英语二全套译文.docx

1、英语二全套译文英语二全套译文1AWhat Is a Decision ? 何为决策？A decision is a choice made from among alternative courses of action that are available. The purpose of making a decision is to establish and achieve organizational goals and objectives. The reason for making a decision is that a problem exists, goals or obj

2、ectives are wrong, or something is standing in the way of accomplishing them. 决策是一种选择，来自可以获得的、任择其一的行动步骤。作决策的意图是要确立和实现机构的目标和目的。作决策的原因是有问题存在、目标和目的不正确、或者有某种东西妨碍目标或目的的实现。 Thus the decision-making process is fundamental to management. Almost everything a manager does involves decisions, indeed, some sugg

3、est that the management process is decision making. Although managers cannot predict the future, many of their decisions require that they consider possible future events. Often managers must make a best guess at what the future will be and try to leave as little as possible to chance, but since unc

4、ertainty is always there, risk accompanies decisions . Sometimes the consequence s of a poor decision are slight; at other times they are serious. 因此，作决策的过程对管理人员来说至关重要。管理者所做的每件事几乎都与决策有关， 事实上，有些人认为管理过程就是作决策。尽管管理者不能预测未来，但他们所作的许多决策 都要求他们考虑将来可能发生的事情。通常情况下，管理者必须对未来情况作出最佳估测，并且 努力要使偶然事件尽可能少地发生，但是，由于不确定的因素一

5、直存在，所以，决策总是与风险 为伴。有时候，拙劣决策的后果并不严重，但在另外一些时候则是非常严重了。 Choice is the opportunity to select among alternatives. If there is no choice, there is no decision to be made. Decision making is the process of choosing, and many decisions have a broad range of choice. For example, a student may be able to choose

6、 among a number of different courses in order to implement the decision to obtain a college degree. For managers, every decision has constraints based on policies, procedures, laws, precedents, and the like. These constraints exist at all levels of the organization. 选择是指从多个可能性中挑选的机会。如果没有选择，就毋须作决策。作决

7、策就是挑选的过程， 许多决策的选择范围很广。例如，一个学生为了获得学位，他可能会从许多不同的课程中选择 从而作出决策。对管理者来说，每项决策都受到基于政策、程序、法律、惯例等等因素的制约， 这些制约存在于各个层次的机构中。 Alternatives are the possible courses of action from which choices can be made. If there are no alternatives, there is no choice and, therefore, no decision. If no alternatives are seen, o

8、ften it means that a thorough job of examining the problems has not been done. For example, managers sometimes treat problems in an either/or fashion; this is their way of simplifying complex problems. But the tendency to simplify blind s them to other alternatives. 抉择是从中可以作出选择的可能的行动步骤。假如没有可供选择的可能性，

9、这就意味着没有 做过对问题进行彻底调查的工作。例如，管理者有时用两者择一的方式来处理问题，即他们简化 复杂问题的手法。但是，这种简化的倾向使他们看不到其他可供选择的可能性。 At the managerial level, decision making includes limiting alternatives as well as identify ing them, and the range is from highly limited to practically unlimited. 在管理层，作决策包括了限定和鉴别可供选择的可能性，其限定范围从非常有限到基本无限。 Decisi

10、on makers must have some way of determining which of several alternatives is best that is, which contributes the most to the achievement of organizational goals. An organizational goal is an end or a state of affairs the organization seeks to reach. Because individuals (and organizations) frequently

11、 have different ideas about how to attain the goals, the best choice may depend on who makes the decision. Frequently, departments or units within an organization make decisions that are good for them individually but that are less than optimal for the larger organization. Called suboptimization, th

12、is is a trade-off that increases the advantages to one unit or function but decreases the advantages to another unit or function. For example, the marketing manager may argue effective ly for an increased advertising budget. In the larger scheme of things, however, increased funding for research to

13、improve the products might be more beneficial to the organization. 决策者必须具备从多个可供选择的可能性中确定最佳选择即：最有助于实现机构的目标的手段。机构目标是该机构竭力要达到的最终目标或理想状态。因为个人（和机构）常常对达到目标 有着不同的主意，所以，最佳选择就取决于决策者了。在同一机构内的部门或单位经常会作出有利于他们自己而对大单位不甚理想的决策。被称为局部最优化的权衡加强了某一单位或某一功能的优势，却削弱了另一单位或另一功能的优势，例如，市场营销经理会极力要求增加广告预算。然而，在更大的事情策划中，为改进产品而增加科研经

14、费可能会更有益于该机构。 These trade-offs occur because there are many objectives that organizations wish to attain simultaneously. Some of these objectives are more important than others, but the order and degree of importance often vary from person to person and from department to department .Different manage

15、rs define the same problem in different term s. When presented with a common case, sales managers tend to see sales problems, production managers see production problems, and so on. 这些权衡的产生是因为机构希望同时达到多个目标。有些目标比其他的目标更重要，但其重要性的先后顺序和等级却因人而异、因部门而异。不同的管理者对同一个问题持不同的看法。面对一件日常事件时，销售经理常易看到销售问题，生产经理则常易看到生产问题等

16、等。 The ordering and importance of multiple objectives is also based, in part, on the values of the decision maker. Such values are personal; they are hard to understand, even by the individual, because they are so dynamic and complex. In many business situations different peoples values about accept

17、able degrees of risk and profitability cause disagreement about the correctness of decisions. 多种目标的顺序和重要性也部分地基于决策者的价值观，这些价值观带有个人特色，他人很难理解，因为价值观是不断变化的、极为复杂的。在许多商情中，不同的人对于风险的可接受程度有着不同的价值观，这就造成了决策正确与否的不同意见。 People often assume that a decision is an isolated phenomenon. But from a systems point of view,

18、 problems have multiple causes, and decisions have intended and unintended consequences. An organization is an ongoing entity, and a decision made today may have consequences far into the future. Thus the skilled manager looks toward the future consequences of current decisions. 人们常常以为决策是一个孤立的现象。但从系

19、统的观点来看，问题具有多种原因，故而决策有意料中的结果和非意料中的结果。一个机构是一个发展中的实体，今天所作的决策可能会对将来产生深远的影响。因此，有经验的管理者着眼于当前决策的将来效果。1BSecrets of Success at an Interview T 面试成功的决窍 我们今天的话题是面试。 这里送你一句话：有备而往，信心当强。相信这句话会让你受益匪浅。 首先要做好面试之外的工作。 尽可能地了解你所申请的工作和希望为之工作的机构的情况。 我所采访的许多雇主对应聘人做了相同的批评：他们对这项工作的日常事务会带来什么一无所知。他们对拓展公司的前景、进行社会服务只有模模糊糊的认识，但从不

20、下工夫对他们要做的实际工作作深入的了解。 不要让人这样评价自己；那样的话，说明你对雇主和工作太不在乎，这可不是个好印象。 不妨设身处地替雇主和工作太不在乎，他要的是勤奋的、性格让人喜欢的雇员，而且对所做的工作真正感兴趣。 对未来的老板所做的任何了解都可以用于面试上，这对你有利。表明你对希望为之效力的雇主的情况曾下过一番功夫了解。 把要询问考官的问题写下来或记住，这样当他要你提问时不至于无话可说。不要上去就问假期如何，工资如何。如果你准备的所有问题在面试过程中都已得到了回答，你可以说：我刚才确实有一些什么问题要问，但您现在已全部解答过了。 如果面试中你想弄明白对方所说的某些话有什么隐含意思，就要

21、请对方说明，不必畏缩，但一定要有礼貌。 去面试前，你应把征聘的广告的原件、未来雇主给你的复信、求职书或申请表及个人简历的复印件再看一遍。 然后记住你讲过的话和对方要求什么条件。如果你在短时间内应聘好几个工作，这样做就很重要，因为应聘一多就容易搞混，这就给人家留下了工作能力低的印象。 一定要弄清楚何时何地前去面试。如有必要，可以面试前一两天去看看办公楼，看看要走多远的路程，详细地址在哪儿。 真正面试时，最好提前五至十分钟赶到；这样中间你就有点时间，万一有所耽搁，也不至恐慌，如果慌里慌张地赶去面试，或者迟到了十分钟，那么一开始你就处于不利的境地。着装要整洁、传统一些；面试可不是尝试朋克式打扮的时候

22、，也不是上穿袒胸上衣，下身穿超短裙的时候，另外鞋子和头发一定要干干净净。 带上约你去面试的信，以备双方交流方面有问题时用。 面试时面前可能是一个雇主或是一个面试小组。几个人一同来考你的确比单独的一个人考试你叫人害怕，但也不过分担心。 主考官可能在他的对面放一张桌子，但你可不要把东西或手臂放上去。 如果你带有手提包或手提箱，就把它放到桌椅旁的地上，不要紧张得抓着不放，更糟糕的是把包或箱子摔在地上，让东西撒了一地。 对方先伸出手可以和他握手。如果有五个考官一起面试你，一般不会逐个跟你握手，所以没人与你握手也不必感到不安。 握手时要有力没有力量的手让人感觉没有个性，但用力太猛让人感到疼痛；也不要一触

23、到对方的手就马下放下，那样的话似乎让人感到你对对方没有好感。 就是自己感到不好意思，说话也要礼貌、自然。对任何问题都要先想后答。 如果你听不懂对方的提问，就说：对不起，您刚才的问题能再说一遍吗？一般对方会换一套说法把问题重复一遍。 如果对方当时既没有明确接受你，也没有回绝你，你可以问：请问我什么时候能知道面试的结果？ 如果你真的收到一封信，让你去工作，你应该赶快写封回信。 祝你好运！2A Black Holes 黑洞 What is a black hole ? well, its difficult to answer this question , since the terms we w

24、ould normally use to describe a scientific phenomenon are inadequate here. Astronomers and scientists think that a black hole is a region of space (not a thing ) into which matter has fallen and from which nothing can escape not even light. So we cant see a black hole. A black hole exerts a strong g

25、ravitational pull and yet it has no matter . It is only space or so we think. How can this happen? 黑洞是什么？这个问题很难回答，因为我们通常用来描述某一科学现象的术语不足以回答这个问题。天文学家和科学家都认为黑洞是一个太空区域（不是一种事物），落人其中的任何物质都无法逃逸甚至包括光。所以我们看不见黑洞。一个黑洞能产生强大的吸力，但它却没有物质。它只是空间或许是我们这么想的。这种现象是怎样发生的呢？ The theory is that some stars explode when their

26、density increases to a particular point; they collapse and sometimes a supernova occurs. From earth, a supernova looks like a very bright light in the sky which shines even in the daytime. Supernova were reported by astronomers in the seventeenth and eighteenth centuries. Some people think that the

27、Star of Bethlehem could have been a supernova. The collapse of a star may produce a White Dwarf or a neutron star a star, whose matter is so dense that it continually shrinks by the force of its own gravity. But if the star is very large (much bigger than our sun) this process of shrinking may be so

28、 intense that a black hole results. Imagine the earth reduced to the size of a marble, but still having the same mass and a stronger gravitational pull, and you have some idea of the force of a black hole . Any matter near the black hole is sucked in. It is impossible to say what happens inside a bl

29、ack hole. Scientists have called the boundary area around the hole the event horizon. We know nothing about events which happen once object s pass this boundary. But in theory, matter must behave very differently inside the hole. 从理论论来说，当某些恒星的密度增大到某种程度时就会发生爆炸，爆炸使它们崩溃，有时会产生超新星。从地球上看，一颗超新星看上去像是天空中的一盏明

30、灯，甚至在白天也闪闪发光。超新星是由十七、十八世纪的天文学家发现的。有人认为圣诞星可能是一颗超新星。一颗超新星的崩溃可能会产生白矮星或中子星，其物资的密度非常大以至于在其自身重力的作用下持续收缩。但是，假如这颗恒星非常大（比我们的太阳大得多），那么，这种收缩的过程可能会非常强烈，其结果导致了黑洞的产生。想像一下地球收缩小到有弹球那么大，但仍具有同样的质量和更强的吸力，你就会对黑洞的力量有某种概念。靠近黑洞的任何物质都会被吸入，根本说不出黑洞里究竟发生了什么、科学家把黑洞的边缘区域称为“事界”。对物质通过这个界线时发生的情况我们一无所知。从理论上来说，黑洞里面物质的表现一定是不大相同的。 For

31、 example, if a man fell into a black hole, he would think that he reached the center of it very quickly. However an observer at the event horizon would think that the man never reached the center at all. Our space and time law s dont seem to apply to objects in the area of a black hole. Einsteins re

32、lativity theory is the only one which can explain such phenomena. Einstein claimed that matter and energy are interchangeable, so that there is no absolute time and space. There are no constants at all, and measurements of time and space depend on the position of the observer. They are relative. We do not yet fully understand the implications of the relativity theory; but it is interesting that Einsteins theory provided a basis for t