Bec词汇等懒人专用

Bec 考试7月4号14:30~16:00 Bec F204 题型：1、vocabulary 15*22、concepts 10*2 （根据给定的定义来选择合适的解释3、reading （六级提醒、回答问题。

Unit 1a work rolesSpecification n..规定，说明infringement n.侵权WorkSet n.定工制岗位责任制job brief简要工作布置，工作概要management consultancy管理咨询公司pie chart饼分图，圆形分析图WorkSet colour 定工色牌，定工色块re-align v.重新调整peak occupancy（酒店）入住高峰期 superior n.上级hierarchy n.等级制的公司project team项目小组screen n.筛选，审查technical document技术资料，技术手册user’s manual用户说明书，用户手册work from home在家工作 nine and five 朝9晚5（的工作方式）clock in and out（用自动记时钟）记录上下班时间；上、下班也作clock on and offIT consultant信息技术顾问 jet vi.乘喷气式飞机飞行leisure group（从事宾馆、酒店等的）休闲、娱乐、餐饮集团公司work flexible hours实行弹性工作时间 PA abbr. personal assistant私人助理，也作P.A. temp vi.&n.（当）临时雇员（尤指临时秘书），临时工（口语用法）a huge way有很大的发言权initiative n.主动权team leadership团队领导才能workshop n.研讨班；培训班perception n.认识，观念，看法attribute n.品质特性in-company adj.公司内部的screen n.筛选，审查课文翻译：What is WorkSet？什么是定工制？WorkSet is an advanced means of setting up jobs and developing employees in response to the changing nature of work.. By adopting the use of colors, companies can specify the exact level of responsibility to be allocated to the key tasks that form an employee’s job description. Work Set replaces the often static job description with a more dynamic short-term job brief.The employee interprets the manager’s brief and uses it as a framework for approaching the tasks that make up the job. A feedback and review process then enables the manager to keep abreast of what the employee actually does and provides an opportunity to jointly assess performance, re-align the job and decide on the development needs of the employee.定工制是一种设定工作岗位，发展员工能力，以适应不断变化的工作性质的先进手段。

通过使用工作色牌，公司可以确定关键任务所规定要求的具体责任范围，形成员工的工作责职描述。

定工制替代通常静止不变的岗位说明书，它是一种更加灵活多变的短期简要工作布置。

员工领会了经理的简要工作布置后，即可应用它作为实施工作任务的参照标准。

然后，通过反馈和检查程序，使经理能及时跟踪员工的实际工作状况，提供机会共同评估业绩，重新调整工作并决定员工的个人事业发展需求。

Core colours·Blue work refers to tasks an employee has to carry out in a prescribed way to an approved standard. Examples: machining an engineering component to a specification.·Yellow work involves personal responsibility for meeting an objective. Exactly how the work is done does not matter too much as long as the goal is achieved. Example: initiating procedures to reduce costs by 15%.·Green Work refers to tasks that vary according to the reactions and needs of others. Example: helping the hotel service manager at times of peak occupancy.绿色工作牌指的是根据他人的反应和需求完成内容不同的任务。

例如：在酒店入住高峰期间帮助服务经理。

·Orange work involves shared rather than individual responsibility for achieving an objective. Example: contributing to a management team.核心工作色牌蓝色工作牌指的是员工必须按照事先确定的工作方式依照规定标准完成的任务。

例如：按规格制作工程零件。

黄色工作牌指的是完成一个目标个人所要承当的责任。

只要能够达到工作目标，如何去完成无关紧要。

例如：自行实施能够降低成本15%的各种做法。

桔黄色工作牌指的是完成一个目标需要集体共同分担责任，而并非是一个人的责任。

例如：向管理团队出谋献策。

Employee feedback colors·Grey work refers to work which is incidental to the job and involves responding to situational needs. Example; being asked to entertain a visitor·White Work refers to any new or creative undertakings outside the employee’s formal duties which may lead to improvements. Example: revising standard customer service letters.·Pink work demands the presence of the employee but serves no useful purpose. Example: attending meetings where nothing new is learnt and no contribution to decision-making is encouraged.需要员工反馈的工作色牌灰色工作牌指的是某一项工作中偶然产生的任务，包括对应临时发生的情况。

例如：被叫去接待客户。

白色工作牌指的是在该员工正常工作之外对改善工作有利的任何一项创新性工作。

例如：修改统一客户服务函件。

粉红色工作牌指的是没有特殊任务目的，只需要员工在场的工作。

比如：参加一个既不用学习也不需提出决策的没有新意的会议。

Unit 1b company structureorganization n..企业；组织；机构 hierarchical organization层级制组织结构flat management structure扁平化的管理结构 owner manager经理人，公司所有者projiect-based team项目小组，也作project team competitive advantage竞争优势established company (老牌)知名公司，著名公司，也作established corporationstart-up n.新兴公司，新创办的公司 hierarchical company层级制公司hierarchical structure 层级制结构 responsiveness n.快速反应能力operating process经营环节，经营过程management process管理环节，管理过程entrepreneurial organization企业家组织结构，企业家体制win-win-win situation三赢局面information age organization信息化时代的组织结构real-time adj.(与事件发生几乎同步的)同时的，实时的information-enabled learning process以住处为手段的学习过程office-based staff在办公室工作的员工，白领员工business unit事业单位（以各事业项目为单位的组织结构）departmentalize vt.按部门划分，部门化product life cycle产品寿命周期（通常指产品的开发、增长、高峰、衰退四个阶段）project-oriented culture项目型公司文化teleworker n.采用电子化办公方式的员工，在家从办公的员工intranet n.(公司、企业)内部网，局域网 paperwork纸质文件，伏案工作，文字工作flexible worker彩弹性工作方式的员工mobile personal information systerm移动个人信息系统virtual project team虚拟项目小组（通过电子网络进行工作沟通）hard copy电脑打印稿，硬拷贝（打印在纸上的电脑资料）课文翻译：time for the big small companyIn the hierarchical companies of the 1960s and 1970s, information moved slowly and channels for communication was limited.Over the past few years, however, large companies have come under ever-increasing pressure to collect, process and distribute information more quickly in order to compete with smaller, more nimble rivals. The key challenge facing any sizeable organization today is how to achieve responsiveness without losing the control inherent in a hierarchical structure.All types of organization are controlled thru two sets of processes. Operating processes define how a company produces, sells, distributes and supports its products and service. Management processes define how a company directs, coordinates and controls these operations. Typical management processes include planning, budgeting and human resource management.Traditional hierarchical organizations control operating processes through standardization of jobs. These jobs are separated into sequential steps and carried out under direct supervision. However, the lines workers lack both the authority and motivation to improve these routine tasks and are limited by their local view of the business. Management processes in such companies are also hampered by the time it takes to recognize that change is needed. Thus, hierarchical control is only truly effective in relatively stale business environments where change happens slowly.Entreprenurial organizations, on the other hand, allow fast response without any loss of control. Daily personal interaction between the owner and employees ensures flexibility and responsiveness, while instant feedback ensures effective controls. However, as the company becomes larger and complex, this control breaks down and more structured operating and management processes are required.Information age organizations can manage the complexity of the large hierarchical structure without losing the speed of the entrepreneurial start-up. IT plays a critical role. It co-ordinates complex fast-cycle operating process and, more importantly, gives decision-makers quick access to detailed, real-time information about operations and market performance. Once all this information is flowing, empolyees can quickly evaluate their decisions and continually refine both strategy and operations. Organizational control then becomes a dynamic, information-enabled learning process rather than a static monitoring system.However, although IT makes the "big small" company possible, it cannot motivate people to use information in order to act on behalf the organisations. The challenge for the organization is therefore to ensure that the managers and the employees share the same perspective on thebusiness and are motivated to accomplish the same goals.尝试翻译:层级制公司在1960-1970年间,信息传递缓慢,各渠道交流有限.然而,在过去的一些年里,那些大公司为了和小而灵活的公司竞争,已经感到前所未有的压力,使得它们更注重并加紧去收集,处理与分发相关信息.当今任何具规模的机构均面临的主要挑战是如何在层级组织中不失内部控制的同时成功做出灵活的应变.所有的机构都通过两种方式来控制.运营程序规定了公司如何生产,销售,分送,以及对产品和销售服务的支持.管理程序则规定了一个公司如何引导,协调以及控制公司的运营程序.典型的管理方式包括计划,预算,和人力资源管理.传统的层级组织通过标准化的工作程序来控制运营程序.这些工种是序列分开的,直接受上级领导.然而,这种模式使得一线员工缺乏权利与激励来改进日常工作,而且容易受地方观念的局限.同样,管理程序发展也受到阻碍,因为它们花费很多的时间才能认识到需要改变.所以说,层级控制制度只有针对于相对稳定经营的公司(经营环境很少有变化)才比较有效果.从另一方面来讲,这种模式,能够通过迅速回馈来进行完整无损的控制.雇主与雇员间的日常交流有助于企业做出灵活有效的反应,同时,迅速反馈有助于高效控制.然而,当企业发展到更具规模与复杂化的,这种模式就无法满足了.企业此时更需要更深层次的运营程序与管理模式.信息时代,企业能够不失快速发展企业地管理好更复杂化的层级组织.其中,IT扮演了重要的角色.它协调了虽复杂但快速反馈的运营模式,更重要的是,它使得决策者可以迅速获取详细的实时信息(运营模式,市场反应).这样,信息传递畅通,雇员们可以迅速评价他们的决定是否正确,从而不断地改进战略与运营模式.从而,企业组织的控制转变成动态的信息学习过程而不是静态的监控系统.尽管IT使得大企业细化管理成为可能，但是，这并不能激励员工使用信息是为了企业的发展。