North America.
管理GMAT的研究生入学管理委员会表示，在过去十年中，在全球范围内推出的3,710项新研究生管理课程中，有81%都出现在北美以外的地区。
4. The global challenge especially confronts the nation’s oldest B-school, the University of Pennsylvania’s Wharton School of Business, ranked number five on our list of U.S. business schools.
美国最古老的商学院——宾夕法尼亚大学沃顿商学院——在美国商学院排行榜上名列第五，这一全球性挑战尤为突出。
5. The multinational companies rushing into those hot spots are quite happy to hire an M.B.A graduating from a program of 12 to 18 months, as opposed to the two years for a full-time M.B.A from a U.S. school. 那些涌入这些热点地区的跨国公司非常乐意雇佣一名MBA。毕业于一项为期12至18个月的课程，而不是来自美国的一所学校的两年全日制的MBA。
UNIT SEVEN
1. That each manager’s job be given the broadest possible scope and authority is nothing but a rephrasing of the rule that decisions be pushed down as far as possible and taken as close as possible to the action to which they apply.
把每一个经理的职责范围和权力尽可能扩大到最大限度，这不过是换
一种说法来讲这样一条规则；决定要尽可能的向下贯彻，要尽可能接近这项决定所牵涉的行动。
2. The firing-line manager is, so to speak, the gene of organization in which all higher organs are prefigured and out of which they are developed.
所以说，第一线的管理人员是有机体的基因，这个有机体的所有高级器官都在这里形成了他们的雏形，都是从这里发育成长的。 3. It is only elementary prudence, for instance, not to allow any manager to make by himself and without reviewing a decision on the career and future of one of his subordinates.
例如，任何经理不得不经研究就擅自对他的一个下级的事业和前途作出决定，这是起码的谨慎态度。
4. All authority not expressly and in writing reserved to higher management is granted to lower management.
所有不明确的书面的更高的管理权力机构被授予更低的管理部门。 5. Every manager has the task of contributing what his superior’s unit needs to attain its objectives. This is indeed his first duty. From it he derives the objectives of his own job.
每个经理都有责任义务为他的上级单位需要达到的目标做出贡献。这的确是他的第一要务。从他的工作中，他得到了自己的工作目标。
UNIT EIGHT
1. Starbucks has been so successful, it may seem unassailable, untouchable，unavoidable. It's not. In fact, the company has had a very difficult year.
星巴克一直是如此成功，它似乎无懈可击，不可触摸，不可废除的。它不是。事实上，这家公司度过了非常艰难的一年。
2. But perhaps most hurtful have been the mounting complaints from customers, employees and even Schultz himself that in its pursuit of growth, the company has strayed too far from its roots.
但也许最令人伤心的是来自顾客、员工甚至舒尔茨本人的抱怨，在追求增长的过程中，公司已经偏离了自己的根本太远了。
3. They've designed a plan to yank Starbucks' focus from gaining efficiency and appeasing Wall Street back to selling exemplary coffee with the kind of service and ambiance that makes a $4 latte worth the price.
他们设计了一个计划，把星巴克的注意力从获得效率和安抚华尔街，转向销售具有服务和氛围的咖啡，这种咖啡的价格相当于4美元的拿铁咖啡的价格。