上海開(kāi)放大學(xué)學(xué)士學(xué)位英語(yǔ)統(tǒng)一管理英語(yǔ)4教材文章中英文對(duì)照.《管理英語(yǔ)4》教材文章（中英文對(duì)照）Unit1Reading1FiveBasicFunctionsThatMakeuptheManagementProcessIn1916,aFrenchcoalminedirectornamedHenriFayolwroteabookentitledAdministrationIndustrielleetGenerale,whichsetforthfivedistinctfunctionsofmanagingthatFayolinsistedwereapplicableinanyindustry.Inthe1950’s,managementtextbooksbegantoincorporatesomeofFayol’sideasintotheircontent,andtoday,managementcoursesstillusemanyofhisideastoteachmanagementtobusinessstudents.PlanningPlanninginvolvesdecidingwheretotakeacompanyandselectingstepstogetthere.Itfirstrequiresmanagerstobeawareofchallengesfacingtheirbusinesses,andthenitrequiresmanagerstoforecastfuturebusinessandeconomicconditions.Theythenformulateobjectivestoreachbycertaindeadlinesanddecideonstepstoreachthem.Theyre-evaluatetheirplansasconditionschangeandmakeadjustmentsasnecessary.OrganizingManagersorganizebybringingtogetherphysical,humanandfinancialresourcestoachieveobjectives.Theyidentifyactivitiestobeaccomplished,classifyactivities,assignactivitiestogroupsorindividuals,createresponsibilitiesanddelegateauthority.Theythencoordinateeverythingsooperationsrunsmoothly.LeadingLeadingrequiresmanagerstomotivateemployeestoachievebusinessobjectivesandgoals.Itrequirestheuseofauthoritytoachievethoseendsaswellastheabilitytocommunicateeffectively.Effectiveleaderscaninfluencetheirpersonneltoviewsituationsfromtheirperspectives.Leadingalsoinvolvessupervisionofemployeesandtheirwork.ControllingControllinginvolvesmeasuringachievementagainstestablishedobjectivesandgoals.Italsorequiresmanagerstobeabletoidentifysourcesofdeviationfromsuccessfulaccomplishmentandtoprovideacorrectivecourseofaction.Managersfirstestablishobjectivesandgoals,thenmeasureachievements,identifyanythingthatiskeepingthecompanyfromachievingtheirobjectivesandgoals,andprovidemeansofcorrectionifnecessary.StaffingWithouthumanresources,noorganizationcangetofftheground,letalonedobusinessandmakeprofits.Somedistinctfeaturesofthestaffingfunctionare:?Itputstherightmanintherightjob.?Itisanongoingactivity.Asemployeeskeepleavingandjoiningthecompany,theyalsoretirefromtimetotimeleavingemptyplacesinvariouspositions.?Efficiencyisaprimefocusofthisfunction.Asmanagingpeopleisthetoughestjob,everythingmustbeaccountedfor,leaves,payments,benefits,medicalallowances,socialsecurityaccountingandmuchmore.構(gòu)成管理過(guò)程的五個(gè)基本功能1916年，法國(guó)煤礦公司總經(jīng)理亨利·法約爾寫了一本名為《工業(yè)管理與一般管理》的書(shū)，書(shū)中提出了五種獨(dú)特的管理職能，并強(qiáng)調(diào)這些管理職能適用于任何行業(yè)。20世紀(jì)50年代，管理學(xué)教科書(shū)開(kāi)始編入法約爾的理念，時(shí)至今日，管理學(xué)課程依然向商科學(xué)生傳授他的思想。規(guī)劃規(guī)劃包括確定公司的發(fā)展方向，并選擇實(shí)現(xiàn)目標(biāo)的各個(gè)步驟。首先它要求管理者意識(shí)到企業(yè)面臨的挑戰(zhàn)，然后要求管理者預(yù)測(cè)未來(lái)的業(yè)務(wù)和經(jīng)濟(jì)狀況。接著，他們制定在一定期限前要達(dá)到的目標(biāo)，并決定實(shí)現(xiàn)它們的步驟。隨著情況的變化，他們重新評(píng)估他們的計(jì)劃，必要時(shí)進(jìn)行調(diào)整。組織管理者集中物力、人力和財(cái)力，建立組織來(lái)實(shí)現(xiàn)目標(biāo)。他們確定要完成的活動(dòng)、進(jìn)行活動(dòng)分類、將活動(dòng)分配給團(tuán)體或個(gè)人、明確責(zé)任和分配權(quán)力。然后他們協(xié)調(diào)一切，保證項(xiàng)目順利運(yùn)行。領(lǐng)導(dǎo)領(lǐng)導(dǎo)要求管理者激勵(lì)員工去實(shí)現(xiàn)業(yè)務(wù)的大小目標(biāo)。這些目標(biāo)的實(shí)現(xiàn)既需要權(quán)力的運(yùn)用也需要有效溝通的能力。有效率的領(lǐng)導(dǎo)者可以從員工的角度看待問(wèn)題，從而對(duì)他們產(chǎn)生影響力。領(lǐng)導(dǎo)還包括對(duì)員工及其工作進(jìn)行監(jiān)督?？刂瓶刂粕婕案鶕?jù)既定目標(biāo)來(lái)衡量成果。它還要求管理者明確偏離成功目標(biāo)的根源，并采取糾正措施。管理者首先確定大小目標(biāo)，然后衡量成果，確定會(huì)使公司不能實(shí)現(xiàn)其目標(biāo)的任何事項(xiàng)，并在必要時(shí)提供糾正方法。人員配備沒(méi)有人力資源，任何公司都不能順利起步，更別說(shuō)經(jīng)營(yíng)獲利了。人員配備功能的一些明顯特點(diǎn)是：?把正確的人放在正確的工作崗位上。?這是一個(gè)持續(xù)的活動(dòng)，因?yàn)殡S時(shí)有員工進(jìn)出公司，也不時(shí)有員工退休，一些崗位會(huì)出現(xiàn)缺員現(xiàn)象。?效率是此功能的重中之重，因?yàn)樽龉芾硎且环萜D巨的工作，事事都需要有人負(fù)責(zé)，如請(qǐng)假、工資、福利、醫(yī)療津貼、社會(huì)保險(xiǎn)等等。Reading2WhoKilledNokia?Nokiaexecutivesattemptedtoexplainitsfallfromthetopofthesmartphonepyramidwiththreefactors:1)thatNokiawastechnicallyinferiortoApple,2)thatthecompanywascomplacentand3)thatitsleadersdidn’tseethedisruptiveiPhonecoming.Ithasalsobeenarguedthatitwasnoneoftheabove.Nokialostthesmartphonebattlebecauseofdivergentsharedfearsamongthecompany’smiddleandtopmanagerswhichledtocompany-wideinertiathatleftitpowerlesstorespondtoApple’sgame.Basedonthefindingsofanin-depthinvestigationand76interviewswithtopandmiddlemanagers,engineersandexternalexperts,theresearchersdiscoveredacultureoffearduetotemperamentalleadersandthatfrightenedmiddlemanagerswerescaredoftellingthetruth.Thefearthatfrozethecompanycamefromtwoplaces.First,thecompany’stopmanagershadaterrifyingreputation.SomemembersofNokia’sboardandtopmanagementweredescribedas“extremelytemperamental”andtheyregularlyshoutedatpeople“atthetopoftheirlungs”.Itwasverydifficulttotellthemthingstheydidn’twanttohear.Second,topmanagerswereafraidoftheexternalenvironmentandnotmeetingtheirquarterlytargets,whichalsoimpactedhowtheytreatedmiddlemanagers.Topmanagersthusmademiddlemanagersafraidofdisappointingthem.Middlemanagersweretoldthattheywerenotambitiousenoughtomeettopmanagers’goals.Fearingthereactionsoftopmanagers,middlemanagersremainedsilentorprovidedoptimistic,filteredinformation.Thus,middlemanagersdirectlyliedtotopmanagement.Whatwasworse,acultureofstatusinsideNokiamadeeveryonewanttoholdontoinsideNokiamadeeveryonewanttovestedpowerforfearofresourcesbeingallocatedelsewhereiftheydeliveredbadnewsorshowedthattheywerenotboldorambitiousenoughtoundertakechallengingassignments.Beyondverbalpressure,topmanagersalsoappliedpressureforfasterperformanceinpersonnelselection.Thisledmiddlemanagerstooverpromiseandunderdeliver.Onemiddlemanagertoldusthat“youcangetresourcesbypromisingsomethingearlier,orpromisingalot.It’ssaleswork”.Whilemodestfearmightbehealthyformotivation,abusingitcanbelikeoverusingadrug,whichrisksgeneratingharmfulsideeffects.Toreducethisrisk,leadersshouldcoordinatewiththevariedemotionsofthestaff.Nokia’stopmanagersshouldhaveencouragedsafedialog,Internalcoordinationandfeedbacktounderstandthetrueemotionintheorganization.誰(shuí)殺了諾基亞？諾基亞的執(zhí)行官們?cè)噲D用三個(gè)因素解釋諾基亞為何從智能手機(jī)的金字塔頂端跌落至谷底：1）諾基亞的技術(shù)比蘋果公司遜色；2）諾基亞公司自以為是；3）諾基亞的領(lǐng)導(dǎo)者沒(méi)能預(yù)見(jiàn)蘋果手機(jī)的入市會(huì)給他們帶來(lái)毀滅性的沖擊。也有人認(rèn)為不是上述原因。諾基亞輸?shù)糁悄苁謾C(jī)戰(zhàn)，完全是因?yàn)楣纠镏懈邔庸芾碚咧衅毡榇嬖诘牟煌目謶?，它?dǎo)致全公司的不作為，致使諾基亞在與蘋果的較量中無(wú)力回?fù)簟８鶕?jù)深入的調(diào)查結(jié)果和對(duì)76名中高層管理人員、工程師和外部專家的采訪，研究人員發(fā)現(xiàn)了易怒的領(lǐng)導(dǎo)者引起了恐懼文化，使中層管理人員害怕說(shuō)實(shí)話。僵化公司里的恐懼來(lái)自兩個(gè)地方。首先，公司的高層管理人員有著駭人的聲譽(yù)。諾基亞董事會(huì)和高層管理人員的一些成員被描述為“暴脾氣”，他們經(jīng)?！绊斨巍钡爻撕敖?。告訴他們那些他們不想聽(tīng)的東西是非常困難的。其次，高層管理人員恐懼外部環(huán)境，也擔(dān)心達(dá)不到季度目標(biāo)，這也影響了他們對(duì)待中層管理人員的方式。因此，高層管理人員使得中層管理人員害怕令他們失望。中層管理人員被告知，他們沒(méi)有足夠的壯志雄心去達(dá)成高層管理人員的目標(biāo)。中層管理人員害怕刺激高層管理人員，只好保持沉默，或者報(bào)喜不報(bào)憂。更糟糕的是，諾基亞內(nèi)部的等級(jí)觀念致使每個(gè)人都想守住既得利益，害怕如果自己傳達(dá)了壞消息，或者表現(xiàn)出不夠勇敢或缺乏雄心壯志去承擔(dān)挑戰(zhàn)性的任務(wù)，那么自己手中的資源就會(huì)被分配到其他地方。除了言語(yǔ)壓力之外，高層管理人員在人事選擇方面，通過(guò)施加壓力來(lái)更快地見(jiàn)到成效。這導(dǎo)致了中層管理者過(guò)度承諾和行動(dòng)不足。一位中層管理人員告訴我們：“你可以通過(guò)早做承諾或者夸下?？趤?lái)獲得資源。這是銷售工作。”雖然適度的畏懼有益于內(nèi)部激勵(lì)，但是，對(duì)其濫用就像用藥過(guò)度一樣，會(huì)有產(chǎn)生有害的副作用的風(fēng)險(xiǎn)。為了減少這種風(fēng)險(xiǎn)，領(lǐng)導(dǎo)應(yīng)該協(xié)調(diào)工作人員的不同情緒。諾基亞的高層管理人員應(yīng)該鼓勵(lì)安全對(duì)話、內(nèi)部協(xié)調(diào)和反饋，以了解組織中的真實(shí)情感。Unit2Reading1HabitsofHighlyEffectiveCommunicatorsIt’snosecretthatgoodleadersarealsogoodcommunicators.Indeed,communicationandleadershipareinextricablytied.Howcanyouinspireorguideothersifyoudon’tcommunicateinaclear,credibleandauthenticway?Hereare5essentialcommunicationpracticesofeffectiveleaders:1.Mindthesay-dogapTrustisthebedrockofeffectiveleadership–yourbehaviorisyoursinglegreatestmodeofcommunication,anditmustbecongruentwithwhatyousay.Ifyouractionsdon’talignwithyourwords,youarestoringuptroubleforthefuture.2.MakethecomplexsimpleEffectiveleadersdistillcomplexthoughtsandstrategiesintosimple,memorabletermsthatcolleaguesandcustomerscangraspandactupon.hemostimportantthingistoclarifywhatyouwanttosay,lookoutfortechnicaljargonandavoidbusinessspeak,whichaddcomplexity.Saywhatyoumeaninasfewwordsaspossible.3.FindyourownvoiceUselanguagethat’sdistinctlyyourown;letyourvaluescomethroughinyourcommunication.Correctuseoflanguageandgrammarisimportant,ofcourse,butdon’tbecomeoverlyfixatedoneloquenceforeloquence’ssake;concentrateonbeingdistinctandreal.Peoplewantreal,peoplerespectreal,peoplefollowreal.4.BevisibleVisibilityisaboutlettingyourkeystakeholdersgetafeelforwhoyouareandwhatyoucareabout.Don’thidebehindacomputerandonlyinteractwithpeopleelectronically–seethemfacetofaceandvoicetovoice,andinteractwiththeminareal,substantialway.Intoday’senvironment,wherepeopleareoftenburnedout,it’simportantforemployeestohaveapersonalconnectionwithyouandtheworkyoubelievein.Showthepeoplewhoworkforyouthatyou’reengagedandyoucareaboutthemandtheirwork.5.ListenwithyoureyesaswellasyourearsEffectivecommunicationisatwo-wayprocess,andgoodleadersknowhowtoaskgoodquestions,andthenlistenwithboththeireyesandtheirears.Becauseyouareinapositionofauthority,othersmaybereluctanttoexpresstheirrealopinionstoyoudirectly.Youwon’talwaysgetdirectfeedback,soyoualsoneedtobeabletoreadbetweenthelinesandlookforthenon-verbalcues.善于溝通者的習(xí)慣優(yōu)秀的領(lǐng)導(dǎo)者總是善于溝通，這并不是什么秘密。確實(shí)，溝通力和領(lǐng)導(dǎo)力總是形影不離。如果你不能用清楚、可信、可靠的方式來(lái)進(jìn)行交流，你如何激勵(lì)和領(lǐng)導(dǎo)其他人？下面是出色的領(lǐng)導(dǎo)者必做的五件事：1.注意說(shuō)和做之間的差距信任是有效領(lǐng)導(dǎo)的基石，你的行為是你唯一的最佳溝通方式，它必須與要表達(dá)的內(nèi)容一致。如果你言行不一，你是在為將來(lái)埋藏隱患。2.讓復(fù)雜的事情變得簡(jiǎn)單善于溝通的領(lǐng)導(dǎo)者能夠把復(fù)雜的思想和策略提煉成簡(jiǎn)單易記的語(yǔ)句，便于同事和顧客領(lǐng)會(huì)執(zhí)行。最重要的是把你想說(shuō)的東西說(shuō)清楚，謹(jǐn)慎使用技術(shù)行話、避免打官腔，那只會(huì)增加事情的復(fù)雜性。把你要表達(dá)的用最精簡(jiǎn)的語(yǔ)句說(shuō)出來(lái)。3.找到自己的語(yǔ)言運(yùn)用自己特色鮮明的語(yǔ)言，通過(guò)交流傳遞價(jià)值觀。正確運(yùn)用語(yǔ)言和語(yǔ)法當(dāng)然很重要，但是，不要過(guò)于執(zhí)著于口才至上，而要將精力集中在鮮明的特色和事實(shí)真相方面。人們渴望真實(shí)，人們尊重真實(shí)，人們追隨真實(shí)。4.讓別人看見(jiàn)自己讓別人注意到你的存在是讓你的重要利害關(guān)系人對(duì)你是誰(shuí)和你關(guān)心什么有所感受。切忌躲在電腦背后，只通過(guò)電子方式跟人交流；要面對(duì)面互相傾聽(tīng)，進(jìn)行大量切實(shí)的互動(dòng)。在如今的工作環(huán)境中，人們常常精疲力竭，讓雇員與你及你所倚重的工作建立起切身的聯(lián)系尤為重要。讓那些為你工作的人看到你的投入、你對(duì)他們和他們工作的關(guān)心。5.用你的眼睛和耳朵一起傾聽(tīng)有效的溝通是一個(gè)雙向過(guò)程，優(yōu)秀的領(lǐng)導(dǎo)者知道如何提出有價(jià)值的問(wèn)題，然后用他們的眼睛和耳朵一起傾聽(tīng)。因?yàn)槟闾幵跈?quán)力位置上，其他人可能不愿意把他們真實(shí)的想法直接告訴你。你不會(huì)總是得到直接的反饋，所以你需要能夠體會(huì)言外之意，同時(shí)發(fā)現(xiàn)一些非言語(yǔ)的暗示。Reading2CommunicationFailureThemeaningof“communication”goesalotdeeperthanpeopleoftenthink.Communicationisaboutconceiving,sending,receiving,andinterpretingmessagesaswellasconfirmingreceptionofthesemessages.Afailureatanypointinthischaincanresultinineffectivecommunication.Ineffectivecommunicationcanbedisastrous.ThereisafamousstoryofaBritishArmyCommanderwhosentthemessage“Sendreinforcements,we’regoingtoadvance.”backtohisCommandCenter,throughalongchainofsubordinates.WhenthemessagefinallyreachedtheCommandCenter,ithadbecome“Sendthreeandfour-pence,we’regoingtoadance.”Thereinforcementsneverarrived.Youcandemonstratethissameprinciple,albeitonalessdramaticscale,bytryingtoplayChineseWhisperswithmorethan20people.Itishighlyunlikelythesamemessageyoustartedwithwillbetheoneyouendwith.Inabusiness,therearethreemaintypesofcommunicationfailure.Eachhasitsownindicativesigns.Thefirsttypeisknownasallocativefailure.Thisoccurswhenafirmisnotgatheringenoughintelligenceaboutitsmarketor(mostoften),theinformationisnotreachingtherightpoints.Thefirmwillnotbeallocatingresourcesinstepwiththeshiftsindemand.Ifdemandisrisingbutthefirmissufferingfromallocativecommunicationfailure,thenstockswillfallandtherewillbeunderstaffing.Iftheinversehappens,therewillbeasurplusofstocksandoverstaffing.Thesecondtypeisexecutivefailure,wherecommunicationtotriggerspecificevents/actionsiseitherlate,lackingorinerror.Thesymptomsofthisareagenerallossofdirectioninthecompanyordepartments,alossofco-ordinationandanincreaseincomplaintsfromcustomersasthingshappenlateornotatall.Thefinaltypeishumanfailure.Thisoccurswhenthegeneralcultureofabusinessortherelationshipsbetweenparticularindividualsordepartmentsdonotfostereffectivecommunication.Thisleadstoalienatedstaff,anincreaseinstaffturnover,anincreaseinabsenteeismandgeneralfrustrationamongstaff.Creativity,especiallythatwhichtakesplaceacrossdepartmentalboundaries,islikelytosufferhugelyasteamsynergyslips.溝通失敗溝通的含義比人們通常理解的要更深刻。溝通是關(guān)于信息的構(gòu)思、傳輸、接收和理解，以及確認(rèn)這些信息的送達(dá)。在這個(gè)鏈條上的任何一個(gè)環(huán)節(jié)出現(xiàn)失誤都會(huì)導(dǎo)致溝通無(wú)效。無(wú)效溝通可能帶來(lái)嚴(yán)重的損失。有個(gè)很著名的關(guān)于一位英國(guó)陸軍司令的故事，他通過(guò)多級(jí)下屬向他的指揮中心發(fā)出消息“請(qǐng)派援軍，我們的部隊(duì)要往前推進(jìn)”。當(dāng)這條消息最終傳到指揮中心的時(shí)候，變成了“送三四便士來(lái)，我們要去跳舞”。援軍始終沒(méi)有到達(dá)。通過(guò)和20多人玩中國(guó)耳語(yǔ)游戲，你可以證明同樣的道理，盡管后果沒(méi)有那么嚴(yán)重。游戲開(kāi)始時(shí)傳遞的信息幾乎不可能和游戲結(jié)束時(shí)得到的信息相同。在商業(yè)活動(dòng)中，有三類主要的溝通失敗。每一類都有獨(dú)特的指示標(biāo)志。第一類被稱作資源配置失敗。當(dāng)一個(gè)公司沒(méi)有得到足夠的市場(chǎng)情報(bào)（大多數(shù)情況下是這樣），或者這些情報(bào)沒(méi)有被送到正確的地方時(shí)，這種失敗就會(huì)發(fā)生。公司在配置資源時(shí)，跟不上需求的變化。如果需求持續(xù)增加而公司正經(jīng)歷資源配置溝通方面的失誤，那么庫(kù)存將下降并且出現(xiàn)人手不足的狀況。如果相反的情況發(fā)生，將會(huì)出現(xiàn)庫(kù)存增加和人員過(guò)剩的情況。第二種類型是執(zhí)行層面的失敗。這種失敗是指激勵(lì)具體事項(xiàng)或行動(dòng)的溝通要么來(lái)得太遲，要么缺失，要么是錯(cuò)誤的。出現(xiàn)這類失敗的情形表現(xiàn)為，公司或多個(gè)部門普遍失去了發(fā)展方向和缺少合作，由于反應(yīng)遲緩或完全沒(méi)有反應(yīng)，造成越來(lái)越多的客戶投訴。最后一種類型是人事層面的失敗。當(dāng)一個(gè)企業(yè)的總體文化，或是特定個(gè)人或部門之間的關(guān)系不能增進(jìn)有效溝通的時(shí)候，這種失敗就會(huì)發(fā)生。這會(huì)導(dǎo)致員工離心離德，增加員工更替率，助長(zhǎng)曠工現(xiàn)象，也會(huì)在員工中造成普遍的挫敗感。創(chuàng)造力，尤其是跨越部門界限體現(xiàn)出的創(chuàng)造力，可能由于團(tuán)隊(duì)協(xié)作能力的下降而受到很大沖擊。Unit3Reading1ATeamworkGameAteamofabout35employeeshadcometogetherforateambuildingevent.Theywereayoung,brightandenthusiasticteam.However,oneoftheirchiefproblemswasthefactthattheywouldn’tshareinformationorsolutionswitheachother,andtheteamleaderthoughttheyweretoofocusedonthemselvesandnotontheteam.Asaresult,shebroughtthemallintothecafeteria.Allofthetablesandchairshadbeenstoredaway,andfundecorationsandhundredsofdifferentcoloredballoonshadbeenplacedaroundtheroom.Inthecenteroftheroomwasabigboxofballoonsthathadn’tbeenblownupyet.Theteamleaderinstructedeverybodytopickaballoon,blowitup,andwritetheirnameonit,buttheyhadtobecarefulnottobursttheballoon.Althoughtheyweregivenasecondchanceiftheirfirstballoonpopped,theywereoutofthegamethesecondtimeround.Intheend,about30teammemberswrotetheirnameswithouttheirballoonspopping.Theywerethenaskedtoleavetheroomand,afterfiveminutes,theteamleaderbroughtthembackinandaskedthemtofindtheballoonwiththeirnameonitamongstthehundredsofotherballoonsintheroom.After15minutesofsearching,noonehadfoundtheirballoon,andtheteamweretoldthattheywerethengoingtomoveontothethirdroundoftheactivity.Inthisround,eachteammemberwasinstructedtofindanyballoonwithanameonitandthengivethatballoontothepersonwhosenamewasonit.Withintwominutes,everybodyhadtheirownballoon.Theteamleadersummarizedtheactivitythus:“Wearemuchmoreefficientwhenwearewillingtosharewitheachotherandmuchbetteratproblemsolvingwhenweareworkingtogether,notindividually.”Sometimes,membersofteamscreateobstaclesbyfocusingsolelyontheirownpursuitsandgoals.Everymemberoftheteamshouldaskthemselvesonaregularbasiswhattheyaredoingandwhattheycandofortheteam.團(tuán)隊(duì)游戲一個(gè)約35名員工的團(tuán)隊(duì)聚集在一起進(jìn)行團(tuán)隊(duì)建設(shè)活動(dòng)。他們是一個(gè)年輕、聰明和熱情的團(tuán)隊(duì)。但是，他們的一個(gè)主要問(wèn)題就是他們不會(huì)彼此分享信息或解決方案，團(tuán)隊(duì)領(lǐng)導(dǎo)也認(rèn)為他們太關(guān)注自己，而不是整個(gè)團(tuán)隊(duì)。結(jié)果，她把他們?nèi)紟нM(jìn)了自助餐廳。所有的桌椅都被收了起來(lái)，房間內(nèi)布滿了有趣的裝飾和數(shù)百個(gè)五顏六色的氣球。房子中間放著一大箱尚未充氣的氣球。隊(duì)長(zhǎng)指示大家挑一個(gè)氣球，吹起來(lái)，寫下他們的名字，但是他們必須小心，不要弄炸氣球。盡管第一次他們的氣球炸掉了，他們還有一次機(jī)會(huì)，但是如果他們的氣球再爆掉，他們就得出局。最后，大約有30名隊(duì)員寫了他們的名字，氣球也沒(méi)有炸掉。隨后，他們被要求離開(kāi)房間，五分鐘后，團(tuán)隊(duì)領(lǐng)導(dǎo)帶他們回來(lái)，并要求他們?cè)诜块g里的數(shù)百個(gè)氣球中找到寫著自己名字的氣球。經(jīng)過(guò)15分鐘的尋找，沒(méi)有人找到自己的氣球，接下來(lái)團(tuán)隊(duì)被告知，他們將進(jìn)入第三輪活動(dòng)。在這輪中，每個(gè)隊(duì)員被指示尋找任何一個(gè)寫有名字的氣球，然后把這個(gè)氣球送給相應(yīng)的人。兩分鐘后，每個(gè)人都拿到了自己的氣球。團(tuán)隊(duì)領(lǐng)導(dǎo)這樣總結(jié)活動(dòng)的意義：“當(dāng)我們?cè)敢庀嗷シ窒頃r(shí)，我們的工作效率會(huì)更高；當(dāng)我們一起工作而不是單打獨(dú)斗時(shí)，問(wèn)題也會(huì)解決得更加順利。”有時(shí)，當(dāng)團(tuán)隊(duì)成員只關(guān)注自己的追求與目標(biāo)時(shí)，反而會(huì)給自己制造障礙。團(tuán)隊(duì)的每個(gè)成員都應(yīng)該定期問(wèn)自己在做什么，以及他們能為團(tuán)隊(duì)做些什么。Reading2TipsforTeamBuildingWhenyouthinkofteambuilding,doyouimmediatelypictureyourgroupoffataresortplayinggamesorhangingfromropes?Traditionally,manyorganizationsapproachteambuildinginthiswaybut,then,theywonderwhythatwonderfulsenseofteamworkthathadbeendisplayedattheretreatortheseminarfailstoimpactlongtermbeliefsandactionsbackatwork.I’mnotaversetoretreats,planningsessions,seminarsandteambuildingactivities—infactIleadthem—buttheyhavetoformpartofamuchlargerteamworkeffort.Youwillnotbuildteamworkby“retreating”asagroupforacoupleofdayseachyear,insteadyouneedtothinkofteambuildingassomethingyoudoeverysingleday.?Formteamstosolverealworkissuesandtoimproverealworkprocesses.Providetraininginsystematicmethodssotheteamexpendsitsenergyontheproject,notontryingtoworkouthowtoworktogetherasateamtoapproachtheproblem.?Holddepartmentmeetingstoreviewprojectsandprogress,toobtainbroadinput,andtocoordinatesharedworkprocesses.Ifthereisfrictionbetweenteammembers,examinetheworkprocessestheymutuallyown—theproblemisnotusuallytheirpersonalities;instead,itisoftenthefactthattheteammembershaven’tagreedonhowtheywilldeliveraproductorservice,orthestepsrequiredtogetsomethingdone.?Buildfunandsharedoccasionsintotheorganization’sagenda—holdpotlucklunches,taketheteamtoasportingevent,sponsordinnersatalocalrestaurant,gohikingorgotoanamusementpark.Holdamonthlycompanymeeting,sponsorsportsteamsandencouragecheeringteamfans.?Useicebreakersandteamworkexercisesatmeetings—thesehelpteammembersgettoknoweachother,sharedetailsabouteachother’slives,andhavealaughtogether.?Celebrateteamsuccessespublicly.Therearemanywaysyoucoulddothis,forinstancebybuyingeveryonethesameT-shirtorhat,puttingteammembernamesinadrawforcompanymerchandiseandgiftcertificate.Theonlythinglimitingyouisyourimagination.Ifyoudothetypesofteamworkbuildinglistedabove,you’llbeamazedattheprogressyouwillmakeincreatingateamworkculture,aculturethatenablesindividualstocontributemorethantheyeverthoughtpossible—together.團(tuán)隊(duì)建設(shè)的忠告想到團(tuán)隊(duì)建設(shè)，你是否會(huì)馬上想到你的團(tuán)體在度假場(chǎng)所玩游戲或者蕩秋千的場(chǎng)景？很多機(jī)構(gòu)通常用這種方式進(jìn)行團(tuán)隊(duì)建設(shè)，但是，他們也在思考：為什么在度假勝地或者研討會(huì)上展現(xiàn)出的良好的團(tuán)隊(duì)意識(shí)，在回到工作中之后就難以持續(xù)影響員工的信念與行動(dòng)呢？我不反對(duì)休養(yǎng)、規(guī)劃會(huì)議、研討會(huì)和團(tuán)隊(duì)建設(shè)活動(dòng)——事實(shí)上，我牽頭進(jìn)行這些活動(dòng)——但是它們必須成為一個(gè)更大的團(tuán)隊(duì)合作活動(dòng)的一部分。團(tuán)隊(duì)建設(shè)不可能通過(guò)每年幾天的“休養(yǎng)”達(dá)成，相反，你需要把團(tuán)隊(duì)建設(shè)當(dāng)成每天的“必修課”。組建團(tuán)隊(duì)去解決真實(shí)的工作難題，推進(jìn)工作進(jìn)程。提供系統(tǒng)訓(xùn)練方法，讓團(tuán)隊(duì)把精力花到項(xiàng)目上，而不是探索以團(tuán)隊(duì)的形式解決問(wèn)題的方式方法本身。召開(kāi)部門會(huì)議審查項(xiàng)目進(jìn)展情況，爭(zhēng)取廣泛投入，協(xié)調(diào)共同的工作流程。假如團(tuán)隊(duì)成員間出現(xiàn)了摩擦，就需要審視他們共享的工作程序，因?yàn)閱?wèn)題通常不源自他們的不同個(gè)性；然而，事實(shí)往往是，組員沒(méi)有在如何提供產(chǎn)品或服務(wù)上達(dá)成共識(shí)，或者在完成任務(wù)所需步驟上意見(jiàn)不合。公司日程中應(yīng)有趣味活動(dòng)、快樂(lè)分享等活動(dòng)安排，如舉行百樂(lè)午餐，帶領(lǐng)團(tuán)隊(duì)參加運(yùn)動(dòng)會(huì)，在當(dāng)?shù)夭蛷d舉辦贊助晚餐，組織遠(yuǎn)足或者游園活動(dòng)。舉行每月一次的公司會(huì)議，贊助運(yùn)動(dòng)隊(duì)，鼓勵(lì)拉拉隊(duì)的球迷。在會(huì)議中開(kāi)展破冰活動(dòng)和團(tuán)隊(duì)練習(xí)——這些能幫助團(tuán)隊(duì)成員彼此認(rèn)識(shí)，分享彼此的生活細(xì)節(jié)，共同歡笑。公開(kāi)慶祝團(tuán)隊(duì)的成功。做這件事可以有很多方式，例如，給每人都買相同的T恤衫或者帽子，或者用團(tuán)隊(duì)成員姓名抽獎(jiǎng)，贏取公司產(chǎn)品和禮券。限制你的唯一的東西就是你的想象力。如果你按照上面列舉的方式去建設(shè)團(tuán)隊(duì)，你會(huì)為你在構(gòu)建團(tuán)隊(duì)文化中所取得的進(jìn)步而感到震驚，這種文化能使個(gè)人做出多于過(guò)去的貢獻(xiàn)。Unit4Reading1HowGoogleContinuestoKeepEmployeesHappyWorkingforGoogleisadreamofmany,notjustbecauseofwhatthiscompanyhasachievedinthelast15years,butbecauseofitsenviableworkculture.Withabout37,000employeesin40countries,youmightwonderhowGooglemaintainsamotivatingworkexperiencethroughoutitsentirecompany.WorkingforGooglecomeswithperksthatmostotherorganizationscan’tprovide—bowlingalleys,freehaircuts,gymmemberships,andshuttlestoandfromwork.Thecompany’ssecrettosuccessisputtingthesameamountoftimeandeffortintokeepingemployeeshappyasitdoesintoinnovatingproducts.Backwhenthecompanywasjustastart-up,co-foundersLarryPageandSergeyBrinhadthegoalofmakingGoogleaplacethemosttalentedpeoplewantedtoworkat.Theirideawassimple:creatingaworkculturethatkeepsemployeeshappy,willmotivatethemtodotheirbest,andwillkeepthemloyaltothecompany.“It’slessabouttheaspirationtobeNo.1intheworld,andmorethatwewantouremployeesandfutureonestoloveithere,becausethat’swhat’sgoingtomakeussuccessful,”saidKarenMay,theVicePresidentofPeopleDevelopmentatGoogle.Googlealsomakesitsemployeeswanttoworkbecausemanagersprovidetasksthatareinspiringandchallenging.EveryemployeeatGooglehastheopportunitytospend20%ofhisorherworkingtimeonaprojecttheychoose.Thisfreedomtakesemployeesoutoftheirroutineandawayfromthemundanetasksthatoftenmakeworkersfeeluninspiredabouttheirjobs.Lastly,Googleshowseachemployeejusthowimportantheorsheistothecompany.Eachemployee,regardlessofhis/herspotonthetotempole,hasaninfluenceonhowGoogleperforms.“Ifyouvaluepeople,andcareaboutthemaswholepeople,onethingyoudoisgivethemavoice,andyoureallylisten,”Maysaid.GoogledoesjustthatbyhostingemployeeforumseveryFriday,wheretheydiscussthe20most-askedquestions.Employeeshaveaccesstoallcompanyinformation,addingasenseoftrust,andemployeesandleadersworktogethertosolveproblems.谷歌如何一直讓員工開(kāi)心到谷歌工作是很多人的夢(mèng)想，不僅僅是因?yàn)檫@個(gè)公司在過(guò)去15年所取得的成就，還因?yàn)槟抢镉辛钊肆w慕的企業(yè)文化。谷歌在40個(gè)國(guó)家擁有約3.7萬(wàn)名員工，您可能會(huì)想知道它如何在整個(gè)公司維持積極的工作體驗(yàn)。在谷歌工作有大多數(shù)其他機(jī)構(gòu)不能提供的待遇——保齡球館、免費(fèi)理發(fā)、健身房會(huì)員和往返于公司的班車。谷歌公司成功的秘訣在于，在保持員工幸福感和產(chǎn)品創(chuàng)新方面，它投入了同樣多的時(shí)間與精力。公司剛創(chuàng)立的時(shí)候，共同創(chuàng)始人拉里·佩奇和賽吉·布林就設(shè)定了一個(gè)目標(biāo)：要讓谷歌成為最杰出的人才想為之效力的地方。他們的想法很簡(jiǎn)單：創(chuàng)造一種可以讓員工保持快樂(lè)的工作文化，激勵(lì)他們盡最大努力保持對(duì)公司的忠誠(chéng)度。谷歌人力發(fā)展副總裁凱倫·梅說(shuō)：“與其說(shuō)我們想力爭(zhēng)成為世界第一強(qiáng)，不如說(shuō)我們想讓我們現(xiàn)在和未來(lái)的員工都愛(ài)上這里。因?yàn)橹挥羞@樣，才能使我們成功?！惫雀鑶T工有熱情，因?yàn)楣芾砣藛T提供了令人振奮和充滿挑戰(zhàn)的任務(wù)。谷歌的每個(gè)員工都有機(jī)會(huì)把20%的工作時(shí)間花費(fèi)到自選項(xiàng)目上。這樣的自由可以使員工不用循規(guī)蹈矩，從單調(diào)乏味、毫無(wú)工作激情的任務(wù)中解脫出來(lái)。最后，谷歌向每位員工表明，他（她）對(duì)公司很重要。每一個(gè)人，無(wú)論他（她）在什么崗位，都對(duì)谷歌的運(yùn)營(yíng)產(chǎn)生影響?！叭绻阒匾暼瞬?，把他們當(dāng)作一個(gè)健全的人格來(lái)關(guān)心，你所要做的事就是給他們一個(gè)發(fā)聲的機(jī)會(huì)，而你要認(rèn)真地聽(tīng)”，梅說(shuō)。谷歌是通過(guò)每周五都舉辦員工論壇做到這點(diǎn)的，論壇上大家會(huì)討論最常問(wèn)的20個(gè)問(wèn)題。員工可以獲悉公司的所有信息，從而增加對(duì)公司的信任，使員工和領(lǐng)導(dǎo)能攜手解決問(wèn)題。Reading2TheRightWaytoMotivateEmployeesIt’simportantforaCEOtobepassionateandenthusiastic,butthere’salineofprofessionalismthatmustalwaysbemaintained.AccordingtoareportfromthetechnologywebsiteVentureBeat,PayPalCEODavidMarcuswroteacriticallettertohisemployeesblamingthemfornotusingPayPalproductsandencouragingthemtoleaveiftheydidn’thavethepassiontousetheproductstheyworkfor.Accordingtothewebsite,partoftheleakedletterreads:“It’sbeenbroughttomyattentionthatwhentestingpayingwithmobileatCafe17lastweek,someofyourefusedtoinstallthePayPalapp,andothersdidn’tevenremembertheirPayPalpasswords.That’sunacceptabletome,andtherestofmyteam;everyoneatPayPalshoulduseourproductswhenavailable.That’stheonlywaywecanmakethembetter,andbetter.”“Inclosing,ifyouareoneofthefolkswhorefusedtoinstallthePayPalapporifyoucan’trememberyourPayPalpassword,doyourselfafavor,goandfindsomethingthatwillconnectwithyourheartandmindelsewhere.”Whilenotobviousatfirst,theletterrevealsaproblemofmoraleandcultureatPayPal.Asanexecutive,youcertainlywantyouremployeestouseandpromoteyourproducts.However,whenfacedwithasituationwherestaffaren’tembracingwhattheymake,youneedtoinvestigatetherootoftheproblem—notthreaten.Whenfacedwithinternalproblems,goodexecutivesstartbyasking“why”.Theyreachouttotheirexecutiveteamfirstandthentotheentirestafftofindtherootofaproblemandhowtofixit.Sendingoutaone-sidednoteabouttheproblemisnotleading;it’sretreating.Leadershipstartsbylistening.Goodexecutivesneedtogetoutamongthestaffandaskquestionsandlistenwithoutjudgmentorreaction.ThefactthatcompanyemployeesarenotembracingandusingitsproductsisafailureofleadershipthatMarcusneedstoaddressbyself-reflection.Attheendoftheday,ifhisemployeeshavetobeforcedtousetheapp,howcanheexpectconsumerstowanttowillinglypaytouseit?Marcusshouldhavefocusedonthreequestions:?Whyareyounotusingtheapp??Whatisitthatwecandotoensureyouuseourapp??Whatdoyouneedfromme?激勵(lì)員工的正確方法作為一名首席執(zhí)行官，有激情與熱忱固然重要，但必須堅(jiān)守職業(yè)操守。根據(jù)美國(guó)科技網(wǎng)站VentureBeat的報(bào)道，貝寶（PayPal）首席執(zhí)行官大衛(wèi)·馬庫(kù)斯給員工寫了一封批評(píng)信，譴責(zé)他們不用貝寶的產(chǎn)品，并規(guī)勸他們，如果他們不熱衷使用公司產(chǎn)品，可以辭職。根據(jù)這一網(wǎng)站顯示，一部分泄露的信件內(nèi)容是：“有件事引起了我的注意：上周在Cafe17餐廳測(cè)試移動(dòng)支付的時(shí)候，你們中的部分人拒絕安裝應(yīng)用軟件貝寶，還有些人甚至忘了自己的貝寶密碼。這對(duì)我來(lái)說(shuō)是不能接受的，每個(gè)在貝寶工作的人都應(yīng)該在可以用的地方使用我們的產(chǎn)品。這是我們可以更好地使它們的唯一途徑。”“最后，如果你是拒絕安裝貝寶應(yīng)用程序的人之一，或者如果你不記得你的貝寶密碼，請(qǐng)幫自己一個(gè)忙，去別處尋找一些可以與你的心產(chǎn)生共鳴的東西?！彪m然開(kāi)始并不明顯，這封信揭示了貝寶有關(guān)士氣和文化的問(wèn)題。作為執(zhí)行官，您當(dāng)然希望員工使用和宣傳自己公司的產(chǎn)品。但是，當(dāng)面對(duì)員工不歡迎自己所做的東西的情況時(shí)，您需要調(diào)查問(wèn)題的根源——而不是威脅。面對(duì)內(nèi)部問(wèn)題時(shí)，好的高管首先要問(wèn)“為什么”。他們首先會(huì)要求執(zhí)行團(tuán)隊(duì)，接著發(fā)動(dòng)全體員工找出問(wèn)題根源，尋求解決辦法。就存在的問(wèn)題發(fā)出片面的書(shū)面告示，這種做法不是在引導(dǎo)解決問(wèn)題，而是在逃避責(zé)任。領(lǐng)導(dǎo)從聆聽(tīng)開(kāi)始。好的執(zhí)行官要到員工中去，問(wèn)問(wèn)題，傾聽(tīng)他們的意見(jiàn)，而不需要作出判斷或反應(yīng)。公司員工不喜歡也不使用自己的產(chǎn)品這一事實(shí)體現(xiàn)了領(lǐng)導(dǎo)力的失敗，為此馬庫(kù)斯應(yīng)該自我反省。如果到了最后，他的員工必須被強(qiáng)制使用這個(gè)應(yīng)用軟件，那么他如何奢望顧客會(huì)愿意花錢去使用它呢？馬庫(kù)斯應(yīng)該將注意力集中到三個(gè)問(wèn)題上：為什么不使用這個(gè)應(yīng)用程序？我們可以做什么來(lái)確保你使用我們的應(yīng)用程序？你需要我做些什么？Unit5Reading1PerformanceManagementandPerformanceAppraisalPerformancemanagementaimstoacknowledgetheemployees’achievements,supporttheirpersonalandprofessionaldevelopment,andmotivateandempowerthemtoperformtheirworkeffectively.Performancemanagementhelpsemployeestodeveloptheirunderstanding,knowledgeandskillssothattheycancontributetotheachievementoftheenterprise’sgoalsandgainpersonalandjobsatisfaction.Itisavitalpartofanyqualityhumanresourcesystem.Everyenterprisewantsandshouldexpecthighperformancefromeachemployee.Theelementsofacompetency-basedperformancemanagementsystemwill,ifimplementedwell,enablehighperformancewhichwilldefineenterpriseandpersonalsuccess.Usingperformancemanagementprocesses,anenterprisecanbebetterplacedtomeetcompetitivechallenges.Thisisdoneby:?identifyingthecriticalpositions;?determiningthemostimportantcompetenciesforthesepositions;?providingtheeducation,trainingandfeedbackrequiredbyemployees;?holdingeachpersonaccountablefortheirresults.Thekeytotheperformancemanagementprocessis“performanceappraisal”.Performanceappraisalissimplyanevaluationofhowwellanemployeeperformshisorherjobcomparedtoasetofpredeterminedstandards.Itisasystematicprocessoffeedbackonanemployee’sworkperformance,andagreementtofuturetrainingplans,jobgoalsandjobaspirations.Tobeeffective,aperformanceappraisalneedstohaveasetofagreedcriteriathatwillbethebasisoffeedbackaswellasofsettingfuturegoals.Unitsofcompetencyprovideaveryeffectivetoolforsettingbenchmarksorcriteriaforworkperformance.Theperformancecriteriawithinunitsofcompetencycanbeusedasmeasurestoassessagainstinaperformanceappraisalorreview.績(jī)效管理和績(jī)效評(píng)估績(jī)效管理的目的在于：肯定雇員的成績(jī)，幫助他們實(shí)現(xiàn)個(gè)人成長(zhǎng)及職業(yè)發(fā)展，激勵(lì)他們并使他們能夠更加有效地完成工作?？?jī)效管理旨在幫助員工提高認(rèn)知水平、專業(yè)知識(shí)和技能，以便他們?cè)谂?shí)現(xiàn)企業(yè)目標(biāo)的同時(shí)，增強(qiáng)對(duì)自身和職業(yè)的滿意度。這是任何有效的人力資源管理制度的重要組成部分。每個(gè)企業(yè)都需要也期待每一個(gè)員工有優(yōu)異的表現(xiàn)。如果基于能力評(píng)定的績(jī)效管理制度的各項(xiàng)指標(biāo)得以有效實(shí)施，就可以確保高效能，這意味著企業(yè)和員工共同獲得成功。通過(guò)績(jī)效管理手段，企業(yè)將更能應(yīng)付有競(jìng)爭(zhēng)力的挑戰(zhàn)。這可以通過(guò)以下措施得以實(shí)現(xiàn)：?找出核心崗位；?確定這些崗位所需的關(guān)鍵能力；?提供員工要求的教育、培訓(xùn)和反饋；?使每個(gè)人各盡其責(zé)?？?jī)效管理過(guò)程的關(guān)鍵是“績(jī)效評(píng)估”?？?jī)效評(píng)估，簡(jiǎn)單地說(shuō)，就是對(duì)照一系列既定的標(biāo)準(zhǔn)來(lái)評(píng)價(jià)員工的工作表現(xiàn)。它是對(duì)員工工作表現(xiàn)的系統(tǒng)反饋，也是確定未來(lái)培訓(xùn)安排、工作目標(biāo)和工作預(yù)期的依據(jù)。為了更加有效，績(jī)效評(píng)估需要設(shè)定一套一致的標(biāo)準(zhǔn)，作為確定評(píng)價(jià)反饋和工作目標(biāo)的依據(jù)。工作績(jī)效的標(biāo)準(zhǔn)或要求是按人的各項(xiàng)能力來(lái)設(shè)定的。這樣的業(yè)績(jī)標(biāo)準(zhǔn)可以在績(jī)效評(píng)估和評(píng)議時(shí)作為標(biāo)尺來(lái)衡量。Reading2HowtoHandleaBadPerformanceReview?Gettingabadperformancereviewcanmakeyoufeelangry,unappreciated,defeated,andhopeless.Butit’snottheendoftheworld.Rememberthatthewayyourespondtothisappraisalcanmakeallthedifferenceinthenextone.Evenif