工商管理英語Chapter 3 領(lǐng)導(dǎo)
[00:00.59]預(yù)算， 預(yù)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(yù)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(yīng)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(yīng)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(yù)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(yù)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(yù)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(yù)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(yù)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(yīng)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(yù)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?wù)劇Ｗ詈?，銷售部的預(yù)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(yù)算應(yīng)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(yīng)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(quán)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(lǐng)導(dǎo)是指通過影響其他人的工作行為來實現(xiàn)組織目標(biāo)。
[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(dāng)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(guān)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(guān)系需求說明我們與其他重要因素之間的關(guān)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(quán)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(dǎo)致的一定結(jié)果的概率，稱為績效結(jié)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(dǎo)致的一定結(jié)果的概率，稱為績效結(jié)果期望值。
[04:51.58]Performance_outcome expectancy
[04:52.66]績效結(jié)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(jié)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(dāng)我們認為自己的付出與結(jié)果的比率與其他作為比較的人的付出與結(jié)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(biāo)應(yīng)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(guān)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(quán)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(quán)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(quán)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(quán)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(dāng)他人不從事所要求的行為，對其進行懲罰表現(xiàn)為強制權(quán)力。
[06:33.56]Expert power is based on the possession of expertise that is valued by others.
[06:36.55]專家權(quán)力建立于擁有專長的基礎(chǔ)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(guān)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(jì)50年代，各種研究普遍認為沒有一致的特質(zhì)來區(qū)分領(lǐng)導(dǎo)者和非領(lǐng)導(dǎo)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(lǐng)導(dǎo)實際所做事情的關(guān)系比績效與領(lǐng)導(dǎo)所擁有的特質(zhì)的關(guān)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(lǐng)導(dǎo)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(biāo)的了解(使他們僅僅了解下一目標(biāo))，
[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(lǐng)導(dǎo)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(biāo)，
[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(dǎo)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(lǐng)導(dǎo)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(lǐng)導(dǎo)者強調(diào)營造有效的工作群體，以實現(xiàn)高效的目標(biāo)。
[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(lǐng)導(dǎo)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(biāo)準(zhǔn)，
[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(lǐng)導(dǎo)者并行的態(tài)度在對員工的關(guān)心和對生產(chǎn)的關(guān)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(lǐng)導(dǎo)者并行的態(tài)度對員工的關(guān)心和對生產(chǎn)的關(guān)心。
[08:49.29]The Managerial Grid
[08:50.19]管理方格圖
