People in business
IGCSE Business Studies Topic 2 13:12 English narration · English + 中文 subtitles burned in
Chapters
Transcript
Look at this factory floor.
看看这个工厂车间。
Hundreds of people, side by side, each doing a small part of one job.
几百个人肩并肩，每个人只做整件工作中的一小部分。
Every one of them had to be found, trained, paid — and given a reason to care.
他们每一个都要被找到、被培训、拿到工资——而且要有一个愿意用心去做的理由。
Machines do not mind. People do.
机器无所谓，人却在意。
So how does a business get the best from them?
那么，企业要如何让他们发挥出最好的一面？
Here is the plan.
这是本节的安排。
First, why motivation matters.
首先，为什么激励很重要。
Then the three theories the exam names.
然后是考试要求的三种理论。
Then how a business motivates — with money, and without it.
接着是企业如何激励员工——用钱的，和不用钱的。
Then organisation charts.
然后是组织结构图。
Then how a business finds and trains its people.
再讲企业如何找到并培训自己的员工。
And last, communication.
最后是沟通。
Motivation is the drive that makes people want to work hard.
激励，是让人愿意努力工作的动力。
A workforce is all the employees in a business, and a well-motivated one does three things.
员工队伍就是企业里全部的员工，一支被充分激励的员工队伍会带来三件事。
Productivity rises: each worker produces more.
生产率上升：每个工人产出更多。
Absenteeism falls: fewer workers stay away.
缺勤下降：不来上班的人更少。
And labour turnover falls: fewer people leave, so the firm spends less on hiring and training.
员工流动率下降：离职的人更少，企业在招聘和培训上的花费也更少。
Name all three.
三点都要写出来。
When workers are motivated they work harder, and output rises.
员工被激励时会更努力工作，产出随之上升。
That is productivity in practice: more goods from the same hours.
这就是实际中的生产率：同样的工时产出更多。
Less absence means the line keeps running.
缺勤减少意味着生产线能持续运转。
And lower labour turnover saves the cost of finding and training replacements.
员工流动率降低则省下招聘和培训新人的成本。
Examiners want all three benefits linked back to motivation — not just listed as empty words.
考官要的是把这三项好处都连回激励——不能只当空词罗列。
Three thinkers explain what makes people work hard.
三位思想家解释了是什么让人努力工作。
Taylor said money moves workers: pay for each item made, and more gets made.
泰勒说金钱推动工人：按件付钱，产量就会上升。
Maslow said needs come in five levels, and the lower ones must be met first.
马斯洛说需求分成五个层次，必须先满足较低的层次。
Herzberg split them in two — pay only stops people being unhappy; achievement and responsibility drive real effort.
赫茨伯格把它分成两类—— 工资只能让人不再不满，而成就感和责任感才真正驱动努力。
Name the thinker and the idea.
思想家和他的观点都要写出来。
Watch Maslow's five levels fill from the bottom: pay that covers food and rest, a safe and secure job, a team you belong to, recognition and praise, and at the top, work that stretches you.
看马斯洛的五个层次从底部逐层填满：能吃饱、能休息的工资，安全稳定的工作， 有归属感的团队，认可与赞赏，最上面是能让你成长的工作。
You cannot skip a level — praise will not motivate someone who cannot pay the rent.
你不能跳过任何一层——对一个连房租都付不起的人，赞美起不到激励作用。
Name the five levels in order from the bottom.
从底部开始按顺序说出五个层次。
Physiological needs: basic pay for food and rest.
生理需求：能吃饱、能休息的基本工资。
Safety needs: a secure job and a safe workplace.
安全需求：稳定的工作和安全的场所。
Social needs: teamwork and a sense of belonging.
社交需求：团队合作与归属感。
Esteem needs: recognition, status and praise.
尊重需求：认可、地位与赞赏。
Self-actualisation: growth and reaching full potential.
自我实现：成长并发挥全部潜能。
The exam point is order — meet lower needs before higher ones can motivate.
考点是顺序——必须先满足较低层次，较高层次才能起激励作用。
Herzberg splits factors into two groups.
赫茨伯格把因素分成两类。
Hygiene factors are pay, working conditions and company rules.
保健因素是工资、工作条件和公司规章。
Good hygiene only stops grumbles — poor hygiene makes people unhappy, but more pay alone does not create real effort.
好的保健因素只能止住抱怨——差的保健因素会让人不满，但单靠多给钱并不能带来真正的努力。
Motivators are achievement, recognition and responsibility.
激励因素是成就、认可与责任感。
Those truly drive harder work.
它们才真正推动更努力的工作。
So raise hygiene to stop unhappiness; add motivators to raise effort.
所以要提高保健因素来消除不满，再加上激励因素来提高努力程度。
So how does a business motivate?
那么企业到底怎样激励员工？
Financial methods pay with money: a wage or a salary, a time rate for each hour, a piece rate for each item made, commission on sales, a bonus, profit sharing, and fringe benefits.
金钱方法用钱来奖励：工资或薪金、按小时计的计时工资、 按件计的计件工资、按销售额的佣金、奖金、利润分享，以及额外福利。
Non-financial methods change the job itself: job rotation, job enlargement, job enrichment, autonomy, teamworking, and training with promotion.
非金钱方法改变工作本身：工作轮换、工作扩大化、工作丰富化、自主权、团队合作， 以及培训与晋升机会。
Keep the two lists apart.
两份清单要分清楚。
Walk the money list carefully.
仔细走一遍金钱方法清单。
A wage is regular pay by the hour or week.
工资是按小时或按周的定期报酬。
A time rate pays for each hour worked.
计时工资按工作的每一小时付钱。
A piece rate pays for each item made.
计件工资按做出的每一件产品付钱。
A salary is a fixed yearly amount, paid monthly.
薪金是一年固定总额，按月发放。
Commission is pay based on sales.
佣金按销售额计算。
A bonus is extra money for good work.
奖金是对出色工作的额外金钱。
Profit sharing gives workers a share of company profit.
利润分享让员工分得公司利润的一部分。
Fringe benefits are extras — a company car, free meals or health care.
额外福利是附加待遇——公司配车、免费餐食或医疗保险。
Now the non-money list, and three job words students mix up.
现在看非金钱清单，以及学生常混淆的三个工作词汇。
Job rotation means workers switch between different tasks so work is less boring.
工作轮换是指员工在不同任务之间轮换， 让工作不那么枯燥。
Job enlargement adds more tasks at the same level.
工作扩大化是在同一层级上增加更多任务。
Job enrichment gives more challenging tasks and more responsibility.
工作丰富化是给予更有挑战性的任务和更多责任。
Autonomy lets workers make some of their own decisions.
自主权让员工自己做一部分决定。
Teamworking means small groups.
团队合作指以小组方式工作。
Training and promotion help people improve and move up.
培训与晋升帮助人们提升并向上发展。
Now a full exam question.
现在来做一道完整的考题。
A factory pays three pounds for every item made.
一家工厂每做出一件产品付三英镑。
Anya makes two hundred and ten items in a week.
安雅一周做了二百一十件。
Ben is paid twelve pounds an hour, for forty hours.
本按每小时十二英镑计酬，一周工作四十小时。
Who earns more — and what is the risk?
谁挣得更多——风险又是什么？
Anya first: two hundred and ten times three pounds is six hundred and thirty pounds.
先看安雅：二百一十乘以三英镑，是六百三十英镑。
Ben: forty times twelve is four hundred and eighty.
本：四十乘以十二，是四百八十英镑。
So Anya earns one hundred and fifty pounds more.
所以安雅多挣一百五十英镑。
Now judge it: paying per item tempts workers to rush, so quality falls.
现在做评价：按件付钱会诱使工人赶工，于是质量下降。
So a piece rate needs quality checks beside it.
计件工资必须配上质量检查。
An organisational chart shows who reports to whom.
这是一张组织结构图：它显示谁向谁汇报。
At the top, the director.
最上面是总监。
Below, two managers.
下面是两位经理。
Below them, six workers.
再下面是六名工人。
Those levels are the hierarchy.
这些层级就是层级结构。
The orange arrow down the left is the chain of command — the line orders travel down.
左边那条橙色向下的箭头是指挥链—— 命令沿着它往下传。
The green arrow at the bottom is the span of control: how many people one manager controls directly — here, three.
底部那条绿色箭头是管理幅度：一位经理直接管理多少人。 这里是三个。
Read the chart again with exam words.
再用考试用语读一遍这张图。
Hierarchy means the levels from the top down.
层级是从上到下的各级。
The chain of command is the line orders travel down.
指挥链是命令向下传递的路线。
Span of control is how many subordinates one manager controls directly — here each manager has three.
管理幅度是一位经理直接管理多少下属——这里每位经理管三个。
Delayering removes a level to cut costs and speed messages.
扁平化是去掉一层，以降低成本并加快信息传递。
A tall structure has a long chain and slows messages.
高耸结构指挥链长，信息变慢。
A wide span gives one manager many people to watch.
管理幅度宽则一位经理要盯很多人。
The same fifteen people, two ways.
同样的十五个人，两种排法。
Tall: many layers, each manager watching only two people.
高耸型：层级很多，每位经理只看着两个人。
Control is tight, but a decision takes four hops.
控制很严，但一个决定要经过四层才传到底。
Now strip the middle out — that is delayering.
现在把中间那层去掉——这就是扁平化。
Decisions move fast, but one manager now has fourteen.
决策变快了，但一位经理现在要管十四个人。
Short chain or narrow span: you cannot have both.
指挥链短，还是管理幅度窄，你只能选一个。
Look at managers at work.
看看这些经理在工作。
The five main functions of management each mean something specific.
管理的五项主要职能各有具体含义。
Planning sets aims and how to reach them.
计划是设定目标并决定如何达成。
Organising arranges people and resources.
组织是安排人员和资源。
Coordinating makes different parts work together.
协调是让不同部门协同工作。
Commanding gives instructions and guides staff.
指挥是下达指示并引导员工。
Controlling checks that targets are met.
控制是检查目标是否达成。
In a question, name the function and say what the manager is actually doing.
答题时要写出职能名称，并说明经理实际在做什么。
Managers hold a business together.
经理把整个企业撑起来。
Their five jobs: planning, organising, coordinating, commanding and controlling.
他们的五项工作是：计划、组织、协调、指挥、控制。
How they do it is their leadership style.
他们怎么做，就是他们的领导风格。
An autocratic leader decides alone and gives orders — right in a crisis.
专制型领导独自决定并下达命令——在危机中最合适。
A democratic leader asks the team first — right when staff are skilled.
民主型领导先征求团队意见——员工技能强时最合适。
A laissez-faire leader sets the goal and lets people work freely — best for expert teams.
放任型领导定下目标， 然后让大家自由工作——最适合专家团队。
And a trade union bargains for pay and safety.
而工会会为工人争取工资和安全。
A trade union is a group of workers who join together to protect shared interests.
工会是工人们联合起来保护共同利益的组织。
The union can bargain for better pay and conditions.
工会可以为更好的工资和条件进行谈判。
It can support a worker in a dispute.
它可以在纠纷中支持一名工人。
And it can push for safer work.
它也可以推动更安全的工作环境。
When an exam asks what a union does, give at least two of those three.
考试问工会做什么时，至少写出这三点中的两点。
Every business needs new people.
每家企业都需要新员工。
Recruitment attracts applicants; selection chooses the best one.
招聘是吸引人来应聘；选拔是从中挑出最合适的人。
It starts with three documents, in this order.
它从三份文件开始，顺序是这样的。
Job analysis: study what the job involves.
工作分析：研究这份工作到底包含什么。
Job description: the duties and tasks.
工作描述：职责和任务。
Person specification: the skills the right person needs.
人员规格：合适的人需要具备的技能。
Then advertise the job — and only then select the best person.
然后再发布招聘广告——最后才是选出最合适的人。
The three documents come in a fixed order.
三份文件有固定顺序。
Job analysis studies what the job involves day to day.
工作分析研究这份工作日常到底包含什么。
From that, the job description lists the duties and tasks.
据此写出工作描述，列出职责与任务。
The person specification lists the skills, qualities and qualifications the right person needs.
人员规格列出合适的人需要的技能、素质与资格。
Only after those three does the firm advertise.
只有这三份齐了，公司才发布招聘广告。
Selection then chooses among the applicants who apply.
选拔再从应聘者中选出人。
Where do you look?
去哪里找人？
Internal recruitment fills the job from inside: cheaper, quicker, and you know the person already — but no new ideas.
内部招聘从企业内部补上这个职位：更便宜、更快， 而且你已经了解这个人——但带不来新想法。
External recruitment fills it from outside: new ideas and a wider choice — but it costs more and takes longer.
外部招聘从外面招人： 有新想法，可选的面更广——但花费更多、时间更长。
Either way, you select with the same four tools: an application form, a CV, an interview and tests.
无论哪一种，选拔用的都是同样四种工具：申请表、简历、面试和测试。
New staff still have to learn.
新员工还得学。
Induction training is for new workers: the business and their role.
入职培训是给新人的：了解这家企业和自己的岗位。
On-the-job training happens while doing the work, beside an experienced worker: cheap and real, but bad habits pass on.
在职培训在做事的同时进行，跟着一位有经验的师傅——便宜、贴近实际， 但坏习惯也会传下去。
Off-the-job training happens away from work, at a college: expert teaching, but dearer and it may not fit the job.
脱产培训在工作场所之外进行，比如在学院里：教得专业， 但花费更高，也可能和这份工作对不上。
Give a benefit and a limitation.
要写出一个好处和一个局限。
Compare the two longer trainings for the marks.
为了得分，对比两种主要培训。
On-the-job is cheap and uses real tasks, but the trainer stops their own work and bad habits can pass on.
在职培训便宜，用的是真实任务， 但师傅得停下自己的活，坏习惯也可能传下去。
Off-the-job gives expert teaching with no work distractions, but it costs more and the skills may not fit the exact job.
脱产培训有专业教学、没有工作干扰，但花费更高，技能也可能和这份工作不完全对口。
Induction is only for new starters.
入职培训只给新人。
Always pair a benefit with a limitation.
永远要把一个好处和一个局限成对写出。
Sometimes a business must cut jobs, and two words are easy to confuse.
有时候企业不得不裁减岗位，这里有两个词很容易混淆。
Redundancy means the job is no longer needed — a machine now does it.
裁员的意思是这个岗位不再需要了——比如现在由机器来做。
It is not the worker's fault.
这不是工人的错。
Dismissal means the worker is removed for a reason: breaking rules, or poor work.
解雇的意思是这名工人因为某个原因被辞退：违反规定，或者工作不好。
Employment law protects them both: a fair contract, safe conditions and fair pay.
劳动法对两者都有保护：公平的合同、安全的条件和合理的工资。
Employment law protects workers after hire and when jobs end.
劳动法在雇佣期间和岗位结束时都保护工人。
A fair contract of employment sets hours, pay and duties.
公平的雇佣合同规定工时、工资与职责。
Safe conditions and fair pay are legal requirements.
安全条件和合理工资是法律要求。
Workers are also protected from being sacked unfairly — dismissal must have a good reason.
工人也受到保护，不能被不公正地辞退—— 解雇必须有正当理由。
Redundancy still needs a fair process even though it is not the worker's fault.
裁员虽然不是工人的错，仍需要公平的程序。
Good communication means information is sent, received and understood.
良好的沟通意味着信息被发出、被接收并被正确理解。
It helps workers know what to do, cuts mistakes, and makes people feel valued.
它帮助工人知道该做什么， 减少错误，也让人感到被重视。
Name the five parts: sender, message, medium, receiver and feedback.
说出五个部分：发送者、信息、媒介、接收者和反馈。
Feedback is the receiver's reply that shows the message was understood.
反馈是接收者的回应，说明信息已被理解。
Without it the sender cannot check.
没有反馈，发送者就无法核实。
Now communication.
现在讲沟通。
A sender has a message.
发送者有一条信息。
It travels through a medium — a call, an email, a meeting — to a receiver.
它通过某种媒介——一个电话、一封邮件、一次会议—— 传到接收者那里。
Now look at the green arrow coming back.
再看那条绿色的返回箭头。
That is feedback: the receiver's reply, which shows it was understood.
那就是反馈：接收者的回应， 说明信息已经被理解。
Without that arrow it is one-way communication.
没有这条箭头，就是单向沟通。
With it, two-way — which is better, because it checks understanding.
有了它，就是双向沟通—— 双向更好，因为它能检验对方是否真的听懂了。
Four types of communication turn up in questions.
考题里常出现四种沟通类型。
One-way flows in one direction only, with no reply — a public notice.
单向只朝一个方向流动，没有回应——比如一张公告。
Two-way lets the receiver reply and give feedback, so it checks understanding.
双向让接收者可以回复并给出反馈，从而检验是否理解。
Internal communication is between people inside the business.
内部沟通发生在企业内部的人之间。
External communication is with people outside — customers or suppliers.
外部沟通是与外部的人——顾客或供应商。
Two-way is usually safer for important instructions.
对重要指示来说，双向通常更稳妥。
Messages fail all the time, and anything that blocks one is a communication barrier.
信息经常传不到位，任何挡住它的东西都叫沟通障碍。
The message may be too long or unclear.
信息可能太长或者不清楚。
The medium may be poor — a weak phone line.
媒介可能很差——比如电话线路不好。
Sender and receiver may not share a language.
发送者和接收者可能语言不通。
Or the receiver is simply not listening.
或者接收者根本没在听。
The fixes are the mirror image: keep it short and clear, choose the right medium, ask for feedback.
解决办法正好反过来：说得又短又清楚，选对媒介， 并且要求对方给出反馈。
Two-way beats one-way every time, because the reply proves the message arrived.
双向沟通永远好过单向，因为对方的回应证明信息已经送到。
Four things to carry away.
带走四件事。
Motivation raises productivity and cuts absence and turnover.
激励能提高生产率，减少缺勤和人员流失。
The theories: Taylor is pay, Maslow is needs in order, Herzberg is hygiene against motivators.
三种理论：泰勒讲工资， 马斯洛讲需求的顺序，赫茨伯格讲保健因素与激励因素。
An organisation chart gives you hierarchy, chain of command and span of control.
组织结构图给你三样东西： 层级、指挥链和管理幅度。
And communication is sender, receiver and feedback — mind the barriers.
而沟通就是发送者、接收者和反馈——别忘了沟通障碍。
Three marks students lose every year.
学生每年都会丢的三个分。
First, chain of command is not span of control: the chain runs down the levels; the span runs across one team.
第一，指挥链不是管理幅度：指挥链沿着层级往下走， 管理幅度是横向看一位经理带多少人。
Second, redundancy is not dismissal: the job goes, and the worker did nothing wrong.
第二，裁员不是解雇：裁员是岗位没有了， 工人没有做错任何事。
Third, never mix the two lists of methods — a bonus is financial, job enrichment is not.
第三，绝不要把两份激励方法清单混在一起—— 奖金是金钱方法，工作丰富化不是。
Get those right, and this topic is yours.
把这三点做对，这个专题就是你的了。