Conflict at work劍橋雅思12-聽(tīng)力原文翻譯及答案解析

一、Conflict at work聽(tīng)力原文：

Over the years,attitudes towards workers have changed considerably.

After all,there was a time when workers had no rights at all,and laboured in appalling conditions.

Conditions have improved a lot,but conflict in the workplace is still common.

And human resources managers nowadays need to be able to deal with it when necessary.

What is conflict in the workplace?

Definitions vary,but I'm taking it to refer to a whole range of behaviours that the victim finds unacceptable,from minor,harmless arguments to-at the opposite extreme-physical violence.

Much of this is covered by the term bullying,by which I mean one or more people behaving abusively or aggressively against another who is in a weaker position.

Although all behaviour like this is a form of conflict,not all conflict can be described in these terms.

As with all human behaviour,there are numerous reasons for it.

But often it's caused by someone who feels the need to show their superiority over someone else,in order to feel that they aren't at the lowest level in a hierarchy or a group of people.

In some cases one person simply dislikes the other,on the basis that the personality of one is in some way incompatible with that of the other person.

A general habit of optimism in one person could make them intolerant of a colleague who's constantly pessimistic-not that that justifies treating them badly,of course.

Some conflicts arise when people are more interested in promoting themselves and their team than in the company as a whole.

These conflicts are called'structural',and could come about,for example,when a sales team believe they are the only people in the business who do any useful work,and look down on behind-the-scenes administrators.

Conflict obviously affects the individuals concerned-the situation is likely to be very stressful for victims,resulting in their absence from work,possibly for months.

For the company,if no effort is made to deal with conflict,it can spiral out of control,and even lead to the breakdown of the business.

Some interesting work with chief executives-CEOs-has uncovered some of the reasons why they may treat colleagues badly.

Many CEOs combine two opposing characteristics:confidence-that is,the belief that they're capable of great achievements-with a high level of anxiety,a fear of missing targets,whether set by themselves or by the directors of the company.

This combination can make them respond badly to anyone who questions their decisions.

In a high pressure work environment,such characteristics become problematic.

And it's particularly difficult to tackle the situation where colleagues,managers and board members are all trying to achieve their own visions.

When they can't agree on strategic issues and on where they see the business going,there are real problems.

For managers at lower levels within the organisation,it might seem that an autocratic form of management-where the chief executive gives orders and everyone else has to obey-would see more conflict than others.

Interestingly,though,a company with a more democratic business model,can suffer more,when uncertainty about who to report to leads to conflicting demands.

Now I'll say a little about dealing with the type of conflict that has harmful effects.

Of course the ideal is to prevent it arising in the first place.

A good manager,at any level,will make efforts to earn the respect of the people they work with,particularly those who report to them.

That will involve politeness in all communications,and treating them as equals who happen to have a different role within the organisation.

Sometimes,of course,conflict does occur,and can get out of hand.

In such cases the human resources department often gets involved.

However,if one of the parties in a conflict sees human resources as simply a mouthpiece for the chief executive,then an external mediator might be able to help.

By talking to both sides,and trying to find the truth of what's been happening,they can build a clear picture of the situation,and give feedback that both sides will accept,precisely because they're independent.

二、Conflict at work聽(tīng)力中文翻譯：

多年來(lái)，人們對(duì)工人的態(tài)度發(fā)生了很大變化。

畢竟，曾經(jīng)有一段時(shí)間，工人根本沒(méi)有權(quán)利，在駭人聽(tīng)聞的條件下勞動(dòng)。

情況已經(jīng)改善了很多，但工作場(chǎng)所的沖突仍然很普遍。

如今的人力資源管理者需要能夠在必要時(shí)處理這一問(wèn)題。

什么是工作場(chǎng)所的沖突？

定義各不相同，但我認(rèn)為它指的是受害者認(rèn)為不可接受的一系列行為，從輕微、無(wú)害的爭(zhēng)論到-在相反的極端-身體暴力。

“欺凌”一詞涵蓋了其中的大部分內(nèi)容，我指的是一個(gè)或多個(gè)對(duì)處于弱勢(shì)地位的人進(jìn)行虐待或攻擊的人。

盡管所有此類(lèi)行為都是沖突的一種形式，但并非所有沖突都可以用這些術(shù)語(yǔ)來(lái)描述。

與所有人類(lèi)行為一樣，有許多原因。

但這通常是因?yàn)橛腥擞X(jué)得需要表現(xiàn)出自己比其他人優(yōu)越的一面，從而覺(jué)得自己不是某個(gè)階層或一群人中的最底層。

在某些情況下，一個(gè)人只是不喜歡另一個(gè)人，因?yàn)橐粋€(gè)人的個(gè)性在某種程度上與另一個(gè)人的性格不兼容。

一個(gè)人樂(lè)觀的普遍習(xí)慣可能會(huì)讓他們無(wú)法容忍一個(gè)經(jīng)常悲觀的同事——當(dāng)然，這并不能證明他們受到了不好的對(duì)待。

當(dāng)人們對(duì)提升自己和團(tuán)隊(duì)的興趣大于對(duì)整個(gè)公司的興趣時(shí)，就會(huì)產(chǎn)生一些沖突。

這些沖突被稱(chēng)為“結(jié)構(gòu)性”沖突，例如，當(dāng)銷(xiāo)售團(tuán)隊(duì)認(rèn)為他們是業(yè)務(wù)中唯一做任何有用工作的人，并且看不起幕后管理員時(shí)，可能會(huì)發(fā)生這種沖突。

沖突顯然會(huì)影響到有關(guān)個(gè)人-這種情況可能會(huì)給受害者帶來(lái)很大壓力，導(dǎo)致他們?nèi)鼻?，可能長(zhǎng)達(dá)數(shù)月。

對(duì)公司而言，如果不努力處理沖突，沖突可能會(huì)失控，甚至導(dǎo)致業(yè)務(wù)崩潰。

與首席執(zhí)行官（CEO）進(jìn)行了一些有趣的合作，揭示了他們可能虐待同事的一些原因。

許多首席執(zhí)行官結(jié)合了兩個(gè)相反的特征：自信-即相信自己有能力取得巨大成就-以及高度焦慮，害怕錯(cuò)過(guò)自己或公司董事設(shè)定的目標(biāo)。

這種組合可能會(huì)使他們對(duì)任何質(zhì)疑他們決定的人反應(yīng)不佳。

在高壓工作環(huán)境中，此類(lèi)特性會(huì)出現(xiàn)問(wèn)題。

同事、經(jīng)理和董事會(huì)成員都在努力實(shí)現(xiàn)自己的愿景，解決這種情況尤其困難。

當(dāng)他們不能就戰(zhàn)略問(wèn)題和業(yè)務(wù)發(fā)展方向達(dá)成一致時(shí)，就會(huì)出現(xiàn)真正的問(wèn)題。

對(duì)于組織內(nèi)較低級(jí)別的管理者來(lái)說(shuō)，似乎一種專(zhuān)制的管理形式——首席執(zhí)行官發(fā)號(hào)施令，其他人必須服從——會(huì)比其他人看到更多的沖突。

然而，有趣的是，當(dāng)關(guān)于向誰(shuí)報(bào)告的不確定性導(dǎo)致相互沖突的要求時(shí)，一家商業(yè)模式更民主的公司可能會(huì)遭受更大的損失。

現(xiàn)在我要談一談如何處理這種具有有害影響的沖突。

當(dāng)然，理想的做法是首先防止它的出現(xiàn)。

一個(gè)好的管理者，無(wú)論在任何級(jí)別，都會(huì)努力贏得同事的尊重，尤其是向他們匯報(bào)工作的人。

這將涉及所有溝通中的禮貌，并將他們視為在組織中扮演不同角色的平等者。

當(dāng)然，有時(shí)沖突確實(shí)會(huì)發(fā)生，而且可能會(huì)失控。

在這種情況下，人力資源部通常會(huì)介入。

然而，如果沖突中的一方將人力資源視為首席執(zhí)行官的喉舌，那么外部調(diào)解人可能會(huì)提供幫助。

通過(guò)與雙方對(duì)話(huà)，并試圖找出正在發(fā)生的事情的真相，他們可以清楚地了解情況，并給出雙方都會(huì)接受的反饋，正是因?yàn)樗麄兪仟?dú)立的。

三、Conflict at work聽(tīng)力問(wèn)題：

Question 31-40

Complete the notes below.

Write ONE WORD ONLY for each answer.Conflicts at work

Conflict mostly consists of behavior in the general category of Often a result of people wanting to prove their

Also caused by differences in between people

''conflicts:people more concerned about own team than about company

conflict-related stress can causethat may last for months

Chief-Executives(CEOs)

Many have bothand anxiety

May not like to have their decisions questioned

There may be conflicts between people who have different

Other managers

A structure that is moremay create a feeling of uncertainty about who staff should report to

Missing conflict

Bosses need to try hard to gain

Someone from outside the company may be given the role of in order to resolve conflicts

四、Conflict at work聽(tīng)力答案：

31.bullying

32.superiority

33.personality

34.Structural

35.absence

36.confidence

37.visions

38.democratic

39.respect

40.mediator

五、Conflict at work聽(tīng)力答案解析

31.本題定位詞為general category，與錄音中的much of this同義替換，本題應(yīng)填一個(gè)名詞，故答案為bullying。

32.本題定位詞為result，以及their，應(yīng)填一個(gè)名詞，result與cause同義替換，錄音中their原詞重現(xiàn)，其后名詞為答案。

33.本題定位詞為cause，difference，between，應(yīng)填名詞，注意聽(tīng)原文中涉及2者比較的部分，根據(jù)理解，答案為personality。

34.題干部分結(jié)構(gòu)是名詞解釋?zhuān)屑?xì)審題盡量理解解釋部分含義，通過(guò)concern，team，company定位，原文中提到be called...證明后面就是名詞概念，故答案為形容詞Structural。

35.本題定位詞為stress，cause，與原文中stressful，result in同義替換，引出答案詞為名詞absence。

36.本題定位詞為CEO，both，both與原文two同義替換，得出答案為名詞confidence。

37.本題定位詞為conflict，different，錄音中提到各種人，各有各的vision，也就是題干中的have different visions，故答案為visions。

38.本題定義為structure和more，structure與原文company同義替換，more原詞重現(xiàn)，故填形容詞democratic。

39.本題定位詞為try hard to，與make efforts to同義替換；earn與gain同義替換，故答案為respect。

40.本題定位詞為outside，應(yīng)填名詞。聽(tīng)到錄音中however轉(zhuǎn)折后，注意留意重點(diǎn)信息。出現(xiàn)outside同義詞external，后面名詞即為答案。

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