unit1_硕士英语综合教程_课文翻译
研究生英语综合教程下册1-5课文及翻译
研究生英语综合教程下册1-5课文及翻译Unit 1 The Hidden Side of Happiness3 This and other promising findings about the life-changing effects of crises are the province of the new science of post-traumatic growth. This fledgling field has already proved the truth of what once passed as bromide: What doesn't kill you can actually make you stronger. Post-traumatic stress is far from the only possible outcome. In the wake of even the most terrifying experiences, only a small proportion of adults become chronically troubled. More commonly, people rebound-or even eventually thrive.诸如此类有关危机改变一生的发现有着可观的研究前景，这正是创伤后成长这一新学科的研究领域。
这一新兴领域已经证实了曾经被视为陈词滥调的一个真理:大难不死，意志弥坚。
创伤后压力绝不是唯一可能的结果。
在遭遇了即使最可怕的经历之后，也只有一小部分成年人会受到长期的心理折磨。
更常见的情况是，人们会恢复过来—甚至最终会成功发达。
Unit2 Commercialization and Changes in Sportsmercialization has not had a dramatic effect on the format and goals of most sports. In spite of the influence of spectators, what has occurred historically is that sports have maintained their basic format. Innovations have been made within this framework, rather than completely dismantling the design of a game. For example, the commercialization of the Olympic Games has led to minor rule changes in certain events, but the basic structure of each Olympic sport has remained much the same as it was before the days of corporate endorsements and the sale of television rights. 商业化对于大多数体育运动的结构和目标没有太大的影响。
新标准大学英语综合教程1(Unit1-Unit6课文翻译)
UNIT 1大一新生日记星期日从家里出发后，我们开车开了很长一段时间才到达我住的宿舍楼。
我进去登记。
宿舍管理员给了我一串钥匙，并告诉了我房间号。
我的房间在6楼，可电梯坏了。
等我们终于找到8号房的时候，妈妈已经涨红了脸，上气不接下气。
我打开门锁，我们都走了进去。
但爸爸马上就从里面钻了出来。
这个房间刚刚够一个人住，一家人都进去，肯定装不下。
我躺在床上，不动弹就可以碰到三面墙。
幸亏我哥哥和我的狗没一起来。
后来，爸爸妈妈就走了，只剩下我孤零零一个人。
周围只有书和一个箱子。
接下来我该做什么？星期一早上，有一个为一年级新生举办的咖啡早茶会。
我见到了我的导师，他个子高高的，肩膀厚实，好像打定了主意要逗人开心。
“你是从很远的地方来的吗？”他问我。
他边说话边晃悠脑袋，咖啡都洒到杯托里了。
“我家离爱丁堡不太远，开车大约6个小时，”我说。
“好极了！”他说，接着又走向站在我旁边的那个女孩儿。
“你是从很远的地方来的吗？”他问。
但不等那女孩儿作出任何回答，他就说到，“好极了！”然后就继续向前走。
他啜了一口咖啡，却惊讶地发现杯子是空的。
妈妈打来电话。
她问我是不是见到了导师。
星期二我觉得有点儿饿，这才意识到我已经两天没吃东西了。
我下楼去，得知一天三餐我可以在餐厅里吃。
我下到餐厅排进了长队。
“早餐吃什么？”我问前面的男生。
“不知道。
我来得太晚了，吃不上早餐了。
这是午餐。
”午餐是自助餐，今天的菜谱是鸡肉、米饭、土豆、沙拉、蔬菜、奶酪、酸奶和水果。
前面的男生每样儿都取一些放到托盘上，付了钱，坐下来吃。
我再也不觉得饿了。
妈妈打电话来。
她问我有没有好好吃饭。
星期三早上9点钟我要去听一个讲座。
我醒时已经8:45了。
竟然没有人叫我起床。
奇怪。
我穿好衣服，急匆匆地赶到大讲堂。
我在一个睡眼惺忪的女生旁边坐下。
她看了看我，问：“刚起床？”她是怎么看出来的？讲座进行了1个小时。
结束时我看了看笔记，我根本就看不懂自己写的字。
那个女生名叫苏菲，和我一样，也是英语文学专业的学生。
全新版大学英语综合教程1课文翻译(Unit1-Unit8)
全新版大学英语综合教程1课文翻译（Unit1-Unit8）Unit 1 Growing Up为自己而写拉塞尔·贝壳从孩提时代，我还住在贝尔维尔时，我的脑子里就断断续续地转着当作家的念头，但直等到我高中三年级，这—想法才有了实现的可能。
在这之前，我对所有跟英文课沾边的事都感到腻味。
我觉得英文语法枯燥难懂。
我痛恨那些长而乏味的段落写作，老师读着受累，我写着痛苦。
弗利格尔先生接我们的高三英文课时，我就准备着在这门最最单调乏味的课上再熬上沉闷的一年。
弗利格尔先生在学生中以其说话干巴和激励学生无术而出名。
据说他拘谨刻板，完全落后于时代。
我看他有六七十岁了，古板之极。
他戴着古板的毫无装饰的眼镜，微微卷曲的头发剪得笔齐，梳得纹丝不乱。
他身穿古板的套装，白衬衣领扣外的领带打得——丝不苟。
他救着古板的尖下巴，古板的直鼻梁，说起话来—本正经，字斟句酌，彬彬有礼，活脱脱一个橱稽的老古董。
我作好准备，打算在弗利格尔先生的班上一无所获地混上—年，不少日子过去了，还真不出所料。
后半学期我们学写随笔小品文。
弗利格尔先生发下一张家庭作业纸，出了不少题供我们选择。
像“暑假二三事”那样傻乎乎的题目倒是一个也没有，但绝大多数—样乏味。
我把作文题带回家，—直没写，直到要交作业的前一天晚上。
我躺在沙发上，最终不得不面对这一讨厌的功课，便从笔记本里抽出作文题目单粗粗—看。
我的目光落在“吃意大利细面条的艺术”这个题目上。
这个题目在我脑海里唤起了一连串不同寻常的图像。
贝尔维尔之夜的清晰的回忆如潮水一般涌来，当时，我们大家—起围坐在晚餐桌旁——艾伦舅舅、我母亲、查理舅舅、多丽丝、哈尔舅舅——帕特舅妈晚饭做的是意大利细面条。
那时意大利细面条还是很少听说的异国食品。
多丽丝和我都还从来没吃过，在座的大人也是经验不足，没有—个吃起来得心应手的。
艾伦舅舅家诙谐有趣的场景全都重现在我的脑海中，我回想起来，当晚我们笑作—团，争论着该如何地把面条从盘子上送到嘴里才算合乎礼仪。
研究生英语综合教程(下)系列教材翻译参考译文[unit1-unit6]
![研究生英语综合教程(下)系列教材翻译参考译文[unit1-unit6]](https://img.taocdn.com/s3/m/a11ffa3ba32d7375a417804e.png)
研究生英语综合教程(下)系列教材翻译参考译文[unit1-unit6]Unit 1愉悦舒适不能指引你领略人生的全部，与逆境的艰苦搏斗常常会使人生变得丰富而有意义。
幸福隐藏的另一面凯思琳•麦克高恩1飓风、房屋失火、癌症、激流漂筏失事、坠机、昏暗小巷遭歹徒袭击，没人想找上这些事儿。
但出人意料的是，很多人发现遭受这样一次痛苦的磨难最终会使他们向好的方面转变。
他们可能都会这样说:“我希望这事没发生，但因为它我变得更完美了。
”2我们都爱听人们经历苦难后发生转变的故事，可能是因为这些故事证实了一条真正的心理学上的真理，这条真理有时会湮没在无数关于灾难的报道中:在最困难的境况中，人所具有的一种内在的奋发向上的能力会迸发出来。
对那些令人极度恐慌的经历作出积极回应的并不仅限于最坚强或最勇敢的人。
实际上，大约半数与逆境抗争过的人都说他们的生活从此在某方面有了改善。
3诸如此类有关危机改变一生的发现有着可观的研究前景，这正是创伤后成长这一新学科的研究领域。
这一新兴领域已经证实了曾经被视为陈词滥调的一个真理:大难不死，意志弥坚。
创伤后压力绝不是唯一可能的结果。
在遭遇了即使最可怕的经历之后，也只有一小部分成年人会受到长期的心理折磨。
更常见的情况是，人们会恢复过来—甚至最终会成功发达.4那些经受住苦难打击的人是有关幸福悖论的生动例证:为了尽可能地过上最好的生活，我们所需要的不仅仅是愉悦的感受。
我们这个时代的人对幸福的追求已经缩小到只追求福气:一生没有烦恼，没有痛苦和困惑。
5这种对幸福的平淡定义忽略了问题的主要方面——一种富有意义的生活所带来的那种丰富、完整的愉悦。
那就是幸福背后隐藏的那种本质——是我们在明智的男男女女身上所欣赏到并渴望在我们自己生活中培育的那种不可言喻的品质。
事实证明，一些遭受苦难最多的人——他们被迫全力应付他们未曾预料到的打击，并重新思考他们生活的意义——或许对那种深刻的、给人以强烈满足感的人生经历(哲学家们过去称之为对“美好生活”的探寻)最有发言权。
研究生英语综合教程第一单元课文翻译
Unit One TRAITS OF THE KEY PLAYERS核心员工的特征大卫·G．詹森1What exactly is a key player? A key player is a phrase that I've heard about from employers during just about every search I've conducted. I asked a client --a hiring manager involved in a search --to define it for me.核心员工究竟是什么样子的? 几乎每次进行调查时，我都会从雇主们那里听到“核心员工”这个名词。
我请一位客户——一位正参与研究的人事部经理，给我解释一下。
“Every company has a handful of staff in a given area of expertise that you can count on to get the job done.On my team of seven process engineers and biologist, I've got two or three whom I just couldn't live without ，”he said.他说，每家公司都有少数几个这样的员工，在某个专业领域，你可以指望他们把活儿干好。
在我的小组中，有七名化工流程工程师和生物学家，其中有那么两三个人是我赖以生存的，”“Key players are essential to my organization.And when hire your company to recruit for us ,we expect that you'll be going into other companies and finding just that :the staff that another manager will not want to see leave .We recruit only key players .”“他们对我的公司而言不可或缺。
unit 1,硕士生英语综合教程2课本原文 电子版
Unit 11 Intel does it. So does Microsoft, Motorola, W. L. Gore & Associates, Southwest Airlines, Ben & Jerry’s Homemade, Hewlett-Packard, Lincoln Electric, and Starbucks. What is it? These companies pursue “people-first” strategies.(Para. 2a) There is an increasing amount of evidence that successful organizations put people first. Why? Astute managers have come to learn that their organization’s emp loyees are its only true competitive advantage. Competitors can match most organizations’ products, processes, locations, distribution channels, and the like.(Para. 2b) But what’s far more difficult to emulate is a workforce made up of highly knowledgeable and motivated people. The characteristic that differentiates successful companies from their less successful counterparts in almost every industry is the quality of the people they’re able to get and keep.(Para. 3a) What kind of practices differentiate people-first organizations? We can list at least four: (1) They value cultural diversity. They actively seek a diverse workforce based on age, gender, and race. (2) They are family friendly. They help employees balance work and personal responsibilities through programs such as flexible work schedules and on-site child care facilities. (Para. 3b) (3) They invest in employee training. These organizations spend heavily to make sure employee skill levels are kept current. This not only ensures that employees can handle the latest technologies and processes for the organization but that employees will be marketable to other employers. (4) People-first organizations empower their employees. They push authority and responsibility down to the lowest levels.(Para. 4) Organizations that put people first have a more dedicated and committed workforce. This, in turn, translates into higher employee productivity and satisfaction. These employees are willing to put forth the extra effort —to do whatever is necessary to see that their jobs are done properly and completely. Let’s take a look at one of those successful organizations that pursue “people-first” strategies: Starbucks. (Para. 5a) Wake up and smell the coffee —Starbucks is everywhere. The world’s number one specialty coffee retailer, Starbucks operates and licenses more than 8,000 coffee shops in more than 30 countries. The shops offer a variety of coffee drinks and food items as well as coffee and coffee accessories.(Para. 5b) Starbucks operates more than 4,700 of its shops in five countries, while licensees operate more than 2,800 units. In addition, Starbucks markets its coffee through grocery stores and licenses its brand for other food and beverage products.(Para. 6) From its modest beginnings in 1971, Starbucks Coffee Company’s reach today extends across the U.S. to Canada, Europe, Asia, and beyond, bringing the Starbucks coffee experience to the customer almost anywhere.(Para. 7a) Centra l to the company’s growth and success has been a constant dedication to offering Starbucks customers the highest quality products. While the company’s success was built upon the core product, coffee, Starbucks has become much more than coffee.(Para. 7b) It is a total coffee experience which encompasses everything from the decor of the retail locations and the music played within to the attitude of the Starbucks employees (known as “partners”), and even to the company’s desire to give back to the communities it serves.(Para. 8a) Since its inception, it has been the Starbucks employees who havehelped drive the success of the company.But it was probably Howard Schultz who started the ignition.(Para. 8b) Schultz joi ned the company in 1982, more than a decade after the company’s first retail bean store opened in Seattle’s Pike Place Market. As director of retail operations and marketing he was influential in the move to provide Starbucks coffee to fine restaurants and espresso bars throughout Seattle.(Para. 9a) A year after he joined the company a visit to Milan, Italy inspired Schultz to bring the Italian coffee-bar concept back to Seattle and put it into action in a new Starbucks location. It was a new foray for the company which previously had only provided freshly roasted beans for sale.(Para. 9b) However, the overwhelming success of the espresso bar concept led Schultz to found Il Giornale, an espresso bar which offered brewed coffee and espresso beverages made using Starbucks coffee beans. A few months later, the continued success of the Il Giornale concept led to Il Giornale acquiring the assets of Starbucks in 1987 with the backing of local investors. The new company changed its name to Starbucks Corporation.(Para. 10) At that time, Starbucks operated 17 stores and had begun to expand beyond Seattle to cities such as Chicago and Vancouver. For the next decade and beyond, the company experienced tremendous growth bringing specialty coffee to the everyday consumer, and in the process helped create and define the specialty coffee industry.(Para. 11) While the success of the company often is attributed to the persistence and vision of the company’s current CEO, Howard Schultz, it is also the employees, from management down to store level, who are at the heart of the company’s success(Para. 12) At the store level, Starbucks has been successful in bucking the norm at most retail service environments where employee turnover is high andcompetence or enthusiasm is waning. “When we first started our business, our attitude from the beginning was that the employees on the front line really have the most to do with our success,” said John Richards, Starbucks president, retail North America. (Para. 13) The challenges of a retail and foodservice environment have been overcome through a strong employee base. “We’re fortunate that the turnover of managers and hourly employees is probably one of the best in the industry,” explained Richards.(Para. 14) Richards takes this employee loyalty as a compliment, but attributes it to the company’s dedication to each employee’s needs. Investment in “partners” has helped build their loyalty to the company, to coffee, to customer service, and to each other.(Para. 15) The heart of the Starbucks experience begins with employee training. For retail partners, the training program focuses on coffee knowledge, product expertise, customer service, and interpersonal skills —all necessary to understand the product they provide to customers on a daily basis in order to create the Starbucks experience.(Para. 16) New store-level partners are welcomed into the Starbucks community with a week-long indoctrination into the cultural aspects of the company. The technical aspects of the job — those that relate to beverage preparation, for instance — are covered. From there, it is the manager’s responsibility to follow up with in-store modules for ongoing training in specific areas.(Para. 17a) All full-and part-time partners who work at least 20 hours a week are offered a full slate of generous benefits. Among the benefits are full health and dental coverage,vacation, and participation in the company-wide stock option plan called Bean Stock. (Para. 17b) Loyalty and a sense of belonging are further emphasized in open forums where employees, regardless of position, are encouraged to bring their suggestions or concerns to the attention of corporate management. Often it is the barista who is the impetus for a change simply because he or she is the one on the front line dealing with customers on a daily basis.(Para. 18a) Since most partners are also owners, they are very interested in getting access to company information. To accommodate this desire, senior management conducts quarterly open forums in the company’s different sales regions. Partners are encouraged to share their ideas and suggestions with senior management at these forums.(Para. 18b) Starbucks also distributes annual Bean Stock reports to all partners and the company publishes Pinnacle, a newsletter that spotlights company performance as well as the activities of individual partners company wide. Starbucks is also taking advantage of videos and teleconferencing to reach out to its partners.(Para. 19a) Being on the front line requires communication, be it communication in training employees to perform their job properly, or communication with customers.“Starbucks partners are alwayson the go. Customer flow is quite steady, and they have to perform tasks requiring a bit of knowledge,” Richards explained(Para. 19b) “Because of the way the service line is set up, partners mustinteract with each other to complete a task, creating a sense of teamwork. Customers shift from station to station,coming into contact with several employees during one transaction. Therefore, communication is an essential part of our success.(Para. 19c) The positive customer experience is based on the communication between partners and their customers.” Human interaction is essential and constant in the Starbucks environment and Richards believes that this constant interaction is the reason employees don’t get bored with their job. “They’re always challenged,” he said.(Para. 20) Starbucks also uses self-managed work teams at its coffee bean roasting plants. Although plant managers and supervisors are responsible for the initial organization of the teams, partners are encouraged to take over the day-to-day workings of the teams including decision-making. Cross-functional teams of partners and supervisors are used to make hiring decisions.(Para. 21) Starbucks is a living model of employee learning, ownership, involvement, and communication. The result is a superior product, coupled with customer service that is truly caring and responsive. The icing on the cake is sales growth of 65 percent a year over the last years while net incomeskyrockets by 70 to 100 percent a year.(Para. 22) All in all, Starbucks offers an amazingly diverse range of opportunities and benefits to its partners. It’s little wonder that new stores continue to openat the rate of three to five every week, and employees are making careers at Starbucks instead of dropping out.。
研究生英语综合教程下册1-5课文及翻译
研究生英语综合教程下册1-5课文及翻译Unit 1 The Hidden Side of Happiness3 This and other promising findings about the life-changing effects of crises are the province of the new science of post-traumatic growth. This fledgling field has already proved the truth of what once passed as bromide: What doesn't kill you can actually make you stronger. Post-traumatic stress is far from the only possible outcome. In the wake of even the most terrifying experiences, only a small proportion of adults become chronically troubled. More commonly, people rebound-or even eventually thrive.诸如此类有关危机改变一生的发现有着可观的研究前景，这正是创伤后成长这一新学科的研究领域。
这一新兴领域已经证实了曾经被视为陈词滥调的一个真理:大难不死，意志弥坚。
创伤后压力绝不是唯一可能的结果。
在遭遇了即使最可怕的经历之后，也只有一小部分成年人会受到长期的心理折磨。
更常见的情况是，人们会恢复过来—甚至最终会成功发达。
Unit2 Commercialization and Changes in Sportsmercialization has not had a dramatic effect on the format and goals of most sports. In spite of the influence of spectators, what has occurred historically is that sports have maintained their basic format. Innovations have been made within this framework, rather than completely dismantling the design of a game. For example, the commercialization of the Olympic Games has led to minor rule changes in certain events, but the basic structure of each Olympic sport has remained much the same as it was before the days of corporate endorsements and the sale of television rights. 商业化对于大多数体育运动的结构和目标没有太大的影响。
硕士英语综合教程1课文翻译(西交版)
硕士综合英语教程1参考译文Unit 1创建低碳经济概述1.对于主要由人类活动而迅速积累的温室气体引发了全球变暖这一事实，没有人再持有异议。
除非我们协同一致，快速转向低碳经济，否则全球变暖的趋势将会愈演愈烈。
这一危机日益彰显逼近。
正如获得2007年诺贝尔和平奖的联合国政府间气候变化专门委员会（IPCC）主席拉金德拉·帕乔里所声称的：“如果在2012年之前我们还没有采取行动，那就为时已晚了。
我们在未来两到三年中的所作所为将决定我们的未来。
这是决定性的时刻。
”2.同工业化前的水平相比，地球平均温度已经上升了0.8摄氏度（1.4华氏度左右），速度为自1975年以来每十年增加0.2摄氏度；如果我们仍然一意孤行，那么温度还会继续发生永久性的变化。
这种温度变化听起来似乎不大，但事实并非如此。
最后一个冰河时代时的全球平均气温不过比现今低约5.4摄氏度（9.7华氏度）。
3.很多权威的气候学家们都曾发出过这样的警告：如果我们现在的温度超过工业化前2摄氏度（3.6华氏度）的话，我们将会迈进一个危险的未知国度。
没有人能知道到底全球变暖具体达到多少度会变得无法控制，并且造成像干旱、洪水、飓风以及热浪等自然灾害的逐渐恶化，造成诸如格陵兰岛或西南极洲大冰原坍塌以及伴随的全球海平面上升等意外的灾难性变化。
但是我们还依然在我们唯一的家园上不断做着危险而又不受约束的尝试，这也是为什么越来越多的年轻人开始将气候变化视为他们这一代人的一项挑战。
4.《华盛顿邮报》4月刊报导到：“对于许多儿童和青年而言，全球气候变暖无异于当今的原子弹。
对于环境危机的担忧正影响着这一代人，正如经济大萧条、第二次世界大战、越南战争和冷战等等挥之不去的‘战争游戏’影响了20世纪的灵魂一样。
”5.有些可怕的预测可能并不会发生，但考虑到那些最优秀的科学家们发出的警告，如果我们再冒险尝试将是极不负责任的做法。
科学家告诉我们，如果我们不尽快采取行动，想要避免全球变暖引发的最严重恶果则为时晚矣。
新标准大学英语综合教程1(Unit1-Unit6课文翻译)
新标准大学英语综合教程1(Unit1-Unit6课文翻译) UNIT1大一新生日记星期日从家里出发后，我们开车开了很长一段时间才到达我住的宿舍楼。
我进去登记。
宿舍管理员给了我一串钥匙，并告诉了我房间号。
我的房间在6楼，可电梯坏了。
等我们终于找到8号房的时候，妈妈已经涨红了脸，上气不接下气。
我打开门锁，我们都走了进去。
但爸爸马上就从里面钻了出来。
这个房间刚刚够一个人住，一家人都进去，肯定装不下。
我躺在床上，不动弹就可以碰到三面墙。
幸亏我哥哥和我的狗没一起来。
后来，爸爸妈妈就走了，只剩下我孤零零一个人。
周围只有书和一个箱子。
接下来我该做什么？星期一早上，有一个为一年级新生举办的咖啡早茶会。
我见到了我的导师，他个子高高的，肩膀厚实，好像打定了主意要逗人开心。
“你是从很远的地方来的吗？”他问我。
他边说话边晃悠脑袋，咖啡都洒到杯托里了。
“我家离爱丁堡不太远，开车大约6个小时，”我说。
星期二我觉得有点儿饿，这才意识到我已经两天没吃东西了。
我下楼去，得知一天三餐我可以在餐厅里吃。
我下到餐厅排进了长队。
“早餐吃什么？”我问前面的男生。
“不知道。
我来得太晚了，吃不上早餐了。
这是午餐。
”午餐是自助餐，今天的菜谱是鸡肉、米饭、土豆、沙拉、蔬菜、奶酪、酸奶和水果。
前面的男生每样儿都取一些放到托盘上，付了钱，坐下来吃。
我再也不觉得饿了。
星期三早上9点钟我要去听一个讲座。
我醒时已经8:45了。
竟然没有人叫我起床。
奇怪。
我穿好衣服，急匆匆地赶到大讲堂。
我在一个睡眼惺忪的女生旁边坐下。
她看了看我，问：“刚起床？”她是怎么看出来的？讲座进行了1个小时。
结束时我看了看笔记，我根本就看不懂自己写的字。
星期四今天是新生集会（社团招新活动）。
我和苏菲跑去看看我们能加入几个俱乐部。
我们俩都认为我们应该结交很多朋友，所以我报名参加了交谊舞俱乐部、人工智能协会、手铃俱乐部和极限运动俱乐部。
苏菲则报名参加了业余剧社和莫扎特合唱团。
我不知道我和苏菲还能不能继续做好朋友。
21世纪工程硕士研究生英语-综合教程(下册)Unit1课文翻译
UNIT 1 The Winner’s Guide to SuccessMotivational experts reveal what drives them成功者的成功之路励志专家揭示其前进的动力How do successful people think? What drives them? To find out, I interviewed some of the people most successful in motivating others: top motivational speakers and bestselling authors of “how-to-succeed” books. Here are seven keys to success that they share.成功人士是怎麽想的？什么在驱动着他们？为了探究原由，我访谈了一些最能成功激励大众的人士：顶尖的励志演说者和“如何成功”类畅销书的作者们。
他们提出了7个关键点。
Take full responsibility. In a society in which people blame everyone from their parents to the government for their failure to get ahead, motivational superstars refuse to buy into the victim mentality. Their credo is “if it’s to be, it’s up to me.”承担全部责任。
在社会上，有的人会将他们的失败归咎于他人，从他们的父母到政府，而励志超级之星们决不接受（他们是）受害人的思想。
他们的信条是，“如果没有成功，责任在我。
”They realize that when you say someone or something outside of yourself is preventing you from succeeding, you’re giving away your power. You’re saying, “ you have more control over my life than I do.”他们认识到当你说是自身之外的某件事或某个人阻碍了你成功，就是在举手投降。
研究生英语综合教程课文翻译+原文
课文原文1-7 Unit 1 The Hidden Side of Happiness1 Hurricanes, house fires, cancer, whitewater rafting accidents, plane crashes, vicious attacks in dark alleyways. Nobody asks for any of it. But to their surprise, many people find that enduring such a harrowing ordeal ultimately changes them for the better.Their refrain might go something like this: "I wish it hadn't happened, but I'm a better person for it."1飓风、房屋失火、癌症、激流漂筏失事、坠机、昏暗小巷遭歹徒袭击，没人想找上这些事儿。
但出人意料的是，很多人发现遭受这样一次痛苦的磨难最终会使他们向好的方面转变。
他们可能都会这样说:“我希望这事没发生，但因为它我变得更完美了。
”2 We love to hear the stories of people who have been transformed by their tribulations, perhaps because they testify to a bona fide type of psychological truth, one that sometimes gets lost amid endless reports of disaster: There seems to be a built-in human capacity to flourish under the most difficult circumstances. Positive responses to profoundly disturbing experiences are not limited to the toughest or the bravest.In fact, roughly half the people who struggle with adversity say that their lives subsequently in some ways improved.2我们都爱听人们经历苦难后发生转变的故事，可能是因为这些故事证实了一条真正的心理学上的真理，这条真理有时会湮没在无数关于灾难的报道中:在最困难的境况中，人所具有的一种内在的奋发向上的能力会进发出来。
研究生综合英语 第二版 曾建彬主编 课文翻译Unit1
Unit one英语简史保罗·罗伯茨想要掌握英语这门语言就必须了解英语的历史，然而对此我们只能做到略有所知。
因为英语的历史漫长而复杂，我们只能抓住其发展过程中的几个关键时期。
英语的历史起源于公元600年之后，而对于公元600年之前的英语史前阶段，我们只能揣测而无法证实。
公元前1000年左右，英语民族的祖先(盎格鲁一撒克逊人)生活在北欧森林之中，他们的语言属于印欧语系中的日耳曼语支。
这些盎格鲁撤克逊人是如何迁移到英格兰的，对此我们知之甚少。
然而据我们所知，在很长一段时间内盎格鲁人、撒克逊人、朱特人一直在为巩固他们在英格兰的定居地而战。
他们与凯尔特人的战争持续了100多年，直到英格兰境内的凯尔特人不是被杀，就是被迫流亡到威尔士或沦为奴隶。
这就是亚瑟王时期。
亚瑟王不完全是一个传说人物，他是个受过罗马文明影响的凯尔特人，是一位将领，或许不是一位国王。
他也曾打败过盎格鲁撤克逊人，但只是一时的胜利。
到了公元550年前后，盎格鲁一撤克逊人才最终定居下来。
英语从此也在英格兰落脚。
我们习惯上把英语的历史分为三个阶段：古英语时期，中世纪英语时期和现代英语时期。
古英语时期从最早的历史记载即公元7世纪到大约1100年；中世纪英语时期从1100年到1450或1500年；现代英语时期从1500年至今。
现代英语也可以再分为早期现代英语(1500年到1700年)和后期现代英语(1700年至今)。
根据最早的历史记戴，当时的英格兰分裂为几个相对自治的王国。
在一定时期，其中的某一个王国对其他王国实行一定程度的统治。
公元6世纪，实力最强大的诺森伯里亚王国取得了令人瞩目的发展，达到了全欧洲最发达的文明程度。
也是在这一时期产生了包括贝奥武夫史诗这样的古英语时期最杰出的文学作品。
到公元8世纪，诺森伯里亚王国衰落了，势力中心向南转移到英格兰中部的麦西亚王国。
一个世纪后，势力中心又转移到位于西撒克逊的威萨克斯，威萨克斯成为实力最强的王国。
研究生综合英语 第二版 曾建彬主编 课文翻译Unit1
Unit one英语简史保罗·罗伯茨想要掌握英语这门语言就必须了解英语的历史，然而对此我们只能做到略有所知。
因为英语的历史漫长而复杂，我们只能抓住其发展过程中的几个关键时期。
英语的历史起源于公元600年之后，而对于公元600年之前的英语史前阶段，我们只能揣测而无法证实。
公元前1000年左右，英语民族的祖先(盎格鲁一撒克逊人)生活在北欧森林之中，他们的语言属于印欧语系中的日耳曼语支。
这些盎格鲁撤克逊人是如何迁移到英格兰的，对此我们知之甚少。
然而据我们所知，在很长一段时间内盎格鲁人、撒克逊人、朱特人一直在为巩固他们在英格兰的定居地而战。
他们与凯尔特人的战争持续了100多年，直到英格兰境内的凯尔特人不是被杀，就是被迫流亡到威尔士或沦为奴隶。
这就是亚瑟王时期。
亚瑟王不完全是一个传说人物，他是个受过罗马文明影响的凯尔特人，是一位将领，或许不是一位国王。
他也曾打败过盎格鲁撤克逊人，但只是一时的胜利。
到了公元550年前后，盎格鲁一撤克逊人才最终定居下来。
英语从此也在英格兰落脚。
我们习惯上把英语的历史分为三个阶段：古英语时期，中世纪英语时期和现代英语时期。
古英语时期从最早的历史记载即公元7世纪到大约1100年；中世纪英语时期从1100年到1450或1500年；现代英语时期从1500年至今。
现代英语也可以再分为早期现代英语(1500年到1700年)和后期现代英语(1700年至今)。
根据最早的历史记戴，当时的英格兰分裂为几个相对自治的王国。
在一定时期，其中的某一个王国对其他王国实行一定程度的统治。
公元6世纪，实力最强大的诺森伯里亚王国取得了令人瞩目的发展，达到了全欧洲最发达的文明程度。
也是在这一时期产生了包括贝奥武夫史诗这样的古英语时期最杰出的文学作品。
到公元8世纪，诺森伯里亚王国衰落了，势力中心向南转移到英格兰中部的麦西亚王国。
一个世纪后，势力中心又转移到位于西撒克逊的威萨克斯，威萨克斯成为实力最强的王国。
新编大学英语综合教程课文翻译第一册
Unit 1 Personal Relationships1-1 The gift of life【1】炸弹落在了这个小村庄里。
在可怕的越南战争期间，谁也不知道这些炸弹要轰炸什么目标，而它们却落在了一所由传教士们办的小孤儿院内。
【2】传教士和一、两个孩子已经丧生，还有几个孩子受了伤，其中有一个小女孩，8岁左右，她的双腿被炸伤。
【3】几小时后，医疗救援小组到了。
救援小组由一名年轻的美国海军医生和一名同样年轻的海军护士组成。
他们很快发现有个小女孩伤势严重。
如果不立即采取行动，显然她将因失血过多和休克而死亡。
【4】他们明白必须给小女孩输血，但是他们的医药用品很有限，没有血浆，因此需要一种相配的血型。
快速的血型测定显示两名美国人的血型都不合适。
几个没有受伤的孤儿却有相配的血型。
【5】这位医生会讲一点越南语，护士会讲一点法语，但只有中学的法语水平。
孩子们不会说英语，只会说一点法语。
医生和护士用少得可怜的一点共同语言，结合大量的手势语，努力向这些受惊吓的孩子们解释说，除非他们能输一些血给自己的小伙伴，否则她将必死无疑。
接着问他们是否有人愿意献血来救小女孩。
【6】对医生和护士的请求，孩子们（只是）瞪大眼睛，一声不吭。
此时小病人生命垂危。
然而，只有这些受惊吓的孩子中有人自愿献血，他们才能够得到血。
过了好一会儿，一只小手慢慢地举了起来，然后垂了下去，一会儿又举了起来。
【7】"噢，谢谢。
" 护士用法语说。
"你叫什么名字？"【8】"兴，" 回答道。
【9】兴很快被抱到一张床上，手臂用酒精消毒后，针就扎了进去。
在整个过程中，兴僵直地躺着，没有出声。
【10】过了一会儿，他发出了一声长长的抽泣，但立即用那只可以活动的手捂住了自己的脸。
【11】"兴，疼吗？" 医生问。
【12】兴默默地摇了摇头，但一会儿忍不住又抽泣起来，并又一次试图掩饰自己的哭声。
医生又问是否是插在手臂上的针弄疼了他，兴又摇了摇头。
研究生英语综合教程UNIT1课文及翻译(含汉译英英译汉)PDF版
UNIT11. Recently, one of us had the opportunity to speak with a medical student about a research rotation that the student was planning to do. She would be working with Dr. Z, who had given her the project of writing a paper for which he had designed the protocol, collected the data, and compiled the results. The student was to do a literature search and write the first draft of the manuscript. For this she would become first author on the final publication. When concerns were raised about the proposed project, Dr. Z was shocked. "l thought I was doing her a favor," he said innocently, "and besides, I hate writing!"2. Dr. Z is perhaps a bit naive. Certainly, most researchers would know that the student's work would not merit first authorship. They would know that "gift" authorship is not an acceptable research practice. However, an earlier experience in our work makes us wonder. Several years ago, in conjunction with the grant from the Fund for the Improvement of Pott Secondary Education (FIPSE), a team of philosophers and scientists at Dartmouth College 2 ran a University Seminar series for faculty on the topic "Ethical Issues in scientific Research."At one seminar, a senior researcher (let's call him Professor R) argued a similar position to that of Dr. Z. In this case Professor R knew that "gift" authorship, authorship without a significant research contribution, was an unacceptable research practice. However, he had a reason to give authorship to his student.The student had worked for several years on a project suggested by him and the project had yielded to publishable data. Believing that he had a duty to the student to ensure a publication, Professor R had given the student some data that he himself had collected and told the student to write it up. The student had worked hard, he said, albeit on another project, and the student would do the writing. Thus, he reasoned, the authorship was not a "gift."3. These two stories point up a major reason for encouraging courses in research ethics: Good intentions do not necessarily result in ethical decisions. Both of the faculty members in the above scenarios "meant well." In both cases, the faculty members truly believed that what they were doing was morally acceptable. In the first case, Dr. Z's indefensible error was that he was unaware of the conventions of the field.In particular, he seemed blissfully oblivious to the meaning of first authorship. In the second case, Professor R was do ng what he thought best for the student without taking into consideration that moral. ty is a public system and that his actions with regard to a single student have public consequences for the practice of science as a profession.4. Well-meaning scientists, such as those just mentioned, can, with the best of intentions, make unethical decisions. In some cases, such decisions may lead individuals to become embroiled in cases of 1. 最近，我们当中的一员有机会与一名医科学生谈论她正计划要做的一个实验室轮转项目。
研究生英语教材_综合教程(上)主编熊海虹_课文翻译(全部1至10单元)
Unit One核心员工的特征大卫·G．詹森1 核心员工究竟是什么样子的？几乎每次进行调查时，我都会从雇主们那里听到“核心员工”这个名词。
我请一位客户——一位正参与研究的人事部经理，给我解释一下。
“每家公司都有少数几个这样的员工，在某个专业领域，你可以指望他们把活儿干好。
在我的小组中，有七名化工流程工程师和生物学家，其中有那么两三个人是我赖以生存的，”他说，“他们对我的公司而言不可或缺。
当请你们公司替我们招募新人的时候，我们期待你们会去其他公司找这样的人：其他公司经理不想失去的员工。
我们只招募核心员工。
”2 这是一段充满了鼓动性的谈话，目的是把猎头们派往竞争对手的公司去游说经验丰富的员工们做一次职业变更。
他们想从另一家公司招募核心员工。
然而，每家公司也从新人中招人。
他们要寻找的是完全一样的东西。
“我们把他们和公司顶级员工表现出的特质进行对照。
假如他们看起来有同样特征的话，我们就在他们身上赌一把。
”只是这样有点儿冒险。
3“这是一种有根据的猜测”我的人事经理客户说。
作为未来的一名员工，你的工作是帮助人事部经理降低这种风险，你需要帮助他们认定你有潜力成为一名核心员工。
4 特征 1：无私的合作者职业顾问和化学家约翰·费策尔最早提出了这个特征。
关于这个特征，人们已经写了大量的文章。
它之所以值得被反复谈及，是因为这一特征是学术界和企业间最明显的差别。
“这里需要合作，”费策尔说，“企业的环境并不需要单打独斗，争强好胜，所以表现出合作和无私精神的员工就脱颖而出了。
在企业环境中，没有这样的思维方式就不可能成功。
”5 许多博士后和研究生在进行这种过渡的过程中表现得相当费力。
因为生命中有那么长一段时间他们都在扮演一个独立研究者的角色，并且要表现得比其他年轻的优秀人才更出色。
你可以藉此提高在公司的吸引力：为追求一个共同的目标和来自其他实验室和学科的科学家们合作——并且为你的个人履历上的内容提供事迹证明。
硕士研究生基础综合英语(邱东林版)课文及课后翻译汇总1-8unit
硕士研究生基础综合英语(邱东林版)网上资料汇总硕士研究生基础综合英语(邱东林版)课文翻译1-8 unit硕士研究生基础综合英语(邱东林版)课后句子翻译1-6 unit 硕士研究生基础综合英语(邱东林版)课后段落翻译1-5 unitUNIT 1 对F的赞美UNIT 2 结婚礼物UNIT 3 追寻烟草的历程：从性感到致命UNIT 4 我们收到了邮件——从不间断UNIT 5 亚里士多德是对的UNIT 6 推进经济全球化UNIT 7 名家热UNIT 8 责任、荣誉、国家UNIT 1 对F的赞美玛丽·谢里今年将有好几万的十八岁青年毕业。
他们都将被授予毫无意义的文凭。
这些文凭看上去跟颁发给比他们幸运的同班同学的文凭没有什么两样。
只有当雇主发现这些毕业生是半文盲时，文凭的效应才会被质疑。
最后，少数幸运者会进入教育维修车间——成人识字课程，我教的一门关于基础语法和写作的课程就属于这种性质。
在教育维修车间里，高中毕业生和高中辍学生将学习他们本该在学校就学习好的技能，以获得同等学历毕业证书。
他们还将发现他们被我们的教育体系欺骗了。
在我教课的过程中，我对我们学校教育深有了解。
在每学期开始的时候，我会让我的学生写一下他们在学校的不快体验。
这种时候学生不会有任何写作障碍！“我希望当时有人能让我停止吸毒，让我学习。
”“我喜欢参加派对，似乎没人在意。
”“我是一个好孩子，不会制造任何麻烦，于是他们就让我考试通过，即使我阅读不好，也不会写作。
”很多诸如此类的抱怨。
我基本是一个空想社会改良家，在教这门课之前，我将孩子们的学习能力差归咎于毒品、离婚和其他妨碍注意力集中的东西，要想学习好就必须集中注意力。
但是，我每一次走进教室都会再度发现，一个老师在期望学生全神贯注之前，他必须先吸引学生的注意力，无论附近有什么分散注意力的东西。
要做到这一点，有很多办法，它们与教学风格有很大的关系。
然而，单靠风格无法起效，有另一个办法可以显示谁是在教室里掌握胜局的人，这个办法就是亮出失败的王牌。
研究生英语综合教程（下）课文翻译
课文原文1-7 Unit 1 The Hidden Side of Happin ess1 Hurric anes, housefires, cancer, whitew aterraftin g accide nts, planecrashe s, viciou s attack s in dark alleyw ays. Nobody asks for any of it. But to theirsurpri se, many people find that enduri ng such a harrow ing ordeal ultima telychange s them for the better.Theirrefrai n mightgo someth ing like this: "I wish it hadn't happen ed, but I'm a better person for it."1飓风、房屋失火、癌症、激流漂筏失事、坠机、昏暗小巷遭歹徒袭击，没人想找上这些事儿。
但出人意料的是，很多人发现遭受这样一次痛苦的磨难最终会使他们向好的方面转变。
他们可能都会这样说:“我希望这事没发生，但因为它我变得更完美了。
”2 We love to hear the storie s of people who have been transf ormed by theirtribul ation s, perhap s becaus e they testif y to a bona fide type of psycho logic al truth, one that someti mes gets lost amid endles s report s of disast er: Thereseemsto be a built-in humancapaci ty to flouri sh underthe most diffic ult circum stanc es. Positi ve respon ses to profou ndlydistur bingexperi ences are not limite d to the toughe st or the braves t.In fact, roughl y half the people who strugg le with advers ity say that theirlivessubseq uentl y in some ways improv ed.2我们都爱听人们经历苦难后发生转变的故事，可能是因为这些故事证实了一条真正的心理学上的真理，这条真理有时会湮没在无数关于灾难的报道中:在最困难的境况中，人所具有的一种内在的奋发向上的能力会进发出来。
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Unit 11 Intel does it. So does Microsoft, Motorola, W. L. Gore & Associates, Southwest Airlines, Ben & Jerry’s Homemade, Hewlett-Packard, Lincoln Electric, and Starbucks. What is it? These companies pursue “people-first” strategies.英特尔公司奉行它。
微软、摩托罗拉、戈尔、西南航空公司、班杰瑞、惠普、林肯电气以及星巴克也都奉行它。
它是什么？它就是这些公司所奉行的“以人为本”的策略。
(Para. 2a) There is an increasing amount of evidence that successful organizations put people first. Why? Astute managers have come to learn that their organization’s employees are its only true competit ive advantage. Competitors can match most organizations’ products, processes, locations, distribution channels, and the like.越来越多的例子证明，成功的组织都是以人为本的。
为什么？因为精明的经理人们已经认识到他们企业的员工才是它们唯一真正的竞争优势。
竞争者可以在产品、工艺、选址、销售渠道等诸多方面与其不相上下，(Para. 2b)But what’s far more difficu lt to emulate is a workforce made up of highly knowledgeable and motivated people. The characteristic that differentiates successful companies from their less successful counterparts in almost every industry is the quality of the people they’re able to get and keep.但却很难效仿的是拥有一支由专业素质高和工作动机强的人组成的劳动力队伍。
几乎在所有的行业，那些成功的公司之所以超越它们的对手们，主要的区别就在于他们所能够得到和留住想要的人。
(Para. 3a) What kind of practices differentiate people-first organizations? We can list at least four: (1) They value cultural diversity. They actively seek a diverse workforce based on age, gender, and race. (2) They are family friendly. They help employees balance work and personal responsibilities through programs such as flexible work schedules and on-site child care facilities. 哪些做法才能区分以人为本的公司呢？我们至少可以列出四条：第一，它们重视文化的多样性。
它们根据年龄、性别和种族积极寻求一支多元化的员工队伍。
第二，它们具有家庭氛围。
公司通过为其员工提供灵活的工作时间以及现场托儿服务设施等帮助员工平衡工作和个人职责之间的关系。
(Para. 3b)(3) They invest in employee training. These organizations spend heavily to make sure employee skill levels are kept current. This not only ensures that employees can handle the latest technologies and processes for the organization but that employees will be marketable to other employers. (4) People-first organizations empower their employees. They push authority and responsibility down to the lowest levels.第三，它们对员工培训进行投资。
这些公司花费巨资以确保员工的技能水平始终保持最新状态。
这不仅确保员工可以处理该公司的最新技术和工艺，而且还使这样的员工极具市场竞争力。
第四，以人为本的公司将权力下放给员工。
它们将权力和义务下放到公司的最底层。
(Para. 4) Organizations that put people first have a more dedicated and committed workforce. This, in turn, translates into higher employee productivity and satisfaction.那些奉行以人为本的组织拥有一支更敬业、更忠诚的工作团队。
因而这样的团队精神转化成了高生产率和工作满意度。
These employees are willing to put forth the extra effort — to do whatever is necessary to see that their jobs are done properly and completely. Let’s take a look at one of those successful organizations that pursue “people-first” strategies: Starbucks.这些员工会愿意做出更大的努力——为了准确彻底地完成他们的工作，他们会全力以赴。
我们来看一看其中的一个因奉行“以人为本”而取得成功的公司：星巴克。
(Para. 5a)Wake up and smell the coffee —Starbucks is everywhere. The world’s number one specialty coffee retailer, Starbucks operates and licenses more than 8,000 coffee shops in more than 30 countries. The shops offer a variety of coffee drinks and food items as well as coffee and coffee accessories.让你在咖啡中醒来！——星巴克无处不在。
作为世界首屈一指的专业咖啡零售商，星巴克在世界上30多个国家开设和授权开设了8000多家咖啡店。
这些咖啡店销售各种各样的咖啡饮品、食物、咖啡及咖啡用品。
(Para. 5b)Starbucks operates more than 4,700 of its shops in five countries, while licensees operate more than 2,800 units. In addition, Starbucks markets its coffee through grocery stores and licenses its brand for other food and beverage products.星巴克在五个国家拥有超过4700家店面，同时，它的授权经销商们还经营着2800多家店面。
另外，星巴克还通过杂货店销售它的产品并且授权其它食品和饮料产品使用它的品牌。
(Para. 6) From its modest beginnings in 1971, Starbucks Coffee Company’s reach today extends across the U.S. to Canada, Europe, Asia, and beyond, bringing the Starbucks coffee experience to the customer almost anywhere.从1971年成立之初至今，星巴克咖啡公司的经营已从美国蔓延至加拿大、欧洲、亚洲甚至更远，并让几乎每一个地方的顾客都享受到星巴克的咖啡体验。
(Para. 7a)Central to the company’s growth and success has been a constant dedicatio n to offering Starbucks customers the highest quality products. While the company’s success was built upon the core product, coffee, Starbucks has become much more than coffee.该公司不断壮大和成功的核心在于坚持不懈地为顾客提供最佳品质的产品。
公司的成功曾建立在它的核心产品，即咖啡上，但如今的星巴克已不仅仅只是出售咖啡。
(Para. 7b) It is a total coffee experience which encompasses everything from the decor of the retail locations and the music played within to the attitude of the Starbucks employees (known as “partners”), and even to the company’s desire to give back to the com munities it serves.而是一种完整的咖啡经验，包括零售站的装潢、背景音乐的播放、星巴克员工的态度、以及公司渴望对它所服务的社会做出的回馈。