研究生英语综合教程上课文及翻译
(完整word版)《高等学校研究生英语综合教程-上》原文+翻译(个人整理方便学习)
上册Unit OneTRAITS OF THE KEY PLAYERS David G. Jensen核心员工的特征大卫·G．詹森1 What exactly is a key player? A "Key Player" is a phrase that I've heard about from employers during just about every search I've conducted. I asked a client - a hiring manager involved in a recent search - to define it for me. "Every company has a handful of staff in a given area of expertise that you can count on to get the job done. On my team of seven process engineer and biologists, I've got two or three whom I just couldn't live without," he said. "Key players are essential to my organization. And when we hire your company to recruit for us, we expect that you'll be going into other companies and finding just that: the staff that another manager will not want to see leave. We recruit only key players." 1核心员工究竟是什么样子的?几乎每次进行调查时，我都会从雇主们那里听到“核心员工”这个名词。
研究生英语综合教程课文翻译+原文
课文原文1-7 Unit 1 The Hidden Side of Happiness1 Hurricanes, house fires, cancer, whitewater rafting accidents, plane crashes, vicious attacks in dark alleyways. Nobody asks for any of it. But to their surprise, many people find that enduring such a harrowing ordeal ultimately changes them for the better.Their refrain might go something like this: "I wish it hadn't happened, but I'm a better person for it."1飓风、房屋失火、癌症、激流漂筏失事、坠机、昏暗小巷遭歹徒袭击，没人想找上这些事儿。
但出人意料的是，很多人发现遭受这样一次痛苦的磨难最终会使他们向好的方面转变。
他们可能都会这样说:“我希望这事没发生，但因为它我变得更完美了。
”2 We love to hear the stories of people who have been transformed by their tribulations, perhaps because they testify to a bona fide type of psychological truth, one that sometimes gets lost amid endless reports of disaster: There seems to be a built-in human capacity to flourish under the most difficult circumstances. Positive responses to profoundly disturbing experiences are not limited to the toughest or the bravest.In fact, roughly half the people who struggle with adversity say that their lives subsequently in some ways improved.2我们都爱听人们经历苦难后发生转变的故事，可能是因为这些故事证实了一条真正的心理学上的真理，这条真理有时会湮没在无数关于灾难的报道中:在最困难的境况中，人所具有的一种内在的奋发向上的能力会进发出来。
研究生英语综合教程(上)课文翻译
研究生英语综合教程（上）课文翻译unitone核心员工的特征大卫g．詹森1核心员工究竟是什么样子的?几乎每次进行调查时，我都会从雇主们那里听到“核心员工”这个名词。
我请一位客户――一位正参与研究的人事部经理，给我解释一下。
“每家公司都有少数几个这样的员工，在某个专业领域，你可以指望他们把活儿干好。
在我的小组中，有七名化工流程工程师和生物学家，其中有那么两三个人是我赖以生存的，”他说，“他们对我的公司而言不可或缺。
当请你们公司替我们招募新人的时候，我们期待你们会去其他公司找这样的人：其他公司经理不想失去的员工。
我们只招募核心员工。
”2这就是一段充满著了鼓动性的谈话，目的就是把猎头们派往竞争对手的公司回去游说经验丰富的员工们搞一次职业更改。
他们想要从另一家公司召募核心员工。
然而，每家公司也从新人中招人。
他们必须找寻的就是全然一样的东西。
“我们把他们和公司顶级员工整体表现出来的特质展开对照。
假如他们看上去存有同样特征的话，我们就在他们身上赌一把。
”只是这样有点儿冒险。
3“这是一种有根据的猜测，”我的人事经理客户说。
作为未来的一名员工，你的工作是帮助人事部经理降低这种风险，你需要帮助他们认定你有潜力成为一名核心员工。
4特征1：无私的合作者职业顾问和化学家约翰费策尔最早明确提出了这个特征。
关于这个特征，人们已经写下了大量的文章。
它之所以应该被反反复复谈到，是因为这一特征就是学术界和企业间最显著的差别。
“这里须要合作，”费策尔说道，“企业的环境并不需要单打独斗，争强好胜，所以整体表现出来合作和无私精神的员工就脱颖而出了。
在企业环境中，没这样的思维方式就不可能将顺利。
”5许多博士后和研究生在进行这种过渡的过程中表现得相当费力。
因为生命中有那么长1一段时间他们都在扮演一个独立研究者的角色，并且要表现得比其他年轻的优秀人才更出色。
你可以藉此提高在公司的吸引力：为追求一个共同的目标和来自其他实验室和学科的科学家们合作――并且为你的个人履历上的内容提供事迹证明。
研究生英语综合教程(上)课文翻译-详细版
研究生英语综合教程(上)课文翻译-详细版Unit One核心员工的特征大卫·G．詹森1核心员工究竟是什么样子的?几乎每次进行调查时，我都会从雇主们那里听到“核心员工”这个名词。
我请一位客户——一位正参与研究的人事部经理，给我解释一下。
“每家公司都有少数几个这样的员工，在某个专业领域，你可以指望他们把活儿干好。
在我的小组中，有七名化工流程工程师和生物学家，其中有那么两三个人是我赖以生存的，”他说，“他们对我的公司而言不可或缺。
当请你们公司替我们招募新人的时候，我们期待你们会去其他公司找这样的人：其他公司经理不想失去的员工。
我们只招募核心员工。
”2这是一段充满了鼓动性的谈话，目的是把猎头们派往竞争对手的公司去游说经验丰富的员工们做一次职业变更。
他们想从另一家公司招募核心员工。
然而，每家公司也从新人中招人。
他们要寻找的是完全一样的东西。
“我们把他们和公司顶级员工表现出的特质进行对照。
假如他们看起来有同样特征的话，我们就在他们身上赌一把。
”只是这样有点儿冒险。
3“这是一种有根据的猜测，”我的人事经理客户说。
作为未来的一名员工，你的工作是帮助人事部经理降低这种风险，你需要帮助他们认定你有潜力成为一名核心员工。
4特征1：无私的合作者职业顾问和化学家约翰·费策尔最早提出了这个特征。
关于这个特征，人们已经写了大量的文章。
它之所以值得被反复谈及，是因为这一特征是学术界和企业间最明显的差别。
“这里需要合作，”费策尔说，“企业的环境并不需要单打独斗，争强好胜，所以表现出合作和无私精神的员工就脱颖而出了。
在企业环境中，没有这样的思维方式就不可能成功。
”5许多博士后和研究生在进行这种过渡的过程中表现得相当费力。
因为生命中有那么长一段时间他们都在扮演一个独立研究者的角色，并且要表现得比其他年轻的优秀人才更出色。
你可以藉此提高在公司的吸引力：为追求一个共同的目标和来自其他实验室和学科的科学家们合作——并且为你的个人履历上的内容提供事迹证明。
研究生英语系列教材综合教程(上)原文+翻译 熊海虹
Unit OneTRAITS OF THE KEY PLAYERS (David G. Jensen)核心员工的特征大卫·G．詹森1 What exactly is a key player? A "Key Player" is a phrase that I've heard about from employers during just about every search I've conducted. I asked a client - a hiring manager involved in a recent search - to define it for me. "Every company has a handful of staff in a given area of expertise that you can count on to get the job done. On my team of seven process engineer and biologists, I've got two or three whom I just couldn't live without," he said. "Key players are essential to my organization. And when we hire your company to recruit for us, we expect that you'll be going into other companies and finding just that: the staff that another manager will not want to see leave. We recruit only key players."1核心员工究竟是什么样子的?几乎每次进行调查时，我都会从雇主们那里听到“核心员工”这个名词。
研究生英语综合教程UNIT1课文及翻译(含汉译英英译汉)PDF版
UNIT11. Recently, one of us had the opportunity to speak with a medical student about a research rotation that the student was planning to do. She would be working with Dr. Z, who had given her the project of writing a paper for which he had designed the protocol, collected the data, and compiled the results. The student was to do a literature search and write the first draft of the manuscript. For this she would become first author on the final publication. When concerns were raised about the proposed project, Dr. Z was shocked. "l thought I was doing her a favor," he said innocently, "and besides, I hate writing!"2. Dr. Z is perhaps a bit naive. Certainly, most researchers would know that the student's work would not merit first authorship. They would know that "gift" authorship is not an acceptable research practice. However, an earlier experience in our work makes us wonder. Several years ago, in conjunction with the grant from the Fund for the Improvement of Pott Secondary Education (FIPSE), a team of philosophers and scientists at Dartmouth College 2 ran a University Seminar series for faculty on the topic "Ethical Issues in scientific Research."At one seminar, a senior researcher (let's call him Professor R) argued a similar position to that of Dr. Z. In this case Professor R knew that "gift" authorship, authorship without a significant research contribution, was an unacceptable research practice. However, he had a reason to give authorship to his student.The student had worked for several years on a project suggested by him and the project had yielded to publishable data. Believing that he had a duty to the student to ensure a publication, Professor R had given the student some data that he himself had collected and told the student to write it up. The student had worked hard, he said, albeit on another project, and the student would do the writing. Thus, he reasoned, the authorship was not a "gift."3. These two stories point up a major reason for encouraging courses in research ethics: Good intentions do not necessarily result in ethical decisions. Both of the faculty members in the above scenarios "meant well." In both cases, the faculty members truly believed that what they were doing was morally acceptable. In the first case, Dr. Z's indefensible error was that he was unaware of the conventions of the field.In particular, he seemed blissfully oblivious to the meaning of first authorship. In the second case, Professor R was do ng what he thought best for the student without taking into consideration that moral. ty is a public system and that his actions with regard to a single student have public consequences for the practice of science as a profession.4. Well-meaning scientists, such as those just mentioned, can, with the best of intentions, make unethical decisions. In some cases, such decisions may lead individuals to become embroiled in cases of 1. 最近，我们当中的一员有机会与一名医科学生谈论她正计划要做的一个实验室轮转项目。
研究生英语综合教程(上)课文翻译及部分答案
Unit One核心员工的特征大卫·G．詹森1核心员工究竟是什么样子的?几乎每次进行调查时，我都会从雇主们那里听到“核心员工”这个名词。
我请一位客户——一位正参与研究的人事部经理，给我解释一下。
“每家公司都有少数几个这样的员工，在某个专业领域，你可以指望他们把活儿干好。
在我的小组中，有七名化工流程工程师和生物学家，其中有那么两三个人是我赖以生存的，”他说，“他们对我的公司而言不可或缺。
当请你们公司替我们招募新人的时候，我们期待你们会去其他公司找这样的人：其他公司经理不想失去的员工。
我们只招募核心员工。
”2这是一段充满了鼓动性的谈话，目的是把猎头们派往竞争对手的公司去游说经验丰富的员工们做一次职业变更。
他们想从另一家公司招募核心员工。
然而，每家公司也从新人中招人。
他们要寻找的是完全一样的东西。
“我们把他们和公司顶级员工表现出的特质进行对照。
假如他们看起来有同样特征的话，我们就在他们身上赌一把。
”只是这样有点儿冒险。
3“这是一种有根据的猜测，”我的人事经理客户说。
作为未来的一名员工，你的工作是帮助人事部经理降低这种风险，你需要帮助他们认定你有潜力成为一名核心员工。
4特征1：无私的合作者职业顾问和化学家约翰·费策尔最早提出了这个特征。
关于这个特征，人们已经写了大量的文章。
它之所以值得被反复谈及，是因为这一特征是学术界和企业间最明显的差别。
“这里需要合作，”费策尔说，“企业的环境并不需要单打独斗，争强好胜，所以表现出合作和无私精神的员工就脱颖而出了。
在企业环境中，没有这样的思维方式就不可能成功。
”5许多博士后和研究生在进行这种过渡的过程中表现得相当费力。
因为生命中有那么长一段时间他们都在扮演一个独立研究者的角色，并且要表现得比其他年轻的优秀人才更出色。
你可以藉此提高在公司的吸引力：为追求一个共同的目标和来自其他实验室和学科的科学家们合作——并且为你的个人履历上的内容提供事迹证明。
这个方法，加上你在描述业绩时开明地使用代词“我们”，而不是“我”，能使公司对你的看法从“单干户”转变成“合作者”。
研究生英语综合教程上_课文与翻译详解
Unit One核心员工的特征大卫·G．詹森1核心员工究竟是什么样子的?What exactly is a key player?几乎每次进行调查时，我都会从雇主们那里听到“核心员工”这个名词。
A key player is a phrase that I’ve heard about from employers during just about every search I’ve conducted.我请一位客户——一位正参与研究的人事部经理，给我解释一下。
I asked a client --a hiring manager involved in a search --to define it for me.每家公司都有少数几个这样的员工，在某个专业领域，你可以指望他们把活儿干好。
Every company has a handful of staff in a given area of expertise that you can count on to get the job done.在我的小组中，有七名化工流程工程师和生物学家，其中有那么两三个人是我赖以生存的，”On my team of seven process engineers and biologist,I’ve got two or three whom I just couldn’t live without 他说，“他们对我的公司而言不可或缺。
He said.key players are essential to my organization.当请你们公司替我们招募新人的时候，我们期待你们会去其他公司找这样的人：其他公司经理不想失去的员工。
我们只招募核心员工。
”And when hire your company to recruit for us ,we expect that you’ll be going into other companies and finding just that :the staff that another manager will not want to see leave .we recruit only key players .2这是一段充满了鼓动性的谈话，目的是把猎头们派往竞争对手的公司去游说经验丰富的员工们做一次职业变更。
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Unit One核心员工的特征大卫·G．詹森1 What exactly is a key player? 核心员工究竟是什么样子的? A key player is a phrase that I’ve heard about from employers during just about every search I’ve conducted. 几乎每次进行调查时，我都会从雇主们那里听到“核心员工”这个名词。
I asked a client --a hiring manager involved in a search --to define it for me. 我请一位客户——一位正参与研究的人事部经理，给我解释一下。
Every company has a handful of staff in a given area of expertise that you can count on to get the job done. 每家公司都有少数几个这样的员工，在某个专业领域，你可以指望他们把活儿干好。
On my team of seven process engineers and biologist,I’ve got two or three whom I just couldn’t live without 在我的小组中，有七名化工流程工程师和生物学家，其中有那么两三个人是我赖以生存的，”He said.key players are essential to my organization. 他说，“他们对我的公司而言不可或缺。
And when hire your company to recruit for us ,we expect that you’ll be going into other companies and finding just that :the staff that another manager will not want to see leave .we recruit only key players . 当请你们公司替我们招募新人的时候，我们期待你们会去其他公司找这样的人：其他公司经理不想失去的员工。
我们只招募核心员工。
”2 This is part of a pep talk intended to send headhunters into competitor’s company to talk to the most experienced staff about making a change . 这是一段充满了鼓动性的谈话，目的是把猎头们派往竞争对手的公司去游说经验丰富的员工们做一次职业变更。
They want to hire a key player from another company . 他们想从另一家公司招募核心员工。
Every company also hires from the ranks of newbies ,and what they are looking for is exactly the same . 然而，每家公司也从新人中招人。
他们要寻找的是完全一样的东西。
We hold them up to the standers we see in our top people . “我们把他们和公司顶级员工表现出的特质进行对照。
If it looks like they have this traits ,we’ll place a bet on them .It’s just a bit riskier . 假如他们看起来有同样特征的话，我们就在他们身上赌一把。
”只是这样有点儿冒险。
3It’s an educated guess ,says my hiring manager client . “这是一种有根据的猜测，”我的人事经理客户说。
Your job as a future employee is to help the hiring manager mitigate that risk .You need to help them identify you as a prospective key player . 作为未来的一名员工，你的工作是帮助人事部经理降低这种风险，你需要帮助他们认定你有潜力成为一名核心员工。
4 Trait 1:the selfless collaborator 特征1：无私的合作者John Fetzer ,career consultant and chemist ,first suggested this trait ,which has already been written about a great deal . 职业顾问和化学家约翰·费策尔最早提出了这个特征。
关于这个特征，人们已经写了大量的文章。
It deserves repeating because it is the single most public difference between academic and industry . 它之所以值得被反复谈及，是因为这一特征是学术界和企业间最明显的差别。
It’s teamwork,says Fetzer .The business environment is less lone-wolf and competitive ,so signs of being collaborative and selfless stand out .You just can’t succeed in an industry environment without this mindset .“这里需要合作，”费策尔说，“企业的环境并不需要单打独斗，争强好胜，所以表现出合作和无私精神的员工就脱颖而出了。
在企业环境中，没有这样的思维方式就不可能成功。
”5 Many postdocs and grad students have a tough time showing that they can make this transition because so much of their life has involved playing the independent-researcher role and outshining other young stars. 许多博士后和研究生在进行这种过渡的过程中表现得相当费力。
因为生命中有那么长一段时间他们都在扮演一个独立研究者的角色，并且要表现得比其他年轻的优秀人才更出色。
You can make yourself more attractive to companies by working together with scientists from other laboratories and disciplines in pursuit of common goal --and documenting the results on your resume . 你可以藉此提高在公司的吸引力：为追求一个共同的目标和来自其他实验室和学科的科学家们合作——并且为你的个人履历上的内容提供事迹证明。
This approach ,combined with a liberal use of the pronoun we and not just I when describing your accomplishments ,can change the company’s perception of you from a lone wolf to a selfless collaborator . 这个方法，加上你在描述业绩时开明地使用代词“我们”，而不是“我”，能使公司对你的看法从“单干户”转变成“合作者”。
Better still ,develop a reputation inside your lab and with people your lab collaborator with as a person who fosters and initiates collaborations --and make sure this quality gets mentioned by those who will take those reference phone calls . 更为有利的是，要在你实验室内部，以及在和你们实验室合作的人们之间，培养一个良好声誉：一个鼓励并发动合作的人——还要保证让那些会接听调查电话的人们谈及你的这个品质。
6 trait 2:a sense of urgency特征2：紧迫感Don Haut is a frequent contributor to the aaas.sciencecareers@org discussion forum . 唐-豪特是一位给aaas.sciencecareers@org 网站论坛频繁写稿的撰稿人。
He is a former scientist who transitioned to industry many years ago and then on to a senior managementposition . 他之前是一名科学家。
许多年前他转向了企业，并一直做到高级管理的职位。
Haut heads strategy and business development for a division of 3M with more than 2.4 billion in annual revenues . He is among those who value a sense of urgency . 他在3M公司一个部门负责策略和商业开发工作，这个部门每年上缴的税收高达24亿多美元。
他就是一个重视紧迫感的人。
7Business happens 24/7/365 ,which means that competition happens 24/7/365 ,as well ,says Haut . “一年365天，一周7天，一天24小时，生意始终在进行，那意味着一年365天，一周7天，一天24小时，竞争也同样在进行，”豪特说，One way that companies win is by getting there faster ,which means that you not only have to mobilize all of the functions that support a business to move quickly ,but you have to know how to decide where there is ! “公司取胜的方法之一就是要更快地到达‘目的地’。