1、Text A What Makes an Effective Executive,1. paraphrase Even the most brilliant executive . prejudices. (line 2, paragraph 10) 2. paraphrase Of course they know that shareholders, employees, and executives are important constituencies who have to support a decision, or at least acquiesce in it, if th

2、e choice is to be effective. (line 4, paragraph 8) 3. paraphrase All male descendants . at the company. (line 8, paragraph 9) 4. paraphrase Hence, after asking what needs to be done, the effective executive sets priorities and sticks to them. (line 7, paragraph 5) 5. paraphrase If they are among tho

3、se people- a sizable minority.two tasks. (line 4, paragraph 5) 6. translation The answer to the question .splinter themselves. (line 1, paragraph 5) 7. paraphrase They were all over the map in terms of their personalities, attitudes, values, strengths, and weakness. (line 6, paragraph 1) translation

4、 They were all over the map in terms of their personalities, attitudes, values, strengths, and weakness. parsimonious. (line 6, paragraph 1),Paraphrase,They were all over the map in terms of their personalities, attitudes, values, strengths, and weakness. (line 6, paragraph 1) They varied in their p

5、ersonalities, attitudes, values, strengths, and weaknesses.,Translation,They were all over the map in terms of their personalities, attitudes, values, strengths, and weakness. parsimonious. (line 6, paragraph 1) 論個性、態(tài)度、價值觀、優(yōu)點及缺點，他們不盡相同，有外向有內(nèi)向，有隨和有霸道，有寬厚有吝嗇。,Translation,The answer to the question .sp

6、linter themselves. (line 1, paragraph 5) 對需要做什么？這個問題的回答通常是不止一項緊急任務(wù)，但高效的執(zhí)行官是不會施展分身術(shù)的。,paraphrase,If they are among those people- a sizable minority.two tasks. (line 4, paragraph 5) If they are a great minority who specialize/deal in working with a changing pace, they pick two tasks.,paraphrase,Hence,

7、 after asking what needs to be done, the effective executive sets priorities and sticks to them. (line 7, paragraph 5) Therefore, before setting agenda and sticking to them, the effective executive would ask what needs to be done.,Paraphrase,Of course they know that shareholders, employees, and exec

8、utives are important constituencies who have to support a decision, or at least acquiesce in it, if the choice is to be effective. (line 4, paragraph 8) They certainly know that if the choice is to be made effective, the support from shareholders, employees, and executives in decision-making is impo

9、rtant. Or at least they wont oppose it.,Paraphrase,All male descendants . at the company. (line 8, paragraph 9) All male offspring of the founders were eligible for the entry-level jobs at the company.,Paraphrase,Even the most brilliant executive . prejudices. (line 2, paragraph 10) Even the most br

10、illiant executives are ordinary people, so they are also inclined to make mistakes and prejudices.,Harry Truman: Harry S. Truman (1884 1972) was the 33rd President of the United States (19451953). Under Truman, the U.S. successfully concluded World War II. In the meanwhile, tensions with the Soviet

11、Union increased under his watch, paving the way for the Cold War.,Part I Notes,Jack Welch: John Francis Jack Welch, Jr. is an American chemical engineer and business executive. He was the Chairman and CEO of General Electric between 1981 and 2001. During his tenure at GE, the companys value rose to

12、be the worlds 2nd largest (1999).,Practice I accounting principles for tax purposes (USA): different from GAAP (public financial statements) Generally accepted accounting principles (GAAP): the standard framework of guidelines for financial accounting 通用會計準則,Practice IV: Take responsibility for deci

13、sions,Paraphrase: Problems have to be taken care of, of course; they must not be swept under the rug. Of course, problems have to be taken care of. They must not be hidden.,Practice VI: Focus on opportunities,Demographics: data relating to the population and different groups within it. gender, age,

14、ethnicity, knowledge of languages, disabilities, mobility, home ownership, employment status, and even location. essential information about the population of a region and the culture of the people there. a group of customers who are of a similar age, the same sex, etc.,Practice VI Notes,announcemen

15、t: a written or spoken statement that tells people about something; public or formal words that announce something statement: something that you say or write that gives information or an opinion source: Oxford Learners Dictionary pregnancies before the mother is 18 year old; those after the _years_

16、mother is 35 years old; pregnancies after four births; and those lesser than _less_ two years apart.,pregnancy; pregnancies before the mother is 18 year old; those after the _years_ mother is 35 years old; pregnancies after four births; and those lesser than _less_ two years apart.,II. Blank-filling

17、 1) render 2) meticulous 3) stereotypical 4) adjourned 5) reclusive 6) charisma 7) acquiesced 8) splintered 9) parsimonious 10) straitjacket,Reality distortion field (RDF): (現(xiàn)實扭曲力場) a term coined by Bud Tribble at Apple Computer in 1981, to describe company co-founder Steve Jobs charisma and its eff

18、ects on the developers working on the Macintosh project. Tribble said that the term came from Star Trek. In The Menagerie episode, it was used to describe how the aliens created their own new world through mental force.,Listening I. 1) effective 2) pillars 3) repeatable 4) individuals 5) scenarios 6

19、) ahead 7) downstream 8) motivated 9) legwork 10) overall,II. 1) The speaker thinks of telling people what they need to do like conducting an orchestra. 2) When something is out of sync, the manager needs to plan a fix, organize the resources to make it work, direct the people who will make it happe

20、n, and continue to monitor the effect of the change. 3) Management is the art of making people more effective than they would have been without you. The science is in how you do that.,Text B Great Managers Understand Their People,Structural Analysis,The text goes as follow: Introduction: Para. 1-3 I

21、dentify Employees Strengths & Weaknesses: Para. 4-6 Focus on Strength & Build Confidence: Para. 7-10 4 Ways to Overcome Weakness: Para.11-15,Introduction: One quality sets truly great managers apart from the rest: They discover what is unique about each person and what is universal amongst employees, and then capitalize on them.,Para. 1-3,Identify Employees Strengths & Weaknesses ： The great manager spends a good deal of time outside the office walking around and observing, but they could obtain a lot of information about a person by asking a few simple, open-ended questions and listening c