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暑假天气热？在家里学北京名师课程，
& 题目详情
Choose. 从方框中选择正确的单词填空。
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科目：小学英语
来源：同步题
题型：填空题
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科目：小学英语
来源：同步题
题型：填空题
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科目：小学英语
来源：同步题
题型：补全对话，情景问答
Read&and&choose. 火眼金睛，从方框中选择恰当的答语！
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科目：小学英语
来源：同步题
题型：补全对话，情景问答
Read&and&choose. 火眼金睛，从方框中选择恰当的句子补全对话吧！
T=&Tom&&&&D=doctor&&&&&D:&&&&1&&&&& young&man?T:&I'm&not&feeling&well.&I&think&&&2&&&&&& .D:&When&did&it&start (开始)&?T:&&&& 3&&&&& .D:&I'm&sorry&to&hear&that.&Now&open&your&mouth,&and&say&"Ah.&.&.&".&I&think&you&have&a&cold.&&&&4&&&&&&Take these&&& medicines&and have&a&good&rest.T:&I&think&so.D:&&&& &5&& &T:&Thank&you&very&much.1.&&&&&&&&&&&&&&& & 2.&&&&&&&&&&&&&&&&&& 3.&&&&&&&&&&&&&&&&& 4.&&&&&&&&&&&&&&&&&&&& 5.&&&&&&&&&&&
A.&You'll&feel&better&soon.&&&&&&&&&&& & B.&I&have&flu.&C. Don't&worry.&&&&&&&&&&&&&&&&&&&&&&&&&& D.&About&two&days&ago.&E.&What's&the&matter&with&you.
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请输入手机号What Follows is the Meat (101-106)
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　　... 101) 进行准确评估。真相是优秀的基础，人才是最重要的资源。因此，请对员工进行最为精确的评估吧。精确评估需要花费时间，反复进行。关于负责人工作情况的评估不应该基于其是否按照你的方式在工作，而应基于其是否按照正确的方式工作。坦白地交流，洗耳恭听，听取其他诚实可信人的看法，对于被评估对象的情况及相应原因争取达成一致。同时，切忌对评估过于自信，你的评估也会出错。
　　101a) Use evaluation tools such as performance surveys, metrics, and formal reviews to document all aspects of a person’s performance. These will help clarify assessments and communication surrounding them.
　　101a) 使用各种评估工具来记录员工全方位表现，包括工作表现调查问卷、计量图表、正式评估报告。这些工具能够帮助你将员工相关的评估和沟通整理清楚。
　　101b) Maintain “baseball cards” and/or “believability matrixes” for your people.Imagine if you had baseball cards that showed all the performance stats for your people: batting averages, home runs, errors, ERAs, win/loss records. You could see what they did well and poorly and call on the right people to play the right positions in a very transparent way. These would also simplify discussions about compensation, incentives, moving players up to first string, or cutting them from the team. You can and should keep such records of your people. Create your baseball cards to achieve your goals of conveying what the person is like. I use ratings, forced rankings, metrics, results, and credentials. Baseball cards can be passed to potential new managers as they consider candidates for assignments.
　　101b) 为员工建立“棒球记录卡”以及“可信度图表”。试想一下，如果你为员工建立棒球记录卡，上面显示他们所有的工作表现数据，包括击球率、全垒打、失误、防御率，以及所有的胜负记录。你就可以直观看到他们的强项和弱项，以一种公开透明的方式来将每个人安排到他们的位置上。这样做也能简化很多讨论，包括薪酬奖励，决定是否将某位队员安排进第一阵容，或者将他们开除出队。你能够、也应该为你的员工建立这样的记录档案。建立棒球记录卡，展现每个员工的情况。我会参考记录卡上的数据进行评级、排位、建表、得出结果、总结资历。棒球记录卡可以转交给有潜力的新管理者，他们是安排工作的候选人。
　　... 102) Evaluate employees with the same rigor as you evaluate job candidates.Ask yourself: “Would I hire this person knowing what I now know about them?” I find it odd and silly that interviewers often freely and confidently criticize job candidates despite not knowing them well, yet they won’t criticize employees for similar weaknesses even though they have more evidence. That is because some people view criticism as harmful and feel less protective of an outsider than they do of a fellow employee. If you believe accuracy is best for everyone, then you should see why this is a mistake and why frank evaluations must be ongoing.
　　... 102) 以同等的严厉程度来评价员工、雇佣新人。问一下你自己：“基于现在对该人的了解，你是否会雇佣此人？”面试官总是无所节制地任意批评应聘者，尽管他们还不那么了解该人。但是即便管理者更了解自己的员工，他们也不会因为同样的问题来批评自己的员工。在我看来，这是非常愚蠢的。这是因为有些人将批评当成是有害的，对于自己的员工，他们更有保护意识，但是对外人就不是这样。如果你能看到准确的评价能让所有人受益，那么你就应该看出对员工和应聘者区别对待的问题所在，也应该了解时刻进行诚实评价的重要性。
　　... 103) Know what makes your people tick, because people are your most important resource.Develop a full profile of each person’s values, abilities, and skills. These qualities are the real drivers of behavior, and knowing them in detail will tell you which jobs a person can and cannot do well, which ones they should avoid, and how the person should be trained. I have often seen people struggling in a job and their manager trying for months to find the right response because the manager overlooked the person’s “package.”These profiles should change as the people change.
　　... 103) 充分了解员工的特质，因为人才是最重要的资源。建立一个完整的档案，收录每个人的价值观、能力、技能。这些特质是行为背后的真正动力，充分了解这些特质能够帮你判断某人适合或不适合做某事，应该避免做某事，应该如何被培训。我时常看到有人在自己的岗位上做的不顺心，他们的管理者花了数月的时间才找到对策。因为管理者忽视了该人的打包档案，这些档案应该随着人的改变而即使更新。
　　... 104) Recognize that while most people prefer compliments over criticisms, there is nothing more valuable than accurate criticisms.While it is important to be clear about what people are doing well, there should not be a reluctance to profile people in a way that describes their weaknesses. It is vital that you be accurate.
　　... 104) 要认识到，尽管大多数人都喜欢被表扬，不喜欢被批评，但准确的批评却是最宝贵的。了解员工哪些工作做得好非常重要，同时我们更应该建立一个记录员工弱点的档案，越准确越好。
　　... 105) Make this discovery process open, evolutionary, and iterative.Articulate your theory of a person’s values, abilities, and skills upfront and listen to his and others’ re organize a plan for
and reassess your theory based on the performance you observe. Do this on an ongoing basis. After several months of discussions and real-world tests, you and he should have a pretty good idea of what he is like. Over time this exercise will crystallize suitable roles and appropriate training, or it will reveal that it’s time for the person to leave Bridgewater.
　　... 105) 将这一发现过程公开，循环往复，促其演变。直接表达出你关于一个人的价值观、能力、技能的理论，听取记录对象或他人关于这些理论的看法，组织培训与测试计划，最后根据你观察到的员工表现来重新衡量你的理论。这一过程要持续进行，经过数月的讨论和实战演练，此时你与记录对象应该对于他的个人情况有了较好的认识。随着时间的推移，这一过程能够得出清楚的结论，认定某事适合什么样的岗位，什么样的培训。否则，调查过程将揭露此人应该离开桥水联合基金了。
　　...106) Provide constant, clear, and honest feedback, and encourage discussion of this feedback.Don’t hesitate to be both critical and complimentary—and be sure to be open-minded. Training and assessing will be better if you frequently explain your observations. Providing this feedback constantly is the most effective way to train.
　　...106) 提供频繁的、清楚的、诚实的反馈，并鼓励就这些反馈进行讨论。坚持批评与表扬相结合，坚持开放性思维。如果你能频繁地对自己的观察做出解释，那么此时的培训和评估将更有意义。而频繁提供反馈正是最有效的培训方式。
　　Child psychologists, dog trainers, and other behavior modification specialists will tell you that constant, no-exception feedback is fundamental to good training.
　　儿童心理学家、训狗师以及其他行为矫正方面的专家会告诉你，坚持持续进行反馈对于训练行为至关重要。
　　106a) Put your compliments and criticisms into perspective.I find that many people tend to blow evaluations out of proportion, so it helps to clarify that the weakness or mistake under discussion is not indicative of your total evaluation. Example: One day I told one of the new research people what a good job I thought he was doing and how strong his thinking was. It was a very positive initial evaluation. A few days later I heard him chatting away for hours about stuff that wasn’t related to work, so I spoke to him about the cost to his and our development if he regularly wasted time. Afterward I learned he took away from that encounter the idea that I thought he was doing a horrible job and that he was on the brink of being fired. But my comment about his need for focus had nothing to do with my overall evaluation of him. If I had explained myself when we sat down that second time, he could have better put my comments in perspective.
　　106a) 正确对待表扬与批评。我发现很多人会对评估的作用夸大其词，对此，我需要说明的是，有时我会讨论你的缺点或错误，但是这并不是我对你的整体评价。例如，有一天，我对一名新研究员说，你的工作做的很好，思维能力很强，我对他做出了正面的初始评价。几天后，我又听到他聊一件与工作无关的事，足足闲聊了几个钟头。于是，我找他谈话，告诉他如果他经常浪费时间的话，会给自己和我们的工作造成不良影响。此后，我得知，那次谈话之后，他觉得我认为他的工作干的很差劲，自己离炒鱿鱼已经不远了。但实际上，我对于他应该更专注工作的评价与我对他的整体评估无关。如果我在第二次和他坐下来谈话的时候就表达了这一点，那么他就能够更正确地对待我对他的评价了。
　　106b) Remember that convincing people of their strengths is generally much easier than convincing them of their weaknesses.People don’t like to face their weaknesses. At Bridgewater, because we always seek excellence, more time is spent discussing weaknesses. Similarly, problems require more time than things that are going well. Problems must be figured out and worked on, while things that are running smoothly require less attention. So we spend a lot of time focusing on people’s weaknesses and problems. This is great because we focus on improving, not celebrating how great we are, which is in fact how we get to be great. For people who don’t understand this fact, the environment can be difficult. It’s therefore important to 1) clarify and draw attention to people’s strengths and what’ and2) constantly remind them of the healthy motive behind this process of exploring weaknesses. Aim for complete accuracy in your assessments. Don’t feel you have to find an equal number of “good and bad” qualities in a person. Just describe the person or the circumstances as accurately as possible, celebrating what is good and noting what is bad.
　　106b) 记住，让别人看到自己的长处通常比让他们看到自己的短处要容易得多。人们不愿直面自己的弱点。在桥水联合基金，我们总是追求卓越，因此我们会投入很多的时间来讨论弱点。与此相同，困难重重的工作要比顺利完成的工作花费更多的时间。我们必须找到问题，分析解决问题。而顺利进行的事情则不需要那么多关注。因此，我们投入非常多时间关注员工的弱点和问题。这样做效果甚好，因为我们不去欢呼自己有多么优秀，而是聚焦提升，这才是我们变得优秀的方式。对于那些无法理解此事的人而言，这种环境可能会难以忍受。因此，我们需要1）关注并弄清员工的长处和强项；2）不停提醒他们寻找弱点背后的积极动力，争取进行最准确的评估。不要觉得自己非要找到某个人同样数量的优点和缺点。你只需要尽可能准确的描述某人或某个环境，称赞积极因素，记下消极因素。
　　106c) Encourage objective reflection—lots and lots of it.
　　106c) 鼓励客观的反思—数不甚数。
　　106d) Employee reviews:While feedback should be constant, reviews are periodic. The purpose of a review is to review the employee's performance and to state what the person is like as it pertains to their doing their job.
　　106d) 员工评估报告:反馈是持续进行的，而评估报告是周期性的。评估报告的目的是回顾员工的工作表现，展示员工在工作状态时的个人情况。
　　A job review should have little surprises in it—this is because throughout the year, if you can’t make sense of how the person is doing their job or if you think it’s being done badly, you should probe them to seek understanding of root causes of their performance. Because it is very difficult for people to identify their own weaknesses, they need the appropriate probing (not nitpicking) of specific cases by others to get at the truth of what they are like and how they are fitting into their jobs.
　　工作评估报告中的内容应该不会有任何出人意料的表述，因为在全年的管理过程中，如果你不知道一个员工的工作状态，或者你知道他的工作任务完成的很糟糕，那么你就应该调查他们以求理解这些不理想的工作表现背后的深层原因。让人认识到自己的弱点是很难的，因此，你还需要其他人针对一些特定案例的调查（不是鸡蛋里挑骨头），以便获得关于员工素质的真实情况和其称职情况。
　　From examining these specific cases and getting in synch about them, agreed-upon patterns will emerge. As successes and failures will occur in everyone (every batter strikes out a lot) , in reviewing someone the goal is see the patterns and to understand the whole picture rather than to assume that one or a few failures or successes is representative of the person. You have to understand the person’s modus operandi and that to be successful, they can’t be successful in all ways—e.g., to be meticulous they might not be able to be fast (and vice versa) . Steve Jobs has been criticized as being autocratic and impersonal, but his modus operandi might require him being that way, so the real choice in assessing his fit for his job is to have him the way he is or not at all: that assessment must be made in the review, not just a theoretical assessment that he should do what he is doing and be less autocratic.
　　通过审查这些特定案例，争取达成一致意见，你将会看到出现一些重复模式的出现。每个人都会有成败，就像每一个击球手都有过很多三击未中出局的情况一样。在评估某人时，我们要看到模式，看到大局，而不要认为一两次的成败就足够定义某个人。你需要了解一个人的处事之道，知道如果要成功，他们不可能擅长所有的领域。一个谨慎的人，可能就没有那么敏捷，反之亦然。乔布斯被人批评为一个专制且没有人情味的人，但是可能正是他的处事之道要求他那么做，那么衡量某人是否适合某项工作时，要么完全按照他的方法来，要么就换一个人来做。评估报告中就应该含有这种评估，而不是一些所谓理论上的评估，认为乔布斯应该再接再厉，但不要过于独裁。
　　In some cases it won’t take long to see what a person is like—e.g., it doesn’t take long to hear if a person can sing. In other cases it takes a significant number of samples and time to reflect on them. Over time and with a large sample size you should be able to see what people are like, and their track records (i.e., the level and the steepness up or down in the trajectories that they are responsible for, rather than the wiggles in these) paint a very clear picture of what you can expect from them.
　　在某些情况下，了解一个人并不需要太久，比如你在很短的时间内就能判断一个人是不是能唱歌。而在另一些情况下，需要大量的样本和时间才能反映一个人的情况。时间越久，样本容量越大，你越能看清楚一个人的情况及他的过往业绩（比如，某人负责的业绩轨迹所在的区间，是上升还是下降，幅度怎样，而不只是一些来回的波动），越能清楚了解你期待从他们身上获得什么结果。
　　If there are performance problems, it is either because of design problems (e.g., the person has too many responsibilities) or fit/abilities problems. If the problems are due to the person’s inabilities, these inabilities are either because of the person’s innate weaknesses in doing that job (e.g., with a height of 5-foot-2, the person probably shouldn’t be a center on the basketball team) or because of inadequate training to do the job. A good review, and getting in synch throughout the year, should get at these things.
　　如果工作业绩出现问题，原因要么是工作安排不合理，比如说一个人要负责的事情太多；要么是负责该项工作的人不能胜任该工作。如果问题出在员工能力欠缺上，有可能说明此人先天的弱点使其不适合此岗位，比如，某个身高5.2英尺（约合1.58米）的人就不适合做一个篮球中锋。也有可能说明此人上岗培训做的不够。一份成功的报告，以及全年的意见讨论，是能够应对这些问题的。
　　The goal of a review is to be clear about what the person can and can’t be trusted to do based on what the person is like. From there, “what to do about it” (i.e., how these qualities fit into the job requirement) can be determined.
　　评估报告的最终目的是根据评估对象的特质来判断此人是否能够被信任做某事。基于此，决定下一步该做什么，即这些特质如何能够被利用到工作岗位中。
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