研究生英语综合教程UNIT7课文及翻译(含汉译英英译汉)

UNIT7

1. Several leading modern business leaders seem, surprisingly, to downplay the importance of strategy. You can make too much fuss about strategy, they imply--- you have a few clear options; just choose one and get on with it. is it really that simple?

2. “Strategy is straightforward---just pick a general direction and implement like hell.”

Jack Welch, for example---the chairman and CEO of the USA’s General Electric Company; the man who grow the company from a market capitalization of $27 billion to a $140 billion, making GE the largest and most valuable company in the world. he must know a thing or two about strategy. But here’s what he says: “In real life, strategy is actually very straightforward. You pick a general direction and you implement like hell.”Or Allan leighton, the man who was recruited by Archie Norman to help res cue the UK’s ailing Asda supermarket chain, and went on to build the company into one of Britain’s most successful retailers. “Strategy is important,” says Leighton, “but it is a compass, not a road map. It tells you in which direction you are heading, but the important bit is how you get there.”

Or Louis Gerstner, the man who rescued IBM in the 1990’s when the struggling mainframe supplier was about to be driven into extinction by the new, smaller and more agile personal computer manufacturers. “It is extremely difficult to develop a unique strategy for a company; and if the strategy is truly different, it is probably highly risky. Execution really is the critical part of a successful strategy. Getting it done, getting it done right, getting it done better than the next person is far more important than dreaming up new visions of the future.”

3. So strategy is simple. And having an ingenious new strategy is less important than carrying it out successfully. In fact it might be dangerous. It that right?

Let’s look at one last quote from Mr. Welch. “When I became CEO in 1981, we launched a highly publicized initiative: be number one or number two in every market, and fix, sell or close to get there. This was not our strategy, although I’ve often heard it descri bed that way.

It was a galvanising mantra to describe how we were going to do business going forward. Our strategy was much more directional. GE was going to move away from businesses that were being commoditized toward businesses that manufactured high-value technology products or sold services instead of things.”

Grand strategy versus strategy

4. I would argue that these CEO’s blue chip corporations are taking a slightly Olympian view of the concept of “strategy.” Let’s call what hey are talking about “grand strategy” a strategy, but in the overarching sense, like the American car industry saying that they are going to move out gas-guzzlers and into smaller, more fuel-efficient models. 1.一些领先的现代企业领导人似乎，奇怪的是，淡化战略的重要性。你可以对策略太过计较，他们暗示---你有几个明确的选择，只需选择一个，并应对它就可以了。难道真的那么简单吗？

2. “策略很简单- 只需选择一个大方向，然后拼命地实施。”

例如- 美国的通用电气公司董事长兼首席执行官杰克·韦尔奇，把市场资本增长从270亿美元升到1400亿美元，使得GE成为世界上的最大和最有价值的公司。他必须对战略略知一二。但这是他说的：“在现实生活中，战略其实很直截了当。你选择一个大方向，然后拼命地实现它。”

或者阿伦.雷特顿，被阿奇诺曼所聘用，以帮助拯救英国疲弱的阿斯达连锁超市，并继续将公司建设成英国最成功的零售商之一的人是这样看待战略的：“战略是非常重要的，”他说，“但它是一个指南针，而不是一个地图。它会告诉你，你正朝着哪个方向前进，但重要的一点是你如何到达那里。”

或者路易斯.格斯特纳，在1990年的时候挽救IBM，当时这个苦苦挣扎的主机供应商即将被新的，更小的，更灵活的个人电脑制造商所淘汰。他眼中的战略是：“对一个公司来说发展一个独一无二的战略是极其困难的；如果战略是真的不同，那么它可能是极其危险的.执行确实是一个成功的战略的重要组成部分。做完它，做对它，做得比别人好远比憧憬未来更重要。“

3.因此策略很简单。具有独创性的新战略没有成功地实现它重要。事实上，这可能是危险的。是这样吗？

让我们来看看韦尔奇说过的一句话。“当我在1981年成为首席执行官[GE]的时候，我们推出了广为宣传的口号：在每一个市场成为头号或排名第二，为达目的不惜整顿，出售或关闭。这不是我们的战略，虽然我常常听到有人那么说。

这是一个激励人心的口头禅来形容我们的业务应该向什么方向发展。我们的策略不仅仅是方向性的。通用电气公司打算从生产商品化产品转向生产高附加值的科技产品或出售服务替代出售产品。“

大战略与策略

4. 我认为，这些CEO的蓝筹公司都对战略概念采取了稍微涵盖一切的观点。让我们把他们所谈论的“大战略”称为一个战略，但这是在总体意义上来说的，就像美国汽车业说，他们会从高耗油车辆转型到更小，更省油的车型。

And perhaps this is where Allan leighton and Louis Gerstner were coming

from in their earlier quotes. “It was simple,” Leighton might say. “Asda had always been abo ut value.” Or Gerstner might say: “It was simple. We had to get IBM back to thinking about customer service.” Maybe, for a chief executive, that’s strategy---and rightly so. But I can’t agree with Welch when he says that “Be number in every market, and fix, sell or close to get there” was not a strategy.

It was, in my humble opinion, a very clear business strategy: one of the many strategies that Welch must have employed in pursuit of his grand strategy, to move out of commodities. And I also don’t believe (as Leighton and Gerstner appear to believe) that “low level” strategy is simple or easily chosen, even once the grand strategy is clear, or that it is difficult to devise a radically new strategy.

A battle of wits

5. Strategy is about detailed planning; a battle of wits between the leader/manager and whatever forces he or she is pitted against. Even relatively simple business initiatives require “strategic” thinking---the need to act in a way that moves you closer to the final goal, rather than in a way that merely solves the immediate problem.

6. Napoleon Bonaparte was, in my opinion, one of the greatest strategic thinkers of history, a brilliant planner and a masterful logistician. In a career studded with brilli ant victories, Napoleon’s most overwhelming strategic victory was perhaps his campaign of 1805, when he made a preemptive strike against the armies of Austria and Russian who were combining forces to invade France.

He dispatched 210,000 troops from northern France to the Danube, collecting 25,000 Bavarian allies along the way: an unprecedented number of men travelling more than two hundred miles in the remarkably short time of thirteen days. Napoleon surprised the Austrians with both the speed and direction of his attack, cutting them off in the fortress city of Ulm on the upper reachesof the Danube. The Austrian General Mack was forced to surrender his 30,000 men without any significant battle having been fought.

Napoleon’s impetuous commander of cavalry then failed to execute Napoleon’s plan to encircle the Russian army in a similar way, leaving Napoleon in a very exposed position, even though his cavalry commander did achieve the trophy victory of occupying Vienna, the Austrian capital. French troops were tired after eight weeks of campaigning; their lines of communication were very stretched. 也许这就是阿伦.雷特顿和路易.斯格斯特纳先前所说的。“这很简单,” 雷特顿可能会说。“阿斯达一直与价值有关。”格斯特纳可能会说：“这很简单。我们必须让IBM回到考虑客户服务上面来。”也许，对于一个首席执行官来说，这就是战略–-的确如此。但我不同意韦尔奇的“在每一个市场成为世界第一或排名第二，为达目的不惜整顿，出售或关闭”不是一个战略的观点。

依我的愚见，那是很清晰的商业策略：是韦尔奇在追求他的大战略---离开商品制造业时必定采用的许多战略之一。而且我也不赞同这种说法（雷特顿和格斯特纳似乎相信）：一旦大战略是明确的，那么“低层次”的策略是很简单或容易选择的，或者说是很难设计出一种全新的战略。

智慧的战役

5.战略是关于详细规划，是一场领导者/管理者和任何他或她反抗的势力之间的智慧战役。即使是相对简单的业务计划也需要“战略”思维- 需要你以更接近最终的目标的方法行动，而不是以只是解决了眼前的问题的方式行事。

6.拿破仑·波拿巴，在我看来，是历史上最伟大的战略思想家，杰出的策划者和高超的军需师之一。在满是辉煌的胜利的职业生涯中，拿破仑的最压倒性的战略胜利也许是他1805年的战役，当时他对奥地利和俄罗斯联合入侵法国的军队进行了先发制人的打击。

他派出210,000军队从法国北部到多瑙河，沿途汇集25,000巴伐利亚盟友：以空前数量在十三天非常短的时间行驶两百多英里。拿破仑以他的攻击的速度和方向震惊了奥地利人，在多瑙河上游的要塞城市乌尔姆切断他们。奥地利将军马克在没有任何显著战斗的情况下被迫带着30000人投降。

拿破仑的浮躁的骑兵指挥官则无法执行拿破仑以类似的方式包围俄国军队的计划从而使拿破仑处于一个非常暴露的位置，即使他的骑兵指挥官确实取得了占领奥地利首都维也纳的纪念性胜利。法国军队在八周的征战后非常疲惫，其通信线路也延伸太长。

The Russians had met with the remnants of the Austrian Army in the interior and their combined forces now numbered some 90,000 men. Napoleon was exposed between a rock and a hard place. He made a key strategic decision: attack. From a position of apparent weakness, he marched towards the enemy, luring them into the decisive battle that was his best hope of success---the battle of Austerlitz, in what in now the Czech Republic..

7 Napoleon marched north from Vienna with only 53,000 troops. The Allies watched as the French army seemed to walk into a trap. On the day of the battle, Napoleon sprung a trap within a trap. Having made a great show of relinquishing the key high ground of the chosen battlefield, in a apparent confusion, before the action began, he allowed the Russian and Austrian Allies to seize this commanding position. He then disposed of his troops in a way that encouraged the Allies to attack his apparently vulnerable right wing. As the Allies poured troops off the high ground in the center to attack this wing, the French attacked with reinforcements who had arrived by forced march from Vienna, as planned, on the very eve of the battle.

A heavy fog filled the valley beneath the heights, concealing the troops that Napoleon was gathering at his center. As the sun broke through the mist at nine o’clock---”the glorious sun of Austerlitz”---the French stormed and seized the high ground, cutting the Allied position in two. The Russians and Austrians lost 15,000 killed with 12,000 taken prisoner: nearly one third of their force. The remainder of the army was scattered: the Russians retreated through Hungary and Poland. The day after the battle, the Austrian Emperor asked for an armistice.

Destroy the opposition as a cohesive force

8.The battle of Austerlitz was surely a great “strategic victory.” Napoleon never wanted merely to win a battle; in every campaign, he tried to bring the enemy to a position where their defeat would be catastrophic. He sought either to neutralise whole armies by outmanoeuvring them, or to destroy them as a cohesive fighting force. Napoleon outthought his enemies strategically, which was far more significant than his undoubted tactical brilliance on the battlefield.

9. Perhaps Jack Welch would argue that Napoleon had simply “picked his general direction and implemented like hell.” If that is the case, then we would have to step back and consider what would represent Napoleon’s “grand strategy”---the overarching strategy that would then enable him to pick “general directions” and get implementing.

At this stage in his career, his grand strategy was the defense of the French Republic: ever since the French Revolution, the established monarchies of Europe had tried to snuff out the revolution and reestablish the French Bourbon monarchy. On Welch’s analysis, Napoleon was following this “general direction” and implementing away by destroying or neutralizing the invading Austrian and Russian armies and 俄国人会合了奥地利军队的残部，他们的联合部队现在人数达到90,000人。拿破仑进退两难。他做了一个重要的战略决策：攻击。从明显的弱点位置，他向敌人进军，引诱他们进入决战，这是他最好的成功的的希望---奥斯特利茨战役（在现在的捷克共和国）。

7.拿破仑的只有53,000人的部队从维也纳向北部前进。盟军看着法军仿佛走进一个陷阱。在战斗的这一天，拿破仑在陷阱中拿出了王牌。让人很困惑的是，在行动开始前，法军故意做出放弃了选择战场的关键制高点的样子，他让俄罗斯和奥地利的盟友占领了这一制高点。然后，他以鼓励盟军攻击他显然是脆弱的右翼方式部署他的部队。当盟军海啸般从高地攻击法军的右翼部队时，法国和它的增援部队开始还击，这支增援部队是按计划在战斗的前夕从维也纳急行军抵达的。

高地之下的山谷大雾弥漫，隐藏了拿破仑在中心聚集的部队。当太阳在九点透过薄雾的时候- “奥斯特利茨的伟大太阳' –法军猛攻并占领了制高点，切断盟军的位置，把它一分为二。俄国人和奥地利人失去了15,000人，12,000被俘：损失了近三分之一的力量。该部队的残余也分散了：俄罗斯通过匈牙利和波兰撤退。战役后的第二天，奥地利皇帝要求停战。

集中优势兵力摧毁敌人

8. 奥斯特利茨战役无疑是一个巨大的“战略胜利” 。拿破仑从来不想只是为了赢得一场战役，在每一场战斗中，他尽力把敌人逼到灾难性的失败的绝境。他要么智胜一筹地打垮整个军队，要么作为一个有凝聚力的战斗力量摧毁他们。拿破仑在战略方面是智胜了他的敌人，这是远远比在战场上他不容置疑的战术辉煌更为重要。

9.也许杰克·韦尔奇会说，拿破仑只是简单地“选择了他的大方向并拼命地实现它罢了。如果是这样的话，那么我们将不得不后退一步，考虑什么可以代表拿破仑的“大战略”---这个让他选择了”大方向”并实现它的总体战略。

在他的职业生涯的这个阶段中，他的大战略是保卫法兰西共和国：自法国大革命以来，欧洲的各帝国就一直试图扼杀革命，并重新建立法国波旁王朝。依韦尔奇的分析，拿破仑就是在这个“大方向”的指导下，通过摧毁或打垮入侵奥地利和俄国军队并缔结一项极为有利的停战协议而实

10. At this point, we are in danger of arguing about semantics. Nevertheless, I would argue strongly that, although Napoleon’s “strategy” was the defense of France, his lower-level decisions - to surprise the Austrians with the speed and direction of his fast attack, or to lure the Allies into a decisive battle---were still strategic decisions.

Grand strategy: life of death

11. Intriguingly it was Napoleon’s grand strategy that was later to lead to his downfall. Britain, un-invaded and unconquered, became an increasing thorn in Napoleon’s side as it used the huge reserves of cash and credit, derived from the industrial revolution and the expanding empire, to fund alliances of various European nations against the new French Republic. Napoleon decided to starve Britain of cash: he would conquer the whole of Europe and force the continent to stop trading with Britain. It was an over-ambitious strategy that led him to invade Britain’s old trading ally. Portugal, and then Spain, and finally Russia, with disastrous consequences.

12. Welch, Leighton, Gerstner and their fellow business leaders will not be wrong: get the grand strategy right and then sweat the execution; get it wrong and your are doomed. But, if the grand strategy is right, then the devil (and potential victory) is still in the detail. You can execute for all you’re worth but, without brilliant conception and faultless planning, the minor strategies that you employ in pursuit of the overall goal will fail.

13. And I stick to my guns: these are indeed strategies: they are not mere “implementation.”

英译汉

1)Let’s look at one last quote from Mr. Welch. “When I became CEO [of GE] in 1981, we launched6 a highly publicized initiative: Be number one or number two in every market, and fix, sell or close to get there. This was not our strategy, although I’ve often heard it described that way.

2)Intriguingly it was Napoleon’s grand strategy that was later to lead to his downfall. Britain, un-invaded and unconquered, became an increasing thorn in Napoleon’s side as it used the huge reserves of cash and credit, derived from the industrial revolution and the expanding empire, to fund alliances of various European nations against the new French Republic. Napoleon decided to starve Britain of cash: he would conquer the whole of Europe and force the continent to stop trading with Britain. It was an over-ambitious strategy that led him to invade Britain’s old trading ally, Portugal, and then Spain, and finally Russia, with disastrous 在这一点上，我们存在争论语义的危险。不过，我强烈认为，虽然拿破仑的“战略”是保卫法国，但是他的低层的决策- 以他的快攻的速度和方向震惊了奥地利人或引诱盟军进入决战–仍然是战略决策。

大战略：生或死

11.很困惑的是，正是拿破仑的大战略导致他后来的失败。英国，这个未被入侵和征服的国家，越来越成为拿破仑的身边的刺，因为它利用来源于工业革命和不断扩大的帝国的巨额的现金和信誉储备给各个联盟的欧洲国家提供资金反对新的法兰西共和国。拿破仑决定要困死英国的现金：他要征服整个欧洲，并迫使欧洲大陆停止与英国的贸易。入侵英国的交易老友葡萄牙，然后西班牙，最后是俄罗斯，正是这个过度野心的战略给他带来了灭顶之灾。

12.韦尔奇，雷特顿，格斯特纳和其他的企业领袖不会是错的：只要大战略正确了，那么就拼命地执行;弄错了，你是注定要失败的。但是，如果大战略是正确的，那么拼命地执行（和潜在的胜利）仍然取决于细节。您可以不顾一切地执行，但是，没有杰出的构思和完美的规划，你在追求的大目标时所使用的小策略将会失败。

13.我固执己见：这些的确是策略：他们不是单纯的“实施” 。

这是一个激励人心的口头禅来形容我们的业务应该向什么方向发展。我们的策略不仅仅是方向性的。通用电气公司打算从生产产品的制造业转向生产高附加值的科技产品或出售服务的商业。

很有趣的是，正是拿破仑的大战略导致他后来的失败。英国，这个未被入侵和征服的国家，越来越成为拿破仑的身边的刺，因为它利用巨额储备的现金和信誉，这些现金和信誉来源于工业革命和不断扩大的帝国，给各个联盟的欧洲国家提供资金反对新的法兰西共和国。拿破仑决定要饿死英国的现金：他要征服整个欧洲，并迫使欧洲大陆停止与英国的贸易。正是这个过度野心的战略促使他以灾难性的后果入侵英国的老交易盟友，

汉译英

Paying the highest wages, while having the lowest wage costs. We had to get the best people in the world and had to pay the hell out of them. But we couldn't carry along people we didn't need. We needed to have better people if we were going to get more productivity from fewer of them. Needing to be “hard” in order to be “soft.” Soft stuff won't work if it doesn't follow demonstrated toughness. It works only in a performance-based culture.

Maximizing an Organization's Intellect. Getting every employee's mind into the game is a huge part of what the C.E.O job is all about. The first step is being open to the best of what everyone, everywhere, has to offer. The second is transferring that learning across the organization.

People First, Strategy Second. Getting the right people in the right jobs is a lot more important than developing a strategy. We learned the hard way that we could have the greatest strategies in the world, but with the wrong leaders developing and owning them, we'd get good-looking presentations and so-so results.

Self - Confidence. Arrogance is a killer, legitimate self-confidence is a winner. The true test of self-confidence is the courage to be open-to welcome change and new ideas regardless of their source.

Managing Loose, Managing Tight. Knowing when to meddle and when to let go was a pure decision. I managed tight when I sensed I could make a difference. I managed loose when I knew I had little if anything to offer. Consistency was not a requirement here. Sometimes being an undisciplined, unmade bed got the job done faster. I loved to go on the field when I thought I could play, and I loved cheering from the sidelines when I didn't think I belonged in the game. 支付最高薪金的同时保持最低工资开支：我们必须得到世界上最优秀的人才，并向他们支付高额报酬。但我们不能留用那些我们不需要的人。如果我们想从相对少量的人身上获得更高的生产效率，我们就需要有更优秀的人才。

为达到“温和”目标而必须“强硬”：如果不首先实施明确的强硬措施，温和的措施不会发挥作用。只有在一个以遵循为基础的企业文化基础上，温和措施才会发挥作用。

充分调动团体的聪明才智：总裁职责主要是使每个雇员全神贯注。第一步是最大限度地对能向你提供建议的每个人和每个地方都敞开心扉。第二步是将你所学到的东西传导给团体。

人才第一，战略第二：将合适的人安排在合适的职位上比开发一项战略更为重要。我们的一条重要经验教训是，我们可以拥有世界上最伟大的战略，但若让错误的领导去开发和拥有它们，得到的便是看上去不错的表演而结果却乏善可言。

自信：傲慢是杀手，而合理的自信则是胜利者。对自信的真正考验是勇敢地敞开心扉去欢迎变革和新建议，无论这种革新和建议来自何处。

放手管理与严格管理：知道什么时候插手，什么时候放手是一种纯粹直觉的决定。当我意识到我会做的更好时，我就采取严格的管理；当我意识到我没有多少东西可以提供时，我就采取松散的管理。这里不需要一贯性。有时候，不受约束、不拘常规反而办事更快。

研究生英语综合教程(上)课文翻译

Unit One 核心员工的特征大卫·G．詹森1核心员工究竟是什么样子的?几乎每次进行调查时，我都会从雇主们那里听到“核心员工”这个名词。我请一位客户——一位正参与研究的人事部经理，给我解释一下。“每家公司都有少数几个这样的员工，在某个专业领域，你可以指望他们把活儿干好。在我的小组中，有七名化工流程工程师和生物学家，其中有那么两三个人是我赖以生存的，”他说，“他们对我的公司而言不可或缺。当请你们公司替我们招募新人的时候，我们期待你们会去其他公司找这样的人：其他公司经理不想失去的员工。我们只招募核心员工。” 2这是一段充满了鼓动性的谈话，目的是把猎头们派往竞争对手的公司去游说经验丰富的员工们做一次职业变更。他们想从另一家公司招募核心员工。然而，每家公司也从新人中招人。他们要寻找的是完全一样的东西。“我们把他们和公司顶级员工表现出的特质进行对照。假如他们看起来有同样特征的话，我们就在他们身上赌一把。”只是这样有点儿冒险。 3“这是一种有根据的猜测，”我的人事经理客户说。作为未来的一名员工，你的工作是帮助人事部经理降低这种风险，你需要帮助他们认定你有潜力成为一名核心员工。 4特征1：无私的合作者职业顾问和化学家约翰·费策尔最早提出了这个特征。关于这个特征，人们已经写了大量的文章。它之所以值得被反复谈及，是因为这一特征是学术界和企业间最明显的差别。“这里需要合作，”费策尔说，“企业的环境并不需要单打独斗，争强好胜，所以表现出合作和无私精神的员工就脱颖而出了。在企业环境中，没有这样的思维方式就不可能成功。” 5许多博士后和研究生在进行这种过渡的过程中表现得相当费力。因为生命中有那么长一段时间他们都在扮演一个独立研究者的角色，并且要表现得比其他年轻的优秀人才更出色。你可以藉此提高在公司的吸引力：为追求一个共同的目标和来自其他实验室和学科的科学家们合作——并且为你的个人履历上的内容提供事迹证明。这个方法，加上你在描述业绩时开明地使用代词“我们”，而不是“我”，能使公司对你的看法从“单干户”转变成“合作者”。更为有利的是，要在你实验室内部，以及在和你们实验室合作的人们之间，培养一个良好声誉：一个鼓励并发动合作的人——还要保证让那些会接听调查电话的人们谈及你的这个品质。 6特征2：紧迫感唐-豪特是一位给aaas.sciencecareers@org网站论坛频繁写稿的撰稿人。他之前是一名科学家。许多年前他转向了企业，并一直做到高级管理的职位。他在3M 公司一个部门负责策略和商业开发工作，这个部门每年上缴的税收高达24亿多美元。他就是一个重视紧迫感的人。 7“一年365天，一周7天，一天24小时，生意始终在进行，那意味着一年365天，一周7天，一天24小时，竞争也同样在进行，”豪特说，“公司取胜的方法之一就是要更快地到达‘目的地’。这就是说，你不仅要把所有能支持公司快速运转的功能都调动起来，而且还得知道如何决定‘目的地’是哪里。这样，不仅对那些行动快速的人们，也对那些思维敏捷，并有勇气按自己的想法行事的人们都提出了要求。这需要全公司各部门的运作，而不仅仅是管理部门的工作。” 8特征3：风险容忍度企业要求员工能承受风险。“一名求职者需要表现出仅凭不准确、不完整的信息就做出决策的能力。他或她必须能接纳不确定因素并冒着风险做出结论，”一位客户在职业描述中写道。 9豪特赞同这一说法。“商业成功通常有这样一个特质：那就是能接受不确定因素和风险——个人的，组织上的和财务上的。这就让许多科学家感到不适应，因为学术上的成功其实是依靠认真而严谨的研究。更进一步说，伟大的科学常常是由找寻答案的过程和答案本身两者同时来定义的。因此科学家们往往沉迷于过程。在企业里，你需要了解过程，但最终你会迷上答案，然后根据你认为该答案对你的企业所具有的意义来冒风险。像这样敢冒风险是一套技能组合，是所有雇主在他们最好的员工身上所寻找的东西。” 10风险容忍度的另外一个要点是求职者对失败的承受度。失败很重要，因为这表示你不怕冒险。所以各家公司总会寻找有可能犯错误并敢于承认错误的求职者。大家都知道如何谈论成功——或者当他们在寻找工作的时候应该知道。但很少有人乐意谈论失败，更少有人知道如何从失败的边缘吸取教训和获得经验。“对我的企业来说，求职者需要坦然地谈论他或她的失败，而且他或她需要有真正的失败经历，而不是特意为面试而杜撰的东西。如果做不到的话，那么这个人冒的风险还不够，”豪特说。 11特征4：善于处理人际关系瑞克·李奇在迪科德遗传工程公司从事业务拓展。李奇最近才转行到企业，做业务方面的工作。我向他咨询这个重要特征，是因为在他的新业务角色中，人际沟通能力在成功和失败之间发挥着很大的作用。“科学家毕生都在积累知识，培养技术上的敏锐感，”他说，“但为企业工作需要完全不同的东西——人际交往的能力。想转行到企业界的科学家们必须优先考虑他们的社会关系资源而不是技术资源。对一个以前一直根据专业知识水平被评价的人来说，突然之间要根据他的人际交往能力来评价他，真是十分令人恐惧。” 1

研究生英语综合教程UNIT7课文及翻译(含汉译英英译汉)

UNIT7 1. Several leading modern business leaders seem, surprisingly, to downplay the importance of strategy. You can make too much fuss about strategy, they imply--- you have a few clear options; just choose one and get on with it. is it really that simple? 2. “Strategy is straightforward---just pick a general direction and implement like hell.” Jack Welch, for example---the chairman and CEO of the USA’s General Electric Company; the man who grow the company from a market capitalization of $27 billion to a $140 billion, making GE the largest and most valuable company in the world. he must know a thing or two about strategy. But here’s what he says: “In real life, strategy is actually very straightforward. You pick a general direction and you implement like hell.”Or Allan leighton, the man who was recruited by Archie Norman to help res cue the UK’s ailing Asda supermarket chain, and went on to build the company into one of Britain’s most successful retailers. “Strategy is important,” says Leighton, “but it is a compass, not a road map. It tells you in which direction you are heading, but the important bit is how you get there.” Or Louis Gerstner, the man who rescued IBM in the 1990’s when the struggling mainframe supplier was about to be driven into extinction by the new, smaller and more agile personal computer manufacturers. “It is extremely difficult to develop a unique strategy for a company; and if the strategy is truly different, it is probably highly risky. Execution really is the critical part of a successful strategy. Getting it done, getting it done right, getting it done better than the next person is far more important than dreaming up new visions of the future.” 3. So strategy is simple. And having an ingenious new strategy is less important than carrying it out successfully. In fact it might be dangerous. It that right? Let’s look at one last quote from Mr. Welch. “When I became CEO in 1981, we launched a highly publicized initiative: be number one or number two in every market, and fix, sell or close to get there. This was not our strategy, although I’ve often heard it descri bed that way. It was a galvanising mantra to describe how we were going to do business going forward. Our strategy was much more directional. GE was going to move away from businesses that were being commoditized toward businesses that manufactured high-value technology products or sold services instead of things.” Grand strategy versus strategy 4. I would argue that these CEO’s blue chip corporations are taking a slightly Olympian view of the concept of “strategy.” Let’s call what hey are talking about “grand strategy” a strategy, but in the overarching sense, like the American car industry saying that they are going to move out gas-guzzlers and into smaller, more fuel-efficient models. 1.一些领先的现代企业领导人似乎，奇怪的是，淡化战略的重要性。你可以对策略太过计较，他们暗示---你有几个明确的选择，只需选择一个，并应对它就可以了。难道真的那么简单吗？ 2. “策略很简单- 只需选择一个大方向，然后拼命地实施。” 例如- 美国的通用电气公司董事长兼首席执行官杰克·韦尔奇，把市场资本增长从270亿美元升到1400亿美元，使得GE成为世界上的最大和最有价值的公司。他必须对战略略知一二。但这是他说的：“在现实生活中，战略其实很直截了当。你选择一个大方向，然后拼命地实现它。” 或者阿伦.雷特顿，被阿奇诺曼所聘用，以帮助拯救英国疲弱的阿斯达连锁超市，并继续将公司建设成英国最成功的零售商之一的人是这样看待战略的：“战略是非常重要的，”他说，“但它是一个指南针，而不是一个地图。它会告诉你，你正朝着哪个方向前进，但重要的一点是你如何到达那里。” 或者路易斯.格斯特纳，在1990年的时候挽救IBM，当时这个苦苦挣扎的主机供应商即将被新的，更小的，更灵活的个人电脑制造商所淘汰。他眼中的战略是：“对一个公司来说发展一个独一无二的战略是极其困难的；如果战略是真的不同，那么它可能是极其危险的.执行确实是一个成功的战略的重要组成部分。做完它，做对它，做得比别人好远比憧憬未来更重要。“ 3.因此策略很简单。具有独创性的新战略没有成功地实现它重要。事实上，这可能是危险的。是这样吗？让我们来看看韦尔奇说过的一句话。“当我在1981年成为首席执行官[GE]的时候，我们推出了广为宣传的口号：在每一个市场成为头号或排名第二，为达目的不惜整顿，出售或关闭。这不是我们的战略，虽然我常常听到有人那么说。这是一个激励人心的口头禅来形容我们的业务应该向什么方向发展。我们的策略不仅仅是方向性的。通用电气公司打算从生产商品化产品转向生产高附加值的科技产品或出售服务替代出售产品。“ 大战略与策略 4. 我认为，这些CEO的蓝筹公司都对战略概念采取了稍微涵盖一切的观点。让我们把他们所谈论的“大战略”称为一个战略，但这是在总体意义上来说的，就像美国汽车业说，他们会从高耗油车辆转型到更小，更省油的车型。

研究生英语综合教程(下)课文翻译unite1-6

研究生英语系列教材综合教程(下)-reading focus Unit 1 愉悦舒适不能指引你领略人生的全部，与逆境的艰苦搏斗常常会使人生变得丰富而有意义。幸福隐藏的另一面凯思琳?麦克高恩 1 咫风、房屋失火、癌症、激流漂筏失事、坠机、昏暗小巷遭歹徒袭击，没人想找上这些事儿。但出人意料的是，很多人发现遭受这样一次痛苦的磨难最终会使他们向好的方面转变。他们可能都会这样说:“我希望这事没发生，但因为它我变得更完美了。” 2 我们都爱听人们经历苦难后发生转变的故事，可能是因为这些故事证实了一条真正的心理学_L的真理，这条真理有时会湮没在无数关于灾难的报道中:在最困难的境况中，人所具有的一种内在的奋发向上的能力会进发出来。对那些令人极度恐慌的经历作出积极回应的并不仅限于最坚强或最勇敢的人。实际上，大约半数与逆境抗争过的人都说他们的生活从此在某些方面有了改善。 3 诸如此类有关危机改变一生的发现有着可观的研究前景，这正是创伤后成长这一新学科的研究领域。这一新兴领域已经证实了曾经被视为陈词滥调的一个真理:大难不死，意志弥坚。创伤后压力绝不是唯一可能的结果。在遭遇了即使最可怕的经历之后，也只有一小部分成年人会受到长期的心理折磨。更常见的情况是，人们会恢复过来—甚至最终会成功发达。 4 那些经受住苦难打击的人是有关幸福悖论的生动例证:为了尽可能地过上最好的生活，我们所需要的不仅仅是愉悦的感受。我们这个时代的人对幸福的追求已经缩小到只追求福气:一生没有烦恼，没有痛苦和困惑。 5 这种对幸福的平淡定义忽略了问题的主要方面—种富有意义的生活所带来的那种丰富、完整的愉悦。那就是幸福背后隐藏的那种本质—是我们在明智的男男女女身上所欣赏到并渴望在我们自己生活中培育的那种不可言喻的品质。事实证明，一些遭受苦难最多的人-他们被迫全力应付他们未曾预料到的打击，并重新思考他们生活的意义—或许对那种深刻的、给人以强烈满足感的人生经历(哲学家们过去称之为“美好生活”的探寻)最有发言权。 6 这种对美好生活的更为广泛的定义把深深的满足感和一种通过移情与他人建立的深切联系融合在一起。它主要受愉悦情感的支配，但同时也夹杂着惆怅和悔恨。密苏里大学哥伦比亚分校的心理学家劳拉?金认为:“幸福仅仅是许许多多人生价值中的一种。”慈悲、智慧、无私、洞察力及创造力—有时只有经历逆境的考验才能培育这些品质，因为有时只有极端的情形才能迫使我们去承受痛苦的改变过程。只过安宁的、无忧无虑的生活是不足以体验一段完整的人生的。我们也需要成长-尽管有时成长是痛苦的。 7 在纽约市皇后区一间漆黑的房间里，31岁的时装设计师特蕾西?塞尔感到自己奄奄一息。就在几个月前，她已经停止服用控制她关节炎的强效免疫抑制药。她从没预见到接下来将要发生的事:停药之后的反应最终使她全身剧烈疼痛，神经系统出现严重问题。最轻微的动作—比如说试着吞咽—对她来说也痛苦不堪。甚至将脸压在枕头上也几乎难以忍受。 8 塞尔并不是懦弱的人。她在两岁时就被诊断得了幼年型类风湿性关节炎，一生都在忍受着病症和治疗(药物、手术)的折磨。但是这一次，她实在不堪忍受了，她的医生所做的一切似乎都不起作用。要么让疾病结束她的生命，要么她就得很快了结自己的生命了。 9 然而，在经历了若干个不眠之夜后，她想自杀的念头开始被新的感激之情所打断。虽然她仍然感到痛苦，但一种新的意识每一夜都变得更加强烈:一种令人惊叹的解脱感，结合着一种包容一切的同情和怜悯的情感。“我感到一切我曾经用来认同?自己身份的东西都被剥夺了，”六个月后她这样说道，“一切我认为我知道或相信的事物—时间、金钱、自我形象、对事物的看法—都毫无价值了。意识到这一点真是让我感到解脱。” 10 在几个月内，得益于类固醇加其他药物的鸡尾酒疗法，她开始能够更加自如地活动了。她说，毫无疑问她现在的生活状况有了好转。“我感觉我窥探到了生命的秘密以及我们生存的意义，那就是快乐地生活，同时扶持他人。就这么简单!” 11 她这种不可思议的经历完全是个惊喜。但是北卡罗来纳大学夏洛特分校心理学教授里奇?特德斯基认为，这种转变的感觉从某些方面看却是很典型的。里奇?特德斯基教授首创了“创伤后成长”一词。他对那些经历了诸如搏斗、暴力犯罪、突患重病等极端事件的人群进行了研究，这些研究表明，在刚经历不幸后大多数人随即都会感到茫然和焦虑。他们一心想的就是，自己的生活完全被毁了。有少部分人事后很久了还不断被记忆问题、失眠以及类似的创伤后应激障碍所折磨。但特德斯基和其他学者发现，对很多人(可能甚至是绝大多数人)来说，生活最终会变得更加丰富和更加令人满足。 12 许多经历过恐怖的人身威胁的人会遇到类似的情况。在事情发生的那一瞬间，我们的安全感被冲破了，平时处于我们与我们对世界的种种看法之间的自我保护的精神盔甲被剥离了。我们的日常生活轨迹(我们的习惯、自我认识和主观意念)全部被抛到九霄云外，只剩下对世界的原始体验。 13 尽管如此，要实际实现这些转变并完全接受新的现实，通常需要有意识地付出努力。是否愿意并有能力承担这个过程，就是那些在灾难中成长和那些被灾难所摧毁的人之间主要的区别之一。认为灾难有价值的人并不是最坚强或最理性的人。使他们与众不同的是他们能够将所遭遇的事融入他们自己的人生历程中。”

研究生英语综合教程原文翻译

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Unit Seven ON HUMAN NATURE Frank and Lydia Hammer 我对人类的了解越多，对他们的期望就越低。和以前相比，我现在常常以较宽松的标准把一个人叫做好人。——塞缪尔·约翰逊博士论人性弗兰克，莉迪亚·汉默尔 Human nature is the basis of character, the temperament and disposition; it is that indestructible matrix upon which the character is built, and whose shape it must take and keep throughout life. This we call a person's nature.人性是性格、气质和性情的基础，性格正是基于这种牢不可破的基质之上的，它必须以这种基质的形式存在，并将它保留终生，这种基质，我们称之为一个人的本性。 The basic nature of human beings does not and cannot change. It is only the surface that is capable of alteration, improvement and refinement; we can alter only people's customs, manners, dress and habits. A study of history reveals that the people who walked this earth in antiquity were moved by the same fundamental forces, were swayed by the same passions, and had the same aspirations as the men and women of today. The pursuit of happiness still engrosses mankind the world over.人类的本性不会也不能改变，只有一些表面特征才会变化、改善和进一步提升；我们可以改变人们的风格、举止、衣着和习惯。一项历史研究表明，曾经行走在地球上的古人们和今天的男男女女们受着同样的基本力量驱使，被同样的激情左右并有着同样的抱负，时至今日，对幸福的追求仍然是全世界人类全身心投入的事业。 3 Moreover no one wishes his nature to change. One may covet the position of President or King, but would not change places with them unless, it meant the continuance of his own identify. Each man sees himself as unique, and so far as he is concerned the hub of the universe, different from any other individual. Apologies are in order when Mr. Smith is mistaken for Mr. Jones. 3此外，没有人希望改变自己的本性，有人可能会觊觎总统或国王的职位，但不会和他们交换位置，除非那意味着他自己身份的继续。每个人都把自己看成是独特个体，而且，就他而言，他就是宇宙的中心，有别于其他任何人。如果有人把史密斯先生误认作琼斯先生，这人就该道歉。 4 Every man unfolds a distinct character over which circumstances and education have only the most limited control. No two people will ever draw the same conclusions from the same experiences, but each must interpret events and fit them into the mosaic of his own life's pattern. Human nature is ever true itself, not to systems of faith or education. Each holds to the structure of the mold into which the soul was cast at the time of its individualization. The qualities born in one remain as potentials whether they have a chance to develop or not. Under pressure, or change of interest, they can partially or wholly disappear from view, tor considerable periods of time; but nothing can permanently modify them, nothing can obliterate them. 4每个人都表现出一种与众不同的性格，而环境和教育对性格的影响都极其有限。两个人从相同的经历中也不会得出相同的结论，但是两个人会各自分析这些事件并将它们融合到自己丰富的生活模式中去。人性总是忠于它本身，而不受信仰或教育体制左右。一个人的个性和他独特的天性在出生时就已经形成了，而且不会改变。一个人与生俱来的品质，无论是否有机会发展，都保持为潜力。在遭受压力或兴趣变化的情况下，他们会部分或全部地消失相当一段时间，但是没有什么能永久地改变他们，也没有什么能把他们抹去。 5 The constancy of human nature is proverbial, as no one believes that a man can fundamentally change his nature. This is why it is so difficult for one who has acquired an unsavory reputation to re-establish himself in public confidence. People know from experience that an individual who in one year displays knavish characteristics- seldom in the next becomes any different. Nor does a thief become a trustworthy employee, or a miser a