综合商务英语（第3册）（第二版）课件 U4 Business Leadership

综合商务英语（第3册）Unit4

（第二版）BusinessLeadership目录CONTENTS1Lead-inThreeQuestions2TextA

LeadershipStylesAroundtheWorld3ExercisesReferenceKeys4TextB5TenTraitsofGreatBusinessLeadersCaseStudyLead-in第四单元1Lead-inThreequestions1.Whatistheleadershipofacompany?Whatistheleadershipstyle?2.DescribeleadershipstylesyouknowinChina.3.DoyouknowsomethingaboutAmericanorJapaneseleadershipstyle?Open-mindedTextALeadershipStylesAroundtheWorld第四单元2QuestionsonTextA(1)Accordingtothetext,whatwillaffectacountry’sleadershipstyle?(2)Whatisyourfavoriteleadershipstyle?Why?(3)Giveanexampleofnepotisminacompany.(4)Describesomecharacteristicsofpaternalisticstyle.(5)CanyouelaboratetheleadershipstyleofEastAsiancountriesunderConfucianhierarchy?QuestionsonTextAAccordingtothetext,whatwillaffectacountry’sleadershipstyle?--Differentculturesradicallyaffectacountry’sleadershipstyles.Lewisarguesthatthesepatternswon’tchangeanytimesoon:“Evenincountrieswherepoliticalandeconomicchangeiscurrentlyrapidorsweeping,deeplyrootedattitudesandbeliefswillresistasuddentransformationofvalueswhenpressuredbyreformists,governmentsormultinationalconglomerates.”QuestionsonTextA(2)Whatisyourfavoriteleadershipstyle?Why?--Youcanchooseyourfavoriteleadershipstyleaccordingtoyourownknowledgeandexperience.QuestionsonTextA(3)Giveanexampleofnepotisminacompany.--Inaprivatecompany,arelativeofthechairmanwillbeappointedtohigh-levelmanagementposition,notbasedonmerit.QuestionsonTextA(4)Describesomecharacteristicsofpaternalisticstyle.--Paternalisticstyleisamanagerialapproachthatinvolvesadominantauthorityfigurewhoactsasapatriarchormatriarchandtreatsemployeesandpartnersasthoughtheyaremembersofalarge,extendedfamily.Inexchange,theleaderexpectsloyaltyandtrustfromemployees,aswellasobedience.QuestionsonTextA(5)CanyouelaboratetheleadershipstyleofEastAsiancountriesunderConfucianhierarchy?--InmanyEastAsiancountries,underConfucianhierarchy,theleadershipmustbebenevolence,loveandtakecareofemployees’wholeworkandlife,meanwhiletheemployeemustbeloyaltothebossandcompany.U4:TextALeadershipStylesAroundtheWorld1Differentculturescanhaveradicallydifferentleadershipstyles,andinternationalorganizationswoulddowelltounderstandthem.2BritishlinguistRichardD.LewischartedthesedifferencesinhisbookWhenCulturesCollide,firstpublishedin1996andnowinitsthirdedition,andheteachestheseinsightsinseminarswithmajorcorporateclients.3Lewisacknowledgestherisksofdealinginstereotypes:“Determiningnationalcharacteristicsistreadingaminefieldofinaccurateassessmentandsurprisingexception.Thereis,however,suchathingasanationalnorm.”4Hearguesthatthesepatternswon’tchangeanytimesoon:“Evenincountrieswherepoliticalandeconomicchangeiscurrentlyrapidorsweeping,deeplyrootedattitudesandbeliefswillresistasuddentransformationofvalueswhenpressuredbyreformists,governmentsormultinationalconglomerates.”5Britishmanagersarediplomatic,casual,helpful,willingtocompromise,andseekingtobefair,thoughtheycanberuthlesswhennecessary.Unfortunately,theiradherencetotraditioncanresultinafailuretocomprehenddifferingvaluesinothers.6Americanmanagersareassertive,aggressive,goalandactionoriented,confident,vigorous,optimistic,andreadyforchange.Theyarecapableofteamworkandcorporatespirit,buttheyvalueindividualfreedomandtheirfirstinterestisfurtheringtheirowncareer.7Frenchmanagerstendtobeautocraticandpaternalistic,withanimpressivegraspofthemanyissuesfacingtheircompany.Opinionsofexperiencedmiddlemanagersandtechnicalstaffmaybedismissed.8

Swedishmanagementisdecentralizedanddemocratic.Therationaleisthatbetterinformedemployeesaremoremotivatedandperformbetter.Thedrawbackisthatdecisionscanbedelayed.

9Germanmanagersstrivetocreateaperfectsystem.Thereisaclearchainofcommandineachdepartmentandinformationandinstructionsarepasseddownfromthetop.Nonetheless,considerablevalueisplacedonconsensus.10EastAsiancountriestendtohaveaConfucianhierarchy,wherethegroupissacredandleadersareseenasbenevolent.11InLatinandArabcountries,authorityisconcentratedinthechiefexecutive,andfamilyrelationsareveryimportant,withubiquitous

nepotism.12LeadershipintheNetherlandsisbasedonmerit,competence,andachievement.Managersarevigorousanddecisive,butconsensusismandatory,astherearemanykeyplayersinthedecision-makingprocess.13JapanesetopexecutiveshavegreatpowerinconformitywithConfucianhierarchybutactuallyhavelittleinvolvementintheeverydayaffairsofthecompany.14EffortsmadebyRussianmanagerstopromotebusinessthroughofficialchannelsmayfounderontherocksofbureaucracyandRussianapathy.Usingkeypeopleandpersonalalliances,the“system”isoftenbypassedandagoodresultachieved.15Australianmanagers,likeSwedes,mustsitintheringwiththe“mates.”Fromthisposition,onceitisacceptedthattheywillnotpullrank,theyactuallyexertmuchmoreinfluencethantheirSwedishcounterparts,asthesemi-AmericanizednatureofAustralianbusinessrequiresquickthinkingandrapiddecision-making.16Finnishleadersexercisecontrolfromapositionjustoutsideandabovetheringofmiddlemanagers,whoareallowedtomakeday-to-daydecisions.Finnishtopexecutiveshavethereputationofbeingdecisiveatcrunchtimeanddonothesitatetostandshouldertoshoulderwithstaffandhelpoutincrises.17Spanishleaders,likeFrench,areautocraticandcharismatic.UnliketheFrench,theyworklessfromlogicthanfromintuition,andpridethemselvesontheirpersonalinfluenceonalltheirstaffmembers.18NepotismisalsorifeintraditionalIndiancompanies.Familymembersholdkeypositionsandworkincloseunison.Policyisalsodictatedbythetradegroup,e.g.fruitmerchants,jewelers,etc.Thesegroupsworkinconcert,oftendevelopclosepersonalrelationsandcometoeachother’ssupportindifficulttimes.19IndemocraticNorway,thebossisverymuchinthecenterofthings,andstaffenjoyaccesstohimorhermostofthetime.Middlemanagers’opinionsareheardandacteduponinegalitarianfashion,buttopexecutivesrarelyabandonresponsibilityandaccountability.20TheoldergenerationofLithuanianmanagershasnotcompletelyfreedthemselvesofbureaucratichabitsfromSoviettimes,butyoungleadershipisdevelopingamoredynamicstyle,withNordicencouragement.21Despiteexternalpressures,thePolishretainmanytraditionalromanticvalues.However,meritocracyincreasinglydominatesadvancementinplaceofaristocracy.22ConsensusisgenerallyhighlyvaluedinChina.Incompaniescontrolledbythestate,aleadershipgroupwilldecidepolicy.Inthedevelopingexpansionofcompanies,leadersareemergingwithreputationsofcompetence.23Lackinganaristocracy,Israelisocietyattachesimportancetoachievementanddynamismwhenlookingforleadership.24Traditionally,manyBlackSouthAfricansocietieswerebasedonclansandlineages.Thistypeofleadershipstillexists,buteconomicchange,whenSouthAfricabecamepartofthetotalworldwidesystemofeconomicproductionandexchange,hasweakenedclanandtribalinfluence.25Estoniansareveryindividualistic.Statusisgainedbyachievement,decisiveness,andenergy.26SimilartoEstonians,Latviansareindividualistic.Everybodywantstobenotsomuchaleader,butamanagerinhisorherownright.However,thereisatendencytorespectfirm,confident,knowledgeableleadership.chart/tʃɑːt/v.torecordinformationaboutasituationorsetofeventsoveraperiodoftime,inordertoseehowitchangesordevelops记录，跟踪（变化或进展）(TEM-4;CET-4)e.g.科学家们一直在绘制海洋温度变化的图表。—Scientistshavebeenchartingtemperaturechangesintheoceans.stereotype/steriətaɪp/n.afixedgeneralimageorsetofcharacteristicsthatalotofpeoplebelieverepresentaparticulartypeofpersonorthing模式化形象；成见(TEM-8;CET-4)e.g.人们对成功的商人总是有一种刻板印象。—There’salwaysbeenastereotypeaboutsuccessfulbusinessmen.tread/tred/v.toputyourfootonorinsth.whileyouarewalking踩，踏(TEM-4;CET-6)e.g.不要踩踏草地。—Don’ttreadongrass.minefield/ˈmaɪnfiːld/n.anareawherealotofbombshavebeenhiddenjustbelowthegroundorunderwater雷区(TEM-4)e.g.他们意识到自己误入了雷区。—Theyrealizedtheyhadwanderedintoaminefield.conglomerate/kənˈɡlɒmərət/n.alargebusinessorganizationconsistingofseveraldifferentcompaniesthathavejoinedtogether大型联合企业；企业集团e.g.联想集团是一家由中国政府部分控股的投资集团。—LegendHoldingsisaninvestmentconglomeratepartlyownedbytheChinesegovernment.assertive/əˈsɜːtɪv/adj.behavinginaconfidentway,sothatpeoplenoticeyou果断的，积极的，自信的(TEM-8;CET-6)e.g.在过去的十年里，女性变得更加自信。—Womenhavebecomemoreassertiveinthepastdecade.autocratic/ˌɔːtəˈkrætɪk/adj.havingcompletepower独裁的(TEM-8)e.g.最近几周，人们对国王的独裁方式越来越不能容忍。—Thepeoplehavegrownintolerantinrecentweeksoftheking’sautocraticways.paternalistic/pəˌtɜːnəˈlɪstɪk/adj.makingdecisionsforotherpeopleratherthanlettingthemtakeresponsibilityfortheirownlives家长式的；专断的e.g.医生太专断了。他在决定病人需要知道什么信息。—Thedoctorisbeingpaternalistic.He’sdecidingwhatinformationthepatientneedstoknow.rationale/ˌræʃəˈnɑːl/n.thereasonsforadecision,belief,etc.（决定、信念等的）理由，依据(TEM-8)e.g.然而，这些举措的基本原理当然不仅仅是经济方面的。—However,therationaleforsuchinitiativesisnot,ofcourse,solelyeconomic.ubiquitous/juːˈbɪkwɪtəs/adj.seemingtobeeverywhere—sometimesusedhumorously普遍存在的；无所不在的(TEM-8)e.g.我们逐渐开始意识到，生命在银河系中可能无处不在。—Wearegraduallybeginningtorealizethatthepotentialforlifeisubiquitousthroughoutourgalaxy.nepotism/ˈnepətɪzəm/n.thepracticeofunfairlygivingthebestjobstomembersofyourfamilywhenyouareinapositionofpower任人唯亲；重用亲戚；裙带关系e.g.许多人将他的任命视为银行业应该避免的裙带关系。—Manywillregardhisappointmentasthekindofnepotismthebankingindustryoughttoavoid.founder/’faʊndə(r)/v.tofailafteraperiodoftimebecausesth.hasgonewrong失败e.g.由于双方意见不合，会谈失败了。—Thetalksfounderedondisagreementsbetweenthetwoparties.intuition/ˌɪntjuˈɪʃ(ə)n/n.theabilitytounderstandorknowsth.becauseofafeelingratherthanbyconsideringthefacts直觉；直觉力；直觉的知识(TEM-8;CET-6)e.g.我们应该相信自己的直觉。—Weshouldtrustourintuitions.unison/ˈjuːnɪs(ə)n/n.actingorspeakingtogether,oratthesametime（说话、做事）一起，一齐e.g.生活真正的美在于能够和谐地生活，并与对立面和解。—Theabilitytoliveinunisonandfindagreementwiththeoppositeistherealbeautyoflife.egalitarian/iˌɡælɪˈteəriən/adj.supportingorfollowingtheideathatallpeopleareequalandshouldhavethesamerightsandopportunities平等主义的(TEM-8)e.g.我仍然相信平等主义社会的概念。—Istillbelieveinthenotionofanegalitariansociety.meritocracy/ˌmerɪˈtɒkrəs/n.asocialsystemthatgivesthegreatestpowerandhighestsocialpositionstopeoplewiththemostability精英管理（制度），贤能统治e.g.但这一过程也支持了银行精英管理的主张。—Buttheprocessalsounderpinsthebank’sclaimofmeritocracy.aristocracy/ˌærɪˈstɒkrəsi/n.thepeopleinthehighestsocialclass,whotraditionallyhavealotofland,money,andpower贵族(TEM-4)e.g.古代贵族通过联姻来巩固权力。—Aristocracyconsolidatedpowerthroughmarriagesinancienttimes.clan/klæn/n.alargegroupoffamilieswhooftensharethesamename家族，宗族，氏族(TEM-4;CET-6)e.g.腐败之所以猖獗，是因为家族管理是为了自己的利益。—Corruptionflourishesbecausetheclanrunsthingsforitsownbenefit.lineage/ˈlɪniɪdʒ/n.thewayinwhichmembersofafamilyaredescendedfromothermembers血统，世系，宗系(TEM-8)e.g.但是这个谱系的身份和早期人属的特征是未知的。—Buttheidentityofthatlineage,andthecharacteristicsofearlyHomo,areunknown.StructureofTextARichardD.Lewis&WhenCulturesCollideLeadershipstylesindifferentcountries1.Determiningnationalcharacteristicsistreadingaminefieldofinaccurateassessmentandsurprisingexception.2.Deeplyrootedattitudesandbeliefswillresistasuddentransformationofvalueswhenpressuredbyreformists,governmentsormultinationalconglomeratesBritainAmericaFranceSwedenGermanyEastAsianCountriesLatinandArabCountriesNetherlandsJapanRussiaAustraliaFinlandSpanIndiaNorwayLithuaniaPolandChinaIsraelSouthAfricanEstoniaLatviaExercises第四单元32.Paraphrase:Replacetheexpressionsofthebold.(1)Determiningnationalcharacteristicsistreadingaminefield

ofinaccurateassessmentandsurprisingexception.treadingaminefieldof:easilymakingmistakesDeterminingnationalcharacteristicsismakingmistakesofinaccurateassessmentandsurprisingexception.2.Paraphrase:Replacetheexpressionsofthebold.(2)JapanesetopexecutiveshavegreatpowerinconformitywithConfucianhierarchybutactuallyhavelittleinvolvementintheeverydayaffairsofthecompany.inconformitywith:inkeepingwith;inlinewithJapanesetopexecutiveshavegreatpowerinkeepingwithConfucianhierarchybutactuallyhavelittleinvolvementintheeverydayaffairsofthecompany.2.Paraphrase:Replacetheexpressionsofthebold.(3)Australianmanagers,likeSwedes,mustsitintheringwiththe“mates.”sitintheringwith:keepinlinewithAustralianmanagers,likeSwedes,mustkeepinlinewiththe“mates.”2.Paraphrase:Replacetheexpressionsofthebold.(4)LeadershipintheNetherlandsisbasedonmerit,competence,andachievement.basedonmerit:basedonvirtueLeadershipintheNetherlandsisbasedonvirtue,competence,andachievement.2.Paraphrase:Replacetheexpressionsofthebold.(5)Finnishtopexecutiveshavethereputationofbeingdecisiveatcrunchtimeanddonothesitatetostandshouldertoshoulderwithstaffandhelpoutincrises.standshouldertoshoulderwith:standsidebysidewithFinnishtopexecutiveshavethereputationofbeingdecisiveatcrunchtimeanddonothesitatetostandsidebysidewithstaffandhelpoutincrises.3.

Vocabulary:

Completethefollowingsentencesaboutleadershipdevelopmentwiththewordsinthebox,andchangetheformifnecessary.Youcantalkaboutleadershipdevelopmentonthebasisofthewordsinthebox.a.leadershipb.strategyc.potential d.successione.authorityf.individualsg.corresponding h.strengthenLeadershipdevelopmentexpandsthecapacityof

toperforminleadershiproleswithinorganizations.fa.leadershipb.strategyc.potential d.successione.authorityf.individualsg.corresponding h.strengthen(2)Leadershiprolesarethosethatfacilitateexecutionofacompany’s

throughbuildingalignmentandgrowingthecapabilitiesofothers.(3)Leadershiprolesmaybeformal,with

theauthoritytomakedecisionsandtakeresponsibility.(4)Leadershiprolesmaybeinformalroleswithlittleofficial

(e.g.,amemberofateamwhoinfluencesteamengagement,purposeanddirection).geba.leadershipb.strategyc.potential d.successione.authorityf.individualsg.corresponding h.strengthen(5)Traditionally,leadershipdevelopmenthasfocusedondevelopingthe

abilitiesandattitudesofindividuals.(6)Militaryofficer-trainingacademiesgotogreatlengthstoacceptonlycandidateswhoshowthehighest

toleadwell.(7)Leadershipcanalsobedevelopedby

theconnectionbetweentheeffortsofindividualleadersthroughwhichtheyinfluenceorganizationaloperations.(8)Thedevelopmentof“highpotentials”totakeoverleadershipwhenthetimecomesthecurrentleadershiptoleavetheirpositionsisknownas

planning.cdha4.Cloze:Decidewhichofthechoicesgivenbelowwouldbestcompletethepassageifinsertedinthecorrespondingblanks.[A]talent

[B]approach[C]focused

[D]day-to-day[E]engaged[F]assess[G]retaining

[H]Regardless

[I]traits[J]capture[K]operate

[L]organizations

[M]complexity

[N]employees[O]takeToday’sbusinessworldisascomplexasever.Andit’salwayschanging.Leaderswhoknowhowtomanage(1)

areskilledatsolvingproblemsandmakingdecisionsunderfast-changingsystems.Evenbeforeanydefinitiveinformationisavailable,effectiveleadersmust(2)

asituation’scomplexityandchooseappropriatecoursesofaction.MF[A]talent

[B]approach[C]focused

[D]day-to-day[E]engaged[F]assess[G]retaining

[H]regardless

[I]traits[J]capture[K]operate

[L]organizations

[M]complexity

[N]employees[O]takeLeadersmustmaintainaglobalfocusona(3)

basis.Thisincludesassessingwhat’shappeningwithconsumers,competitors,theeconomy,andthepoliticsofthemarketsinwhichtheirbusinesses(4)

.Justasthinkinggloballyisamust,aforward-thinking(5)

isalsonecessary.Whileolderpracticesfocusedonlong-termstrategydevelopment,today’sworldrequiresamorecontinuousprocess.Leadersmustalwaysbepreparedtoadjusttheirstrategiesto(6)

emergingopportunitiesortackleunexpectedchallenges.KDBJ[A]talent

[B]approach[C]focused

[D]day-to-day[E]engaged[F]assess[G]retaining

[H]regardless

[I]traits[J]capture[K]operate

[L]organizations

[M]complexity

[N]employees[O]takeWiththeever-increasinglevelsofcompetition,nostrategycansustainacompany’scompetitiveedgeindefinitely.(7)

ofhowsuccessfulsomethingmaybe,therecanalwaysbeanemphasisoninnovation.Effectiveleadersunderstandthisandare(8)

ontakingabusinesstothenextlevel.Successfulleaders(9)

networkingbeyondadvancingtheirowncareers.Theyviewitasawaytobenefittheorganizationandcreaterelationshipswithcustomers,suppliers,strategicpartners,andevencompetitors.Nomatterhowit’sused,though,effectiveleadersmustdemonstratea(10)

forcollaboration.CHOA[A]talent

[B]approach[C]focused

[D]day-to-day[E]engaged[F]assess[G]retaining

[H]regardless

[I]traits[J]capture[K]operate

[L]organizations

[M]complexity

[N]employees[O]takeIt’sabsolutelycrucialtokeep(11)

atalllevelsofanorganizationinterestedand(12)

intheworkbeingdone.It’sallaboutgivingthemafeelingofvalue.Simply(13)

employeesisn’tthegoal.Peoplecanoccupyjobsforyears,buttheywon’tcreatevaluefortheir(14)

ifthey’renotinvestedintheirwork.It’suptotheleadertoensureemployeesactuallyfeelthatthey’remakingadifference.Keepinmind,however,thatasthebusinessworldcontinuestochange,thekey(15)

necessaryforleaderstobesuccessfulmayalsochange.Inavolatileenvironment,theabilitytoreacttonewscenariosisimperative.ENGLI5.

E-CTranslation:TranslatethefollowingsentencesintoChinese.(1)Differentculturescanhaveradicallydifferentleadershipstyles,andinternationalorganizationswoulddowelltounderstandthem.不同的文化背景会产生截然不同的领导风格，国际组织最好对其有所了解。5.

E-CTranslation:TranslatethefollowingsentencesintoChinese.(2)Theyarecapableofteamworkandcorporatespirit,buttheyvalueindividualfreedomandtheirfirstinterestisfurtheringtheirowncareer.他们能够发挥团队合作和企业精神，但他们看重个人自由，把发展个人的职业生涯摆在首位。5.

E-CTranslation:TranslatethefollowingsentencesintoChinese.(3)EastAsiancountriestendtohaveaConfucianhierarchy,wherethegroupissacredandleadersareseenasbenevolent.东亚国家往往奉行儒家等级体系，群体是受尊重的，领导者是仁慈的。5.

E-CTranslation:TranslatethefollowingsentencesintoChinese.(4)Apersonwiththisleadershipstyleisatrueleaderwhoinspireshisorherteamwithasharedvisionofthefuture.有这样领导风格的个人是一个真正的领袖，他/她用一个共同的未来愿景鼓舞他/她的团队。5.

E-CTranslation:TranslatethefollowingsentencesintoChinese.(5)Leadershipisapracticalskillencompassingtheabilityofanindividualororganizationto“lead”orguideotherindividuals,teams,orentireorganizations.领导力是一种个人或组织的实践能力，领导或引导其他个人、团队或整个组织。6.

C-ETranslation:TranslatethefollowingsentencesintoEnglishbasedonthecuewordsinbrackets.(1)我认为FDA应该拥护他们事先制定的政策。(adhereto)IthinktheFDAshouldadheretothepolicyitsetupinadvance.(2)世界卫生组织（WHO）的行动将得到西班牙政府的帮助。(undertheauspicesof)WHOactionwillbeaidedbyanorganizationundertheauspicesofthegovernmentofSpain.(3)这家淘宝上的商店免费送货。(freeof)ThestoreinTaobaodeliversfreeofcharge.6.

C-ETranslation:TranslatethefollowingsentencesintoEnglishbasedonthecuewordsinbrackets.(4)尽管这一地区的大学都做出巨大的努力，但影响其成功的因素却在他们的掌控之外。(beinfluencedby)Despitethebesteffortsofuniversitiesaroundtheregion,theirsuccessmaybeinfluencedbyfactorsbeyondtheirimmediatecontrol.(5)他可以努力工作，过好人生的每一天。(striveto)Hecanworkhardandstrivetomakethebestoflife.Role-playResearchwork:Searchonlinewithyourclassmatesfortheanswerstothefollowingquestionsaboutleadership.1.Whatisleadership?2.Whatisleadershipstyle?3.WhatarethedifferentleadershipstylesbetweenChinaandWesterncountries?4.Isbusinessleadershipsolelyaboutimprovingprofit?5.Isaleaderbornormade?6.Whatmakesagreatleader?7.Howwillyoudevelopleadershipskills?TextBTenTraitsofGreatBusinessLeaders第四单元4QuestionsonTextB1.Areyougoingtobeyourownbossorbebossedaround?Why?2.DoyouknowsometraitsofgreatChinesebusinessleaders?3.“Passionistheonlyteacherofsuccess.”Whatdoyouthinkofthatproverb?4.Doyouknow“996workingschedule(9a.m.to9p.m.,sixdaysaweek)”insomestart-ups?Doyouthinkthismanagementstyleisnecessaryforstart-ups?5.Whatshouldaleaderdowhenhefacesunexpectedbusinessadversity?QuestionsonTextB1.Areyougoingtobeyourownbossorbebossedaround?Why?--Dependingonyourownspecialsituation,youcanchoosetobeyourownbossorbebossedaround.QuestionsonTextB2.DoyouknowsometraitsofgreatChinesebusinessleaders?AncientChinesephilosophyisfirmlyentrenchedintraditionalChineseleadership,withastrongfocusonimprovingemployeesthroughpersonaldevelopment.LeadersinaChineseenvironmentareexpectedtoregard“ethicalconsiderationsabovetheachievementofprofit.”OtherelementsofChineseleadershipprinciplesincludeassumingtheroleofinspirationalcharacter,leadingbyexampleintermsofpromotingequality,simplelivingandharmonywithnatureandothers.ChinesebusinessleadershaveevolvedconceptsofleadershipbyintegratingmethodsfromWesternmanagementapproaches,througheducationabroadandbeingexposedtoWesternorganizationsinChina.ThisdoesnotnecessarilymeanthefundamentalvaluesunderlyingChineseleadershipprincipleshavechanged,butthatChineseleadersareadoptingmore“scientific”approachestohowtheymanage.QuestionsonTextB3.“Passionistheonlyteacherofsuccess.”Whatdoyouthinkofthatproverb?(1)Passionistheself-drivenattitudeaboutyourworkthatcanhelpleadyoudownthepathtosuccess.(2)Passionisanemotionthatcomesfromwithinyou.Itisyourenthusiasm,yourzeal,yourdriveandyourmotivation.Youdon’twanttojustfeelpassionateaboutyourwork,andyouwanttoputpassionintoit.Youwanttoapplyallofyourskillsandenergyintoyourwork.(3)Passioncanalsobringsenergytoyourwork.Insteadofgettingtheworkdonejustintime,turnitupanddeliveritaheadofschedule.QuestionsonTextB4.Doyouknow“996workingschedule(9a.m.to9p.m.,sixdaysaweek)”insomestart-ups?Doyouthinkthemanagementstyleisnecessaryforstart-ups?--InmanyInternetcompaniesorstart-upsinChina,thereare“996workingschedule”corporateculture,whichmeansemployeesstarttheirworkat9a.m.andleavetheirofficesat9p.m.,andusuallywork6daysperweek.QuestionsonTextB5.Whatshouldaleaderdowhenhefacesunexpectedbusinessadversity?--Aleadershouldtakethefollowingmeasures:Maintainingapositiveattitude,learningfromfailure;acceptingadversityasanormratherthananexception;buildingrelationshipsandcommunicatingwithotherpartners;practiceresiliencebyrefocusing;surroundbysmartpeople.U4:TextBTenTraitsofGreatBusinessLeaders1

“Whetheryou’reafreelancer,small-businessowner,orfull-timer,toclimbtheladder,youmustknowhowtoleadthepack.Areyoudestinedtobethebigbossorbebossedaround?Tofindout,takealookatthese10characteristicssharedbygreatbusinessleaders:U4:TextBTenTraitsofGreatBusinessLeaders

1.

Persistence,Persistence,Persistence2Inthe1890s,HenryFordcameupwiththeFordQuadricycle,avehiclemadeupofaframemountedonfourlargebicyclewheelswithanethanol-poweredengine.Needlesstosay,itwasn’tasuccess.FordlaterfoundedtheFordMotorCompany,inventedtheModelT,andbecameoneofthewealthiestmenintheworld.Doyoutry,fail,andpickyourselfbackupagain?Bingo!U4:TextBTenTraitsofGreatBusinessLeaders

2.ThickSkin.Rhino-thick3WaltDisney’seditorattheKansasCityStartoldhimthathehadnogoodideasandlackedimagination.Hecouldhavetakentheharshwordstoheartandgivenupthecreativityghost.Insteadhewentontobecomethemostsuccessfulanimatorofalltime,winning22AcademyAwards,creatingcharacterslikeMickeyMouse,andopeninghisownthemepark.Today,Walt