周杰倫 發問時間: 社會與文化語言 · 7 年前

英文文章翻譯中文-----20點 ((急))

盡量是人工翻譯,請不要用翻譯工具翻譯然後直接貼上來,謝謝。

Leaders Establish the Courage Level

Leaders of organizations, especially people with high level titles and ownership positions, establish and maintain the level of comfort that other employees experience when they are asked to speak up.

In most organizations, the willingness of employees, even managers, to speak up in disagreement with the higher level person is appallingly bad. Why is this so? Is it because people lack personal and professional courage at work? Or, are they too beholden to these executives for their job?

In any case, it is the leader who establishes the tone and the work environment in which people choose - or choose not - to exercise personal courage and freedom of expression. If the leader has traditionally proved to be genuinely open to comments and criticism, people are willing to agree, disagree, and express opinions.

If the leader has not been open to disagreement or debate, his or her actions speak loudly and clearly to staff. And, unfortunately, it only takes one exhibition of closed mindedness, or worse, punishing the speaker, for staff to learn whether their opinions are actually wanted.

The good leader, who wants to take advantage of the experience, knowledge, and thoughtfulness of talented staff, remembers this. The good leader is aware of their power to encourage or stifle opinions and debate. They use this power to genuinely appreciate and encourage input, debate, and differing opinions.

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  • chen
    Lv 7
    7 年前
    最佳解答

    Leaders Establish the Courage Level

    非凡氣魄領導人之確立 [ 領導人水準之典範]

    Leaders of organizations, especially people with high level titles andownership positions, establish and maintain the level of comfort that

    otheremployees experience when they are asked to speak up.

    機構或組織中, 位尊言高決策人士 [領導者], 更要有的是

    . 當面對有經驗屬下員工, 不顧忌地大聲道出說,

    該有確定採取平常心準則的雅量.In most organizations, the willingness of employees,even managers, to speak up in disagreement with the higher level person isappallingly bad. Why is this so? Is it because people lack personal andprofessional courage at work?

    Or, are they too beholden to these executives fortheir job?但 為數不少該組織中 認為對 決策人士[ 高層 ]說三道四

    . 是令人震驚遺憾之事 , 員工 甚至經理持不同看法 。這是為什麼這樣呢?

    是因 在工作上員工本身缺乏專業的勇氣嗎?

    . 或者, 在他們分內事受制于主管嗎? Inany case, it is the leader who establishes the tone and the work environment inwhich people choose - or choose not - to exercise personal courage and freedomof expression. If the leader has traditionally proved to be genuinely open tocomments and criticism, people are willing to agree, disagree, and expressopinions.

    在任何情況下, 領導者本身要有定 見 , 也讓員工有行使 個人的勇氣和言論自由,

    . 選擇 或不選擇 工作之環境。

    如果領導人歷來被證明是真正公開的接納意見和批評,

    . 人們都願意選 認同或不認同之看法,並發表意見。

    If the leader has not been open to disagreement or debate, his or her actionsspeak loudly and clearly to staff. And, unfortunately, it only takes oneexhibition of closed mindedness, or worse, punishing the speaker, for staff tolearn whether their opinions are actually wanted.

    要是領導者心胸無共識或有爭議 ,

    . 上該的他或她[領導者] 不言教又聲大, 而確確對部屬有採取行動這樣的話 , 而且,不幸的是 ,

    . 成為赤裸裸的封閉意識, 或者更糟.

    ,咆哮的懲罰,你的意見 屬下是否真的領情呢。

    Thegood leader, who wants to take advantage of the experience, knowledge, andthoughtfulness of talented staff, remembers this. The good leader is aware oftheir power to encourage or stifle opinions and debate. They use this power togenuinely appreciate and encourage input, debate, and differing opinions.

    經驗, 知識運用之好的領導者, 針對有才華的工作人員的體貼,這一點要記住。

    他們[領導者]應意識到有能力支持不同意見和辯論。

    如此也是 該使用他們權力去讚賞和鼓勵罷。

    參考資料: S. H. Chen系統工程酒師的居酒屋
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  • 7 年前

    這翻譯翻譯社可以拿1000以上

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