作业帮请高手帮我翻译下面阅读理解小弟急用谢谢!
来源：学生作业帮 编辑：作业帮 分类：英语作业 时间：2024/05/18 03:43:47
请高手帮我翻译下面阅读理解小弟急用谢谢!
steve Redwood, a Londonbased management consultant with Price Waterhouse, tells of aclient who had brought together a team from eight different countries to work on a project. The national stereotypes applied,' he says. 'The people from Switzerland and Germany were mainly interested in the way the project was organised. The people from Spain took a much more intuitive approach. The British had a high level of scepticism about whether the whole thing really mattered. Language was not the issue. It was more basic than that.'Behind this lies the most fundamental problem of all: the fact that outside a handful of companies - Lowell Bryan, a senior partner with McKinsey inNew York puts it at betweena dozen and 20 worldwide - even the biggest corporations are dominated by the culture of the home country.
'Outside that handful,' Mr Bryan says, 'companies are very German, or very British, or very American. One big difference with American companies is they think globalisation means Americanising the world. Others don't have that arrogance.' If top management all come
from the home country, that makes it much more difficult to attract and keep a global pool of talent. 'People know when they fit in and when they don't,' Mr Bryan says. 'That's true even of nationa companies: there's a tendency for people to have gone to the same school, or all have trained as engineers. It's even more true when it comes to where you grew up.' The problem lies not in attracting people -- a talented Indian or Korean manager wil typically want early experience with a multinational - but in 5 keeping them. 'People will join the company to learn,' Mr Bryan says 'but unless they feel they're part of the company, they're going to leave, and exploit the brand status of the company in their next job.' Given the importance of local cultures within the global company, an obvious question is how to appraise and identify talent around the world on a consistent basis. Richard Greenhalgh, head of management development and training at Unilever, says that the company has been working on this for the past four years. 'We've been developing a set of 11 management competencies we can use worldwide,' he says. 'The aim is to have a clear
objective measure of potential. We measure such things as entrepreneurial drive, the ability
to lead and develop others, and integrity. That makes up a common core of behaviours.
We've tested it, and so far it seems to be culturally transferable.'
steve Redwood, a Londonbased management consultant with Price Waterhouse, tells of aclient who had brought together a team from eight different countries to work on a project. The national stereotypes applied,' he says. 'The people from Switzerland and Germany were mainly interested in the way the project was organised. The people from Spain took a much more intuitive approach. The British had a high level of scepticism about whether the whole thing really mattered. Language was not the issue. It was more basic than that.'Behind this lies the most fundamental problem of all: the fact that outside a handful of companies - Lowell Bryan, a senior partner with McKinsey inNew York puts it at betweena dozen and 20 worldwide - even the biggest corporations are dominated by the culture of the home country.
'Outside that handful,' Mr Bryan says, 'companies are very German, or very British, or very American. One big difference with American companies is they think globalisation means Americanising the world. Others don't have that arrogance.' If top management all come
from the home country, that makes it much more difficult to attract and keep a global pool of talent. 'People know when they fit in and when they don't,' Mr Bryan says. 'That's true even of nationa companies: there's a tendency for people to have gone to the same school, or all have trained as engineers. It's even more true when it comes to where you grew up.' The problem lies not in attracting people -- a talented Indian or Korean manager wil typically want early experience with a multinational - but in 5 keeping them. 'People will join the company to learn,' Mr Bryan says 'but unless they feel they're part of the company, they're going to leave, and exploit the brand status of the company in their next job.' Given the importance of local cultures within the global company, an obvious question is how to appraise and identify talent around the world on a consistent basis. Richard Greenhalgh, head of management development and training at Unilever, says that the company has been working on this for the past four years. 'We've been developing a set of 11 management competencies we can use worldwide,' he says. 'The aim is to have a clear
objective measure of potential. We measure such things as entrepreneurial drive, the ability
to lead and develop others, and integrity. That makes up a common core of behaviours.
We've tested it, and so far it seems to be culturally transferable.'
steve 红色木材, 一个以伦敦为基础的管理顾问与价格水房子, aclient 说谁有带来一起一队从八个不同的国家到工作在一个计画上. 国家的铅版应用的,' 他说. '来自瑞士和德国的人主要地对方式感兴趣计画是组织. 来自西班牙的人采取了更加直觉的方法. 英国人有高度怀疑有关是否那全部事物真的有关系. 语言不是议题. 它多是超过那基本.'在这个谎言最基本的问题后面所有的: 事实哪一外面一把公司 - 罗威尔布赖恩,一个年长者合伙人用 McKinsey inNew 约克估计它有 betweena 数十个和 20 在全世界 - 甚至最大的公司是支配被那文化家国家.
'外面少数 ,' 布赖恩先生说, '公司是非常德国人, 或非常英国人, 或非常美国人. 一大的不同用美国人公司是他们想全球化方法 Americanising 世界. 其他没有那傲慢态度.' 如果顶端管理全部来
从家国家,那使吸引并且保存一个才能的全球池是更加困难的. '人们知道当他们适宜在而且当他们做不,' 布赖恩先生说. '哪一 nationa 公司甚至是真实的: 在那里是趋向为人到有离去到那相同的学校, 或全部有训练当做工程师. 当它到达你长大的地方时候,它更真实.' 问题谎言不在吸引人方面 --一才能印第安人或者韩国人经理 wil 典型地想要早的对一$$1的经验跨国公司 - 除了在 5 保管他们.'人们将会参加公司学习,' 布赖恩先生说 '但是除非他们感觉他们是公司的一部份, 他们要休假, 和功绩那商标公司的状态在他们的下个工作中.' 地方的给予重要性文化在全球的公司里面, 一明显的疑问是该如何评价和监定全球的才能以一致的方式. 理查 Greenhalgh ,管理发展的头和在 Unilever 的训练, 说公司有是工作在这之上过去四年. '我们有是发展中的一系列 11 管理能力我们能使用在全世界,' 他说. '目标将有一清楚的
目的对潜能的衡量. 我们尺寸如企业家的驾驶事物, 能力
对领引而且发展其他, 和正直. 那组成一个行为的通常核心.
我们有测试了它, 和到现在为止它似乎文化上可转移.'
'外面少数 ,' 布赖恩先生说, '公司是非常德国人, 或非常英国人, 或非常美国人. 一大的不同用美国人公司是他们想全球化方法 Americanising 世界. 其他没有那傲慢态度.' 如果顶端管理全部来
从家国家,那使吸引并且保存一个才能的全球池是更加困难的. '人们知道当他们适宜在而且当他们做不,' 布赖恩先生说. '哪一 nationa 公司甚至是真实的: 在那里是趋向为人到有离去到那相同的学校, 或全部有训练当做工程师. 当它到达你长大的地方时候,它更真实.' 问题谎言不在吸引人方面 --一才能印第安人或者韩国人经理 wil 典型地想要早的对一$$1的经验跨国公司 - 除了在 5 保管他们.'人们将会参加公司学习,' 布赖恩先生说 '但是除非他们感觉他们是公司的一部份, 他们要休假, 和功绩那商标公司的状态在他们的下个工作中.' 地方的给予重要性文化在全球的公司里面, 一明显的疑问是该如何评价和监定全球的才能以一致的方式. 理查 Greenhalgh ,管理发展的头和在 Unilever 的训练, 说公司有是工作在这之上过去四年. '我们有是发展中的一系列 11 管理能力我们能使用在全世界,' 他说. '目标将有一清楚的
目的对潜能的衡量. 我们尺寸如企业家的驾驶事物, 能力
对领引而且发展其他, 和正直. 那组成一个行为的通常核心.
我们有测试了它, 和到现在为止它似乎文化上可转移.'