工商管理英語(yǔ)Chapter 3 領(lǐng)導(dǎo)

[00:00.00]budget vt. n. [00:00.59]預(yù)算， 預(yù)算 [00:01.18]figure vt. n. [00:01.68]描繪， 圖形 [00:02.19]marketing n. [00:02.93]銷售 [00:03.66]production n. [00:04.39]產(chǎn)品 [00:05.12]investment n. [00:05.93]投資 [00:06.74]P:Right,let's get started.Now,you've all seen the budget proposals for next year. [00:10.16]行，我們開(kāi)始吧。好，你們都看了明年的預(yù)算計(jì)劃。 [00:13.58]Have you got anything to say? [00:14.47]有什么意見(jiàn)嗎? [00:15.36]J:I think the research figure is too low. [00:16.59]我認(rèn)為研究費(fèi)用太低。 [00:17.82]We should increase it by at least 5%. [00:19.46]至少應(yīng)該增加5%。 [00:21.11]P:Well,we could do that,but it means less money for the other departments. [00:23.47]嗯，是可以增加，不過(guò)那就意味著撥給別的部門(mén)的資金就要減少了。 [00:25.84]I think it should stay the same. [00:26.89]我認(rèn)為它應(yīng)該維持不變。 [00:27.95]S:I agree with John. [00:28.83]我同意約翰的看法。 [00:29.70]We could reduce the figure for marketing that could allow us to increase the budget for research. [00:33.28]我們可以減少市場(chǎng)營(yíng)運(yùn)的金額，這樣就有可能增加科研預(yù)算了。 [00:36.86]P:I felt marketing needed a good figure this year. [00:38.73]我覺(jué)得市場(chǎng)營(yíng)運(yùn)今年需要大量金額。 [00:40.59]They've got a big launch mid_year,I think they couldn't manage with less. [00:43.59]年中他們要投放大量產(chǎn)品，資金少了恐怕很難辦。 [00:46.58]J:I'm sure they could and... [00:47.62]我確信他們有可能而且…… [00:48.67]P:Just a moment.Let's look at the other two department budgets. [00:50.70]等等，我們先來(lái)看看其他兩個(gè)部門(mén)的預(yù)算。 [00:52.74]That's production and sales. [00:54.05]也就是生產(chǎn)部和銷售部的預(yù)算情況。 [00:55.35]J:Well,we can't cut the production budget,that's for sure.I don't know about sales. [00:58.79]哦，生產(chǎn)的預(yù)算沒(méi)法減，這是肯定的。銷售的情況我不清楚。 [01:02.22]S:Why do you say we can't cut production's budget? [01:04.05]為什么不能削減生產(chǎn)部的預(yù)算? [01:05.88]They had a big investment last year.Well,surely they could manage on less this year? [01:08.99]去年撥給他們的投資量很大。那么今年少撥點(diǎn)資金肯定不成問(wèn)題吧? [01:12.10]P:Yes,I think I agree.Production ought to manage with less this year,having spent so much last year. [01:16.64]對(duì)，我想是這樣。生產(chǎn)部去年花了那么多錢(qián)，今年少投些資應(yīng)該沒(méi)問(wèn)題。 [01:21.19]S:A small cut in the production budget might mean we could increase the research figure. [01:23.87]稍微削減些生產(chǎn)預(yù)算就可增加科研金額。 [01:26.54]P:Right,I'll put that to the production manager.Finally,what about sales? [01:29.20]對(duì)，我把這想法和生產(chǎn)部經(jīng)理談?wù)?。最后，銷售部的預(yù)算呢? [01:31.85]S:I think it's a bit high.They might save a bit by spending less on the after_sales side. [01:35.60]我認(rèn)為還是高了些，他們可以通過(guò)在售后環(huán)節(jié)上減少些花費(fèi)來(lái)節(jié)省開(kāi)支。 [01:39.34]P:John,any views? [01:40.35]約翰，你有什么看法? [01:41.36]J:Well,I think we should spend more on sales. [01:43.01]啊，我覺(jué)得銷售的預(yù)算應(yīng)該更多些。 [01:44.67]P:That's out of the question.The figure shouldn't be changed. [01:46.53]這是不可能的。這個(gè)數(shù)目不應(yīng)該改動(dòng)了。 [01:48.38]motivation n. [01:49.13]激勵(lì) [01:49.87]need theories [01:50.64]需求理論 [01:51.41]two_factor theory [01:52.17]雙因素理論 [01:52.93]content theories [01:53.70]內(nèi)容型理論 [01:54.47]valence n. [01:55.10]效價(jià) [01:55.72]equity theory [01:56.38]公平理論 [01:57.03]positive reinforcement [01:57.92]正強(qiáng)化 [01:58.80]negative reinforcement [01:59.78]負(fù)強(qiáng)化 [02:00.76]punishment [02:01.34]懲罰 [02:01.91]information power [02:02.75]信息權(quán)力 [02:03.59]traits n. [02:04.15]特質(zhì) [02:04.71]autocratic adj. [02:05.37]專制型 [02:06.04]democratic adj. [02:06.67]民主型 [02:07.29]laissez_faire adj. [02:07.95]放任型 [02:08.60]employee_centered [02:09.31]以員工為中心 [02:10.01]job_centered [02:10.66]以工作為中心 [02:11.32]the managerial grid [02:12.14]管理方格圖 [02:12.96]situational theories [02:13.97]情境理論 [02:14.97]Leading involves influencing the work behavior of others toward achieving organizational goals. [02:19.02]領(lǐng)導(dǎo)是指通過(guò)影響其他人的工作行為來(lái)實(shí)現(xiàn)組織目標(biāo)。 [02:23.07]Need theories argue that we behave the way we do because of internal needs we are attempting to fulfill. [02:27.25]需求理論認(rèn)為，我們?cè)噲D滿足的內(nèi)在需求，決定我們行為的方式。 [02:31.43]Need theories are sometimes called content theories of motivation because they specify what motivates individuals. [02:35.74]需求理論具體指出刺激個(gè)人行為的因素，所以有時(shí)稱為內(nèi)在的激勵(lì)理論。 [02:40.05]If we are continually frustrated in our attempts to satisfy a higher_level need,we may cease to be concerned about that need. [02:44.86]如果對(duì)較高層次需求滿足的嘗試不斷受挫，我們可能會(huì)停止考慮那種需求。 [02:49.67]Managers need to be particularly concerned with providing opportunities to satisfy growth needs, [02:53.27]主管人員需要特別考慮提供能滿足成長(zhǎng)需求的機(jī)會(huì)， [02:56.88]lest employees cease to be interested in them. [02:58.32]以免員工終止對(duì)它們的興趣。 [02:59.77]Needs at the highest level are never completely fulfilled,because as we work to develop our capabilities,both our potential and our needs for self_actualization grow stronger. [03:07.22]當(dāng)我們工作而使我們的能力得到發(fā)展時(shí)，我們的潛力和對(duì)自我實(shí)現(xiàn)的需求同時(shí)增強(qiáng)，因此我們對(duì)最高層次的需求永遠(yuǎn)得不到完全滿足。 [03:14.66]Motivators are the factors that seem to make individuals feel satisfied with their jobs. [03:17.54]激勵(lì)因素是使個(gè)人對(duì)工作感覺(jué)滿意的因素。 [03:20.41]Hygiene factors are the factors that seem to make individuals feel dissatisfied with their jobs. [03:23.56]保健因素是使個(gè)人對(duì)工作感覺(jué)不滿意的因素。 [03:26.71]Herzberg's two_factor theory argues that hygiene factors are necessary to keep workers from feeling dissatisfied, [03:31.25]赫茨伯格的雙因素理論認(rèn)為，為了保證工人能工作沒(méi)有不滿意，保健因素是必要的： [03:35.80]but only motivators can lead workers to feel satisfied and motivated. [03:38.31]但只有激勵(lì)因素能夠使工人感覺(jué)滿意并得到激勵(lì)。 [03:40.81]Existence needs include physiological desires,such as food and water. [03:43.46]生存需求包括生理需要(如食物和水) [03:46.12]and work_related material desires,such as pay,fringe benefits,and physical working conditions. [03:49.52]和與工作相關(guān)的物質(zhì)需要(如工資，津貼和工作條作)。 [03:52.93]Relation needs address our relationships with significant others， [03:55.26]關(guān)系需求說(shuō)明我們與其他重要因素之間的關(guān)系， [03:57.58]such as families,friendship groups,work groups,and professional groups. [04:00.37]例如家庭、友誼群體、工作群體和職業(yè)群體。 [04:03.15]Growth needs impel creativity and innovation,along with the desire to have a productive impact on our surrounding [04:07.72]增長(zhǎng)需求激發(fā)我們的創(chuàng)造力和革新性，以及對(duì)周?chē)a(chǎn)生巨大影響的愿望 [04:12.29]Need for achievement is the desire to accomplish challenging tasks to achieve an important goal. [04:16.01]權(quán)力需求是影響他們并控制其周?chē)h(huán)境的欲望。 [04:19.74]We assess the probability that our efforts will lead to the required performance level.The probability is called effort_performance expectancy. [04:25.31]我們把通過(guò)努力能達(dá)到的績(jī)效水平稱為努力績(jī)效期望值。 [04:30.89]We assess the probability that successful performance will lead to certain outcomes.The probability is called performance_outcome expectancy. [04:36.38]我們把成功的績(jī)效所能導(dǎo)致的一定結(jié)果的概率，稱為績(jī)效結(jié)果期望值。 [04:41.86]We assess the probability that our successful performance will lead to certain outcomes.The probability is called per_Formance_outcome expectancy. [04:46.72]我們把成功的績(jī)效所能導(dǎo)致的一定結(jié)果的概率，稱為績(jī)效結(jié)果期望值。 [04:51.58]Performance_outcome expectancy [04:52.66]績(jī)效結(jié)果期望值 [04:53.75]We assess the anticipated value of various of outcomes.The value is called valence. [04:56.84]我們把各種結(jié)果的期望價(jià)值稱為效價(jià)。 [04:59.94]Equity theory argues that we prefer situations of balance,or equity, [05:02.67]公平理論認(rèn)為，人們傾向平衡或者公平的情形。 [05:05.40]which exist when we perceive the ratio of our inputs and outcomes to be equal to the ratio of inputs and outcomes for a comparable other. [05:10.87]這種情形只有當(dāng)我們認(rèn)為自己的付出與結(jié)果的比率與其他作為比較的人的付出與結(jié)果的比率相等時(shí)才存在。 [05:16.34]In particular,goals should be specific and measurable,challenging,attainable,relevant to the major work of the organization,and time_limited. [05:21.57]特別地，目標(biāo)應(yīng)該是具體、可衡量的、競(jìng)爭(zhēng)性的、可達(dá)到的、與組織的主要工作相關(guān)的，并且有時(shí)間限制。 [05:26.79]Positive reinforcement encourages individual growth, [05:28.63]正強(qiáng)化激勵(lì)個(gè)人成長(zhǎng)， [05:30.48]whereas negative reinforcement and punishment are likely to foster immaturity in individuals [05:33.82]相對(duì)而言，負(fù)強(qiáng)化與懲罰則可能培養(yǎng)個(gè)人的不成熟度， [05:37.16]and eventually contaminate the entire organization. [05:39.23]并最終對(duì)整個(gè)組織造成不良影響。 [05:41.29]Aimed at increasing a desired behavior, [05:42.83]為了增強(qiáng)所希望的行為， [05:44.37]positive reinforcement involves providing a pleasant,rewarding consequence to encourage that behavior. [05:48.37]正強(qiáng)化采取提供愉快、獎(jiǎng)勵(lì)的措施去激勵(lì)那種行為。 [05:52.37]Negative reinforcement involves providing noxious(unpleasant)stimulus [05:54.94]負(fù)強(qiáng)化采取提供令人不愉快的刺激物， [05:57.51]so that an individual will engage in the desired behavior in order to stop the noxious stimulus. [06:01.12]使個(gè)人愿意從事所需要的行為來(lái)停止不愉快的刺激。 [06:04.72]Power is the capacity to affect the behavior of others. [06:06.99]權(quán)力是指影響他人行為的能力。 [06:09.27]Legitimate power stems from a position's placement in the man agerial hierarchy and the authority vested in the position. [06:14.18]法定權(quán)力來(lái)源于管理階層等級(jí)鏈中的位置安排和位置所賦予的權(quán)威。 [06:19.09]Reward power is based on the capacity to control and provide valued rewards to others. [06:22.67]獎(jiǎng)賞權(quán)力基于對(duì)他人進(jìn)行控制和提供獎(jiǎng)賞的能力。 [06:26.25]Coercive power depends on the ability to punish others when they do not engage in desired behavior. [06:29.90]當(dāng)他人不從事所要求的行為，對(duì)其進(jìn)行懲罰表現(xiàn)為強(qiáng)制權(quán)力。 [06:33.56]Expert power is based on the possession of expertise that is valued by others. [06:36.55]專家權(quán)力建立于擁有專長(zhǎng)的基礎(chǔ)之上，這種專長(zhǎng)被他們認(rèn)為是有價(jià)值的。 [06:39.54]Information power results from access to and control over the distribution of important information about organizational operations and future plans. [06:45.58]信息的力量取決于能夠傳播并控制與組織運(yùn)行和制定未來(lái)計(jì)劃有關(guān)的重要信息分布的渠道。 [06:51.61]Research turned away from the trait approach in the 1950s when extensive reviews of various studies suggested there were no traits that consistently distinguished leaders from non_leaders. [06:59.40]在20世紀(jì)50年代，各種研究普遍認(rèn)為沒(méi)有一致的特質(zhì)來(lái)區(qū)分領(lǐng)導(dǎo)者和非領(lǐng)導(dǎo)者，研究不再使用特質(zhì)這一方法。 [07:07.18]Many management experts believe that performance is more closely related to the things leaders actually do than to the traits they possess. [07:12.04]許多管理專家相信，績(jī)效與領(lǐng)導(dǎo)實(shí)際所做事情的關(guān)系比績(jī)效與領(lǐng)導(dǎo)所擁有的特質(zhì)的關(guān)系更加緊密。 [07:16.90]Autocratic leaders tend to make unilateral decisions,dictate work methods, [07:19.97]專制型領(lǐng)導(dǎo)者傾向于單方面做出決策，支配工作方法， [07:23.04]limit worker's knowledge about goals to just the next step to be performed, [07:25.90]限制工人對(duì)目標(biāo)的了解(使他們僅僅了解下一目標(biāo))， [07:28.76]and sometimes give punitive feedback. [07:30.19]有時(shí)給予懲罰性的反饋。 [07:31.63]Democratic leaders tend to involve the group in decision making， [07:33.79]民主型領(lǐng)導(dǎo)者傾向于群體參與制定決策， [07:35.94]let the group determine work methods,make overall goals known. [07:38.67]讓群體決定工作方法，使工人了解全部目標(biāo)， [07:41.40]and use feedback as an opportunity for helpful coaching. [07:43.82]并把反饋?zhàn)鳛橛兄谥笇?dǎo)工作的機(jī)會(huì)。 [07:46.23]Laissez_faire leaders generally give the group complete freedom,provide necessary materials, [07:50.94]放任型領(lǐng)導(dǎo)者總體來(lái)說(shuō)給予群體完全的自由，提供必要的物質(zhì)， [07:55.64]participate only to answer questions,and avoid giving feed_back,in other words. [07:58.60]僅僅參與回答問(wèn)題，并且避免給予反饋 [08:01.57]they do almost nothing,and instead,just keep out of the way. [08:03.63]換言之，他們幾乎什么事情都不做。 [08:05.69]With the employee_centered approach,leaders focused on building effective work groups dedicated to high performance goals. [08:11.48]如果運(yùn)用以員工為中心的方法，領(lǐng)導(dǎo)者強(qiáng)調(diào)營(yíng)造有效的工作群體，以實(shí)現(xiàn)高效的目標(biāo)。 [08:17.27]With the job_centered approach,leaders divided the work into routine tasks [08:19.74]運(yùn)用以工作為中心的方法，領(lǐng)導(dǎo)者把工作細(xì)分類為各種日常工作， [08:22.20]and closely supervised workers to ensure that the prescribed mathods were followed and that productivity standards were met. [08:26.64]并密切監(jiān)督工人能否確保執(zhí)行規(guī)定方法和達(dá)到生產(chǎn)率標(biāo)準(zhǔn)， [08:31.09]The managerial grid,developed by Blake and Mouton, [08:32.76]由布萊克和莫頓兩人提出的管理方格圖， [08:34.43]uses parallel leader attitudes_concern for people and concern for production. [08:37.68]運(yùn)用了領(lǐng)導(dǎo)者并行的態(tài)度在對(duì)員工的關(guān)心和對(duì)生產(chǎn)的關(guān)心上。 [08:40.93]The managerial grid,developed by Blake and Mouton,uses parallel leader attitudes_concern for people and concern for production. [08:45.11]由布萊克和莫頓兩人提出的管理方格圖，運(yùn)用了領(lǐng)導(dǎo)者并行的態(tài)度對(duì)員工的關(guān)心和對(duì)生產(chǎn)的關(guān)心。 [08:49.29]The Managerial Grid [08:50.19]管理方格圖

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