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Recording 3
录音3
Good afternoon. In today's talk,we'll discuss how managers can get their staff to do what they are asked.
下午好。在今天的谈话中，我们将讨论管理者们如何让他们的员工服从安排完成任务。
Much to their frustration, managers often struggle to get their staff to comply with even simple instructions.
让管理者感到懊恼的是，哪怕是最简单的指令，他们也很难让员工听从指挥。
Often, they blame their employees: "They don't read emails, they don't listen, they don't care"—that kind of thing.
他们经常责怪员工：“不看邮件，不认真听，不上心”——诸如此类的事情。
But according to recent research conducted in Australia, it looks like it's not the employees' fault, but the managers'.
但根据最近在澳大利亚进行的研究，这似乎不是员工的错，而是管理者理的错。
It's easy to understand why people sometimes disobey procedures intentionally.
很容易理解为什么人们有时故意违反规程。
Occasionally, it's because they're pressured to finish in a short time.
有时是因为迫于压力要在短时间内完成。
At other times, they may disagree with the spirit of the procedure—the effort demanded, the time consumed, the lack of potential effectiveness.
在其他情况下，他们反对规程的精神，即所需要的努力、花费的时间以及缺乏潜在效率。
And every now and then, they just don't want to, maybe deliberately or out of stubbornness.
还有些时候，他们就是不想遵守规程，可能是故意的，也可能是固执己见。
So apart from that, what else gets in the way of procedural compliance?
除此之外，还有什么会妨碍规程的遵守呢?
The research scholars surveyed 152 blue-collar workers from two separate sites in the mining industry.
研究学者调查了152名蓝领工人，他们来自两个不同的采矿业地点。
They asked the workers a range of procedure-related questions, such as whether they found the procedures useful, how confident they felt in their job, how comfortable they were to speak up in the workplace, and how closely they followed any new procedures set by their managers.
他们询问了员工一系列与规程相关的问题，比如他们是否觉得这些规程有用，他们对自己的工作有多大的信心，他们在工作场所畅所欲言有多自在，以及他们在多大程度上遵循了管理者制定的新规程。
They were also asked to rate the extent to which they perceived their supervisors to be helpful.
他们还被问及在多大程度上认为他们的主管是有益的。
That last statement was the most instructive because, as the researchers found, there was a remarkably strong correlation between how helpful supervisors were perceived to be and how likely their employees were to follow their directors.
最后一句是最有意义的，因为研究人员发现，员工认为主管有多有益，与员工服从主管的可能性之间有强烈的关系。
Supervisors' helping behavior was found to be motivational in nature.
研究发现，主管的帮助行为具有激发性。
It increased employees' perception of the likelihood of success in the attainment of job goals, and therefore fostered a willingness to dedicate their effort and ability to their work.
它增加了员工对成功实现工作目标的可能性的认识，因此培养了他们愿意为工作付出的努力和能力。
In short, managers should be ongoing role models for the change.
简而言之，管理者应该一直成为变革的榜样。
As the saying goes: Do as I do, not as I say.
俗话说：“照我做的去做，不要照我说的去做。”
To affect behavioral change,what's most required is interaction and involvement—the human touch—and, naturally, processes that add value.
为了影响行为的改变，最需要的是互动和参与——人的接触——当然，还有增加价值的过程。
Although procedures are designed to guide and support employees' work, employees, it seems, can't always be expected to comply with procedures that are not seen as useful.
虽然规程的设计是为了指导和支持员工的工作，但似乎不能总是期望员工遵守那些被视为无用的规程。
And of course, managers shouldn't keep resending emails.
当然，管理者们不应该不断地重发电子邮件。
They are an effective tool for the sharing of data reports, but they are a hopeless tool if what a manager's desiring is a change in behavior.
电子邮件是共享数据报告的有效工具，但如果管理者的愿望是改变行为，那它们就是一个无用的工具。
Questions 22 to 25 are based on the recording you have just heard.
请根据你听到的录音回答问题22至问题25。
Question 22: Why are managers often frustrated with their employees?
问题22：为什么管理者经常对员工感到失望?
Question 23: Why do employees sometimes disobey procedures intentionally?
问题23：为什么员工有时会故意违反程序?
Question 24: When are employees more likely to follow instructions according to the researchers?
问题24：根据研究人员的说法，员工什么时候更有可能遵守指示?
Question 25: What does the speaker say about emails?
问题25：关于电子邮件，说话者说了什么?
