高級職業(yè)英語讀寫教程unit

?CareerSkillDescription:Inthisunityouwilllearnto:1.describeanddealwithworkproblems;2.makecomplaintsandapologies;3.writealetterofcomplaint.UNIT7WorkplaceProblemsSection1

Before-classActivities:GettingThingsReadySection2

In-classActivities:ThingstoDoIn-classActivitiesSection3

ThingstoWriteSection4

After-classActivities:MoreThingstoDoUNIT7WorkplaceProblemsSection1

Section1

Before-classActivities:GettingThingsReadyUNIT

7

WorkplaceProblemsboss

unhappy

excessive

coworker

Section1

enjoyableUNIT

7

WorkplaceProblems12345678910encounter

makechanges

evolve

proactive

endupwith

responsibility

overwhelm

coworker

confront

approach

Section2

In-classActivities:ThingstodoSection2

UNIT

7

WorkplaceProblemsManypeoplewilloccasionallyencountersituationsatworkthatcanbedifficultorfrustratingtoresolve.Workproblemsseemtoariseonadailybasisinsomecompanies.Whenthingsgowrongintheworkplace,youmayneedtofindsomewaystoguideyouthroughyourworkrelationships.Lookatthelistofthingsyoudislike.Arethereanyissuesthatcanberesolved?Thereprobablyare.Mostsituationsarenotashopelessastheyseem.Forexample,ifyou’rehavingproblemswithyourboss,canyousitdownanddiscussthemwithhimorher?Beforeyoudo,trytolookattheproblemobjectively.Therearetwosidestoeverystory.Trytoseeyourboss’side.Maybeyoucanmakesomechangesthatwillchangetherelationship.Areyouunhappywiththeworkitself?Sometimesajobevolveswhatyouwerehiredtodoisn’texactlywhatyouaredoing.Ifyouaredoingonlyworkyouaren’tinterestedin,youneed

todosomethingaboutit.Don’tletyouremployerdecideyourcareerpathforyou.Youmustbeproactivetranslationtask1Relatedinformationtask2task3task4task5task61.Howmanykindsofworkproblemsarementionedinthepassage?

2.Whatistheproposalforsolvingtheproblemwithacoworker?

3.Canyouthinkofotherproblemsyoumayencounterattheworkplace?12356748Section2

DealingwithWorkplaceProblemsUNIT

7

WorkplaceProblems91011oryou’lljustbedraggedalong.Youneedtogetexperienceinyourfieldofinterest.Thisishowyoubuildyourresume.Afteradownsizing,remainingemployeesendupwithanexcessiveamountofworktodo.Havingadditionalresponsibilitiesisn’tnecessarilyabadthing.Yourbossmayhavegiventhemtoyoubecauseheorshefeltyoucouldhandleit.Ifyouaretrulyoverwhelmedandcan’tcompleteyourworkwithinareasonableamountoftime,youshouldtalktoyourboss.Insomecompaniesovertimeisagiven,notanoption.Includethattimeinwhatyouconsidertobea“reasonableamountoftime.”Ifeveryonewalksoutthedoorat5:00PM,butyouhavetostayuntil8:00PM,somethingiswrong.Doyougetalongwellwithyourcoworker?Theworkplaceisajumbleofmanydifferentpersonalities.Ifyouhaveaproblemwithhowacoworkerisbehavingintheworkplace,trytoconfronthimorherdirectlyinsteadofimmediatelyapproachingyourbossaboutacoworker’sbehavior.Itisalwaysbesttoasktospeakwithacoworkerprivatelyandthendiscussthesituationawayfromotherears.Thesesuggestionscanhelpyoumakethemostofalessthanperfectsituation.Youmaynotonlyfindthatyoucantolerateyourjob,youmaybegintoenjoyit.1213Section2

UNIT

7

WorkplaceProblems14151617181920translationtask1Relatedinformationtask2task3task4task5task6處理工作問題很多人在工作中會不時遇到難以解決的情況。工作問題在公司中每天都會出現(xiàn)。當在工作場所出現(xiàn)問題時，你可能需要一些方法指導(dǎo)你處理好工作關(guān)系?？纯聪铝心悴幌矚g做的事情。有能夠被解決的嗎？或許有。大多數(shù)情況沒有像看上去那樣無望。例如，如果你和老板之間出現(xiàn)了問題，你能坐下來和他或她商討嗎？在你做之前，盡量客觀地看待問題。事物皆有兩面。試著從你老板的角度看問題?；蛟S你能做些改變改善關(guān)系。你對工作本身不滿意嗎？有時一份工作演變成:你當時被雇傭來做的工作并不是你正在做的。如果你只是做你不喜歡的工作，你需要考慮考慮了。不要讓老板決定你的職業(yè)生涯。你一定要主動，否則就會受牽制。你需為你所感興趣的領(lǐng)域積累經(jīng)驗。這也關(guān)系到你今后如何重新開始。公司裁員后導(dǎo)致剩下的員工有過多的工作要做。有額外的工作要做不一定是一件壞事。你的老板把這些工作給你可能是因為他或她覺得你能勝任。假如你真的受工作壓制太大并且不能在合適的時間內(nèi)完成,你應(yīng)該和老板談?wù)?。在一些公司加班是既定?而不是可以選擇的。考慮一下什么可以算作在"合理的時間內(nèi)"。如果每個人是下午五點下班，而你不得不呆到八點,那么就一定有問題。你與同事相處好嗎？工作場所是由許多不同性格的人組成的地方。如果你覺得同事在工作場所的表現(xiàn)有問題，試著直接面對他或她而不是立即把同事的行為訴于老板。最好要私下與同事談,避開別人的耳目。這些建議有助使難以完美的情況變得盡可能完善。你可能不僅發(fā)現(xiàn)你能容忍你的工作，并且開始喜愛它了。Section2

Chinesetranslation:BACKUNIT

7

WorkplaceProblemsRelatedinformation:BACKResolvingWorkplaceProblemsHowcanyouresolvebasicproblemsintheworkplace?Reviewthefollowingadvice

forcommonsituations.Typicalworkplacesituationsinclude:PeoplewhofailtodeliverwhattheypromiseNothavingtheauthoritytodowhatisrequiredPoorornodirectionfromthepersonassigningthetaskToomanytasksandresponsibilities--andnotenoughtimetodothemCriticismfromothers

PeopleWhoFailtoDeliverWhatTheyPromiseIt'sfrustratingwhenco-workerspromisetohelpuswithaprojectandthenleaveushighanddry.Howtoensurethatpeopledowhattheypromise?Tryto:●Ensurethatyouandtheotherpersonagreeonwhatheorsheshoulddo.●Establishadeadlineyoubothagreeon.●Setmilestonesthatinvolvesometypeofoutputandfollowup.●Ifnecessary,involvemanagementeithertocleartheotherperson'sscheduleortoenforcetheagreement.Section2

UNIT

7

WorkplaceProblemsRelatedinformation:BACKNotHavingtheAuthoritytoDoWhatIsRequiredResponsibilitywithoutauthorityisagreatsourceofstressintoday'sworkplace.Mostpeoplefinditfrustratingtolearnthey'rebeingheldaccountableforeventsoverwhichtheyhavelittleornocontrol.Participantsrecommend:●Gainacknowledgementfromanappropriateauthority.Inotherwords,makesuresomeoneagreedthatyoushouldberesponsible.And,getitinwriting.Asalastresort,youcansendane-mailtotheproperpersonstatingthatyouunderstandyourresponsibility.●Defineboundariesandroles.Justwhatareyouresponsiblefor?Bespecific--whatisthescopeoftheprojectandwheredoyourresponsibilitiesbeginandend.Again,inwriting,indicatewhatauthorityyouneedtoproceed.●Clarifycompanyandindividualgoals.Ifthereareconflicts,resolvethembeforecontinuing.●Ofcourse,getagreementsinwriting.●Negotiatefrequentlysothateveryoneunderstandsandagreesonwho'sresponsibleforwhat.●Oh,didwementionit?Getallagreementsinwriting.Section2

UNIT

7

WorkplaceProblemsRelatedinformation:BACKPoororNoDirectionfromPersonAssigningTaskAlltoooftenbossesassignworktoemployeeswithlittleornodirectiononwhat'sexpectedorhowtocompletethejob.Justascommonly,workersareorderedtoreporttoanotherbosswithoutclearguidelines.Theresultsarefrustrationandincompleteorincorrectlycompletedjobs.Theproblemstakemanyforms;bossesmay:●Withholdinformationtheemployeeneeds,eitherintentionallyorunintentionally.

●Deliberatelyoffermisleadinginformation.●Useathirdpersontocommunicateinformation;thispersonmaylackacleargraspofthetask,notunderstandhowtopassontheassignmenttothepersonbeingassignedthetask,orboth.Whenthelackofdirectionisinadvertent,participantsrecommendthatyou:●Askforclarification.●Documentallsteps,toallowforlearningfromanymissteps.●Restateunderstandingsothebossorotherpersonassigningthetaskcanclearupanyconfusion.Section2

UNIT

7

WorkplaceProblemsRelatedinformation:BACKTooManyTasksandResponsibilities--AndNotEnoughTimetoDoThemAttimeseveryonefeelsliketheMadHatterinLewisCarroll'sThroughtheLookingGlass.Heorsheseemstoberunningfromoneplacetoanotherwithlittlepurpose.Hereiswhatparticipantsrecommend:●Makelistsandprioritizetasks.●Clarifyexpectationswithyourboss.Didshemeanforyoutotakeonanewassignment?●Trytohandledailyinterruptions.Avoidlettingthemderailmoreimportantwork.●Delegatetaskstootherswhenpossible.●Createaschedulethatletsyoucompleteyourworkwhileleavingsomeleewayfornormalinterruptions.●Blockouttimeonyourcalendarthatallowsyoutogetyourworkdone.Thiskeepsothersfromschedulingyouformeetingsduringtimeyouneedtocompleteyourassignedwork.●Separatefriendshipfrombusinessduringworkhours.Tellfriendswhocallthatyou'rebusyandwillcallbacktothemlater.Ifthefriendsareco-workerswhodropinforachat,offertomeetforlunchatatimewhenyourworkloadisalittlefreer.●Workfromhomeafewdayseachweek.●Keeponeappointmentsource.Avoidhavingmultiplecalendarstopreventover-bookingyourself.Section2

UNIT

7

WorkplaceProblemsRelatedinformation:BACKCriticismFromOthersFewpeopleenjoyreceivingcriticism,butparticipants(aswellasexpertsinthisfield)agreethateveryonecanlessenitssting.Theyrecommend:●Considerthesource.Isthisapersonwhoseopinionyourespect?Istheintenttohelpyouimprove,orjusttomakeyoufeellikeabum?Isthecriticknowledgeableaboutthetopicheorsheiscriticizingyouon?●Takeadeepbreath(closeyourmouth,breaththroughyournose,andrelaxyourthroatandneckmuscles).Untilyougetcontrolofyourself,youcan'tevenhearwhatthepersonissaying.●Stepoutofthesituationandactasanobserver.Think,"Hmmm,thisisinteresting.Iwonderwhat'smotivatingthisperson."●Listen.It'shardtolistenwellwhensomeonemakesacriticalcomment,buttry.Askquestionsthatensureyouunderstandwhatthepersonissaying.●Ifyouthinkthecriticismhasatleastsomevalue,decidewhatactionyouneedtotakenoworthenexttimethesituationarises.●Trynottotakeittoopersonally:considertheactionrequired,nottheactor.Section2

UNIT

7

WorkplaceProblemsBACKSection2

Languagestudyencounter:

tocomeuponorexperienceespeciallyunexpectedly遇到,遭遇Forexample:Thebusinessmanencounteredmanyhardships.這個商人遇到許多困難。ThefirstpersonsheencounteredwasCyrilScott,themanagerofthecompany.她遇上的第一個人就是公司的經(jīng)理西瑞爾·史考特。UNIT

7

WorkplaceProblemsBACKSection2

Languagestudy2.

frusrtate:topreventorhinder挫敗,阻撓Forexample:Thelackofexperienceinbusinessfrustratedhim.

缺乏從商經(jīng)驗對他不利。There‘snothingtofrustrateyou.

沒有什么能阻撓你。UNIT

7

WorkplaceProblemsBACKSection2

Languagestudy3.Mostsituationsarenotashopelessastheyseem.(not)as(so)…as:(not)tothesamedegree與…(不)一樣Forexample:Solvingtheproblemisnotaseasyasitseems.觖決這個問題并不象看上去那么簡單。Interviewingisnotasthesameasyouknow.面試并不像你所了解的那樣。UNIT7WorkplaceProblemsBACKSection2

Languagestudy4.

objectively:notinfluencedbypersonalfeelings客觀地Forexample:Apossiblesolutionmightbetofaceanysituationasobjectivelyaspossible.可能的解決方法是盡可能客觀地看待所有形勢。Objectivelyspeaking,hecan’tpossiblysucceed.客觀地說，他不可能成功。UNIT7WorkplaceProblemsBACKSection2

Languagestudy5.Therearetwosidestoeverystory

:Oneshouldconsidereverythingfromdifferentaspects.事物皆有兩面。Thisexpressioncanalsobeexpressed“Therearetwosidestoeveryquestion”,indicatingtwoaspectsthatareoppositetoeachother.Forexample:Therearetwosidestoeverystory,youcannottakeonesidewithdecision.事物皆有兩面,你不能根據(jù)一個方面作出決定。Therearetwosidestoeveryquestion,youneedtotaketheothersideintoconsideration.每一個問題都有兩個方面，你需要把問題的另一方面也考慮進來。UNIT7WorkplaceProblemsBACKSection2

Languagestudy6.Trytoseeyourboss'sside.試著站在老板的角度看問題。

seesb’sside:tosee

fromsomebody’spointofview從某人的角度看Forexample:Seetheboss’sside,eachemployeeshouldhaveanexcellentperformance.

站在老板的角度上看,每個員工都應(yīng)該表現(xiàn)優(yōu)秀。Seethecustomer’sside,advertisementsonproductsshouldbeauthentic.

站在顧客的角度上看,產(chǎn)品的廣告應(yīng)該是真實可信的。UNIT7WorkplaceProblemsBACKSection2

Languagestudy7.make...change:tomakedifferent;tocauseatransformation作些改變Forexample:Heproposedmakingachangeintheplan.他建議把計劃作一些改動。

Makingonlyafewchnagesintheplancanbringoutanexpectedresult.在計劃上稍作一些改變就能帶來意想不到的效果。UNIT7WorkplaceProblemsBACKSection2

Languagestudy8.evolve:toundergodevelopment;toworkout演變，進化Forexample:Thesimpleplanevolvedintoacomplicatedscheme.這個簡單的計劃發(fā)展成了一項復(fù)雜的規(guī)劃。

Heevolvedanewsystemforrunningthefactory.他制訂了一套管理工廠的新制度。UNIT7WorkplaceProblemsBACKSection2

Languagestudy9.

Ifyouaredoingonlyworkyouaren‘tinterestedin,youneedtodosomethingaboutit.如果你只

是在做你不喜歡的工作,你得想想辦法了。dosomethingabout:to

takeactionabout采取措施解決Forexample:Yououghttodosomethingaboutthecomplaints.關(guān)于投訴你該想點辦法解決。Imustdosomethingaboutthedelayedshipment.我得想想辦法處理延誤的貨運。UNIT7WorkplaceProblemsBACKSection2

Languagestudy10.Don‘tletyouremployerdecideyourcareerpathforyou.不要讓老板決定你的職業(yè)生涯。letsbdo:tocausesomebodytodo讓某人做“l(fā)etsbdo”isafinitivestructurewith”to”beomitted.Otherverbssuchas:have,make,see,watch,observe,notice,hear,listento,feel,havethesamefinitivestructure.Forexample:Letthemhaveacloserlookatyoursamples.讓他們參觀一下你們的產(chǎn)品陳列室。Pleaseletusbuyyouadrink.請讓我們請你喝一杯吧。UNIT7WorkplaceProblemsBACKSection2

Languagestudy11.

Youmustbeproactive,oryou‘lljustbedraggedalong.你一定要主動，否則就會受牽制。proactive:a.active;causingsomethingtohappenratherthanwait主動的，搶先的Forexample:Notreactive,butproactivestepstosolvetheproblems.應(yīng)主動而不是被動地解決這個問題。Trytomakethisregualtionmoreproactiveandeffective.盡量使這個規(guī)定具有預(yù)見性和有效性。or…:otherwise;ifnot…否則,不然Forexample:Makesuresucherrorsdonothappenagain,orwe’llcanceltheorder.確保這樣的錯誤不再出現(xiàn),否則我們將取消定單。Pleaseensurethatthedelayedshipmentwillarrivebeforedeadline,orwewilltakelegalactions.確保延誤的貨運在規(guī)定時間內(nèi)到達,否則我們將訴之法律。UNIT7WorkplaceProblemsBACKSection2

Languagestudy12.Afteradownsizing,remainingemployeesendupwithanexcessiveamountofworktodo.公司

裁員后導(dǎo)致剩下的員工有過多的工作要做。downsize:tofire(employees);toreduceinsize裁減,減少Forexample:Downsizingtheworkforceisonewaytoreducecosts.裁員是降低成本的途徑之一。Thecompanysteppedupdownsizingtoimproveefficiency.公司加大了減員增效的力度。endupwith:tobringtoanendorhaltby以...而告終Forexample:Itendedupwithfailure.事情因失敗而告終。Itendedupwithonlythreeofusgoingtotheactivity最后我們其中只有三個人參加那活動。excessive:beyondnormallimits過度的,過分的Forexample:Theproductwasinpoorqulityandthepricewasexcessive.產(chǎn)品的質(zhì)量不好而價格卻很高。Shetakesanexcessiveinterestinourproducts.她對我們的產(chǎn)品有極大的興趣。UNIT7WorkplaceProblemsSection2

Languagestudy13.responsibility:obligation;duty責任，任務(wù)Forexample:Thematterisoutsidemyareaofresponsibility.此事超出我的責任范圍。Amanagerhasmanyresponsibilities.經(jīng)理有很多責任。UNIT7WorkplaceProblemsBACKSection2

Languagestudy14.overwhelm:tocovercompletely;toovercomebysuperiorforce覆蓋，壓倒Forexample:Hewasoverwhelmedwithgratitude.他不勝感激。Weoverwhelmedthemwithquality.我們以質(zhì)量壓倒他們。UNIT7WorkplaceProblemsBACKSection2

Languagestudy15.given:anassumptionthatistakenforgranted假定的事實,已知的事實Forexample:Itisagiven,nobodycanchangeit.這是個事實,沒有人能改變。Itistakenasagiven.這事被認為是已知事實。UNIT7WorkplaceProblemsBACKSection2

Languagestudy16.option:theactofchoosingorselecting選擇，選擇權(quán)Forexample:Thisoptioniscurrentlyunderconsideration.這個選擇正被考慮中。Thelastoptionyouhaveistomakecompensationfortheloss.你最后的選擇是向他們賠償損失。UNIT7WorkplaceProblemsBACKSection2

Languagestudy17.jumble:thingsassembledormixedtogether混合,混亂Forexample:Thereareajumbleofmailsonthedesksintheoffice.辦公室里桌子上有一堆信件。Businessmanhastofaceajumbleofdifferentpersonality.商人要與不同的人打交道。UNIT7WorkplaceProblemsBACKSection2

Languagestudy19....,trytoconfronthimorherdirectlyinsteadofimmediatelyapproachingyourbossabouta

coworker’sbehavior.試著直接面對他或她而不是立即把同事的行為訴于老板。confront:to

dealwith;toheadon面對，正視Forexample:We'llalsodiscusshowtoconfrontsomeotherchallenges.我們也討論了如何應(yīng)對其它的挑戰(zhàn)。Youmustconfrontyourproblems.你必須正視你的問題。approach:tomakeadvancetosomebody(usuallywithsuggestion)接近，靠近Forexample:Heapproacheshissupervisorpersistently.他一再地接近上司。Hisperformanceapproachesperfection.他的表現(xiàn)接近完美。insteadof:inplaceof;asasubstitutefororalternative代替,而不是Forexample:Thegeneralconditionisbetteringinsteadofworsening.總的情況不是在惡化而是在好轉(zhuǎn)。Youmustsignthecontractinblackinkinsteadofinblue.簽合同要用黑色筆而不用藍色筆。

UNIT7WorkplaceProblemsBACKSection2

Languagestudy19.focuson:todirectone’sattentiontosth使聚焦于，致力于Forexample:Pleasefocusyourmindsonthefollowingproblem.請你集中精神處理下面的問題。Ourpolicyistofocusondevelopingtheseareas.我們的政策是著眼于把這些地區(qū)發(fā)展起來。UNIT7WorkplaceProblemsBACKSection2

Languagestudy20.tolerate:to

putupwithsomethingorsomebodyunpleasant忍受,容忍Forexample:Iwon‘ttoleratesuchbehaviourtothecustomers我不能容忍你對顧客的這種行為。Thenewsecretaryhadtotoleratealotofunpleasantremarks新來的秘書不得不忍受著不敬的言辭。UNIT7WorkplaceProblemsBACKBACKSection2

Overtime,insomeplaces,forexample,inHongKong,oftenshortenedas“OT”,isatermusedtodescribehoursworkedoveralegallimitorinexcessofconvention.Inmanynations,employeesmaynotworkmorethan40hoursinaweekoreighthoursinaday.Overtimehoursmustbecompensatedatadifferentrate,acknowledgingthatovertimeputsadditionalstrainandstressonanemployee.Conversationally,“overtime”mayreferbothtotheseovertimehoursandtotheadditionalcompensation.Typically,thiscompensationistimeandahalfpay,althoughinsomeareasitmaybedoubletime.UNIT7WorkplaceProblemsBACKSection2

FFFFTUNIT7WorkplaceProblemsBACKSection2

Youneedtofindsomewaystoguideyouthroughyourworkrelationship.

Youneedtogetexperienceinyourfieldofinterest.

UNIT7WorkplaceProblemsTrytolookattheproblemobjectivelyandfromtheboss’sside.

Yourbossmayhavegiventhemtoyoubecauseheorshefeltyoucouldhandleit.

Confronthimorherdirectlyanddiscussthesituationawayfromotherears.

BACKSection2

UNIT7WorkplaceProblemsBACKSection2

option

issue

endedupwith

overwhelm

confront

responsibility

Objectively

makechanges

approachedproactive

UNIT7WorkplaceProblemsBACKSection2

Beingagoodsalesmanisnotaseasyasitsounds.

Thequotationsarenotaslowastheypromised.

Don’tletyourselfregretdoingthis.

Don’tletothersdecideyourfuture.

Thereisroomforimprovementifyouseeyourboss’side.Weshouldofferafreebackupservicetocustomerifweseecustomer’sside.

UNIT7WorkplaceProblemsBACKSect