鞏華城英語口語培訓

講一口正宗的英文，能夠幫我們找到一份外企工作；也可以去海外游學，體驗不同的文化沖擊，總之幫助很多。現(xiàn)在，我就跟各位一起討論一下有關(guān)英文口語培訓班的問題。

聊到成人英文口語培訓班，有相對容易掌握的0基礎(chǔ)英語、旅游英語；提升職場競爭力的商務(wù)英語及考試類英文口語學習。各位可以按照自身的真實情況去試聽一下課程。相比于面授口語培訓班，在線培訓班也許在課程設(shè)置上沒有那么完善，但基本上都是3-5人小班和1v1教學，價格也要更少一點。上班族參加在線口語培訓班能靈活安排時間，但與此同時也很容易產(chǎn)生惰性。所以，自認為學習自覺性比較高的人選在線培訓班是可以的，假如是需要老師督促方可堅持下去的人選面授培訓班會更有效果一點。

假如各位想咨詢英文口語培訓班的價格，或想獲得實用的選課意見，可以把你居住的城市、英語水平告知我們的課程規(guī)劃師，他們會及時為你服務(wù)的。

Hong-Kong-based John Rice is among the most senior American businessmen ever posted to one of the world’s emerging markets. Number two to General Electric’s chief executive Jeff Immelt, the 55-year-old heads the conglomerate’s global operations, and relocated from the US last year in a move designed to accelerate globalisation and to locate top executives close to the economies that now drive world economic growth.

在所有被派英語口語駐某個新興市場的美國商人中，駐香港的約翰?賴斯(John Rice)屬于最資深的之一。賴斯現(xiàn)年55歲，在通用電氣(GE)是僅次于首席執(zhí)行官杰弗里?伊梅爾特(Jeffrey Immelt)的第二號人物，主管這家大企業(yè)集團的全球運營。通用電氣去年將賴斯從美國調(diào)到香港，此舉旨在加快公司的全球化進程，讓自己的頂級高管離如今推動世界經(jīng)濟增長的經(jīng)濟體更近。
At the same time, however, GE is recruiting managers who were born in emerging markets in order to draw on the expanding pools of educated talent in China, India and other developing countries – and to bring into the group an ever-wider range of professional – and human – experience.

不過，與此同時，通用電氣也在招聘出生于新興市場國家的經(jīng)理人，以利用中國、印度和其他發(fā)展中國家日益增長的受過良好教育的人才庫，為公司帶來更廣泛的專業(yè)和人力資源背景。
“We will soon have 2,000 interns from outside the US,” says Mr Rice. “This is 10 times more than a few years ago. We want to develop local talent – and to give aspiring leaders in our business a shot at senior roles. Management is always a blend of outside and inside talent.”

“我們將很快在美國以外地區(qū)招聘2000名實習生，”賴斯表示，“這個數(shù)字比幾年前高出10倍。我們希望培養(yǎng)本土人才，讓有抱負的業(yè)務(wù)主管有機會升至資深職位。在我們的管理層里，一直既有來自美國的人才，也有來自美國以外的人才?！?BR> The result is a complex transformation at GE and many other multinationals, in which traditional career generalist expatriate managers are giving way to globally mobile executives – expats or locals – with deeper specialised skills and a wider range of backgrounds. As Christine Greybe, Hong Kong-based president of DHR International, a recruitment agency, says, “the market is no longer dominated by westerners but by global citizens. They can be of any ethnicity. But they must be mobile”.

結(jié)果就是，通用電氣和其他許多跨國企業(yè)開始了一場復(fù)雜的轉(zhuǎn)型。傳統(tǒng)的通才型職業(yè)外派經(jīng)理人，開始讓位于可在全球范圍內(nèi)調(diào)動的高管（無論他們原本是外派的，還是本地招聘的），后者擁有更專業(yè)的技能和更豐富的背景。獵頭公司DHR International駐香港總裁克里斯蒂娜?格雷比(Christine Greybe)說：“市場不再由西方人主導(dǎo)，而是由全球各地的人所共有。他們可能來自任何民族。但他們必須愿意接受調(diào)動?！?BR> Last year French industrial group Schneider Electric sent its human resources and strategy chiefs to Hong Kong to create an Asian management hub, in addition to its existing US and European centres. Dutch electronics group Philips last year switched the headquarters of its consumer appliances business to Shanghai. Last month German carmakerVolkswagen appointed Jochem Heizmann, its 60-year-old trucks chief, to a new management board job in Shanghai to head the group’s Chinese operations.

去年，法國工業(yè)集團施耐德電氣(Schneider Electric)將一些人力資源和戰(zhàn)略部門主管派往香港，目的英語口語是在現(xiàn)有的美國和歐洲中心之外，創(chuàng)立一個亞洲管理中心。荷蘭電子集團飛利浦(Philips)去年將消費類電器業(yè)務(wù)總部搬到了上海。1個月前，德國汽車制造商大眾(Volkswagen)將現(xiàn)年60歲的原卡車業(yè)務(wù)主管約赫姆?海茲曼(Jochem Heizmann)派到上海，擔任一項新的管理董事會職務(wù)，主管集團的中國業(yè)務(wù)。
For decades a few multinationals that were traditionally based in the developing world have been run by western expatriates based in developing-world locations, for example HSBC, the bank that started life in Hong Kong and Shanghai. But the growth in emerging markets since 2000 is accelerating corporate globalisation and with it the nature and location of executive jobs. No longer are only country and regional managers based in emerging markets; executives with global roles are moving along with their headquarters teams.

幾十年來，一些原本就在發(fā)展中國家開展業(yè)務(wù)的跨國企業(yè)，一直由外派至發(fā)展中世界的西方人管理。創(chuàng)立于香港和上海的匯豐(HSBC)就是這種情況。但自2000年以來，新興市場的蓬勃發(fā)展加速了企業(yè)的全球化，這體現(xiàn)在高管的工作性質(zhì)和地點上。不再只有主管某一國或某一區(qū)域業(yè)務(wù)的經(jīng)理人被派駐新興市場；那些擔任全球化角色的高管也開始與總部團隊一起，轉(zhuǎn)移到新興市場。
Mr Rice, who was previously posted to Singapore in the mid-1990s, says: “Then, you had career expats. Solid, good-performing people who were out and wanted to stay out, and didn’t have an interest in returning to the home country. They weren’t always people who were going to run GE. Now we have fully developed global leaders [in expatriate positions].” 上世紀90年代中期，賴斯曾被派駐新加坡。他說：“后來，我們有了職業(yè)外派員工。他們能獨當一面、恪盡職守，接受外派以后就愿意呆在外面，也不想返回祖國。他們并不一定都想著在日后掌管GE。如今，我們（在外派職位上）培養(yǎng)了一些經(jīng)驗豐富的全球領(lǐng)導(dǎo)者。”
Moreover, for high-flyers, emerging- market postings are increasingly compulsory. Christoph Nettesheim, Greater China managing director for Boston Consulting Group, says: “These [relocation] requests are becoming less like requests and more like instructions.”

另外，對表現(xiàn)優(yōu)異的尖子人才來說，派駐新興市場越來越變成一種強制性安排。波士頓咨詢集團(BCG)大中華區(qū)董事總經(jīng)鞏華城理耐迪賢(Christoph Nettesheim)說：“這些（有關(guān)調(diào)動的）意向征詢開始變得不那么像意向征詢，而更像是命令?！?BR> The posts are becoming more demanding in terms of personal commitment. And there is growing competition for such jobs, from emerging markets as well as the west.

外派也開始對個人承擔的責任提出更多要求。外派職位也開始引起越來越激烈的競爭，競爭既來自新興市場，也來自西方。
In principle, promoting developing-world staff is nothing new. Unilever, the Anglo-Dutch group, decided to “train Indians to take over junior and senior management positions instead of Europeans” as long ago as 1942, and has had an Indian main board director since 1978. Royal Dutch Shell, the energy group, and Citigroup, the US bank, are among other multinationals that pioneered the development of top executives from emerging markets, often India.

原則上來說，提拔新興世界員工并不是什么新鮮事兒。早在1942年，英荷集團聯(lián)合培訓利華鞏華城(Unilever)就決定“培訓印度員工，由他們（而不是歐洲人）擔任一些初級和資深管理崗位”。自1978年來，就有一名印度人擔任聯(lián)合利華的主要董事。還有一些跨國公司也很早就開始嘗試從新興市場（通常是印度）選拔頂級高管，比如能源集團荷蘭皇家殼牌(Royal Dutch Shell)和美資銀行花旗集團(Citigroup)。
But the scale of today’s changes is unprecedented, headhunters say. Multinationals are seeking both to localise management – employing Indian managers in India, for example – and to diversify global teams.

但獵頭們表示，如今的變革力度可謂前所未有?？鐕静粌H追求管理層本地化（比如在印度請印度人擔任經(jīng)理），還追求全球團隊構(gòu)成的多元化。
At junior levels this saves money, because young locals are cheaper than imported expats. But higher up the corporate ladder, the cost differences have largely disappeared and the main incentive is to secure better in-country inside knowledge.

對初級職位而言，這一變化可以節(jié)約成本，因為雇用本地的年輕人比引入外派員工成本低。但對級別更高的職位而言，雇傭本地人和引入外派員工的成本基本沒有差別，選擇前者主要是因為他們更了解這個國家。
Ms Greybe says: “The real switch has come in the past three years, where you have seen escalation in demand for global citizens. At least 50 per cent of searches at vice-president level and up are now for global citizens.”

格雷比表示，“真正的變化發(fā)生在過去三年間，在這期間，我們已目睹全球公民變得越來越吃香。在副總裁及以上級別職位中，起碼有50%希望招聘全球化人才?！?BR> Chinese and other emerging market-based companies are looking for similar people, which is also intensifying competition. Occasionally they try radical changes, as when LG, the South Korean electronics group, recruited foreigners for top posts in 2007-08, appointing eight to an executive board of 10.

中國和其它總部位于新興市場的企業(yè)正在尋找類似的人才，這也加劇了競爭。他們有時會嘗試大手筆的改變，比如，韓國電子集團LG在2007-08年聘請外國人擔任公司高層時，一下子任命了8名執(zhí)行董事，而整個執(zhí)行董事會總共也只有10個人。
But more often, companies move steadily, hiring a few westerners for senior roles and more at junior levels. Johnson Electric, the Hong Kong-based electrical group, Samsung, the South Korean electronics group, and Reliance Industries, the diversified Indian conglomerate, are all examples. LG is also now taking this approach: it parted company with its executive-board foreigners in 2010, after the global economic crisis struck, but like other Korean groups it is now focusing on hiring and promoting foreigners in the lower executive ranks. Ki Wan Kim, global marketing officer, says: “At the time, we wanted to push forward globally. It was bad timing but we must keep globalising.”

但通常情況下，公司會穩(wěn)扎穩(wěn)打：資深級別的職位只聘請幾個西方人，更多地在初級職位中聘請他們。這樣做的企業(yè)有：總部位于香港的電氣集團德昌電機(Johnson Electric)、韓國電子集團三星(Samsung)以及印度綜合性企業(yè)集團信實工業(yè)(Reliance Industries)。LG如今也在采取這種方式：在遭遇全球經(jīng)濟危機沖擊之后，該公司在2010年辭退了執(zhí)行董事會中的外國人。但與其他韓國集團一樣，LG目前的重心是，針對較低級別的管理層職位招聘和提拔外國人。三星環(huán)球市場總監(jiān)Ki Wan Kim表示：“當時我們希望推進全球化。那個時機不對，但我們必須繼續(xù)推進全球化?！?BR> Westerners still have the upper hand in the jobs market. Jimmy Ho, managing director of the Guangzhou and Hong Kong offices of Korn Ferry, the recruitment agency, says: “More and more mandates say ‘find locals’, but at the end of the day westerners are hired because only they have the skills and experience.”

西方人仍在就業(yè)市場占有優(yōu)勢。獵頭公司光輝國際(Korn Ferry)培訓廣州及香港分公司董事總經(jīng)理何鼎禮(Jimmy Ho)表示：“越來越多的委托人讓我們‘找本地人’，但到頭來還是招聘了西方人，因為只有他們擁有技能和經(jīng)驗?！?BR> However, in the long run, demographic forces favour emerging economies. McKinsey, the management consultancy, calculates that China and India already produce 38 per cent of the world’s graduates and will supply 60 per cent in 2012-30. Not all will become executives, but many will. 不過，從長期來看，人口條件有利于新興經(jīng)濟體。管理咨詢公司麥肯鞏華城英語口語培訓錫(McKinsey)估算：如今中國和印度的大學畢業(yè)生已經(jīng)占到全球的38%；從現(xiàn)在到2030年，新增大學畢業(yè)生中，中國和印度的大學畢業(yè)生將占到60%。這些畢業(yè)生并不會全部成為高管，但其中許多都會。
Bringing together western and non-western cultures is a challenge. Joseph Ngai, Hong Kong managing partner at McKinsey, says: “There are more failures than successes, and the costs are humungous.”

將西方和非西方文化帶到一起，這是個挑戰(zhàn)。麥肯錫香港管理合伙人倪以理(Joseph Ngai)表示：“失敗的例子多于成功的例子，且成功的代價是巨大的?！?BR> For GE the answer is to develop managers who bring people together. As Mr Rice says: “You are optimising big and global with local. It’s an art and a science which doesn’t work the same way in every case. The big challenge is to get past cultural barriers.”

對通用電氣而言，解決辦法在于培養(yǎng)能將員工團結(jié)起來的經(jīng)理人。正如賴斯所言：“你努力尋找‘更大’、‘更全球化’與‘更本地化’之間的最優(yōu)平衡點。這是門技術(shù)，也是種技巧，每面對一種新情況都需要做相應(yīng)的改變?？缭轿幕闹刂卣系K，這是個大難題。”