经贸英语精读与翻译unit10.ppt

1、UNIT10 Leaders Today 当今领导者,summary,Despite leadership has been treated extensively in the past 30 years,it is experiencing a renaissance and almost became a focus in business literature.Some studies have been made to illustate the reasons.Organizations are striving to make leadership development mor

2、e than a series of isolated event .However, it will face several challenges.It seems that more and more companies tend to estimate workersperformance through leadership and use higher positions to incentive staffs morale.But that a focus on leadership is yield or will yeild better business result ha

3、s not been proved.,Over the course of the last 30 years, perhaps no subject has been treated so extensively in business literature as that of leadership. Despite this,leadership seems to be experiencing a renaissance as the focus of a myriad of books,articles,seminars ,and conferences.Why this rekin

4、dled interests in a topic that seems so well covered?We believe it is because an entirely new form of leadership is critical to the renewal and growth that are the what next?of reengineering and cooperate downsizing.,在过去的30年历程中，或许没有什么比领导力在商业文献中受到更为广泛的关注。尽管如此，领导力又重新受到关注并在各种书籍、文章、研讨会以及会议上被讨论。为什么会在讨论已经

5、足够透彻的话题上再次燃起兴趣呢？我们相信，这是由于一个全新的管理形式，对企业的更新和发展是至关重要的，而如何更新和发展，是企业再造和企业精简之后面临的下一个问题。,Perhaps nowhere is the need for redefinition so strong as in the cooperate finance organization,where business partnering and people skills are replacing number crunching as the most sought-after abilities .Visionary l

6、eadership will be the engine for this change.To better understand what causes such leaders to merge,the Finance Leadership council at Motorola ,joined with Arthur Andsersen to conduct a year-long study of leadership development practices at 19 organizations.,或许没有什么比公司财务机构更需要重新定义领导能力，因为其商业伙伴和员工技术作为最炙

7、手可热的能力正在逐步取代电脑处理数字技术。有远见的领导人将会是这种变化的推动力。为了进一步了解是什么导致了这种领导人的产生，亚瑟-安德森参加了在摩托罗拉开展的财务领导层会议，这次会议旨在19个机构中开展长达一年的领导发展实践研究。,We consciously look outside the finance organization for ideas ,says Edgardo Pappcena,partner in charge of Arthur Andsersen Business Consultings Change Enablement practice and leading

8、partner for the study.We had a strong belief that transformational insights would not be tied to function.Looking outside finance got us thinking more creatively.,负责促进安达信商业咨询公司的实现变革实践的合伙人，也是这项研究的领衔合伙人埃德加多.帕帕西纳说：“我们有意识地向外财政机构寻求意见。我们坚信，变革的洞察力将不会局限于职能部门，向财政部门以外看使得我们更富有创造力的思考。,To extend the teams thinki

9、ng further ,interviews were conducted not only with multinational cooperations that matched Motorola in size and global reach ,but also with other organizations that offered the potential for out -of-the -box insights. The goal of the study was to gain insights about: Processes for identifying and d

10、eveloping next-generation leadership.；,为了进一步拓展思维，调查者们不仅访谈了同摩托罗拉有着相当规模的跨国公司，而且还把另外一些富有独具慧眼潜质的组织列入范围。 这项研究的目标就是获取以下所要讲到的洞察力： 发现和培养下一代领导人的进程；,Environments that encourage the emergence or growth of leaders； Ways of measuring success in developing leaders. The study consisted of two parts:1)a series of h

11、our-long interviews with 19participating organizations；2）in-depth site visits with three of the companies;SmithKline Beecham,Royal Dutch Shell, and Levi Strauss that is actively promoting the current model of leadership while discouraging behaviors that do not conform to it, that companies will be a

12、ble to develop the kind of leaders they say they want.,这些人越来越多的被要求离开公司，尽管他们有实力迎合公司目标的需要。这是为了使交谈继续作出的妥协。而这有效的改善了现在的领导阶层的模式，而抛弃那些不遵守这点的行为。公司也将能够去发展那些他们想要的领导队伍。,There is an implicit assumption that a focus on leadership is yielding or will yield better business results, but no one can prove it. The rat

13、ionale for redefining leadership is closely tied to the changing business environment and the new rules of competition. Companies have forged ahead, designing initiativs that will produce leaders who will thrive under tihs new world order. But how can they tell whether their efforts are paying off?

14、Few have determined how they will ultimately measure success.,有一个隐含的假设，即重视领导能力就会产生效益或效益会产生更好的业绩，但没人能证明这一点。 重新定义领导能力的原理是紧密跟不断变化的商业环境和新的竞争规则联系在一起的。各公司继续着手制定措施来培养领导人，使他们能在新的世界格局下茁壮成长。但怎样才能判断出它们的措施是成功的呢？很少人能够确定他们最终将如何权量多少算成功。,Most organisations are measuring leadership initiatives in some way, such as t

15、racking the career progress of individuals who have graduated from development programmes. A handful of companies mention a somewhat counterintuitive indication of success: the frequency with which their people are contacted by corporate recruiters.,许多机构都在某种程度上衡量领导能力的积极性，例如记录每个人在完成发展课程后的职业进展。少数公司提到了

16、一个多少有点反直觉的成功后的迹象：他们的员工被猎头公司接触的频率。,Others suggest that an effective measure might be hit rates for filling management openings with internal candidates. In most cases, however, business results are cited as the ultimate measure of success, which underscores why many companies have a hard time letting

17、 go of top performers who do not exemplify leadership values but are very good at generating profits. But no one offered a method or formula for linking the impact of successful leadership development activities directly to financial,其他公司提议用内部候选人来填补管理空缺，这一措施是百分之百有效的。然而，在大多数情况下，业务结果被视为最终衡量的成功手段，这也解释了

18、为什么许多公司在该不该放弃顶尖领导者时面临的艰难抉择，他们善于创造利润，却不能体现领导价值。但是，没人能够提出一个方法或公式解释成功的领导能力的培养计划的效果跟财务业绩有直接联系。,Interestingly, budgets for leadership development are growing when many other corporate initiatives are being curtailed or closely scrutinized. This seems to reflect a sense that financial results will follow

19、investments in developing leaders and that spending money on leadership development is a no-brainer resource allocation decision.,有趣的是，当公司的其他培养计划正在减少或被仔细审查时，培养领导能力的财政预算却在增加。这似乎反映出从某种意义上说，财务业绩将会引入资金来培养领导人，而且这项举动不是一个明智的资源分配决策。,Organisations are struggling with two conflicting objectives: 1) to encoura

20、ge leadership behaviors in every member of the organisation, and 2) to identify and develop a chosen few to lead the company in the future.,许多机构正在努力解决两个互相冲突的目标： 1）鼓励组织里的每一个成员培养领导行为， 2）确定和培养一些少数被选中的人员能在未来领导公司。,Encouraging Employees to Seek Out Leadership Challenges Is an Important Way to Ensure That

21、Leaders Bubble Up. More than half the respondents pointed to performance appraisal and individual development plans as the primary means for encouraging employees to seek out leadership challenges. Others cited mentoring and instilling leadership values in individuals. Perhaps surprisingly, more tha

22、n a third said that no formal encouragement was needed in their organisation.,确保领导者能够不断涌现出来的一个重要途径就是鼓励员工找到培养领导能力的机会。 大半的回应者指出绩效评估和个人发展计划是作为鼓励员工找到培养领导能力的机会的最主要的方法。另一些人则指出给员工请名师作指导和向员工逐渐灌输领导者的价值也是主要手段。令人惊讶的是，超过三分之一的人指出，在他们的组织中并没有正式的鼓励政策。,郑碧丹 2090394,One such organisation said an increasing number of m

23、anagement vacancies gave people no choice but to accept positions of greater responsibility. Another said its part of our culture to seek out challenges, so no formal means of encouragement is needed.,有一家组织声称不断增加的管理人员的空缺，使得人们不得不接受这个职位所带来的更多的责任。另一家则称：“这是我们企业文化的一部分。就是为了能够找到机会。因此不需要正式的鼓励政策。,Use of the

24、Term Leader to Describe Both Senior Executives and Motivated and “Empowered” Employees at All Levels Causes Some Confusion. Most, but not all, of those with whom we spoke considered leadership development to be synonymous with executive development. Yet there was also the sense that leadership compe

25、tencies were critical for anyone in a managerial position, regardless of whether they were ultimately to become executives.,使用领导这个词同时形容高级行政人员和被授权的各层次员工会造成一些混乱。 那些与我们讨论过的大多数人考虑将领导能力的发展等同于行政管理的发展。然而，有个观念指出一个人能否坐上经理职位由他的领导能力所决定，并不管他根本上是否能成为行政人员。,Whats more, there is an increasing trend toward encouragi

26、ng everyone in the organisation to develop leadership skills and behaviors such as independent decision-making, risk taking, relationship building, and the ability to question and challenge. Nurturing leadership skills in the rank and file lies at the heart of the empowerment movement, which holds t

27、hat the only way for tomorrows organisations to remain competitive is if decision-making can be pushed down to the lowest appropriate level, where it is both informed and rapid.,甚至于，鼓励组织中的每一个员工提高他们的领导技巧和行为成为了不断发展的一个趋势，这些领导技巧和行为包括独立的决策制定、风险承担、关系网的建立，以及发现问题、抓住机会的能力。 培养员工的领导力和提出赋权运动的核心是未来保证公司竞争力的唯一方法，这个方法能够快速地将决策制定推向最适当的水平。,The paradox is that creating an environment where this is possible requires forceful leadership at the top: Without an executive who is able to create the appropriate environm