GCT综合英语第2单元课文翻译.doc

仅做参考好好学习，天天向上Unit 2Factors That Affect Career Choices影响职业选择的因素The first step in planning a career for yourself or someone else is to learn as much as possible about the persons interests, aptitudes, and skills.为自己或别人制定职业规划的第一步是要尽可能多的认识对象的兴趣、能力和技能之所在。Each persons career goes through stages, and the stage you are in will influence your knowledge of and preference for various occupations. The main stages of this career cycle follows.每个人的职业所经历的阶段,并且这些阶段将影响你的知识,和对各种职业的偏爱。职业的主要循环阶段如下。Growth Stage The growth stage lasts roughly from birth to age 14 and is a period during which the person develops a self-concept by identifying with and interacting with other people such as family, friends and teachers. Toward the beginning of this period, role playing is important, and children experiment with different ways of acting; this helps them to form impressions of how other people react to different behaviors and contributes to their developing a unique self-concept or identity. Toward the end of this stage, the adolescent (who by this time has developed preliminary ideas about what his or her interests and abilities are) begins to think realistically about alternative occupations.成长阶段 成长阶段大约是从出生持续到14岁,在这个阶段的人通过与别人认识和相互影响来增强自我了解,例如家庭、朋友和老师。在这一时期的开始阶段,角色扮演很重要,孩子们尝试不同方式行为,这帮助他们形成其它人怎样应对不同的行为的印象，并为发展出他们各自的自我了解或身份作出贡献。在这一阶段的末尾,青少年(这时已发展出关于他或她的兴趣和能力的早期的看法)开始考虑可能的职业。Exploration Stage The exploration stage is the period (roughly from ages 15 to 24) during which a person seriously explores various occupational alternatives. The person attempts to match these alternatives with what he or she has learned about them and about his or her own interests and abilities from school, leisure activities, and work .Tentative broad occupational choices are usually made during the beginning of this period. Then toward the end of this period, a seemingly appropriate choice is made and the person tries out for a beginning job. Probably the most important task the person has in this and the preceding stage is that of developing a realistic understanding of his or her abilities and talents. Similarly, the person must make sound educational decisions based on reliable sources of information about occupational alternative.探索阶段 探索阶段的时期(大约从15岁到24岁),人们在这个阶段认真地研究各种可能的职位。人们试图将这些可能与他或她已经从学校、休闲活动,和工作中学会地，和他或她自己有关的兴趣和能力相匹配。可能的宽泛的职位选择通常是在这个阶段的开始。在这个时期的最后阶段,制定了一个看上去恰当的选择,人们试着开始工作。人们在这个和之前的一个阶段可能最重要的任务是对他或她的能力和天赋有一个实际的了解。同样,人们必须根据对可能的职位的合理信息来源制定理性的教育决策。Establishment Stage The establishment stage spans roughly ages 24 to 44 and is the heart of most peoples work lives. During this period, it is hoped a suitable occupation is found and the person engages in those activities that help him or her earn a permanent place in it. Often and particularly in the professions, the person locks on to a chosen occupation early. But in most cases this is a period during which the person is continually testing his or her capabilities and ambitions against those of the initial occupational choice.建功立业阶段 建功立业阶段的年龄跨度大约是24岁到44岁,是大多数人的工作生活的核心时期。在这期间, 人们希望找到一个合适的职位并且渴望从事这些能帮助他或她赢得一个长久职位的活动。通常并且特别是在职业上，人们更早的锁定一个职位选择。但在大多数情况下,这是一段人们不断测试他或她的能力和野心以反对最初的职业选择的时期。The establishment stage is itself comprised of three sub-stages. The trial substage lasts from about ages 25 to 30. During this period, the person determines whether or not the chosen field is suitable; if it is not, several changes might be attempted. (Jane Smith might have her heart set on a career in retailing, for example, but after several months of constant travel as a newly hired assistant buyer for a department store, she might decide that a less travel-oriented career such as one in market research is more in tune with her needs.)Roughly between the ages of 30 and 40, the person goes through a stabilization sub-stage. Here firm occupational goals are set and the person does more explicit career planning to determine the sequence of promotions, job changes, and/or any educational activities that seem necessary for accomplishing these goals. Finally, somewhere between the mid-thirties and mid-forties, the person may enter the mid-career crisis sub-stage. During this period, people often make a major reassessment of their progress relative to original ambitions and goals. They may find that they are not going to realize their dreams (such as being company president) or that, having been accomplished, their dreams are not all they were purported to be. Also during this period, people have to decide how important work and career are to be in their life. It is often during this mid-career sub-stage that the person is faced for the first time with difficult choices between what he or she really wants, what really can be accomplished, and how much must be sacrificed to achieve it.建功立业阶段本身是由三个从属阶段组成。尝试阶段大约是从25岁一直到30岁。在这段时间,人们决定选择的领域是否是合适的;如果不是，将试着做一些改变。(例如,简史密斯心里想的可能是从事零售业务,但是作为一家百货公司新雇用采购助理，经过几个月的不断的旅行后,她可能决定从事一个较少出差的职业,就像一个市场研究的职位才更接近她的需要。年龄在30 40岁的范围内的人,将经历一个稳固阶段。这时固定的职业目标已经设置好了，而且人们制定了更明确的可以决定提升顺序，换工作，和/或者任何看起来必要的以完成这些目标为目的的教育活动的职业生涯规划。最后,这些介于35岁到45岁之间的人,可能会进入职业危机阶段。在这期间,人们通常相对于原始的野心和目标有的重大进展。他们可能会发现他们将不能实现他们的梦想(如成为公司董事长)或者其他的,已经实现了的,他们的梦想不再是他们所有的目标。并且在这个时期，人们必须去决定工作和职业在生活中有多重要。经常在这段职业生涯的中期，人们要第一次面对在他或她真正想要的和真正能实现的，并且必须做多少牺牲才能实现的困难的选择，。Maintenance Stage Between the ages of 45 to 65, many people simply slide from the stabilization sub-stage into the maintenance stage. During this latter period, the person has typically created a place in the world of work and most efforts are now directed at maintaining that place.保持阶段 在45岁到65岁之间,很多人直接从稳定阶段滑到保持阶段。在这段时期里，人们在世界上一般都有一定的地位和现在就是要努力地保持自己的地位。Decline Stage As retirement age approaches, there is often a deceleration period in the decline stage. Here many people face the prospect of having to accept reduced levels of power and responsibility and learn to accept and develop new roles as mentor and confidante for those who are younger. There is then the more or less inevitable retirement, after which the person finds alternative uses for the time and effort formerly expended on his or her occupation.谢幕阶段 随着退休年龄的到来，在谢幕阶段里常常有一个减速时期。有很多人必须去面对并接受的权利和义务减少的情景,学会接受和成为那些年轻人的导师和知己的新角色。在不可避免的退休后,人们发现可以继续在以前他或她的职业上花费时间和精力。Part CPassage oneThere are a great many careers in which the increasing emphasis is on specialization. You find these careers in engineering, in production, in statistical work, and in teaching. But there is an increasing demand for people who are able to take in a great area at a glance, people who perhaps do not know too much about any one field. There is, in other words, a demand for people who are capable of seeing the forest rather than the trees, of making general judgments. We can call these people generalists. And these generalists are particularly needed for positions in administration, where it is their job to see that other people do the work, where they have to plan for other people, to organize other peoples work, to begin it and judge it. The specialist understands one field; his educational background is properly technical or professional. The generalist and especially the administrator deals with people; his concern is with leadership, with planning, and with direction giving. He is an educated man; and humanities are his strongest foundation. Very rarely is a specialist capable of being an administrator. And very rarely is a good generalist also a good specialist in a particular field. Any organization needs both kinds of people, though different organizations need them in different proportions. It is your task to find out, during your training period, into which of the two kinds of jobs you fit, and to plan your career accordingly.Your first job may turn out to be the right job for you but this is pure accident. Certainly you should not change jobs constantly or people will become suspicious of your ability to hold any job. At the same time you must not look upon the first job as the final job; it is primarily a training job, an opportunity to understand your-self and your fitness for being an employee.许多职业越来越强调对专业化的重视。在工程领域、生产领域、数据工作领域及教育界都能找到这样的职业。现在社会对那些能够立刻进入某一领域的人才需求愈见强烈，这些人也许对任何一个行业都没有深入的了解。换句话说，即需要能眼观森林而非只见树木，能对事物做出整体判断的人。我们可以叫这类人“通才”。而对于行政职位这些“通才”尤不可缺，他们的工作就是监督其他人怎么工作，他们必须替他人计划，组织他人工作并负责启动和评判这些工作。专家了解一个领域；其教育背景也许是技术或专业出身。通才-特别是管理人员-处理人力资源；他关心的是领导权，计划以及方向的提供。他是一个“受过教育”的人；人性便是他最坚实的基础。能干管理工作的专家是极为难得的。在某个领域同时也是专家的通才也是极为难得的。虽然任何机构都需要这两类人，但不同的机构有不同的需求比例。你的任务就是在培训期间在这两种工作之间寻找适合自己的一种并就此做你的职业规划。你的第一份工作也许会是合适你的那份工作-但这纯粹是意外。当然你不能老是换工作，不然人们会怀疑你没有能力干好任何工作。同时你也不能视第一份工作为最终的工作。那只是你最初的一份实习工作，一个了解自己和适应成为一名被聘员工的机会。1. There is an increasing demand for _.A. all-round people in their own fieldB. people whose job is to organize other peoples work C. generalists whose educational background is either technical or professional D. specialists whose chief concern is to provide administrator guidance to others2. The specialist is _.A. a man whose job is to train other people B. a man who has been trained in more than one fieldC. a man who can see the forest rather than the treesD. a man whose concern is mainly with technical or professional matters3. The administrator is _.A. a “trained” man who is more a specialist than a generalistB. a man who sees the trees as well as the forestC. a man who is very strong in the humanitiesD. a man who is an “educated” specialist4. During your training period, it is important _.A. to try to be a generalistB. to choose a profitable jobC. to find an organization which fits youD. to decide whether you are fit to be a specialist or a generalist5. A mans first job _.A. is never the right job for himB. should not be regarded as his final jobC. should not be changed or people will become suspicious of his ability to hold any jobD. is primarily an opportunity to fit himself for his final jobPassage twoThere are two basic differences between the large and small enterprises. In the small enterprise you operate primarily through personal contacts. In the large enterprise you have established policies, channels of organization, and fairly rigid procedures. In the small enterprise you have, moreover, immediate effectiveness in a very small area. You can see the effect of your work and of your decisions right away, once you are a little above the ground floor. In the large enterprise even the man at the top is only a cog in a big machine. To be sure, his actions affect a much greater area than the actions and decisions of the man in the small organization, but his effectiveness is remote, indirect, and difficult to see at first. In a small and even in a middle-sized business you are normally exposed to all kinds of experiences, and expected to do a great many things without too much help or guidance. In the large organization you are normally taught one thing thoroughly. In the small one the danger is of becoming a Jack-of-all-trades and master of none. In the large one it is of becoming the man who knows more and more about less and less.There is one other important thing to consider do you derive a deep sense of satisfaction from being a member of a well-known organization General Motors, the Bell Telephone System, the government? Or is it more important to you to be a well-known and important figure within your own small pond? There is a basic difference between the satisfaction that comes from being a member of a large, powerful, and generally known organization, and the one that comes from being a member of a family; between impersonal grandeur and personal, often much too personal intimacy; between life in a small office on the top floor of a skyscraper and life in a crossroads gas station.大型企业和小型企业之间有两个基本的差别。在小型企业，基本是通过个人接触进行运作。在大型企业则有已然建立的组织“政策”和“渠道”以及相当严谨的运作流程。小型企业甚至会在一个很小的领域出现即刻效益。只要有一丝的不安分，就可以看到自己工作的结果，做出的决策也会立竿见影。而在大型企业就算是个上层人士也只不过是这台大机器的一个齿轮罢了。但可以确信的是他的一举一动比起那些身处小机构的人采取的行动和决定所带来的影响面要大得多。但其效益是缓慢、间接的很难立刻见分晓。在小型企业甚至是一家中型企业，你通常需要阅尽世事且被寄望在不需要太多帮助和指导的情况下干大量的工作。而在大的机构通常只教会你做好一件事。在小企业的危险是变成一个万事皆通却什么都不精的人。在大企业则会使人变得对了解的越来越了解而不了解的就越来越不了解。还有一件事要考虑：成为某一个知名集团的员工是否让你有很深的满足感-美国通用