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[阅读小分队] 【Native Speaker每日综合训练—43系列】【43-20】经管 management

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发表于 2014-10-31 19:50:12 | 显示全部楼层 |阅读模式
内容:wensd1111 编辑:neverland1021

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本期主要以management为主。Obstacle 来自麦肯锡,Management intuition for the next 50 years。由于文章较长,截取了前半部分,感兴趣的童鞋可以自己上网阅读剩余部分内容。大家enjoy~

Part I: Speaker

The Art of Managing Science

Source: HBR IdeaCast
http://blogs.hbr.org/2014/08/the-art-of-managing-science/

[Rephrase 1, 14:07]

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 楼主| 发表于 2014-10-31 19:50:13 | 显示全部楼层
Part II: Speed



Less ‘we’, more ‘me’
by Brian Amble  |  16 Sep 2014

[Time 2]
Privacy is a universal, basic need. But after decades of open plan offices and an unrelenting drive for shared work spaces, the number one complaint from office workers is that a lack of privacy is undermining their ability to do their jobs.

Far from achieving the right balance between working in privacy and group activity, many organizations are driving their staff to distraction with frenetic and noisy open-plan spaces that undermine productivity and morale.

A survey of 10,000 workers across 14 countries by market researchers IPSOS has found that that 85 per cent are dissatisfied with their working environment and cannot concentrate. Almost a third (31 per cent) said that they have to leave the office to get work completed.

Almost seven out of 10 worked in open spaces or in a combination of individual and open space offices and on average, 86 minutes per person per day are lost to distractions.

Tellingly, almost all those surveyed (95 per cent) said that having the ability to work privately is important, but only four out of 10 said that they have that opportunity.

The survey also found links between employees’ satisfaction with their work environment and their level of engagement. Engaged workers were most satisfied with their work environment while the least engaged are also the most dissatisfied. The most satisfied and engaged workers said that their environment was one in which they could concentrate easily, work in teams without being interrupted and choose where to work within the office. They felt more relaxed, calmer and have a stronger sense of belonging.
[261words]

[Time 3]
“People not only expect privacy in their private lives, they want it at the office as well,” said Bostjan Ljubic, vice president of office furniture manufacture, Steelcase, which commissioned the research.

“For people to collaborate with their colleagues more effectively they need less ‘we’ time and more ‘me’ time than they are getting today.”

“The drive for collaborative working spaces was founded on getting people working better together,” he added. “It has been enormously successful and has delivered efficiency on a major scale but too much interaction and not enough privacy has reached crisis proportions, taking a heavy toll on workers’ creativity, productivity, engagement and wellbeing.”

But this doesn’t mean that open plan offices should be abandoned altogether, he argued. Instead, a balance needs to be struck between privacy and collaboration, with an ‘ecosystem’ of different spaces where employees can choose the level of privacy they require.

“What people are now looking for is choice and control in their workspace and that is now what is redefining privacy in the working environment”, Bostjan Ljubic said.

The findings are the latest to undermine the case for open-plan offices. A  2013 study from the University of Sydney Faculty of Architecture found that the costs of lost privacy and increased distraction in open-plan environments are not outweighed by any benefits in communication. “The argument that open-plan improves morale and productivity appears to have no basis in the research literature," the Australian team concluded.
[245words]

Source: management-issues
http://www.management-issues.com/news/6959/less-‘we’-more-‘me’/


Stress, engagement and productivity
by Brian Amble  |  05 Sep 2014

[Time 4]
Employees suffering from high stress levels have lower levels of engagement, are less productive and have higher absentee levels than those not operating under excessive pressure, according to new research from professional services firm Towers Watson.

According to Towers Watson’s Global Benefits Attitudes survey, levels of workplace disengagement significantly increase when employees experience high levels of stress.

“A third of respondents said they are often bothered by excessive pressure in their job. and this can lead to higher instances of disengagement and absenteeism, clear indicators of low productivity in the workplace,” said Rebekah Haymes, senior consultant at Towers Watson

The research found that almost six out of 10 (57 per cent) employees who claimed to be experiencing high stress levels also reported that they felt disengaged. In contrast, only one in ten employees claiming low stress levels said they were disengaged and half of this group claimed to be highly engaged.

“This clearly shows the destructive link between high levels of stress and reduced productivity,” Haymes said.

Levels of absence are also influenced by stress, the research found, with highly stressed employees taking an average of 4.6 sick days per year compared to 2.6 days for low stress employees. ‘Presenteeism’ - the act of attending work when unwell and unproductive - was 50 per cent higher for highly stressed employees with an average of 16 days per year versus around 10 days for employees claiming to have low stress.
[241words]

[Time 5]
Inadequate staffing appears to be one of the biggest causes of stress, with half (53 per cent) of employees naming it as a top cause of workplace stress. But significantly, few employers consider this to be a major problem, with only 15 per cent of senior managers acknowledging it as a cause of stress in their own organisation.

Conversely, a third (34 per cent) of employers thought technology that made employees available outside working hours was one of the top causes of stress but employees largely disagreed, with only eight per cent citing it as a problem.

“If business leaders want to promote a lower stress environment in their workplace it’s vital that they understand the real causes of stress in their organisation,” Rebekah Haymes added.

“These can be specific areas that are not immediately visible to management if good communication and feedback structures are not in place throughout the organisation. Without this, even the most well-meaning management team can find itself focusing energy and resource on the wrong areas.”
[172words]

Source: management-issues
http://www.management-issues.com/news/6954/stress-engagement-and-productivity/


If you want to be a leader, you need the right kit!
by Brian Amble  |  24 Apr 2014

[Time 6]
If you want to be seen as a leader, you need to portray the right image to other people. And these days, it seems that having the right gadgets is as important as wearing the right clothes.

According to a new study published in The Journal of Product Innovation Management, being tech-savvy is a key attribute of the 21st century business leader.

"Familiarity with and usage of new high-tech products appears to be a common manifestation of innovative behavior," says Steve Hoeffler of Vanderbilt University, who co-authored the reseach with Stacy Wood of North Carolina State University.

"Those who are tech-savvy are also perceived as authoritative on other subjects and as leaders."

In one part of the study, interviews were taped using actors who were categorized by their appearance and other factors.

"We taped them once where they took down a note using an old-fashioned calendar, then did another one where they whipped out an electronic calendar and did it that way," Hoeffler said.

When test subjects viewed the interviews, they overwhelmingly viewed the actors using the electronic calendars as being more authoritative.

Another experiment used resumes which were all similar except for hobbies, which were varied to signal whether the subjects were tech-savvy or not. Again, these candidates came out ahead.

Intriguingly, the study also revealed that women benefitted more from appearing to be tech-savvy than their male counterparts.

"This finding runs counter to the backlash effect typically found in impression management research in business settings," Hoeffler and Wood write. "Female job evaluations typically suffer after engaging in the same self-promoting impression management strategies that benefit their male counterparts."

But if you're a retro die-hard who still prefers a Filofax to an iPhone, the news isn't all bad. In fact possibly the most important message to take away from the research is that appearances are far more important than real ability. In other words, actually being able to operate your iPad really isn't all that important, provided you know enough to look reasonably competent.

"Just possession is 90 percent of the game," Hoeffler said. "And there are maybe 10 percent of situations where you have to display ability to use it."
[362words]

Source: management-issues
http://www.management-issues.com/news/6900/if-you-want-to-be-a-leader-you-need-the-right-kit/

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 楼主| 发表于 2014-10-31 19:50:14 | 显示全部楼层

Part III: Obstacle


Management intuition for the next 50 years
September 2014 | byRichard Dobbs, Sree Ramaswamy, Elizabeth Stephenson, and S. Patrick Viguerie


[Paraphrase 7]
Intuition forms over time. When McKinsey began publishing the Quarterly, in 1964, a new management environment was just beginning to take shape. On April 7 of that year, IBM announced the System/360 mainframe, a product with breakthrough flexibility and capability. Then on October 10, the opening ceremonies of the Tokyo Olympic Games, the first in history to be telecast via satellite around the planet, underscored Japan’s growing economic strength. Finally, on December 31, the last new member of the baby-boom generation was born.

Fifty years later, the forces symbolized by these three disconnected events are almost unrecognizable. Technology and connectivity have disrupted industries and transformed the lives of billions. The world’s economic center of gravity has continued shifting from West to East, with China taking center stage as a growth story. The baby boomers have begun retiring, and we now talk of a demographic drag, not a dividend, in much of the developed world and China.

We stand today on the precipice of much bigger shifts in each of these areas, with extraordinary implications for global leaders. In the years ahead, acceleration in the scope, scale, and economic impact of technology will usher in a new age of artificial intelligence, consumer gadgetry, instant communication, and boundless information while shaking up business in unimaginable ways. At the same time, the shifting locus of economic activity and dynamism, to emerging markets and to cities within those markets, will give rise to a new class of global competitors. Growth in emerging markets will occur in tandem with the rapid aging of the world’s population—first in the West and later in the emerging markets themselves—that in turn will create a massive set of economic strains.

Any one of these shifts, on its own, would be among the largest economic forces the global economy has ever seen. As they collide, they will produce change so significant that much of the management intuition that has served us in the past will become irrelevant. The formative experiences for many of today’s senior executives came as these forces were starting to gain steam. The world ahead will be less benign, with more discontinuity and volatility and with long-term charts no longer looking like smooth upward curves, long-held assumptions giving way, and seemingly powerful business models becoming upended. In this article, which brings together years of research by the McKinsey Global Institute (MGI) and McKinsey’s Strategy Practice1. we strive to paint a picture of the road ahead, how it differs from the one we’ve been on, and what those differences mean for senior executives as they chart a path for the years to come.

Forces at work

In an article of this length, we can only scratch the surface of the massive forces at work.2  Nonetheless, even a brief look at three of the most important factors—emerging-markets growth, disruptive technology, and aging populations—is a useful reminder of the magnitude of change under way.

Dynamism in emerging markets

Emerging markets are going through the simultaneous industrial and urban revolutions that began in the 18th century in England and in the 19th century in the rest of today’s developed world. In 2009, for the first time in more than 200 years, emerging markets contributed more to global economic growth than developed ones did. By 2025, emerging markets will have been the world’s prime growth engine for more than 15 years, China will be home to more large companies than either the United States or Europe, and more than 45 percent of the companies on Fortune’s Global 500 list of major international players will hail from emerging markets—versus just 5 percent in the year 2000.

The new wave of emerging-market companies now sweeping across the world economy is not the first. In the 1970s and 1980s, many US and European incumbents were caught unaware by the swift rise of Japanese companies that set a high bar for productivity and innovation. More recently, South Korean companies such as Hyundai and Samsung have shaken up the leading ranks of high-value-added industries from automobiles to personal electronics. The difference today is that new competitors are coming from many countries across the world and in numbers that far outpace those of past decades. This new wave will be far tougher on some established multinationals. The shift in the weight of the global economy toward emerging markets, and the emergence of nearly two billion consumers who for the first time will have incomes sufficient to support significant discretionary spending, should create a new breed of powerful companies whose global expansion will take place on the back of strong positions in their home markets.

Within those markets, the locus of economic activity is also shifting, particularly in China (Exhibit 1). The global urban population is growing by 65 million a year, and nearly half of global GDP growth between 2010 and 2025 will come from 440 cities in emerging markets. Ninety-five percent of them are small and medium-sized cities that many executives haven’t heard of and couldn’t point to on a map: not Mumbai, Dubai, or Shanghai, of course, but Tianjin (China) and Porto Alegre (Brazil) and Kumasi (Ghana), among many others. Hsinchu, in northern Taiwan, is already the fourth-largest advanced-electronics and high-tech hub in the China region. In Brazil, the state of Santa Catarina, halfway between São Paulo and the Uruguayan border, has become a regional hub for electronics and vehicle manufacturing, hosting billion-dollar companies such as WEG Indústrias.

Previously unknown cities are becoming significant economic players in many emerging markets, particularly in China.

Technology and connectivity

From the mechanization of the Industrial Revolution to the computer-driven revolution that we are living through now, technological innovation has always underpinned economic change and disrupted the way we do things. But today is different—because we are in the “second half of the chessboard.” The phrase comes from the story told by Ray Kurzweil, futurist and director of engineering at Google, about the inventor of chess and the Chinese emperor. The inventor asked to be paid in rice: a single grain on the first square, two on the second square, four on the third, and so on. For the first half of the chessboard, the inventor was given spoons of rice, then bowls, and then barrels. The situation changed dramatically from there. According to one version of the story, the cost of the second half of the chessboard bankrupted the emperor as the continued doublings ultimately required 18 million-trillion grains of rice, enough to cover twice the surface area of the Earth. Similarly, the continuation of Moore’s law means that the next 18 months or so will bring a doubling of all the advances in computational power and speed we’ve experienced from the birth of the transistor until today. And then it will happen again. We’re accustomed to seeing Moore’s law plotted on a logarithmic scale, which makes all this doubling look smooth. But we don’t buy computers logarithmically. As power increases, prices decrease, devices proliferate, and IT penetration deepens, aggregate computing capacity surges at an eye-popping rate: we estimate the world added roughly 5 exaflops of computing capacity in 2008 (at a cost of about $800 billion), more than 20 in 2012 (to the tune of just under $1 trillion), and is headed for roughly 40 this year.

Businesses and consumers will add roughly 40 exaflops of computing capacity in 2014, up from 5 in 2008 and less than 1 in 2005.

These extraordinary advances in capacity, power, and speed are fueling the rise of artificial intelligence, reshaping global manufacturing,3 and turbocharging advances in connectivity. Global flows of data, finance, talent, and trade are poised to triple in the decade ahead, from levels that already represent a massive leap forward.4 For example, less than 3 percent of the world’s population had a mobile phone and less than 1 percent was on the Internet 20years ago. Today, more than two-thirds of the world’s population has access to a mobile phone, and one-third of it can communicate on the Internet. As information flows continue to grow, and new waves of disruptive technology emerge, the old mind-set that technology is primarily a tool for cutting costs and boosting productivity will be replaced. Our new intuition must recognize that businesses can start and gain scale with stunning speed while using little capital, that value is shifting between sectors, that entrepreneurs and start-ups often have new advantages over large established businesses, that the life cycle of companies is shortening, and that decision making has never had to be so rapid fire.5

[1400 words]

[The rest]


Aging populations
Simultaneously, fertility is falling and the world’s population is graying dramatically (Exhibit 3). Aging has been evident in developed economies for some time, with Japan and Russia seeing their populations decline. But the demographic deficit is now spreading to China and will then sweep across Latin America. For the first time in human history, the planet’s population could plateau in most of the world and shrink in countries such as South Korea, Italy, and Germany.

Thirty years ago, only a few countries had fertility rates considerably below those needed to replace each generation (approximately 2.1 children per woman), comprising only a small share of the global population. But by 2013, about 60 percent of all people lived in such countries.6 This is a sea change. Germany’s Federal Statistical Office expects that by 2060 the country’s population will shrink by up to one-fifth and that the number of people of working age will fall to 36 million (from roughly 50 million in 2009). Thanks to rigorous enforcement of the one-child policy, the size of China’s core, working-age population probably peaked in 2012. In Thailand, the fertility rate has fallen from 6.1 in 1960 to 1.4 in 2012. These trends have profound consequences. Without a boost in productivity, a smaller workforce will mean lower consumption and constrain the rate of economic growth. (For more on these dynamics, see “A productivity perspective on the future of growth.”)
[236 words]

Source: Mckinsey
http://www.mckinsey.com/insights/strategy/management_intuition_for_the_next_50_years

文中加黑的1~5具体参考文献和说明如下,大家感兴趣看看哈~~
1、Formore, see Peter Bisson, Elizabeth Stephenson, and S. Patrick Viguerie, “Global forces: Anintroduction,” McKinseyQuarterly,June 2010; andYuval Atsmon, Peter Child, Richard Dobbs, and Laxman Narasimhan, “Winning the $30trillion decathlon: Going for gold in emerging markets,” McKinsey Quarterly, August2012.
2. Next year, the McKinsey Global Institute will publish No Ordinary Disruption: The Four Global Forces Breaking All the Trends, a book-length treatment of the issues in this article and relatedshifts under way in the global economy.
3.See Katy George, Sree Ramaswamy, and Lou Rassey, “Next-shoring: A CEO’s guide, ”McKinsey Quarterly, January 2014.
4.For more, see “Global flows in a digital age,” McKinsey Global Institute, April 2014
5.See Martin Hirt and Paul Willmott, “Strategic principles for competing in the digital age,”McKinsey Quarterly, May 2014.


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发表于 2014-10-31 20:49:14 | 显示全部楼层
真的好长的文章~谢楼主分享~辛苦啦
发表于 2014-10-31 22:19:04 | 显示全部楼层
TIME 2:1‘38’‘
nowadays, the modern work environment lack some privacy for workers. and many of them are complainting about it.  
the survey shows that a very few poeple work in an environment with privacy
and lacking privacy can affect worker's effciencies.
then research shows that the more people are satisfied with ther work environment, the more they are
engaged in their work.   

Time 3: 1'43''
people need privacy not only in privacy places but also in work offices.
we need to balance privacy and collabration, working in public places is helpful for coworkers to collaborate and discuss.   so cannot just abandon

Time 4: 1’44‘’
Time 5:1‘19’‘
discussing the reasons why workers feel stressful
one reason is inadequate staffing, the other one is technology that make worker avaliable outside of teh work hours
All in all, knowing the reasons is very important for managers to make a low stressful environment
Time 6: 2'44''

越障真的好长,待我休息一下,接着继续 ~~~~~
发表于 2014-10-31 23:11:11 | 显示全部楼层
obstable: 9'40''
读的好慢,也是醉了~~~~
compare with the past, the shifts nowadays happens so fast.
three forces that change the world economic are taken into consideration, emerging markets, technology and aging population
emerging markets contribut more to the economic growth than established markets did. and this trend is expected to continue in the future.   
although, the occurrence of emerging markets is not the first time, it occured in the past, but the differnce between past and now in terms of emerging markets is that it changes so rapidily now.   

the develoments of technology bring us power, speed and capacity.   
发表于 2014-11-1 07:37:03 | 显示全部楼层

Speaker
An interview with genetic pioneer who devotes to sequence human DNA
Q1: more quickly ,why do you think effective?  The goal is achievable and he has an extraodinary team
Q2: just begin,what kind of industry will use synthetic biology? large scale:supplement/reduce CO2/medicine/food
Q3: problems with government and other companies? nothing special: deliver goal in conversation with goverment
Q4: What kind of people he wants to hire? most are scientist who also can be manager: creative/self-motivating
Q5:What kind of leadership the man has? letting manger charge their own program
Q6:Is it hard to pull back?
Q7:What did he learn from some breakup? being fired and in transition.He thinks time is vital
Q8: What makes he so confident? The worst thing is not tring risks.No risk,no progress.
Obstacle: 5'46''
Managment intuition in the 50 year is irrelevant because the shifts at hand is much more significant when technology,emerging markets and aging population collide together.
Emerging markets will shift the economic gravity to east especially to China
Technology has been changing the world incredibaly
Aging population will constrain the thrive of economy.
发表于 2014-11-1 08:53:12 | 显示全部楼层
43-20
Time2
Staffs are not satisfied with working environment cuz they can not concentrate on working
Time3
Employees need a balance between privacy and communication and choose the level of privacy they require.
Time4
The destructive link between high level of stress and less engagement which leads to less productive.
Time5
The real causes of stress in work: inadequate staff and technology that make staff available outside working
Time6
Familiarity with the usage of latest high-tech makes u more likely a leader. Even only possession makes u more authoritative.

Obstacle
Manager intuition for the next 50 years:
Emerging markets play more important economic role in the world.
The destructive technology is like the "second half of the chess board " which will
The aging population all over the world is becoming severs
发表于 2014-11-1 10:33:31 | 显示全部楼层
【time 1】13'13'80'''
this talk is about a interview of a famous DNA researcher. and the interviewer asks questions such as why his team is successful,
how he hires people and manage people, and what he learns from his work.
the main reason leading his team successful is that they believe their goal is achievable and reasonable.
he finds that people more satisfy to work in multinomial team with a goal than by themselves.
concerning the quality of hiring people, he says that he prefer to hire people who are creative, flexible, challengeable, and self-motivated.
that is they like large goal, accept challenges, and want to make significant difference.
his most difficulty is that he lacks of passion but he can get it from great people in his team.
and his secret of success is that he believe himself and his own process. he learns much in early age and likes to take risk.

【time 2】2'10''25'''
the data shows that most people complain that they did not have a privacy in working place and always distract by noise from others.
the more the employees satisfy their working environment, the more they are engaged in.
these satisfied and engaged employees indicate that they prefer the working environment that can give them more privacy.

【time 3】2'12''19'''
researches show that working place should balance the privacy and public place, for less privacy may lead to less creativity, productivity and efficiency, but no public place also have an impact to collaboration.
the company should give workers to choose the level of privacy of working place by themselves.

【time 4】1'51''79'''
the data show that when workers feel stressed out, they will likely unengaged in work and have a high absence.
several research data show the same result. and researchers conclude that work stress causes unengagement and absence.

【time 5】1'39''21'''
this part talks about the possible cause of stress from both employees' perspective and employers' perspective.
employees take inadequate staffing is the cause to their working stress, while employers disagree with it and hold the point that the technology outsider the working hour is the cause.
researcher says that the communication is needed for solving the problem.

【time 6】3'
the research finds that the appearance of people is more important than their real ability.
in the experiment, the actor was more likely to consider like a leader when he equipped an electronic calendar than when he took a old-fashion calendar.
also, the result shows that female bear a higher influence of appearance than male. that is if female is tech-savvy, they benefit more than male from these high-tech instrument.

【time 7】15'38''52'''
this article is so abstract, so I even do not know how to grasp the core.

the article first recall the development of the world since the McKinsey launched.
Then three parts follow the beginning.
the first is the dynamism of emerging marketing. decades ago, it is Japan that begin to boom. then now is China, with its steadily increasing GDP.
taking China for example, the map drawn from the GDP of major cities shows that many new cities boom quickly.
the second is the technology and connectivity. as a management of Google says that technology is no longer the most crucial factor for development.
other factors such as capacity, power, and speed. then taking rice as an example, but I do not know the meaning.
the third is aging. the whole faces the problem of aging except emerging marketing such as China, Latin American..
今天的越障好抽象,看完之后脑袋一片空白~~
发表于 2014-11-1 10:39:02 | 显示全部楼层
T2        261        86        182.09         a lack of privacy is undermining employees' productivity. a survey found the link between employees' satisfaction with work environment and the level of engagement
T3        245        83        177.11         people not only expect privacy in their private lives but also want it at the office. open-plan offices don't improve the morale and productivity.
T4        241        74        195.41         employees who suffer higher stress levels have lower levels of engagement and absentee levels and are less productive.
T5        172        47        219.57         lack of staff appears to bethe biggest cause of stress.
T6        362        156        139.23         tech-savvy is a key. researchers conducted  2 experiments and found that the result was opposite ot the blacklash effect
OB        1400        547        153.56         the world's economic center has shifted from west to east. there are 3 key factors: emerging-markets growth, disruptive technology and aging populations.
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