全新主题大学英语读写译教程4-5.doc

Book 4 Unit 5Key to SuccessSection APre-reading Questions1. What is BMW known for?2. What does the acronym initial letters “BMW” stand for?3. Do you like BMW cars and what characteristics do BMW cars have?BMW stands for top quality cars. Its continuing success is certainly attributable to its “top quality” management which seems to be running on the verge of chaos a lot of times.The Secret of BMWs Success 1 At 4:00 p.m. on a Friday afternoon, when most German workers have long departed for the weekend, the mini-cafs sprinkled throughout BMWs sprawling R&D center in Munich are jammed with engineers, designers, and marketing managers deliberating so intently that its hard to hear above the din. Even the cappuccino machine is running on empty. Its an atmosphere far more Silicon Valley than Detroit.2 “At lunch and breaks everyone is discussing ideas and projects all the time. Its somewhat manic. But it makes things move faster,” says BMW chief designer Adrian van Hooydonk. 3 The intense employee buzz at BMW is hot management theory in action. Top consultants and academics say the kind of informal networks that flourish at BMW and the noise and borderline chaos they engender in big organizations are vital for innovation especially in companies where knowledge sits in the brains of tens of thousands of workers and not in a computer server. Melding that brain power, they say, is essential to unleashing the best ideas. 4 Hands Across Divisions 5 “Cross-functional teams look messy and inefficient, but they are more effective at problem solving,” says James M. Manyika, a partner at McKinsey & Co. in San Francisco who has studied the effectiveness of such networks. Companies such as BMW that leverage workers tacit knowledge through such networks “are widely ahead of their competitors,” Manyika adds. 6 BMW is one of a handful of global companies including Nokia (NOK) and Raytheon (RTN) that have turned to networks to manage day-to-day operations, superseding classic hierarchies. Those pioneering companies still turn to management hierarchies to set strategic goals, but workers have the freedom to forge teams across divisions and achieve targets in the best way possible even if that way is unconventional. 7 And they are encouraged to build ties across divisions to speed change. “Good companies have this lateral ability to communicate across divisions and silos, not just up and down the hierarchy. Thats what makes BMW tick,” says chief financial officer Stefan Krause. 8 Lightning-fast Changes 9 Speed and organizational agility is increasingly vital to the industry, since electronics now make up some 20% of a cars value and that level is rising. BMW figures some 90% of the innovations in its new models are electronics-driven. That requires once-slow-moving automakers to adapt to the lightning pace of innovation and change driving the semiconductor and software industries. Gone is the era of the 10-year model cycle. 10 Now automakers must ram innovation into high gear to avoid being overtaken by the competition. Thats especially true in the luxury-auto leagues, where market leaders must encourage new innovations constantly into the market, from podcasting for cars to infrared night vision systems. 11 By shifting effective management of day-to-day operations to such human networks, which speed knowledge laterally through companies faster and better than old hierarchies can, BMW has become as entrepreneurial as a tech startup, consultants say. “Not many large companies take on lateral communications the way BMW does. Its a knocking down of barriers, like Jack Welch did at General Electric (GE ) to make a boundaryless corporation,” says Jay Galbraith, a Breckenridge (Colo.)-based management consultant. 12 BMWs ability to drive innovation even pervades its marketing division. “People talk about innovation in products, but whats underestimated is innovation in processes and organization,” says Ernst Baumann, head of personnel at BMW, which has its share of radical new ideas. 13 Few large companies are willing to embrace the lack of organizational clarity and nebulous structures that drive innovative ideas. At most companies, headquarters would have put the kibosh on the short-film idea, which has since been widely imitated. Researchers say most experiment with networks on a small scale and very few use the practice to full effect since doing so means an uncomfortable balancing act between hierarchy and discipline on one hand, and free-wheeling networks that can veer toward near-chaos. 14 But for innovation-driven companies, networks that enable entrepreneurial risk-taking are a silver bullet. “The ideas are richer, they implement more effectively, and there is less resistance to change,” says Rob Cross, assistant professor of management at the University of Virginia. 15Ideas First 16 How does BMW manage discipline with creativity and keep the anarchy of networks from careening out of control? Workers at the Bavarian automaker are encouraged from their first day on the job to build a network or web of personal ties to speed problem-solving and innovation, be it in R&D, design, production, or marketing. Those ties run across divisions and up and down the chain of command. 17 When it comes to driving innovation, forget formal meetings, hierarchy, and stamps of approval. Each worker learns quickly that pushing fresh ideas is paramount. “Its easier to ask forgiveness for breaking the rules than to seek permission,” says Richard Gaul, a 33-year veteran at BMW and former head of communications at the $60 billion automaker. 18 BMWs complex customized production system, the polar opposite of Toyotas (TM) standardized lines, is easier to manage if workers feel empowered to drive change. Like Dell Computer (DELL), BMW configures its cars to customers orders, so each auto moving down the production line is different. 19Forget Old-school Rigidity 20 Making sure the system works without a hitch requires savvy workers who continually suggest how to optimize processes. “Networks can do things that hierarchies cannot, because hierarchies lack the freedom. With a network you get the powerful ability to leverage knowledge quickly to bear on solving problems,” says Karen Stephenson, management consultant and Harvard professor. “A network is the only way to effectively manage BMWs kind of complexity.” 21 By contrast, companies that dont have lateral nimbleness are crippled in fast-moving technology-driven industries. Rigid hierarchies that stifle fresh ideas and slow reaction times are one problem facing General Motors (GM) and Ford Motor (F). 22 Once giants like GM were king, dominating the market with their huge volume and purchasing muscle. Big is no longer the ticket to success, and the slow-moving bureaucracies that big companies are saddled with are now a major handicap. “Lean is pass. What is in is lean and agile: the ability to shift and adjust as circumstances in the market change,” says David Cole, partner at the Center for Automotive Research in Ann Arbor, Mich. 23 BMW managers even talk about the “physics of chaos” and how to constantly nurture innovation and creativity by operating on the very edge of chaos without getting out of control. “Discipline and creativity are not a paradox, there is a borderline case of self-controlling systems,” says Gaul. “Where you break rules you have to be very disciplined.” Thats the industrys next kaizen the art automakers will be forced to master in the 21st century. 24 Experimental Environment 25 After one year, the number of viewers who had visited BMWs Web site to download The Hire shot to over 21 million, and with three more films added in 2002, it rocketed to 100 million, sparking a Harvard Business School case study. One million enthusiasts ordered a DVD with all eight films. 26 Companies such as BMW have to tap into tacit knowledge to spark fresh ideas. “Its more of a learning and experimental environment. Its building on what people know. Its learning instead of instruction,” says Manyika. 27How Ideas Travel 28 For academics and consultants studying the phenomenon of corporate networks, the most fascinating element is the “node” or the broker individual who can join two separate clusters with different pools of knowledge. Such a broker may have once worked in purchasing but now sits in R&D. As such, he or she can bridge the two worlds by “reaching across the white space of disconnected people,” says Ronald S. Burt, a sociologist at the University of Chicago, who is studying the impact corporate networks have on performance. 29 That linkage speeds learning throughout companies a vital tool to industries that should continually innovate. “People exposed to a diversity of information are at higher risk of seeing a new angle, a better way to frame ideas,” says Burt. And companies that recognize and tap such social capital “have better growth rates and better patent rates. Formal structures decide who to blame. Informal structures decide how to get things done,” he says. (1377 words)New Words48depart /dIpA:t/ v. 1 leave a place and start a journey 启程，离开 2 (fml.) leave ones job 离职vi. behave in a way that is different from usual 违反，背离 mini-caf /mIni;kQfeI/ n. C informal restaurant where you one can get simple cheap meals and drinks 小餐馆；迷你咖啡馆sprinkle /sprINkl/ vt. 1 distribute in small amounts星星点点地分布于，点缀2 scatter small drops of liquid or small pieces of something 撒（小液滴或小片固体） ；洒在上sprawling /sprO:LIN/ a. spreading in an untidy way 蔓延的，杂乱无序延伸展的 jam /dZQm/ v. 1 fill with a lot of people or things挤满，塞满 2 become unable to move or work （使）卡住，（使）发生故障 n. 1 C/U conserve of boiled fruit and sugar 果酱 2 C situation where there are so many people or things in a place that it is impossible to move 拥挤，堵塞deliberate /dIlIbE;reIt/ v. think about or discuss something very carefully认真讨论，仔细考虑 /dIlIb(E)rEt/ a. 1 intended or planned 故意的，蓄意的，有意的 2 slow and careful 谨慎的；从容不迫的intently /Intentli/ ad. in a way of concentrating hard 专注地din /dIn/ n. U (sing.) very loud continuous noise that sounds bad 喧闹声，嘈杂声cappuccino /;kQpEtSi:nEU/ n. C/U drink made of strong coffee with hot milk on top, served in a small cup 卡普契诺咖啡manic /mQnIk/ a. behaving in an unusually excited way 疯狂的，狂热的 flourish /flVrIS/ vi. 1 develop well and be successful 繁荣，昌盛，兴旺 2 grow well and be very healthy 生长茂盛borderline /bO:dE;laIn/ a. 1 close to more extreme or worse situation, statement, etc. 近乎的，接近于(更极端或更糟糕的情况、陈述等)的 2 not clearly belonging to a particular condition or group所属不清的；两可的 n. 1 (sing.) uncertain dividing line between two 不明确的界限；含混不清的境况 2 C line marking a border 国界，边境线，边界线 engender /IndZendE/ vt. (fml.) cause a feeling or attitude to exist 造成，导致innovation /;InEUveISn/ n. 1 U invention or use of new ideas, methods, equipments, etc.（观点、方法、设备等的）发明，革新，创造2 C new idea, method, invention 新观点；新方法；新发明server /sC:vE/ n. C computer that controls or performs a particular job for all the computers in a network 服务器meld /meld/ v. (fml.) (make something) combine with something else （使）融合，合并，结合unleash /Vnli:S/ vt. suddenly let a strong force, feeling, etc. have its full effect 释放出，突然发泄（力量、情感等）cross-functional /;krXsfVNkSnEl/ a. with different functional expertise working toward a common goal 跨职能的messy /mesi/ a. 1 complicated, difficult, and unpleasant to deal with 复杂的，棘手的，难对付的 2 dirty, untidy 肮脏的；凌乱的，不整洁的 leverage /li:vErIdZ/ vt. 1 use for gain 利用 2 make money available to someone in order to invest or buy something such as a company 举债经营，借贷投资n. U 1 influence you can use to make people do what you want 影响；力量 2 action, power or use of a stick or handle attached to a machine, that you move to make the machine work 杠杆作用，杠杆力量tacit /tQsIt/ a. expressed or understood without being said directly 心照不宣的，默示的competitor /kEmpetItE/ n. C 1 person, team or company that is competing against others 竞争对手2 someone who takes part in a competition 参赛者supersede /;su:pEsi:d/ vt. replace something older, esp. as an improvement 取代，替代strategic /strEti:dZIk/ a. 1 done as part of plan, esp. in a military, business, or political situation 战略（上）的；策略（上）的 2 useful or right for a particular purpose（对特定目的）有用的；合适的unconventional /;VnkEnvenSnl/ a. different from what most people consider to be usual or normal 非常规的，不依惯例的lateral /lQt(E)rEL/ a. moving sideways or on the side of something 横向的, or moving sideways 侧面的；横向的侧面的silo /saIlEU/ n. C tall tower on a farm used for storing grains, etc. 筒仓agility /EdZIlEti/ n. U ability to think quickly, solve problems, and have new ideas 机敏ram /rQm/ v. run or drive very hard 猛撞，猛击overtake /;EUvEteIk/ vt. 1 become greater in number, amount or importance than something else（在数量或重要性方面）大于，超过 2 (of something unpleasant) reach suddenly or unexpectedly （不愉快的事情）突然降临于；意外侵袭v. go past another vehicle that is traveling in the same direction 超（车）podcast /pXdkA:st/ n. C program (of music or talk) made available in digital format for automatic download over the Internet 车载视频播放系统infrared /;InfrEred/ a. relating to or using a type of light that is warm but cannot be seen 红外线的underestimate /;VndErestI;meIt/ vt. 1 think or guess that something is smaller, less important, etc. than it really is 对估计不足；低估（某物的大小或重要性等） 2 think that someone has less power or ability than they really do 小看，轻视（某人的权利或能力）personnel /;pC:sEnel/ n. 1 U department in an organization that chooses people for jobs and deals with their complaints, problems, etc. 人事部门，人力资源部 2 (pl.) people who work in a company, organization or military force （公司、组织或军队中的）全体人员，员工 radical /rQdIkl/ a. 1 new, different and likely to have a great effect 全新的；不同凡响的 2 concerning the most basic and important parts of something; thorough and complete 根本的；彻底的；完全的3 in favor of thorough and complete political or social change 激进的；极端的nebulous /nebjUlEs/ a. (fml.) not developed or clear enough to describe 朦胧的；模糊不清的；含糊的kibosh /kaI;bXS/ n. (sl.) nonsense 胡说short-film /SO:t;fIlm/ a. of film usu. no longer than 20 minutes 电影短片的imitate /ImI;teIt/ vt. 1 copy something 仿制，仿效 2 copy someones actions, words, or behavior, often in order to make people laugh （常为取悦他人而）模仿（某人的动作、言语或行为）uncomfortable /VnkVmftEbl/ a. 1 unpleasant or difficult to deal with 棘手的，麻烦的，难处理的 2 not feeling physically comfortable or not making you feel comfortable 不舒服的，不舒适的 3 unable to relax because of being embarrassed or worried 不自在的；不安的 free-wheeling /fri:;wi:lIN/ a. not limited by rules, customs or responsibilities 无拘束的，放任自流的veer /vIE/ vi. (of a conversation or way of behavior or thinking) change in the way it develops （说话、行为或思想）偏离；改变，转变anarchy /QnEki/ n. U situation in an organization, etc. in which people are behaving in a way that ignores normal rules and laws, and are unable to be controlledthere is no order or control 混乱状态，无序状态careen /kEri:n/ vi. move forward very quickly esp. in a way that is dangerous or uncontrolled （尤指危险或失控地）猛冲，疾驶 paramount /pQrEmaUnt/ a. (fml.) more important than anything else至高无上的，最重要的，首要的forgiveness /fEgIvnEs/ n. U action or feeling of forgiving someone 原谅，饶恕，宽恕veteran /vetErEn/ n. C 1 person who has a lot of experience in a particular area or activity 经验丰富的人；老手 2 person who has been a soldier, a sailor, etc. in a war 退伍军人，老兵polar /pEUlE/ a. 1 (fml.) as different as it is possible to be 截然不同的 2 close to or relating to the North Pole or the South Pole 极地的standardize /stQndE;daIz/ vt. make all the things of a particular type have the same features or level of quality 使符合规格；使标准化configure /kEnfIgE/ vt. arrange something in the way that the user prefers（按特定形式）安装，装配，配置hitch /hItS/ n. C problem that is not very serious 小问题，轻微故障 v. (infml.) try to get a ride in someone elses car as a way of traveling 搭乘便车旅行optimize /XptI;maIz/ vt. make something such as a method or process as good or as effective as possible 使最优化；使最有效nimbleness /nImblnIs/ n. U state of being quick and light in motion 敏捷，灵活stifle /staIfl/ vt. 1 stop something from developing normally 抑止，压制 2 stop a feeling from being expressed 压抑（感情），强忍住v. be unable to breathe comfortably because of heat or lack of air （使）窒息，（使）透不过气来volume /vXlju:m/ n. 1 C total amount of something 数量；额度 2 C/U amount of space that a substance or object contains or fills 容量，体积，容积3 C/U loudness of a sound from a television, radio, etc. （电视、收音机等的）音量 4 C (fml.) book （书的）卷，册saddle /sQdl/ vt. 1 load or burden 使负重担；加强强加 2 put a leather seat on a horses back when riding it 给（马）装马鞍n. C leather seat to put on a horses back when riding it 马鞍handicap /hQndi;kQp/ n. C disadvantage that prevents you from doing something well 障碍，不利条件 vt. give someone a disadvantage 妨碍，使不利lean /li:n/ a. 1 (of organization, etc.) strong and efficient because the number of employees has been reduced （组织等）精简的 2 thin in a healthy and attractive way 清瘦而健康的vi. move or bend from the upright position屈身，弯腰；倾斜v. rest on or against something for support, make something rest against something in a sloping position倚；靠；使斜靠 pass /pA:seI/ a. no longer fashionable or relevant 过时的，老式的agile /QdZaIl/ a. able to move quickly and easily 敏捷的，灵活的automotive /;O:tEmEUtIv/ a. relating to cars and other motor vehicles 机动车辆的self-controlling /;self kEntrEUlIN/ a. able to behave calmly and sensibly even when you feel excited, angry, etc. 有自制力的disciplined /dIsE;plInd/ a. well organized and following rules or standards 训练有素的；遵守纪律的kaizen /kaIzen/ U n. philosophy of continuous improvement of working practices that underlies total quality management and just-in-time business techniques 改善哲学download /;daUnlEUd/ v. move