【Native Speaker每日综合训练—30系列】【30-04】经管

olivia瓜瓜

Official weibo: http://weibo.com/u/3476904471
周三贴又到了，2014年第一篇阅读，瓜瓜在这里祝各位来年GMAT拿750，offer滚滚来~~~
今天电脑出了些小毛病，抱歉给大家来晚了。enjoy~~

Part I: Speaker

Article 1   
What adults can learn from kids                 

[Rephrase 1]

[speech , 8：08]
mp3:
text:

Source: TED  or Youku
http://www.ted.com/talks/adora_svitak.html
http://v.youku.com/v_show/id_XMTY2NTMwMjA4.html

olivia瓜瓜

Part II:Speed

Article2   

Get Out of Your Comfort Zone: A Guide for the Terrified

[Warm up]

No one likes to move beyond his or her comfort zone, but that’s really where the magic happens. It’s where we can grow, learn, and develop in a way that expands our horizons beyond what we thought was possible.
Also, it’s terrifying.
For me, operating beyond my comfort zone was participating in classroom discussions in college. Early in my career, it was public lecturing and participating in departmental meetings. I knew I had things to say, but was very unsure if they were worth saying.
And you know what? I didn’t say a word in nearly all of my undergraduate classes, and uttered very little in professional meetings at for a long time. From talking with others about their own unique fears and challenges, I’m sure I’m not alone.
Fast forward 20 years, and I am now in the interesting position of teaching and coaching others to operate outside their comfort zones. So in this new year, how can we get the courage to take this leap — and develop the skill and ability to actually pull it off?
[191 words]

[Time 2]
Tip 1: Recognize When You’re Tricking Yourself
When I was afraid of participating in meetings or in class, I would rationalize away my discomfort. I’d tell myself quite convincingly that, “Participating just isn’t that important.” Now, in my position helping others to operate outside their comfort zones, especially outside of their cultural comfort zones, I hear similar rationalizations: “Networking isn’t that important; it’s the quality of your work,” or “People who network are slimy or full of themselves, and I’m not like that.”
These statements may be true, but they also may be masking the reality of the situation: that you are afraid of networking or public speaking and can’t get yourself to admit it.
So ask yourself this question:  If you didn’t experience any anxiety at all in your chosen situation — if it were completely comfortable and stress free — would it be something you’d like to be able to do?  Would it be exciting?  Would it help your career?  If the answer is yes (and be honest!), it’s probably fear that you’re grappling with — and that’s OK.  In fact, it’s great to recognize that so you can move onto the next step in the process, which is to use your power of rationalization for instead of against you.
Instead of rationalizing why the behavior is something not worth performing, actively brainstorm all the reasons why it is worth performing.  How can taking the leap and starting to work on performing this tough, but key behavior advance your career, give you chances to grow and learn in exciting ways, or whatever other goals you happen to care about?
Answering these questions honestly will actually give you great fodder for moving forward. Understanding why you want to take this leap and what’s in it for you is a wonderful motivator.
[327 words]

[Time 3]
Tip 2: Construct a Plan That’s Unique to Your Situation
Taking a leap without a plan is bold, but unwise.  And without a strategy for how you are going to actually make this change, you’ll likely end up just where you started. So what kind of strategy should you use?
In my work helping people move outside their comfort zones, I help people clearly and specifically identify what is most challenging for them in a particular situation, and then I provide a set of tools to help them develop a solution for overcoming these particular challenges.
The system I use in scary situations is predicated on the idea that there is no single perfect way to perform the particular behavior you’re working on, be it networking, participating at a meeting, or simply learning to make small talk.  Rather, in most situations, you can find a way to customize or personalize your behavior so you are effective in the new situation while not feeling like you’re losing yourself in the process.
Let’s say, for example, that you’re an introvert who simply dreads the idea of schmoozing with a group of strangers at a networking event.  In fact, you’d rather skip the event altogether. I know many people in this situation (myself included) and my advice to them — which is similar to the advice Susan Cain gives in her path breaking work empowering introverts to thrive in an extraverted world — is to resist the idea that there is one single way to perform at these events. Yes, for some people it’s natural to do classic, prototypical networking behavior. But for others it’s not. And if that’s you in whatever situation you’re working on, tweak the situation to your liking.
So, in the networking context: instead of feeling pressured to meet everyone in the room, focus on one or two people you seem to hit it off with, and actually try to get to know them. Or, if this type of conversation isn’t for you, especially in a noisy, crowded room, focus instead to making initial contacts at the event with the ultimate goal of arranging follow-up conversations in a more comfortable setting, like over coffee or even on the phone.
The point is that instead of being overwhelmed by the situation, you can take control of it and make it your own. That’s the power of customization.
[411 words]

[Time 4]
Tip 3: Find a Mentor or Coach
Even with a solid plan and a revitalized sense of purpose, a good source of help, courage, inspiration, and feedback can seal the deal. It can be a professional coach, but doesn’t have to. A thoughtful and encouraging colleague or friend can also do the trick.
For example, a mentor can help you identify gaps between how you’d naturally and comfortably behave and how you need to behave in the new situation to be effective.  A mentor can also then help you customize your behavior to find that sweet spot blending effectiveness and authenticity.  Finally, a compassionate and encouraging mentor can help you persevere when the going is tough — and when you’re operating outside your comfort zone, in situations that really matter, that’s almost inevitably going to be the case.
So when it comes to getting outside your comfort zone, don’t mistake magical outcomes for magical processes. Adaptation takes time, effort, strategy, and determination. But with a solid plan in place and the courage to take it forward, your results can be extraordinary.
[181 words]
Source : HBR
http://blogs.hbr.org/2013/12/get-out-of-your-comfort-zone-a-guide-for-the-terrified/

Article3

Accidentally Pay Rise：A new way for motivation    

[Time 5]

With compensation budgets still suffering a post-recession hangover, and the average U.S. salary hike hovering around 3% a year, compensation strategy has become a hot topic. How do you design a pay plan that motivates people to do their best work? A new study by three Harvard Business School researchers suggests a novel answer: Shortly after you hire new workers, give them a raise.
    "Previous research has shown that paying people more than they expect may elicit reciprocity in the form of greater productivity," notes Deepak Malhotra, a Harvard business-administration professor who worked on the study. What he and his colleagues found, however, was that the connection between more pay and extra effort depends on presenting the increase "as a gift -- that is, as something you've chosen to do purely as a nice gesture, with no strings attached."
    Malhotra and his team studied 266 people hired by oDesk, a global online network of freelancers, to do a one-time data-entry project for four hours. All of the new hires were people in developing countries, for whom hourly wages of $3 and $4 were higher than what they had been making in previous jobs.
　　The researchers split the group up into three parts. One group was told they would earn $3 an hour. A second group was initially hired at $3 an hour but, before they started working, they got a surprise: The budget for the project had expanded unexpectedly, they were told, and they would now be paid $4 an hour. The third group was offered $4 an hour from the start and given no increase.
[266 words]

[Time 6]

Even though the second and third groups were ultimately paid the same amount, the second group worked harder and produced more -- about 20% more -- than either of the other two. People in the second group also showed the most stamina, maintaining their focus all the way through the assigned task and performing especially well toward the end of the four hours. Interestingly, the more experienced employees in the high-performing group were the most productive of all, apparently because their previous work experience led them to appreciate the rarity of an unexpected raise.
Contrary to conventional wisdom, Malhotra points out that higher pay, in and of itself, didn't boost productivity: People who made $4 an hour from the outset worked no harder than those who were hired at $3 and were then paid $3.
To get the most impact from their pay plans, he adds, companies might consider not only what to pay new hires, but when to pay it.
"The key thing is how you present [the reason for an increase]," he says. Doling out extra money could boost productivity most "if you make it clear that the pay raise is something you're choosing to do just because you can. Our theory is that people will reciprocate. If you do something nice, they'll do something nice back."  
[219 words]  

Source :Fortune china
http://www.fortunechina.com/management/c/2013-11/28/content_185715.htm

olivia瓜瓜

  Part III: Obstacle

Article4

The Nature Of Management Issues

[Paraphrase 7]

Despite their great complexity, modern business organizations, large or small, all tend to have one singular objective: to be profitable. Certainly different businesses have different specific goals, but any business that remains in the red for any length of time will eventually cease to exist, and it will then be unable to pursue any specific goal whatever. So in characterizing the nature of management issues, we cannot ignore the central question that arises about any claim or proposal: How will this affect profitability?

Given this fundamental point, business issues naturally involve considerations of strategy rather than problems for timeless contemplation. Individual managers often move from one organization to another, one day being concerned with the sales of automobiles, the next with trying to arrange to build weapons for the Department of Defense. Although the details of each endeavor may be quite different, the manager is still faced with the same issue: How will acceptance of any proposal contribute to the economical operation of the organization? And how does it compare with other coexisting proposals? In large measure, managers are not charged to inquire about the value of selling cars or the importance of building weapons.

The organization typically does not require managers to think deeply about the question, How will selling more cars (or building weapons) make better children? Just as a military leader is required to develop strategies for pur­suing policies already decided by the government, rather than spending time contemplating the merits or demerits of those policies, so the business manager is required to devise strategies for operating the organization economically and profitably, within the framework of whatever organization he is serving.

Given the competitive environment of most business, this analogy with the military can be carried further. For the strategist, the primary issues concern matters of fact. The soldier needs intelligence: Where are the enemy, what is their strength, what are their plans, what is their frame of mind? The soldier also needs data about the friendly forces: What are the comparative capabilities of our weapons? What are the strengths and weaknesses of our forces? Only once reliable data are available can strategies be set. The business manager-as strategist­ also deals with issues of fact: What is the position of our competitors? What are the sources of our raw materials? What is happening in new technology? What organizational problems do we have? Which markets are growing and which declining? What is the availability of capital? What new lines are our competitors developing? How well are our own products competing? Working with factual estimates about all these matters, the business manager can then turn to strategic issues:

If we add a new product, will it sell?
If it sells, will our competitors counter?
If so, can we spend additional money on advertising so that sales will increase enough to make it worthwhile?
If we invest in a new plant, will it eventually lead to greater profit?
If we acquire a new addition to our company, will it pay off in the long run, or in the short run, or not at all?

Obviously the critical task for a manager is to make claims involving reliable projections into the future. (Such claims are comparable to a political claim that if some law is enacted, certain predictable outcomes will come to pass.) The manager, however, is required to make more specific projections than the politician, and his predictions are subject to much more immediate evaluation. When a man­ager argues for the adoption of any specific policy, she or he must state clearly just what the expected consequences will be for both initial and ultimate productivity, or sales, or overall performance, and just what contribution it will make to the organization as a whole.

The business manager and the legislator are comparable in one other respect. Both of them make substantive policy decisions subject to budgetary constraints. (In the running of any large-scale organization, the two ultimate scarce commodities are time and money.) These money decisions constitute the most potent measure of modalities, and the allocation of money to various elements in a business organization is a continuing management problem. Any decision to go into a new product line will initially mean less money for established lines. If the new product does not initially sell, it will be necessary to choose: Should one put still more money into advertising, packaging, marketing, and production facilities, or should one write the new line off as a loss and save the money for more successful lines? However attractive a proposal may be in technical terms, the man­ager must face the question of how the resulting expenditure can be justified to the board of directors or the shareholders.
[808 words]

Source:Ecocn
http://www.ecolion.cn/thread-197054-1-1.html

Changpoyu

1楼？终于来了。     感謝

Day 2014.1.2
555555~补
Warm-up: 1'07"33
The writer use his own experience tell us about the comfort zone and we can learn that he is a teacher or coach now who teach other about find themselves comfort zone
Time 2:2'07"65
It is the first tip, the author encourage us to recognize when we find some rationalization for ourselves fear or other emotion ,it is track ourselves ,author hope we can ask ourselves serval question to cheer we up
Time 3:2'56"92
The second tip,when we work with stranger what we can do to make us join in like manage to make friend with the people you seem to hit it off with, our you do not want join in you can pay attention in other place
Time 4:1'22"82
He told us that we should find a coach who can help us with customize and personally behavior and these coach can bring more advantage to you. In the end he hope us find ourselves comfort zone, but I do not really understand what it is
Time 5:1'42"97
How can me inspire people work more hard? The researchers tell us that people will be influence by the expect salary about will be encourage when the get more than they expecting
Time 6:1'37"74
The research result and the conclude that people will more effective when the can get unexpected raise which under the control of their ability
Obstacle
8'16"87
Manger in his career will meet a bit of difficult .
1.This paragraph is used to introduce the central opinion that the manger is the people who have to consider the profitability.
2.Actually the manger can consider little ,for he has been required a lot
3,4.An analogy between the military ,the enemy the soldier with the commercial ,the merchant the businessman.
5.The manger's work and duty ,may be not easy ,for they need do some predict.
6.The mangers also should think about the operate of his firm and the allocation of money ,for that money and time is important for a company
From this article ,we see a aspect of the manger ,they have they own stress ,if you want to be a manger ,work hard and start trill your skill from  now
頭一次登上一樓，一定好好把握，雖然too late
changpoyu

dancingwind990

占座~~ 哈哈
感谢瓜瓜！

[tr] [/tr]
[tr] [/tr]
[tr] [/tr]
[tr] [/tr]
[tr] [/tr]
[tr] [/tr]

Speaker

Children  can make contributions to the world, while adults are used to underestimate  the children's abilities. Sometimes, they don't trust them.

To support her idea, Adora cited the fact that sometimes  children have the ability to do adult's job. Moreover, she pointed out that  the world needs new ideas and children are not bound to life and work, so  that they can creat good ideas. And she also claimed confidently that  children are the leaders of tomorrow.

Time 2  1'50"

The author mentioned that people need to overcome themselves and  work out of the comfort zone. The comfort zone is actually the field where  you are afraid of doing, e.g. speaking publicly, socialsing etc.

To make the  first step out, you need to ask yourself a question: how can this help me  with my life, career and study?

Time 3  2'21"

The author  suggested that a goal without plan and strategy is worthless. Therefore,  people should find out their individual way to work it out.

To demonstrate it, the author gave an example of expanding  networking. As some people are afraid of socialising(author included),  instead of talking to many people, those shy persons can focus on only one or  two of attenders, and furthermore, find a comfortable place to chat.

Time 4  1'02"

The author  also suggest people to find a mentor or coach who will give you feedback and  other useful information.

Under a good  plan, effort and determination, the result can be extraordinary.

Time 5 1'20"

According  to the study conducted by HBS, the productivity improved most by rising the  salary out of worker's expectation-like a gift.

In this study, the researcher divided the examiners into three  groups.The first group was told they would earn $3 per hour. The second group  was told to be paid by $3 per hour at first, but the payment increased to $4  before they actually working.

The third  group was told to get payment of $4 at the first moment.

Time 6  1'14"

The result of the study was interesting. The productivity of the  second group is more-about 20% more-than either of the other two groups. The  first and third groups provide the similar productivity, no matter that the  third group got more pay than the first. That means, high salary doesn't  boost productivity, while it's the time when the boss rise the salary that  decide the productivity.

Obstacle  5'02"

The main purpose of an organization is to make profit. Under  this premise, the manager of a company has no resposibility to consider the  merits or demerits of the business, instead, he/she should think about the  performance of a project in the furture.

Meanwhile,  make planing within the budget, usually time and money, and find a way to  convince the broad of directors.

疏离无罪

占        楼上新面孔嘛。感谢瓜瓜
实习完回来补作业，累觉不爱。 今天的speaker太牛了，膜拜

Speaker:Adults should learn from child.Children have ideas and inspring aspiration without limition and burden.But the age-discriminatroy always exists.Adults and children should be recipical,but the worse condition is that adults expect low to children and limit their ability.Childen shuould be given opportunirty to be succesful.

01:22
Tips to get out of your comfort zone:1 ask yourself whether you are tricking yourself and whether this behavior is worth performing.

02:09
2 Make a suitable plan for yourself.In the newworking,you should try to take control of the situation instead of scaring it,and make this a custom.

01:02
3 find a mentor or coah to help you.  Thie process need time ,effort and strategy.

01:20
Give employees a surprise of rsing pay without strings may be a better motivation.An experiment was made about this.

00:54
The experiment showst that it is the raise of pay instead of the pay itself that motivate emplpyees.The company should consider about when to pay new hires to raise productivity.

04:36
Main Idea:the taks of managers
The goal of all of companies is to amke profit.Mangers are required to devise strategy that can make the company more profitable.They do not need futher thoughts.
Managers is just like military.They just need to operate the organization economically and profitably, within the framework of whatever organization they are serving.
But as soldiers need intellenges and data,the mangers also need this.They need to make claims involve reliable projection and continuning management about this last decision.

sherlock1992

thx, Olivia !

Speaker:
make a comparison between adults and children about what they have done to this world.->age has absolutely nothing to do with what a person, whatever a child or a adult, can do.-> restate irational thinking and give a new perspective that this world needs certain types of irational thinking.->adults should start to learn from children as a way to accumulate wisdom->adults and children should learn and understand reciprocally.->the reality is adults often underestimate children's ability.->adults should create more opportunities for kids in order to make these children better future adults.

Speed:
52''
1'41''
2'07''
1'03''
3'01''<5&6>

Obstacle-5'06''
MI: the analogies of management issues and military issues.
Profitability is the baseline of existance of business organizations. This point is analogy with military issues. Management issues and military issues both prioritize execution rather than deep reason of a policy. Further, we both make decisions based on matters of fact and face budgetary constraints.

小鱼上树

@dancingwind,首页用来打招呼实在是太浪费了~新队友好

30-04

Speaker

When people get scared, they put limitation on it-we don’ttrust children and call them childish, while they actually have some betterideas because they believe in perfection-lend the ear and hear what they haveto say

2 327 1min43

Stop lying to yourself and admit there is benefit tosocialize and say it loud-that is a motivator to leap out of the comfort zone

3  411 2min04

Jumping out from the comfort zone is bold and probably won’tsucceed. Make a plan and customize the situation so that you won’t loseyourself. Be you and make the situation fit your liking

4 181 43s

Seek help from a friend-let the mentor guide you, encourageyou, give you feedback and keep you company-pushing the comfort zone is a stepto become extraordinary

5 266 1min27

6 219 1min

kimwang53

1.39
sometimes you just afraid of doing things. ask yourself a question: if you are stress free, would you like to do it? rathionalize why the behavior is sth worth doing.
2.14
learn to take control of the situation. you can talk to the person you feel good or make your own appointmwnt.
43
a mentor is important to get you out of your comfort zone.
1.33
compansation issue is a hot topic now. the question is how to motivate people.
a research divided hundreds of people into three parts, using the expected paid and real paid to test the
performance of people.
1.12
the key is how you present.people will be motivated if you make them feel their paid is raising.
5.19
the goal of a business is to be profitable.  central question: How will this affect profitability?
managers are like soilders that all of them are in their war and they need to know themselves and the enemies.
managers are like legislators.

Elisha728

1;38
1:31
0.18
1:05
0:49

PART TWO
2:39