unit1_硕士英语综合教程_课文翻译

研究生英语综合教程下册1-5课文及翻译Unit 1 The Hidden Side of Happiness3 This and other promising findings about the life-changing effects of crises are the province of the new science of post-traumatic growth. This fledgling field has already proved the truth of what once passed as bromide: What doesn't kill you can actually make you stronger. Post-traumatic stress is far from the only possible outcome. In the wake of even the most terrifying experiences, only a small proportion of adults become chronically troubled. More commonly, people rebound-or even eventually thrive.诸如此类有关危机改变一生的发现有着可观的研究前景，这正是创伤后成长这一新学科的研究领域。

这一新兴领域已经证实了曾经被视为陈词滥调的一个真理:大难不死，意志弥坚。

创伤后压力绝不是唯一可能的结果。

在遭遇了即使最可怕的经历之后，也只有一小部分成年人会受到长期的心理折磨。

更常见的情况是，人们会恢复过来—甚至最终会成功发达。

Unit2 Commercialization and Changes in Sportsmercialization has not had a dramatic effect on the format and goals of most sports. In spite of the influence of spectators, what has occurred historically is that sports have maintained their basic format. Innovations have been made within this framework, rather than completely dismantling the design of a game. For example, the commercialization of the Olympic Games has led to minor rule changes in certain events, but the basic structure of each Olympic sport has remained much the same as it was before the days of corporate endorsements and the sale of television rights. 商业化对于大多数体育运动的结构和目标没有太大的影响。

UNIT 1大一新生日记星期日从家里出发后，我们开车开了很长一段时间才到达我住的宿舍楼。

我进去登记。

宿舍管理员给了我一串钥匙，并告诉了我房间号。

我的房间在6楼，可电梯坏了。

等我们终于找到8号房的时候，妈妈已经涨红了脸，上气不接下气。

我打开门锁，我们都走了进去。

但爸爸马上就从里面钻了出来。

这个房间刚刚够一个人住，一家人都进去，肯定装不下。

我躺在床上，不动弹就可以碰到三面墙。

幸亏我哥哥和我的狗没一起来。

后来，爸爸妈妈就走了，只剩下我孤零零一个人。

周围只有书和一个箱子。

接下来我该做什么？星期一早上，有一个为一年级新生举办的咖啡早茶会。

我见到了我的导师，他个子高高的，肩膀厚实，好像打定了主意要逗人开心。

“你是从很远的地方来的吗？”他问我。

他边说话边晃悠脑袋，咖啡都洒到杯托里了。

“我家离爱丁堡不太远，开车大约6个小时，”我说。

“好极了！”他说，接着又走向站在我旁边的那个女孩儿。

“你是从很远的地方来的吗？”他问。

但不等那女孩儿作出任何回答，他就说到，“好极了！”然后就继续向前走。

他啜了一口咖啡，却惊讶地发现杯子是空的。

妈妈打来电话。

她问我是不是见到了导师。

星期二我觉得有点儿饿，这才意识到我已经两天没吃东西了。

我下楼去，得知一天三餐我可以在餐厅里吃。

我下到餐厅排进了长队。

“早餐吃什么？”我问前面的男生。

“不知道。

我来得太晚了，吃不上早餐了。

这是午餐。

”午餐是自助餐，今天的菜谱是鸡肉、米饭、土豆、沙拉、蔬菜、奶酪、酸奶和水果。

前面的男生每样儿都取一些放到托盘上，付了钱，坐下来吃。

我再也不觉得饿了。

妈妈打电话来。

她问我有没有好好吃饭。

星期三早上9点钟我要去听一个讲座。

我醒时已经8:45了。

竟然没有人叫我起床。

奇怪。

我穿好衣服，急匆匆地赶到大讲堂。

我在一个睡眼惺忪的女生旁边坐下。

她看了看我，问：“刚起床？”她是怎么看出来的？讲座进行了1个小时。

结束时我看了看笔记，我根本就看不懂自己写的字。

那个女生名叫苏菲，和我一样，也是英语文学专业的学生。

全新版大学英语综合教程1课文翻译（Unit1-Unit8）Unit 1 Growing Up为自己而写拉塞尔·贝壳从孩提时代，我还住在贝尔维尔时，我的脑子里就断断续续地转着当作家的念头，但直等到我高中三年级，这—想法才有了实现的可能。

在这之前，我对所有跟英文课沾边的事都感到腻味。

我觉得英文语法枯燥难懂。

我痛恨那些长而乏味的段落写作，老师读着受累，我写着痛苦。

弗利格尔先生接我们的高三英文课时，我就准备着在这门最最单调乏味的课上再熬上沉闷的一年。

弗利格尔先生在学生中以其说话干巴和激励学生无术而出名。

据说他拘谨刻板，完全落后于时代。

我看他有六七十岁了，古板之极。

他戴着古板的毫无装饰的眼镜，微微卷曲的头发剪得笔齐，梳得纹丝不乱。

他身穿古板的套装，白衬衣领扣外的领带打得——丝不苟。

他救着古板的尖下巴，古板的直鼻梁，说起话来—本正经，字斟句酌，彬彬有礼，活脱脱一个橱稽的老古董。

我作好准备，打算在弗利格尔先生的班上一无所获地混上—年，不少日子过去了，还真不出所料。

后半学期我们学写随笔小品文。

弗利格尔先生发下一张家庭作业纸，出了不少题供我们选择。

像“暑假二三事”那样傻乎乎的题目倒是一个也没有，但绝大多数—样乏味。

我把作文题带回家，—直没写，直到要交作业的前一天晚上。

我躺在沙发上，最终不得不面对这一讨厌的功课，便从笔记本里抽出作文题目单粗粗—看。

我的目光落在“吃意大利细面条的艺术”这个题目上。

这个题目在我脑海里唤起了一连串不同寻常的图像。

贝尔维尔之夜的清晰的回忆如潮水一般涌来，当时，我们大家—起围坐在晚餐桌旁——艾伦舅舅、我母亲、查理舅舅、多丽丝、哈尔舅舅——帕特舅妈晚饭做的是意大利细面条。

那时意大利细面条还是很少听说的异国食品。

多丽丝和我都还从来没吃过，在座的大人也是经验不足，没有—个吃起来得心应手的。

艾伦舅舅家诙谐有趣的场景全都重现在我的脑海中，我回想起来，当晚我们笑作—团，争论着该如何地把面条从盘子上送到嘴里才算合乎礼仪。

研究生英语综合教程(下)系列教材翻译参考译文[unit1-unit6]Unit 1愉悦舒适不能指引你领略人生的全部，与逆境的艰苦搏斗常常会使人生变得丰富而有意义。

幸福隐藏的另一面凯思琳•麦克高恩1飓风、房屋失火、癌症、激流漂筏失事、坠机、昏暗小巷遭歹徒袭击，没人想找上这些事儿。

但出人意料的是，很多人发现遭受这样一次痛苦的磨难最终会使他们向好的方面转变。

他们可能都会这样说:“我希望这事没发生，但因为它我变得更完美了。

”2我们都爱听人们经历苦难后发生转变的故事，可能是因为这些故事证实了一条真正的心理学上的真理，这条真理有时会湮没在无数关于灾难的报道中:在最困难的境况中，人所具有的一种内在的奋发向上的能力会迸发出来。

对那些令人极度恐慌的经历作出积极回应的并不仅限于最坚强或最勇敢的人。

实际上，大约半数与逆境抗争过的人都说他们的生活从此在某方面有了改善。

3诸如此类有关危机改变一生的发现有着可观的研究前景，这正是创伤后成长这一新学科的研究领域。

这一新兴领域已经证实了曾经被视为陈词滥调的一个真理:大难不死，意志弥坚。

创伤后压力绝不是唯一可能的结果。

在遭遇了即使最可怕的经历之后，也只有一小部分成年人会受到长期的心理折磨。

更常见的情况是，人们会恢复过来—甚至最终会成功发达.4那些经受住苦难打击的人是有关幸福悖论的生动例证:为了尽可能地过上最好的生活，我们所需要的不仅仅是愉悦的感受。

我们这个时代的人对幸福的追求已经缩小到只追求福气:一生没有烦恼，没有痛苦和困惑。

5这种对幸福的平淡定义忽略了问题的主要方面——一种富有意义的生活所带来的那种丰富、完整的愉悦。

那就是幸福背后隐藏的那种本质——是我们在明智的男男女女身上所欣赏到并渴望在我们自己生活中培育的那种不可言喻的品质。

事实证明，一些遭受苦难最多的人——他们被迫全力应付他们未曾预料到的打击，并重新思考他们生活的意义——或许对那种深刻的、给人以强烈满足感的人生经历(哲学家们过去称之为对“美好生活”的探寻)最有发言权。

Unit One TRAITS OF THE KEY PLAYERS核心员工的特征大卫·G．詹森1What exactly is a key player? A key player is a phrase that I've heard about from employers during just about every search I've conducted. I asked a client --a hiring manager involved in a search --to define it for me.核心员工究竟是什么样子的? 几乎每次进行调查时，我都会从雇主们那里听到“核心员工”这个名词。

我请一位客户——一位正参与研究的人事部经理，给我解释一下。

“Every company has a handful of staff in a given area of expertise that you can count on to get the job done.On my team of seven process engineers and biologist, I've got two or three whom I just couldn't live without ，”he said.他说，每家公司都有少数几个这样的员工，在某个专业领域，你可以指望他们把活儿干好。

在我的小组中，有七名化工流程工程师和生物学家，其中有那么两三个人是我赖以生存的，”“Key players are essential to my organization.And when hire your company to recruit for us ,we expect that you'll be going into other companies and finding just that :the staff that another manager will not want to see leave .We recruit only key players .”“他们对我的公司而言不可或缺。

Unit 11 Intel does it. So does Microsoft, Motorola, W. L. Gore & Associates, Southwest Airlines, Ben & Jerry’s Homemade, Hewlett-Packard, Lincoln Electric, and Starbucks. What is it? These companies pursue “people-first” strategies.(Para. 2a) There is an increasing amount of evidence that successful organizations put people first. Why? Astute managers have come to learn that their organization’s emp loyees are its only true competitive advantage. Competitors can match most organizations’ products, processes, locations, distribution channels, and the like.(Para. 2b) But what’s far more difficult to emulate is a workforce made up of highly knowledgeable and motivated people. The characteristic that differentiates successful companies from their less successful counterparts in almost every industry is the quality of the people they’re able to get and keep.(Para. 3a) What kind of practices differentiate people-first organizations? We can list at least four: (1) They value cultural diversity. They actively seek a diverse workforce based on age, gender, and race. (2) They are family friendly. They help employees balance work and personal responsibilities through programs such as flexible work schedules and on-site child care facilities. (Para. 3b) (3) They invest in employee training. These organizations spend heavily to make sure employee skill levels are kept current. This not only ensures that employees can handle the latest technologies and processes for the organization but that employees will be marketable to other employers. (4) People-first organizations empower their employees. They push authority and responsibility down to the lowest levels.(Para. 4) Organizations that put people first have a more dedicated and committed workforce. This, in turn, translates into higher employee productivity and satisfaction. These employees are willing to put forth the extra effort —to do whatever is necessary to see that their jobs are done properly and completely. Let’s take a look at one of those successful organizations that pursue “people-first” strategies: Starbucks. (Para. 5a) Wake up and smell the coffee —Starbucks is everywhere. The world’s number one specialty coffee retailer, Starbucks operates and licenses more than 8,000 coffee shops in more than 30 countries. The shops offer a variety of coffee drinks and food items as well as coffee and coffee accessories.(Para. 5b) Starbucks operates more than 4,700 of its shops in five countries, while licensees operate more than 2,800 units. In addition, Starbucks markets its coffee through grocery stores and licenses its brand for other food and beverage products.(Para. 6) From its modest beginnings in 1971, Starbucks Coffee Company’s reach today extends across the U.S. to Canada, Europe, Asia, and beyond, bringing the Starbucks coffee experience to the customer almost anywhere.(Para. 7a) Centra l to the company’s growth and success has been a constant dedication to offering Starbucks customers the highest quality products. While the company’s success was built upon the core product, coffee, Starbucks has become much more than coffee.(Para. 7b) It is a total coffee experience which encompasses everything from the decor of the retail locations and the music played within to the attitude of the Starbucks employees (known as “partners”), and even to the company’s desire to give back to the communities it serves.(Para. 8a) Since its inception, it has been the Starbucks employees who havehelped drive the success of the company.But it was probably Howard Schultz who started the ignition.(Para. 8b) Schultz joi ned the company in 1982, more than a decade after the company’s first retail bean store opened in Seattle’s Pike Place Market. As director of retail operations and marketing he was influential in the move to provide Starbucks coffee to fine restaurants and espresso bars throughout Seattle.(Para. 9a) A year after he joined the company a visit to Milan, Italy inspired Schultz to bring the Italian coffee-bar concept back to Seattle and put it into action in a new Starbucks location. It was a new foray for the company which previously had only provided freshly roasted beans for sale.(Para. 9b) However, the overwhelming success of the espresso bar concept led Schultz to found Il Giornale, an espresso bar which offered brewed coffee and espresso beverages made using Starbucks coffee beans. A few months later, the continued success of the Il Giornale concept led to Il Giornale acquiring the assets of Starbucks in 1987 with the backing of local investors. The new company changed its name to Starbucks Corporation.(Para. 10) At that time, Starbucks operated 17 stores and had begun to expand beyond Seattle to cities such as Chicago and Vancouver. For the next decade and beyond, the company experienced tremendous growth bringing specialty coffee to the everyday consumer, and in the process helped create and define the specialty coffee industry.(Para. 11) While the success of the company often is attributed to the persistence and vision of the company’s current CEO, Howard Schultz, it is also the employees, from management down to store level, who are at the heart of the company’s success(Para. 12) At the store level, Starbucks has been successful in bucking the norm at most retail service environments where employee turnover is high andcompetence or enthusiasm is waning. “When we first started our business, our attitude from the beginning was that the employees on the front line really have the most to do with our success,” said John Richards, Starbucks president, retail North America. (Para. 13) The challenges of a retail and foodservice environment have been overcome through a strong employee base. “We’re fortunate that the turnover of managers and hourly employees is probably one of the best in the industry,” explained Richards.(Para. 14) Richards takes this employee loyalty as a compliment, but attributes it to the company’s dedication to each employee’s needs. Investment in “partners” has helped build their loyalty to the company, to coffee, to customer service, and to each other.(Para. 15) The heart of the Starbucks experience begins with employee training. For retail partners, the training program focuses on coffee knowledge, product expertise, customer service, and interpersonal skills —all necessary to understand the product they provide to customers on a daily basis in order to create the Starbucks experience.(Para. 16) New store-level partners are welcomed into the Starbucks community with a week-long indoctrination into the cultural aspects of the company. The technical aspects of the job — those that relate to beverage preparation, for instance — are covered. From there, it is the manager’s responsibility to follow up with in-store modules for ongoing training in specific areas.(Para. 17a) All full-and part-time partners who work at least 20 hours a week are offered a full slate of generous benefits. Among the benefits are full health and dental coverage,vacation, and participation in the company-wide stock option plan called Bean Stock. (Para. 17b) Loyalty and a sense of belonging are further emphasized in open forums where employees, regardless of position, are encouraged to bring their suggestions or concerns to the attention of corporate management. Often it is the barista who is the impetus for a change simply because he or she is the one on the front line dealing with customers on a daily basis.(Para. 18a) Since most partners are also owners, they are very interested in getting access to company information. To accommodate this desire, senior management conducts quarterly open forums in the company’s different sales regions. Partners are encouraged to share their ideas and suggestions with senior management at these forums.(Para. 18b) Starbucks also distributes annual Bean Stock reports to all partners and the company publishes Pinnacle, a newsletter that spotlights company performance as well as the activities of individual partners company wide. Starbucks is also taking advantage of videos and teleconferencing to reach out to its partners.(Para. 19a) Being on the front line requires communication, be it communication in training employees to perform their job properly, or communication with customers.“Starbucks partners are alwayson the go. Customer flow is quite steady, and they have to perform tasks requiring a bit of knowledge,” Richards explained(Para. 19b) “Because of the way the service line is set up, partners mustinteract with each other to complete a task, creating a sense of teamwork. Customers shift from station to station,coming into contact with several employees during one transaction. Therefore, communication is an essential part of our success.(Para. 19c) The positive customer experience is based on the communication between partners and their customers.” Human interaction is essential and constant in the Starbucks environment and Richards believes that this constant interaction is the reason employees don’t get bored with their job. “They’re always challenged,” he said.(Para. 20) Starbucks also uses self-managed work teams at its coffee bean roasting plants. Although plant managers and supervisors are responsible for the initial organization of the teams, partners are encouraged to take over the day-to-day workings of the teams including decision-making. Cross-functional teams of partners and supervisors are used to make hiring decisions.(Para. 21) Starbucks is a living model of employee learning, ownership, involvement, and communication. The result is a superior product, coupled with customer service that is truly caring and responsive. The icing on the cake is sales growth of 65 percent a year over the last years while net incomeskyrockets by 70 to 100 percent a year.(Para. 22) All in all, Starbucks offers an amazingly diverse range of opportunities and benefits to its partners. It’s little wonder that new stores continue to openat the rate of three to five every week, and employees are making careers at Starbucks instead of dropping out.。

研究生英语综合教程下册1-5课文及翻译Unit 1 The Hidden Side of Happiness3 This and other promising findings about the life-changing effects of crises are the province of the new science of post-traumatic growth. This fledgling field has already proved the truth of what once passed as bromide: What doesn't kill you can actually make you stronger. Post-traumatic stress is far from the only possible outcome. In the wake of even the most terrifying experiences, only a small proportion of adults become chronically troubled. More commonly, people rebound-or even eventually thrive.诸如此类有关危机改变一生的发现有着可观的研究前景，这正是创伤后成长这一新学科的研究领域。

这一新兴领域已经证实了曾经被视为陈词滥调的一个真理:大难不死，意志弥坚。

创伤后压力绝不是唯一可能的结果。

在遭遇了即使最可怕的经历之后，也只有一小部分成年人会受到长期的心理折磨。

更常见的情况是，人们会恢复过来—甚至最终会成功发达。

Unit2 Commercialization and Changes in Sportsmercialization has not had a dramatic effect on the format and goals of most sports. In spite of the influence of spectators, what has occurred historically is that sports have maintained their basic format. Innovations have been made within this framework, rather than completely dismantling the design of a game. For example, the commercialization of the Olympic Games has led to minor rule changes in certain events, but the basic structure of each Olympic sport has remained much the same as it was before the days of corporate endorsements and the sale of television rights. 商业化对于大多数体育运动的结构和目标没有太大的影响。

硕士综合英语教程1参考译文Unit 1创建低碳经济概述1.对于主要由人类活动而迅速积累的温室气体引发了全球变暖这一事实，没有人再持有异议。

除非我们协同一致，快速转向低碳经济，否则全球变暖的趋势将会愈演愈烈。

这一危机日益彰显逼近。

正如获得2007年诺贝尔和平奖的联合国政府间气候变化专门委员会（IPCC）主席拉金德拉·帕乔里所声称的：“如果在2012年之前我们还没有采取行动，那就为时已晚了。

我们在未来两到三年中的所作所为将决定我们的未来。

这是决定性的时刻。

”2.同工业化前的水平相比，地球平均温度已经上升了0.8摄氏度（1.4华氏度左右），速度为自1975年以来每十年增加0.2摄氏度；如果我们仍然一意孤行，那么温度还会继续发生永久性的变化。

这种温度变化听起来似乎不大，但事实并非如此。

最后一个冰河时代时的全球平均气温不过比现今低约5.4摄氏度（9.7华氏度）。

3.很多权威的气候学家们都曾发出过这样的警告：如果我们现在的温度超过工业化前2摄氏度（3.6华氏度）的话，我们将会迈进一个危险的未知国度。

没有人能知道到底全球变暖具体达到多少度会变得无法控制，并且造成像干旱、洪水、飓风以及热浪等自然灾害的逐渐恶化，造成诸如格陵兰岛或西南极洲大冰原坍塌以及伴随的全球海平面上升等意外的灾难性变化。

但是我们还依然在我们唯一的家园上不断做着危险而又不受约束的尝试，这也是为什么越来越多的年轻人开始将气候变化视为他们这一代人的一项挑战。

4.《华盛顿邮报》4月刊报导到：“对于许多儿童和青年而言，全球气候变暖无异于当今的原子弹。

对于环境危机的担忧正影响着这一代人，正如经济大萧条、第二次世界大战、越南战争和冷战等等挥之不去的‘战争游戏’影响了20世纪的灵魂一样。

”5.有些可怕的预测可能并不会发生，但考虑到那些最优秀的科学家们发出的警告，如果我们再冒险尝试将是极不负责任的做法。

科学家告诉我们，如果我们不尽快采取行动，想要避免全球变暖引发的最严重恶果则为时晚矣。

新标准大学英语综合教程1(Unit1-Unit6课文翻译) UNIT1大一新生日记星期日从家里出发后，我们开车开了很长一段时间才到达我住的宿舍楼。

我进去登记。

宿舍管理员给了我一串钥匙，并告诉了我房间号。

我的房间在6楼，可电梯坏了。

等我们终于找到8号房的时候，妈妈已经涨红了脸，上气不接下气。

我打开门锁，我们都走了进去。

但爸爸马上就从里面钻了出来。

这个房间刚刚够一个人住，一家人都进去，肯定装不下。

我躺在床上，不动弹就可以碰到三面墙。

幸亏我哥哥和我的狗没一起来。

后来，爸爸妈妈就走了，只剩下我孤零零一个人。

周围只有书和一个箱子。

接下来我该做什么？星期一早上，有一个为一年级新生举办的咖啡早茶会。

我见到了我的导师，他个子高高的，肩膀厚实，好像打定了主意要逗人开心。

“你是从很远的地方来的吗？”他问我。

他边说话边晃悠脑袋，咖啡都洒到杯托里了。

“我家离爱丁堡不太远，开车大约6个小时，”我说。

星期二我觉得有点儿饿，这才意识到我已经两天没吃东西了。

我下楼去，得知一天三餐我可以在餐厅里吃。

我下到餐厅排进了长队。

“早餐吃什么？”我问前面的男生。

“不知道。

我来得太晚了，吃不上早餐了。

这是午餐。

”午餐是自助餐，今天的菜谱是鸡肉、米饭、土豆、沙拉、蔬菜、奶酪、酸奶和水果。

前面的男生每样儿都取一些放到托盘上，付了钱，坐下来吃。

我再也不觉得饿了。

星期三早上9点钟我要去听一个讲座。

我醒时已经8:45了。

竟然没有人叫我起床。

奇怪。

我穿好衣服，急匆匆地赶到大讲堂。

我在一个睡眼惺忪的女生旁边坐下。

她看了看我，问：“刚起床？”她是怎么看出来的？讲座进行了1个小时。

结束时我看了看笔记，我根本就看不懂自己写的字。

星期四今天是新生集会（社团招新活动）。

我和苏菲跑去看看我们能加入几个俱乐部。

我们俩都认为我们应该结交很多朋友，所以我报名参加了交谊舞俱乐部、人工智能协会、手铃俱乐部和极限运动俱乐部。

苏菲则报名参加了业余剧社和莫扎特合唱团。

我不知道我和苏菲还能不能继续做好朋友。

UNIT 1 The Winner’s Guide to SuccessMotivational experts reveal what drives them成功者的成功之路励志专家揭示其前进的动力How do successful people think? What drives them? To find out, I interviewed some of the people most successful in motivating others: top motivational speakers and bestselling authors of “how-to-succeed” books. Here are seven keys to success that they share.成功人士是怎麽想的？什么在驱动着他们？为了探究原由，我访谈了一些最能成功激励大众的人士：顶尖的励志演说者和“如何成功”类畅销书的作者们。

他们提出了7个关键点。

Take full responsibility. In a society in which people blame everyone from their parents to the government for their failure to get ahead, motivational superstars refuse to buy into the victim mentality. Their credo is “if it’s to be, it’s up to me.”承担全部责任。

在社会上，有的人会将他们的失败归咎于他人，从他们的父母到政府，而励志超级之星们决不接受（他们是）受害人的思想。

他们的信条是，“如果没有成功，责任在我。

”They realize that when you say someone or something outside of yourself is preventing you from succeeding, you’re giving away your power. You’re saying, “ you have more control over my life than I do.”他们认识到当你说是自身之外的某件事或某个人阻碍了你成功，就是在举手投降。