財經(jīng)專業(yè)英語教程

DavidHakala財經(jīng)專業(yè)英語教程

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…?”Possiblytheworstthingaleadercansayis,“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)動機）,financialservicestotheNBC(NationalBroadcastingCompany美國國家廣播公司)televisionnetwork.雇員31萬；總部在美國Connecticut康涅狄格州。[Para3]

Aleadermustbeabletocommunicatehisorhervisionintermsthatcausefollowerstobuyintoit.

本句中的interms是指領導在表述自己的愿景時所使用的話語。譬如：instrong,etc.terms意識是

usinglanguagewhichclearlyshowsyourfeelings即“使用能夠充分表達自己感覺的話語”；Buyintosomething的意思是tocompletelybelieveinasetofideas即“完全相信這一套思想”。全句可以譯成：“作為一個領導必須善于表達自己的愿景，能夠說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?！?；worktowardhisorhervisionsingle-mindedly“忠實履行職務，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：“一個好的領導必須具備自控能力，確保自己克盡職守為愿景工作，同時還要指導自己以及整個團隊為實現(xiàn)目標而行動起來?！盵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。具體請讀Ex4的短文。[Para7]

Bysettinganexcellentexample,leaderscanshowfollowersthattherearenonine-to-fivejobsontheteam,onlyopportunitiestoachievesomethinggreat.本句的主題是領導在獻身方面做出榜樣，向自己下司表明我們的團隊沒有早九晚五的上下班制，有的就是抓住機遇把事業(yè)做大。

[Para8]Magnanimitymeansgivingcreditwhereitisdue.Amagnanimousleaderensuresthatcreditforsuccessesisspreadaswidelyaspossiblethroughoutthecompany.本段闡述領導的寬宏大度的品質(zhì)。Givecredit的意思是“給予表彰鼓勵，給予榮譽”。一個大度的領導就是要盡可能地讓整個公司都知道成功就要給予表彰獎勵。本段最后一句Tospreadthefameandtaketheblameisahallmarkofeffectiveleadership.進行了概括，即“榮譽是大家的，責任是自己的，這是一個高效率領導的重要標志。”[Para9]

MahatmaGandhi圣雄·甘地是印度民族主義領袖、印度國大黨的創(chuàng)始人，20世紀非暴力主義倡導者。[Para12]

Aleadermustcheckallthefactsandheareveryoneoutbeforepassingjudgment.Hearsb.out是短語動詞，意思是：tolistentosomeoneuntiltheyhavesaideverythingtheywanttosay，即“把某人的話聽完”。

[Para14]

Manyleadershavedifficultystrikingtherightamountofassertiveness,…這里的strikingtherightamountofassertiveness說的是合適的自信度。英語習語strikeabalancebetween…就是要在兩者之間尋求平衡點。如果把握不了這個度就會變成本段后面闡述的缺少自信和過分自信的弱點。[Para14]

TheJournalofPersonalityandSocialPsychologypublishesoriginalpapersinallareasofpersonalityandsocialpsychology.Itemphasizesempiricalreportsbutmayincludespecializedtheoretical,methodological,andreviewpapers.人格／個性和社會心理學雜志是美國心理學會（theAPAAmericanPsychologicalAssociation）出版的一份心理學學術(shù)月刊，被認為是社會心理學和人格心理學領域的頂級刊物，重點是實證研究報告，不過也發(fā)表專業(yè)化的理論、方法以及評論文章。這份雜志分為三個獨立的部分：

態(tài)度與社會認知；（AttitudesandSocialCognition）人際關(guān)系與群體動力學（InterpersonalRelationsandGroupProcesses）；人格過程與個體差異（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)代管理學之父”PeterFerdinandDruckerwasawriter,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)，系動詞be后有兩個表語，一個是形容詞knowledge-based（以知識為基礎的），另一個是名詞anorganisation，該名詞后是一個過去分詞短語composedlargelyofspecialists作后置定語，譯成“大部分是由專家組成的一個組織”。在specialists后用who引出一個長長的定語從句，說明了這些專家的責任是“根據(jù)同事、客戶和總部的反饋信息對自身的業(yè)績和表現(xiàn)進行指導和控制”。

[Para4]

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

本句的主語是CharlesHandy，謂語動詞是echoed（附和），其直接引語被分割了，即“Businesstoday

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

查爾斯?漢迪，bornin1932，愛爾蘭管理學者，著作《非理性時代》（theageofunreason）1989年出版以來一直暢銷不衰。德魯克之后，管理界傾聽誰的聲音？當代最知名的管理大師；管理界的預言家、哲學家，以“組織與個人的關(guān)系”，“未來工作形態(tài)”的新觀念而聞名于世。本世紀最具創(chuàng)見的組織行為大師，《金融時報》十大管理名師的第二名。

[Para4]

BothwriterswerereflectingagrowingawarenessthatcompanieshadmovedfarfromVictoriantimes,whentheywere(asHandyputit)“propertieswithtangibleassetsworkedbyhandswhosetimeownersbought”.Awareness名詞后跟的that從句是同位語從句，具體解釋了awareness（明白，知曉）的具體內(nèi)容；Victoriantimes為英國維多利亞女王統(tǒng)治的時間，從1837年7月到1901年1月。When從句是關(guān)系副詞引出的定語從句，主語they指的是companies，所謂propertieswithtangibleassetsworkedbyhands是相對前面的知識產(chǎn)權(quán)而言，這是通過工人加工有形資產(chǎn)的產(chǎn)權(quán)。請注意，這里不是短語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引出的定語從句就通順了，即“工人們的時間出賣給了企業(yè)主”。

[Para5]

Knowledgewasseenasthekeytothecreationnotonlyofbusinesswealthbutalsoofnationalwealth.

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

governmentpolicy;intheUnitedKingdomthesearemostlyissuedas"Commandpapers敕令書".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)界常用來表示各人都應該保持自身利益的獨立性（Wepresentlyusethephrasetosuggestthat,inbusiness,oneshouldkeepone'sinterestsindependentofeachother.）。本文說的是，由于信息技術(shù)的發(fā)展，這種獨立性已經(jīng)無法存在了。

[Para10]

Businessesaretornbetweenadesiretodefineforalltimetheirorganisation’sstructureandstrategy,andarecognitionthattheirworldisinaconstantstateofflux.Betornbetween…and…的意思是finditverydifficulttochoosebetweenthem，“在兩者間難以決策，左右為難”。Between后的第一個名詞短語adesiretodefineforalltimetheirorganisation’sstructureandstrategy“渴望為自己的組織確定一個永久性結(jié)構(gòu)和戰(zhàn)略”，foralltime“永遠”；第二個名詞短語arecognitionthattheirworldisinaconstantstateofflux“承認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完全對立的兩個方面。但在20世紀的大部分時間還是穩(wěn)定因素占據(jù)上方。10.[Para11]

HenryMintzberg,(borninMontreal,September2,1939)isaninternationallyrenownedacademicandauthoronbusinessandmanagement.

亨利·明茨伯格是一個在全球管理界享有盛譽的管理學大師，經(jīng)理角色學派的主要代表人物。他是最具原創(chuàng)性的管理大師，對管理領域常提出打破傳統(tǒng)及偶像迷信的獨到見解。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29.48米的“壘高”塔在維也納建成，打破了此前29.3米的紀錄?！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.句中有兩個由關(guān)系代詞that引導的定語從句，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，他使用這些因素進行拼接組裝成很多不同的組織結(jié)構(gòu)。

[Para13]

Legostandsyouinbettersteadinanever-changingworld.短語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“按變化情況進行配置”。RosabethMossKanter

羅莎貝斯·莫斯·坎特介紹見下頁

[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合寫的InSearchofExcellence（追求卓越）一書：這本書在中國之外的其它國家和地區(qū)銷量至少有六七百萬冊，而在中國至少有六七個版本，印量也應在百萬之上。請看網(wǎng)上的銷書廣告：InSearchofExcellenceLessonsfromAmerica'sBest-runCompaniesbyThomasJ.PetersandRobertH.Waterman￡6.99

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[Para15]

Nitin

Nohria（尼汀·諾利亞）哈佛大學商學院商業(yè)管理學教授，專精于企業(yè)領導與組織變遷。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”），分別對目前企業(yè)倡導的各種管理架構(gòu)、理論模式、專業(yè)術(shù)語等進行了闡述。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