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(单词翻译:双击或拖选)
When we travel to a foreign country, we carry in our baggage a preconceived idea in that country. Much of the knowledge we have of different nationalities exists as stereotypes1 – conventional and oversimplified pictures without individualities. Stereotypes also exists about occupations or professions. Descriptions about managers from different countries may be something like this:
American managers have in-depth knowledge of the business they run and baseball, but know little about the rest of the world. They think that everyone who is not American wishes he was. They only lose when the playing is not even. The quarterly dividend2 is their cardinal3 goal, and quick fixes are the means to accomplish it.
British managers became managers by studying literature and history at Oxford4 and by going through the old boy network. They have a broad, but not always thorough knowledge of their company’s operations. British managers invariably are polite and they spice their conversations with humorous anecdotes5 that executives of other nationalities fail to appreciate.
French managers are Napoleonic (拿破仑式) and their management style is imperial. Stiff hierarchies6 discourage informal relations and nurture7 a sense of “them” versus8 “us”. It’s difficult to reach the boss. The flow of information always goes one-way: downward. French managers love to talk, though not always about items on the agenda. Their initial response to proposals is always negative just because they like debate.
German managers prefer to go by the book. They have years of technical training and high degrees. They are formal and serious. Meetings are conducted with attention to details and they sometimes raise their voice and pound the table to see if they can intimidate9 the other party into making concessions10.
Italian managers are flexible, and often ignore company rules. They prefer telephone and personal contact to memos11 and faxes. Management is paternalistic. Bosses give their employees protection. They, in turn, are loyal and identify with company goals. Informal networks of family and powerful friends matter much in business.
Japanese managers say yes when mean no. Rank and social status are important and they are formal and reserved. The main duty of Japanese managers is to maintain harmony and motivate subordinates to work for the good of company.
Swedish managers are practical, technically12 capable but unimaginative. They have no sense of humor and take everything you say literally13. They often spend more time telling you what’s wrong with their products than what’s good about them. Swedes dress in sports shirts and slacks for meetings and are neurotic14 about punctuality.
1 stereotypes | |
n.老套,模式化的见解,有老一套固定想法的人( stereotype的名词复数 )v.把…模式化,使成陈规( stereotype的第三人称单数 ) | |
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2 dividend | |
n.红利,股息;回报,效益 | |
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3 cardinal | |
n.(天主教的)红衣主教;adj.首要的,基本的 | |
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4 Oxford | |
n.牛津(英国城市) | |
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5 anecdotes | |
n.掌故,趣闻,轶事( anecdote的名词复数 ) | |
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6 hierarchies | |
等级制度( hierarchy的名词复数 ); 统治集团; 领导层; 层次体系 | |
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7 nurture | |
n.养育,照顾,教育;滋养,营养品;vt.养育,给与营养物,教养,扶持 | |
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8 versus | |
prep.以…为对手,对;与…相比之下 | |
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9 intimidate | |
vt.恐吓,威胁 | |
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10 concessions | |
n.(尤指由政府或雇主给予的)特许权( concession的名词复数 );承认;减价;(在某地的)特许经营权 | |
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11 memos | |
n.备忘录( memo的名词复数 );(美)内部通知 | |
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12 technically | |
adv.专门地,技术上地 | |
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13 literally | |
adv.照字面意义,逐字地;确实 | |
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14 neurotic | |
adj.神经病的,神经过敏的;n.神经过敏者,神经病患者 | |
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