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21世纪大学商务英语综合教程第三册课文英汉对照翻译ByMJX

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2021-03-03 10:01
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2021年3月3日发(作者:榛鸡)


UNIT1




Free Trade Has Enriched the World with More than Diverse Goods


自由贸易给世界带来的不仅是丰富多彩的商品



By Daniel Griswold













Tune in to cable TV


, talk radio, or the blogosphere and you will soon be hit over the head


with the message that free trade is destroying America. According to the economic populists on


the left and right, the wages, jobs, and futures of Main Street Americans are being sacrificed daily


to the gods of globalization.


只要打开有线电视、


收音 机或博客网,


你很快就会惊讶地获悉:




由贸易正在摧毁美国。


据左右两派经济民粹主义者所说,< /p>


美国普通老百姓的工资、


工作和未


来天天 都在被当作供品献祭给全球化的神明们。







On trade, as on so much else, the populists have it wrong again. Free trade and globalization


are great blessings to American families. Trade is delivering lower prices and more variety to


consumers, especially the poor, while creating better paying jobs for the middle class. Beyond the


US shores, the spread of economic openness is building a more peaceful, democratic and humane


world for our children.


就像在其他许多事情上一样,这些民粹主义者们在 贸易问题上又搞错


了。


自由贸易与全球化对美国家庭来说是种种 福音。


贸易在为中产阶级创造了许多薪酬丰厚


的工作岗位的同时 ,也为消费者(尤其是穷人)带来了价格低廉、品种多样的商品。席卷美


国内外的经济开 放浪潮正在为我们的孩子们创建一个更为和谐、民主和人性化的世界。







Now it may seem an odd moment to tout the benefits of trade for Main Street America. After


all, unemployment is nearing 10 percent, manufacturing is in a slump, and global poverty is rising.


But those are all the result of the current recession, a downturn that was not caused by trade but by


misguided monetary and housing policies that were



Made in the USA



.


看起来,现在吹嘘贸

< br>易给美国百姓带来好处似乎并不合时宜。毕竟,目前的失业率几乎高达


10%


,制造业也处


于萧条之中,


而全球范围的贫 困在不断加剧。


但是,


那些问题都是眼前的经济衰退所带来的< /p>


后果,这是一种经济下滑现象,它不是由贸易、而是由“美国制造”的错误的货币政策和房


地产政策造成的。







During difficult economic times, import competition allows American families to keep their


heads above water by delivering lower prices on staples such as food, clothing, and shoes. The


prices we pay for goods exposed to global trade tend to rise more slowly than inflation, or even


fall. The expansion of product variety alone from trade delivers an estimated 400 billion a year in


benefits


to


American


families


because


of


increased


consumer


satisfaction,


according


to


a


2004


study by Christian Broda and David E. Weinstein for the National Bureau of Economic Rese arch.


在经济困难时期,


进口竞争给美国家庭带来了大量诸 如食品、


服装和鞋类等物美价廉的日常


必需品,


才使得他们不致于陷入灭顶之灾。


我们为受全球化贸易影响的物品所支付价格的 上


涨速度往往比通货膨胀的涨幅更慢,或者说,价格甚至反而下降。根据“


(美国)国家经济


研究局”克里斯汀·布洛达和大卫


.E.


威恩斯特于


2004


年所做的一 项研究,由于消费者满意


度的提升,仅产品的品种扩展这一项每年就给美国家庭带来约四 千亿美元的实惠。







No consumer benefit proportionally more from trade than the poor, and nobody suffers more


from


existing


trade


barriers.


The


imported


fresh


fruit


and


vegetables,


T-shirts


and


discounted


sneakers sold at big-box retailers loom especially large


in the budgets of poor and middle-class


families.


Perversely,


the


highest


remaining


US


trade


barriers


are


aimed


at


products


that


are


disproportionately made by


poor people abroad and consumed by poor people at home. The 25


billion the US government collects each year through import tariffs is the most regressive tax in


the


federal


arsenal.


According


to


a


study


by


the


Progressive


Policy


Institute,


a


single


mother


earning 20,000 a year pays a much higher share of her income for import duties than a manager


earning


100,000


a


year.


Labor


unions


and


other


groups


that


oppose


tariff-lowering


trade


agreements are unwittingly serving a status quo that is punishing the poor.


没有任何消费者从贸


易中获得的好处——按 比例计算——会比穷人获得的多;


也没有任何人遭受现有的贸易壁垒

所带来的祸害会比穷人所遭的多。大型零售超市销售的进口鲜果、蔬菜、


T


恤衫和折价运动


鞋在穷人和中产阶级家庭的消费预算中占据非常高的比例 。


而不合常理的是,


美国现存最高


的贸 易壁垒的目标却是针对绝大部分由国外穷人生产、


国内穷人消费的产品。


美国政府每年


通过进口关税获取的


250


亿美元的税收是联邦宝库中递减幅度最大的税种。


一项由

“进步政


策研究所”


所做的研究表明,

按进口关税中所占个人收入比例计算,


一位年收入为两万美元


的单亲母亲所支付的进口关税要比年收入为十万美元的经理高得多。


工会和其他一些团 体反


对低关税的贸易协议,但他们在无意识地维护的却是损害穷人利益的现行贸易制度。







Despite


what


the


populists


tell


us,


the


consumer


benefits


of


trade


have


not


come


at


the


expense of jobs or wages. As a candidate for president in 2007, Barack Obama was echoing CNN



s Lou Dobbs when he told a cheering union crowd in Chicago that importing lower-priced T-shirts


from developing countries was not worth the loss of jobs.



People don



t want a cheaper T-shirt if


they



re losing a job in the process,




he said.



They would rather have a job and pay a little bit


more for a T-shirt.


”不管民粹主义者们 怎么说三道四,消费者从贸易中所获的好处并没有损


害我们的就业和薪酬。作为


2007


年的总统候选人,奥巴马作为美国有线新闻网(


CNN


)的


卢·道布斯的应声虫,对着芝加哥一群兴高 采烈的工会会员们说,从发展中国家进口低价


T


恤衫跟失去就业 机会相比是不值得的。


“如果为了一件廉价的


T


恤衫而丢失工作的话,大家


是决不会那么做的,


”他说 。


“他们宁愿要一份工作,也不在乎为


T


恤衫付高点的价格。








Like most politicians, candidate Obama chose to represent a small but noisy special interest


at


the


expense


of


the


large


majority


of


Americans.


Only


one-third


of


one


percent


of


American


workers are engaged in making clothing and textiles of any kind. That comparescompares to the


virtually 100 percent of Americans who buy and wear T-shirts and other clothing. If Americans are


forced


to


pay


higher


prices


because


of


import


restrictions,


a


small


number


of


jobs


would


be



saved

< br>”



but at a huge cost to working families.


与多数政客一样,总统候选人奥巴马也情愿


代表那些少数喧嚣的特殊利益团体,


而牺牲绝大多数美国普通百姓的 利益。


只有百分之一中


的三分之一的美国工人还在从事各类服装 和纺织品的生产。


与此相比较的是,


差不多百分之


百的美国人都要购买和身穿


T


恤衫和其他服装。如果 因为进口的限制而迫使美国人支付更


高的商品价格,


那有可能会 “保住”


数量很少的就业岗位,但却是以美国众多家庭巨大经济


损失为代价的。







Across


the


entire


U.S. economy,


trade


accounts


for


a


small


share


of


job


displacement.


For


every


worker


displaced


by


trade


or


outsourcing,


30


American


workers


typically


lose


their


jobs


because of other factors




most commonly technological change, but also domestic competition


and changing consumer tastes. Think of the 30,000 workers at Kodak that have been laid off in the


past


five


years,


not


because


of


imports,


but


because


of


the


popularity


of


digital


cameras


and


plunging film sales. My former calling, the newspaper business, has been hemorrhaging jobs since


2001,


not


because


of


unfair


trade,


but


because


of


Craigslist


and


changing


reader


habits.



Job


churn




is a fact of life in a dynamic, open ec onomy.


在美国的整个经济中,由贸易导致的裁员


只占很小 的比例。相对于一位工人因贸易或外包而遭裁退,通常就会有


30


位美国工人由于


其他的因素而丧失工作,这些因素中最常见的有技术变革及国内竞争和 消费者嗜好的变化。


想想过去五年中柯达公司解聘了三万名工人,


这种解聘并不是因为进口,


而是由数字相机的


普及和胶卷销售 价格暴跌而引起的。我以前从事的行业——报业,


2001


年以 来一直在大量


裁员,并非由于不公平贸易,而是由于


Craig slist


网络社区的免费分类广告和读者阅读习惯


的改变。在 动态、开放的经济环境里,


“工作不断变动”已成生活的一种客观事实。







A big lie of the trade debate is that we have been surrendering middle- class manufacturing


jobs for low-paying service jobs. Since the early 1990s, the U.S. economy has lost more than 3


million


manufacturing


jobs,


but


during


that


same


period


the


economy


has


added


18


million


service-sector jobs that are typically better paying. In fact, since 1991, two-thirds of the net new


jobs created in the U.S. economy are in sectors such as healthcare, education, and business and


professional service where the average pay is higher than in manufacturing. The American middle


class


today


earns


its


keep


from


better-paying


service


sectorjobs.


Knock


on


doors


in


a


typical


middle-class American neighborhood and you will meet teachers, managers, architects, engineers,


computer specialists, accountants and auditors, police officers and fire fighters, insurance and real


estate


agents,


registered


nurses


and


other


healthcare


professionals,


and


self-employed


business


owners.


贸 易辩论中的一大谎言是:



我们一直在为换取低薪的服务业工作 而丢失中产阶级的


制造业岗位。



20


世纪


90


年代初以来,


美国经济虽失去了


300


万份制造业的工作岗位,



在同期却增加了


1800


万份服务业的工作,而且通常情况下薪金都更高。实际上,


1991

< p>
年以


来美国经济中新创造的净三分之二的岗位都发生在平均工资比制造业要 高的服务业,


如医疗


保健、教育、商业和专业服务等。美国中产 阶层现在都在服务业谋生,所获收入更高。你只


要在美国中产阶级聚居的社区敲开住户的 房门,


那你所见到的就会是教师、


管理人员、

< br>建筑


师、工程师、电脑专家、会计和审计师、警官和消防队员、保险和房地产中介 、注册护士和


其他医疗专业人士,以及自谋职业的业主。







Beyond American shores, falling trade barriers and the spread of technology have created a


more


prosperous,


democratic,


and


peaceful


world.


Again,


this


may


seem


a


counter- intuitive


argument


in


the


face


of


daily


headlines


about


a


global


recession


and


ongoing


violence


in


the


Middle East and Africa, but here too we need to step back and assess long-term trends.


在美国以


外的世界,


贸易壁垒的逐渐消除如技术的普及已使世界变得更为繁荣、


民主与和平。


当每天


面对大量关于全球危机和中 东与非洲持续暴力的新闻大标题时,


上述观点可能似乎又与我们


的直觉相反。不过,也正是在这一点上,我们有必要退一步来评估一下(自由贸易的)长期


走向。







The past three decades of expanding trade and globalization have witnessed dramatic global


progress. Between 1981 and 2005, the share of the world



s population living on the equivalent of


1.25 a day dropped by half, from 52 to 25 percent, according to the World Bank. In China alone,


the number in absolute poverty fell by 600 million. During this same period, real gains have been


made in life expectancy,


infant survival, nutrition, and literacy. Child labor rates have fallen by


more than half. It is not a coincidence that the most dramatic gains against poverty have occurred


in those countries that have most aggressively opened themselves to the global economy.


过去三


十年不断扩展的国际贸易和全球化已经 见证了巨大的全球性进步。根据世界银行的统计数


据,


1981


年至


2005


年间,日均约

< p>
1.25


美元生活费的贫困人口比例下降了一半,即从原来


52%


降至


25%


。仅在中国 ,生活在绝对贫困线以下的人口就下降了六个亿。也是在这期间,


人均寿命、

< p>
婴儿生存率、


营养和识字率方面都取得了实质性的进展。

< br>童工率也下降了一半多。


在消除贫困上取得最大进步的都是最积极向世界经济开放 的那些国家,这并不只是一种巧


合。







Meanwhile,


as


a


global


middle


class


has


emerged,


so


too


have


more


democratic


forms


of


government. Trade has spread tools of communication and spurred the growth of civil society as


an alternative to centralized government. As a result, the share of the world



s population living in


countries that respect civil liberties and the right to vote has climbed from 35 percent in 1973 to 46


percent today, according to Freedom House.


全球中产阶层形成的同时,


世界上也有了更多更为


民主的政府。


贸易使通讯工具在世界各 地得到普及,


从而推进了以文明社会替代集权政府的


进程。


因此,


据自由审议会所说,


生活在尊重公民 自由和选举权的国家的人口比例已从


1973


年时的

< p>
35%


提升到现在的


46%








Fewer people are dying in wars today than in past decades, in large part because commerce


has


replaced


military


competition.


Global


commerce


has


allowed


nations


to


gain


access


to


resources


through


trade


rather


than


conquest,


while


deeper


economic


integration


has


brought


former enemies together and raised the cost of war. Even with the ongoing conflicts in Iraq and


Afghanistan, young American adults living today are far less likely to fight and die in wars than


their counterparts in the 1940s,



50s and



60s.


与过去几十年相比,现在死于战争的人数大

< p>
大减少,


主要原因是商业交流已经取代了军事竞争。


全球化的商业使世界各国能通过贸易—


—而不是通过征服,


去 获取资源;


与此同时,


更深入发展的经济一体化使得以前的敌人 走到


一起来了,


并使战争的成本更高了。


即便是仍在进行中的伊拉克和阿富汗战争,


现在年青的


美国成 年人,比起(


20


世纪)


40



50



60


年代的同龄人,奔赴战场甚至战死的可能性要低


得多。

< br>






America and the world face daunting tasks today, as in generations past, but expanding trade


is part of the solution, not part of the problem. Americans should have the same warm feelings


toward free trade and globalization as they do toward iPods, email, online shopping, a well-fed


child going off to school, and peace on earth.


跟过去几代人一样,


现在的美 国和整个世界都面临


着艰巨的任务,


但贸易的扩大是解决问题的 途径之一,


而不是问题之一。


美国人应该对自由


贸易和全球化怀有一副热心肠,就像他们热衷于


iPod


、电子邮件、在线购物、养育得好的


儿童出门上学及地球上的和平等事情那样。





UNIT2





How Does an Organization Recruit?


一个组织是如何招聘员工的?




By Margaret A. Richardson




Introduction









Acquiring and retaining high-quality talent is critical to an organization



s success. As the job


market


becomes


increasingly


competitive


and


the


available


skills


grow


more


diverse,


recruiters


need to be more selective in their choices, since poor recruiting decisions can produce long-term


negative effects, including high training and development costs to minimize the incidence of poor


performance and high turnover which, in turn, impact staff morale, the production of high quality


goods and services and the retention of organizational memory. At worst, the organization can fail


to


achieve


its



objectives,



there


by



losing


Its



competitive


edge



andshare


of


the


market.


Traditionally, public service



organizations have had little need to worry about market share and


increasing competition since they operate in a monopolistic environment. But in recent time, the


emphasis


on


new


public


management


approaches


has


forced


public


organizations


to


pay


closer


attention to their service delivery as consumers have begun to expect and demand more for their


tax dollars. No longer are citizens content to grumble about poorly-produced goods and services


and


the


under-qualified,


untrained


employees


who


provide


them.


As


societies


become


more


critical


and


litigious,


public


service


organizations


must


seek


all


possible


avenues


for


improving


their output and providing the satisfaction their clients require and deserve.


获得并留住优秀人才


对一个组织的成功至关重要。

随着就业市场竞争日益激烈,


现有技能变得更加多样化,


招 聘


人员在选择时要更加精挑细选,


因为错误的招聘决策能够造成 长期的负面影响,


包括为了使


低效益与高流动性发生率最小化而 进行的培训与育才的高额成本,


低效益与高流动性相应地


会影响 员工的士气、


产品的质量、


服务的水平及组织在人们记忆中的形 象的保持。


甚至组织


可能无法实现其目标,

并因而失去其竞争优势和市场份额。


传统上,


公共服务组织 没有什么


必要担心它们的市场份额与不断增加的竞争,


因为它们 处在一个垄断的环境中。


但是,


最近,


对新型公共管理方法的强调迫使公共组织更加重视它们所提供的服务(的质量)


,因为消 费


者已经开始期望并要求他们用美元交纳的税收能得到更多的回报。

他们不再满足于只是抱怨


质量差的产品或服务及提供这种服务或产品的未经培训的不 合格员工。


随着社会更加热衷于


批判与诉讼,

< br>公共服务组织必须寻求所有可能的途径去改善其产品质量,


提高其顾客所要求


并理应得到的对产品和服务的满意度。
















The


provision


of


high-quality


goods


and


services


begins


with


the


recruitment


process.


Recruitment



is


described


as



the


set


of


activities


and


processes


used


to


legally


obtain


a


sufficient


number


of


qualified


people


at


the


right


place


and


time


so


that


the


people


and


the


organization can select each other in their own best short and long term interests



. In other words,


the


recruitment


process


provides


the


organization


with


a


pool


of


potentially


qualified


job


candidates from which judicious selection can be made to fill vacancies.


优质产品与服务的提供


始于招聘过程。


招聘被描述为


“用于在适当的时间与适当的地点,


合法地获得足够数量的合

< p>
格人员的一系列活动与过程,


通过这些活动与过程,


应聘人员与组织能够根据各自的短期与


长期利益进行双向选择”


。换句话说,招聘过程为组织提供了一批有潜力的、合格的工作候


选人,供组织做出明 智而审慎的选择以填补空缺。







Successful


recruitment


begins


with


proper


employment


planning


and


forecasting.


In


this


phase


of


the


staffing


process,


an


organization


formulates


plans


to


fill


or


eliminate


future


job


openings


based


on


an


analysis


of


future


needs,


the


talent


availablewithin


and


outside


of


the


organization, and the current and anticipated resources that can be expended to attract and retain


such


talent.


成功的招聘始于适当的招聘规划与预测。在人 员配给这个阶段,组织根据未来


的需要、


组织内外可用的人才与 能够用于吸引与留住这种人才的现有以及预期的资源,


制订


计划 以添补或者取消未来的工作空缺。







Also


related


to


the


success


of


a


recruitment


process


are


the


strategies


an


organization


is


prepared to employ in order to identify and select the best candidates for its developing pool of


human


resources.


Organizations


seeking


recruits


for


base-level


entry


positions


often


require


minimum qualifications and experience. These applicants are usually recent university graduates,


many


of


whom


have


not


yet


made


clear


decisions


about


future


careers


or


are


contemplating


engaging in advanced academic activity. At the middle levels, senior administrative, technical and


junior executive positions are often filled internally. The push for scarce, high-quality talent, often


recruited from external sources, has usually been at the senior executive levels. Most organizations


utilize both mechanisms to effect recruitment to all levels.


同样与 招聘过程的成功相关的是一个


组织准备应用的种种策略,


目的是 为了识别并选拔最佳候选人,


以发展其人力资源储备。



招初级入门类员工的组织,


通常对应聘者的资历和经验的要求最低。< /p>


这些应聘者通常是刚毕


业的大学生,


其中 许多人对于未来的职业还没有清晰的决定或者正在考虑继续学习深造。



中层人员层次中,


高级行政主管、


技术与初级主管等职 位通常从内部选拔。


对常常从组织外


部招聘稀有优秀人才——他 们通常是从外部招募的——方面所做的努力,


通常是在高级主管


层面上进行。大多数组织同时使用这两种机制来开展不同层次的招聘工作。










Recruiting from Internal Sources


从内部人才资源中招聘







There are sound reasons for recruiting from sources within the organization:


从 组织内部的


人力资源中进行招聘是有充分理由的:










1) The ability of the recruit is known so it is easy to assess potential for the next level. By


contrast, assessments of external recruits are based on less reliable sources, such as references, and


relatively brief encounters, such as interviews.1)


了解对受聘 者的能力,


所以就容易评估其从事


高一层次工作的潜质;


相反,


对从外部招募进来的员工的评估往往基于诸如推荐人及像面试< /p>


之类的较为简短的面对面接触等可信度不高的资信来源。








2)



Insiders know the organization, its strengths and weaknesses, its culture and, most of all,


its duals above the entry level. This may result in people being promoted before they


are ready, or not being allowed to stay in a position long enough to learn how to do the job well.2)

“内部受聘人员”了解该组织,了解其优势和劣势,了解其文化;而且,最重要的是,了解

< br>该组织中的大部分成员。









3) Infighting, inbreeding, and a shortage of varied perspectives and interests may reduce


organizational flexibility and growth, and resistance to change by those who have an interest in


maintaining


the


status


quo


may


present


long- term


problems.3)


公司内部升迁会激发员工 的动


力,


并培养了员工对组织的使命感。


有技能、


有抱负的员工更可能参与到开发性的活动中去,


如果 他们相信这些活动能够导致升职的话。









4)


In


times


of


rapid


growth


and


during


transitions,


the


organization


may


promote


from


within


into


managerial


positions,


regardless


of


the


qualifications


of


incumbents.


Transition


activities and rapid organizational growth often mask managerial deficiencies; it is not until the


growth


rate


slows


that


the


deficiencies


become


apparent


and,


then,


the


organization


finds


it


difficult, if not impossible, to undo the damage. The resulting cost of remedial training can prove


prohibitive.4)


比起在各种各样的媒体上打广 告招聘和面试“外部人员”


,内部招聘的成本更


低,速度更快; 用于培训受聘者并使他们融入该组织群体所花的时间也更短。







At the same time, several disadvantages exist




不过,内部招聘也存在 着几方面的不利因


素:







1) Sometimes it is difficult to find the



right




candidate within and the organization may


settle for an employee who possesses a less than ideal mix of competencies.1




有 时很难在组织


内部找到一个合适的人选,这样该组织就可能退而求其次地满足于综合能力 较不理想的人


选。







2) If the vacancies are being caused by rapid expansion of the organization, there may be an


insufficient supply of qualified2




如果职位的 空缺是由于组织的快速发展而形成的,那就可


能存在着能跨过招聘门槛的合格人选供不应 求的情况。


这就可能导致这么一种结果,


即得以


提升者要么并没有做好这方面的准备,


要么没能让他在一个岗位上呆上足够长的 时间去学会


如何做好这项工作。







3) Promotions from within build motivation and a sense of commitment to the organization.


Skilled and ambitious employees are more likely to become involved in developmental activities


if they believe that these activities will lead to promotion.3




内部纷争 、


近亲繁衍及多元的想法


与兴趣的缺乏,


可能降低组织的灵活性和发展速度;


同时,


那些维持现状的既 得利益者们对


变革的抵制可能引发种种长期性的问题。







4)


Internal


recruitment


is


cheaper


and


quicker


than


advertising


in


various


media


and


interviewing



out siders



. Time spent in training and socialization is also reduced.4




在迅速发


展时期和过渡时期中,组织可能不问现任人员的条件如何就从内部推荐人员担任管理职位。< /p>


过渡性活动和快速的组织增长,


常常掩盖了管理上的缺失;


只有到了增长速度变慢时这种缺


失才能明显地显现出来,


那时组织就会发现很难——如果还不是完全不可能的话——弥补损


失了。结果 是,补救性培训的成本可能就会高得令人望而却步了。







Recruiting From External Sources


从外部人才资源中招聘







External recruiting methods can be grouped into two classes: informal and formal. Informal


recruiting methods tap a smaller market than formal methods. These methods may include rehiring


former employees and choosing from among those



walk- in




applicants whose unsolicited r


é


sum

< p>
é


s had been retained on file. The use of referrals also constitutes an informal hiring method.


Because


they


are


relatively


inexpensive


to


use


and


can


be


implemented


quickly,


informal


recruiting


methods


are


commonly


used


for


hiring


clerical


and


other


base-level


recruits


who


are


more


likely


than


other


groups


to


have


submitted


unsolicited


applications.


Former


students


who


participated in internship programs may also be easily and cheaply accessed.


外部招聘的方法可


以分成非正式和正式两个 级别。


与正式招聘相比,


非正式招聘所利用的市场较小,


这些方法


可能包括再次雇用以前的雇员以及从那些

“主动上门”


求职者中——他们主动提供的个人简


历还存在 公司的档案里——选拔。



推荐的方式也是一种非正式的雇用方 法,因为这些方法


使用起来花费相对较低,


而且可以迅速实施。


非正式的招聘方法通常用于招聘文职员工或者


其他初级层次的员 工,


这些人比其他群体更可能主动提供简历。


原来参加实习项目 的学生也


可以轻松而廉价地得以雇用。







Formal


methods


of


external


entail


searching


the


labor


market


more


widely


for


candidates


with


no


previous


connection


to


the


organization.


These


methods


have


traditionally


included


newspaper/magazine/journal


advertising,


the


use


of


employment


agencies


and


executive


search


firms, and college recruitment. More often, now, job/career fairs and e-recruiting are reaching the


job


seeker


market.


正式的外部招聘方法需要在更大的劳动市场中 去寻找此前与组织没有任


何关系的候选人。


传统上,

< p>
这些方法包括在报纸杂志上打广告、


使用职业中介和猎头公司及

< p>
校园招聘等。现在更为常见的是,举办招聘会和网上招聘的方式正在打入求职者市场。






Posting


vacancies


externally


through


the


various


arms


of


the


media


or


via


employment


agencies reaches a wider audience and may turn up a greater number of potential candidates from


which


the


organization


can


choose.


At


the


same


time,


this


method


is


relatively


expensive


and


time-consuming


as


the


organization


works


through


initial


advertisements


in


newspapers,


periodicals and journals will continue to be an important way to reach potential candidates.


通过媒

体的各种手段,或者通过职业中介机构在组织外部张榜招贤补缺,可以使受众面更加广泛,

< br>并且可能出现数量更大的潜在候选人,


而组织就可以从这些候选人当中选拔合适的 人才。



过,


这种方法的费用较高,< /p>


且比较耗时,


因为这个组织要始终参与在报纸杂志上打首期广告< /p>


的工作,而这种期刊(广告)将继续成为该组织联系潜在候选人的一种重要方式。






There is no guarantee that the results will be satisfactory to the organization, since the cost of


advertising


often


limits


the


frequency


and


duration


of



job


postingas


well


as


the


amount


of


information made available, thus making it difficult for a job seeker to accurately judge the worth


of the position being offered. In addition, the organization may hire a candidate who fails to live


up to the high potential displayed during the selection proc ess.


但是,


根本无法保证这种广告招聘

的结果能够令该组织满意,因为广告招聘的成本经常既限制了招聘广告的信息内容的分量,

< br>也限制了广告出现的频率和持续的时间,


这就使得求职者难以准确判断广告被提供 的职位的


价值。


此外,该组织可能雇佣了这么一个候选人——他 无法(在实际工作中)发挥其在选拔


过程中所展现出来的高潜质。







Recruiting firms/employment agencies are gaining in popularity, especially in the search for


management


level/executive


talent.


Recruiting


via


this


medium


is


expensive,


whether


the


organization uses a contingency firm or has one on retainer. Executive search firms tend to match


candidates


to


jobs


faster


than


most


organizations


can,


on


their


own,


primarily


because


the


recruiting firms/employment agencies possess largerdatabases of, and wider access to, persons and


have a greater awareness of the location of competencies needed by the client agen cies.


招聘公司


或者职业中介现在越来越受欢迎,


尤其是在寻聘经理层


/


行政管理层方面的人才时 更是如此。


这种招聘方式费用很高,


不管这个组织是临时雇用应 急招聘工作组还是拥有一家定期取酬的


聘定招聘机构。


猎头公司 通常能比许多靠自己招聘的组织更快找到适合的人选,


主要是因为


这种招聘公司或者职业中介拥有更大的人才数据库,


并且与这些人有更为广泛地接触,


能够


更好地意识到哪些人具有客户所需要的能力。






Of


course,


it


is


possible


for


an


organization


to


reduce


the


risks


and


costs


of


recruitment


by


maintaining


a


small


cadre


of


full-time,


permanent


employees


and


meeting


an


unexpected


and


temporary need for staff through the use of ad hoc and short-term contract workers who come to


the position already trained.


当然,组织有可能通过如下的方式来降低招聘的风险和成本,即:



通过雇用受过岗位培训的、


专门的短期合同工,


来维系一小支全职的永久骨干雇员队伍,



备在遇到没 有预见的临时需求时使用。






It is frequently said that the best jobs are not advertised; their availability is communicated by


word


of


mouth.


Networking,


therefore,


continues


to


be


a


viable


mechanism


for


recruiting,


especially at the senior management level in certain industries. In many instances, networking is a


strategy used by the recruitment firms/employment agencies.


经常有人说,最好的工作是不 打广


告的,这种工作机会是通过口头传播的。因此,网络将继续成为一种确实可行的招聘 机制,


尤其是在(招聘)某些行业的高级管理层人员时更是如此。在许多情况下,


网络是招聘公司


或者职业中介使用的一种策略。



(1,292 words)



UNIT3




Leadership: Intentional Influence


领导才能:



用心去发挥的影响力



By Joseph Grenny






It



s ironic that when you ask leaders




even good ones




what constitutes leadership,


you often get vague, disparate, and vapid responses. You



d think that of all people, this population


would offer crisp and concrete definitions of their own crucial work. Instead, you get references to


energizing,


visioning,


path-finding,


modeling,


and


a


dozen


other


tangents


of


real


leadership




but almost no reference to the central task of leaders: influenc ing.


当你向一些领导者——即使是


一些相当优秀的领导者— —提问


“什么是领导才能”时,


你经常会得到各种含糊的、答非 所


问的、而且令人厌烦的回答,这真是令人啼笑皆非啊。你原本以为:在所有人中,这帮 人会


对他们自身所从事的重要工作下一个简要而具体的定义。


可 是,


你却只听到他提及激发活力、


远景规划、

< br>开拓进取、


商业建模,


以及其他一大堆与真正领导才能不 相干的话题——可就是


根本不提领导者的核心任务:发挥影响力。







This is especially disconcerting in an era where Fortune 500 companies are crumbling under


the weight of financial strain and once powerful and confident leaders are crawling to Washington


begging for bailouts. The vast majority of today



s crises are the natural consequence of ineffective


or


misdirected


influence.


Either


leaders


have


been


incapable


of


influencing


their


employees


to


create


value


for


customers


(e.g.


the


U.S.


auto


industry),


or


they



ve


exerted


influence


that


has


driven employees to unconscionable behavior bringing the global economy to its knees (i.e. the


financial


sector).


Today


more


than


ever,


we


ought


to


see


clearly


that


leadership


isn



t


a


combination


of


fuzzy


concepts


and


proclivities.


Leaders


are


responsible


for


intelligently


and


ethically influencing behavior in a way that creates value.


这是令人尴尬的,特别是在这么一个


历史时期,


即:


财富


5 00


强公司在金融危机的重压下正在崩溃、


曾经大权在握且刚愎 自信的


领导者们正在向华盛顿卑躬屈膝地乞求紧急财政救援。现今这些危机绝大部分是( 领导者)


无能而误导的影响力造成的自然后果。


领导者们要么没 有能力影响其员工去为客户创造价值


(如美国汽车业)


,要么他 们所施加的影响导致员工的无良行为,使全球经济严重受损(即


金融部门)



我们现在应该比以往任何时候都更清楚地认识到:



领导才能不仅仅是一些含糊


概念和各种癖性的结合体。


领导者们要负责任地以创造价值的方式德才兼备地去影响其员工


们的行为 。



Fortunately, not all leaders are missing the mark. I recently met one of the few leaders who,


in


my


experience,


has


a


concrete


expression


of


leadership


on


the


tip


of


his


tongue.


Tim


Tassopoulos,


chief


operating


officer


of


Chik-fil-A,


says


it


this


way:


leadership


is


intentional


in fluence.


幸运的是,并不是所有的领导者都是不靠谱的。最近我遇见了一位难得 的领导者,


他关于领导才能的具体表述呼之欲出,他就是


Chi k-fil-A


的首席运营官提姆·塔索珀罗斯




Tim Tassopoulos




在谈到领导才能时他是这样说的:


领 导才能就是用心去发挥的影响力。



I couldn



t agree more. For 20 years my colleagues and I have worked with leaders to help


them increase their capacity for influencing change. But it came as a surprise to us that prior to


helping them learn how to influence, we had to draw their attention to it as their core work.


对这一


说法我是再赞同不过了。


在过去的二十年间,


我和我的同事们与 一些领导者共事过,


目的是


帮助他们提高其影响变革的能力。< /p>


但结果让我们大为惊讶的是,


在帮助他们学会如何去影响


他人之前,我们还得先让他们注意到:发挥影响力才是他们的核心工作。



Tim,


on


the


other


hand,


understands


that


it


all


comes


down


to


whether


one


of


his


50,000


front-line associates with a few discretionary minutes decides to lean against a wall or walk out to


the


dining


area


and


clean


tables.


Tim



s


success


or


failure


as


a


leader


does


not


come


down


to


whether he is charismatic, visionary, or inspirational. It comes down to whether, at the end of the


day, people behave in ways that improve results. Period.


不过,提姆认识到:一 切都归结到这么


一点上,即:他的五万名在一线作业的员工中,当某个人有几分钟可以自 由支配时,他到底


是选择侧墙而靠(休息一会儿)


,还是走出厂 房到餐饮区去擦餐桌。提姆所谓的领导者们的


成败并不取决于他是否具有魅力、


具有远见和鼓动力,


而取决于当一天结束时人们的行为是


否提高了劳动成果。情况就是这样。



With


that


said,


the


second


biggest


problem


leaders


face


is


that


few


of


them


have


any


systematic way of even thinking about




much less practicing




influence. Oh, we complain


about


it


a


lot.


All


leaders


can


point


to


dysfunctional,


political,


unproductive


behaviors


in


their


organiza tions.


这个问题说完了,接下来要说的就是领导者们面临的第二大问题:



他们中难


得有人对影响力问题哪怕系统地思考 过,


实践就更少了。


哎呀,我们对此发了很多牢骚,可


是领导者们一个个都强调他们的组织存在着种种机能不良行为、


政治行为 和生产效率低下行


为。



Given that few leaders can even define leadership, it



s no surprise that their performance is


mediocre at best. We recently studied the successes and failures of more than 1,000 leaders from


50 global companies to influence strategically critical behavior change in their companies.


既然没< /p>


有几位领导者能给领导才能下一个定义,


他们充其量也不过平平的 业绩就不足为怪了。


近来


我们做了这么一项研究,即:


50


家全球化公司的一千多位领导者的成败史是如何影响其公

< p>
司战略性重大行为的变化的。



We were stunned to discover that fewer than 1 in 20 had any evidence of success in spite of


their belief that change was crucial. As we combed through the data, some key insights emerged


that help us understand why so few leaders either grasp or exert influence well:


我们震惊地发


现,尽管这些领导者们都相信变革是至关重要的, 但是他们中(只有)不到


5%


的人有迹象


表明其事业是成功的。


在我们梳理这些资料的过程中,


我们脑 中形成了以下一些重要而深刻


的见解,这些见解有助于我们理解为什么领导者中难得有人 既能掌握又能发挥好其影响力。



1. Leaders act as if it



s not their job to address entrenched habits.1.


领导者们的行为 似乎表


明:改变根深蒂固的习惯这项工作与他们无关


.


Most leaders put a great deal of time into crafting strategy, selecting winning products, and


engaging with analysts, shareholders, and major customers. But few realize the success or failure


of their grand schemes lies in influencing the behavior of the hundreds or thousands of people who


will have to execute the big ideas




their employees .


绝大多数的领导者都花费大量时间去精


心制订规划,选择制胜 的产品,


维持其与分析师、


股东和主要顾客的紧密联系。但是他 们中


几乎没人意识到:


他们宏伟计划的成败取决于他们对成千上 万的、


那些具体落实这些宏大想


法的人——即他们的雇员们—— 所发挥的影响力。



By contrast, the most influential leaders




the 5% who succeed consistently at influencing


profound


and


essential


behavior


change




spend


as


much


as


half


of


their


time


thinking


about


and


actively


influencing


the


behaviors


they


know


will


lead


to


top


performance.


The


95%


who


dither and fail tend to delegate what they dismiss as



change management




to others, most often


leaders


in


human


resources




who


often


lack


the


credibility


to


influence


real


change.


The


average leader spends little, if any, of his or her time on active efforts to create behavior change.


Consequently, nothing changes.


与此相反的是,


最具影响力的领导者们——即 那些只占


5%


的、


始终在成功地影响着 深刻而关键行为变革的领导者们——花费了多达其一半的时间,


去认真

< br>思考并积极影响那些他们认为即将带来最佳业绩的行为。而那


95%


因犹豫不决而失败的领


导者们,


则往往会把被他们贬 之为


“变更管理”


的任务下放给别人——通常是那些人力资源< /p>


管理部门的领导者们,


而这些人又常常缺乏信誉,


无法对真正的变革发挥影响力。


水平一般


的领导者极少 ——即使有的话——花时间积极努力地去创造行为的变革。


其结果是:

< br>一切如


故,什么变化也没发生。




2. Leaders lack a theory of influence.2.


领导者们缺少一种关于影响力的理论



Very few leaders can even answer the question,



How do you change the behavior of a large


group of people?




And yet, 0this is what they



re ultimately paid to do. It isn



t just about making


a decision; it



s about getting people aligned to execute the decision. And this means influence.


Imagine


discovering


just


as


the


anesthesia


is


taking


effect


that


your


heart


surgeon




the


one


hovering over your chest with a scalpel




is working off a



gut hunch




about how to conduct


a


bypass.


Unless


leaders


become


articulate


about


a


repeatable


and


effective


way


of


influencing


profound, rapid, and sustainable behavior change




they



ll continue to rack up predictably high


failure rates at leading change.


只有为数极少的领导者能回答以下 的问题:


“你是如何改变一大


群人的行为的?”


这就是他们工作的最终目的。


这并非事关决策的问题,


而是事关组织人们


形成合力去实施决策的问题。


这就是影响力的 内涵。


想象一下那会是一种什么样的情景:


< br>醉剂已经开始生效,


而你却发现你的那位心脏手术外科医生——就是那个手拿着手 术刀在你


胸前摆动的人,还在想打消他“心里的疑团”


:这台分 流术到底该怎么做。除非领导者们变


得能够清晰有力地显示出他们能不断有效地对深刻、 快速而又持续开展的行为变革产生影


响,否则,可以预见,他们将继续提高其在领导变革 中的失败率。



3. Leaders confuse talking with influencing. 3.


领导者们将磨嘴皮说服 人与发挥影响力混


为一谈了



Many leaders think influence consists of little more than talking people into doing things. It



s no wonder most influence efforts start with PowerPoint presentations. But profound, persistent,


and overwhelming problems demand more than verbal persuasion. Anyone who



s ever tried to

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