財(cái)經(jīng)專(zhuān)業(yè)英語(yǔ)教程

DavidHakala財(cái)經(jīng)專(zhuān)業(yè)英語(yǔ)教程

EnglishforfinanceandeconomicsmajorsUnit1

TheTop10LeadershipQualities

ByDavidHakala本文選自：HR即HumanResources“人力資源”，網(wǎng)址：/HRWispartoftheTippitInc.Networkofpropertiesandcanbereachedbymailat:HRWorld100CaliforniaSt.,4thFloorSanFrancisco,Calif.94111ToinquireaboutsalesopportunitiesorreachanHRWorldanalyst,pleasecall1-877-864-7275[Para1]

Leadershipcanbedefinedasone'sabilitytogetotherstowillinglyfollow.Everyorganizationneedsleadersateverylevel.Leaderscanbefoundandnurturedifyoulookforthefollowingcharactertraits.[Para2]

Aleaderwithvisionhasaclear,vividpictureofwheretogo,aswellasafirmgrasponwhatsuccesslookslikeandhowtoachieveit.Butit’snotenoughtohaveavision;leadersmustalsoshareitandactuponit.JackWelch,formerchairmanandCEOofGeneralElectricCo.[Page11],said,“Goodbusinessleaderscreateavision,articulate[ɑ:?tikjuleit]thevision,passionatelyownthevisionandrelentlessly[ri?lentlisli]driveittocompletion.”[Para3]

Aleadermustbeabletocommunicatehisorhervisioninterms[2]thatcausefollowerstobuyinto[Page12]

it.Heorshemustcommunicateclearlyandpassionately,aspassioniscontagious[k?n?teid??s].[Para4]Agoodleadermusthavethediscipline[Page13]toworktowardhisorhervisionsingle-mindedly[Page13],aswellastodirecthisorheractionsandthoseoftheteamtowardthegoal.Actionisthemarkofaleader.Aleaderdoesnotsuffer“analysis[??n?l?sis]

paralysis

[p??r?lisis][Page14]”butisalwaysdoingsomethinginpursuitofthevision,inspiringotherstodothesame.[Para5]

Integrity[in?teɡriti]istheintegrationofoutwardactionsandinnervalues.Apersonofintegrityisthesameontheoutsideandontheinside.Suchanindividualcanbetrustedbecauseheorsheneverveersfrominnervalues,evenwhenitmightbeexpeditious[?ekspi?di??s]todoso.Aleadermusthavethetrustoffollowersandthereforemustdisplayintegrity.[Para6]

Honestdealings,predictablereactions,well-controlledemotions,andanabsenceoftantrums[?t?ntr?mz]andharshoutburstsareallsignsofintegrity.Aleaderwhoiscenteredinintegritywillbemoreapproachablebyfollowers.[Para7]

Dedicationmeansspendingwhatevertimeorenergyisnecessarytoaccomplishthetaskathand.Aleaderinspiresdedicationbyexample,doingwhateverittakestocompletethenextsteptowardthevision.Bysettinganexcellentexample,leaderscanshowfollowersthattherearenonine-to-five[Page15]jobsontheteam,onlyopportunitiestoachievesomethinggreat.[Para8]Magnanimitymeansgivingcreditwhereitisdue.Amagnanimous[m?ɡ?n?nim?s]leaderensuresthatcreditforsuccessesisspreadaswidelyaspossiblethroughoutthecompany[Page16].Conversely,agoodleadertakespersonalresponsibilityforfailures.Thissortofreversemagnanimityhelpsotherpeoplefeelgoodaboutthemselvesanddrawstheteamclosertogether.Tospreadthefameandtaketheblameisahallmarkofeffectiveleadership.

[Para9]

Leaderswithhumilityrecognizethattheyarenobetterorworsethanothermembersoftheteam.Ahumbleleaderisnotself-effacing

[selfi?feisi?]butrathertriestoelevateeveryone.Leaderswithhumilityalsounderstandthattheirstatusdoesnotmakethemagod.MahatmaGandhi[Page17]isarolemodelforIndianleaders,andhepursueda“follower-centric”leadershiprole.[Para10]

Opennessmeansbeingabletolistentonewideas,eveniftheydonotconformtotheusualwayofthinking.Goodleadersareabletosuspendjudgmentwhilelisteningtoothers’ideas,aswellasacceptnewwaysofdoingthingsthatsomeoneelsethoughtof.Opennessbuildsmutualrespectandtrustbetweenleadersandfollowers,anditalsokeepstheteamwellsuppliedwithnewideasthatcanfurtheritsvision.[Para11]

Creativityistheabilitytothinkdifferently,togetoutsideoftheboxthatconstrainssolutions.Creativitygivesleaderstheabilitytoseethingsthatothershavenotseenandthusleadfollowersinnewdirections.Themostimportantquestionthataleadercanaskis,“Whatif…?”P(pán)ossiblytheworstthingaleadercansayis,“Iknowthisisadumbquestion...”[Para12]

Fairnessmeansdealingwithothersconsistentlyandjustly.Aleadermustcheckallthefactsandheareveryoneout[Page18]beforepassingjudgment.Heorshemustavoidleapingtoconclusionsbasedonincompleteevidence.Whenpeoplefeelthattheyarebeingtreatedfairly,theyrewardaleaderwithloyaltyanddedication.[Para13]

Assertiveness

[??s?:tivnis]isnotthesameasaggressiveness.Rather,itistheabilitytoclearlystatewhatoneexpectssothattherewillbenomisunderstandings.Aleadermustbeassertivetogetthedesiredresults.Alongwithassertivenesscomestheresponsibilitytoclearlyunderstandwhatfollowersexpectfromtheirleader.[Para14]

Manyleadershavedifficultystrikingtherightamountofassertiveness[Page19],accordingtoastudyintheFebruary2007issueoftheJournalofPersonalityandSocialPsychology,publishedbytheAPA(AmericanPsychologicalAssociation)(Page20).Itseemsthatbeingunderassertiveoroverassertivemaybethemostcommonweaknessamongaspiring[?s?pai?ri?]leaders.[Para15]

Asenseofhumorisvitaltorelievetensionandboredom,aswellastodefuse[di:?fju:z]hostility[h?s?tiliti].Effectiveleadersknowhowtousehumortoenergize[?en?d?aiz]followers.Humorisaformofpowerthatprovidessomecontrolovertheworkenvironment.Andsimplyput,humorfostersgoodcamaraderie[kɑ:m??rɑ:d?ri:].[Para16]

Intrinsic[in?trinsik](belongingnaturally;essential)traitssuchasintelligence,goodlooks,heightandsoonarenotnecessarytobecomealeader.Anyonecancultivatetheproperleadershiptraits.[Para2]

關(guān)于GeneralElectricCo：GeneralElectricCoisoneoftheworld'slargestandbestknowncompanies.Itoperatesabroadrangeofbusinessesfromenergysystems,aviationengines（航空發(fā)動(dòng)機(jī)）,financialservicestotheNBC(NationalBroadcastingCompany美國(guó)國(guó)家廣播公司)televisionnetwork.雇員31萬(wàn)；總部在美國(guó)Connecticut康涅狄格州。[Para3]

Aleadermustbeabletocommunicatehisorhervisionintermsthatcausefollowerstobuyintoit.

本句中的interms是指領(lǐng)導(dǎo)在表述自己的愿景時(shí)所使用的話語(yǔ)。譬如：instrong,etc.terms意識(shí)是

usinglanguagewhichclearlyshowsyourfeelings即“使用能夠充分表達(dá)自己感覺(jué)的話語(yǔ)”；Buyintosomething的意思是tocompletelybelieveinasetofideas即“完全相信這一套思想”。全句可以譯成：“作為一個(gè)領(lǐng)導(dǎo)必須善于表達(dá)自己的愿景，能夠說(shuō)服追隨者完全相信自己的想法?！?/p>

[Para4]Agoodleadermusthavethedisciplinetoworktowardhisorhervisionsingle-mindedly,aswellastodirecthisorheractionsandthoseoftheteamtowardthegoal.所謂havethedisciplinetodosomething意思是“具備自控能力做成某件事情”。例如：Idon'thaveenough(self)disciplinetosavemoney.“我不能自控，省不下錢(qián)?！?；worktowardhisorhervisionsingle-mindedly“忠實(shí)履行職務(wù)，為愿景而工作”；thoseoftheteam中的those代表前面提到的名詞actions。全句可以譯成：“一個(gè)好的領(lǐng)導(dǎo)必須具備自控能力，確保自己克盡職守為愿景工作，同時(shí)還要指導(dǎo)自己以及整個(gè)團(tuán)隊(duì)為實(shí)現(xiàn)目標(biāo)而行動(dòng)起來(lái)。”[Para4]

Aleaderdoesnotsuffer“analysisparalysis

[p??r?lisis]”

所謂“analysisparalysis”指的是“分析崩潰癥”，表現(xiàn)為思前顧后，畏首畏尾，不敢前進(jìn)。具體請(qǐng)讀Ex4的短文。[Para7]

Bysettinganexcellentexample,leaderscanshowfollowersthattherearenonine-to-fivejobsontheteam,onlyopportunitiestoachievesomethinggreat.本句的主題是領(lǐng)導(dǎo)在獻(xiàn)身方面做出榜樣，向自己下司表明我們的團(tuán)隊(duì)沒(méi)有早九晚五的上下班制，有的就是抓住機(jī)遇把事業(yè)做大。

[Para8]Magnanimitymeansgivingcreditwhereitisdue.Amagnanimousleaderensuresthatcreditforsuccessesisspreadaswidelyaspossiblethroughoutthecompany.本段闡述領(lǐng)導(dǎo)的寬宏大度的品質(zhì)。Givecredit的意思是“給予表彰鼓勵(lì)，給予榮譽(yù)”。一個(gè)大度的領(lǐng)導(dǎo)就是要盡可能地讓整個(gè)公司都知道成功就要給予表彰獎(jiǎng)勵(lì)。本段最后一句Tospreadthefameandtaketheblameisahallmarkofeffectiveleadership.進(jìn)行了概括，即“榮譽(yù)是大家的，責(zé)任是自己的，這是一個(gè)高效率領(lǐng)導(dǎo)的重要標(biāo)志?！盵Para9]

MahatmaGandhi圣雄·甘地是印度民族主義領(lǐng)袖、印度國(guó)大黨的創(chuàng)始人，20世紀(jì)非暴力主義倡導(dǎo)者。[Para12]

Aleadermustcheckallthefactsandheareveryoneoutbeforepassingjudgment.Hearsb.out是短語(yǔ)動(dòng)詞，意思是：tolistentosomeoneuntiltheyhavesaideverythingtheywanttosay，即“把某人的話聽(tīng)完”。

[Para14]

Manyleadershavedifficultystrikingtherightamountofassertiveness,…這里的strikingtherightamountofassertiveness說(shuō)的是合適的自信度。英語(yǔ)習(xí)語(yǔ)strikeabalancebetween…就是要在兩者之間尋求平衡點(diǎn)。如果把握不了這個(gè)度就會(huì)變成本段后面闡述的缺少自信和過(guò)分自信的弱點(diǎn)。[Para14]

TheJournalofPersonalityandSocialPsychologypublishesoriginalpapersinallareasofpersonalityandsocialpsychology.Itemphasizesempiricalreportsbutmayincludespecializedtheoretical,methodological,andreviewpapers.人格／個(gè)性和社會(huì)心理學(xué)雜志是美國(guó)心理學(xué)會(huì)（theAPAAmericanPsychologicalAssociation）出版的一份心理學(xué)學(xué)術(shù)月刊，被認(rèn)為是社會(huì)心理學(xué)和人格心理學(xué)領(lǐng)域的頂級(jí)刊物，重點(diǎn)是實(shí)證研究報(bào)告，不過(guò)也發(fā)表專(zhuān)業(yè)化的理論、方法以及評(píng)論文章。這份雜志分為三個(gè)獨(dú)立的部分：

態(tài)度與社會(huì)認(rèn)知；（AttitudesandSocialCognition）人際關(guān)系與群體動(dòng)力學(xué)（InterpersonalRelationsandGroupProcesses）；人格過(guò)程與個(gè)體差異（PersonalityProcessesandIndividualDifferences

）01Unit2KnowledgeandChangeManagementKnowledgeManagement[Para1]

In1988PeterDrucker(11)wrote:[Para2]

Thetypicalbusiness[ofthefuture]willbeknowledge-based,anorganisationcomposedlargelyofspecialistswhodirectanddisciplinetheirownperformancethroughfeedbackfromcolleagues,customersandheadquarters(Page12).ForthisreasonitwillbewhatIcallaninformation-basedorganisation.[Para3]

Insuchanorganisation,themanagementofknowledgeandinformationbecomesakeytogainingcompetitiveadvantage.[Para4]

“Businesstoday”,echoedCharlesHandy

(Page14)

in1992,“dependslargelyonintellectualproperty,whichresidesinalienably[in?eili?n?bli]intheheartsandheadsofindividuals.”(Page13)

BothwriterswerereflectingagrowingawarenessthatcompanieshadmovedfarfromVictoriantimes,whentheywere(asHandyputit)“propertieswithtangibleassetsworkedbyhandswhosetimeownersbought”(Page15).Theyhadbecomepropertieswhosemostvaluableassetwasintangible—theknowledgewhichexistsintheheadsandheartsofemployeesorinformaldatabases,patents,copyrightsandsoon.[Para5]

Knowledgewasseenasthekeytothecreationnotonlyofbusinesswealthbutalsoofnationalwealth(Page16).IntheBritishgovernment’s1998WhitePaper(Page17)onthecompetitivenessofthenation,itsaid:[Para6]

Oursuccessdependsonhowwellweexploitourmostvaluableassets:ourknowledge,skillsandcreativity…theyareattheheartofamodernknowledge-driveneconomy.[Para7]

LesterThurow(Page18),anAmericanmanagementprofessor,wentsofarastosuggestina1997articleinHarvardBusinessReviewthatintellectualpropertyrightshadbecomemoreimportantthanmanufacturingproductsordealingincommodities.Oncecompaniesrealisedthistheybecameawareoftheneedtofindouthowtomanagethatknowledge,howbesttouseittocreateextravalue.Thiswasnotanissuetheyhadaddressedsystematicallyinthepast.[Para8]

Informationtechnologyhelpedintheireffortstointroducegoodknowledge-managementpractices.Developmentsinitadvancedthescienceimmeasurably.Datawarehousing(thecentralisingofinformationinvastelectronicdatabases)enabledcompaniestobemoresophisticatedandcustomer-orientedintheirbusiness.Atlastthelefthandknewwhattherighthandwasdoing(Page19);themarketingdepartmentknewwhowasalreadyacustomerofthecompany,andforwhatproductorservice.[Para9]

Knowledgemanagementhasbeenconsideredasfourseparateactivities:Capturinginformation.Companiesneedtoensurethattheyarenotsuddenlybereft[bi?reft]ofvitalinformationwhenanimportantindividualmovestoanotheremployer.Generatingideas.Allemployeesshouldbeencouragedtocomeupwithnewideas,throughideasboxesorbybeingrewardedforideasthatmakeorsavemoneyforthecompany.Storinginformation.Datawarehouseshavetobestructuredsothattheinformationinthemcanbeaccessedbyeverybodywhoneedsit.Distributinginformation.Organisationsmustencouragethespreadofinformationtoothers.Thehoardingofinformationhashistoricallybeenseenasasourceofpower.Changemanagement[Para10]

Businessesaretornbetweenadesiretodefineforalltimetheirorganisation’sstructureandstrategy,andarecognitionthattheirworldisinaconstantstateofflux

[fl?ks](Page20).Forthelargerpartofthe20thcenturytheyweremorefocusedonthestaticelementsofthisdichotomy[dai?k?t?mi](Page21).Butinrecentyearschangeshavebecomemorefrequentandmoredramatic,somuchsothatawholebranchofmanagementisnowdevotedtothesubjectofchangeitself.[Para11]

Inaclassicanalysisofthedilemma[di?lem?],HenryMintzberg(23),aCanadianbusinessacademic,describedhowastudentaskedhimwhetherhe“wasintendingtoplayjigsawpuzzle(Page24)orLego(Page25)”withtheelementsofstructureandpowerthathedescribedinhisbooksandthatheputtogethertomakeanumberofconfigurations

[k?n?fiɡju?rei??n]

ofdifferentorganisations(Page26).Mintzbergwrote:[Para12]

Inotherwords,didImeanalltheseelementsoforganisationstofittogetherinsetways—tocreateknownimages[thestaticstate]—orweretheytobeusedcreativelytobuildnewones[thedynamicstate]?IhadtoanswerthatIhadbeenpromotingjigsawpuzzles,evenifIwassuggestingthatthepiecescouldbecombinedintoseveralimagesinsteadoftheusualone.ButIimmediatelybegantothinkaboutplayingorganizationalLego.Configurationisanicethingwhenyoucanhaveit.Unfortunately,someorganizationsallofthetime,andallorganizationssomeofthetime,cannot.[Para13]

Legostandsyouinbettersteadinanever-changingworld(Page27).[Para14]

RosabethMossKanter(29)isprobablybestknownforherworkonchangemanagement.Herbook“TheChangeMasters”waslabelledas“thethinkingman’s'InSearchofExcellence'”(Page30),themorepopulartitlebyPetersandWaterman(Page30)

thatcameoutayearearlier.CharlesHandy,anotherbusinesswriterwhohasfocusedcloselyonchangemanagement,hasidentified“discontinuouschange”astheonlyconstantcharacteristicintoday’sworkplace.[Para15]

Thiscloseexaminationofthenatureofchangeandthesearchforasuitableanalogy[??n?l?d?i]haditscritics.In“BeyondtheHype”,RobertEcclesandNitinNohria(Page31)

saidthat“theprimaryconcernofmanagers…shouldbemobilisingactionamongindividuals,ratherthanendlessquibblingaboutthewaytheworldreallyis”.Thephilosophicalnatureofchange,theyfelt,wasbeingdiscussedmorethanthequestionofhowtomanagebusinessesandthepeopleinthem.PeterDrucker彼得?德魯克(November19,1909—November11,2005)

被尊為“現(xiàn)代管理學(xué)之父”P(pán)eterFerdinandDruckerwasawriter,managementconsultant,andself-described“socialecologist.”Hisbooksandscholarlyandpopulararticlesexploredhowhumansareorganizedacrossthebusiness,governmentandthenonprofitsectorsofsociety.Hiswritingshavepredictedmanyofthemajordevelopmentsofthelatetwentiethcentury,includingprivatizationanddecentralization;theriseofJapantoeconomicworldpower;thedecisiveimportanceofmarketing;andtheemergenceoftheinformationsocietywithitsnecessityoflifelonglearning.In1959,Druckercoinedtheterm“knowledgeworker”andlaterinhislifeconsideredknowledgeworkproductivitytobethenextfrontierofmanagement.

[Para2]

Thetypicalbusiness[ofthefuture]willbeknowledge-based,anorganisationcomposedlargelyofspecialistswhodirectanddisciplinetheirownperformancethroughfeedbackfromcolleagues,customersandheadquarters.本句是主系表結(jié)構(gòu)，系動(dòng)詞be后有兩個(gè)表語(yǔ)，一個(gè)是形容詞knowledge-based（以知識(shí)為基礎(chǔ)的），另一個(gè)是名詞anorganisation，該名詞后是一個(gè)過(guò)去分詞短語(yǔ)composedlargelyofspecialists作后置定語(yǔ)，譯成“大部分是由專(zhuān)家組成的一個(gè)組織”。在specialists后用who引出一個(gè)長(zhǎng)長(zhǎng)的定語(yǔ)從句，說(shuō)明了這些專(zhuān)家的責(zé)任是“根據(jù)同事、客戶(hù)和總部的反饋信息對(duì)自身的業(yè)績(jī)和表現(xiàn)進(jìn)行指導(dǎo)和控制”。

[Para4]

“Businesstoday”,echoedCharlesHandyin1992,“dependslargelyonintellectualproperty,whichresidesinalienablyintheheartsandheadsofindividuals.”

本句的主語(yǔ)是CharlesHandy，謂語(yǔ)動(dòng)詞是echoed（附和），其直接引語(yǔ)被分割了，即“Businesstoday

dependslargelyonintellectualproperty,whichresidesinalienablyintheheartsandheadsofindividuals.”引語(yǔ)中的引出非限制性定語(yǔ)從句的關(guān)系代詞which代表的先行詞是intellectualproperty。整個(gè)引語(yǔ)可以譯成：“如今的企業(yè)主要是依靠知識(shí)產(chǎn)權(quán)，而知識(shí)產(chǎn)權(quán)無(wú)法剝離地存在于個(gè)體人的心里和腦子里”。charles-handy查爾斯?漢迪CharlesHandy

查爾斯?漢迪，bornin1932，愛(ài)爾蘭管理學(xué)者，著作《非理性時(shí)代》（theageofunreason）1989年出版以來(lái)一直暢銷(xiāo)不衰。德魯克之后，管理界傾聽(tīng)誰(shuí)的聲音？當(dāng)代最知名的管理大師；管理界的預(yù)言家、哲學(xué)家，以“組織與個(gè)人的關(guān)系”，“未來(lái)工作形態(tài)”的新觀念而聞名于世。本世紀(jì)最具創(chuàng)見(jiàn)的組織行為大師，《金融時(shí)報(bào)》十大管理名師的第二名。

[Para4]

BothwriterswerereflectingagrowingawarenessthatcompanieshadmovedfarfromVictoriantimes,whentheywere(asHandyputit)“propertieswithtangibleassetsworkedbyhandswhosetimeownersbought”.Awareness名詞后跟的that從句是同位語(yǔ)從句，具體解釋了awareness（明白，知曉）的具體內(nèi)容；Victoriantimes為英國(guó)維多利亞女王統(tǒng)治的時(shí)間，從1837年7月到1901年1月。When從句是關(guān)系副詞引出的定語(yǔ)從句，主語(yǔ)they指的是companies，所謂propertieswithtangibleassetsworkedbyhands是相對(duì)前面的知識(shí)產(chǎn)權(quán)而言，這是通過(guò)工人加工有形資產(chǎn)的產(chǎn)權(quán)。請(qǐng)注意，這里不是短語(yǔ)byhand（用手的，親子的），hands表示“人手,員工；有手藝或技能的人”，這樣后面由whose引出的定語(yǔ)從句就通順了，即“工人們的時(shí)間出賣(mài)給了企業(yè)主”。

[Para5]

Knowledgewasseenasthekeytothecreationnotonlyofbusinesswealthbutalsoofnationalwealth.

并列連詞notonly…butalso連接了兩個(gè)介詞短語(yǔ)，把thecreationofbusinesswealth和thecreationofnationalwealth分割了。“知識(shí)不僅僅是創(chuàng)造企業(yè)財(cái)富的關(guān)鍵，也是創(chuàng)造國(guó)民財(cái)富的關(guān)鍵”。WhitepaperIntheCommonwealthofNations（英聯(lián)邦）,“whitepaper”isaninformalnameforaparliamentarypaperenunciating（[i?n?nsieiti?]闡述）

governmentpolicy;intheUnitedKingdomthesearemostlyissuedas"Commandpapers敕令書(shū)".Whitepapersareissuedbythegovernmentandlayoutpolicy,orproposedaction,onatopicofcurrentconcern.

LesterCarlThurow

萊斯特?梭羅

LesterCarlThurow(born1938)isaformerdeanoftheMITSloanSchoolofManagementandauthorofnumerousbestsellersoneconomictopics.

HehasbeenaneconomicscolumnistformanynationalandinternationalpublicationsincludingTheNewYorkTimes,TheBostonGlobe,Newsweek,andNikkeiBusinessJapan,andpublishednumerousbest-sellingbooks,ofwhichFortuneFavorstheBold(HarperBusiness,2003)isthelates

[Para8]

Atlastthelefthandknewwhattherighthandwasdoing;…本句的源頭在圣經(jīng)的馬太福音，原句是Thelefthanddoesn‘tknowwhattherighthandisdoing，現(xiàn)在商業(yè)界常用來(lái)表示各人都應(yīng)該保持自身利益的獨(dú)立性（Wepresentlyusethephrasetosuggestthat,inbusiness,oneshouldkeepone'sinterestsindependentofeachother.）。本文說(shuō)的是，由于信息技術(shù)的發(fā)展，這種獨(dú)立性已經(jīng)無(wú)法存在了。

[Para10]

Businessesaretornbetweenadesiretodefineforalltimetheirorganisation’sstructureandstrategy,andarecognitionthattheirworldisinaconstantstateofflux.Betornbetween…and…的意思是finditverydifficulttochoosebetweenthem，“在兩者間難以決策，左右為難”。Between后的第一個(gè)名詞短語(yǔ)adesiretodefineforalltimetheirorganisation’sstructureandstrategy“渴望為自己的組織確定一個(gè)永久性結(jié)構(gòu)和戰(zhàn)略”，foralltime“永遠(yuǎn)”；第二個(gè)名詞短語(yǔ)arecognitionthattheirworldisinaconstantstateofflux“承認(rèn)他們的世界始終處于一種變化的狀態(tài)”。

[Para10]

Forthelargerpartofthe20thcenturytheyweremorefocusedonthestaticelementsofthisdichotomy[dai?k?t?mi].

句末的thisdichotomy指上一句中提到的渴望穩(wěn)定和始終變化這一對(duì)完全對(duì)立的兩個(gè)方面。但在20世紀(jì)的大部分時(shí)間還是穩(wěn)定因素占據(jù)上方。10.[Para11]

HenryMintzberg,(borninMontreal,September2,1939)isaninternationallyrenownedacademicandauthoronbusinessandmanagement.

亨利·明茨伯格是一個(gè)在全球管理界享有盛譽(yù)的管理學(xué)大師，經(jīng)理角色學(xué)派的主要代表人物。他是最具原創(chuàng)性的管理大師，對(duì)管理領(lǐng)域常提出打破傳統(tǒng)及偶像迷信的獨(dú)到見(jiàn)解。第一本著作《管理工作的性質(zhì)》（TheNatureofManagerialWork）曾經(jīng)遭到15家出版社的拒絕，但是，現(xiàn)在已是管理領(lǐng)域的經(jīng)典。亨利·明茨伯格(HenryMintzberg)HewasborninIrelandin1932andwaseducatedatOxfordandworkedasaneconomistintheCityofLondon.jigsawpuzzleajigsawpuzzleisatilingpuzzlethatrequirestheassemblyofnumeroussmall,oftenoddlyshaped,interlockingandtessellatingpieces.Eachpiecehasasmallpartofapictureonit;whencomplete,ajigsawpuzzleproducesacompletepicture.HerethecompletepictureistheEnterpriseArchitecture.LEGOinLEGO,thegovernanceisjustguidedbyLEGOtubes.AsperLEGO“Theinterlockingprinciplewithitstubesmakesitunique,andoffersunlimitedbuildingpossibilities.It'sjustamatterofgettingtheimaginationgoing–andlettingawealthofcreativeideasemergethroughplay”.10月5日，一座高達(dá)29.48米的“壘高”塔在維也納建成，打破了此前29.3米的紀(jì)錄?！皦靖摺逼囱b玩具源自丹麥，是全球著名的益智玩具。人們可以使用“壘高”玩具搭建包括微縮城鎮(zhèn)在內(nèi)的各種模型。

[Para11]

…withtheelementsofstructureandpowerthathedescribedinhisbooksandthatheputtogethertomakeanumberofconfigurationsofdifferentorganisations.句中有兩個(gè)由關(guān)系代詞that引導(dǎo)的定語(yǔ)從句，其代表的先行詞是相同的，即theelementsofstructureandpower“結(jié)構(gòu)和權(quán)力因素”。第一句，他在書(shū)中所描述的企業(yè)的結(jié)構(gòu)和權(quán)力因素；第二句，他使用這些因素進(jìn)行拼接組裝成很多不同的組織結(jié)構(gòu)。

[Para13]

Legostandsyouinbettersteadinanever-changingworld.短語(yǔ)standsb.ingoodstead“使某人處于有利地位”。這句中的Lego就是前文提到的organisationalLego“組織壘高拼裝”，也就是configuration“按變化情況進(jìn)行配置”。RosabethMossKanter

羅莎貝斯·莫斯·坎特介紹見(jiàn)下頁(yè)

[Para14]關(guān)于RosabethMossKanter（羅莎貝斯·莫斯·坎特）：She

hastaughtattheHarvardBusinessSchoolsince1986astheClassof1960ProfessorofBusinessAdministration,alsoservingasEditoroftheHarvardBusinessReviewfrom1989to1992.HerbookTheChangeMasters（變革大師）wasnamedoneofthemostinfluentialbusinessbooksofthe20thcentury(FinancialTimes).ProfessorKanterhasbeennamedtolistsofthe“50mostpowerfulwomenintheworld”(TimesofLondon),andthe“50mostinfluentialbusinessthinkersintheworld”(Accenture埃森哲andThinkers50research).

[Para14]Peters和Waterman合寫(xiě)的InSearchofExcellence（追求卓越）一書(shū)：這本書(shū)在中國(guó)之外的其它國(guó)家和地區(qū)銷(xiāo)量至少有六七百萬(wàn)冊(cè)，而在中國(guó)至少有六七個(gè)版本，印量也應(yīng)在百萬(wàn)之上。請(qǐng)看網(wǎng)上的銷(xiāo)書(shū)廣告：InSearchofExcellenceLessonsfromAmerica'sBest-runCompaniesbyThomasJ.PetersandRobertH.Waterman￡6.99

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[Para15]

Nitin

Nohria（尼汀·諾利亞）哈佛大學(xué)商學(xué)院商業(yè)管理學(xué)教授，專(zhuān)精于企業(yè)領(lǐng)導(dǎo)與組織變遷。與Robert

Eccles

（羅伯特·艾克爾斯）合著“Beyond

the

Hype”、（“超越管理迷思”或“超越管理精髓”），分別對(duì)目前企業(yè)倡導(dǎo)的各種管理架構(gòu)、理論模式、專(zhuān)業(yè)術(shù)語(yǔ)等進(jìn)行了闡述。Unit3

TimelessManagementLaws[Para1]

Whetheryou’retheCEOofafortune500company,theownerofasmallbusinessorafloorsupervisoratatelemarketingfirm,beingthebossisnevereasy(Page9).ToquoteSpider-Man’slateuncle:“Withgreatpowercomesgreatresponsibility.”

(Page10)Ofcourse,thespecificnatureofyourmanagerialresponsibilitiesmayvary,dependingonyourfieldofexpertiseandtheorganizationalstructureofyourcompany,butsomeaspectsofleadershipremainuniversal,suchastimelessmanagementlaws.And,nomatterwhatindustryyou’rein,yourdutyasamanageristomotivateyouremployeesandprovidethemwiththetoolstheyneedtogetthejobdone.Herearefivetimelessmanagementlawsthathavestoodthetestoftime.1.Themanagerassumesallresponsibility[Para2]

Thebiggestdifferencebetweenbeingamanagerandbeinganemployeeisthat,asamanager,yourperformanceisn’tdeterminedbyyourpersonalaccomplishments,butbythoseofyourentireteam.Itwouldbehoove

[bi?hu:v]/[bi?h?uv]youandyourcareertoconsiderthisamongthemostimportanttimelessmanagementlaws(Page11).It’simportantforyoutotakechargeofyourstaffandestablishaclearchainofcommand.Employeesdon’ttypicallylookatthebigpicture,soit’syourjobtothinkofthebottomlineandmakesurethatyourdepartment’sobjectivesaremetquicklyandefficiently.Bythesametoken,youshouldtakeresponsibilityifyourteamfailstomeetitsgoals.Don’ttrytoshifttheblameontoyoursubordinates[s??b?:dinit],andrememberthatyou’realsoaccountableforemployeemorale[m??rɑ:l].2.Themanagerisconfident[Para3]

Timelessmanagementlawsstatethatit’simportantforyoutoprojectdecisivenessandself-assuranceineverysituationifyouwantyouremployeestotrustyourleadershipabilities(Page12).Astheboss,you’reexpectedtomakeallthehardchoicesandyourstaffneedstofeellikeyouknowexactlywhatyou’redoing(Page13).Thisisnottosaythatthere’snoplacefordoubtinmanagement.Ifandwhenyouhaveinsecurities,don’tdefer[di?f?:]toyoursubordinatesorovercompensatebymicromanagingeverylittletask;keepinmindthatyoualsohavetoshowconfidenceinyourteam.Beforemakingadifficultcall,includeyouremployeesandconsidertheiropinions,butmakeitclearthatthefinaldecisionisyoursandyoursalonetomake.3.Themanagerknowsthestaff[Para4]

Thesamewayasalespersonneedstobefamiliarwiththeproductlineinordertodothejobright,it’scrucialforyoutobeawareofyouremployees’respectivestrengthsandweaknesses.(Page14)Timelessmanagementlawsdictatethatyou,asyouremployees’boss,takeresponsibilitytoensurethateveryoneisdoingwhatheorshedoesbest.Youshouldalsofindoutaboutyoursubordinates’careergoalsandexpectations.Youneedtoknowifyourmostskilledworkerisfeelingrestlessandlookingfornewchallengesorifthenewhireisconfusedaboutthechainofcommand.Makesuretodiscussthesematterswithyourstaff.Regardlessofwhatyoulearn,yourtakingthetimetoaskisenoughtomotivateyouremployeesandinspiretheirloyalty(Page15).4.Themanagerprovidesregularfeedback[Para5]

Whetherthingsaregoingwellortakingaturnfortheworse,keepyouremployeesapprised[??praiz]oftheirprogresswithinthecompany.Don’tbeshyaboutgivingpraiseinpublicandavoidthe“nofeedbackisgoodfeedback”approach;yoursubordinatesneedtoknowthattheirhardworkisn’tgoingunnoticed.Bythesametoken,whenaworkerisdoingbadly,don’twaituntiltheissuehasgottenoutofhandbeforeaddressingit.Discusstheproblemwithyouremployeeassoonaspossibleandsandwichyourcriticismbetweentwocomplimentstocushiontheblow.Tactanddiscretion

[dis?kre??n]areparamount[?p?r?maunt]

whencoachingyourstaff.Chewingoutyourownteaminpublicwouldonlyharmyourreputationasmanager,whichisamongthetimelessmanagementlawsthatyoudon’twanttoexperience.5.Themanagerleadsbyexample[Para6]

Employeesoftenemulate[?emjuleit]

theirsuperior’sbehav