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当你哭的时候,应该你的老板叫你吗?

来源:杭州博尔英语作者:博尔英语 吴老师 18705812701免费在线预约课程试听,

当你哭的时候,应该你的老板叫你吗?当你哭的时候,应该你的老板叫你吗?

   


When you cry, should your boss cry with you?

当你哭的时候,应该你的老板叫你吗?

About an hour after a dairy calf is born, it’ll walk on its own. Those first few steps often turn into leaps and awkward sprints that look as much like joy as anything you’ll ever see.

奶牛是出世后一小时,它会自己走路。前几个步骤经常变成跳跃和尴尬的冲刺,看起来就像快乐的东西你会看到。

It’s at about that time that farmers take the newborns away from their mums. There are many legitimate reasons for doing so, including the fact that domesticated dairy cows are often horrible at raising their young.

这是大约在那个时候,采取农民离开他们的母亲的新生儿。这样做有很多合法的理由,包括事实,驯养的奶牛通常是可怕的提高他们的年轻。

But researcher Daniel Weary believes this practice has an unintended consequence. The separation creates something of a depression in the young calves. Over time, it can fester and lead to a malaise similar to pessimism in humans.

但是研究员丹尼尔认为这种做法有厌倦的一个意想不到的后果。分离造成幼萧条的东西。随着时间的推移,它会恶化并导致不适,类似于人类的悲观主义。

“There’s a change of mood that goes from the initial injury and then into a long-term change in behaviour,” said Weary, an applied biology professor and associate dean at the University of British Columbia.

“有一种心情的变化,从最初的伤害,然后进入行为的长期变化,说:”疲倦,应用生物学教授、英属哥伦比亚大学副院长。

It’s not just a moral dilemma. Depressed cows produce less milk. So separating calves from their mothers in the least painful way possible could make business sense, not just ethical sense.

这不只是一个道德困境。郁闷的奶牛产奶量少。所以分离小牛从他们的母亲最痛苦的方式可能会使商业意识,不只是道德感。

“Maybe there are ways to avoid this pain so that the animal doesn’t suffer,” Weary said. “Animals have emotional reactions to things, and it may be beneficial to control this.”

“也许是为了避免这种痛苦使动物不受损失的方式,“疲惫的说。“动物对事物的情感反应,它可能是有益的控制。”

The link between emotions and productivity has become something of a popular concept in business, too. More companies are adopting the idea that managers need to be in tune to the emotions of their employees.

情绪和生产率之间的联系已经成为一个流行的概念在商业的东西,太。越来越多的公司采用的想法,管理者需要关注员工的情绪。

From banned to embraced

从禁止到拥抱

For those who entered the workforce in the 1980s or earlier, it might all sound like malarkey. Back then, managers were expected to have a stern response to an employee who had an emotional reaction in the office, said Dr Kimberlyn Leary, chief psychologist at Cambridge Health Alliance and associate professor of psychology at Harvard Medical School.

对于那些进入劳动力在80年代或更早的时候,它可能听起来像是说大话。那时,经理们必须有一名员工在办公室的一种情绪反应强硬回应,kimberlyn Leary博士说,在剑桥健康联盟和哈佛医学院的心理学副教授,首席心理学家。

“A lot of thinking in management used to be that managers should remove emotion from the equation, like dumping the fluid from a hydraulic system,” Leary said.

“许多在过去,管理者应该从等式中移除的情感管理思想,如倾销的流体从液压系统,”奥利里说。

Not these days. More and more, managers are expected to have a good sense of attunement, or what some companies call emotional intelligence. That begins, Leary said, by figuring out what employees are feeling, and why. Maybe they’re feeling that other team members are not considering their ideas or not respecting them.

没有这些天。越来越多的,经理们必须有很强的协调,或是一些公司的所谓情商。首先,奥利里说,找出员工的感觉,为什么。也许他们感觉到团队的其他成员都不考虑他们的想法或不尊重他们。

Next, managers need to figure out how to head off future problems If an employee was getting upset for not being heard at meetings, simply calling on him at the next staff conference may stave off a future outburst.

其次,管理人员需要知道如何防止未来的问题,如果一个员工正在为没有被听说在会议上不安,只是要求他在下一次员工会议可避免未来爆发。

At the same time, cultural mores have to be considered. What’s considered a reasonable emotional response might not be the same in, say, Germany, where negotiations are often analytical, versus South America, where business is often personal.

同时,文化习俗必须考虑。什么是合理的情绪反应可能不一样,说,德国,在那里谈判常常分析,与南美国,生意往往是个人在那里。

“Managers need to figure out the local reactions in the places where they’re operating,” Leary said. “They need to ask themselves if the emotions they’re seeing are the custom where they are.”

“管理者需要了解当地的反应在他们的地方工作,”奥利里说。“他们需要问自己,如果他们看到的情绪是自定义他们在哪里。”

Managers also need to scrutinise themselves. Kidney dialysis company DaVita Healthcare Partners, wants managers to consider more than just their employees’ emotions.

管理者也需要检查自己。肾透析公司DaVita医疗合作伙伴,希望管理者要考虑的不仅仅是他们的员工情绪。

“How we approach this as a management issue is that we always start with yourself,” said Dave Hoerman, who holds the title of vice president of wisdom at DaVita’s headquarters in Denver, Colorado. “The more managers are aware of themselves, the more healthy and happy their team members will be.”

“我们如何处理作为一个管理的问题是,我们总是从自己做起,”戴夫说hoerman,谁拥有在DaVita丹佛总部的智慧副总裁的头衔,科罗拉多州。“越来越多的管理者意识到自己更健康和快乐,他们的团队成员会。”

Difficulties faced by managers at DaVita are often related to something that the manager needs to self-diagnose, Hoerman said. A manager who complains about a team that won’t stop fighting may discover she has created a culture that allows the arguments.

在DaVita经理面临的困难往往是一些经理需要自我诊断相关,hoerman说。一个经理抱怨球队不会停止战斗,会发现她所创造的一种文化,允许参数。

“If you want to recognise why a teammate is struggling, first look at yourself,” Hoerman said.

“如果你想认识到为什么一个队友是挣扎,先看看你自己,”hoerman说。

Of course, not everybody is going to be good at staying in tune with their own emotions and those of their team members. To help those who are less emotionally aware, Leary insists managers take the temperature of their employees by asking subordinates about the mood of the office.

当然,不是每个人都要善于保持自己的情绪调整和他们的团队成员。为了帮助那些不那么情绪感知,Leary强调管理者把员工的温度要求下属对办公室的气氛。

It’s like that for farmers, too, said Weary, the Canadian biologist.

就像那农民说,太,疲倦,加拿大生物学家。

“There are people with this sense [who] can just read the emotions of their animals, and there are others who have to really work at it,” Weary said. “Farmers … need to treat [dairy cows] well to keep them producing.”

“有这种感觉的人] [可以阅读他们的动物的情感,也有人能真的说,“疲惫。“农民……需要治疗奶牛] [好让他们生产。”

For managers, treating employees well might be a bit more complicated than keeping cows content. But an emotionally stable workforce? That’s a good step toward success.

对管理者来说,治疗的员工可能比饲养的内容更复杂一点。但一个情绪稳定的员工吗?这是走向成功的很好的一步。

 

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