【#新概念英語(yǔ)# #職場(chǎng)新概念英語(yǔ)（53）#】新概念一共144課，其中單課為課文，雙課為語(yǔ)法和練習(xí)。整本書(shū)是以單數(shù)課為正課，并附帶有插圖而雙數(shù)課則是針對(duì)單數(shù)課所講的內(nèi)容有針對(duì)性地進(jìn)行練習(xí)，展現(xiàn)出整個(gè)新概念一教材區(qū)別于其他教材的獨(dú)特之處。®無(wú)憂(yōu)考網(wǎng)為您整理了以下內(nèi)容，僅供參考。希望可以幫助到您！如果您想要了解更多相關(guān)內(nèi)容，歡迎關(guān)注®無(wú)憂(yōu)考網(wǎng)！
【篇一】在辦公室內(nèi)千萬(wàn)不要談?wù)摰乃募?
1.Dollars and cents
It's no secret that salary talk should be avoided, but it's no just paychecks that ought to remain private.
Debt, mortgage, and loans — yours or anyone else's — are a personal concern, and if money matters come up, the best thing to do is to sidestep the subject and steer the conversation elsewhere.
2.Office rumors
There will always be cubicle gossip, but that doesn't mean you need to participate. You want to be known for your work, not your rumor radar.
Even if you trust a co-worker and your intentions are good, there's still a chance that you will be misunderstood, overheard, or otherwise caught up in the drama. Use your wit to comment on last night' TV highlights instead.
3.Job status
If your boss offers you a raise or a promotion by all means. Celebrate! Call your family, but don't bring it up to a co-worker unless asked directly.
Wait until an announcement is made or until your title officially changes; raising the subject yourself might seem boastful or rude.
4.Intimate issues
Of course you will mention the happenings in your life to the people around you, but remember to set limits on what you reveal.
Even if you feel close to your co-worker, and some things simply shouldn't be shared with office — mates.
When in doubt, ask yourself if it's something you'd want your superiors to know. That will put things in perspective.
【篇二】譯文
1.金錢(qián)
職場(chǎng)不談薪水已經(jīng)不是什么秘密了，但是不應(yīng)只有工資要保密。
債務(wù)、貸款和借貸，無(wú)論是你自己的還是別人的，也都是個(gè)人隱私。如果別人討論了有關(guān)錢(qián)的話(huà)題，那么你要做的就是回避并轉(zhuǎn)移話(huà)題。
2.辦公室謠言
辦公室的格子間里總會(huì)有各種流言蜚語(yǔ)，但這不意味著你也要參與八卦的討論。你應(yīng)該以你的工作表現(xiàn)而為人熟知，而不是以你的八卦能力。
即使你很信任某位同事，或者你的出發(fā)點(diǎn)是好的，你也可能在八卦的過(guò)程中被人曲解、偷聽(tīng)或者卷入是非之中。動(dòng)動(dòng)你的腦筋，可以聊聊昨晚電視里的八卦嘛。
3.職位
如果老板給你升職加薪，你的確應(yīng)該好好慶祝一番！你可以給你的家人朋友打電話(huà)，但不要和你的同事說(shuō)，除非有特別要求。
等到有正式文件下來(lái)或者你的頭銜變更后，你才可以和同事說(shuō)；提早說(shuō)的話(huà)，會(huì)讓人覺(jué)得你是在沾沾自喜或者很傲慢。
4.個(gè)人私事
在與同事的談話(huà)中，你不可避免地會(huì)談到生活中發(fā)生的事，但是記住要分清什么可以說(shuō)，什么不可以說(shuō)。
即使你和同事的關(guān)系再好，你們也只是同事關(guān)系，有些事情是不能和同事分享的。
如果你疑慮的時(shí)候，那就想一下你希不希望這件事被你的上級(jí)知道。這樣你就能理清頭緒了。
【篇三】讓人孤獨(dú)的職場(chǎng)
As an analyst in a bulge-bracket bank in the City of London, Steve knew that he was in for long hours spent churning through spreadsheets. What he was not prepared for, at a global bank that hires thousands of people, was loneliness.
The environment, says the 27-year-old, who prefers not to use his real name, was “toxic”. There was “rarely any support for new joiners, no mentorship” in the business.
His youth was a factor. In his early 20s, being on a team with experienced professionals was “intimidating”. A snide comment from a manager would immediately make him feel “very small”.
Over time, his “self-esteem [took] a nosedive” and he started to isolate himself. “Better to not say a word if the slightest murmur could lead to embarrassment,” he says. That affected his performance at work and meant that he further cordoned himself off.
A 2011 study from California State University and the Wharton School confirms what Steve knew: that management should not treat loneliness as a private problem but rather one that affects the business.
“An employee’s work loneliness triggers emotional withdrawal from their organisation,” the study says. “The results also show that co-workers can recognise this loneliness and see it hindering team member effectiveness.”
Steve felt not only “l(fā)onely but increasingly helpless”. The people who manned the corporate employee assistance phones were based in another city and were disconnected from the main business. After four years, he decided to leave and work for a fintech start-up.
He has since realised, through talking to his former colleagues, that he was far from alone in feeling lonely at work. Books have started to appear on loneliness in the past decade, such as Emily White’s Lonely: A Memoir; Olivia Laing’s The Lonely City; and, more academically, Loneliness: Human Nature and the Need for Social Connection by John Cacioppo, the director of the University of Chicago’s Center for Cognitive and Social Neuroscience.
In the UK, the Campaign to End Loneliness is working to influence public policy on isolation and to develop an evidence base, while the Jo Cox Commission on Loneliness, launched in the wake of the Labour MP’s murder in 2016, continues her activism in this area.
It is important to distinguish between subjective loneliness and objective isolation, says Prof Cacioppo, who has been studying the causes and effects of loneliness for more than 20 years. Loneliness is a “l(fā)ack or loss of companionship [which] happens when we have a mismatch between the quantity and quality of social relationships that we have, and those that we want”, according to the Campaign to End Loneliness.
This means, says Prof Cacioppo, that one can feel socially isolated even when around friends, family and crowds — or co-workers. As Steve’s experience shows, you may be surrounded by hundreds or thousands of colleagues yet still feel lonely.
Despite their prevalence, social media are making people feel disconnected — “alone together”, in the words of Sherry Turkle, a psychologist and professor at MIT. “We think constant connection [through smartphones and email] will make us feel less lonely,” she writes. “The opposite is true.”
A forthcoming paper, co-authored by Prof Cacioppo, suggests that the relationship with technology is more complex. The internet may be used to enhance existing relationships and forge social connections but may also be a way of escaping “the social world” and thus increasing loneliness.
Adam Grant, professor of management and psychology at Wharton, has observed Americans are less likely to foster friendships at work, because they do not envisage sticking around. “We don’t invest in the same way. We view co-workers as transitory ties, greeting them with arms-length civility.”
While the popular expression may be that “it’s lonely at the top”, researchers have found that it can be pretty lonely at the bottom. A paper published in the scientific journal Organizational Behavior and Human Decision Processes in 2015 found that employees with low levels of autonomy and power felt lonely. Adam Waytz, a psychologist at Northwestern University’s Kellogg School of Management, explains in the paper that “having power reduces the need to belong”. Power confers access to resources that give people the sense that they could easily affiliate with others and find connection regardless of whether or not this is actually the case, he says.
Virtual working is a more obvious cause of loneliness. Rachel, who worked until recently in corporate communications at a financial services company headquartered in New York, was the only one in her department based in the UK. “In the beginning I loved it,” says Rachel, who also prefers to remain anonymous. She was proud of being a pioneer and liked having a global role.
But ultimately she became enveloped by loneliness. “I didn’t see anyone — my team were based in New York. I missed the office banter. On Fridays they would say they were going for a drink and I felt excluded.” Rachel felt that she was “out of sight, out of mind”.
Every time the phone rang she turned into a chatterbox, desperate for contact. She had to remind herself to end the conversation before she pummelled the caller with her enthusiasm. When her son came home from school, “I would hug him like I hadn’t seen him for weeks.” After it took its toll on her health and productivity, she left the job.
In retrospect, she believes that her team should have made more effort to include her. “They could have created more opportunities for banter and discussions offline,” perhaps by building five minutes of conversation into a team conference call.
Shefaly Yogendra, a governance and risk consultant, also experienced virtual-office loneliness, this time working from home with teams in Asia and California. “Office banter is a social lubricant. It humanises people and makes them seem not like robots,” she says. “There is an existential quality to loneliness.” For her, the solution was not to find throngs of co-workers but to “calm the monkey mind” through yoga.
Sometimes working alone at home can be the answer to loneliness. Deborah Parietti, founder of Red Beetle Travelling Food, an ecommerce business selling Italian produce, says that she feels less lonely now than she did working in marketing for an employer.
“It felt so silly to feel lonely when surrounded by loads of people. It’s hard to talk to a boss and say, ‘I feel lonely.’ It’s not tangible. Not something you can explain very well. It’s not an easy conversation to have.”
Today, while she is often alone, she feels she has the power to make changes if loneliness creeps in. “When I was in a workplace, it made me unhappy and [I] couldn’t switch off from that?.?.?.?discomfort and sadness. Now loneliness is a catalyst. I can go and meet people.”
Even chief executives are vulnerable
António Horta-Osório, the chief executive of Lloyds bank, was signed off work for stress and told the Financial Times: “As a CEO these positions are quite lonely, so sometimes there are several things you cannot share with your team, because you have to motivate them. You don’t want your employees to have doubts about your leadership.”
A report on loneliness, co-authored by Professor Adam Waytz of Kellogg School of Management, found high-ranking employees were vulnerable to loneliness because they often have sole responsibility for laying off employees; reducing resources in budget restructurings; and “increasing organisational profit at a potential cost to the environment or to society”.
【篇四】譯文
史蒂夫(Steve)曾在倫敦金融城一家大銀行當(dāng)分析師，他從一開(kāi)始就知道自己得花大把時(shí)間在電子表格上。他始料未及的是，在這樣一家有幾千名員工的全球銀行，他居然會(huì)感到孤獨(dú)。
這位27歲的年輕人不愿使用真名，他說(shuō)，那種環(huán)境是“有毒的”，公司“很少為新加入的員工提供什么支持，沒(méi)有人當(dāng)導(dǎo)師”。
他的年輕是一方面原因。那時(shí)他才20來(lái)歲，而團(tuán)隊(duì)其他成員都是經(jīng)驗(yàn)豐富的專(zhuān)業(yè)人士，這難免“令人心生畏懼”。來(lái)自經(jīng)理的每一句冷嘲熱諷，都會(huì)在瞬間讓他覺(jué)得自己“很渺小”。
隨著時(shí)間推移，他的“自尊心嚴(yán)重受挫”，他開(kāi)始把自己孤立起來(lái)�！叭绻÷曕止疽粌删涠伎赡苷衼�(lái)難堪，那還是閉嘴為好，”他說(shuō)。這影響了他在工作中的表現(xiàn)，也使他更進(jìn)一步封閉自己。
加利福尼亞州立大學(xué)(California State University)和沃頓商學(xué)院(Wharton School)在2011年所做的一項(xiàng)研究，印證了史蒂夫的感受：管理層不應(yīng)把員工的孤獨(dú)感當(dāng)作一個(gè)私人問(wèn)題，而應(yīng)該當(dāng)作一個(gè)會(huì)影響業(yè)務(wù)的問(wèn)題來(lái)處理。
“員工在工作中產(chǎn)生的孤獨(dú)感會(huì)導(dǎo)致其在情感上疏遠(yuǎn)自己的組織，”該研究報(bào)告寫(xiě)道，“結(jié)果還表明，同事們可以分辨出這種孤獨(dú)感，看到它在妨礙團(tuán)隊(duì)成員的有效性�！�
史蒂夫不僅“感到孤獨(dú)，而且越來(lái)越無(wú)助”。負(fù)責(zé)接聽(tīng)員工幫助熱線(xiàn)電話(huà)的人在另一座城市，而且與公司主營(yíng)業(yè)務(wù)毫無(wú)關(guān)聯(lián)。4年后，他決定離職，跳槽到一家金融科技初創(chuàng)企業(yè)。
后來(lái)，通過(guò)與前同事們交談，他發(fā)現(xiàn)，在工作中感到孤獨(dú)的絕不只他一個(gè)人。過(guò)去10年中開(kāi)始出現(xiàn)了一些關(guān)于孤獨(dú)的著作，比如埃米莉?懷特(Emily White)的《孤獨(dú)：自傳》(Lonely: A Memoir)，還有奧利維亞?萊恩(Olivia Laing)寫(xiě)的《孤獨(dú)的城市》(The Lonely City)，以及學(xué)術(shù)性更強(qiáng)的《孤獨(dú)是可恥的：你我都需要社會(huì)聯(lián)系》(Loneliness: Human Nature and the Need for Social Connection)，該書(shū)作者約翰?卡喬波(John Cacioppo)是芝加哥大學(xué)(University of Chicago)認(rèn)知和社會(huì)神經(jīng)科學(xué)中心主任。
英國(guó)有一項(xiàng)“終結(jié)孤獨(dú)運(yùn)動(dòng)”(Campaign to End Loneliness)，致力于影響有關(guān)社會(huì)隔絕的公共政策，并打造一個(gè)證據(jù)基礎(chǔ)。還有個(gè)喬?考克斯孤獨(dú)委員會(huì)(Jo Cox Commission on Loneliness)，是在工黨議員喬?考克斯2016年遇害后成立的，該委員會(huì)繼續(xù)推進(jìn)她生前在該領(lǐng)域開(kāi)展的活動(dòng)。
卡喬波教授表示，有必要區(qū)分主觀的孤獨(dú)與客觀的孤立。20多年來(lái)，他一直在研究產(chǎn)生孤獨(dú)感的原因和后果。按照“終結(jié)孤獨(dú)運(yùn)動(dòng)”的定義，“當(dāng)我們所擁有的社會(huì)關(guān)系的數(shù)量及質(zhì)量與我們所希望擁有的不匹配時(shí)，我們會(huì)感到缺乏或缺失陪伴，這就是孤獨(dú)”。
卡喬波說(shuō)，這意味著，一個(gè)人即便身邊有家人朋友，身處人群中，或者有一大堆同事，也仍可能感到與社會(huì)隔絕。正如史蒂夫的經(jīng)歷所表明的，你身邊周?chē)蛟S有幾百名甚至幾千名同事，但你仍可能覺(jué)得孤單。
社交媒體盡管廣為流行，卻反而使人們感到隔絕——用麻省理工學(xué)院(MIT)心理學(xué)家雪莉?特克爾(Sherry Turkle)教授的話(huà)來(lái)說(shuō)就是“一起孤獨(dú)”(alone together)。她寫(xiě)道：“我們以為（通過(guò)智能手機(jī)和電子郵件）經(jīng)常聯(lián)系會(huì)使我們感覺(jué)沒(méi)那么孤獨(dú)，事實(shí)正相反。”
卡喬波與人合寫(xiě)的一篇即將發(fā)表的論文則提出，人與科技的關(guān)系更加復(fù)雜。人們可能利用互聯(lián)網(wǎng)增強(qiáng)已有的關(guān)系和打造新的社會(huì)聯(lián)系，但也可能借互聯(lián)網(wǎng)來(lái)逃避“社交世界”，從而加劇孤獨(dú)感。
沃頓商學(xué)院管理學(xué)及心理學(xué)教授亞當(dāng)?格蘭特(Adam Grant)注意到，如今美國(guó)人在工作中不那么可能交朋友了，因?yàn)樗麄儾淮蛩汩L(zhǎng)干。“我們不再以過(guò)去那種方式投入，我們把與同事的關(guān)系視為是暫時(shí)的，會(huì)禮貌地保持著距離�！�
“身居高位不勝孤獨(dú)”的說(shuō)法或許很流行，但研究人員發(fā)現(xiàn)，底層員工可能非常孤獨(dú)�？茖W(xué)期刊《組織行為與人類(lèi)決策過(guò)程》(Organizational Behavior and Human Decision Processes) 2015年刊載的一篇論文發(fā)現(xiàn)，自主與權(quán)力級(jí)別較低的員工會(huì)感到孤獨(dú)。西北大學(xué)凱洛格商學(xué)院(Northwestern University’s Kellogg School of Management)的心理學(xué)家亞當(dāng)?韋茲(Adam Waytz)在論文中解釋說(shuō)，“擁有權(quán)力會(huì)減少對(duì)歸屬感的需要”。他說(shuō)，權(quán)力帶來(lái)利用資源的渠道，讓人感覺(jué)他們能輕易與人交往，找到交情，無(wú)論事實(shí)是否如此。
虛擬工作是引發(fā)孤獨(dú)感的一個(gè)較明顯原因。雷切爾(Rachel)原來(lái)在一家金融服務(wù)公司的公關(guān)部工作，公司總部在紐約，整個(gè)部門(mén)只有她一個(gè)人在英國(guó)工作，但是近她已經(jīng)辭職了。“剛開(kāi)始我很喜歡這份工作，”雷切爾說(shuō)，她也不愿透露全名。那時(shí)她為自己走在時(shí)代前沿感到驕傲，并喜歡擔(dān)任一個(gè)全球性的職位。
但終她被孤獨(dú)感包圍了�！拔艺l(shuí)都見(jiàn)不到——我的團(tuán)隊(duì)在紐約，我懷念辦公室里的談笑，一到周五他們會(huì)說(shuō)要出去喝一杯，我覺(jué)得自己不是團(tuán)隊(duì)的一份子�！崩浊袪栍X(jué)得大家“看不到她，也不會(huì)想到她”。
每次電話(huà)一響，她就成了一個(gè)話(huà)嘮，渴望與人交談。她必須提醒自己適時(shí)結(jié)束談話(huà)，以免對(duì)方受不了她的熱情。兒子放學(xué)回家時(shí)，“我會(huì)緊緊地?fù)肀�，就像我好幾個(gè)星期沒(méi)見(jiàn)他了一樣”。孤獨(dú)感損害了她的健康，也影響了工作效率，于是她辭職了。
回頭來(lái)看，她認(rèn)為她原來(lái)的團(tuán)隊(duì)?wèi)?yīng)該多做一些努力來(lái)幫助她融入團(tuán)體�！八麄儽緛�(lái)可以創(chuàng)造更多機(jī)會(huì)，在線(xiàn)下進(jìn)行談笑和討論”，比如說(shuō)在團(tuán)隊(duì)電話(huà)會(huì)議中安排五分鐘的談話(huà)。
公司治理及風(fēng)險(xiǎn)顧問(wèn)謝發(fā)里?約詹德拉(Shefaly Yogendra)也體會(huì)到了虛擬辦公室所帶來(lái)的孤獨(dú)感，與她合作的團(tuán)隊(duì)分別在亞洲和美國(guó)加州，而她在自己家中工作�！稗k公室談笑是一種社交潤(rùn)滑劑，它使人富于人性，使他們看起來(lái)不像機(jī)器人�！彼f(shuō)，“孤獨(dú)有一種與存在有關(guān)的品質(zhì)�！彼慕鉀Q辦法不是為自己找到大批同事，而是通過(guò)練瑜伽“讓心猿安定下來(lái)”。
有時(shí)候，獨(dú)自在家工作恰恰是一種克服孤獨(dú)感的辦法。Red Beetle Travelling Food是一家銷(xiāo)售意大利農(nóng)產(chǎn)品的電商企業(yè)，其創(chuàng)始人黛博拉?帕里埃蒂(Deborah Parietti)說(shuō)，比起她在一家公司做市場(chǎng)營(yíng)銷(xiāo)工作，她如今感覺(jué)沒(méi)那么孤獨(dú)了。
“身邊有許多人卻覺(jué)得孤獨(dú)，那種感覺(jué)真是太蠢了。你很難開(kāi)口對(duì)老板說(shuō)，‘我覺(jué)得孤獨(dú)’。那不是有形的，不是某種你能夠解釋得清的東西。那不是容易交流的話(huà)題。”
如今，雖然她經(jīng)常獨(dú)處，但她覺(jué)得如果孤獨(dú)感在心底悄然滋生，她有力量去做出改變�！爱�(dāng)我身處一個(gè)工作場(chǎng)所，孤獨(dú)感會(huì)讓我不快樂(lè)，而我無(wú)法擺脫那種……不適和悲哀。如今孤獨(dú)成了一種催化劑，我可以出門(mén)去見(jiàn)人�！�
首席執(zhí)行官也孤獨(dú)
勞埃德銀行(Lloyds bank)的首席執(zhí)行官安東尼奧·霍塔-奧索里奧(António Horta-Osório)曾因壓力過(guò)大而休病假，他告訴英國(guó)《金融時(shí)報(bào)》：“身為一名首席執(zhí)行官，這些職位是相當(dāng)孤獨(dú)的，有時(shí)候，有一些事情你無(wú)法與你的團(tuán)隊(duì)分享，因?yàn)槟惚仨毤?lì)他們。你不希望你手下的員工對(duì)你的領(lǐng)導(dǎo)力抱有懷疑�！�
上文提到的凱洛格商學(xué)院的亞當(dāng)?韋茲教授與人聯(lián)合撰寫(xiě)的一份關(guān)于孤獨(dú)的報(bào)告發(fā)現(xiàn)，高級(jí)別的雇員很容易產(chǎn)生孤獨(dú)感，因?yàn)樗麄兺?dú)自承擔(dān)著一些責(zé)任，比如裁員、在預(yù)算重組過(guò)程中減少資源，還有“以可能損害環(huán)境或社會(huì)為代價(jià)來(lái)增加本組織的利潤(rùn)”。
