5.(题库40题;3次) “With the increasing emphasis on a global economy and international cooperation, people need to understand that their role as citizens of the world is more important than their role as citizens of a particular country.”
“随着对全球经济和跨国公司的关注增加,人们需要理解他们作为世界公民的角色比作为一个特定国家的公民的角色更重要。”
1. 两者并不是完全对立的环保
2. 事实上两者可以相互促进一个人在一个国家做慈善工作很可能也会有一天为别的国家的人服务
3. 当两者冲突的时候哪个更重要取决与不同的情况。
代替取代supersede compatible be compatible with... citizenship domain This one person would be acting consistently as a citizen of community, state, nation and world.admittedly conflicting obligation arise dual Admittedly, conflicting/clashing/discordant obligations sometimes arise as a result of our new dual citizenship.obligatory In sum, although our "dual" citizenship may at times lead to conflict, one role need not automatically take precedence over the other. more often than not The relationship between the two roles is, more often than not, a complementary one, and can even be synergistic. synergistic coactive complement complementary supplement
1. 有时, 很多问题是全球性的,需要世界公民的角度考虑,而非只站在一国角度. 比如,环境问题, 能源问题, 等等. 人们应该为整个地球负责任,而不仅仅是为了一个民族或国家. 因为, 如果是后者, 则很有可能只解决自己的问题, 而把危害转移到别的国家. shift the burden and threats from one nation to another…比如: 出口垃圾,比如大量进口发展中国家的木材.虽然自己的国家暂时解决了问题,但长远看, 没有国家孤立地存在, 不能short-sight and narrow mind, 因为interdependent.
2. 但这不意味着人们就要discard or weaken their role as citizens of one nation. 其实两者并不是incompatible, 更多时候, 可以作为complementary one—and can even be synergistic.比如the preservation of traditional culture, 人们作为一国公民,保护自己独特文化的同时, 实际上也为全球的diversity of culture作出了positive effort. 比如, 为一个国家的public service付出努力的同时, 很可能激发起公民的社会责任感和compassion and responsibility, 参与到国际public service 中, 比如很多charitarian就开始从对本国的慈善事业subsidize the school in one nation也激发起对attention to the education in the international scope.
View1: people’s role as citizens of the world is become more and more important in the modern society.
View2: Without the awareness of being citizens of a particular country, people will find no roots to behave on the stage of the world.
View3: these two roles, national and international, are not mutually exclusive alternatives. They can be properly combined.
With the growth of the global economy and the need for international cooperation, every human being has assumed a role as citizen of the world. Does this mean that our roles as citizens of our respective nations are thereby superseded by our role as world citizens, as the speaker suggests? Not at all. Good citizenship at one level is often compatible with good citizenship at another. In fact, being a good citizen in one social domain can help one be a better citizen in another.
Good global citizenship is not incompatible with good citizenship at other levels. Consider, for example, one’s efforts as a citizen to preserve the natural environment. One particular person might, for example: (1) lobby legislators to enact laws preserving an endangered redwood forest, (2) campaign for nationally-elected officials who support clean air laws, and (3) contribute to international rainforest (n. 雨林) preservation organizations. This one person would be acting consistently as a citizen of community, state, nation and world.
Admittedly, conflicting obligations sometimes arise as a result of our new “dual” citizenship. For example, a U.S. military official with an advisory role in a United Nations peace-keeping force might face conflicting courses of action—one that would secure U.S. military interests, and another that would better serve international interests. However, the fact that such a conflict exists does not mean that either action is automatically more obligatory—that is, that one’s role as either U.S. citizen or world citizen must invariably supersede the other. Instead, this situation should be resolved by carefully considering and weighing the consequences of each course of action.
Moreover, being a good citizen in one social context can often help one be a better citizen in another. For example, volunteering to help underprivileged children in one’s community might inspire one to work for an international child-welfare organization. And inculcating civic values—such as charity and civic pride—may give rise to personal traits of character that transfer to all social domains and contexts.
In sum, although our “dual” citizenship may at times lead to conflicts, one role need not automatically take precedence over the other. Moreover, the relationship between the two roles is, more often than not, a complementary one—and can even be synergistic.
6.(题库33题;1次)“People are likely to accept as a leader only someone who has demonstrated an ability to perform the same tasks 33. “People are likely to accept as a leader only someone who has demonstrated an ability to perform the same tasks that he or she expects others to perform.”
Discuss the extent to which you agree or disagree with the opinion stated above. Support your views with reasons and/or examples from your own experience, observations, or reading.
“人们只愿意接受这样的领导:他能完成他要求其他人完成的任务。”
1. 人们不会尊重一个不能完成他要求别人完成的任务自己却不能完成的领导。这是人之常情,人们通常都只会欣赏和尊敬比自己优秀的人,而不喜欢被一个不能完成任务却命令自己去做的人心存敬意。例如克林顿总统当commander-in-chief 的时候,由于众所周知他曾经逃避兵役,很自然的下级军官和士兵都不是很尊重他。
2. 人们不信任一个自己完不成任务却要求别人去完成的人。仍然举克林顿总统的例子。由于他逃兵役被视为没有能力,下级都对他的决策心存怀疑,这也就潜在的导致了执行上的不尽心不尽力。
3. 诚然是否能完成自己交给别人的任务并不是衡量一个leader重要指标。可能领导能力、,组织能力、运筹能力更为重要,但是我们不能忽视人们心理上的看法,尽管它可能并不合理但它确实是存在的。
normal human feelings admire adore respect superior to evade escape military service subordinate soldier be doubtful of be suspicious of execution implement admittedly true potentially evaluate index leadership psychological psychology psychologic psychologist exist subsist ...in ... serves as a fitting and public example
1. 诚然,如果在其领导的领域内几乎一窍不通,一个领导很难得到下属的信任和支持,会被看作layperson. 比如,人们无法想象一个不具备任何电脑知识的人,该如何领导一个庞大的IT企业,比如MICROSOFT在激烈的市场中竞争。
2. 但是,这是否意味着作为领导,必须要有能力完成每一项他要求下属做的事呢?这个问题,与领导和员工的真正作用有很大关系!首先,领导的职责是制定长期的发展方针,并且保证这个方针的贯彻执行,adhere to their strategic plans不被偏离。组织员工共同合作完成任务。on the other hand, 员工的作用是各司其职,更加具体的specific task.
3. 从以上两种职责不难看出,领导与员工起到significantly different functions,让领导完成每一个subordinate要做的工作,unfair的。比如,不能blame a CEO for lacking the skills of typing。要对下属做的事有很好的了解,但不一定都要做。否则,领导就失去了意义,成为了一个全能的工人。omnipotent worker with all kinds of skills.
View1: It is human nature to admire then follow someone who is more competent than themselves.
View2: But a feature of a good leader is to organize people with different specialities together and let them perform as a whole. It is too ideal to expect the leaders to have all the specialities of his subordinates.
People are more likely to accept the leadership of those who have shown they can perform the same tasks they require of others. My reasons for this view involve the notions of respect and trust.
It is difficult for people to fully respect a leader who cannot, or will not, do what he or she asks of others. President Clinton’s difficulty in his role as Commander-in-Chief (n. 总司令) serves as a fitting and very public example. When Clinton assumed this leadership position, it was well known that he had evaded military service during the Vietnam conflict. Military leaders and lower-level personnel alike made it clear that they did not respect his leadership as a result. Contrast the Clinton case with that of a business leader such as John Chambers, CEO of Cisco Systems, who by way of his training and experience as a computer engineer earned the respect of his employees.
It is likewise difficult to trust leaders who do not have experience in the areas under their leadership. The Clinton example illustrates this point as well. Because President Clinton lacked military experience, people in the armed forces found it difficult to trust that his policies would reflect any understanding of their interests or needs. And when put to the test, he undermined their trust to an even greater extent with his naive and largely bungled attempt to solve the problem of gays (<美俚> 同性恋者, 尤指男性同性者) in the military. In stark contrast, President Dwight Eisenhower inspired nearly devotional trust as well as respect because of his role as a military hero in World War II.
In conclusion, it will always be difficult for people to accept leaders who lack demonstrated ability in the areas under their leadership. Initially, such leaders will be regarded as outsiders, and treated accordingly. Moreover, some may never achieve the insider status that inspires respect and trust from those they hope to lead.
that he or she expects others to perform.” |