【#新概念英語# #職場新概念英語：在辦公室內千萬不要談論的四件事!#】新概念系列教材的經典早已不言而喻。其文章的短小精悍，語句的幽默詼諧，語法的全面而系統(tǒng)，歷來被公認為是適合大多數中學朋友課外學習的資料之一。©無憂考網為您整理了以下內容，僅供參考。希望可以幫助到您！如果您想要了解更多相關內容，歡迎關注©無憂考網！

【篇一】在辦公室內千萬不要談論的四件事!

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】譯文

1.金錢

職場不談薪水已經不是什么秘密了，但是不應只有工資要保密。

債務、貸款和借貸，無論是你自己的還是別人的，也都是個人隱私。如果別人討論了有關錢的話題，那么你要做的就是回避并轉移話題。

2.辦公室謠言

辦公室的格子間里總會有各種流言蜚語，但這不意味著你也要參與八卦的討論。你應該以你的工作表現而為人熟知，而不是以你的八卦能力。

即使你很信任某位同事，或者你的出發(fā)點是好的，你也可能在八卦的過程中被人曲解、偷聽或者卷入是非之中。動動你的腦筋，可以聊聊昨晚電視里的八卦嘛。

3.職位

如果老板給你升職加薪，你的確應該好好慶祝一番！你可以給你的家人朋友打電話，但不要和你的同事說，除非有特別要求。

等到有正式文件下來或者你的頭銜變更后，你才可以和同事說；提早說的話，會讓人覺得你是在沾沾自喜或者很傲慢。

4.個人私事

在與同事的談話中，你不可避免地會談到生活中發(fā)生的事，但是記住要分清什么可以說，什么不可以說。

即使你和同事的關系再好，你們也只是同事關系，有些事情是不能和同事分享的。

如果你疑慮的時候，那就想一下你希不希望這件事被你的上級知道。這樣你就能理清頭緒了。

【篇三】zui高層鮮有女性的職場文化潛規(guī)則

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】譯文

有一個備受關注的現象：為什么女性沒法晉升到組織和專業(yè)的zui高層？

招聘時男女人數相當，而中高層的女性比例也還合理，但在頂層就幾乎沒有。

在被問及為何會這樣時，我可以有信心地說，是因為職場文化。

兩年前，我們調查了劍橋大學默里•愛德華茲學院(Murray Edwards College, Cambridge)的校友。

在問到他們職業(yè)中zui大的挑戰(zhàn)時，22%的女性說是兼顧工作和家庭兩頭；38%的女性稱職場文化缺乏支持。

原因并非全是性別偏見，但一位35歲左右的女性總結得很到位：讓我吃驚的是，職場竟如此為男性所主導、由男人設計、為男人服務，擁有一整套男性的文化和價值觀。

如果你詢問女性，她們可以描述出讓她們覺得不安的種種行為。

很多人會說，她們的意見無人聆聽，她們在會上被打斷或忽視；很多工作是在高爾夫球場、足球賽和其他男性主導的活動中進行的；職業(yè)進步不是基于成績，女性必須比男性做得更好才能成功，而在選拔過程中會有人提出這名女性是否夠堅強之類的問題。

根據我的經驗，很多女性都以為這必定是自己的問題，而當聽到很多人都有類似經驗時都頗感寬慰。

這一切形成了一個讓人信心動搖的環(huán)境，形形色色貌似的小問題逐漸讓女性心灰意冷，zui終離開或喪失任何升職抱負。

在這次調研之后，我們開始納悶男性是怎么看待這些職場行為的。

在審議了管理學、心理學和組織社會學的文獻后，我們發(fā)現很少有關于男性看法的研究。

于是我們開始對公共部門和私營部門的不同年齡的男性進行訪談和開展研討，年紀較大的男性這一組包括一些曾倡導過性別平等的資深男士。

大多數男性都以為，女性在職場中只有與年長男性相處時才會遇到困難。

他們意外地發(fā)現，女同事反映其中一些日常行為來自年輕男同事。

對于年紀稍長的人群來說，挑戰(zhàn)在于讓他們關注行為。

高層領導們更傾向于一步到位的系統(tǒng)性改革作為解決方案：我們應該在組織的各級管理層都安排至少50%的女性，這樣就能解決問題。

我當然希望這在長期內終能實現，但女性在當下職場所面臨的問題仍未得到解決，這些問題往往阻礙她們向往更高層管理和角色。

我們需要的是行為上的真正改變。

例如，zui好是男性和女性都更多地意識到會上的情況，確保他們在女性被忽視或敷衍時仗義執(zhí)言。

不管是何種級別的會議，都應該由更多女性來主持。

職業(yè)社交和交流應該發(fā)生在工作場所而非酒吧，這一點也很重要。

要想知道女性們怎么想，zui好的辦法是親自問問她們。

其中一個有效的辦法是讓年輕女性擔任年長男性的反向導師，向他們描述作為一名年輕女性在組織中會有什么樣的感受。

所有這些改變都并非不可實現，盡管職場男權的歷史意味著這不一定能快速或輕易實現。

在參與我們研討活動的男性中，我們發(fā)現zui能激勵他們的做法，是跟女雇員一起挑戰(zhàn)和改變固有的男性化行為，讓所有雇員都受到尊重，都有更多閃光的空間。

那時，我們可能會發(fā)現更多女性晉升至zui高層。