新東方：1003高口考試上半場(chǎng)閱讀第一篇文章解析
作者：邱政政
來(lái)源：滬江博客
2010-03-14 13:25
此篇文章選自2009年5月的 TIME, 屬于經(jīng)濟(jì)類話題。這篇文章主要講述經(jīng)濟(jì)形勢(shì)的變化對(duì)人們的工作模式產(chǎn)生的影響:越來(lái)越多的員工傾向于在家辦公，越來(lái)越多的公司也在采取新的措施適應(yīng)這種變化。同時(shí)這一變化，也給白領(lǐng)們的生活帶來(lái)了影響——他們開始更加注重生活與工作的平衡。
On the worst days, Chris Keehn used to go 24 hours without seeing his daughter with her eyes open. A soft-spoken tax accountant in Deloitte's downtown Chicago office, he hated saying no when she asked for a ride to preschool. By November, he'd had enough. "I realized that I can have control of this," he says with a small shrug. Keehn, 33, met with two of the firm's partners and his senior manager, telling them he needed a change. They went for it. In January, Keehn started telecommuting four days a week, and when Kathryn, 4, starts T-ball this summer, he will be sitting along the baseline.
文章開頭即出現(xiàn)人名，很顯然，作者在運(yùn)用例子做鋪墊引出后文主旨。這種開頭模式非常符合新聞文體的結(jié)構(gòu)特征。意識(shí)到這點(diǎn)后，我們也應(yīng)該立刻明白，本段的內(nèi)容旨在引出主題，其作用是舉出典型例子論證主題。我們可以看到問(wèn)題的第一道題目即考察了相應(yīng)的例子功能題。
In this economy, Keehn's move might sound like hopping onto the mommy track — or off the career track. But he's actually making a shrewd move. More and more, companies are searching for creative ways to save — by experimenting with reduced hours or unpaid furloughs or asking employees to move laterally. The up-or-out model, in which employees have to keep getting promoted quickly or get lost, may be growing outmoded. The changing expectations could persist after the economy reheats. Companies are increasingly supporting more natural growth, letting employees wend their way upward like climbing vines. It's a shift, in other words, from a corporate ladder to the career-path metaphor long preferred by Deloitte（德勤） vice chair Cathy Benko: a lattice. (See pictures of cubicle designs submitted to The Office.)
第二段開始逐步深入主題，在第三句話出我們可以看出文章主題漸漸顯露，即越來(lái)越多的公司正在采取更加創(chuàng)造性的措施使得員工更好的處理好工作與生活之間的矛盾。
At Deloitte, each employee's lattice is nailed together during twice-a-year evaluations focused not just on career targets but also on larger life goals. An employee can request to do more or less travel or client service, say, or to move laterally into a new role — changes that may or may not come with a pay cut. Deloitte's data from 2008 suggest that about 10% of employees choose to "dial up" or "dial down" at any given time. Deloitte's Mass Career Customization (MCC) program began as a way to keep talented women in the workforce, but it has quickly become clear that women are not the only ones seeking flexibility. Responding to millennials demanding better work-life balance, young parents needing time to share child-care duties and boomers looking to ease gradually toward retirement, Deloitte is scheduled to roll out MCC to all 42,000 U.S. employees by May 2010. Deloitte executives are in talks with more than 80 companies working on similar programs.
接下來(lái)，作者繼續(xù)舉Deloitte的例子，進(jìn)一步指出許多公司都在采取不同的措施解決員工所遇到的工作與生活的矛盾。很明顯，在時(shí)間比較緊張的情況下，我們根本沒(méi)有必要去讀這些細(xì)節(jié)。
Not everyone is on board. A 33-year-old Deloitte senior manager in a southeastern office, who works half-days on Mondays and Fridays for health reasons and requested anonymity because she was not authorized to speak on the record, says one "old school" manager insisted on scheduling meetings when she wouldn't be in the office. "He was like, 'Yeah, I know we have the program,'" she recalls, "'but I don't really care.'"
然而，接下來(lái)筆者話鋒一轉(zhuǎn)，指出not everyone is on board。根據(jù)這個(gè)轉(zhuǎn)折，我們可以知道作者接下來(lái)要指出有些人并不接受這種改變，仍然堅(jiān)持以前偏重工作的生活方式。顯然的，接下來(lái)33歲德勤高級(jí)經(jīng)理的例子正是在論證這一點(diǎn)，我們也完全沒(méi)有必要仔細(xì)讀它。
Deloitte CEO Barry Salzberg admits he's still struggling to convert "nonbelievers," but says they are the exceptions. The recession provides an incentive for companies to design more lattice-oriented careers. Studies show telecommuting, for instance, can help businesses cut real estate costs 20% and payroll 10%. What's more, creating a flexible workforce to meet staffing needs in a changing economy ensures that a company will still have legs when the market recovers. Redeploying some workers from one division to another — or reducing their salaries — is a whole lot less expensive than laying everyone off and starting from scratch.
接下來(lái)作者繼續(xù)開始討論這種新模式的益處，屬于細(xì)節(jié)部分。但是由于題目第四題出到了此處，所以大家要認(rèn)真閱讀。
Young employees who dial down now and later become managers may reinforce the idea that moving sideways on the lattice doesn't mean getting sidelined. "When I saw other people doing it," says Keehn, "I thought I could try." As the compelling financial incentives for flexibility grow clearer, more firms will be forced to give employees that chance. Turns out all Keehn had to do was ask.
到了文章的最后，作者的意思又有了新的轉(zhuǎn)換，這從文章的第一句就可以看出來(lái)，后面的引用還是對(duì)這一新思想的論證，不需要細(xì)讀。
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On the worst days, Chris Keehn used to go 24 hours without seeing his daughter with her eyes open. A soft-spoken tax accountant in Deloitte's downtown Chicago office, he hated saying no when she asked for a ride to preschool. By November, he'd had enough. "I realized that I can have control of this," he says with a small shrug. Keehn, 33, met with two of the firm's partners and his senior manager, telling them he needed a change. They went for it. In January, Keehn started telecommuting four days a week, and when Kathryn, 4, starts T-ball this summer, he will be sitting along the baseline.
文章開頭即出現(xiàn)人名，很顯然，作者在運(yùn)用例子做鋪墊引出后文主旨。這種開頭模式非常符合新聞文體的結(jié)構(gòu)特征。意識(shí)到這點(diǎn)后，我們也應(yīng)該立刻明白，本段的內(nèi)容旨在引出主題，其作用是舉出典型例子論證主題。我們可以看到問(wèn)題的第一道題目即考察了相應(yīng)的例子功能題。
In this economy, Keehn's move might sound like hopping onto the mommy track — or off the career track. But he's actually making a shrewd move. More and more, companies are searching for creative ways to save — by experimenting with reduced hours or unpaid furloughs or asking employees to move laterally. The up-or-out model, in which employees have to keep getting promoted quickly or get lost, may be growing outmoded. The changing expectations could persist after the economy reheats. Companies are increasingly supporting more natural growth, letting employees wend their way upward like climbing vines. It's a shift, in other words, from a corporate ladder to the career-path metaphor long preferred by Deloitte（德勤） vice chair Cathy Benko: a lattice. (See pictures of cubicle designs submitted to The Office.)
第二段開始逐步深入主題，在第三句話出我們可以看出文章主題漸漸顯露，即越來(lái)越多的公司正在采取更加創(chuàng)造性的措施使得員工更好的處理好工作與生活之間的矛盾。
At Deloitte, each employee's lattice is nailed together during twice-a-year evaluations focused not just on career targets but also on larger life goals. An employee can request to do more or less travel or client service, say, or to move laterally into a new role — changes that may or may not come with a pay cut. Deloitte's data from 2008 suggest that about 10% of employees choose to "dial up" or "dial down" at any given time. Deloitte's Mass Career Customization (MCC) program began as a way to keep talented women in the workforce, but it has quickly become clear that women are not the only ones seeking flexibility. Responding to millennials demanding better work-life balance, young parents needing time to share child-care duties and boomers looking to ease gradually toward retirement, Deloitte is scheduled to roll out MCC to all 42,000 U.S. employees by May 2010. Deloitte executives are in talks with more than 80 companies working on similar programs.
接下來(lái)，作者繼續(xù)舉Deloitte的例子，進(jìn)一步指出許多公司都在采取不同的措施解決員工所遇到的工作與生活的矛盾。很明顯，在時(shí)間比較緊張的情況下，我們根本沒(méi)有必要去讀這些細(xì)節(jié)。
Not everyone is on board. A 33-year-old Deloitte senior manager in a southeastern office, who works half-days on Mondays and Fridays for health reasons and requested anonymity because she was not authorized to speak on the record, says one "old school" manager insisted on scheduling meetings when she wouldn't be in the office. "He was like, 'Yeah, I know we have the program,'" she recalls, "'but I don't really care.'"
然而，接下來(lái)筆者話鋒一轉(zhuǎn)，指出not everyone is on board。根據(jù)這個(gè)轉(zhuǎn)折，我們可以知道作者接下來(lái)要指出有些人并不接受這種改變，仍然堅(jiān)持以前偏重工作的生活方式。顯然的，接下來(lái)33歲德勤高級(jí)經(jīng)理的例子正是在論證這一點(diǎn)，我們也完全沒(méi)有必要仔細(xì)讀它。
Deloitte CEO Barry Salzberg admits he's still struggling to convert "nonbelievers," but says they are the exceptions. The recession provides an incentive for companies to design more lattice-oriented careers. Studies show telecommuting, for instance, can help businesses cut real estate costs 20% and payroll 10%. What's more, creating a flexible workforce to meet staffing needs in a changing economy ensures that a company will still have legs when the market recovers. Redeploying some workers from one division to another — or reducing their salaries — is a whole lot less expensive than laying everyone off and starting from scratch.
接下來(lái)作者繼續(xù)開始討論這種新模式的益處，屬于細(xì)節(jié)部分。但是由于題目第四題出到了此處，所以大家要認(rèn)真閱讀。
Young employees who dial down now and later become managers may reinforce the idea that moving sideways on the lattice doesn't mean getting sidelined. "When I saw other people doing it," says Keehn, "I thought I could try." As the compelling financial incentives for flexibility grow clearer, more firms will be forced to give employees that chance. Turns out all Keehn had to do was ask.
到了文章的最后，作者的意思又有了新的轉(zhuǎn)換，這從文章的第一句就可以看出來(lái)，后面的引用還是對(duì)這一新思想的論證，不需要細(xì)讀。
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