2021年6月英语六级(第2套)听力真题 录音3

Good afternoon. In today's talk, we'll discuss how managers can get their staff to do what they are asked.

下午好在今天的演讲中，我们将讨论经理如何让员工做他们被要求做的事情。

Much to their frustration, managers often struggle to get their staff to comply with even simple instructions.

令他们非常沮丧的是，经理们常常很难让员工遵守甚至是简单的指示。

Often, they blame their employees: "They don't read emails, they don't listen, they don't care" －that kind of thing.

他们常常责备员工：“他们不看电子邮件，不听，不在乎”——诸如此类。

But according to recent research conducted in Australia, it looks like it's not the employees' fault, but the managers'.

但根据澳大利亚最近的研究，这似乎不是员工的错，而是经理的错。

It's easy to understand why people sometimes disobey procedures intentionally.

很容易理解为什么人们有时故意不遵守程序。

Occasionally, it's because they're pressured to finish in a short time.

有时，这是因为他们被迫在短时间内完成。

At other times, they may disagree with the spirit of the procedure-the effort demanded, the time consumed, the lack of potential effectiveness.

在其他时候，他们可能不同意程序的精神——需要付出的努力、花费的时间、缺乏潜在的有效性。

And every now and then, they just don't want to, maybe deliberately or out of stubbornness.

有时，他们只是不想这样做，可能是故意的，也可能是出于固执。

So apart from that, what else gets in the way of procedural compliance?

因此，除此之外，还有哪些因素阻碍了程序遵从性？

The research scholars surveyed 152 blue-collar workers from two separate sites in the mining industry.

研究学者调查了采矿业两个不同地点的152名蓝领工人。

They asked the workers a range of procedure-related questions, such as whether they found the procedures useful, how confident they felt in theirjob, how comfortable they were to speak up in the workplace, and how closely they followed any newprocedures set by their managers.

他们向工人们提出了一系列与程序相关的问题，例如他们是否认为程序有用，他们对工作的信心有多大，他们在工作场所说话的舒适度有多大以及他们遵守经理制定的任何新程序的程度有多大。

They were also asked to rate the extent to which they perceived their supervisors to be helpful.

他们还被要求对自己认为上司有帮助的程度进行评分。

That last statement was the most instructive because, as the researchers found, there was a remarkably strong correlation between how helpful supervisors were perceived to be and how likely their employees were to follow their directors.

最后一句话最具启发性，因为正如研究人员发现的那样，人们对主管的帮助程度和他们的员工追随主管的可能性之间存在着显著的相关性。

Supervisors' helping behavior was found to be motivational in nature.

监督员的帮助行为本质上是激励性的。

It increased employees' perception of the likelihood of success in the attainment of job goals, and therefore fostered a willingness to dedicate their effort and ability to their work.

它提高了员工对成功实现工作目标可能性的认识，因此培养了他们将努力和能力奉献于工作的意愿。

In short, managers should be ongoing role models for the change.

简而言之，管理者应该成为变革的持续榜样。

As the saying goes: Do as I do, not as I say.

俗话说：照我做的去做，不要照我说的去做。

To affect behavioral change, what's most required is interaction and involvement-the human touch-and, naturally, processes that add value.

要影响行为改变，最需要的是人际互动和参与，当然还有增值的过程。

Although procedures are designed to guide and support employees' work, employees, it seems, can't always be expected to comply with procedures that are not seen as useful.

虽然程序是为了指导和支持员工的工作而设计的，但似乎不能总是期望员工遵守那些被视为无用的程序。

And of course, managers shouldn't keep resending emails.

当然，经理们不应该一直重发电子邮件。

They are an effective tool for the sharing of data reports, but they are a hopeless tool if what a manager's desiring is a change in behavior.

它们是共享数据报告的有效工具，但如果管理者想要的是行为的改变，那么它们是一个毫无希望的工具。

Questions 22 to 25 are based on the recording you have just heard.

问题22至25基于您刚才听到的录音。

22. Why are managers often frustrated with their employees?

22.为什么经理经常对员工感到沮丧？

23. Why do employees sometimes disobey procedures intentionally?

23.为什么员工有时故意违反程序？

24. When are employees more likely to follow instructions according to the researchers?

24.根据研究人员的说法，员工何时更有可能遵循指示？

25. What does the speaker say about emails?

25.演讲者对电子邮件有何评论？

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