2014考研英語復習：模擬試題之英譯漢專項練習(六)_跨考網(wǎng)

　　2014考研英語復習：模擬試題之英譯漢專項練習(六)

　　Part B Directions：

　　Read the following text carefully and then translate the underlined sentences into Chinese. Your translation should be written clearly on ANSWER SHEET 2.(10 points)

　　The carrot-and-stick theory of motivation (like Newtonian physical theory) works reasonably well under certain circumstances.

　　1.The means for satisfying man‘s physiological and (within limits) his safety needs can be provided or withheld by management. Employment itself is such a means， and so are wages， working conditions， and benefits. By these means the individual can be controlled so long as he is struggling for subsistence. But the carrot-and-stick theory does not work at all once man has reached an adequate subsistence level and is motivated primarily by higher needs. Management cannot provide a man with self-respect， or with the respect of his fellows， or with the satisfaction of needs for self-fulfillment.

　　2.It can create such conditions that he is encouraged and enabled to seek such satisfactions for himself， or it can thwart him by failing to create those conditions. But this creation of conditions is not control。 It is not a good device for directing behavior. And so management finds itself in an odd position. The high standard of living created by our modem technological know-how provides quite adequately for the satisfaction of physiological and safety needs. The only significant exception is where management practices have not created confidence in a fair break and thus where safety needs are thwarted.

　　3.But by making possible the satisfaction of low-level needs， management has deprived itself of the ability to use as motivators the devices on which conventional theory has taught it to rely-rewards， promises， incentives， or threats and other coercive devices.

　　4.The philosophy of management by direction and control——regardless of whether it is hard or soft—is inadequate to motivate because the human needs on which this approach relies are today unimportant motivators of behavior. Direction and control are essentially useless in motivating people whose important needs are social and egoistic. Both the hard and the soft approach fail today because they are simply irrelevant to the situation.

　　5.People， deprived of opportunities to satisfy at work the needs which are now important to them， behave exactly as we right predict - with indolence， passivity， resistance to change， lack of responsibility， willingness to follow the demagogue， unreasonable demands for economic benefits. It would seem that we are caught in a web of our own weaving.