简单句，“values cause disagreement”
句子中有三个介词短语做定语
15. point of view 观点 |
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