《白領辦公高手過招》分為新人入職、職場人事、日常辦公、商務接待、海外出差、工作之外6章49個單元，涵蓋了白領所能遇到的各種場景，包括辦公室談話、與上級交涉、出差拜訪客戶、接待訪客以及下班之后的娛樂休閑等各方面的內(nèi)容。書中列出了在日常工工作中最常用的語句，展示了工作中最真實的場景，提供了最可以脫口而出的流暢表達。相信這樣一《白領辦公高手過招》，可以幫助讀者用得體的禮節(jié)和地道的英語與客戶侃侃而談，與老板談笑風生，與同事暢所欲言!
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Chapter 1 Newcomers
Unit 1 Notifying to Work
Unit 2 Remuneration and Benefits
Unit 3 Employment Contract
Unit 4 First Day in the Company
Unit 5 Working Environment
Unit 6 Training
Unit 7 Complimenting and Criticizing the Staff
Chapter 2 Personnel Work
Unit 1 Being Late
Unit 2 Asking for Leave
Unit 3 Working Overtime
Unit 4 Asking for a Salary Raise
Unit 5 Promotion
Unit 6 Recruiting a New Staff
Unit 7 Transferring
Unit 8 Resignation
Unit 9 Firing
Unit 10 Company Bonus
Unit 11 Performance Review
Chapter 3 Day-to-Day Work
Unit 1 Arranging Appointments
Unit 2 Thanks and Apology
Unit 3 Dealing with Complains
Unit 4 Compensation Claim
Unit 5 Making Calls
Unit 6 Entertaining the Clients
Unit 7 Schedule
Unit 8 File Keeping
Unit 9 Meetings
Unit 10 Company Dress
Chapter 4 Business Reception
Unit 1 Meeting Clients at the Airport
Unit 2 Greetings
Unit 3 Arranging Hotels
Unit 4 Around the Workshop
Unit 5 Business Dinner
Unit 6 Sightseeing with the Guests
Unit 7 Seeing Off Clients
Chapter 5 Going Abroad on Business
Unit 1 Arranging the Plan
Unit 2 Passport and Visa
Unit 3 At the Customs
Unit 4 At the Hotel
Unit 5 Calling On Clients
Unit 6 Trade Fairs
Unit 7 Travel Reimbursement
Chapter 6 After Work
Unit 1 Diet Culture
Unit 2 Traveling
Unit 3 Fitness
Unit 4 Tasting life
Unit 5 Money Management
Unit 6 Cars
Unit 7 Buy a House
In the management review conducted every year， we would， responding to clients new de- mands， increase our requirements on product and service quality， and reflect them in our quality goal. 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. For managers， every decision has constraints based on policies， procedures， laws， precedents， and the like. Often managers must make a best guess at what the future will be and try to leave as little as possible to chance， but since uncertainty is always there， risk accompanies decisions. For ex- ample， managers sometimes treat problems by con- vention. Because individuals and organizations fre- quently 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. Some of these objec- tives are more important than others， but the order and degree of importance often vary from person to person and from department to department.
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