Individual Differences劍橋雅思7聽力-原文翻譯及答案解析

一、Individual Differences 聽力原文：

TUTOR:Well，you’ve both been looking at different styles of managing individuals in companies and the workplace.

How's the research going, Philip?

PHILIP:Well, I’ve been looking at why individualism, I mean individual differences, are such an important area of management studies.

When you think about any organization, be it a family business or a multinational company, they are all fundamentally a group of people working together.

But it's what these individuals contribute to their places of work that makes you realize how important they are.

Of course they bring different ideas, but it’s also their attitudes and their experiences of learning.

Diversity is important in these areas too.

TUTOR:So why do people behave so differently from one another at work?

PHILIP:There are lots of reasons but research has shown a lot of it comes down to personality.

And the other factor is gender.

It's a well known fact that men and women do lots of things in different ways, and the workplace is no different.

TUTOR:Did you look at the effects of this variation on companies.

PHILIP:Yes, I did.

On the positive side, exposure to such diversity helps encourage creativity which is generally an asset to a company.

But unfortunately individual differences are also the root of conflict between staff and they can lead to difficulties for management, which can sometimes be serious.

TUTOR:Thanks, Philip.

So now I guess the two main things to remember here are to identify individual talent and then to utilize it.

So Janice, you were looking at identifying different talents in workers.

Do you think this is easy for managers to do?

JANICE:Well, currently teamwork is in fashion in the workplace and in my opinion the importance of the individual is generally neglected.

What managers should be targeting is those employees who can take the lead in a situation and are not afraid to accept the idea of responsibility.

TUTOR:That's true Janice but unfortunately many managers think the entire notion of encouraging individuality amongst their staff is far too hard.

JANICE:Yes, that may be true but I think one of the most important tasks of managers is to consider the needs of the individual on one hand and group co-operation and conformity on the other.

It requires creative thinking on the part of management to avoid tension.

TUTOR:So Janice, what kind of people do you think companies should be looking for?

JANICE:Well, it has to start from the very beginning when companies are looking for new employees.

When the personnel department is choosing between applicants they need to look for someone who's broken the mould and can think for themselves.

Instead, people making these decisions often use a range of psychological tests to see if a person is a problem solver, or will do as they're told.

I'm not convinced these qualities are actually the most important.

TUTOR:So do you think being a good team player is overrated?

JANICE:No, it's not overrated.

You do need to learn the rules and learn them fast.

No individual can get around this if you're working in an organization.

TUTOR:So how should managers deal with this?

JANICE:Rewards.

When an individual demonstrates the behaviour the organisation expects, some kind of incentive can be given.

What’s important here is that this happens right at the beginning so new recruits learn the rules of the system immediately.

Also the incentive should be something the individual actually wants, and this isn't always just money.

TUTOR:To come back to you, Philip.

You were saying that recognition of good performers is essential.

What else should managers be looking for?

PHILIP:Well, managing people means you not only have an understanding of your employees, but you also recognise the culture of the organization.

In fact, for some organizations creativity and individuality may be the last thing they want to see during working hours!

TUTOR:Very true.

PHILIP:Yes, but managing people isn't as easy as it looks.

For example, change in the workplace can be quite tricky, especially if there's a need to increase profit.

And at times like these managers may have to give priority to profit rather than individual staff needs.

TUTOR:Yes, and that creates difficult situations for people.

PHILIP:Yes but what's important is that managers are able to deal with quite high levels of personal stress.

During times of change they should be thinking not only about the strain on their staff but take time out to think of themselves.

TUTOR:Absolutely.

So what are the implications of that for...

二、Individual Differences 聽力中文翻譯：

導(dǎo)師：嗯，你們都在研究公司和工作場所管理個人的不同風(fēng)格。

菲利普，研究進展如何？

菲利普：我一直在研究為什么個人主義，我指的是個人差異，是管理學(xué)研究的一個重要領(lǐng)域。

當你想到任何組織，無論是家族企業(yè)還是跨國公司，它們基本上都是一群人在一起工作。

但正是這些人對工作場所的貢獻讓你意識到他們的重要性。

當然，他們帶來了不同的想法，但這也是他們的態(tài)度和學(xué)習(xí)經(jīng)驗。

多樣性在這些領(lǐng)域也很重要。

導(dǎo)師：那么，為什么人們在工作中表現(xiàn)得如此不同呢？

菲利普：原因有很多，但研究表明，其中很大一部分與個性有關(guān)。

另一個因素是性別。

眾所周知，男人和女人以不同的方式做很多事情，工作場所也不例外。

導(dǎo)師：你有沒有看到這種變化對公司的影響。

菲利普：是的。

從積極的方面來看，接觸這種多樣性有助于鼓勵創(chuàng)造力，而創(chuàng)造力通常是公司的資產(chǎn)。

但不幸的是，個人差異也是員工之間沖突的根源，它們可能會給管理帶來困難，有時甚至?xí)車乐亍?/p>

導(dǎo)師：謝謝，菲利普。

所以現(xiàn)在我想這里要記住的兩件事是識別個人才能，然后利用它。

Janice，你在尋找不同的員工才能。

你認為這對管理者來說容易嗎？

賈妮斯：嗯，目前團隊合作在工作場所很流行，在我看來，個人的重要性通常被忽視了。

管理者應(yīng)該針對的是那些能夠在某種情況下發(fā)揮領(lǐng)導(dǎo)作用，并且不怕承擔(dān)責(zé)任的員工。

導(dǎo)師：這是真的，賈妮斯，但不幸的是，許多經(jīng)理認為，鼓勵員工個性的整個概念太難了。

賈妮斯：是的，這可能是真的，但我認為管理者最重要的任務(wù)之一是一方面考慮個人的需求，另一方面考慮團隊的合作和一致性。

這需要管理層的創(chuàng)造性思維來避免緊張。

導(dǎo)師：那么Janice，你認為公司應(yīng)該尋找什么樣的人？

賈妮斯：嗯，當公司尋找新員工時，必須從一開始就開始。

當人事部門在應(yīng)聘者之間進行選擇時，他們需要尋找一個打破傳統(tǒng)、能夠獨立思考的人。

相反，做出這些決定的人通常會使用一系列心理測試來判斷一個人是否是一個問題解決者，或者是否會按照要求去做。

我不相信這些品質(zhì)實際上是最重要的。

導(dǎo)師：那么你認為做一個好的團隊成員被高估了嗎？

賈妮斯：不，這沒有被高估。

你確實需要學(xué)習(xí)規(guī)則并快速學(xué)習(xí)。

如果你在一家公司工作，任何人都無法回避這一點。

導(dǎo)師：那么管理者應(yīng)該如何處理這個問題呢？

賈妮斯：獎勵。

當個人表現(xiàn)出組織期望的行為時，可以給予某種激勵。

這里重要的是，這種情況一開始就發(fā)生了，所以新員工可以立即學(xué)習(xí)系統(tǒng)的規(guī)則。

此外，激勵應(yīng)該是個人真正想要的東西，而這并不總是僅僅是金錢。

導(dǎo)師：回到你身邊，菲利普。

你剛才說，對優(yōu)秀員工的認可是至關(guān)重要的。

管理者還應(yīng)該尋找什么？

菲利普：嗯，管理人員意味著你不僅要了解員工，還要認識組織的文化。

事實上，對于一些組織來說，創(chuàng)造力和個性可能是他們在工作時間最不想看到的東西！

導(dǎo)師：非常正確。

菲利普：是的，但管理人員并不像看上去那么容易。

例如，工作場所的變化可能相當棘手，尤其是在需要增加利潤的情況下。

在這種情況下，經(jīng)理們可能不得不優(yōu)先考慮利潤，而不是員工個人的需求。

導(dǎo)師：是的，這會給人們帶來困難。

菲利普：是的，但重要的是，經(jīng)理們能夠應(yīng)對相當高水平的個人壓力。

在變革時期，他們不僅應(yīng)該考慮員工的壓力，還應(yīng)該抽出時間考慮自己。

導(dǎo)師：當然。

那么這對……有什么影響呢。

三、Individual Differences 聽力問題：

Question 21-23

Complete the notes below.

Write ONLY ONE WORD for each answer.DIFFERENCES BETWEEN INDIVIDUALS IN THE WORKPLACE

Individuals bring different:

? ideas

?

?　learning experiences

Work behaviour differences are due to:

?　personality

?

Effects of diversity on companies:

Advantage: diversity develops

Disadvantage: diversity can cause conflict

Question 24-27

Choose the correct letter, A, B or C.

24.Janice thinks that employers should encourage workers who are

A. potential leaders.

B. open to new ideas.

C. good at teamwork.

25.Janice suggests that managers may find it difficult to

A. form successful groups

B. balance conflicting needs.

C. deal with uncooperative workers.

26.Janice believes employers should look for job applicants who

A. can think independently.

B. will obey the system.

C. can solve problems.

27.Janice believes managers should

A. demonstrate good behaviour.

B. encourage co-operation early on.

C. increase financial incentives.

Question 28-30

Complete the sentences below.

Write ONE WORD ONLY for each answer.28　　 All managers need to understand their employees and recognise their company's .

29　　 When managing change, increasing the company’s 　may be more important than employee satisfaction.

30　　 During periods of change, managers may have to cope with increased amounts of .

四、Individual Differences 聽力答案：

21.attitude / attitudes

22.gender / sex

23.creativity / creativeness

24.A

25.B

26.A

27.B

28.culture

29.profit / profits

30.stress / strain

五、Individual Differences 聽力答案解析

21. attitude(s)　從試卷已給出的信息分析，此處要填寫的信息是和 ideas 及 learning experience 并列的信息。根據(jù)錄音中 Philip 說的 ...they bring different ideas, but it’s also their attitudes and their experiences of learning. 可知，attitudes 和另外兩點之間用 also，and 連接，故答案確定為 attitude (s)。

22. gender / sex　從試卷已給出的信息分析，此處要填寫的信息是和 personality 并列的信息。根據(jù)錄音中 Philip 說的 ...research has shown a lot of it comes down to personality. And the other factor is gender. 可確定第 22 題答案為 gender，填同義詞 sex 亦可。

23. creativity / creativeness　從試卷已給出的信息分析，此處要填寫的信息是名詞，是公司多樣化的優(yōu)勢。當錄音中 Philip 介紹 On the positive side 時，考生應(yīng)意識到此信息對應(yīng)試卷上的 advantage, 第 23 題的答案即將出現(xiàn)。接著 Philip 說 ...exposure to such diversity helps encourage creativity...，對應(yīng)卷面信息，確定答案為 creativity。

24. A　從試卷題干已給出的信息分析，此處要具體鎖定的信息是 Janice 認為什么樣的員工應(yīng)該得到鼓勵。錄音中 Janice 說 What managers should be targeting is those employees who can take the lead in a situation...，對應(yīng)選項，答案為 A。

25. B　從試卷題干已給出的信息分析，此處要具體鎖定的答案是 Janice 認為什么事情管理者可能會覺得困難。錄音中 Janice 說 ...to consider the needs of the individual on one hand and group co-operation and conformity on the other.，對應(yīng)選項，答案為 B。

26. A　從試卷題干已給出的信息分析，此處要具體鎖定的答案是 Janice 認為雇主應(yīng)該尋找什么樣的應(yīng)聘者。錄音中 Janice 說 ...they need to look for someone who’s broken the mould and can think for themselves.，對應(yīng)選項，答案為 A。

27. B　從試卷題干已給出的信息分析，此處要具體鎖定的答案是 Janice 認為管理者應(yīng)該做什么。 錄音中 Janice 說 ...some kind of incentive can be given...this happens right at the beginning so new recruits learn the rules...，對應(yīng)選項，答案為 B。

28. culture　從試卷題干已給出的信息分析，此處要具體鎖定的答案為名詞。錄音中 Philip 說 ...managing people means you not only have an understanding of your employees, but you also recognise the culture of the organization.，對應(yīng)卷面已給信息，確定答案為 culture。

29. profit|profits　從試卷題干已給出的信息分析，此處要具體鎖定的答案為名詞。錄音中 Philip 說 ...these managers may have to give priority to profit rather than individual staff needs.，對應(yīng)卷面已給信息，確定答案為 profit|profits。

30. stress / strain　從試卷題干已給出的信息分析，此處要具體鎖定的答案為不可數(shù)名詞。錄音中 Philip 說 ...managers are able to deal with quite high levels of personal stress...they should be thinking not only about the strain on their staff but take time out to think of themselves.，對應(yīng)卷面已給信息，確定答案為 stress / strain。

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