财经专业英语教程

DavidHakala财经专业英语教程

EnglishforfinanceandeconomicsmajorsUnit1

TheTop10LeadershipQualities

ByDavidHakala本文选自：HR即HumanResources“人力资源”，网址：/HRWispartoftheTippitInc.Networkofpropertiesandcanbereachedbymailat:HRWorld100CaliforniaSt.,4thFloorSanFrancisco,Calif.94111ToinquireaboutsalesopportunitiesorreachanHRWorldanalyst,pleasecall1-877-864-7275[Para1]

Leadershipcanbedefinedasone'sabilitytogetotherstowillinglyfollow.Everyorganizationneedsleadersateverylevel.Leaderscanbefoundandnurturedifyoulookforthefollowingcharactertraits.[Para2]

Aleaderwithvisionhasaclear,vividpictureofwheretogo,aswellasafirmgrasponwhatsuccesslookslikeandhowtoachieveit.Butit’snotenoughtohaveavision;leadersmustalsoshareitandactuponit.JackWelch,formerchairmanandCEOofGeneralElectricCo.[Page11],said,“Goodbusinessleaderscreateavision,articulate[ɑ:ˈtikjuleit]thevision,passionatelyownthevisionandrelentlessly[riˈlentlisli]driveittocompletion.”[Para3]

Aleadermustbeabletocommunicatehisorhervisioninterms[2]thatcausefollowerstobuyinto[Page12]

it.Heorshemustcommunicateclearlyandpassionately,aspassioniscontagious[kənˈteidʒəs].[Para4]Agoodleadermusthavethediscipline[Page13]toworktowardhisorhervisionsingle-mindedly[Page13],aswellastodirecthisorheractionsandthoseoftheteamtowardthegoal.Actionisthemarkofaleader.Aleaderdoesnotsuffer“analysis[əˈnæləsis]

paralysis

[pəˈrælisis][Page14]”butisalwaysdoingsomethinginpursuitofthevision,inspiringotherstodothesame.[Para5]

Integrity[inˈteɡriti]istheintegrationofoutwardactionsandinnervalues.Apersonofintegrityisthesameontheoutsideandontheinside.Suchanindividualcanbetrustedbecauseheorsheneverveersfrominnervalues,evenwhenitmightbeexpeditious[ˌekspiˈdiʃəs]todoso.Aleadermusthavethetrustoffollowersandthereforemustdisplayintegrity.[Para6]

Honestdealings,predictablereactions,well-controlledemotions,andanabsenceoftantrums[ˈtæntrəmz]andharshoutburstsareallsignsofintegrity.Aleaderwhoiscenteredinintegritywillbemoreapproachablebyfollowers.[Para7]

Dedicationmeansspendingwhatevertimeorenergyisnecessarytoaccomplishthetaskathand.Aleaderinspiresdedicationbyexample,doingwhateverittakestocompletethenextsteptowardthevision.Bysettinganexcellentexample,leaderscanshowfollowersthattherearenonine-to-five[Page15]jobsontheteam,onlyopportunitiestoachievesomethinggreat.[Para8]Magnanimitymeansgivingcreditwhereitisdue.Amagnanimous[mæɡˈnæniməs]leaderensuresthatcreditforsuccessesisspreadaswidelyaspossiblethroughoutthecompany[Page16].Conversely,agoodleadertakespersonalresponsibilityforfailures.Thissortofreversemagnanimityhelpsotherpeoplefeelgoodaboutthemselvesanddrawstheteamclosertogether.Tospreadthefameandtaketheblameisahallmarkofeffectiveleadership.

[Para9]

Leaderswithhumilityrecognizethattheyarenobetterorworsethanothermembersoftheteam.Ahumbleleaderisnotself-effacing

[selfiˈfeisiŋ]butrathertriestoelevateeveryone.Leaderswithhumilityalsounderstandthattheirstatusdoesnotmakethemagod.MahatmaGandhi[Page17]isarolemodelforIndianleaders,andhepursueda“follower-centric”leadershiprole.[Para10]

Opennessmeansbeingabletolistentonewideas,eveniftheydonotconformtotheusualwayofthinking.Goodleadersareabletosuspendjudgmentwhilelisteningtoothers’ideas,aswellasacceptnewwaysofdoingthingsthatsomeoneelsethoughtof.Opennessbuildsmutualrespectandtrustbetweenleadersandfollowers,anditalsokeepstheteamwellsuppliedwithnewideasthatcanfurtheritsvision.[Para11]

Creativityistheabilitytothinkdifferently,togetoutsideoftheboxthatconstrainssolutions.Creativitygivesleaderstheabilitytoseethingsthatothershavenotseenandthusleadfollowersinnewdirections.Themostimportantquestionthataleadercanaskis,“Whatif…?”Possiblytheworstthingaleadercansayis,“Iknowthisisadumbquestion...”[Para12]

Fairnessmeansdealingwithothersconsistentlyandjustly.Aleadermustcheckallthefactsandheareveryoneout[Page18]beforepassingjudgment.Heorshemustavoidleapingtoconclusionsbasedonincompleteevidence.Whenpeoplefeelthattheyarebeingtreatedfairly,theyrewardaleaderwithloyaltyanddedication.[Para13]

Assertiveness

[əˈsə:tivnis]isnotthesameasaggressiveness.Rather,itistheabilitytoclearlystatewhatoneexpectssothattherewillbenomisunderstandings.Aleadermustbeassertivetogetthedesiredresults.Alongwithassertivenesscomestheresponsibilitytoclearlyunderstandwhatfollowersexpectfromtheirleader.[Para14]

Manyleadershavedifficultystrikingtherightamountofassertiveness[Page19],accordingtoastudyintheFebruary2007issueoftheJournalofPersonalityandSocialPsychology,publishedbytheAPA(AmericanPsychologicalAssociation)(Page20).Itseemsthatbeingunderassertiveoroverassertivemaybethemostcommonweaknessamongaspiring[əsˈpaiəriŋ]leaders.[Para15]

Asenseofhumorisvitaltorelievetensionandboredom,aswellastodefuse[di:ˈfju:z]hostility[hɔsˈtiliti].Effectiveleadersknowhowtousehumortoenergize[ˈenədʒaiz]followers.Humorisaformofpowerthatprovidessomecontrolovertheworkenvironment.Andsimplyput,humorfostersgoodcamaraderie[kɑ:məˈrɑ:dəri:].[Para16]

Intrinsic[inˈtrinsik](belongingnaturally;essential)traitssuchasintelligence,goodlooks,heightandsoonarenotnecessarytobecomealeader.Anyonecancultivatetheproperleadershiptraits.[Para2]

关于GeneralElectricCo：GeneralElectricCoisoneoftheworld'slargestandbestknowncompanies.Itoperatesabroadrangeofbusinessesfromenergysystems,aviationengines（航空发动机）,financialservicestotheNBC(NationalBroadcastingCompany美国国家广播公司)televisionnetwork.雇员31万；总部在美国Connecticut康涅狄格州。[Para3]

Aleadermustbeabletocommunicatehisorhervisionintermsthatcausefollowerstobuyintoit.

本句中的interms是指领导在表述自己的愿景时所使用的话语。譬如：instrong,etc.terms意识是

usinglanguagewhichclearlyshowsyourfeelings即“使用能够充分表达自己感觉的话语”；Buyintosomething的意思是tocompletelybelieveinasetofideas即“完全相信这一套思想”。全句可以译成：“作为一个领导必须善于表达自己的愿景，能够说服追随者完全相信自己的想法。”

[Para4]Agoodleadermusthavethedisciplinetoworktowardhisorhervisionsingle-mindedly,aswellastodirecthisorheractionsandthoseoftheteamtowardthegoal.所谓havethedisciplinetodosomething意思是“具备自控能力做成某件事情”。例如：Idon'thaveenough(self)disciplinetosavemoney.“我不能自控，省不下钱。”；worktowardhisorhervisionsingle-mindedly“忠实履行职务，为愿景而工作”；thoseoftheteam中的those代表前面提到的名词actions。全句可以译成：“一个好的领导必须具备自控能力，确保自己克尽职守为愿景工作，同时还要指导自己以及整个团队为实现目标而行动起来。”[Para4]

Aleaderdoesnotsuffer“analysisparalysis

[pəˈrælisis]”

所谓“analysisparalysis”指的是“分析崩溃症”，表现为思前顾后，畏首畏尾，不敢前进。具体请读Ex4的短文。[Para7]

Bysettinganexcellentexample,leaderscanshowfollowersthattherearenonine-to-fivejobsontheteam,onlyopportunitiestoachievesomethinggreat.本句的主题是领导在献身方面做出榜样，向自己下司表明我们的团队没有早九晚五的上下班制，有的就是抓住机遇把事业做大。

[Para8]Magnanimitymeansgivingcreditwhereitisdue.Amagnanimousleaderensuresthatcreditforsuccessesisspreadaswidelyaspossiblethroughoutthecompany.本段阐述领导的宽宏大度的品质。Givecredit的意思是“给予表彰鼓励，给予荣誉”。一个大度的领导就是要尽可能地让整个公司都知道成功就要给予表彰奖励。本段最后一句Tospreadthefameandtaketheblameisahallmarkofeffectiveleadership.进行了概括，即“荣誉是大家的，责任是自己的，这是一个高效率领导的重要标志。”[Para9]

MahatmaGandhi圣雄·甘地是印度民族主义领袖、印度国大党的创始人，20世纪非暴力主义倡导者。[Para12]

Aleadermustcheckallthefactsandheareveryoneoutbeforepassingjudgment.Hearsb.out是短语动词，意思是：tolistentosomeoneuntiltheyhavesaideverythingtheywanttosay，即“把某人的话听完”。

[Para14]

Manyleadershavedifficultystrikingtherightamountofassertiveness,…这里的strikingtherightamountofassertiveness说的是合适的自信度。英语习语strikeabalancebetween…就是要在两者之间寻求平衡点。如果把握不了这个度就会变成本段后面阐述的缺少自信和过分自信的弱点。[Para14]

TheJournalofPersonalityandSocialPsychologypublishesoriginalpapersinallareasofpersonalityandsocialpsychology.Itemphasizesempiricalreportsbutmayincludespecializedtheoretical,methodological,andreviewpapers.人格／个性和社会心理学杂志是美国心理学会（theAPAAmericanPsychologicalAssociation）出版的一份心理学学术月刊，被认为是社会心理学和人格心理学领域的顶级刊物，重点是实证研究报告，不过也发表专业化的理论、方法以及评论文章。这份杂志分为三个独立的部分：

态度与社会认知；（AttitudesandSocialCognition）人际关系与群体动力学（InterpersonalRelationsandGroupProcesses）；人格过程与个体差异（PersonalityProcessesandIndividualDifferences

）01Unit2KnowledgeandChangeManagementKnowledgeManagement[Para1]

In1988PeterDrucker(11)wrote:[Para2]

Thetypicalbusiness[ofthefuture]willbeknowledge-based,anorganisationcomposedlargelyofspecialistswhodirectanddisciplinetheirownperformancethroughfeedbackfromcolleagues,customersandheadquarters(Page12).ForthisreasonitwillbewhatIcallaninformation-basedorganisation.[Para3]

Insuchanorganisation,themanagementofknowledgeandinformationbecomesakeytogainingcompetitiveadvantage.[Para4]

“Businesstoday”,echoedCharlesHandy

(Page14)

in1992,“dependslargelyonintellectualproperty,whichresidesinalienably[inˈeiliənəbli]intheheartsandheadsofindividuals.”(Page13)

BothwriterswerereflectingagrowingawarenessthatcompanieshadmovedfarfromVictoriantimes,whentheywere(asHandyputit)“propertieswithtangibleassetsworkedbyhandswhosetimeownersbought”(Page15).Theyhadbecomepropertieswhosemostvaluableassetwasintangible—theknowledgewhichexistsintheheadsandheartsofemployeesorinformaldatabases,patents,copyrightsandsoon.[Para5]

Knowledgewasseenasthekeytothecreationnotonlyofbusinesswealthbutalsoofnationalwealth(Page16).IntheBritishgovernment’s1998WhitePaper(Page17)onthecompetitivenessofthenation,itsaid:[Para6]

Oursuccessdependsonhowwellweexploitourmostvaluableassets:ourknowledge,skillsandcreativity…theyareattheheartofamodernknowledge-driveneconomy.[Para7]

LesterThurow(Page18),anAmericanmanagementprofessor,wentsofarastosuggestina1997articleinHarvardBusinessReviewthatintellectualpropertyrightshadbecomemoreimportantthanmanufacturingproductsordealingincommodities.Oncecompaniesrealisedthistheybecameawareoftheneedtofindouthowtomanagethatknowledge,howbesttouseittocreateextravalue.Thiswasnotanissuetheyhadaddressedsystematicallyinthepast.[Para8]

Informationtechnologyhelpedintheireffortstointroducegoodknowledge-managementpractices.Developmentsinitadvancedthescienceimmeasurably.Datawarehousing(thecentralisingofinformationinvastelectronicdatabases)enabledcompaniestobemoresophisticatedandcustomer-orientedintheirbusiness.Atlastthelefthandknewwhattherighthandwasdoing(Page19);themarketingdepartmentknewwhowasalreadyacustomerofthecompany,andforwhatproductorservice.[Para9]

Knowledgemanagementhasbeenconsideredasfourseparateactivities:Capturinginformation.Companiesneedtoensurethattheyarenotsuddenlybereft[biˈreft]ofvitalinformationwhenanimportantindividualmovestoanotheremployer.Generatingideas.Allemployeesshouldbeencouragedtocomeupwithnewideas,throughideasboxesorbybeingrewardedforideasthatmakeorsavemoneyforthecompany.Storinginformation.Datawarehouseshavetobestructuredsothattheinformationinthemcanbeaccessedbyeverybodywhoneedsit.Distributinginformation.Organisationsmustencouragethespreadofinformationtoothers.Thehoardingofinformationhashistoricallybeenseenasasourceofpower.Changemanagement[Para10]

Businessesaretornbetweenadesiretodefineforalltimetheirorganisation’sstructureandstrategy,andarecognitionthattheirworldisinaconstantstateofflux

[flʌks](Page20).Forthelargerpartofthe20thcenturytheyweremorefocusedonthestaticelementsofthisdichotomy[daiˈkɔtəmi](Page21).Butinrecentyearschangeshavebecomemorefrequentandmoredramatic,somuchsothatawholebranchofmanagementisnowdevotedtothesubjectofchangeitself.[Para11]

Inaclassicanalysisofthedilemma[diˈlemə],HenryMintzberg(23),aCanadianbusinessacademic,describedhowastudentaskedhimwhetherhe“wasintendingtoplayjigsawpuzzle(Page24)orLego(Page25)”withtheelementsofstructureandpowerthathedescribedinhisbooksandthatheputtogethertomakeanumberofconfigurations

[kənˌfiɡjuˈreiʃən]

ofdifferentorganisations(Page26).Mintzbergwrote:[Para12]

Inotherwords,didImeanalltheseelementsoforganisationstofittogetherinsetways—tocreateknownimages[thestaticstate]—orweretheytobeusedcreativelytobuildnewones[thedynamicstate]?IhadtoanswerthatIhadbeenpromotingjigsawpuzzles,evenifIwassuggestingthatthepiecescouldbecombinedintoseveralimagesinsteadoftheusualone.ButIimmediatelybegantothinkaboutplayingorganizationalLego.Configurationisanicethingwhenyoucanhaveit.Unfortunately,someorganizationsallofthetime,andallorganizationssomeofthetime,cannot.[Para13]

Legostandsyouinbettersteadinanever-changingworld(Page27).[Para14]

RosabethMossKanter(29)isprobablybestknownforherworkonchangemanagement.Herbook“TheChangeMasters”waslabelledas“thethinkingman’s'InSearchofExcellence'”(Page30),themorepopulartitlebyPetersandWaterman(Page30)

thatcameoutayearearlier.CharlesHandy,anotherbusinesswriterwhohasfocusedcloselyonchangemanagement,hasidentified“discontinuouschange”astheonlyconstantcharacteristicintoday’sworkplace.[Para15]

Thiscloseexaminationofthenatureofchangeandthesearchforasuitableanalogy[əˈnælədʒi]haditscritics.In“BeyondtheHype”,RobertEcclesandNitinNohria(Page31)

saidthat“theprimaryconcernofmanagers…shouldbemobilisingactionamongindividuals,ratherthanendlessquibblingaboutthewaytheworldreallyis”.Thephilosophicalnatureofchange,theyfelt,wasbeingdiscussedmorethanthequestionofhowtomanagebusinessesandthepeopleinthem.PeterDrucker彼得•德鲁克(November19,1909—November11,2005)

被尊为“现代管理学之父”PeterFerdinandDruckerwasawriter,managementconsultant,andself-described“socialecologist.”Hisbooksandscholarlyandpopulararticlesexploredhowhumansareorganizedacrossthebusiness,governmentandthenonprofitsectorsofsociety.Hiswritingshavepredictedmanyofthemajordevelopmentsofthelatetwentiethcentury,includingprivatizationanddecentralization;theriseofJapantoeconomicworldpower;thedecisiveimportanceofmarketing;andtheemergenceoftheinformationsocietywithitsnecessityoflifelonglearning.In1959,Druckercoinedtheterm“knowledgeworker”andlaterinhislifeconsideredknowledgeworkproductivitytobethenextfrontierofmanagement.

[Para2]

Thetypicalbusiness[ofthefuture]willbeknowledge-based,anorganisationcomposedlargelyofspecialistswhodirectanddisciplinetheirownperformancethroughfeedbackfromcolleagues,customersandheadquarters.本句是主系表结构，系动词be后有两个表语，一个是形容词knowledge-based（以知识为基础的），另一个是名词anorganisation，该名词后是一个过去分词短语composedlargelyofspecialists作后置定语，译成“大部分是由专家组成的一个组织”。在specialists后用who引出一个长长的定语从句，说明了这些专家的责任是“根据同事、客户和总部的反馈信息对自身的业绩和表现进行指导和控制”。

[Para4]

“Businesstoday”,echoedCharlesHandyin1992,“dependslargelyonintellectualproperty,whichresidesinalienablyintheheartsandheadsofindividuals.”

本句的主语是CharlesHandy，谓语动词是echoed（附和），其直接引语被分割了，即“Businesstoday

dependslargelyonintellectualproperty,whichresidesinalienablyintheheartsandheadsofindividuals.”引语中的引出非限制性定语从句的关系代词which代表的先行词是intellectualproperty。整个引语可以译成：“如今的企业主要是依靠知识产权，而知识产权无法剥离地存在于个体人的心里和脑子里”。charles-handy查尔斯•汉迪CharlesHandy

查尔斯•汉迪，bornin1932，爱尔兰管理学者，著作《非理性时代》（theageofunreason）1989年出版以来一直畅销不衰。德鲁克之后，管理界倾听谁的声音？当代最知名的管理大师；管理界的预言家、哲学家，以“组织与个人的关系”，“未来工作形态”的新观念而闻名于世。本世纪最具创见的组织行为大师，《金融时报》十大管理名师的第二名。

[Para4]

BothwriterswerereflectingagrowingawarenessthatcompanieshadmovedfarfromVictoriantimes,whentheywere(asHandyputit)“propertieswithtangibleassetsworkedbyhandswhosetimeownersbought”.Awareness名词后跟的that从句是同位语从句，具体解释了awareness（明白，知晓）的具体内容；Victoriantimes为英国维多利亚女王统治的时间，从1837年7月到1901年1月。When从句是关系副词引出的定语从句，主语they指的是companies，所谓propertieswithtangibleassetsworkedbyhands是相对前面的知识产权而言，这是通过工人加工有形资产的产权。请注意，这里不是短语byhand（用手的，亲子的），hands表示“人手,员工；有手艺或技能的人”，这样后面由whose引出的定语从句就通顺了，即“工人们的时间出卖给了企业主”。

[Para5]

Knowledgewasseenasthekeytothecreationnotonlyofbusinesswealthbutalsoofnationalwealth.

并列连词notonly…butalso连接了两个介词短语，把thecreationofbusinesswealth和thecreationofnationalwealth分割了。“知识不仅仅是创造企业财富的关键，也是创造国民财富的关键”。WhitepaperIntheCommonwealthofNations（英联邦）,“whitepaper”isaninformalnameforaparliamentarypaperenunciating（[iˈnʌnsieitiŋ]阐述）

governmentpolicy;intheUnitedKingdomthesearemostlyissuedas"Commandpapers敕令书".Whitepapersareissuedbythegovernmentandlayoutpolicy,orproposedaction,onatopicofcurrentconcern.

LesterCarlThurow

莱斯特•梭羅

LesterCarlThurow(born1938)isaformerdeanoftheMITSloanSchoolofManagementandauthorofnumerousbestsellersoneconomictopics.

HehasbeenaneconomicscolumnistformanynationalandinternationalpublicationsincludingTheNewYorkTimes,TheBostonGlobe,Newsweek,andNikkeiBusinessJapan,andpublishednumerousbest-sellingbooks,ofwhichFortuneFavorstheBold(HarperBusiness,2003)isthelates

[Para8]

Atlastthelefthandknewwhattherighthandwasdoing;…本句的源头在圣经的马太福音，原句是Thelefthanddoesn‘tknowwhattherighthandisdoing，现在商业界常用来表示各人都应该保持自身利益的独立性（Wepresentlyusethephrasetosuggestthat,inbusiness,oneshouldkeepone'sinterestsindependentofeachother.）。本文说的是，由于信息技术的发展，这种独立性已经无法存在了。

[Para10]

Businessesaretornbetweenadesiretodefineforalltimetheirorganisation’sstructureandstrategy,andarecognitionthattheirworldisinaconstantstateofflux.Betornbetween…and…的意思是finditverydifficulttochoosebetweenthem，“在两者间难以决策，左右为难”。Between后的第一个名词短语adesiretodefineforalltimetheirorganisation’sstructureandstrategy“渴望为自己的组织确定一个永久性结构和战略”，foralltime“永远”；第二个名词短语arecognitionthattheirworldisinaconstantstateofflux“承认他们的世界始终处于一种变化的状态”。

[Para10]

Forthelargerpartofthe20thcenturytheyweremorefocusedonthestaticelementsofthisdichotomy[daiˈkɔtəmi].

句末的thisdichotomy指上一句中提到的渴望稳定和始终变化这一对完全对立的两个方面。但在20世纪的大部分时间还是稳定因素占据上方。10.[Para11]

HenryMintzberg,(borninMontreal,September2,1939)isaninternationallyrenownedacademicandauthoronbusinessandmanagement.

亨利·明茨伯格是一个在全球管理界享有盛誉的管理学大师，经理角色学派的主要代表人物。他是最具原创性的管理大师，对管理领域常提出打破传统及偶像迷信的独到见解。第一本著作《管理工作的性质》（TheNatureofManagerialWork）曾经遭到15家出版社的拒绝，但是，现在已是管理领域的经典。亨利·明茨伯格(HenryMintzberg)HewasborninIrelandin1932andwaseducatedatOxfordandworkedasaneconomistintheCityofLondon.jigsawpuzzleajigsawpuzzleisatilingpuzzlethatrequirestheassemblyofnumeroussmall,oftenoddlyshaped,interlockingandtessellatingpieces.Eachpiecehasasmallpartofapictureonit;whencomplete,ajigsawpuzzleproducesacompletepicture.HerethecompletepictureistheEnterpriseArchitecture.LEGOinLEGO,thegovernanceisjustguidedbyLEGOtubes.AsperLEGO“Theinterlockingprinciplewithitstubesmakesitunique,andoffersunlimitedbuildingpossibilities.It'sjustamatterofgettingtheimaginationgoing–andlettingawealthofcreativeideasemergethroughplay”.10月5日，一座高达29.48米的“垒高”塔在维也纳建成，打破了此前29.3米的纪录。“垒高”拼装玩具源自丹麦，是全球著名的益智玩具。人们可以使用“垒高”玩具搭建包括微缩城镇在内的各种模型。

[Para11]

…withtheelementsofstructureandpowerthathedescribedinhisbooksandthatheputtogethertomakeanumberofconfigurationsofdifferentorganisations.句中有两个由关系代词that引导的定语从句，其代表的先行词是相同的，即theelementsofstructureandpower“结构和权力因素”。第一句，他在书中所描述的企业的结构和权力因素；第二句，他使用这些因素进行拼接组装成很多不同的组织结构。

[Para13]

Legostandsyouinbettersteadinanever-changingworld.短语standsb.ingoodstead“使某人处于有利地位”。这句中的Lego就是前文提到的organisationalLego“组织垒高拼装”，也就是configuration“按变化情况进行配置”。RosabethMossKanter

罗莎贝斯·莫斯·坎特介绍见下页

[Para14]关于RosabethMossKanter（罗莎贝斯·莫斯·坎特）：She

hastaughtattheHarvardBusinessSchoolsince1986astheClassof1960ProfessorofBusinessAdministration,alsoservingasEditoroftheHarvardBusinessReviewfrom1989to1992.HerbookTheChangeMasters（变革大师）wasnamedoneofthemostinfluentialbusinessbooksofthe20thcentury(FinancialTimes).ProfessorKanterhasbeennamedtolistsofthe“50mostpowerfulwomenintheworld”(TimesofLondon),andthe“50mostinfluentialbusinessthinkersintheworld”(Accenture埃森哲andThinkers50research).

[Para14]Peters和Waterman合写的InSearchofExcellence（追求卓越）一书：这本书在中国之外的其它国家和地区销量至少有六七百万册，而在中国至少有六七个版本，印量也应在百万之上。请看网上的销书广告：InSearchofExcellenceLessonsfromAmerica'sBest-runCompaniesbyThomasJ.PetersandRobertH.Waterman£6.99

+postage

(Convertcurrency)Normalprice:

£9.99,

yousave:£3.00(30%)Instock,usuallydispatchedwithin24hours

[Para15]

Nitin

Nohria（尼汀·诺利亚）哈佛大学商学院商业管理学教授，专精于企业领导与组织变迁。与Robert

Eccles

（罗伯特·艾克尔斯）合著“Beyond

the

Hype”、（“超越管理迷思”或“超越管理精髓”），分别对目前企业倡导的各种管理架构、理论模式、专业术语等进行了阐述。Unit3

TimelessManagementLaws[Para1]

Whetheryou’retheCEOofafortune500company,theownerofasmallbusinessorafloorsupervisoratatelemarketingfirm,beingthebossisnevereasy(Page9).ToquoteSpider-Man’slateuncle:“Withgreatpowercomesgreatresponsibility.”

(Page10)Ofcourse,thespecificnatureofyourmanagerialresponsibilitiesmayvary,dependingonyourfieldofexpertiseandtheorganizationalstructureofyourcompany,butsomeaspectsofleadershipremainuniversal,suchastimelessmanagementlaws.And,nomatterwhatindustryyou’rein,yourdutyasamanageristomotivateyouremployeesandprovidethemwiththetoolstheyneedtogetthejobdone.Herearefivetimelessmanagementlawsthathavestoodthetestoftime.1.Themanagerassumesallresponsibility[Para2]

Thebiggestdifferencebetweenbeingamanagerandbeinganemployeeisthat,asamanager,yourperformanceisn’tdeterminedbyyourpersonalaccomplishments,butbythoseofyourentireteam.Itwouldbehoove

[biˈhu:v]/[biˈhəuv]youandyourcareertoconsiderthisamongthemostimportanttimelessmanagementlaws(Page11).It’simportantforyoutotakechargeofyourstaffandestablishaclearchainofcommand.Employeesdon’ttypicallylookatthebigpicture,soit’syourjobtothinkofthebottomlineandmakesurethatyourdepartment’sobjectivesaremetquicklyandefficiently.Bythesametoken,youshouldtakeresponsibilityifyourteamfailstomeetitsgoals.Don’ttrytoshifttheblameontoyoursubordinates[səˈbɔ:dinit],andrememberthatyou’realsoaccountableforemployeemorale[mɔˈrɑ:l].2.Themanagerisconfident[Para3]

Timelessmanagementlawsstatethatit’simportantforyoutoprojectdecisivenessandself-assuranceineverysituationifyouwantyouremployeestotrustyourleadershipabilities(Page12).Astheboss,you’reexpectedtomakeallthehardchoicesandyourstaffneedstofeellikeyouknowexactlywhatyou’redoing(Page13).Thisisnottosaythatthere’snoplacefordoubtinmanagement.Ifandwhenyouhaveinsecurities,don’tdefer[diˈfə:]toyoursubordinatesorovercompensatebymicromanagingeverylittletask;keepinmindthatyoualsohavetoshowconfidenceinyourteam.Beforemakingadifficultcall,includeyouremployeesandconsidertheiropinions,butmakeitclearthatthefinaldecisionisyoursandyoursalonetomake.3.Themanagerknowsthestaff[Para4]

Thesamewayasalespersonneedstobefamiliarwiththeproductlineinordertodothejobright,it’scrucialforyoutobeawareofyouremployees’respectivestrengthsandweaknesses.(Page14)Timelessmanagementlawsdictatethatyou,asyouremployees’boss,takeresponsibilitytoensurethateveryoneisdoingwhatheorshedoesbest.Youshouldalsofindoutaboutyoursubordinates’careergoalsandexpectations.Youneedtoknowifyourmostskilledworkerisfeelingrestlessandlookingfornewchallengesorifthenewhireisconfusedaboutthechainofcommand.Makesuretodiscussthesematterswithyourstaff.Regardlessofwhatyoulearn,yourtakingthetimetoaskisenoughtomotivateyouremployeesandinspiretheirloyalty(Page15).4.Themanagerprovidesregularfeedback[Para5]

Whetherthingsaregoingwellortakingaturnfortheworse,keepyouremployeesapprised[əˈpraiz]oftheirprogresswithinthecompany.Don’tbeshyaboutgivingpraiseinpublicandavoidthe“nofeedbackisgoodfeedback”approach;yoursubordinatesneedtoknowthattheirhardworkisn’tgoingunnoticed.Bythesametoken,whenaworkerisdoingbadly,don’twaituntiltheissuehasgottenoutofhandbeforeaddressingit.Discusstheproblemwithyouremployeeassoonaspossibleandsandwichyourcriticismbetweentwocomplimentstocushiontheblow.Tactanddiscretion

[disˈkreʃən]areparamount[ˈpærəmaunt]

whencoachingyourstaff.Chewingoutyourownteaminpublicwouldonlyharmyourreputationasmanager,whichisamongthetimelessmanagementlawsthatyoudon’twanttoexperience.5.Themanagerleadsbyexample[Para6]

Employeesoftenemulate[ˈemjuleit]

theirsuperior’sbehav