2023-05-21 15:25:11 来源：中国教育在线

一、Conflict at work听力原文：

Over the years,attitudes towards workers have changed considerably.

After all,there was a time when workers had no rights at all,and laboured in appalling conditions.

Conditions have improved a lot,but conflict in the workplace is still common.

And human resources managers nowadays need to be able to deal with it when necessary.

What is conflict in the workplace?

Definitions vary,but I'm taking it to refer to a whole range of behaviours that the victim finds unacceptable,from minor,harmless arguments to-at the opposite extreme-physical violence.

Much of this is covered by the term bullying,by which I mean one or more people behaving abusively or aggressively against another who is in a weaker position.

Although all behaviour like this is a form of conflict,not all conflict can be described in these terms.

As with all human behaviour,there are numerous reasons for it.

But often it's caused by someone who feels the need to show their superiority over someone else,in order to feel that they aren't at the lowest level in a hierarchy or a group of people.

In some cases one person simply dislikes the other,on the basis that the personality of one is in some way incompatible with that of the other person.

A general habit of optimism in one person could make them intolerant of a colleague who's constantly pessimistic-not that that justifies treating them badly,of course.

Some conflicts arise when people are more interested in promoting themselves and their team than in the company as a whole.

These conflicts are called'structural',and could come about,for example,when a sales team believe they are the only people in the business who do any useful work,and look down on behind-the-scenes administrators.

Conflict obviously affects the individuals concerned-the situation is likely to be very stressful for victims,resulting in their absence from work,possibly for months.

For the company,if no effort is made to deal with conflict,it can spiral out of control,and even lead to the breakdown of the business.

Some interesting work with chief executives-CEOs-has uncovered some of the reasons why they may treat colleagues badly.

Many CEOs combine two opposing characteristics:confidence-that is,the belief that they're capable of great achievements-with a high level of anxiety,a fear of missing targets,whether set by themselves or by the directors of the company.

This combination can make them respond badly to anyone who questions their decisions.

In a high pressure work environment,such characteristics become problematic.

And it's particularly difficult to tackle the situation where colleagues,managers and board members are all trying to achieve their own visions.

When they can't agree on strategic issues and on where they see the business going,there are real problems.

For managers at lower levels within the organisation,it might seem that an autocratic form of management-where the chief executive gives orders and everyone else has to obey-would see more conflict than others.

Interestingly,though,a company with a more democratic business model,can suffer more,when uncertainty about who to report to leads to conflicting demands.

Now I'll say a little about dealing with the type of conflict that has harmful effects.

Of course the ideal is to prevent it arising in the first place.

A good manager,at any level,will make efforts to earn the respect of the people they work with,particularly those who report to them.

That will involve politeness in all communications,and treating them as equals who happen to have a different role within the organisation.

Sometimes,of course,conflict does occur,and can get out of hand.

In such cases the human resources department often gets involved.

However,if one of the parties in a conflict sees human resources as simply a mouthpiece for the chief executive,then an external mediator might be able to help.

By talking to both sides,and trying to find the truth of what's been happening,they can build a clear picture of the situation,and give feedback that both sides will accept,precisely because they're independent.

二、Conflict at work听力中文翻译：

多年来，人们对工人的态度发生了很大变化。

毕竟，曾经有一段时间，工人根本没有权利，在骇人听闻的条件下劳动。

情况已经改善了很多，但工作场所的冲突仍然很普遍。

如今的人力资源管理者需要能够在必要时处理这一问题。

什么是工作场所的冲突？

定义各不相同，但我认为它指的是受害者认为不可接受的一系列行为，从轻微、无害的争论到-在相反的极端-身体暴力。

“欺凌”一词涵盖了其中的大部分内容，我指的是一个或多个对处于弱势地位的人进行虐待或攻击的人。

尽管所有此类行为都是冲突的一种形式，但并非所有冲突都可以用这些术语来描述。

与所有人类行为一样，有许多原因。

但这通常是因为有人觉得需要表现出自己比其他人优越的一面，从而觉得自己不是某个阶层或一群人中的最底层。

在某些情况下，一个人只是不喜欢另一个人，因为一个人的个性在某种程度上与另一个人的性格不兼容。

一个人乐观的普遍习惯可能会让他们无法容忍一个经常悲观的同事——当然，这并不能证明他们受到了不好的对待。

当人们对提升自己和团队的兴趣大于对整个公司的兴趣时，就会产生一些冲突。

这些冲突被称为“结构性”冲突，例如，当销售团队认为他们是业务中唯一做任何有用工作的人，并且看不起幕后管理员时，可能会发生这种冲突。

冲突显然会影响到有关个人-这种情况可能会给受害者带来很大压力，导致他们缺勤，可能长达数月。

对公司而言，如果不努力处理冲突，冲突可能会失控，甚至导致业务崩溃。

与首席执行官（CEO）进行了一些有趣的合作，揭示了他们可能虐待同事的一些原因。

许多首席执行官结合了两个相反的特征：自信-即相信自己有能力取得巨大成就-以及高度焦虑，害怕错过自己或公司董事设定的目标。

这种组合可能会使他们对任何质疑他们决定的人反应不佳。

在高压工作环境中，此类特性会出现问题。

同事、经理和董事会成员都在努力实现自己的愿景，解决这种情况尤其困难。

当他们不能就战略问题和业务发展方向达成一致时，就会出现真正的问题。

对于组织内较低级别的管理者来说，似乎一种专制的管理形式——首席执行官发号施令，其他人必须服从——会比其他人看到更多的冲突。

然而，有趣的是，当关于向谁报告的不确定性导致相互冲突的要求时，一家商业模式更民主的公司可能会遭受更大的损失。

现在我要谈一谈如何处理这种具有有害影响的冲突。

当然，理想的做法是首先防止它的出现。

一个好的管理者，无论在任何级别，都会努力赢得同事的尊重，尤其是向他们汇报工作的人。

这将涉及所有沟通中的礼貌，并将他们视为在组织中扮演不同角色的平等者。

当然，有时冲突确实会发生，而且可能会失控。

在这种情况下，人力资源部通常会介入。

然而，如果冲突中的一方将人力资源视为首席执行官的喉舌，那么外部调解人可能会提供帮助。

通过与双方对话，并试图找出正在发生的事情的真相，他们可以清楚地了解情况，并给出双方都会接受的反馈，正是因为他们是独立的。

三、Conflict at work听力问题：

Question 31-40

Complete the notes below.

Write ONE WORD ONLY for each answer.Conflicts at work

Conflict mostly consists of behavior in the general category of Often a result of people wanting to prove their

Also caused by differences in between people

''conflicts:people more concerned about own team than about company

conflict-related stress can causethat may last for months

Chief-Executives(CEOs)

Many have bothand anxiety

May not like to have their decisions questioned

There may be conflicts between people who have different

Other managers

A structure that is moremay create a feeling of uncertainty about who staff should report to

Missing conflict

Bosses need to try hard to gain

Someone from outside the company may be given the role of in order to resolve conflicts

四、Conflict at work听力答案：

31.bullying

32.superiority

33.personality

34.Structural

35.absence

36.confidence

37.visions

38.democratic

39.respect

40.mediator

五、Conflict at work听力答案解析

31.本题定位词为general category，与录音中的much of this同义替换，本题应填一个名词，故答案为bullying。

32.本题定位词为result，以及their，应填一个名词，result与cause同义替换，录音中their原词重现，其后名词为答案。

33.本题定位词为cause，difference，between，应填名词，注意听原文中涉及2者比较的部分，根据理解，答案为personality。

34.题干部分结构是名词解释，仔细审题尽量理解解释部分含义，通过concern，team，company定位，原文中提到be called...证明后面就是名词概念，故答案为形容词Structural。

35.本题定位词为stress，cause，与原文中stressful，result in同义替换，引出答案词为名词absence。

36.本题定位词为CEO，both，both与原文two同义替换，得出答案为名词confidence。

37.本题定位词为conflict，different，录音中提到各种人，各有各的vision，也就是题干中的have different visions，故答案为visions。

38.本题定义为structure和more，structure与原文company同义替换，more原词重现，故填形容词democratic。

39.本题定位词为try hard to，与make efforts to同义替换；earn与gain同义替换，故答案为respect。

40.本题定位词为outside，应填名词。听到录音中however转折后，注意留意重点信息。出现outside同义词external，后面名词即为答案。

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