新概念英语2在线听_职场新概念英语：在办公室内千万不要谈论的四件事!

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【篇一】在办公室内千万不要谈论的四件事!

1.Dollars and cents

It's no secret that salary talk should be avoided, but it's no just paychecks that ought to remain private.

Debt, mortgage, and loans — yours or anyone else's — are a personal concern, and if money matters come up, the best thing to do is to sidestep the subject and steer the conversation elsewhere.

2.Office rumors

There will always be cubicle gossip, but that doesn't mean you need to participate. You want to be known for your work, not your rumor radar.

Even if you trust a co-worker and your intentions are good, there's still a chance that you will be misunderstood, overheard, or otherwise caught up in the drama. Use your wit to comment on last night' TV highlights instead.

3.Job status

If your boss offers you a raise or a promotion by all means. Celebrate! Call your family, but don't bring it up to a co-worker unless asked directly.

Wait until an announcement is made or until your title officially changes; raising the subject yourself might seem boastful or rude.

4.Intimate issues

Of course you will mention the happenings in your life to the people around you, but remember to set limits on what you reveal.

Even if you feel close to your co-worker, and some things simply shouldn't be shared with office — mates.

When in doubt, ask yourself if it's something you'd want your superiors to know. That will put things in perspective.

【篇二】译文

1.金钱

职场不谈薪水已经不是什么秘密了，但是不应只有工资要保密。

债务、贷款和借贷，无论是你自己的还是别人的，也都是个人隐私。如果别人讨论了有关钱的话题，那么你要做的就是回避并转移话题。

2.办公室谣言

办公室的格子间里总会有各种流言蜚语，但这不意味着你也要参与八卦的讨论。你应该以你的工作表现而为人熟知，而不是以你的八卦能力。

即使你很信任某位同事，或者你的出发点是好的，你也可能在八卦的过程中被人曲解、偷听或者卷入是非之中。动动你的脑筋，可以聊聊昨晚电视里的八卦嘛。

3.职位

如果老板给你升职加薪，你的确应该好好庆祝一番！你可以给你的家人朋友打电话，但不要和你的同事说，除非有特别要求。

等到有正式文件下来或者你的头衔变更后，你才可以和同事说；提早说的话，会让人觉得你是在沾沾自喜或者很傲慢。

4.个人私事

在与同事的谈话中，你不可避免地会谈到生活中发生的事，但是记住要分清什么可以说，什么不可以说。

即使你和同事的关系再好，你们也只是同事关系，有些事情是不能和同事分享的。

如果你疑虑的时候，那就想一下你希不希望这件事被你的上级知道。这样你就能理清头绪了。

【篇三】zui高层鲜有女性的职场文化潜规则

There is much concern about why women are not making it to the top of organisations and professions.

Equal numbers of men and women are recruited and a reasonable percentage are there at mid to senior levels, but there are few at the top.

When asked why this happens, I say with some confidence that it is about workplace culture.

Two years ago we surveyed all our alumnae from Murray Edwards College, Cambridge.

When asked what had been the biggest challenge to their career, 22 per cent of those women said it was combining work and family; 38 per cent cited an unsupportive workplace culture.

This is not all about gender bias, but a lot was summed up by a woman in her mid-30s: I was surprised by how male-dominated the workplace is, designed by men, for men, with a male culture and set of values.

If you ask women, they can describe the behaviours they find disturbing.

Many will say that their voice is not heard, they are interrupted or ignored in meetings; that much work takes place on the golf course, at football matches and other male-dominated events; that progress is not based on merit and women have to do better than men to succeed, and that questions are raised in selection processes about whether a woman is tough enough.

In my experience, many women think it must be something wrong with them, and are mightily relieved that so many others have experienced the same thing.

It adds up to a confidence-sapping environment where what might seem to be small issues gradually wear women down so that they leave or lose any aspiration for advancement.

After our survey, we began to wonder what men see of these workplace behaviours.

Reviewing the literature from management studies, psychology, and organisational sociology, we found very few studies about what men see.

So we began interviews and workshops with men from public and private sectors and of different ages including, in the older group, senior men who had championed gender equality.

Most men think women only experience difficulties in the workplace with older men.

They were surprised that female colleagues reported experiencing some of these everyday behaviours from younger male colleagues.

The challenge with some older groups was to get them to focus on behaviours.

Senior leaders were more likely to leap to system change as a solution: We should get 50 per cent women at every level of the organisation and that will solve it.

I certainly hope that will happen in the long term but it leaves the problem of women’s current experience of the workplace, which often stops them wanting to aim for more senior management and leadership roles.

We need real changes in behaviour.

It would be good if men and women could be more aware, for example, about what happens in meetings, making sure they speak up when women are ignored or patronised.

There should be more women in the chair, whatever level of the meeting.

It is also important that socialising and networking take place in the working day and not in the pub.

The best way to find out what women think is to ask them.

One effective way to do this is for younger women to reverse mentor senior men and describe to them what it feels like to be a young woman in the organisation.

None of this change is impossible, though the history of male power in the workplace means that it is not necessarily quick or easy.

What we found most motivating to the men who took part in our workshops was collaborating with women to challenge and change typically masculine behaviour so that all employees are respected and given more space to shine.

We might then find that more women are making their way to the top.

【篇四】译文

有一个备受关注的现象：为什么女性没法晋升到组织和专业的zui高层？

招聘时男女人数相当，而中高层的女性比例也还合理，但在顶层就几乎没有。

在被问及为何会这样时，我可以有信心地说，是因为职场文化。

两年前，我们调查了剑桥大学默里•爱德华兹学院(Murray Edwards College, Cambridge)的校友。

在问到他们职业中zui大的挑战时，22%的女性说是兼顾工作和家庭两头；38%的女性称职场文化缺乏支持。

原因并非全是性别偏见，但一位35岁左右的女性总结得很到位：让我吃惊的是，职场竟如此为男性所主导、由男人设计、为男人服务，拥有一整套男性的文化和价值观。

如果你询问女性，她们可以描述出让她们觉得不安的种种行为。

很多人会说，她们的意见无人聆听，她们在会上被打断或忽视；很多工作是在高尔夫球场、足球赛和其他男性主导的活动中进行的；职业进步不是基于成绩，女性必须比男性做得更好才能成功，而在选拔过程中会有人提出这名女性是否够坚强之类的问题。

根据我的经验，很多女性都以为这必定是自己的问题，而当听到很多人都有类似经验时都颇感宽慰。

这一切形成了一个让人信心动摇的环境，形形色色貌似的小问题逐渐让女性心灰意冷，zui终离开或丧失任何升职抱负。

在这次调研之后，我们开始纳闷男性是怎么看待这些职场行为的。

在审议了管理学、心理学和组织社会学的文献后，我们发现很少有关于男性看法的研究。

于是我们开始对公共部门和私营部门的不同年龄的男性进行访谈和开展研讨，年纪较大的男性这一组包括一些曾倡导过性别平等的资深男士。

大多数男性都以为，女性在职场中只有与年长男性相处时才会遇到困难。

他们意外地发现，女同事反映其中一些日常行为来自年轻男同事。

对于年纪稍长的人群来说，挑战在于让他们关注行为。

高层领导们更倾向于一步到位的系统性改革作为解决方案：我们应该在组织的各级管理层都安排至少50%的女性，这样就能解决问题。

我当然希望这在长期内终能实现，但女性在当下职场所面临的问题仍未得到解决，这些问题往往阻碍她们向往更高层管理和角色。

我们需要的是行为上的真正改变。

例如，zui好是男性和女性都更多地意识到会上的情况，确保他们在女性被忽视或敷衍时仗义执言。

不管是何种级别的会议，都应该由更多女性来主持。

职业社交和交流应该发生在工作场所而非酒吧，这一点也很重要。

要想知道女性们怎么想，zui好的办法是亲自问问她们。

其中一个有效的办法是让年轻女性担任年长男性的反向导师，向他们描述作为一名年轻女性在组织中会有什么样的感受。

所有这些改变都并非不可实现，尽管职场男权的历史意味着这不一定能快速或轻易实现。

在参与我们研讨活动的男性中，我们发现zui能激励他们的做法，是跟女雇员一起挑战和改变固有的男性化行为，让所有雇员都受到尊重，都有更多闪光的空间。

那时，我们可能会发现更多女性晋升至zui高层。

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