新大學英語：綜合教程4（簡體書）

《新大學英語（綜合教程4）》主張語言學習的過程是學習者對自己的語言體系不斷創建和不斷完善的過程。學習者不但需要從外界吸收語言形式，還要創造性地使用已有的語言材料，完成實際的交際任務，最終實現構建自己新的語言體系的目的。這也正符合《大學英語課程教學要求》所提出的“培養學生的英語綜合應用能力”，“同時增強其自主學習能力，提高綜合文化素養，以適應我國社會發展和國際交流的需要”這一總體教學目標。
《新大學英語（綜合教程4）》的每一個單元都是圍繞一個具有實際意義的項目來設計的。項目的完成涉及一系列的語言活動。單元學習的結果即是意味著項目的完成。而每一個項目的結果都會落實在一個完整的語言形式上，或者是一個演講，或者是一份研究報告，或者是一次辯論。單元學習過程就是運用不同的語言材料和語言技能完成項目的過程。．

《新大學英語綜合教程4》由高等教育出版社出版。

Unit1AGreenerFuture
Unit2CorporateCulture
Unit3AreYouCareerReady？
Unit4UnderstandingAnimals
Unit5SmokingBan&PersonalChoice
Unit6AccesstothePrivacyofaPublicFigure
Unit7DilemmasofScience
Unit8Globalization．

Why Does Corporate Culture Matter?
It's Not a Technology Failure - It's a Failure of Understanding the Culture.
Bill Brendler
Until a company tries to change and seeks help, much of the reality of what goes onremains hidden. It is unfortunate, but often the case, that managers and employees spend alot of energy concealing what's really going on in a company. It is when the company leaders,often in peril, seek help that the dynamic is set-up for finding out what's really going on. Peoplecan't understand an organization until they try to change it. How does one find out about the underbelly of the organization where the culture issues truly reside? Let's look at an examplethat illustrates the consequences of changing technology without analyzing the constraints ofculture. A large insurance company decided to increase its competitiveness by rapidly evolvingto a new CRM product. To accomplish this change, they hired a talented IT manager who had aproven track record. He was given the tough task Of converting the clerical staff to the new CRMsystem in six months. Training modules were created to teach employees how to use the newsystem effectively. But the IT manager was not aware that other executives, at the same time,were telling their employees to squeeze in whatever training they could but finish their normalwork first.
The result was the training was done in off hours and half- heartedly, and worse, the ITmanager was not told this because the employees feared senior management reprisal. At the endof six months the IT manager announced that the CRM system had been successfully installed.But he did not know that the employees were so poorly trained that it was taking them muchlonger to use the new system. Serious problems began to arise with customers and productivitydropped. Failure to recognize some of the deeper realities of the culture caused this organizationto waste tremendous amounts of money and effort for little gain.