广西财经学院分数线-党员民主生活会发言

2011
Part A
Text 1
The decision of the New York Philharmonic to hire Alan Gilbert as its next music
director has been the talk of the classical-music world ever since the sudden
announcement of his appointment in 2009. For the most part, the response has been
favorable, to say the least. “Hooray! At last!” wrote Anthony Tommasini, a
sober-sided classical-music critic.
One of the reasons why the appointment came as such a surprise, however, is that
Gilbert is comparatively little known. Even Tommasini, who had advocated Gilbert’s
appointment in the Times, calls him “an unpretentious musician with no air of the
formidable conductor about him.” As a description of the next music director of an
orchestra that has hitherto been led by musicians like Gustav Mahler and Pierre
Boulez, that seems likely to have struck at least some Times readers as faint praise.
For my part, I have no idea whether Gilbert is a great conductor or even a good one.
To be sure, he performs an impressive variety of interesting compositions, but it is not
necessary for me to visit Avery Fisher Hall, or anywhere else, to hear interesting
orchestral music. All I have to do is to go to my CD shelf, or boot up my computer
and download still more recorded music from iTunes.
Devoted concertgoers who reply that recordings are no substitute for live
performance are missing the point. For the time, attention, and money of the
art-loving public, classical instrumentalists must compete not only with opera houses,
dance troupes, theater companies, and museums, but also with the recorded
performances of the great classical musicians of the 20th century. There recordings
are cheap, available everywhere, and very often much higher in artistic quality than
today’s live performances。 moreover, they can be “consumed” at a time and place of
the listener’s choosing. The widespread availability of such recordings has thus
brought about a crisis in the institution of the traditional classical concert.
One possible response is for classical performers to program attractive new music that
is not yet available on record. Gilbert’s own interest in new music has been widely
noted: Alex Ross, a classical-music critic, has described him as a man who is capable
of turning the Philharmonic into “a markedly different, more vibrant organization.”
But what will be the nature of that difference? Merely expanding the orchestra’s
repertoire will not be enough. If Gilbert and the Philharmonic are to succeed, they
must first change the relationship between America’s oldest orchestra and the new
audience it hops to attract.
译文：
纽约爱乐乐团决定聘请Alan Gilbert作为下一任的音乐总监，这从200 9年
任命被宣布之日起就在古典音乐界引起了热议.别的不说，大部分人的反应是积
极的.“好 啊，终于好了！” Anthony Tommasini写道，他可是一个以严肃著称的古
典音乐评论家.
但是，这个任命之所以 一起人们惊讶的原因却是Gilbert相对而言并不是很
有名.甚至在时代杂志上发文支持Gilbe rt任命的Tommasini都称其为：低调的音
乐家，在他身上找不到那种飞扬跋扈的指挥家的气质 .纽约爱乐乐团迄今为止都
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是由像Gustav Mahler(古斯塔夫•马勒)和Pierre Boulez布列兹那样的音乐家领导
的.这样去描 述这个乐团的下一位指挥，至少对于时代的读者而言，这是一种苍
白的表扬.
就我看来，我不 知道Gilbert是否是一个伟大的指挥家或者是一个好的指挥.
但是我能确定的是，他能表现出很多 有趣的乐章，但是我却应该不会去Avery
Fisher Hall或者其他地方去听一场有趣的交 响乐演出.我要做的事情就是去我的
CD架上，或者打开的我的电脑从ITUNES上下载更多的唱片.
那些忠实的音乐会观众会讲唱片并不能代替现场的演出，但是他们忽略了一些事
情.当下为了获 得艺术爱好者的钱，时间，关注度，古典音乐的演奏家们(其实就
是指交响乐团，同意复述)不仅要和剧 院，舞蹈队，演出公司和博物馆竞争，而
且还需要和那些记录了20世纪的伟大的古典音乐演奏者表演的 唱片竞争.唱片很
便宜，那里都能买到，并且比现在很多现场音乐会的艺术质量要高.进一步的讲，听众能选择听唱片的时间和地点.这些到处可以获得的唱片给传统的演出机构带
来了危机.
对于古典音乐演奏者而言，他们可能的一个回应就是排练出唱片上没有的曲
目.Gilbert对新音 乐兴趣已经被广泛的关注了：Alex Ross，一名古典音乐的批评
家，就这样描述道：他能够把爱 乐乐团变成一个完全不同，更加有活力的组织.
但是那种不同的性质也是什么呢？可能仅仅增加乐团演出 的曲目是不够的，如果
Gilbert和他的乐团要进步的话，他们就必须首先改变美国最古老的乐团( 就是纽
约爱乐乐团)同他们想吸引的新观众间的关系.
Text 2
When Liam McGee departed as president of Bank of America in August, his
explanation was surprisingly straight up. Rather than cloaking his exit in the usual
vague excuses, he came right out and said he was leaving “to pursue my goal of
running a company.” Broadcasting his ambition was “very much my decision,”
McGee says. Within two weeks, he was talking for the first time with the board of
Hartford Financial Services Group, which named him CEO and chairman on
September 29.
McGee says leaving without a position lined up gave him time to reflect on what kind
of company he wanted to run. It also sent a clear message to the outside world about
his aspirations. And McGee isn’t alone. In recent weeks the No.2 executives at Avon
and American Express quit with the explanation that they were looking for a CEO
post. As boards scrutinize succession plans in response to shareholder pressure,
executives who don’t get the nod also may wish to move on. A turbulent business
environment also has senior managers cautious of letting vague pronouncements
cloud their reputations.
As the first signs of recovery begin to take hold, deputy chiefs may be more willing to
make the jump without a net. In the third quarter, CEO turnover was down 23% from
a year ago as nervous boards stuck with the leaders they had, according to Liberum
Research. As the economy picks up, opportunities will abound for aspiring leaders.
The decision to quit a senior position to look for a better one is unconventional. For
years executives and headhunters have adhered to the rule that the most attractive
CEO candidates are the ones who must be poached. Says Korn Ferry， senior partner
Dennis Carey :“I can’t think of a single search I’ve done where a board has not
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instructed me to look at sitting CEOs first.”
Those who jumped without a job haven’t always landed in top positions quickly. Ellen
Marram quit as chief of Tropicana when the business became part of PepsiCo (PEP) a
decade ago, saying she wanted to be a CEO. It was a year before she became head of
a tiny Internet-based commodities exchange. Robert Willumstad left Citigroup in
2005 with ambitions to be a CEO. He finally took that post at a major financial
institution three years later.
Many recruiters say the old disgrace is fading for top performers. The financial crisis
has made it more acceptable to be between jobs or to leave a bad one. “The traditional
rule was it’s safer to stay where you are, but that’s been fundamentally inverted,” says
one headhunter. “The people who’ve been hurt the worst are those who’ve stayed too
long.”
译文：
当八月份，Liam McGee以总裁的身份从美国银行离职的时候，他的解释出
人意料 的直白.他没有忸怩的用平常的模糊的理由来遮掩他的离开，他很坦诚的
讲他离开就是为了去追求他经营 一家公司的目标.McGee说宣扬自己的目标就是
自己的决定.两周后，他第一次和Hartford Financial Services Group的董事会第一
次会谈，这家公司在9月29日提名他为董事会主席和CEO.
他 说在离开的时候并没有找好后面的职位(下家)，使他有时间去反思他到底想
去经营一家什么样的公司. 这同时也就他的激情和决心，给了外界一个清晰的信
号.这样做的并不只是McGee一个人.最近几周 ，Avon and American Express的一
些高级经理离职并解释说想需找一个CE O的职位.当董事会迫于股东的压力对一
系列的计划进行审查的时候，那些计划被否定掉的经理们也会想 离开.激烈的商
业环境同样使得高级经理很小心，模糊的表态可能会破坏他们的声誉.
当经 济复苏的标志开始确定的时候，二把手们可能更愿意在没有网(新的工作)
情况下换工作.第三季度，根 据Liberum的调查，CEO的更迭和一年前相比减少
了23%，这是由于紧张的董事会紧盯着他们 的CEO们.随着经济的复苏和好转，
对有理想的头儿们，机会是很多的.
离开高管的职位 去寻找一个更好的职位，并不是传统的做法.多年以来，经理
们和猎头们都认同这样一个原则：最有吸引 力的CEO的竞争是那些需要去挖来
的人.Korn Ferry， senior partner Dennis Carey说道：我所做的每一次的招聘中，
董事会都要求我从那些在任的CEO中寻找人选.
那些没有找到工作就离开的人并不是很快就能找到顶级的职位.10年前，
Tropican a被PepsiCo (PEP)收购了，她以经理的身份离职了，她说他想当CEO.
但是花了一年的 时间她才成为一家小型互联网交换公司的头.2005年Robert
Willumstad带着想成 为CEO的梦想离开了Citigroup.可是三年后他才成为了一家
主要的金融机构的CEO.
很多招聘的人都说对于高管而言，过去认为的丢脸的感觉(没有工作)已经慢慢
消失了.金融 危机已经使得跳槽，离开一个不好的工作变得更加可以接受了.一个
猎头就说到： “传统的规则是待在你原来的地方会更加安全，但是现在已经彻底
改变了. 那些受伤最厉害的就是那里在一个地方待太久的人.”
Text 3
The rough guide to marketing success used to be that you got what you paid for. No
longer. While traditional “paid” media – such as television commercials and print
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advertisements – still play a major role, companies today can exploit many alternative
forms of media. Consumers passionate about a product may create
willingly promoting it to friends, and a company may leverage “owned” media by
sending e-mail alerts about products and sales to customers registered with its Web
site. In fact，the way consumers now approach the process of making purchase
decisions means that marketing's impact stems from a broad range of factors beyond
conventional paid media.
Paid and owned media are controlled by marketers promoting their own products. For
earned media , such marketers act as the initiator for users’ responses. But in some
cases, one marketer’s owned media become another marketer’s paid media – for
instance, when an e-commerce retailer sells ad space on its Web site. We define such
sold media as owned media whose traffic is so strong that other organizations place
their content or e-commerce engines within that environment. This trend ,which we
believe is still in its infancy, effectively began with retailers and travel providers such
as airlines and hotels and will no doubt go further. Johnson & Johnson, for example,
has created BabyCenter, a stand- alone media property that promotes complementary
and even competitive products. Besides generating income, the presence of other
marketers makes the site seem objective, gives companies opportunities to learn
valuable information about the appeal of other companies’ marketing, and may help
expand user traffic for all companies concerned.
The same dramatic technological changes that have provided marketers with more
(and more diverse) communications choices have also increased the risk that
passionate consumers will voice their opinions in quicker, more visible, and much
more damaging ways. Such hijacked media are the opposite of earned media: an asset
or campaign becomes hostage to consumers, other stakeholders, or activists who
make negative allegations about a brand or product. Members of social networks, for
instance, are learning that they can hijack media to apply pressure on the businesses
that originally created them.
If that happens, passionate consumers would try to persuade others to boycott
products, putting the reputation of the target company at risk. In such a case, the
company’s response may not be sufficiently quick or thoughtful, and the learning
curve has been steep. Toyota Motor, for example, alleviated some of the damage from
its recall crisis earlier this year with a relatively quick and well-orchestrated
social-media response campaign, which included efforts to engage with consumers
directly on sites such as Twitter and the social-news site Digg.
译文：
过去，市场营销的成功诀窍简而言之就是一分钱一分货.然而时过境 迁.虽然
传统的“付费”(paid)媒介，比如电视和广播广告、平面广告和路边广告牌等，仍
然扮演着重要角色，但企业如今还可以利用许多其他形式的媒介.比如，痴迷于
某种产品的消费者，可 能会乐意将之推荐给朋友，从而为企业创造因产品的优良
品质带来的“无偿”(earned)媒介.企 业还可以利用“自有”(owned)媒介，通过邮件向
其网站的注册用户发送产品和销售提示.事实上 ，如今消费者作出购买决定的方
式，意味着市场营销的影响力来自于传统付费媒介之外的广泛因素.
营销人员通过付费和自有媒介推销其产品，而在“无偿”媒介方面，营销人员就像
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是触发用户响应的初始催化剂.在某些情况下，某营销者的自有媒介会成为另一
个 营销者的付费媒介.比如，当某电子商务零售商出售其网站的广告空间时，我
们就将这种“售出”媒介定 义为拥有巨大流量、以致其他机构纷纷前来投放内容或
电子商务引擎的自有媒介.我们认为，这种趋势已 蓬勃发端于零售商和航空、酒
店等旅游供应商，虽然还处于初始阶段，但无疑可以走得更远.比如，强生 公司
创建了著名网站BabyCenter，借以推广互补性乃至竞争性产品，而其他营销者的
出现不仅带来了收入，还令该网站看起来公正客观，并且使企业有机会从其他公
司的营销活动中获得可贵 的信息，最后还有助于扩大所有相关企业的用户流量.
剧烈的技术变革使营销人员获得了数量更多、 种类更广的沟通选择，但同时也
带来了更高的风险，因为激动的消费者能够以更迅速、更明显、更有害的 方式来
表达他们的意见.这就是与“无偿”媒介相对的“劫持”媒介：某项资产或活动变成了
对 某个品牌或产品不满的消费者、其他股东或积极分子的劫持物.比如，社交网
络用户正领悟到，他们可以 通过“劫持”媒介来对最初创建该媒介的企业施加压
力.
如果那种事情发生，激动的消费 者试图劝服其他人共同抵制两家公司的产品，
从而危及企业声誉.当这种事情发生的时候，如果企业的回 应不够快或不够好，
那么就可能酿成悲剧.比如，在今年较早前发生的召回危机中，丰田汽车公司采取了较快且较有序的社交媒体回应行动，包括在Twitter和社会新闻网站Digg等
网站上与 客户进行直接交流，从而挽回了部分损失.
Text 4
It’s no surprise that Jennifer Senior’s insightful, provocative magazine cover story, “I
love My Children, I Hate My Life,” is arousing much chatter – nothing gets people
talking like the suggestion that child rearing is anything less than a completely
fulfilling, life-enriching experience. Rather than concluding that children make
parents either happy or miserable, Senior suggests we need to redefine happiness:
instead of thinking of it as something that can be measured by moment-to-moment joy,
we should consider being happy as a past-tense condition. Even though the day-to-day
experience of raising kids can be soul- crushingly hard, Senior writes that “the very
things that in the moment dampen our moods can later be sources of intense
gratification and delight.”
The magazine cover showing an attractive mother holding a cute baby is hardly the
only Madonna-and-child image on newsstands this week. There are also stories about
newly adoptive – and newly single – mom Sandra Bullock, as well as the usual
“Jennifer Aniston is pregnant” news. Practically every week features at least one
celebrity mom, or mom-to-be, smiling on the newsstands.
In a society that so persistently celebrates procreation, is it any wonder that admitting
you regret having children is equivalent to admitting you support kitten-killing ? It
doesn’t seem quite fair, then, to compare the regrets of parents to the regrets of the
children. Unhappy parents rarely are provoked to wonder if they shouldn’t have had
kids, but unhappy childless folks are bothered with the message that children are the
single most important thing in the world: obviously their misery must be a direct
result of the gaping baby-size holes in their lives.
Of course, the image of parenthood that celebrity magazines like Us Weekly and
People present is hugely unrealistic, especially when the parents are single mothers
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like Bullock. According to several studies concluding that parents are less happy than
childless couples, single parents are the least happy of all. No shock there, considering
how much work it is to raise a kid without a partner to lean on。 yet to hear Sandra
and Britney tell it, raising a kid on their “own” (read: with round-the-clock help) is a
piece of cake.
It’s hard to imagine that many people are dumb enough to want children just because
Reese and Angelina make it look so glamorous: most adults understand that a baby is
not a haircut. But it’s interesting to wonder if the images we see every week of
stress-free, happiness-enhancing parenthood aren’t in some small, subconscious way
contributing to our own dissatisfactions with the actual experience, in the same way
that a small part of us hoped getting “ the Rachel” might make us look just a little bit
like Jennifer Aniston.
译文：
毫无疑问，Jennifer Senior在有煸动意味的的杂志封面故事中表达了她的独到见
解， “我爱我的孩子们，我讨厌我的 生活”——这唤起了人们的谈兴.人们一谈到
养孩子就会觉得这是一件完全令人愉悦、生活充实的事情. Jennifer Senior没有指
出养孩子到底是使得父母快乐呢还是痛苦呢，她倒是认为，我们 需要重新定义幸
福：幸福不应该是一个个瞬间的快乐组合的可以被衡量的东西；我们应该把幸福
视为一种过去式的状态.尽管抚养孩子的日子漫长难熬，令人筋疲力尽，但是
Jennifer Senior认为，正是那些心绪沉重的时刻，日后却成为我们欢乐的源泉.
杂志封面上一位给力的 母亲抱着一个可爱的婴儿，这种圣母与圣子(麦当娜和
孩子)的图画这周在杂志上多次出现.例如杂志上 讲到最近刚收养孩子的母亲——
有时是刚变成单身母亲——桑德拉布鲁克，以及那种很常见的“詹尼弗阿 尼斯顿
怀孕了”的新闻.实际上，每周都有至少一位名人母亲、或者准母亲在杂志上笑迎
读者.
在一个不断地庆祝生育的社会中，承认自己后悔生育孩子就相当于承认自己支
持杀小猫，这难 道不值得反思吗？把父母的后悔与孩子的后悔相比较，这显然并
不合理.没有人会去让不情愿养孩子的父 母去反思自己是否不该养孩子，但是那
不幸福的没有孩子的人却为类似这样的信息所困扰：“孩子是世上 唯一最可珍惜
的东西”，显然，你们的不幸必须通过生儿育女才能得以消除.
当然，像美国 周刊与人物这样的杂志提供的名人父母的形象是非常不切实际的.
特别是像Bullock这样的单身母 亲时更是如此.多项研究表明，有孩子的父母很少
比没有孩子的夫妇更快乐，而单亲家庭是最不快乐的. 这并不奇怪，因为一个人
养一个孩子实在太麻烦了，没有人可以依靠.然而，你听听Sandra和Br itney说的
话：自己“一个人”养孩子，其实非常简单.(她们当然觉得简单了，因为她们是在周围有一帮人全天侯的侯着啊.)
很难想象有的人生孩子就只是很傻很天真因为Reese和An gelina这种名流使这种
行为变的很光鲜，——多数成年人其实理解：养孩子可不是剪头发那样简单 .但
这确实有趣：反思一下我们每周看到的无忧无虑，幸福诱人的为人父母的生活会
不会从一种 微小的，无意识的方面加剧我们对于现实生活的不满.这种方式就好
像：我们有那种想成为“ the Rachel”(老友记中的单身妈妈)的心理，这种心理，使
得我们看上去有点像詹尼弗安尼斯顿(R achel 的扮演者).


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