商务英语综合教程3课文翻译
体验商务英语综合教程3（第二版）Unit8-Reading翻译
体验商务英语综合教程3（第二版）Unit8-Reading翻译第一篇：体验商务英语综合教程3(第二版)Unit 8-Reading翻译激励优质员工一个组织鉴别、吸引和留住优质高绩效的能够开发制胜战略的员工的能力已经成为确保竞争优势的决定性因素。
与发掘相比，我们更容易对优质的员工下定义。
他们具有显而易见的无限精力与热情，即使在糟糕的日子里也能用他们的品质照透这一天。
他们充满点子，能够高速有效地完成事项。
除了鼓舞士气的讲话，他们还会以身作则启发他人。
像这样的员工能够把组织推向越来越好的高度。
问题是具备这种品质的员工对于竞争对手是充满吸引力的，很可能被竞争对手物色。
这样的员工流失所造成的财政冲击是巨大的，包括高昂的培训费用和生产力和灵感的流失。
然而，并非所有的效率高的员工都是被偷走，有一部分是自己离开的。
通常效率高的员工离开是因为组织不知道如何留住他们。
太多的雇主对于效率高的员工，尤其是对于那些年轻的员工的议事日程没有察觉到或是漠不关心。
组织应该考虑到这样的员工可能如何看待重要的激励因素。
金钱仍然是重要的激励因素，但是组织不应该认定它是唯一有影响的因素。
事实上，效率高的员工常常理所当然地认为他们会得到良好的财政配套。
他们会从其他来源寻求动机。
权力下放对于新人来说是尤其重要的驱动力。
效率高的员工会争取以创新意识感受到自己拥有一个项目。
聪明的雇主会提供这个机会。
工作的挑战是对于效率高的员工的另一个重要的动力。
如果这样的员工觉察出他们的组织对于前进方向没有意识，他们很容易就失去动力。
自我发展的平台应该被提供。
效率高的员工非常渴望增强技能和完善他们的简历。
为再生提供时间是组织留住效率高的职工的另一个重要的方式。
工作内容需要变化，创造性思维和掌握新技能的时间应该可得。
提供教练或者导师的做法表明组织对个体发展快速跟进的承诺。
个体在能够依靠好的行政支援的环境下表现良好。
他们不想感觉到他们为组织赢得的成功由于他人的不称职或者后勤保障区的疲软而丢失。
综合教程3课文翻译
Unit 1Something for stevieI try not to be biased, but I had my doubts about hiring Stevie. His placement counselor assured me that he would be a good, reliable busboy. But I had never had a mentally handicapped employee and wasn’t sure I wanted one. I wasn’t sure how my customers would react. Stevie was short, a little dumpy, with the smooth facial features and thick-tongued speech of Down’s syndrome.I wasn’t worried about most of my trucker customers. Truckers don’t generally care who buses tables as long as the food is good and the pies are homemade. The ones who concerned me were the mouthy college kids traveling to school; the yuppie snobs who secretly polish their silverware with their napkins for fear of catching some dreaded “truck-stop germ;”and the pairs of white-shirted businessmen on expense accounts who think every truck-stop waitress wants to be flirted with. I knew those people would be uncomfortable around Stevie, so I closely watched him for the first few weeks.I shouldn’t have worried. After the first week, Stevie had my staff wrapped around his little finger. Within a month my trucker regulars had adopted him as their official truck-stop mascot. After that I really didn’t care what the rest of the customers thought.He was a 21-year-old in blue jeans and Nikes, eager to laugh and eager to please, but fierce in his attention to his duties. Every salt and pepper shaker was exactly in its place, not a bread crumb or coffee spill was visible when Stevie got done with the table.Our only problem was convincing him to wait to clean a table until after the customers were finished. He would hover in the background, shifting his weight from one foot to the other, scanning the dining room until a table was empty. Then he would hurry to the empty table and carefully bus the dishes and glasses onto the cart and meticulously wipe the table with a practiced flourish of his rag. If he thought a customer was watching, his brows would pucker with added concentration. He took pride in doing his job exactly right, and you had to love how hard he tried to please each and every person he met.Over time, we learned that he lived with his mother, a widow who was disabled after repeated surgeries for cancer. They lived on their Social Security benefits in public housing two miles from the truck-stop. Their social worker, who stopped to check on him every so often, admitted they had fallen between the cracks. Money was tight, and what I paid him was probably the difference between them being able to live together and Stevie being sent to a group home.That’s why the restaurant was a gloomy place that morning last August, the first morning in three years that Stevie missed work. He was at the Mayo Clinic in Rochester getting a new valve or something put in his heart. His social worker said that people with Down’s syndrome often have heart problems at an early age, so this wasn’t unexpected. There was a good chance he would come through the surgery in good shape and be back at work in a few months.A ripple of excitement ran through the staff later that morning when word came that he was out of surgery, in recovery and doing fine. Frannie, my head waitress, let out a war whoop and did a little dance in the aisle when she heard the good news. Belle Ringer, one of our regular trucker customers, stared at the sight of this 50-year-old grandmother of four doing a victory shimmy beside his table. Frannie blushed, smoothed her apron and shot Belle Ringer a witheringlook.9 He grinned. “OK, Frannie, what was that all about?”he asked.10 “We just got word that Stevie is out of surgery and going to be okay.”she responded.“I was wondering where he was,”said Belle. “I had a new joke to tell him. What was the surgery about?”12 Frannie quickly told him and the other two drivers sitting at his booth about Stevie’s surgery, then sighed. “Yeah, I’m glad he is going to be okay,”she said, “but I don’t know how he and his mom are going to handle all the bills. From what I hear, they’re barely getting byas it is.”Belle Ringer nodded thoughtfully, and Frannie hurried off to wait on the rest of her tables.After the morning rush, Frannie walked into my office. She had a couple of paper napkins in her hand and a funny look on her face. “What’s up?”I asked. “That table where Belle Ringer and his friends were sitting,”she said, “this was folded and tucked under a coffee cup.”She handed the napkin to me, and three $20 bills fell onto my desk when I opened it. On the outside, in big, bold letters, was printed “Something For Stevie.”“Pony Pete also asked me what that dance was all about,”she said, “so I told him about Stevie and his mom and everything, and Pete looked at Tony and Tony looked at Pete, and they ended up giving me this.”She handed me another paper napkin that had “Something For Stevie”scrawled on its outside. Two $50 bills were tucked within its folds. Frannie looked at me with wet, shiny eyes, shook her head and said simply, “Truckers.”15 That was three months ago. Today is Thanksgiving, the first day Stevie is supposed to be back to work. His placement worker said he’s been counting the days until the doctor said he could work, and it didn’t matter at all that it was a holiday. He called 10 times in the past week, making sure we knew he was coming, fearful that we had forgotten him or that his job was in jeopardy. I arranged to have his mother bring him to work. We met them in the parking lot and invited them both to celebrate his day back.Stevie was thinner and paler, but couldn’t stop grinning as he pushed through the doors and headed for the back room where his apron and busing cart were waiting. “Hold up there, Stevie, not so fast,”I said. I took him and his mother by their arms. “Work can wait for a minute. To celebrate you coming back, breakfast for you two is on me.”I led them toward a large corner booth at the rear of the room. I could feel and hear the rest of the staff following behind as we marched through the dining room. Glancing over my shoulder, I saw booth after booth of grinning truckers empty and join the procession.We stopped in front of the big table, its surface covered with a mess of coffee cups, saucers and dinner plates, all sitting crooked on dozens of folded paper napkins. “First thing you have to do, Stevie, is to clean up this mess,”I said, trying to sound stern. Stevie looked at me, and then at his mother, then pulled out one of the napkins. It had “Something for Stevie”written on the outside. As he picked it up, two $10 bills fell onto the table. Stevie stared at the money, then at dozens of napkins peeking from beneath the tableware, each with his name printed or scrawled on it.I turned to his mother. “There’s over $10,000 in cash and checks on that table, all from truckers and trucking companies that heard about your problems. Happy Thanksgiving!”Well, it got real noisy about that time, with everybody shouting, and there were a few tears, too. But you know what’s funny? While everybody else was busy shaking hands and hugging each other,Stevie, with a big, big smile on his face, was busy clearing all the cups and dishes from the table —the best worker I ever hired.送给史蒂维的一点心意1 我力求不存偏见，不过在雇用史蒂维时我有理由心存疑虑。
《商务英语3》1-2单元对话、课文中英对照
Unit 1 A New Job新工作Listening and speaking 1听对话，了解公司选择招聘人员的规则，为面试做充分的准备。
Maggie is in a job interview, talking about her work experiences with Howard Marx, the HR Director of ABC Dataweb.(麦琪在进行面试，与ABC数据网公司人力资源总监霍华德•马克思谈论她的工作经历。
)Howard：Morning, Maggie. My name is Howard Marx and I am responsible for your recruitment and training here at ABC Dataweb. Could you talk briefly about your career development?霍华德：早上好，麦琪, 我是霍华德•马克思，负责ABC数据网公司的招聘和培训。
能简单的谈谈你的职业发展经历吗？Maggie：Sure, Mr. Marx. Thanks for giving me this opportunity. Well, my first job was in Flat Earth Mechanics. I started with it in 2010 and I worked in the office at the beginning, but soon moved to the sales department. I knew then that I was born to be a saleswoman! So I was promoted to the position of sales manager in about two years.麦琪：好的，马克思先生。
非常感谢您能给我这个机会。
Unit 3 Out of step课文翻译综合教程三
15I had this brought home to me one summer when we were drivor coffee in one of those endless zones of shopping malls, motels, gas stations and fast-food places. I noticed there was a bookstore across the street, so I decided to skip coffee and head over.
新世纪商务英语教程第三册课文译文
新世纪商务英语综合教程第三册课文译文第一单元旅行开阔心智课文1小岛笔记1比尔·布莱森兰翠竹译我头一次看见英国是在一九七三年三月的一个雾蒙蒙的夜晚,我搭上从加来港出发的午夜轮渡抵达多佛。
有二十分钟光景,多佛港站头上沸反盈天,这头轿车卡车势如潮涌,那厢海关差役恪尽职守,人人都忙着赶路去伦敦。
随后,突然间,一切归于沉寂,我漫步在睡意正浓、雾气迷蒙的昏暗街头,活像是置身于系列片《牛头犬德拉蒙德》。
将一个英国小镇独揽入怀,这滋味实在绝妙。
有一件事叫人发慌,那天晚上好像所有的饭店和招待所统统关了门。
我一路走到火车站,寻思着能赶上去伦敦的班车,可那车站也是黑灯瞎火、大门紧闭。
我正站在那里不晓得如何是好,却发现马路对面一家招待所楼上的窗户里闪着电视的灰光。
万岁,我想,好歹有人醒着,于是一边急忙穿过马路,一边打好腹稿,准备跟那个慈眉善目的老板客气一番,为自己的迟来而道歉,满以为会晤谈甚欢,甚至想好了下面的台词:“实在不敢劳您大驾在这个时候为我准备食物,但是如果不太麻烦的话,能否给我一份烤牛肉三明治、大份莳萝咸菜,一点土豆色拉,再加一瓶啤酒。
”通往招待所的人行道漆黑一片,我心里怀着一腔渴望,脚下却对英式门廊的路不大习惯,在一级楼梯上绊了一跤,脸直直地砸在门上,撞上半打空奶瓶,立时哐啷哐啷地响起来。
楼上的窗户几乎紧接着就打开了。
“谁啊?”有人尖着嗓子问道。
我后退一步,一边揉鼻子,一边抬眼凝视一个戴着发卷的侧影。
“你好,我想找间房,”我说。
“我们关门啦。
”“哦。
可是在哪儿吃晚餐呢?”“试试丘吉尔吧。
在前面。
”“在什么前面啊?”我刚发问,那扇窗就已经砰地一声关上了。
“丘吉尔”富丽堂皇、灯火通明,看起来热情好客。
透过一扇窗户,我能瞧见酒吧里有人西装笔挺,看上去温文尔雅,活像诺埃尔·考沃德戏里出现的人物。
我在阴影中踌躇,感觉自己像个街头流浪儿。
就我这阶层,就我这身打扮,跟这么一栋楼是格格不入的,而且,不管怎么说吧,我口袋里那几个寒碜的子儿,显然付不起这笔开销。
商务英语综合教程第三册第五单元教参课文翻译
IV. 课文译文第五单元精读部分课文性别角色的行为和态度所有按性别来区分人的社会定义归结起来就是女性气质和男人气概。
阳刚之气是男性的象征，而娇柔的性格则是女性的符号。
人们以女性气质或男人气概来表达他们被指定的、或选择的性别。
其他人更多是根据这些气质，而不是基于我们的生理性征，来识别我们的性别；后者在日常生活中通常很大程度上为服饰所掩盖。
男人气概通常表现在统治欲和侵略性方面，而女性气质则是以被动和顺从为特点；这两组属性通常被视为相互对应。
关于女性气质和男人气概的社会属性或许有更公平些的描述：男人气概通常以自我为中心的统治欲望为标签而女性气质的则是力争取得合作和共享。
对女性气质和男人气概这种描述方式并没有把两者视为等级关系，而是描述了针对同一核心问题的两种不同途径；这个问题就是关于目标，手段和权力的使用。
这个替代传统认识的性别角色概念抓住了带有等级倾向和竞争意识的男性气质对权利的渴望，它可能，但不必然导致侵略；同时，它也抓住了女性渴求和谐与公共福利的一面，它可能，但也不必然会导致被动和依赖性。
许多行为和表达方式都被大多数社会成员认为是女性特有的。
一般情况下，男性或女性都可能表现出任何这些特质，而在某些情况下，具有异性气质的行为为观察者所忽略，因此不会损害一个人性别所应展示出来的完整性。
而在其他情况下，带异性气质的行为会被指评为与性别不相称。
尽管这些行为与大多数人自我意识和亲身经历的性别身份密切相关，研究表明，在社会占主导性地位的人，不论男女，都倾向于运用有影响力的策略和言词风格，而这些通常与男性或男人气概联系起来；而处于从属地位的人，不论男女，都倾向于采用被认为是女性特点的策略。
由此看来，男人气概和女性气质的很多方面可能不是导致地位不平等的原因反而是其结果。
关于男人气概和女性气质的流行观念围绕着男人和女人“自然”角色的等级性评价。
人们认为两种性别的成员都有许多人类共有的特征，尽管比例相对不同；一般男性和女性都被认为可以做许多相同的事情，但是大部分活动都被划分成适合或不适合某一性别。
体验商务英语综合教程3-课文翻译（全）
第一单元欧洲制造除顶级奢侈品牌外几乎所有的时尚品牌都或者已经在亚洲生产，或者正在考虑这样做。
美国皮具制造商蔻驰（Coach）是一个典型的例子。
在过去的五年中，它通过完全在低成本市场生产已经提高了毛利率。
2002年3月它关闭了在波多黎各拉雷斯的工厂（公司拥有的最后一家工厂），将所有产品全部外包。
巴宝莉（Burber ry）在亚洲有许多特许授权安排，2000年它决定给日本三洋公司的特许授权延长十年。
这意味着按零售价计算巴宝莉几乎一半的销售额将是亚洲授权生产的。
但是同时，日本的顾客却偏爱该集团欧洲生产的产品。
为了应对这种对巴宝莉在亚洲工厂所生产产品的需求，三洋公司在东京银座开设旗舰店，出售从欧洲进口的巴宝莉产品。
在《金融时报》的采访中，许多企业高管表示，消费者认为顶级的奢侈品牌来自欧洲，在亚洲尤为如此。
古琦（Gucci）的多米尼克·德索尔说：“无论如何，亚洲的消费者只相信：奢侈品来自欧洲，而且一定是那里制造的最好。
” 古琦的控股公司（Pinaul t Printe mps Redout e）的首席执行官塞格·温伯格说，公司不会将古琦的生产线移到海外。
然而一些业内人士认识到，就算对豪华奢侈品牌而言，这种变化也将来临。
普拉达（Prada）的首席执行官帕特里齐奥·埃特里说：“‘意大利制造’的标签很重要，但我们真正提供的是一种风格，风格是文化的表现”。
因此，他认识到高品质的时尚产品并非总是要在意大利生产。
欧洲工商管理学院市场营销系的Am itava Chatto padhy ay教授说：“品牌就是消费者心中的一系列联想，其中之一就是原产地。
对于奢侈品，品牌的作用至关重要。
破坏它是一种弥天大罪。
综合教程3课文翻译
Unit 1Something for stevieI try not to be biased, but I had my doubts about hiring Stevie. His placement counselor assured me that he would be a good, reliable busboy. But I had never had a mentally handicapped employee and wasn 't sure I wanted one. I wasn ' t sure how my customers would react. Stevie was short, a little dumpy, with the smooth facial features and thick-tongued speech of Down ' s syndrome.I wasn' t worried about most of my trucker customers. Truckers don ' t generally care who buses tables as long as the food is good and the pies are homemade. The ones who concerned me were the mouthy college kids traveling to school; the yuppie snobs who secretly polish their silverware with their napkins for fear of catching some dreaded “ truck-stop germ; ” and the pairs of white-shirted businessmen on expense accounts who think every truck-stop waitress wants to be flirted with. I knew those people would be uncomfortable around Stevie, so I closely watched him for the first few weeks.I shouldn ' t have worried. After the first week, Stevie had my staff wrapped around his little finger. Within a month my trucker regulars had adopted him as their official truck-stop mascot. After that I really didn ' t care what the rest of the customers thought.He was a 21-year-old in blue jeans and Nikes, eager to laugh and eager to please, butfierce in his attention to his duties. Every salt and pepper shaker was exactly in its place, not a bread crumb or coffee spill was visible when Stevie got done with the table.Our only problem was convincing him to wait to clean a table until after the customers were finished. He would hover in the background, shifting his weight from one foot to the other, scanning the dining room until a table was empty. Then he would hurry to the empty table and carefully bus the dishes and glasses onto the cart and meticulously wipe the table with a practiced flourish of his rag. If he thought a customer was watching, his brows would puckerwith added concentration. He took pride in doing his job exactly right, and you had to love how hard he tried to please each and every person he met.Over time, we learned that he lived with his mother, a widow who was disabled after repeated surgeries for cancer. They lived on their Social Security benefits in public housing two miles from the truck-stop. Their social worker, who stopped to check on him every so often, admitted they had fallen between the cracks. Money was tight, and what I paid him was probably the difference between them being able to live together and Stevie being sent to a group home.That 's why the restaurant was a gloomy place that morning last August, the first morningin three years that Stevie missed work. He was at the Mayo Clinic in Rochester getting a new valve or something put in his heart. His social worker said that people with Down ' s syndrome often have heart problems at an early age, so this wasn ' t unexpected. There was a good chance he would come through the surgery in good shape and be back at work in a few months.A ripple of excitement ran through the staff later that morning when word came that he was out of surgery, in recovery and doing fine. Frannie, my head waitress, let out a war whoop and did a little dance in the aisle when she heard the good news. Belle Ringer, one of our regular trucker customers, stared at the sight of this 50-year-old grandmother of four doing a victory shimmy beside his table. Frannie blushed, smoothed her apron and shot Belle Ringer a witheringlook.9 He grinned. “ OK, Frannie, what was that all about? ” he asked.10 “ We just got word that Stevie is out of surgery and going to be okay. ” she responded.“ I was wondering where he was, ” said Belle. “ I had a new joke to tell him. What was the surgery about? ”12 Frannie quickly told him and the other two drivers sitting at his booth about Stevie 's surgery, then sighed. “Yeah, I'm glad he is going to be okay, ” she said, “but I don 't know how he and his mom are going to handle all the bills. From what I hear, they ' re barely getting by as it is.” Belle Ringer nodded thoughtfully, and Frannie hurried off to wait on the rest of her tables.After the morning rush, Frannie walked into my office. She had a couple of paper napkins in her hand and a funny look on her face. “ What 's up?” I asked. “That table where Belle Ringer and his friends were sitting, ” she said, “ this was folded and tucked under a coffee cup. ” She handed the napkin to me, and three $20 bills fell onto my desk when I opened it. On the outside, in big, bold letters, was printed “ Something For Stevie. ”“ Pony Pete also asked me what that dance was all about, ” she said, “ so I told him about Stevie and his mom and everything, and Pete looked at Tony and Tony looked at Pete, and they ended up giving me this. ” She handed me another paper napkin that had “ Something For Stevie” scrawled on its outside. Two $50 bills were tucked within its folds. Frannie looked at me with wet, shiny eyes, shook her head and said simply, “ Truckers.”15 That was three months ago. Today is Thanksgiving, the first day Stevie is supposed to be back to work. His placement worker said he ' s been counting the days until the doctor said he could work, and it didn ' t matter at all that it was a holiday. He called 10 times in the past week, making sure we knew he was coming, fearful that we had forgotten him or that his job was in jeopardy. I arranged to have his mother bring him to work. We met them in the parking lot and invited them both to celebrate his day back.Stevie was thinner and paler, but couldn 't stop grinning as he pushed through the doors and headed for the back room where his apron and busing cart were waiting. “ Hold up there, Stevie, not so fast, ” I said. I took him and his mother by their arms. “Work can wait for a minute. To celebrate you coming back, breakfast for you two is on me. ” I led them toward a large corner booth at the rear of the room. I could feel and hear the rest of the stafffollowing behind as we marched through the dining room. Glancing over my shoulder, I saw booth after booth of grinning truckers empty and join the procession.We stopped in front of the big table, its surface covered with a mess of coffee cups, saucers and dinner plates, all sitting crooked on dozens of folded paper napkins. “ First thing you have to do, Stevie, is to clean up this mess, ” I said, trying to sound stern. Stevie looked at me, and then at his mother, then pulled out one of the napkins. It had “ Somethingfor Stevie ” written on the outside. As he picked it up, two $10 bills fell onto the table. Stevie stared at the money, then at dozens of napkins peeking from beneath the tableware, each with his name printed or scrawled on it.I turned to his mother. “ There' s over $10,000 in cash and checks on that table, all from truckers and trucking companies that heard about your problems. Happy Thanksgiving! ” Well, it got real noisy about that time, with everybody shouting, and there were a few tears, too. But you know what ' s funny? While everybody else was busy shaking hands and hugging each other,Stevie, with a big, big smile on his face, was busy clearing all the cups and dishes from the table—the best worker I ever hired.送给史蒂维的一点心意1 我力求不存偏见，不过在雇用史蒂维时我有理由心存疑虑。
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Unit1 欧洲制造除了顶级奢侈品牌外几乎所有的时尚品牌都已经在亚洲生产，或者正在考虑这么做。
美国的皮革商品制造商蔻驰（Coach）就是一个经典的例子。
在过去的五年中，它通过仅在低成本市场生产来提升毛利率。
在2002年的3月，它关闭了在波多黎各拉雷斯的最后一间公司所属工厂，将所有产品全部外包。
巴宝莉（Burberry）在亚洲持有许多许可授权安排。
2000年它决定给日本三洋公司的特许授权延长十年。
这意味着按零售价计算巴宝莉几乎一半的销售额将是亚洲授权生产的。
但是同时，日本的消费者却偏好于该集团在欧洲生产的产品。
为了应对这种对巴宝莉在亚洲工厂所生产产品的需求，三洋公司在东京银座开设旗舰店，出售从欧洲进口的巴宝莉产品。
在《金融时报》的采访中，许多企业高管表示，顶级奢侈品牌将在亚洲越来越多地出现，就像在欧洲一样。
古驰（Gucci）的多米尼克·德索尔说，无论是真是假，亚洲消费者只相信：奢侈品来自欧洲，而且一定是要在那儿生产的才是最好的。
古琦的控股公司（Pinault Printemps Redoute）的首席执行官塞格·温伯格说，公司不会将古琦的生产线移到海外。
然而一些业内人士认识到，就算对顶级奢侈品牌而言，这种变化也将来临。
普拉达（Prada）的首席执行官帕特里齐奥·艾特里说：“‘意大利制造’的标签很重要，但我们真正要提供的是一种风格，而风格是一种文化的展示。
因此，他认识到高品质的时尚产品并非总是要在意大利生产。
欧洲工商管理学院的市场营销系的Amitava Chattopadhyay教授说：“品牌就是消费者脑海中的一系列联想，其中之一就是原产地。
对于奢侈品来说，品牌的作用是至关重要的。
破坏它是一种弥天大罪，没有哪个品牌经理愿意将产地和品牌形象之间的关系搞错。
”Unit2 空中的交通暴怒航空公司与长期遭罪的客户们都在提及急剧攀升的空中冲突事件。
有些事件的发生显然是由许多常客所熟悉的问题造成的。
美国报道的一个案例就是源于无休止的延迟起飞：乘客被关在飞机里，在停机坪上等了四个小时，期间没有食物、饮料和信息。
大规模骚乱比起个人行为不当要少见些。
一个已经宣判的案例里乘客在飞机上突发癫狂。
他攻击机组人员，并试图在飞行途中打开舱门。
空中暴怒的心理是一个新的研究领域，对此的解释与案例几乎同样多。
大多数分析家都将此现象归咎于酒精，但现在许多人认为航空公司对此负有责任。
为了削减成本，他们把更多的乘客塞进机舱，同时又减少机组人员、缩减培训时间和降低服务质量，所有这些都令乘客更加沮丧。
此外，在美国人们越来越关注另一个削减成本的做法：客舱通风问题。
这很可能会严重损害乘客的健康。
现代飞机都配备了完备的空调装置——但要使其以最佳状态运行就会耗尽宝贵的航空燃油。
许多航空公司通常指示飞行人员以最低设置来运行系统。
要求改善空气质量的人士声称这就会导致烦躁不安，并令人不知所措。
在美国，涉及广泛问题的乘客投诉数量飙升反映在了许多新的互联网网站上。
这些网站批评航空公司，要求提供更好的服务。
其中一个网站还要求给予一个空乘版的“人权法案”。
面对破坏和空中危险行为，战斗在一线的客舱和飞行机组人员要求给予肇事者更严厉的惩罚。
也有声音呼吁管理立法，不过同时否认其削减成本的做法也是问题发生的一个诱因。
但也有迹象表明，至少在美国，航空公司终于试图回应顾客的不满。
一些主要航线已宣布向最常见的投诉做出让步：拆除一些座位，给乘客留出更多的空间。
Unit3 活儿脏，点子棒SOL清洁公司是欧洲北部最令人向往的公司之一，走进它的总部SOL城，你会感觉到就像走进了一个商业广场。
它坐落在赫尔辛基市（芬兰首都）中心一家翻新过的电影制片厂里，里面色彩绚烂，气氛喧闹，彰显着非凡的创造力。
墙壁刷上了明亮的色彩，白色和黄色；员工在大厅里来去行走，不时用黄色的手提电话交谈。
丽莎·乔洛南11年前在家族拥有的150年工业帝国的基础上开发了SOL清洁服务。
SOL的竞争公式有五个关键成分。
很少人会梦想成为一个清洁工。
但是，这并不意味着清洁工不能在工作中找到满足。
乔洛南认为，满足的关键是乐趣和个人自由。
SOL的清洁工穿着红色和黄色的连身衣裤，强化了公司的乐观形象。
SOL的标志是一张黄色快乐的脸，它出现在所有的东西上，从鲜艳的外套到公司的预算报告。
自由意味着废除所有企业传统文化中所拥有的条条框框：在SOL没有头衔或秘书，没有个人办公室或工作时间表。
公司取消了所有的特权和身份符号。
SOL的培训计划包括七个模板，每个历时四个月，最后是严格的考试。
当然，擦桌子或洗地毯的方法毕竟是有限的几种，这就是为什么SOL的员工也要学习时间管理，编制预算和人际交往的原因。
许多公司都谈论下放责任和权力。
而在SOL，它是一种生活方式。
公司有实权的员工是135名管理员，每个管理员带领一个不超过50名清洁工的团队。
这些管理员与自己的团队一起工作，制定团队的预算，安排招聘，与客户碳交易。
丽莎·乔洛南相信自主性，但她也关注责任感。
SOL时分注重业绩评估。
并频繁地、大张旗鼓地进行评估，其中重点关注客户满意度。
例如，每次SOL签订合同前，销售人员与团队人员一起到要进行清洁工作的新顾客的现场。
他们共同设定清洁的标准。
然后，每个月客户根据这些标准来评价团队的表现。
乔洛南说：“我们越是要让员工摆脱规则，就越需要良好的衡量标准。
”在SOL，笔记本电脑和手机是所有管理员的标准装备。
这些设备可以让他们到任何地点做他们想做的工作。
在办公室内，几乎没有存放纸张的地方。
因此，公司是在内联网上储存所有重要的预算文件和业绩报告以及培训计划、活动安排和公司新闻。
Unit4美国百货进行反击由于消费者要求购物更划算，购物经历更有趣和更刺激，百货公司面临着一个明确的选择：要么主动适应，要么关门大吉。
“我担心他们将成为零售业的博物馆。
”美国调研集团主席布里特·布里莫说。
“解决问题的底线是他们必须承认自己有麻烦了，并找到方法来改造自己。
”这可能有助于解释为什么去折扣商店的家庭数目是去百货公司的家庭数目的四倍。
百货公司面对的是来自专业零售商和折扣店如沃尔玛和塔吉特的激烈竞争。
他们市场份额持续下跌的部分原因可能是因为“百货”这个概念诞生在一个不同的时代，在当时对一个家庭来说，去商店购物就是将采购和娱乐相结合。
零售专家说现在需要的是一种新的方法。
这种方法成功的典型案例就是赛尔福里奇百货公司。
这家英国集团把自己从一个“暮气沉沉留有上世纪七十年代遗风的百货公司”改造成了一个适合21世纪的零售体验式公司，WSL战略零售主席温迪·里布曼说。
其中一个主要的变化是将更大的空间出租给零售商。
这有时也被称为展示商业模式：零售商设计他们自己的摊位，并鼓励创意。
赛尔福里奇百货公司的首席执行官彼得·威廉姆斯说，赛尔福里奇百货公司模式就是要带给人们一种“新的、有趣的和不同的”的经历，而不仅仅是提供不同的产品。
他说美国百货公司的问题是他们看起来都一样。
管理顾问阿诺德·阿伦森认为赛尔福里奇百货公司可能就是不断衰亡的美国百货公司的救命稻草：“它重新让人们感到兴奋和新奇，并通过在恰当的时间里以合适的数量开发适销对路的商品来真正吸引顾客。
”拥有梅西百货和布卢明代尔百货公司的联合百货似乎正在朝着正确的方向发展。
四十二家店面正在运用其“重塑”策略的最新理念进行升级改造，包括优化试衣间，提供方便的价格查验设备、舒适的休息区、公用电脑亭和购物车。
百货公司面对的挑战是如何让一个基本上没有增长的部门发展。
但是，许多产业观察家相信如果他们去主动适应，他们就能生存下去。
魁北克大学市场营销学教授罗伯特·塔米利亚说：“百货公司不会就此了结。
它将继续生存下去。
但它不会是从前的那个它了。
”Unit5 沃尔玛昨天，沃尔玛向公众传递了的大量乐观信息，着实令投资者惊喜一番。
这种乐观情绪是三个月以来市场发生转机的标志。
三个月前沃尔玛对美国消费力的复苏并不看好。
首席执行官李·斯科特说：“比起前几年，我对今年更加乐观。
我不仅对经济和房地产市场持续走强表示乐观，也受到沃尔玛市场定位的鼓舞。
”斯科特先生也受到市场消费能力的鼓舞。
他说这是有高额退税和“就业前景最终改善”所带动的。
这个按营业收入计算世界上最大的零售商表示，与一年多前25亿美元，或每股56美分相比，第四季度利润增长了11%，达27亿美元，或每股63美分。
本季度营业收入增长12.2%，达745亿美元。
就全年而言，沃尔玛的利润增长了13.3%。
从78亿美元增至89亿美元，每股2.03美元。
收入增长了11.6%，从2296亿美元增至2563亿美元。
国际销售强劲，在近270亿美元整体销售额的利润中，国际销售贡献了约70亿美元。
斯科特先生说，沃尔玛去年干得不错，国际部成绩尤佳。
斯科特强调，由于靠商品多样化而不是高价格，毛利率比原来的预测要好。
他说：“我们并没有提高价格，也不打算这么做。
”塔吉特商店昨天，出乎华尔街的预期，塔吉特公司季度收益增长了21.1％。
塔吉特的信用卡业务，以及塔吉特公司分店和马歇尔菲尔德商店的收益抵销了默文百货连锁店税前利润的小幅下降。
塔吉特创造了比其他折扣零售商更高档、更有风格意识的形象。
按收入计算，它是美国的第三大零售商。
塔吉特昨日表示，它看到了来自竞争对手沃尔玛的持续价格压力。
与去年同期6.88亿美元，或每股75美分相比，塔吉特第四季度的利润增长升至8.32亿美元，或每股91美分。
根据路透社的报道，分析师此前预计塔吉特每股盈利为87美分。
本季度的收入同比增长10.7％，从140.6亿美元升至155.7亿美元，而同店销售额（按开店满一年者算）上涨了4.9％。
塔吉特称塔吉特商店的税前利润猛增了18.5％。
就一直不景气的百货商店部分，马歇尔菲尔德税前利润跃升了15.6％，但默文下跌了0.3％。
信用卡业务最近一个季度税前利润增加了1.68亿美元，与去年同期相比增长了11.7％。
全年，塔吉特的利润从前一年的16.5亿美元，或每股1.81美元升至18.4亿美元，或每股2.01美元，增长了11.4％。
在新设商店的推动下，收入从439.1亿美元升至481.6亿美元，增长了9.7％。
同店销售额和信贷收入增长了2.9％。
Unit6 是什么让耐克的广告获得殊荣？耐克的共同创始人和前首席执行官菲尔·奈特喜欢让超级运动员巨星和广告为他说话。
在第50届戛纳国际广告节上，他被提名为年度最佳广告客户。
他是两度赢得这一奖项的第一人。
奈特有绝对明确和坚定的战略：用著名运动员代言产品。
他将此描述为耐克公司80年代初以来显着增长背后的“三脚架”的一部分。
其他两只脚分别为产品设计和广告。
一种运动，又一种运动，耐克公司的扩张源于运动，与大师同行。