[YB-1] 7月15号作业 by weenbopper [复制链接]

weenbopper
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电梯直达

楼主

发表于 2009-7-15 23:42:39 |只看该作者 |倒序浏览

1、
证明在努力，尝试和成长。
2、
但是成功更多的在于付出的努力（1）错误之前的努力的分析准备
3、
错误之后的总结
4、
错误之后还给大家弄清楚自己的目标提供了机会。

Hardly does exist a discovery or progress is completely free of mistakes. In this sense, the mistakes and failures facilitate our accomplishments, at least, demonstrate your courage. However, the discovery and progress is determined more by your paid efforts in the process--those not only before any mistakes, but also lie after them.

Admittedly, mistakes are a clear sign that you are trying new things, you are venturing and you are growing. Through these mistakes, you improve, you expand and you innovate, and, eventually, you succeed. As one famous executive once said, “The better a man is, the more mistakes he will make, for the more new things he will try. I would never promote to a top-level job a man who was not making mistakes. And thus, the more mistakes you have made in procedures; the more new things you have tried, and higher possible you can succeed.

However, the efforts we have paid in any trials, rather the trials per se, are the crucial factor that trigger discovery or progress. Temporally, we can categorize the efforts into those before and after the mistakes. Before you try something new you have to be willing to set some reasonable limits so that in the event that it doesn't work out the way you want it to, you will be in a position to try again. While people poured too much emphasis on Edison's invention of light bubble and the thousands of failures in the process; few realized the efforts he had paid before every failure. Actually, countless calculation, analysis, choice had been made before those thousands of failures; and but for this previous hard work, Edison's failures have no means to be less than thousands of times.

This doesn't mean that you should forge ahead with disregard for the consequences of a mistake. Quite the contrary, more energy and resources should spend after the mistakes--the mistakes provide you precious experiences await demystification. What are the reasons for the failure? How about the viability of the new adopted methods or equipment? Do we have any delicate methods to override the weakness in the trials? Only after approaching all these questions, can we get the lesson from the mistake and have the possibility toward success or even anther mistake.

Moreover, after every mistake you have the opportunity to clarify your goal and make it more compelling than ever. To need examples one need look no further than the queen of talk show--Oprah Winfrey, a common black woman who have suffered and experienced a lot in the past. If you look at where she started and who she has become, do you see her as a woman who has sharpened her skills as a businesswoman over the last 20 years? How about how she has grown as a person as well as a celebrity? It is through the trial and error experiences that he consolidated our objection and developed unique formula for success.

In sum, being successful in any area of your life includes a learning curve. That means making mistakes, experimenting with decisions and actions to become smarter, proficient, skillful, and most importantly, paying efforts on considering the experience and clarifying your goal.

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weenbopper
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沙发

发表于 2009-7-15 23:43:13 |只看该作者

186.The following is a recommendation from the director of personnel to the president of Professional Printing Company.

"In a recent telephone survey of automobile factory workers, older employees were less likely to report that having a supervisor present increases their productivity. Among workers aged 18 to 29, 27 percent said that they are more productive in the presence of their immediate supervisor, compared to 12 percent for those aged 30 or over, and only 8 percent for those aged 50 or over. Clearly, if our printing company hires mainly older employees, we will increase productivity and save money because of the reduced need for supervisors."

1、老年人效率的提高并不意味着整个工厂效率的提高
2、减小在supervisor的花费并不一定能减少整个的花费，老年人的工资往往比年轻人的要高很多

Grounding on a telephone survey of automobile factory worker, synthesizing two inferences that the productivity of the older employees decides the productivity of the whole factory; and that the decrease of expenditure on supervisors necessarily save money for the factory; the arguers accordingly makes a suggestion to the president of Professional Printing Company that he should hire mainly older employees. This argument is unconvincing for two major critical flaws.

At first, the productivities of the whole factory and the older employees do not have necessary relationship. I concede that the older employees may work more efficiently with the absence of supervisors; however, since their weakness in enthusiasm and energy, they contribute little to the productivity of the factory. Actually, because of superiority in physical power and body as well as higher spirit, the younger and new employees do much more with the productivity. Also, well-conducted administration by the supervisors increased the efficiency in a comprehensive way. These people usually take charge of making the factory perform in a harmonious way—adjust the resources in every different part, compensate the weak division with the strong one, and consider the holistic effectiveness of the factory. In this sense, we have every reason to doubt the trustworthiness of the inference that the productivity of the factory would be increased only by the older employees.

In addition, the arguer indiscriminately makes this suggestion from the shrinking expense on older employees. Reducing supervisors do cut expense, but it would be completely possible to be compensated by the increasing money on the older ones. The older employees, who boasting their higher experience, knowledge, reputation and contribution, own higher wages than their younger counterpart. And, understandably, it is the older employees who take up the biggest part of expenditure on hiring. Therefore, it is highly possible the expense would increase even though the shrinking number of supervisors.

In sum, the arguer only scratches the face of this survey and makes this suggestion. Without providing rock solid evidences and ruling out other possible variables, the arguer can not convince anyone of this deduction

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