tp钱包app安卓官网下载|ethics in companies听力
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英语专业八级考试_专八mini系列:第三期1/5_沪江英语
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专八mini系列:第三期1/5
来源:沪江听写酷
2011-07-15 21:00
专八mini-lecture,由于答案不是唯一的,所以采取听写策略。本篇mini-lecture大概分为五个音频听写。
概述:This lecture aims to talk something about ethics in companies.In today's lecture, the key issue we are going to discuss is ethics in companies.
I'd like to talk about, in the first place, the importance of ethics in today's business world. Well, in the old days measuring company performance was simply a case of looking at turnover, profits and dividends. However, the last few years have seen environmental and ethical issues move to be the forefront of public concern and have resulted in a closer scrutiny of a company's performance of ethics.
Today globalization is allowing companies to source from even greater distance. This enables a company to exploit the economic advantages of a low labor costs in one country and high market value in another. Of course, they have to be careful not to be seen to be exploiting the workers. Consumers are becoming even more sensitive to the exploitation stories and indeed environmental issues. This is because as consumers become richer and become used to spending more on a product, they also feel that they should be spending ethically. This is backed up by media stories and press items, and exploitation stories receive very good press. And of course, they can cause great damage.这篇材料你能听出多少?点击这里做听写,提高外语水平>>
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剑桥雅思12Test5Section4听力原文与答案 four business values-老烤鸭雅思-专注雅思备考
剑桥雅思12Test5Section4听力原文与答案 four business values-老烤鸭雅思-专注雅思备考
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剑桥雅思12Test5Section4听力原文与答案 four business values
老烤鸭小编2020-11-28 22:29剑桥雅思听力原文
剑桥雅思12Test5Section4听力原文与答案 four business values 剑桥雅思12第 […]
剑桥雅思12Test5Section4听力原文与答案 four business values
剑桥雅思12第五套题目第四部分的主题为四种商业价值,分别介绍了合作、勤奋、创造力与杰出这四项人们所推崇的价值背后可能存在的缺陷与隐患。下面是这段录音所对应的听力原文。
点击查看这篇雅思听力中需要大家掌握的重点词汇与具体题目的答案解析:
雅思备考听力篇 剑12 test 5 section 4 雅思听力高频词汇
剑桥雅思12Test5Section4听力答案解析 Four business values
剑桥雅思12 test5 Section4雅思听力原文
In public discussion of business, we take certain values for granted. Today, I am going to talk about four of them: collaboration, hard work, creativity and excellence. Most People would say they are all good things. I’m going to suggest that’s an over-simple view.
The trouble with these values is that they are theoretical concepts, removed from the reality of day-to-day business. Pursue values by all means, but be prepared for what may happen as a result. They can actually cause damage (Q31), which is not at all the intention.
Business leaders generally try to do the right thing. But all too often the right thing backfires if those leaders adopt values without understanding and managing the side effects (Q32) that arise. The values can easily get in the way of what is actually intended.
Ok. So the first value I am going to discuss is collaboration, Er, let me give you an example. On a management training course I once attended, we were put into groups and had to construct a bridge (Q33) across a stream, using building blocks that we were given. The rule was that everyone in the team had to move at least one building block during the construction. This was intended to encourage teamwork.
But it was really a job best done by one person. The other teams tried to collaborate on building the structure, and descended into confusion (Q34), with everyone getting in each other’s way. Our team leader solved the challenge brilliantly. She simply asked everyone in the team to move a piece a few centimeters, to comply with the rule, and then let the person in the team with an aptitude for puzzles like this build it alone. We finished before any other team. My point is that the task wasn’t really suited to teamworking, so why make it one?
Teamwork can also lead to inconsistency – a common cause of poor sales. In the case of a smartphone (Q35) that a certain company launched, one director wanted to target the business market, and another demanded it was aimed at consumers. The company wanted both directors to be involved, so gave the product a consumer-friendly name, but marketed it to companies. The result was that it met the needs of neither group. It would have better to let one director or the other have this way, not both.
Now industriousness, or hard work. It’s easy to mock people who say they work hard: after all, a hamster running around in a wheel is working hard and getting nowhere. Of course hard work is valuable, but only when properly targeted. Otherwise it wastes the resources (Q36) that companies value most – time and energy. And that’s bad for the organization.
There’s a management model that groups people according to four criteria: clever, hard-working, stupid and lazy. Here ‘lazy’ means having a rational determination not to carry out unnecessary (Q37) tasks. It doesn’t mean trying to avoid work altogether. Most people display two of these characteristics, and the most valuable people are those who are both clever and lazy: they possess intellectual clarity, and they don’t rush into making decisions. They come up with solutions to save the time and energy spent by the stupid and hard-working group. Instead of throwing more man-hours at a problem, the clever and lazy group looks for a more effective solution.
Next we come to creativity. This often works well – creating an attention-grapping TV commercial, for example, might lead to increased sales. But it isn’t always a good thing. Some advertising campaigns are remembered for their creativity, without having any effect on sales. This happened a few years ago with the launch of a chocolate bar (Q38); subsequent research showed that plenty of consumers remembered the advert, but had no idea what was being advertised. The troubles is that the creator derives pleasure from coming up with the idea, and wrongly assumes the audience for the campaign will share that feeling.
A company that brings out thousands of new products may seem more creative than a company that only has a few, but it may be too creative, and make smaller profits. Creativity needs to be targeted to solve a problem (Q39) that the company has identified. Just coming up with more and more novel products isn’t necessarily a good thing.
And finally, excellence. We all know companies that claim they ‘strive for excellence’, but it takes a long time to achieve excellence. In business, being first with a product is more profitable than having the best product. A major study of company performance compared pioneers – that is, companies bringing out the first version of a particular product – with followers, the companies that copied and improved on that product. The study found that the pioneers commanded an average market share (Q40) of 29 percent, while the followers achieved less than half that, only 13 percent – even though their product might have been better.
Insisting on excellence in everything we do is time-consuming, wastes energy and leads to losing out on opportunities. Sometimes, second-rate work is more worthwhile than excellence. “Make sure it’s excellent” sounds like a good approach to business, but the “just get-started” approach is likely to be more successful.
剑桥雅思12 Test5 Section4雅思听力答案
31. damage
32. side effects
33. bridge
34. confusion
35. smartphone
36. resources
37. unnecessary/not necessary
38. chocolate bar
39. problem
40. market share
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【雅思考满分听力】C12-TEST5-Section4_Four business values剑雅听力精听_听力听写-雅思听力练习
【雅思考满分听力】C12-TEST5-Section4_Four business values剑雅听力精听_听力听写-雅思听力练习
考满分 ielts
C12 - TEST5 - Section4 - Four business values
结束训练
PART A
PART B
00:00
00:00
第一段 - 22.1 秒
第1句 - 5.2 秒
第2句 - 9.1 秒
第3句 - 3.8 秒
第4句 - 4.0 秒
第二段 - 19.4 秒
第1句 - 4.4 秒
第2句 - 3.4 秒
第3句 - 6.2 秒
第4句 - 5.4 秒
第三段 - 18.3 秒
第1句 - 3.6 秒
第2句 - 3.4 秒
第3句 - 6.4 秒
第4句 - 4.9 秒
第四段 - 30.4 秒
第1句 - 6.0 秒
第2句 - 2.6 秒
第3句 - 3.4 秒
第4句 - 4.9 秒
第5句 - 2.9 秒
第6句 - 7.2 秒
第7句 - 3.4 秒
第五段 - 39.5 秒
第1句 - 4.0 秒
第2句 - 5.8 秒
第3句 - 3.0 秒
第4句 - 3.4 秒
第5句 - 6.2 秒
第6句 - 6.0 秒
第7句 - 3.2 秒
第8句 - 8.0 秒
第六段 - 42.9 秒
第1句 - 6.6 秒
第2句 - 4.1 秒
第3句 - 3.8 秒
第4句 - 3.9 秒
第5句 - 3.3 秒
第6句 - 3.5 秒
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第一段
1 .In public discussion of business, we take certain values for granted.
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2 .Today I'm going to talk about four of them: collaboration, hard work,creativity and excellence.
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3 .Most people would say they're all 'good things'.
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4 .I'm going to suggest that's an over-simple view.
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第二段
1 .The trouble with these values is that they're theoretical concepts,
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2 .removed from the reality of day-to-day business.
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3 .Pursue values by all means,but be prepared for what may happen as a result.
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4 .They can actually cause damage, which is not at all the intention.
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第三段
1 .Business leaders generally try to do the right thing.
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2 .But all too often the right thing backfires,
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3 .if those leaders adopt values without understanding and managing the side effects that arise.
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4 .The values can easily get in the way of what's actually intended.
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第四段
1 .OK. So the first value I'm going to discuss is collaboration.
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2 .Er, let me give you an example.
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3 .On a management training course I once attended.
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4 .we were put into groups and had to construct a bridge across a stream,
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5 .using building blocks that we were given.
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6 .The rule was that everyone in the team had to move at least one building block during the construction.
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7 .This was intended to encourage teamwork.
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第五段
1 .But it was really a Job best done by one person.
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2 .The other teams tried to collaborate on building the structure, and descended into canfusion.
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3 .with everyone getting in each other's way.
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4 .Our team leader solved the challenge brilliantly.
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5 .She simply asked everyone in the team to move a piece a few centimetres, to comply with the rule,
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6 .and then let the person in the team with an aptitude for puzzles like this build it alone.
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7 .We finished before any other team.
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8 .My point is that the task wasn't really suited to teamworking, so why make it one?
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第六段
1 .Teamwork can also lead to inconsistency-a common cause of poor sales.
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2 .In the case of a smartphone that a certain company launched,
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3 .one director wanted to target the business market,
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4 .and another demanded it was aimed at consumers.
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5 .The company wanted both directors to be involved.
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6 .so gave the product a consumer-friendly name,
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7 .but marketed it to companies.
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8 .The result was that it met the needs of neither group.
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9 .It would have been better to let one director or the other have his way, not both.
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第七段
1 .Now industriousness. or hard work.
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2 .It's easy to mock people who say they work hard:
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3 .after all, a hamster running around in a wheel is working hard-and getting nowhere.
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4 .Of course hard work is valuable, but only when properly targeted.
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5 .Otherwise it wastes the resources that companies value most-time and energy.
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6 .And that's bad for the organisation.
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第八段
1 .There's a management model that groups people according to four criteria:
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2 .clever, hard- working, stupid and lazy.
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3 .Here 'lazy' means having a rational determination not to carry out unnecessary tasks.
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4 .It doesn't mean trying to avoid work altogether.
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5 .Most people display two of these characteristics, and the most valuable people are those who are both clever and lazy:
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6 .they possess intellectual clarity,and they don't rush into making decisions.
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7 .They come up with solutions to save the time and energy spent by the stupid and hard-working group.
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8 .Instead of throwing more man-hours at a problem,
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9 .the clever and lazy group looks for a more effective solution.
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第九段
1 .Next we come to creativity.
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2 .This often works well-creating an attention-grabbing TV commercial, for example, might lead to increased sales.
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3 .But it isn¡¯t always a good thing.
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4 .Some advertising campaigns are remembered for their creativity,
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5 .without having any effect on sales.
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6 .This happened a few years ago with the launch of a chocolate bar:
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7 .subsequent research showed that plenty of consumers remembered the adverts.
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8 .but had no idea what was being advertised.
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9 .The trouble is that the creator derives pleasure from coming up with the idea,
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10 .and wrongly assumes the audience for the campaign will share that feeling.
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第十段
1 .A company that brings out thousands of new products may seem more creative than a company that only has a few,
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2 .but it may be too creative, and make smaller profits.
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3 .Creativity needs to be targeted.
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4 .to solve a problem that the company has identified.
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5 .Just coming up with more and more novel products isn¡¯t necessarily a good thing.
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第十一段
1 .And finally,
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2 .excellence. We all know companies that claim they 'strive for excellence',but it takes a long time to achieve excellence.
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3 .In business. being first with a product is more profitable than having the best product.
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4 .A major study of company performance compared pioneers-that is, companies bringing out the first version of a particular product-with followers,
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5 .the companies that copied and improved on that product.
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6 .The study found that the pioneers commanded an average market share of 29 percent.
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7 .while the followers achieved less than half that.
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8 .only 13 percent-even though their product might have been better.
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第十二段
1 .Insisting on excellence in everything we do is time-consuming,
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2 .wastes energy and leads to losing out on opportunities.
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3 .Sometimes, second-rate work is more worthwhile than Excellence.
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4 .'Make sure it's excellent'sounds like a good approach to business,
该句暂无译文!
5 .but the 'just- get-started'approach is likely to be more successful.
该句暂无译文!
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商务英语基础教程2(MP3+字幕) 第16课:Business Ethics and Morality_商务实战 - 可可英语
商务英语基础教程2(MP3+字幕) 第16课:Business Ethics and Morality_商务实战 - 可可英语
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商务英语基础教程2(MP3+字幕) 第16课:Business Ethics and Morality
时间:2015-02-11 10:23:00 来源:可可英语 编辑:alice
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Lesson 16 Dialogue Fudging the NumbersJacintha: Really, it's quite shocking to hear the news. Braxton seemed to be full of so much moral fiber.Langston: Yes, it seems that he just could not resist being fraudulent on that earning's report.He's been fudging the numbers for quite awhile now, it appears.Jacintha: Makes you wonder what else might turn up! Really, we should try to rein in any chance for falsification.Maybe an automatic alert system could screen for irregularity.Langston: Sure, it would be a smart defense if the computer system could raise a red flag for any suspicious activity.Jacintha: Well, to be fair and not condemn him outright, some of his work dealt with the subtlety between right and wrong.Langston: I admit it sure was a gray area at times. However, he knows the company norms. In fact, he preached them more than anybody.Jacintha: Too true! Sometimes wrong choices happen due to the interplay of temptation, gain, and rationalization. So, I don't judge too harshly, but there should be a way out.Langston: Really, this whole incident just reminds us that we need to work harder to make a moral compass part of the company mission.
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['intəplei]
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演讲视频_British Council播客——business and ethics 职业与道德_沪江英语
演讲视频_British Council播客——business and ethics 职业与道德_沪江英语
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British Council播客——business and ethics 职业与道德
来源:British Council
2017-04-07 11:48
双语
中文
英语
business and ethics
职业与道德
Today I’m going to talk about business and ethics. First I’ll look at what is meant by business ethics. Then I’ll examine the kind of ethical considerations companies need to address, how they can go about doing business in a more ethical way, and look at some examples of ethical business practices.
今天我讲的主题是商业与道德。首先看看如何定义商业道德,接下来是探讨企业需要纳入的伦理考量,如何以更良性的方式经营贸易,以及一些践行道德经营的商业案例。
So what are business ethics and why are they seen as important in today’s business climate? Business ethics relate to how a company conducts its business in order to make a profit. Although the primary goal of the company may be to make money, it also recognises that it has a responsibility towards the society in which it operates. The term Corporate Social Responsibility is often used, and nowadays many companies have strong corporate social responsibility programmes designed to help create a prosperous, inclusive society.
究竟何谓商业道德?为何他们在现今的商业形势中也显得很重要?商业道德,关系到企业如何经营及盈利。尽管“赚钱”是企业最基本的目标,但它也到认识到自身理应承担的社会责任。关于企业社会责任的提法屡见不鲜,现如今,许多企业都制定了有力的公司社会责任企划,以期为创造一个更加繁荣和包容的社会贡献一己之力。
Now I’ll look at some basic ethical considerations that a company needs to address. The first area is how the company treats its employees. All employees should be treated fairly, and with respect. A company that cares for its workers’ welfare will tend to have a happier workforce and a lower turnover of staff. It is also important that workers are recruited on a basis of equal opportunity.
现在看看企业需要引入的几项基本伦理考量。第一个范畴是企业如何对待员工。对所有员工应该要带着敬意地一视同仁。善于体恤员工福利的企业更易于建立更融洽的职工队伍,以及减少人员的流失。在机会均等的基础上录用员工,也同样重要。
The second area is how a company conducts its day-to-day business. In a manufacturing business, this includes how suppliers of raw materials are chosen and treated. A good example of this is the Fair Trade movement. This initiative ensures that small-scale farmers are paid directly and at a fair price for their crops. A company should also look at its policy on paying suppliers, and ensure that payments are made on time.
第二个范畴是企业日常贸易的运作。对于制造业公司来说,这个理念包括怎样选取和对待原料供应商。公平良性贸易运动是一个很好的借鉴。这一社会推动确保了小规模耕种的农户种植的农作物直接得到公平的报酬。企业也应该关注对供应商的支付政策,保证付款及时到位。
Another ethical consideration is the impact the business has on the environment. Manufacturing companies should strive to ensure that production is clean and careful, and look for ways to minimise energy consumption and waste products.
另一项道德考量是贸易对环境的影响。制造业企业应不余遗力的力保生产过程中的清洁性和细节处理,并寻求能耗和废料的最少化。
Finally, a company can also decide to give something back to the community it operates in. This can be in the form of ‘corporate giving’ programmes, where donations are given to community projects, or by initiating schemes to improve the local community and encouraging employees to work on these schemes.
最后,企业可以考虑给予所在社区一些回报。比如以“企业捐赠”项目的形式,将捐赠用于社区项目,或者启动一些帮助改善当地社区的策划案,鼓励员工积极参与到这些项目中。
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剑桥雅思13Test2Section2听力答案解析 Information on company volunteering projects-老烤鸭雅思-专注雅思备考
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剑桥雅思13Test2Section2听力答案解析 Information on company volunteering projects
老烤鸭小编2021-07-24 22:21雅思听力真题解析
剑桥雅思13Test2Section2听力答案解析 Information on company volunt […]
剑桥雅思13Test2Section2听力答案解析 Information on company volunteering projects
剑桥雅思13听力第二套题目第二部分由6道单项选择和2道5选2的多选组成。前面单选的难度不算太大,后面多选的节奏稍微有点快,容易漏掉选项。下面是具体每道题目的答案解析。
点击查看这篇雅思听力对应的录音原文与其中出现的需要大家掌握的重点词汇:
剑桥雅思13Test2Section2听力原文
雅思备考听力篇 剑13 test 2 section 2 雅思听力高频词汇
剑桥雅思13 Test2 Section2听力答案解析
第11题答案:C
对应原文:The company will pay for eight hours of your time
答案解析:原文中提到,公司会为8小时的志愿服务付工资,由此锁定C为正确答案。A选项是部分人群自己的选择,而B选项则不是公司规定,因此统统排除。
第12题答案:B
对应原文:nearly everyone agreed that volunteering made them feel more motivated at work
答案解析:B选项中job satisfaction与more motivated at work,由此锁定答案。A选项晋升机会完全咩有提到,C选项则是错在colleagues(原文中说的是跟当地居民关系好)。
第13题答案:C
对应原文:Our staff were able to help them improve their telephone skills, such as writing down messages and speaking with confidence to potential customers, which they had found quite difficult
答案解析:这道题属于词义概括的替换方式。答案将录音中的telephone skills和speaking with confidence to potential customers总结为communication skills,由此确定C为正确答案。A选项属于过度推理,而C选项则帮助可能带来的结果,并非帮助提升的内容。
第14题答案:B
对应原文:But we’ve also agreed to help out on a conservation project in Redfern Park
答案解析:A选项和C选项都是过去一直在进行的项目,只有B选项是新的,符合题干中有关new的限定,由此确定为正确答案。
第15题答案:B
对应原文:And this year, instead of hosting the event in our own training facility, we’re using the ICT suite at Hill College
答案解析:A选项被否定,C选项是老人的来源,而非活动举办的地方,只有B选项符合题目要求。
第16题答案:A
对应原文:If you’re interested in taking part, please go to the volunteering section of our website and complete the relevant form
答案解析:录音中说,公司不会提供培训,想要参加志愿项目的话只用跟经理说一声就好,不需要得到批准,因此排除B和C。A选项对应原文中的complete the relevant form,由此锁定答案。
第17题答案:C
对应原文:Quite a few owned both a computer and a mobile phone, but these tended to be outdated models
答案解析:听到mobile phone定位到C选项,outdated对应old-fashioned,即选项所有信息点在原文中都可以找到对应,由此确定C为正确答案。
第18题答案:E
对应原文:A few were keen to learn but most were quite dismissive at first – they couldn’t see the point of updating their skills. But that soon changed.
答案解析:录音中提到,一些人一开始就很热情,但大多数不怎么感兴趣。但这一态度很快就改变了。E选项intially对应at first,little interest对应dismissive,由此锁定答案。
第19题答案:B
对应原文:Participants all said they felt much more confident about using social media to keep in touch with their grandchildren
答案解析:这道题的答案出现的稍微有些突然,不过只要注意力足够集中,还是很容易识别出keep in touch与communication的同义替换,进而确定B为正确答案。
第20题答案:D
对应原文:A lot of them also said playing online games would help them make new friends and keep their brains active
答案解析:原文提到,许多人也说,玩网络游戏帮助他们交到新朋友,保持大脑活跃,即认为玩网络游戏有用,由此确定D为正确答案。
剑桥雅思13Test2Section1听力答案解析 South City Cycling Club
剑桥雅思13Test2Section3听力答案解析 Planning a presentation on nanotechnology
剑桥雅思13Test2Section4听力答案解析 Episodic memory
本文固定链接: http://www.laokaoya.com/41791.html | 老烤鸭雅思-专注雅思备考
剑桥雅思13Test2Section2听力答案解析 Information on company volunteering projects
标签:剑桥雅思13听力答案解析
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剑桥雅思13Test2Section2听力答案解析 Information on company volunteering projects:目前有2 条评论
41791
0楼 ielts999:
请问老师,第19题为什么不能选E sending emails呢?
2021-09-23 08:39 [回复]
老烤鸭小编文章作者:
他们的孙子辈喜欢用电子邮件发信息,并不是他们
2021-09-23 15:00 [回复]
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What is business ethics? | Institute of Business Ethics - IBE
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What is business ethics?
What is business ethics?
Business ethics is the application of ethical values to business behaviour. Business ethics is relevant both to the conduct of individuals and to the conduct of the organisation as a whole. It applies to any and all aspects of business conduct, from boardroom strategies and how companies treat their employees and suppliers to sales techniques and accounting practices.
Business ethics is the application of ethical values to business behaviour
Ethics goes beyond the legal requirements for a company and is, therefore, about discretionary decisions and behaviour guided by values.
The IBE aims to demystify the topic of business ethics and to make it practical and tangible. The IBE focuses on how ethical values and standards apply to the world of business. It takes a practical rather than an academic or philosophical approach to helping organisations and their employees with ethical dilemmas so that they are able to 'do the right thing'.
The field of 'Professional ethics' is similar but instead focuses on the expected behaviours of professionals, such as doctors, lawyers, accountants and engineers, who are required to follow specific principles or codes or of conduct, usually as members of a professional body or holders of a professional qualification.
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What is business ethics? Why is it important? Simon Webley explains...
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What Are Business Ethics & Why Are They Important?
27 Jul 2023
Michael Boyles
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From artificial intelligence to facial recognition technology, organizations face an increasing number of ethical dilemmas. While innovation can aid business growth, it can also create opportunities for potential abuse.
“The long-term impacts of a new technology—both positive and negative—may not become apparent until years after it’s introduced,” says Harvard Business School Professor Nien-hê Hsieh in the online course Leadership, Ethics, and Corporate Accountability. “For example, the impact of social media on children and teenagers didn’t become evident until we watched it play out over time.”
If you’re a current or prospective leader concerned about navigating difficult situations, here's an overview of business ethics, why they're important, and how to ensure ethical behavior in your organization.
Free E-Book: How to Become a More Effective Leader
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What Are Business Ethics?
Business ethics are principles that guide decision-making. As a leader, you’ll face many challenges in the workplace because of different interpretations of what's ethical. Situations often require navigating the “gray area,” where it’s unclear what’s right and wrong.
When making decisions, your experiences, opinions, and perspectives can influence what you believe to be ethical, making it vital to:
Be transparent.
Invite feedback.
Consider impacts on employees, stakeholders, and society.
Reflect on past experiences to learn what you could have done better.
“The way to think about ethics, in my view, is: What are the externalities that your business creates, both positive and negative?” says Harvard Business School Professor Vikram Gandhi in Leadership, Ethics, and Corporate Accountability. “And, therefore, how do you actually increase the positive element of externalities? And how do you decrease the negative?”
Related: Why Managers Should Involve Their Team in the Decision-Making Process
Ethical Responsibilities to Society
Promoting ethical conduct can benefit both your company and society long term.
“I'm a strong believer that a long-term focus is what creates long-term value,” Gandhi says in Leadership, Ethics, and Corporate Accountability. “So you should get shareholders in your company that have that same perspective.”
Prioritizing the triple bottom line is an effective way for your business to fulfill its environmental responsibilities and create long-term value. It focuses on three factors:
Profit: The financial return your company generates for shareholders
People: How your company affects customers, employees, and stakeholders
Planet: Your company’s impact on the planet and environment
Check out the video below to learn more about the triple bottom line, and subscribe to our YouTube channel for more explainer content!
View Video
Ethical and corporate social responsibility (CSR) considerations can go a long way toward creating value, especially since an increasing number of customers, employees, and investors expect organizations to prioritize CSR. According to the Conscious Consumer Spending Index, 67 percent of customers prefer buying from socially responsible companies.
To prevent costly employee turnover and satisfy customers, strive to fulfill your ethical responsibilities to society.
Ethical Responsibilities to Customers
As a leader, you must ensure you don’t mislead your customers. Doing so can backfire, negatively impacting your organization’s credibility and profits.
Actions to avoid include:
Greenwashing: Taking advantage of customers’ CSR preferences by claiming your business practices are sustainable when they aren't.
False advertising: Making unverified or untrue claims in advertisements or promotional material.
Making false promises: Lying to make a sale.
These unethical practices can result in multi-million dollar lawsuits, as well as highly dissatisfied customers.
Ethical Responsibilities to Employees
You also have ethical responsibilities to your employees—from the beginning to the end of their employment.
One area of business ethics that receives a lot of attention is employee termination. According to Leadership, Ethics, and Corporate Accountability, letting an employee go requires an individualized approach that ensures fairness.
Not only can wrongful termination cost your company upwards of $100,000 in legal expenses, it can also negatively impact other employees’ morale and how they perceive your leadership.
Ethical business practices have additional benefits, such as attracting and retaining talented employees willing to take a pay cut to work for a socially responsible company. Approximately 40 percent of millennials say they would switch jobs to work for a company that emphasizes sustainability.
Ultimately, it's critical to do your best to treat employees fairly.
“Fairness is not only an ethical response to power asymmetries in the work environment,” Hsieh says in the course. “Fairness—and having a successful organizational culture–can benefit the organization economically and legally.”
Why Are Business Ethics Important?
Failure to understand and apply business ethics can result in moral disengagement.
“Moral disengagement refers to ways in which we convince ourselves that what we’re doing is not wrong,” Hsieh says in Leadership, Ethics, and Corporate Accountability. “It can upset the balance of judgment—causing us to prioritize our personal commitments over shared beliefs, rules, and principles—or it can skew our logic to make unethical behaviors appear less harmful or not wrong.”
Moral disengagement can also lead to questionable decisions, such as insider trading.
“In the U.S., insider trading is defined in common, federal, and state laws regulating the opportunity for insiders to benefit from material, non-public information, or MNPI,” Hsieh explains.
This type of unethical behavior can carry severe legal consequences and negatively impact your company's bottom line.
“If you create a certain amount of harm to a society, your customers, or employees over a period of time, that’s going to have a negative impact on your economic value,” Gandhi says in the course.
This is reflected in over half of the top 10 largest bankruptcies between 1980 and 2013 that resulted from unethical behavior. As a business leader, strive to make ethical decisions and fulfill your responsibilities to stakeholders.
How to Implement Business Ethics
To become a more ethical leader, it's crucial to have a balanced, long-term focus.
“It's very important to balance the fact that, even if you're focused on the long term, you have to perform in the short term as well and have a very clear, articulated strategy around that,” Gandhi says in Leadership, Ethics, and Corporate Accountability.
Making ethical decisions requires reflective leadership.
“Reflecting on complex, gray-area decisions is a key part of what it means to be human, as well as an effective leader,” Hsieh says. “You have agency. You must choose how to act. And with that agency comes responsibility.”
Related: Why Are Ethics Important in Engineering?
Hsieh advises asking the following questions:
Are you using the “greater good” to justify unethical behavior?
Are you downplaying your actions to feel better?
“Asking these and similar questions at regular intervals can help you notice when you or others may be approaching the line between making a tough but ethical call and justifying problematic actions,” Hsieh says.
Become a More Ethical Leader
Learning from past successes and mistakes can enable you to improve your ethical decision-making.
“As a leader, when trying to determine what to do, it can be helpful to start by simply asking in any given situation, ‘What can we do?’ and ‘What would be wrong to do?’” Hsieh says.
Many times, the answers come from experience.
Gain insights from others’ ethical decisions, too. One way to do so is by taking an online course, such as Leadership, Ethics, and Corporate Accountability, which includes case studies that immerse you in real-world business situations, as well as a reflective leadership model to inform your decision-making.
Ready to become a better leader? Enroll in Leadership, Ethics, and Corporate Accountability—one of our online leadership and management courses—and download our free e-book on how to be a more effective leader.
About the AuthorMichael Boyles is a content marketing specialist and contributing writer for Harvard Business School Online.
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By the Numbers: The 2021 World’s Most Ethical Companies Data – Ethisphere Magazine Website
By the Numbers: The 2021 World’s Most Ethical Companies Data – Ethisphere Magazine Website
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Ethisphere Magazine WebsiteBy the Numbers: The 2021 World’s Most Ethical Companies Data
By the Numbers: The 2021 World’s Most Ethical Companies Data
Bill Coffin
April 19, 2021
Every year after we announce the World’s Most Ethical Companies, I get the pleasure of diving back into our data and teasing out the trends that emerge as companies mature their ethics, compliance, sustainability, and diversity programs. Some years, the story is simply one of continued gradual change as more companies adopt best practices. Other years, we see significant shifts in organizational practices driven by consumers, regulators, or the overall environment. Unsurprisingly, this was a year of change.
As always, I get to tout the Ethics Premium, which is our term for the fact that the World’s Most Ethical Companies ® honorees continue to outperform the market in the long term, by 7.1% over the last five years. Other trends are worth highlighting, too: ethics and compliance teams are getting greater access to their boards of directors; companies have put a new premium on clear policy communication in this year of upheaval and remote work; and ethics training and communications practices are evolving as companies learn to meet the needs of remote workforces who may not ever return in quite the same way to the office.
Boardroom Access for Ethics
For several years now, we’ve seen the ethics and compliance function get increasing access to the board of directors at honoree companies. Partly, we can attribute this shift to regulatory nudges—the June 2020 update to the U.S. Department of Justice’s “Evaluation of Corporate Compliance Programs” explicitly discussed the role of board oversight, compliance access to the board of directors, and the kinds of information compliance provides to them as relevant questions for regulators.
For the first time, this year we asked companies which functions a new director on the board meets with. Unsurprisingly, the most common responses among honoree companies were legal (96%) and finance (91%). However, ethics and compliance were the third-most common function to be part of new director onboarding, in 87% of honorees.
Regular updates to either individual directors or board committees are now very much the norm. Most (79%) of honorees update the committee responsible for E&C program oversight at least quarterly, if not more frequently [fig. 1].
In addition to committee relationships, personal relationships with committee chairs are also key. Among honorees, 83% report that the person with overall responsibility for the program speaks regularly with the oversight committee chair, with 71% speaking before each board meeting, and 12% doing so monthly. Both of these numbers rose slightly from last year’s data.
Among the 40% of honorees who have a different person with day-to-day responsibility for the ethics and compliance program than the overall owner. Of those organizations, 70% have both individuals present to the board whenever an update is given.
Focus on Effective Ethics and Policy Communications
The sudden shift to social distancing last March necessitated a radical rethinking of communications strategies to reach the full workforce, either of frontline workers now at increased risk or white-collar jobs that had largely become remote. In this environment, clarity in every policy and communication became an absolute requirement, putting significant importance on one particular mechanism: a company’s policy-on-policies.
Companies are increasingly concerned about ensuring that key rules, documents and procedures are not just disseminated to employees, but effectively get their messages across. Less face time means fewer touch points to clarify. Because of that, 86% of honoree organizations now have a “policy on policies” to standardize this aspect of communications. This is a significant jump from 78% of honorees last year.
Companies have many goals with the policy on policies, including: 1) providing a standard template that must be followed for clarity (94%), 2) providing guidelines about when policies must be reviewed and updated so stagnant rules don’t stay on the books (91%), and 3) providing guidance about consulting with affected business units (83%) and subject matter experts (81%) to ensure the right stakeholders have weighed in during drafting. [fig. 2]
In our own reviews of policy, Ethisphere continues to see a need to review written standards and simplify the language used. Half (50%) of honorees include style and reading level guidance in their policy on policies.
Training and Communications in Flux
Of course, even as vaccines roll out and office life becomes possible again, it’s become very clear that the pandemic has permanently altered employees’ relationship with both working hours and in-person time, proving that companies can and should be more flexible with both and still succeed. Hybrid work is likely to become the norm, and more employees will report to managers they see in-person far less often, if ever.
This long-term change makes trends in training and communications all the more important to watch, as significant changes to training modalities, timing, and structure will be necessary.
Nine out of ten (90%) honorees reported making at least some changes to the way they communicate around ethics and policies as a result of COVID-19. Important shifts included more frequent communications (73%), new modalities (70%), and new materials distributed to managers (60%) to better communicate to their direct reports in a remote or socially-distanced environment.
One trend of note was that 77% of honorees reported leaning more on communications from senior leaders, with many of the most personable examples of home videos from CEOs getting positive outside attention. In a separate question, we found that 84% of honorees feature senior leaders telling personal stories in their ethics communications. Humanizing corporate leaders in this way may present new opportunities going forward. [fig. 3]
Training completion presents an even greater challenge in a dispersed environment, which is one reason we saw increases in the percent of honoree organizations reporting various ways of encouraging or enforcing training completion. Among emerging practices, nearly a third (30%) now factor completion rates into raise or bonus decisions, and almost half (48%) hold managers accountable in compensation and performance reviews for their team’s completion rates. [fig. 4]
There was a large jump in the number of companies tracking how frequently written standards were accessed online, from 57% to 65% of honorees. These metrics can help gauge communications effectiveness.
As companies experiment to strike the right balance between in-person and remote work, we expect to see each of these trends continue to evolve over the next few years. We’ll be watching closely to see what best practices start to emerge for communicating an ethical culture in a remote environment.
As always, we’ll be sharing additional data in our Insights series over the coming months in webcasts and publications. Stay tuned for more best practices from the World’s Most Ethical Companies.
About the Author:
Douglas Allen is Managing Director of Data & Services for Ethisphere, where he leads benchmarking, certification, and partnership efforts. Previously, Douglas spent six years with providing compliance- and ethics-related advisory services, including developing compliance and ethics risk assessments, codes of conduct, corporate policies and procedures, and communication and training curriculum plans.
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