工商管理英語Chapter 3 領導

[00:00.00]budget vt. n. [00:00.59]預算， 預算 [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，我們開始吧。好，你們都看了明年的預算計劃。 [00:13.58]Have you got anything to say? [00:14.47]有什么意見嗎? [00:15.36]J:I think the research figure is too low. [00:16.59]我認為研究費用太低。 [00:17.82]We should increase it by at least 5%. [00:19.46]至少應該增加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，不過那就意味著撥給別的部門的資金就要減少了。 [00:25.84]I think it should stay the same. [00:26.89]我認為它應該維持不變。 [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]我們可以減少市場營運的金額，這樣就有可能增加科研預算了。 [00:36.86]P:I felt marketing needed a good figure this year. [00:38.73]我覺得市場營運今年需要大量金額。 [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，我們先來看看其他兩個部門的預算。 [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)的預算沒法減，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。那么今年少撥點資金肯定不成問題吧? [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，我想是這樣。生產(chǎn)部去年花了那么多錢，今年少投些資應該沒問題。 [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，我把這想法和生產(chǎn)部經(jīng)理談談。最后，銷售部的預算呢? [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]我認為還是高了些，他們可以通過在售后環(huán)節(jié)上減少些花費來節(jié)省開支。 [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，我覺得銷售的預算應該更多些。 [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。這個數(shù)目不應該改動了。 [01:48.38]motivation n. [01:49.13]激勵 [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 [01:55.72]equity theory [01:56.38]公平理論 [01:57.03]positive reinforcement [01:57.92]正強化 [01:58.80]negative reinforcement [01:59.78]負強化 [02:00.76]punishment [02:01.34]懲罰 [02:01.91]information power [02:02.75]信息權力 [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]領導是指通過影響其他人的工作行為來實現(xiàn)組織目標。 [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]需求理論認為，我們試圖滿足的內(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人行為的因素，所以有時稱為內(nèi)在的激勵理論。 [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]如果對較高層次需求滿足的嘗試不斷受挫，我們可能會停止考慮那種需求。 [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需求的機會， [02:56.88]lest employees cease to be interested in them. [02:58.32]以免員工終止對它們的興趣。 [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]當我們工作而使我們的能力得到發(fā)展時，我們的潛力和對自我實現(xiàn)的需求同時增強，因此我們對最高層次的需求永遠得不到完全滿足。 [03:14.66]Motivators are the factors that seem to make individuals feel satisfied with their jobs. [03:17.54]激勵因素是使個人對工作感覺滿意的因素。 [03:20.41]Hygiene factors are the factors that seem to make individuals feel dissatisfied with their jobs. [03:23.56]保健因素是使個人對工作感覺不滿意的因素。 [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為，為了保證工人能工作沒有不滿意，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]但只有激勵因素能夠使工人感覺滿意并得到激勵。 [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]關系需求說明我們與其他重要因素之間的關系， [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]增長需求激發(fā)我們的創(chuàng)造力和革新性，以及對周圍產(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]權力需求是影響他們并控制其周圍環(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]我們把通過努力能達到的績效水平稱為努力績效期望值。 [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]我們把成功的績效所能導致的一定結果的概率，稱為績效結果期望值。 [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]我們把成功的績效所能導致的一定結果的概率，稱為績效結果期望值。 [04:51.58]Performance_outcome expectancy [04:52.66]績效結果期望值 [04:53.75]We assess the anticipated value of various of outcomes.The value is called valence. [04:56.84]我們把各種結果的期望價值稱為效價。 [04:59.94]Equity theory argues that we prefer situations of balance,or equity, [05:02.67]公平理論認為，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]這種情形只有當我們認為自己的付出與結果的比率與其他作為比較的人的付出與結果的比率相等時才存在。 [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，目標應該是具體、可衡量的、競爭性的、可達到的、與組織的主要工作相關的，并且有時間限制。 [05:26.79]Positive reinforcement encourages individual growth, [05:28.63]正強化激勵個人成長， [05:30.48]whereas negative reinforcement and punishment are likely to foster immaturity in individuals [05:33.82]相對而言，負強化與懲罰則可能培養(yǎng)個人的不成熟度， [05:37.16]and eventually contaminate the entire organization. [05:39.23]并最終對整個組織造成不良影響。 [05:41.29]Aimed at increasing a desired behavior, [05:42.83]為了增強所希望的行為， [05:44.37]positive reinforcement involves providing a pleasant,rewarding consequence to encourage that behavior. [05:48.37]正強化采取提供愉快、獎勵的措施去激勵那種行為。 [05:52.37]Negative reinforcement involves providing noxious(unpleasant)stimulus [05:54.94]負強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]使個人愿意從事所需要的行為來停止不愉快的刺激。 [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]法定權力來源于管理階層等級鏈中的位置安排和位置所賦予的權威。 [06:19.09]Reward power is based on the capacity to control and provide valued rewards to others. [06:22.67]獎賞權力基于對他人進行控制和提供獎賞的能力。 [06:26.25]Coercive power depends on the ability to punish others when they do not engage in desired behavior. [06:29.90]當他人不從事所要求的行為，對其進行懲罰表現(xiàn)為強制權力。 [06:33.56]Expert power is based on the possession of expertise that is valued by others. [06:36.55]專家權力建立于擁有專長的基礎之上，這種專長被他們認為是有價值的。 [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行和制定未來計劃有關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50年代，各種研究普遍認為沒有一致的特質(zhì)來區(qū)分領導者和非領導者，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，績效與領導實際所做事情的關系比績效與領導所擁有的特質(zhì)的關系更加緊密。 [07:16.90]Autocratic leaders tend to make unilateral decisions,dictate work methods, [07:19.97]專制型領導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]限制工人對目標的了解(使他們僅僅了解下一目標)， [07:28.76]and sometimes give punitive feedback. [07:30.19]有時給予懲罰性的反饋。 [07:31.63]Democratic leaders tend to involve the group in decision making， [07:33.79]民主型領導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， [07:41.40]and use feedback as an opportunity for helpful coaching. [07:43.82]并把反饋作為有助于指導工作的機會。 [07:46.23]Laissez_faire leaders generally give the group complete freedom,provide necessary materials, [07:50.94]放任型領導者總體來說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]如果運用以員工為中心的方法，領導者強調(diào)營造有效的工作群體，以實現(xiàn)高效的目標。 [08:17.27]With the job_centered approach,leaders divided the work into routine tasks [08:19.74]運用以工作為中心的方法，領導者把工作細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)定方法和達到生產(chǎn)率標準， [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]運用了領導者并行的態(tài)度在對員工的關心和對生產(chǎn)的關心上。 [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，運用了領導者并行的態(tài)度對員工的關心和對生產(chǎn)的關心。 [08:49.29]The Managerial Grid [08:50.19]管理方格圖

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