考研英語(yǔ)美文賞讀（43）：公司領(lǐng)導(dǎo)太多到底是好是壞？

　　摘要：考研英語(yǔ)作為一門(mén)考研公共課，雖然大家都學(xué)了英語(yǔ)十幾年，卻仍經(jīng)常有總分過(guò)線掛在英語(yǔ)上的情況，因此英語(yǔ)復(fù)習(xí)不單單是單詞、做題。閱讀作為考研英語(yǔ)的大頭，僅僅做考研真題或許沒(méi)法滿(mǎn)足你的閱讀量，因此幫幫之后會(huì)不定時(shí)推出一篇英文美文，這些文章都與考研英語(yǔ)閱讀同源，多讀必有好處。

　　?Who’s the boss？ Many workers say they have more than one， and that’s causing frustration and confusion in the office.

　　誰(shuí)才是老板？許多員工表示自己的老板不止一個(gè)，讓人困惑，令人沮喪。

　　More than two-thirds of employees around the world say they have to consult with more than one boss to get their jobs done， according to a Gartner survey， and nearly as many waste significant amounts of time waiting for guidance from senior leaders.

　　Gartner Inc. 的一項(xiàng)調(diào)查結(jié)果顯示，在來(lái)自世界各地的受訪者中，逾三分之二的公司職員表示自己在完成工作任務(wù)時(shí)必須向不止一個(gè)老板征詢(xún)意見(jiàn)，而認(rèn)為自己在等待上級(jí)領(lǐng)導(dǎo)指示時(shí)，浪費(fèi)了大量時(shí)間的職員占比也接近這一水平。

　　The lack of clear goals has caused some employees to try to manage their managers.

　　由于缺乏清晰的目標(biāo)，部分職員必須反過(guò)來(lái)嘗試“管理”他們的管理者。

　　A few years ago at a prior job， Girish Rishi had a boss who got distracted by every minor crisis or triumph， leading to “whiplash” for his subordinates， says Mr. Rishi， now chief executive of JDA Software， of Scottsdale， Ariz.

　　JDA 軟件集團(tuán)高管吉里什·瑞希稱(chēng)，在幾年前的上一份工作中，他的老板總是因一些小得小失而分心，導(dǎo)致下屬們忽東忽西，無(wú)所適從。JDA 是總部位于亞利桑那州斯科茨代爾市的一家供應(yīng)鏈軟件供應(yīng)商。

　　“If there was news about a competitor， it would take up half your day，” he says. “If there was a customer win， the celebration would go on too long. Focusing on structure and priorities was missing.”

　　“如果出現(xiàn)了關(guān)于某個(gè)競(jìng)爭(zhēng)對(duì)手的新聞報(bào)道，這會(huì)耗上你半天時(shí)間，”他說(shuō)，“如果簽下了一個(gè)客戶(hù)，慶祝的時(shí)間往往持續(xù)得過(guò)長(zhǎng)。對(duì)架構(gòu)和優(yōu)先次序的關(guān)注不復(fù)存在。”

　　Mr. Rishi says he tried his best to insulate his team from the chaos. He also developed his own management system based around efficiency.

　　瑞希稱(chēng)，當(dāng)時(shí)他盡全力讓自己的團(tuán)隊(duì)避開(kāi)這種混亂局面。他還圍繞效率的提升創(chuàng)建了一套自己的管理體系。

　　At JDA， a maker of supply-chain software， he requires meetings to be intensely focused and only eight or 30 minutes long， and he asks participants to submit materials 48 hours in advance.

　　在 JDA 公司，他要求各會(huì)議高度緊湊，且只持續(xù)8分鐘或30分鐘，同時(shí)他要求與會(huì)者提前48小時(shí)提交材料。

　　While that isn’t always possible， Mr. Rishi says， he finds that for roughly 70% of all meetings， “people come prepared， they’ve summarized their thoughts and they’ve given us adequate information.”

　　雖然不可能次次盡善盡美，但瑞希表示，他發(fā)現(xiàn)在約70%的會(huì)議上，“大家都有備而來(lái)、闡述核心觀點(diǎn)且言簡(jiǎn)意賅。”

　　Bosses now manage， on average， nine direct reports， up from five in 2008， according to Gartner， which can spread leaders so thin that they don’t have a close grasp of what their employees are doing.

　　根據(jù) Gartner 提供的數(shù)據(jù)，目前各企業(yè)管理人員平均每人管理九名直接下屬，較2008年的五名大幅增長(zhǎng)。在這種情況下，管理者們分身乏術(shù)，無(wú)法詳細(xì)掌握下屬們工作情況。

　　Only about 35% of employees surveyed in the Gartner poll last year say their manager understands their day-to-day work.

　　在接受 Gartner 調(diào)查的企業(yè)職員中，僅有約35%的人認(rèn)為上司了解自己的日常工作情況。

　　“Managers are less likely to provide good feedback and coaching when they don’t understand what that employee’s workflow is，” says Brian Kropp， human-resources-practice leader at Gartner.

　　“在不了解員工日常工作流程的情況下，管理者們提供有效反饋和指導(dǎo)的可能性有所降低，” Gartner 公司人力資源管理實(shí)踐負(fù)責(zé)人布萊恩·克洛普指出。

　　(全文共322個(gè)詞)

　　?幫幫提示：考研英語(yǔ)同源外刊美文賞讀匯總

　?。▽?shí)習(xí)小編：咕咚）