2019英语专八听力mini lecture全真模拟训练MP3附文本（十五）

2019英语专八听力mini lecture全真模拟训练MP3附文本（十五）

　　2019专八考试临近，寒假期间专八考生们也别松懈了对专八听力的训练，新东方在线专八频道整理了2019英语专八听力mini lecture全真模拟训练MP3附文本，希望大家认真复习。

2019英语专八听力mini lecture全真模拟训练MP3附文本汇总

　　[00:10.12]TEST FOR ENGLISH MAJORS--GRADE EIGHT

　　[00:13.51]Section A MINI-LECTURE

　　[00:16.97]In this section you will hear a mini-lecture.

　　[00:20.29]You will hear the mini-lecture ONCE ONLY.

　　[00:23.73]While listening to the mini-lecture,

　　[00:25.82]please complete the gap-filling task on ANSWER SHEET ONE

　　[00:30.29]and write NO MORE THAN THREE WORDS for each gap.

　　[00:34.70]Make sure the word(s) you fill in is (are) both grammatically

　　[00:39.23]and semantically acceptable.

　　[00:41.85]You may use the blank sheet for note-taking.

　　[00:45.67]You have THIRTY seconds to preview the gap-filling task.

　　[01:19.89]Now, listen to the mini-lecture.

　　[01:22.30]When it is over, you will be given THREE minutes

　　[01:25.05]to check your work.

　　[01:27.69]Two Cultural Dimensions

　　[01:30.43]Good morning, everyone.

　　[01:32.30]Today, we are going to examine "culture", the first topic of our lecture series.

　　[01:38.16]As we all know, different countries have different cultures.

　　[01:42.89]Culture is the collective programming of the mind

　　[01:46.39]which distinguishes the members of one category of people from another.

　　[01:51.87]It is inevitable that the cultural difference has impact on business.

　　[01:57.41]For example, when a company has a meeting,

　　[02:00.77]the word "table" in American English means to put something on the agenda.

　　[02:07.20]But in British English it means to put something off the agenda.

　　[02:12.24]This example indicated how the culture affects the business.

　　[02:17.03]There are four cultural dimensions that were defined in Hofstede's research:

　　[02:22.69]Power distance, Uncertainty avoidance, Individualism, Masculinity,

　　[02:29.16]and recently Hofstede added one more: long-term-short-term orientation.

　　[02:35.83]In the interest of time, today we are going to cover

　　[02:38.88]the first two dimensions of cultures.

　　[02:42.24]The first and I think the most significant influence in cultural difference

　　[02:47.03]is the power distance.

　　[02:49.52]It would condition the extent to which employees accept

　　[02:52.88]that their boss has more power than they have

　　[02:56.32]and the extent to which they accept

　　[02:58.69]that their boss's opinions and decisions are right because he or she is the boss.

　　[03:06.46]I considered it as how much subordinates

　　[03:09.33]can consent or dissent with bosses or managers.

　　[03:13.99]It is the distance between a manager and subordinate.

　　[03:18.49]Among most oriental corporate cultures, there is hierarchism, greater centralization,

　　[03:25.08]sometimes called "power-oriented culture", due to historical reasons.

　　[03:31.26]That is a high power distance culture

　　[03:34.43]that mangers make the decision and superiors appeal to be entitled more privileges.

　　[03:41.53]In this situation, it is not regarded

　　[03:44.53]if a subordinate has a disagreement with their managers,

　　[03:48.28]especially in Malaysia, Japan, China, and India.

　　[03:53.51]In the oriental, power distance is also associated with "the family culture".

　　[04:00.10]In this kind of corporate culture the manager is like the "caring father"

　　[04:05.77]who knows better than his subordinates what should be done

　　[04:09.31]and what is suitable for them.

　　[04:11.68]The subordinates always esteem the managers,

　　[04:14.93]because of the managers' age and experience.

　　[04:18.97]That is usually how employees get their promotion.

　　[04:22.89]There are both positive and negative parts in the family cultures.

　　[04:27.87]I feel it is an easy managing system.

　　[04:31.29]But sometimes it is hard to get young creative employees

　　[04:35.46]to work well because of the hierarchy.

　　[04:39.26]So in family culture, the power distance can be viewed as

　　[04:44.11]the subordinates respect the superiors.

　　[04:47.84]That is the corporate culture in the orient. Let us take a look at the western way.

　　[04:54.38]It is not a whole converse phenomenon.

　　[04:57.80]There is "the Eiffel Tower Culture" in the international management.

　　[05:02.47]Its hierarchy is very different from that of the family.

　　[05:06.64]Each higher level has a clear and demonstrable function of

　　[05:11.12]holding together the level beneath it.

　　[05:14.17]German and Austrian have the characteristic of the Eiffel Tower Culture,

　　[05:19.45]which is a low power distance. In the lower power distance,

　　[05:24.62]higher-educated employees hold much less authoritarian values

　　[05:29.47]than lower-educated ones.

　　[05:32.15]The obedience showed from the subordinates to the superiors

　　[05:36.26]is not as much as the oriental way.

　　[05:39.55]The leadership can be called as hierarchy and consensus.

　　[05:44.34]An employee can have different opinion with his/her boss.

　　[05:50.88]And when he/she gets different ideas, he/she can go all the way up to the boss

　　[05:57.97]and discuss the problem.

　　[06:00.21]This is a good thing

　　[06:02.81]usually a company may explore all the potentials of its employees,

　　[06:07.49]because sometime the subordinates may have the better idea of the business.

　　[06:14.27]I think because of the different realization of power distance,

　　[06:18.81]people behave completely differently in business.

　　[06:22.42]So conflict and misunderstanding must emerge when two or more cultures meet up.

　　[06:30.26]Under this situation, the international managers must pay attention

　　[06:35.43]to the clashes and be aware of them.

　　[06:38.91]How to work the subordinates together efficiently and more cooperatively

　　[06:44.14]is important too.

　　[06:46.32]Now, the second part of my lecture is about the uncertainty avoidance.

　　[06:52.23]Uncertainty avoidance deals with a society's tolerance for uncertainty and ambiguity;

　　[06:59.45]it ultimately refers to man's search for truth.

　　[07:03.37]It indicates to what extent a culture programs its members

　　[07:08.40]to feel either uncomfortable or comfortable in unstructured situations.

　　[07:14.69]Unstructured situations are novel, unknown, surprising, and different from usual.

　　[07:21.85]Uncertainty avoiding cultures try to minimize the possibility of such situations

　　[07:28.26]by strict laws and rules, safety and security measures,

　　[07:32.80]and on the philosophical and religious level by a belief in absolute Truth;

　　[07:39.14]"there can only be one Truth and we have it".

　　[07:43.00]For example, in Germany there is a reasonable high uncertainty avoidance

　　[07:48.98]compared to countries such as Singapore and neighbouring country Denmark.

　　[07:54.70]Germans are not keen on uncertainty,

　　[07:57.77]by planning everything carefully they try to avoid the uncertainty.

　　[08:02.87]In Germany there is a society that relies on rules, laws and regulations.

　　[08:09.98]Germany wants to reduce its risks to the minimum

　　[08:13.65]and proceed with changes step by step.

　　[08:17.57]There is high uncertainty avoidance in most oriental countries

　　[08:22.42]such as Japan and China.

　　[08:25.30]In these countries, people prefer a stable job.

　　[08:29.78]They feel safe and prideful when they keep working hard at the one place.

　　[08:36.42]Under this circumstance, an excellent manager

　　[08:39.61]should keep his employee away from unpredictable risk.

　　[08:44.15]And the employee would like to be worked within groups

　　[08:47.33]rather than independently because of the less risk-taking.

　　[08:52.44]But in most western countries, there is low uncertainty avoidance showed,

　　[08:57.97]whereas high job mobility occurs in those countries

　　[09:01.71]such as USA, Denmark and Singapore.

　　[09:05.81]The western people think that when they change their jobs,

　　[09:09.67]they can get more experience because they like challenge.

　　[09:13.93]I believe that the divergence of the uncertainty avoidance

　　[09:18.16]is from different basic social ideology.

　　[09:21.91]A competent manager should pay attention to the rules

　　[09:25.39]set between different uncertainty avoidance.

　　[09:29.19]The misreading of that may affect the initiative and the aspiration of the subordinates.

　　[09:35.72]OK. In my talk today, I have mentioned some cultural dimensions:

　　[09:41.01]power distance, uncertainty avoidance, individualism and masculinity.

　　[09:47.48]After that, I offer you some insights into the first two dimensions

　　[09:52.27]and hopefully I have set you on the right path to the understanding of

　　[09:56.38]cultures and cultural differences.

　　[10:00.35]Now you have THREE minutes to check your work.

　　[13:05.38]This is the end of Section A MINI-LECTURE.

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