新視角研究生英語讀說寫2課文原文加翻譯及課后答案(編輯修改稿)

　

【文章內容簡介】 chedules. They don’t watch a clock and don’t want their managers to do so. Whether work is done from ninetoeight – at home , in the office, or over lattes – is irrelevant to this group because Gen Xers are resultsoriented. They seek guidance, inspiration, and vision from their managers but otherwise prefer to be left alone between goalsetting and deliverables.作為員工，X一代人喜歡享有掌控自己時間表的自由。他們不愿意做事按部就班，也不希望他們的經理是這樣的人。因為這代人更注重結果，因此對他們來說，工作的時間表是朝九晚五，還是從中午開始到晚上8點，是在家里、辦公室或是在咖啡館里都無所謂。他們會向經理們尋求指導、鼓勵，聽取他們的意見。但是從目標確立到完成這一過程中，他們卻希望不受打擾。Many Gen Xers excel at developing innovative solutions, but need clear, firm deadlines to set boundaries on their creative freedom. They have been known to bristle under micromanagement but flourish with coaching and feedback.許多X一代人擅長提出創(chuàng)新性的解決辦法，但是他們需要清楚明確的期限來約束他們創(chuàng)造的自由。眾所周知的是：凡事必親躬的微觀管理會惹怒X一代人，但是施以指導和提供反饋信息卻能使他們成功。Gen X grew up with rapidly changing technology and the availability of massive amounts of information. Many developed skills at parallel processing or sorting large amounts of information quickly (which is sometimes interpreted as a short attention span). Most are skilled at understanding and using technologies, adapt quickly to new platforms, and are practiced at learning through technological media. They value visual as well as verbal munication.X一代人的成長伴隨著技術的快速變化和信息的大量涌現。他們中很多人都具有同時處理或迅速分類大量信息的技能（雖然這種技能有時被人理解為是缺乏持久注意力的表現）。他們大多數都熟悉并善于使用技術，能快速適應新的技術平臺，并且能熟練地通過科技媒體學習。他們對視覺和言語上的交流同等重視。Gen X employees excel in a technologically advanced environment. They demand stateoftheart capabilities, such as telemuting, teleconferencing, and electronic mail, in order to work efficiently and effectively. To babyboom managers this may seem to be a preference for impersonal means of municating, living and working, but Gen Xers do not see it that way。 for example, they have modified electronic language and symbolism to express emotions such as surprise, anger and pleasure.X一代員工在科技先進的環(huán)境中最能凸顯自己。他們要求自己工作的地方具備最新的科學技術設施，例如遠程辦公、遠程會議和電子郵件，這樣他們工作會更有效果，也更有效率。在嬰兒潮時期出生的經理們看來，這種做法似乎是對那種沒有人情味的交流、生活和工作模式的偏好，但是X一代人并不這樣認為，例如：他們已經修改了電子語言和符號來表達諸如吃驚、憤怒和喜悅等情感。Gen X employees don’t live to work, they work to live. They place a high value on prototypical family values that they feel they missed. Having observed their parents trade personal lives for “the good of the pany,” this group wants balance in their lives, demanding time for work, play, family, friends, and spirituality. Gen X employees are skeptical of forgoing the needs of today for a later, uncertain payoff.X一代員工不是活著為了工作，而是為了生活而工作。他們非常重視他們認為曾經錯過的典型的家庭觀念。曾經目睹他們的父母為了公司的利益而犧牲了個人生活，這代人想要的是生活的平衡。他們需要時間來滿足工作、玩樂、家庭、朋友以及精神的需求。對于為了將來未知的回報而放棄現在的需求，X一代員工是深表懷疑的。When on the job market, Gen Xers will openly ask lifebalance questions. This can be a turnoff for unprepared interviewers used to classic babyboomer scripts featuring such lines as “How can I best contribute to the pany?” and “My greatest weakness is that I work too hard.”在找工作時，X一代人會坦率地詢問關于生活能否平衡的問題。沒有思想準備的面試官也許會感到反感，因為他們已習慣了嬰兒潮時期出生的人的經典回答版本，例如：“我怎樣才能最好地為公司效力呢?”，還有“我最大的弱點就是我工作太努力了。”1In contrast, Gen Xers want to know “What can you do to help me balance work, life, and family?” They expect panies to understand and respect their needs as individuals with important personal lives. This focus on “getting a life” cause some to label them as slackers. Viewed from another perspective, however, Gen Xers could be seen as balanced individuals who can set priorities within time limits.恰恰相反，X一代人想知道的是：“你能做什么來幫我實現工作、生活和家庭的平衡?他們希望公司能理解并尊重他們作為個體在擁有重要的個人生活方面的需要。這種對“有自己的生活”的強調態(tài)度使得有些人給他們貼上了“懶惰散漫的人”的標簽。但是換一個角度，我們司以把X一代人看作是重視平衡的人，他們能夠分清某一時限內事情的輕重緩急。1Gen X employees tend to focus on the big picture, to emphasize outes over process or protocol. They respect clear, unambiguous munication – whether good news or bad. Gen Xers prefer tangible rewards over soft words. Cash incentives, concert tickets, puter equipment, or sports outings go farther with this group than “attaboys,” plaques, or promises of future rewards.X一代員工關注的是整體，強調結果而不是過程或禮儀。不管消息是好是壞，他們都遵重清楚明確的交流。他們喜歡實質的獎勵而不是甜言蜜語。現金獎勵、音樂會的門票、電腦設備或戶外運動—這些遠比夸他們是好樣的、授予勛章或許諾將來獎勵更讓他們喜歡。1Growing up in a period of corporate downsizing and rightsizing fostered Gen X beliefs that the future depends on their resumes rather than loyalty to any one pany .Not surprisingly ,Gen X employees seek challenging projects that help them develop a portfolio of skills .在公司裁員和精簡的氛圍中成長起來的X一代人持有這樣的信念：未來是靠自己的資歷而不是靠對哪一家公司的忠誠得來的。因此，理所當然，X一代員工總是尋求具有挑戰(zhàn)性的項目來培養(yǎng)自己的各項技能。1What might appear to a babyboom manager as jobhopping can be interpreted as Gen Xer’s pattern of skill acquisition .Similarly, a refusal to just “do time” in an organization, often interpreted as disloyalty and a lack of mitment, may e from an intolerance of busywork and wasted time.在嬰兒潮期出生的經理人眼里看來是跳槽的行為，對X一代人來說可以理解為是他們學習技能的方式。同樣，X一代人拒絕在公司里恪守工作時間通常被認為是他們不忠誠和缺乏責任感的表現，但其實這是他們出于對繁忙的工作的抗議和浪費時間的不滿。1Gen Xers will thrive in learning organizations where they can embrace creative challenges and acquire new skills. Smaller panies and work units will be valued for the opportunities they provide for Gen X employees to apply their diverse array of skills and, thereby, prove their individual merit.X一代人在仍處于學習階段的公司中會發(fā)展很快，他們可以接受有創(chuàng)造性的挑戰(zhàn)并且獲得新的技能。小型公司和單位會格外的受到青睞，因為它們能夠給X一代員工提供施展各種技能從而證明自己個體價值的機會。1Managers who enact their roles as teachers and facilitators rather than “bosses” will get the most from their Gen X employees. Training is valued by this group but should be immediately relevant: the best training seems to be selfdirected or tied to selfimprovement, personal development, and skillsbuilding.如果經理們扮演的不是老板，而是老師或輔助者的角色，他們則可以從X一代的員工身上獲得最大的利益。X一代人重視培訓，但是培訓對他們來說應該是直接相關的。最好的培訓似乎是自我指導型的，或者是和自我提高、個人發(fā)展和技能培養(yǎng)有關系的。1Some babyboom managers hope that the differences between themselves and their Gen X employees will fade away as lessconforming behaviors are abandoned with age and experience. But what if the wishedfor assimilation into corporate culture —as prese