綜合商務(wù)英語(yǔ)B1 課件 Unit 2 Successful Business People

綜合商務(wù)英語(yǔ)（第1冊(cè)）Unit2

（第二版）SuccessfulBusinesspeople目錄CONTENTS1Lead-inThreeQuestions2TextA

SteveJobsandtheAppleStory3ExercisesReferenceKeys4TextB5ZhangRuimin'sVisionofLeadershipfortheFutureCaseStudyLead-in第二單元1Lead-inThreequestions1.Intermsofsuccessfulbusinesspeople,bothinChinaandabroad,whomightcometoyourmindfirst?Pleasesharesomestoriesaboutthem.2.Whatarethemainfactorscontributingtobusinesssuccess?3.Doyouagreeitisamixedblessingtostartone’sownbusinessandwhy?Open-mindedTextASteveJobsandtheAppleStory第二單元2QuestionsonTextA(1)NarrateSteveJobs’careerexperiencebysummarizingthemainpointsinthetext.(2)WhatwerethemainreasonsthataccountedforJobs’beingoustedbyApple?(3)WhatgoodqualitiescouldyoulearnfromSteveJobs?Howwouldyouprepareforyourownbusinesssuccess?(4)Whatistherightattitudeoneshouldadoptifheisunemployedbythecompanythathe’soncecommittedto?(5)Anoldsayinggoeslikethis,“Failureisthemotherofsuccess.”Isfailureaninevitablepartonone’swaytohisbusinesssuccess?Whatdoyouthinkoffailure?QuestionsonTextA(1)

NarrateSteveJobs’careerexperiencebysummarizingthemainpointsinthetext.--SteveJobsgothisstartinbusinessbybuildingtheblueboxes.Laterhebecameenamoredwithkitcomputers.ItwasAppleⅡthatmadehiscompany.However,duetothepersonalityimbalancebetweenSteveJobsandhispartner,hewasunfortunatelyoustedfromthecompanyhefounded.Duringhisgapyears,hefoundedNeXTtocreatehigh-endcomputers.ItwasNeXTthatbroughtSteveJobstothefirstcompanyhefounded.HetooksomedrasticstepstoturnaroundApple’sdeclineandfinallygotApplebackontrack.QuestionsonTextA(2)WhatwerethemainreasonsthataccountedforJobs’beingoustedbyApple?--SteveJobs’personalitywasincompatiblewithhispartner’s.SteveJobswasthefieryvisionary,withanintenseandoftencombativemanagementstyle,andSteveWozniakwasthequietgeniuswhomadethevisionwork.TheboardofApplewasn’ttoofondofsuchapowerimbalanceinthecompany,however.JobsandtheboardagreedtoaddJohnSculleytotheexecutiveteamin1983.In1985,theboardoustedJobsinfavorofSculley.QuestionsonTextA(3)WhatgoodqualitiescouldyoulearnfromSteveJobs?Howwouldyouprepareforyourownbusinesssuccess?--Headoptedapositiveattitudetowardslifeandnevergaveup;hewasinnovative;hewasnotafraidoffailure...(Theanswerisopen)QuestionsonTextA(4)Whatistherightattitudeoneshouldadoptifheisunemployedbythecompanythathe’soncecommittedto?--Whenoneisunemployedbythecompanythathe’soncecommittedto,heisadvisedtoanalyzethereasonsandtrytoavoidthesamemistakesinthefuture.Heorsheshouldnevergiveup.Hemaystandagoodchancetostartagainanddomuchbetterthaneverbeforeifhedrawslessonsfrommistakesandnevergiveshimselfup.QuestionsonTextA(5)Anoldsayinggoeslikethis,“Failureisthemotherofsuccess.”Isfailureaninevitablepartonone’swaytohisbusinesssuccess?Whatdoyouthinkoffailure?--Failureisoftenanunavoidablepartonone’swaytosuccess.Failuremaycausefrustration,disappointmentorevendesperation.Butforthosewhoarecourageousenoughtofacefailure,theycanlearnmorelessonsfromfailureandtrytoavoiditinthefuture.Theygetstrongerthaneverbefore.QuestionsonTextA(5)Anoldsayinggoeslikethis,“Failureisthemotherofsuccess.”Isfailureaninevitablepartonone’swaytohisbusinesssuccess?Whatdoyouthinkoffailure?Whenyoufailatsomething,youareactuallyonestepclosertofindingawaythatwillsucceed.WaltDisneyfailedmanybusinessventuresandwasfiredbyanewspapereditorbecausehe“l(fā)ackedimaginationandhadnogoodideas.”SoichiroHondawaspassedoverforanengineeringjobatToyotaandleftunemployed.MarilynMonroecouldn’tgetanothercontractwithColumbiaPicturesbecausetheysaidshewasn’ttalentedenoughtobeanactress.Thesepeoplehavenotonlyproventobesomeofthemostrespectedindividualsintheirindustry,buttheyhaverisentobecomesomeofthemosticonicpeopleofalltime.Wealllearnfromfailure,andwhenyoulearnabouthowsomethingdoesn’twork,youcaneliminatetheidea,narrowitdownandcontinuetofindouthowitreallyworks.U2:TextASteveJobsandtheAppleStory1 InOct.2011,SteveJobspassedawayattheageof56.HehadjustlefttheCEOpostatApple,thecompanyheco-founded,forthesecondtime.Jobswasanentrepreneur,throughandthrough,andthestoryofhisriseisthestoryofAppleasacompany,alongwithsomeveryinterestingtwists.We’lllookatthecareerofSteveJobsandthecompanyhefounded,aswellassomeofthelessonsthereareforwould-beentrepreneurs.Q:

Howdoyouunderstandthemeaningof“entrepreneur”?2 Steve?Jobs?got?his?start?in?business?with?another?Steve—SteveWozniak—buildingtheblueboxesthatphonephreakersusedtomakefreecallsallaroundthenation.Thetwoquicklybecameenamoredwithkitcomputers,leavingtheblueboxesbehind.ThenextproductthetwosoldwastheAppleI.ItwasakitforbuildingaPC;onethatthecustomerneededtoaddamonitorandkeyboardtobeforetheycoulddoanythingwiththem.

FromBlueBoxestoApple3 With?Wozniak?doing?most?of?the?buildingand?Jobs?handling?the?sales,?the?two?madeenoughmoneyoffthehobbyistmarkettoinvestintheAppleII.ItwastheAppleIIthatmade?the?company.?Jobs?and?Wozniak?created?enough?interest?in?their?new?product?toattractventurecapital.Thismeanttheywereinthebigleaguesandtheircompany,Apple,wasofficiallyincorporatedin1977.

4 By1978,Applewasmaking$2millioninprofitssolelyonthestrengthoftheAppleII.TheAppleIIwasn’tstateoftheart,butitdidallowcomputerenthusiaststocreateandselltheirownprograms.AmongtheseusergeneratedprogramswasVisiCalc,atypeofproto-excelthatrepresentedthefirstsoftwarewithbusinessapplications.AlthoughAppledidnotprofitdirectlyfromtheseprograms,theydidseemoreinterestastheusesfortheAppleIIbroadened.ThismodelofallowinguserstocreatetheirownprogramsandsellthemwouldreappearintheAppmarketofthefuture,butwithamuchtighterbusinessstrategyaroundit.TheRollerCoasterBegins5 BythetimeApplewentpublicin1980,thedynamicofthecompanywasmoreorlessset.SteveJobswasthefieryvisionary,withanintenseandoftencombativemanagementstyle,andSteveWozniakwasthequietgeniuswhomadethevisionwork.TheboardofApplewasn’ttoofondofsuchapowerimbalanceinthecompany,however.JobsandtheboardagreedtoaddJohnSculleytotheexecutiveteamin1983.In1985,theboardoustedJobsinfavorofSculley.Q:What?were?the?main?reasons?that?accounted?for?Jobs’?being?ousted?by?Apple?6 SteveJobswasrichandunemployed.From1985to1996,Jobswasinvolvedintwobigdeals;thefirstwasaninvestment.In1986,JobspurchasedacontrollingstakeinacompanycalledPixar[4]fromGeorgeLucas.Thecompanywasstruggling,buttheireventualsuccessearnedJobsaround$1billionatthetimeoftheInitialPublicOffering.TheGapYears7 Thesecondwasareturntohisoldobsessionwithcomputers,foundingNeXTtocreatehigh-endcomputers.Thesewereexpensivemachineswithanoperatingsystemthatrepresentedthebestattempt,yet,atmakingthepowerofUNIXfitintoagraphicaluserinterface.8 Ofthesetwodeals,NeXTprovedthemostimportant,asitturnedoutthatApplewaslookingtoreplaceitsoperatingsystem.AppleboughtNeXTin1996foritsoperatingsystem,bringingSteveJobsbacktothefirstcompanyhefounded.9 Unfortunately,thecompanyJobsreturnedtowasn’tinaverygoodcondition.ApplehadbeguntoflounderascheapPCsrunningWindowsfloodedthemarket.Jobsfoundhimselfinthedriver’sseatagaininshortorderandtooksomedrasticstepstoturnaroundApple’sdecline.JobsusedthemoneyinvestedfromBillGatestorampupadvertisingandhighlighttheproductsApplealreadyoffered,whilechokingoffR&Dmoneyinnon-producingareas.GettingAppleBackonTrack10 TheNeXToperatingsystemwasusedtocreatetheiMac,Apple’sfirsthitPCinalongtime.?Jobs?followed?this?up?with?a?list?of?successes?from?the?iPod?in?2001?to?the?iPad?in2010.TheyearsbetweensawAppledominatethesmartphonemarketwiththeiPhone,openupane-commercestorewithiTunesandlaunchbrandedretailoutletscalled,whatelse,?the?Apple?Store.?When?Jobs?stepped?down?as?CEO,?Apple?was?scrappingwithExxonfortheworld’slargestmarketcap.11

It’s?impossible?to?sum?up?Jobs’?career?in?a?single?article,?but?a?few?lessons?stick?out.Firstly,innovationcountsforalot,butinnovativeproductsfailwithoutpropermarketing.Secondly,therearenostraightpathstosuccess.Jobsdidgetwealthyveryearlyon,buthewouldbeafootnotetodayifhedidn’treturntoAppleinthe1990s.Ratherthanchange,hebidedhistimeandthentookoveragain,exceptthathisattitudewasseenaspartofhisgenius.TheBottomLine12 There?is?much?more?that?can?be?learned?from?the?life?of?Steve?Jobs,?as?there?is?in?thelifeofeveryentrepreneur.Theideathatyoucandosomethingbiggerandbetterthanithaseverbeendonebeforealwaysbearswatchingandstudying,whetherinordertoimitateorjusttomarvelatwhatthathubriscancreate.(891words)entrepreneur/??ntr?pr?'n?:/n.apersonwhosetsupabusinessorbusinesses,takingongreaterthannormalfinancialrisksinordertodoso企業(yè)家(TEM-4;CET-6)e.g.企業(yè)家不僅是個(gè)冒險(xiǎn)者，還是一個(gè)有遠(yuǎn)見(jiàn)的人?！狝nentrepreneurismorethanjustarisktaker.Heisavisionary.enamored/?'n?m?d/adj.likingsomethingverymuch喜愛(ài)的，迷戀的(TEM-4;CET-6)beenamoredof/with/bye.g.不難看出愛(ài)德華傾心于她的理由?！狪tisnotdifficulttoseewhyEdwardisenamored/enamoured

ofher.e.g.他沉迷于科學(xué)研究?！狧eisenamoredwithscientificresearch.venturecapital(VC)[N-UNCOUNT]

/?vent??k?p?tl/

capitalthatisinvestedinprojectsthathaveahighriskoffailure,butthatwillbringlargeprofitsiftheyaresuccessful風(fēng)險(xiǎn)資本e.g.成功的風(fēng)險(xiǎn)資本投資有時(shí)候比它看上去的情況要復(fù)雜得多?！猄uccessfulventurecapitalinvestmentisalotharderthanitsometimeslooks.incorporate/?n?k??p??re?t/v.(CET-6;TEM-4)1.~sth(in/into/withinsth)toincludesthsothatitformsapartofsth

將…包括在內(nèi)；包含；吸收；使并入e.g.我們?cè)谠O(shè)計(jì)中納入了所有最新的安全裝置?！猈ehaveincorporatedallthelatestsafetyfeaturesintothedesign.2.(business商)[oftenpassive]tocreatealegallyrecognizedcompany注冊(cè)成立e.g.這家公司成立于2002年?！猅hecompanywasincorporatedin2002.highlight/?ha??la?t/v.toemphasizesth,especiallysothatpeoplegiveitmoreattention突出；強(qiáng)調(diào)(CET-4;TEM-4)e.g.報(bào)告特別強(qiáng)調(diào)了當(dāng)今社會(huì)所面臨的主要問(wèn)題?！猅hereporthighlightsthemajorproblemsfacingsocietytoday.n.Thehighlightsofanevent,activity,orperiodoftimearethemostinterestingorexcitingpartsofit.最精彩的部分marketcapitalization(ormarketcapitalisation;ormarketcap)

anestimationofthevalueofabusinessthatisobtainedbymultiplyingthenumberofsharesoutstandingbythecurrentpriceofashare市值e.g.蘋(píng)果公司的市值僅次于?？松梨诠?，而后者的市值為2789億美元。—TheonlyAmericancompanyvaluedhigherthanAppleInc.isExxonMobil,withamarketcapitalizationof$278.9billion.StructureofTextAIntroductionGeneralintroductionofSteveJobsandhisstoryThefirstphase:fromblueboxestoAppleThesecondphase:JobswasoustedfromAppleThethirdphase:twobigdealsinthegapyearsThefourthphase:gettingApplebackontrack

StoryofSteveJobsandtheAppleConclusionAfewlessonsthatcanbelearntfromSteveJobsExercises第二單元32.Paraphrase:Replacetheexpressionsofthebold.(1)

Jobs?was?an?entrepreneur,throughandthrough,andthestoryofhisriseisthestoryofAppleasacompany,alongwithsomeveryinterestingtwists.(2)Thetwoquicklybecameenamoredwithkitcomputers,leavingtheblueboxesbehind.throughandthrough:entirely/completelyJobswasarealentrepreneurandthestoryofhisriseisthestoryofAppleasacompany,alongwithsomeveryinterestingtwists.becameenamoredwith:becameveryinterestedinThetwoquicklybecameveryinterestedinkitcomputers,leavingtheblueboxesbehind.2.Paraphrase:Replacetheexpressionsofthebold.(3)Thesecondwasareturntohisoldobsessionwithcomputers,foundingNeXTtocreatehigh-endcomputers.(4)Jobs?used?the?money?invested?from?Bill?Gates?to?rampupadvertisingandhighlighttheproductsApplealreadyoffered,whilechokingoffR&Dmoneyinnon-producingareas.obsessionwith:lovewithThesecondwasareturntohisoldlovewithcomputers,establishingNeXTtocreatehigh-endcomputers.rampup:strengthenJobsusedthemoneyinvestedfromBillGatestostrengthenadvertisingandhighlighttheproductsApplealreadyoffered.Meanwhile,hestoppedspendingR&Dmoneyinnon-producingareas.2.Paraphrase:Replacetheexpressionsofthebold.(5)Theideathatyoucandosomethingbiggerandbetterthanithaseverbeendonebeforealwaysbearswatchingandstudying,whetherinordertoimitateorjusttomarvelatwhatthathubriscancreate.marvelat:feelsurprisedatTheideathatyoucandosomethingbiggerandbetterthanithaseverbeendonebeforealwaysbearswatchingandstudying,whetherinordertoimitateorjusttofeelsurprisedatwhatthathubriscancreate.3.

Vocabulary:

Distinguishthefollowingbusinesstitlesonthebasisofwordsandexpressionsinthebox.a.CEO b.chairman c.executivesd.president e.managers f.directorsg.takeon h.handingoveri.isresponsibleforOnThursday,MicrosoftfounderBillGatesannouncedthathewas(1)______thejobofCEOtothecompany’spresident,SteveBallmer.GatessaidthathewouldremainMicrosoft’schairman.AndonMonday,whenAmericaOnlineannounceditsmergerwithTimeWarner,AOL’sSteveCasewasdesignatedchairmanofthenewcorporation,andTimeWarner’sGeraldLevinwasgiventhepositionofchiefexecutiveofficer.What’sthedifference?between?these?two?jobs?And?which?one?is?

more?powerful?

hThe(2)______isacompany’stopdecision-maker,andallother(3)_______answertohimorher.TheCEOtypicallydelegatesmanyofthetacticalresponsibilitiestoothermanagers,focusinginsteadonstrategicissues,suchaswhichmarketstoenter,howto(4)_______thecompetition,andwhichcompaniestoformpartnershipswith.Thisisincontrasttothechiefoperatingofficeror(5)_______,whooverseesday-to-dayoperationsandlogistics.TheCEOisultimatelyaccountabletotheboardof(6)______forthecompany’sperformance.

a

c

g

d

fa.CEO b.chairman c.executivesd.president e.managers f.directorsg.takeon h.handingover i.isresponsibleforThe(7)_______ofacompanyistheheadofitsboardofdirectors.Theboardiselectedbyshareholdersand(8)_______protectinginvestors’interests,suchasthecompany’sprofitabilityandstability.Itusuallymeetsseveraltimesayeartosetlong-termgoals,reviewfinancialresults,evaluatetheperformanceofhigh-level(9)_______,andvoteonimportantstrategicmovesproposedbytheCEO.Directorsappointandcanfireupper-levelmanagerssuchastheCEOandpresident.Thechairmantypicallywieldssubstantialpowerinsettingtheboard’sagendaanddeterminingtheoutcomeofvotes.Butheorshedoesnotnecessarilyplayanactiveroleineverydaymanagement.

b

i

ea.CEO b.chairman c.executivesd.president e.managers f.directorsg.takeon h.handingover i.isresponsiblefor4.Cloze:Decidewhichofthechoicesgivenbelowwouldbestcompletethepassageifinsertedinthecorrespondingblanks.[A]practical [B]inadequately [C]inspire [D]fortunate[E]reduced [F]?emotional? [G]?motive? [H]?insanely?[I]?passion? [J]?complicated [K]patience [L]creativity[M]overcome [N]captured [O]fieldsSteve?Jobs’?impact?on?your?life?cannot?be?overestimated.?Hisinnovationshavelikelytouchednearlyeveryaspect—computers,movies,musicandmobile.Asacommunicationscoach,?I

learned?from?Jobs?that?a?presentation?can,?indeed,(1)______.Forentrepreneurs,Jobs’?greatest?legacy?is?the?set?of?principles?that

drove?his?success.

C(1)Dowhatyoulove.Jobs?once?said,?“People?with?(2)_______canchangetheworldfor?the?better.”Askedabouttheadvice?he?would?offer?would-be?entrepreneurs,?he?said,?“I’dgetajobasabusboyorsomethinguntilIfiguredoutwhat?I?was?really?passionate?about.”That’showmuchitmeanttohim.Passioniseverything.

I[A]practical [B]inadequately[C]inspire [D]fortunate[E]reduced [F]?emotional? [G]?motive? [H]?insanely?[I]?passion? [J]?complicated [K]patience [L]creativity[M]overcome [N]captured [O]fields(2)Makeconnections.?Jobs?once?said?(3)_______is?connecting?things.?He?meantthatpeoplewithabroadsetoflifeexperiencescanoftenseethingsthat?others?miss.?Hetookcalligraphyclassesthatdidn’thaveany(4)_______useinhislife—untilhebuilttheMacintosh.?Jobs?traveled?to?India?and?Asia.?He?studied?design?and?hospitality.?Don’t?live?in?abubble.Connectideasfromdifferent(5)_______.

L[A]practical [B]inadequately[C]inspire [D]fortunate[E]reduced [F]?emotional? [G]?motive? [H]?insanely?[I]?passion? [J]?complicated [K]patience [L]creativity[M]overcome [N]captured [O]fields

A

O(3)Saynoto1,000things.?Jobs?was?as?proud?of?what

Apple?chose?not?to?do?as?hewasofwhatAppledid.WhenhereturnedinApplein1997,hetookacompanywith350productsand(6)_______them?to?10?products?in?atwo-year?period.?Why??So?he?could?putthe?“A-Team”?on?each?product.?What?are?you?saying?“no”?to???

E[A]practical [B]inadequately[C]inspire [D]fortunate[E]reduced [F]?emotional? [G]?motive? [H]?insanely?[I]?passion? [J]?complicated [K]patience [L]creativity[M]overcome [N]captured [O]fields(4)Create(7)___differentexperiences.?Jobs?also?sought?innovation?in?thecustomer-serviceexperience.WhenhefirstcameupwiththeconceptfortheAppleStores,hesaidtheywouldbedifferentbecauseinsteadofjustmovingboxes,thestoreswouldenrichlives.EverythingabouttheexperienceyouhavewhenyouwalkintoanApplestoreisintendedtoenrichyourlifeandtocreatean(8)______connectionbetweenyouandthe?Apple?brand.?What?are?you?doing?to?enrich?the

lives?of?your?customers?H[A]practical [B]inadequately[C]inspire [D]fortunate[E]reduced [F]?emotional? [G]?motive? [H]?insanely?[I]?passion? [J]?complicated [K]patience [L]creativity[M]overcome [N]captured [O]fields

F(5)Selldreams,notproducts.Jobs?(9)_______ourimaginationbecausehereallyunderstood?his?customer.?He?knewthat

tablets?would?not?arouseourimaginationsiftheyweretoo(10)_______.?The?result??One?button?on?the?front?of?an?iPad.?It’s?so?simple,a2-year-oldcanuseit.Yourcustomersdon’tcareaboutyourproduct.Theycareaboutthemselves,?their?

hopes,their?ambitions.?Jobs?taught?us?that?if?you?helpyourcustomers

realizetheirdreams,you’llwinthemthrough.N[A]practical [B]inadequately [C]inspire [D]fortunate[E]reduced [F]?emotional? [G]?motive? [H]?insanely?[I]?passion? [J]?complicated [K]patience [L]creativity[M]overcome [N]captured [O]fields

J5.

E-CTranslation:TranslatethefollowingsentencesintoChinese.(1)Jobs?found?himself?in?the?driver’s?seat?again?inshort?order?and?took?some?drastic?stepstoturnaroundApple’sdecline.(2)Bytheendofitsfirstdayoftrading,inDecember1980,AppleComputerhadamarketvalue?of?$1.2?billion,?making?its?cofounders?rich?men.?Jobs,?one?of?the?three?cofounders,was25.喬布斯發(fā)現(xiàn)自己又處于領(lǐng)導(dǎo)者的地位，他采取了大刀闊斧的措施扭轉(zhuǎn)蘋(píng)果低迷的局勢(shì)。1980年12月，蘋(píng)果公司上市首日封盤(pán)時(shí)，市值達(dá)到12億美元，其共同創(chuàng)始人都成為富豪。三位創(chuàng)始人之一的喬布斯當(dāng)時(shí)25歲。5.

E-CTranslation:TranslatethefollowingsentencesintoChinese.(3)“Don’t?let?the?noise?of?others’?opinions?drown?out?your?own?inner?voice,”?Jobs?said.?“Andmostimportant,havethecouragetofollowyourheartandintuition.Theysomehowalready?know?what?you?truly?want?to?become.”喬布斯說(shuō)，不要被其他人喧囂的觀點(diǎn)掩蓋你真正的內(nèi)心的聲音。還有最重要的是，你要有勇氣去聽(tīng)從你直覺(jué)和心靈的指示——它們?cè)谀撤N程度上知道你想要成為什么樣子。5.

E-CTranslation:TranslatethefollowingsentencesintoChinese.(4)EveryPixarpicturetodate,aswellastheshortfilmsthatprecededthem,havebeentheresultofthewriterstryingtosurprisethemselvesbybeingcandidabouttheirownstory’sflaws.(5)Thefinerdetailsfallintoplacewhentheyalignwiththebiggerpicture.Youwillaccomplishsomethingsignificantinlifeifyouintegrateyourambitionsintothecauseofyourcountryanditspeople.迄今為止，每部皮克斯電影，以及之前的短片，都是編劇們因坦誠(chéng)面對(duì)自己故事的缺陷從而成功的驚喜之作?！暗闷浯笳呖梢约嫫湫??！敝挥邪讶松硐肴谌雵?guó)家和民族的事業(yè)中，才能最終成就一番事業(yè)。6.

C-ETranslation:TranslatethefollowingsentencesintoEnglishbasedonthecuewordsinbrackets.(1)熱衷于搞“小圈子”，會(huì)把世界推向分裂和對(duì)抗。(obsession)(2)當(dāng)?shù)卣€加大了對(duì)外商投資合法權(quán)益的保護(hù)力度。(rampup)(3)慈善機(jī)構(gòu)從哪里籌得捐款的確無(wú)關(guān)緊要，關(guān)鍵是錢(qián)是怎么花的。(count)Obsessionwithformingasmallcirclecanonlypushtheworldtowarddivisionandconfrontation.Thelocalgovernmentalsorampedupeffortstoensurethelegitimaterightsandinterestsofforeignbusinesses.Surelyitdoesn’tmatterwherecharitiesgettheirmoneyfrom:Whatcountsiswhattheydowithit.6.

C-ETranslation:TranslatethefollowingsentencesintoEnglishbasedonthecuewordsinbrackets.(4)這家公司扭虧為盈，從虧損140萬(wàn)英鎊到盈利26,800英鎊。(turnaround)(5)我不禁感嘆，這些細(xì)小的針是如何能夠治愈這么多不同的疾病，這些疾病里有許多甚至連擁有昂貴醫(yī)療設(shè)備的大醫(yī)院也難以應(yīng)付。(marvel;struggle)Thecompanyturnedaroundfromlossesof￡1.4milliontoprofitsof￡26,800.Icouldnothelpbutmarvelathowthesetinyneedlesarecapableofcuringsomanydifferentillnesses,manyofwhichevenbighospitalswithexpensivemedicaldevicesstrugglewith.Role-playWorkwithyourpartnersandexchangeideasonyourfuturejobplan.Yourdialoguemaycoverthefollowingquestions:1.What?kind?of?job?do?you?plan?to?do?2.How?much?do?you?expect?to?earn?3.What?skills?or?qualifications?are?required?for?the?job?4.What?benefitswould?the?job?bring?to?you?5.What?problems?will?you?probably?encounter?Afterdiscussingwithyourpartners,writeaparagraphaboutyourfuturejobplanandpresentittoyourgroup.Kate:Howareyoudoing,Barry?Barry:Iamgreat,whataboutyou?Kate:Iamfine.So,whatisyourfuturecareerplan?Barry:Planningtostartmyownbusiness.Kate:Ohreally?That’sgreat.Doyouhavemorespecificplans?Barry:Actually,Iamplanningtoapplyforabankloanandsetupacollegeclub.Kate:Wow!Itmustbeexcitingandchallenging.Howmuchdoyouexpecttoearn?Barry:IamquiteconfidentthatifIcanworkhard,itisgoingtomakeabigfortune.Imaynotearnalargeamountofmoneyintheverybeginning,butIwillbecomeamillionaireafterseveralyearsofhardwork.ReferenceKeytoRole-playKate:I’msureyouwill!Youareborntobeanentrepreneur.Yourbusinessisgoingtobeveryprofitable.Whatskillsorqualificationsarerequiredforthisbusiness?Barry:Ifyouaskme,tobesuccessfulinthisbusiness,communicationskillsareprimary.Thatis,tobeabletocommunicatewithvariouskindsofbusinesspartners.Also,theabilitytocopewithpressureandfiercecompetitionisveryessential.Kate:Ican’tagreemore.Whatarethebenefitswillthisjobbringtoyou?Andanyproblemsmayyouencounter?ReferenceKeytoRole-playBarry:Alot.Ontheonehand,Icanearnmoneyandexperience.Iamsurethisjobcanteachmehowtoworkmoreefficiently.Ontheotherhand,Iwillprobablyfacemanychallenges.Especiallyitisadauntingtaskformetocutcostsandmaintainliquidity,sotheriskofgoingbankruptishigh…Kate:Don’tworry.AsSirRichardBransonsays,“abusinessissimplyanideatomakeotherpeople’slivesbetter.”Ifyou’vegotanidealikethat,youknow,justdoit.Iwishyousuccessinyourbusiness.Barry:Nicetalkingwithyou.Seeyoulater.Kate:Goodluck!Bye.ReferenceKeytoRole-playTextBZhangRuimin’sVisionofLeadershipfortheFuture第二單元4QuestionsonTextB1.?What?does?the?author?think?of?Zhang?Ruimin’svision?of?leadership?2.?How?do?you?understand?the?core?idea?ofRendanheyi??What?does?Rendanheyi?reflect?3.?How?to?cultivate?a?leadership?spirit??What?factor?doyou?think?is?the?most?important?4.?What?is?the?relationship?between?self-questioning?and?iteration??Do?you?agree?ornot??Why?5.?What?qualities?do?Zhang?Ruimin?and?Steve?Jobsshare?as?the?successful?businesspeople??And?what?are?the?differences?between?them?QuestionsonTextB1.What?does?the?author?think?of?Zhang?Ruimin’svision?of?leadership?Accordingtotheauthor,whatZhangthinksaboutleadershipforthefutureshouldbeofinteresttoanyonestrugglingtomovetheirorganizationforwardintotheunknown.Andhisthoughtscanbepracticallyusefultomostmanagers,nomatterwheretheyarefrom,ortheindustrytheyworkin.QuestionsonTextB2.How?do?you?understand?the?core?idea?ofRendanheyi??What?does?Rendanheyi?reflect?(Theanswerisopen.)RendanheyiisacoreideaofZhang’sphilosophythatallemployeesarebestabletocreatevalueforthemselves,thecompany,anditscustomersbyhavingtofaceusersdirectlyandbeentrepreneurs.Itreflectstheultimaterespectforhumanvalueandisthesubversiveapproachtoactivatingthepotentialandinitiativeandbringingoutthebestoutofpeople.QuestionsonTextB3.How?to?cultivate?a?leadership?spirit??What?factor?doyou?think?is?the?most?important?Accordingtotheauthor,tocultivatetheleadershipspirit,firstofall,istorealizethateverythingshouldbedynamicandconsistent.Basedonthisawareness,theleadermustbecomeaseekerineverythingthattheydowhichleadstoexperimentationasthepreferredstyleofworking.Next,aleadermustembraceself-questioningasthesourceofinexhaustibleenergyandalwaysstriveforbeingbetter.Lastly,aleadermustresorttopracticeandconstantlearningandu