Unit 10 Motivating Employees

Maslow's hierarchy of needs

Abraham Maslow's hierarchy of five basic needs-- physiological needs (food, water, sleep, oxygen, warmth, and freedom from pain), safety, social belonging, esteem, and self-actualization -- comprises lower-and higher- order needs. Maslow claimed that as each level of need is gratified, we seek a higher-order need. Social belonging, esteem, and self-actualization are growth needs. The two lower-order needs are deficiency needs.

McClelland's three basic needs

David McClelland's well-known theory of need motivation focuses on the needs of achievement, power, and affiliation. People with a high need for achievement seek jobs and tasks in which they have personal responsibility and can obtain quick feedback on their progress and attainment. They are moderate risk takers, preferring the odds of success to be even or in their favor. They are motiveated by outcomes that they believe are a consequence of thei own achievements. People with a high need for power seek situitions where they can have power and influence over others. Lastly, people with a high need for affiliation are motivated by being liked and accepted by others. They are most motivated in work situitions where there is a high degree of cooperation and where greater priority is given to attaining mutual understanding among the group.

It is the needs for power and affiliation that are related to managerial success, particularly in large organizations, the best general managers having a high need for power and a relatively low need for affiliation.

Herzberg's motivators and hygiene facors

In 1968, Frederick Herzberg published an article in which he proposes that the key to motivating employees lies in job design and job enrichment.

He sees individuals as having two basic needs. One set stems from the inbuilt drive to avoid pain and to satiate biological needs. The other set of needs is concerned with achievement, recognition for achievement, the work itself, responsibility, growth, and advancement. The first set of needs he calls hygiene factors, which are extrinsic to the work the employee does and include working conditions, salary, status, etc. The second set of needs comprise motivating facors and are intrinsic to the work

New Guys

accountable   陈担责任

affiliation   结交，交往

discretion   自主，自由决定

gratify   使满足

identifiable   可确定的

incentivize   使。。。具有动机；激励

mundane   日常的

satiate   满足

steward   管家，管事人

agent   代理人

principal   委托人

self-actualization   自我实现

self-efficacy   自我能力的肯定

self-serving   谋求私利的，损己利人的

social belonging    社会归属感

deficiency needs   匮乏性需要

货币名称 现汇买入价 现钞买入价 卖出价 基准价 中行折算价 发布时间 英镑 1478.83 1447.65 1490.71   1485.09 09:57:54

 

日期:2006/07/31

货币名称 现汇买入价 现钞买入价 卖出价 基准价 中行折算价 发布时间 英镑 1480.34 1449.13 1492.23   1485.09 17:17:08

Unit 9 staff training

Needs assessment diagnoses current problems and future challenges to be met through training and development.

Needs result in training and development objectives. Specific, measurable, time-targeted objectives give the trainer and the trainee specific goals that can be used to evaluate their success. If the objectives are not met, failure gives the HR department feedback on the program and the participants.

Learning principles are guidelines to the ways in which people learn most effectively. These principles are participation, relevance, transference, and feedback. Research suggests that they apply equally to domestic and international training situations.

Job instruction training is received directly on the job, and so it is often called “on-the-job” training. It is used to teach workers how to do their current jobs. A trainer, supervisor, or coworker serves as the instructor.

To cross-train employees in a variety jobs, some trainers move a trainee from job to job. Each move normally is preceded by job instruction training. Besides giving workers variety in their jobs, cross-training helps the organization when vacations, absences, downsizing, or resignation occur.

Apprenticeships  involve learning from a more experienced employee or employees, though it may be supplemented with off-the-job classroom training. Coaching is similar to apprenticeships, although it tends to be less formal than an apprenticeship program because there are few formal classroom sessions and because it is provided when needed rather than being part of a carefully planned program. Coaching is almost always handled by the supervisor or manager, not by the HR department.

Lectures and other off-the-job techniques tend to rely more heavily on communications than on modeling.

Role playing is a device that forces trainees to assume different identities. A male subordinate may play his female manager. Ideally, trainees get to see themselves as others see them. The experience may create empathy and tolerance of individual differences and is therefore well suited to diversity training, which aims to create a work environment conductive to a diverse workforce. This technique is used to change attitudes, and also helps develop interpersonal skills.

New Guys

Apprenticeship    学徒制

Cockpit   驾驶舱

Empathy   移情，情感移入

Etch   把。。。铭记在心，给。。。极深的印象

Gauge   测量，计量

Incumbent   任职者，责任人

Pinpoint   确定，集中焦点于

Salient   突出的，显著的

Simulation   仿真

Tentative   实验性，暂时的

Transference   可转移性，可传递性

Vicarious   感受到的

Behavior modeling   行为模型

Cross-training   交叉培训

Job instruction training   工作指导培训

Job rotation   工作轮换，职位轮换

Self-nomination   本人提供

Task forces   特别工作组

Task identification   任务确定法

Trade-off   交易，交换（以达到平衡）

 

日期:2006/07/28

货币名称 现汇买入价 现钞买入价 卖出价 基准价 中行折算价 发布时间 英镑 1475.91 1444.79 1487.76   1480.63 14:46:02

日期:2006/07/27

货币名称 现汇买入价 现钞买入价 卖出价 基准价 中行折算价 发布时间 英镑 1477.11 1445.97 1488.97   1479.52 16:50:40

日期:2006/07/26

货币名称 现汇买入价 现钞买入价 卖出价 基准价 中行折算价 发布时间 英镑 1464.41 1433.54 1476.18   1470.3 09:29:19

 

日期:2006/07/26

货币名称 现汇买入价 现钞买入价 卖出价 基准价 中行折算价 发布时间 英镑 1464.45 1433.58 1476.22   1470.3 14:50:50

Unit 8 Performance Management: Organizational Uses

 

Comperative approaches require the raters to compare each employee to the other employees. In a faoced distribution, a certain fixed percentage of employees must be given the highest rating, a certain percentage the next highest rating, and so forth. An even simpler procedure, the rank order method, merely requires the manager to rank order his or her employees from best to worst. The comparative approach has both ads and disads. The basic ads include the fact that these systems force managers to assign low ratings or rankings to some employees. A second ad is their basic simplicity and ease with which they are developed. A chief disad is that this method tends to produce resentment and bickering among the employees and supervisor, and it makes comparisons between different departments difficult if not impossible. Another disad is that the comparative approach usually provides little concrete information on which to make the comparisons. In terms of providing feedback to employees, then, this method  is generally of limited use.

 

A graphic scale is a type of form that uses broad, relatively ambiguous work dimensions, such as quality, leadership, and reliability. The major advantage of graphic scales is the ease in developing and using them. Because the same scales could be used for nearly all jobs, comparisons between different departments, and even employees in different jobs, could be easily made. Given these ads, it is not surprising that graphic scales are the most commonly used form. These scales also have some potentially serious shortcomings. Due to the ambiguous nature of the scales, different suoervisors may ascribe quite different meanings to the dimensions and may have different standards for what average, poor, and good performance are. These scales tend to be less usefull for feedback purposes as well, because they do not specify what good, average, and poor performance entail.

 

Behaviorally based scales were developed as a response to the shortcomings of the graphic scale approach described above. The major aim of behaviorlly based scales is to provide a set of scales that is defined in a precise, behavioral fashion.

 

Management-by-objectives(MBO) became popular in the 1970s as a means of removing much of the subjectivity in performance appraisals. Essentially, this form uses clearly defined objectives or goals and a specified time frame in which they will be reached. Because the objectives and time limits are clearly defined, it should be clear to any observer at the end of the time period whether or not the goals were met. Moreover, the form encourages extensive employee participation, which should increase employee commitment to the objectives.

However, MBO programs stll have several weaknesses. One weakness is that different objectives may be set for different individuals doing the same job. Therefore, MBO probable would not be appropriate for determining promotions or pay araises. Second, the objectives may be set too low. Third, use of MBO tends to encourage short-term objectives that are simple to quantify, when in fact a longer-term perspective with more qualitative goals may be appropriate.

 

A 360-degree feedback system is a performance management

 

 

日期:2006/07/25

货币名称 现汇买入价 现钞买入价 卖出价 基准价 中行折算价 发布时间 英镑 1471.58 1440.55 1483.4   1477.49 06:45:23

 

日期:2006/07/25

货币名称 现汇买入价 现钞买入价 卖出价 基准价 中行折算价 发布时间 英镑 1468.15 1437.2 1479.94   1473.57 10:33:53

 

日期:2006/07/25

货币名称 现汇买入价 现钞买入价 卖出价 基准价 中行折算价 发布时间 英镑 1472.24 1441.2 1484.07   1473.57 17:25:55

货币名称	现汇买入价	现钞买入价	卖出价	基准价	中行折算价	发布时间
英镑	1474.29	1443.2	1486.13		1476.54	16:59:04

 

 

                                     applicant arrives at organization

 

                                          Job Opens?-- Yes

 

                                     Job Preview/Interest Screen

 

                                           Application Form

 

                  Test                                                          Interview

 

                                     Background Investigation

 

                                     Additional Interview (Optional)

 

                                     Conditional Job Offer

 

                                     Medical Exam/Drug Test

 

                                     Job Placement

 

 

Ability tests assess the skills that individuals have already learned.

 

Aptitude tests measure general ability to learn or acquire a skill.

 

A selection interview is designed to assess job-related knowledge, skills, and abilities (KSAs) and clarify information from other sources. This in-depth interview is designed to integrate all the information from application forms, tests, and reference checks so that a selection decision can be made. Because of the integration required and the desirability of face-to-face contact, the interview is the most important phase of the selection process in many situitions. Conflicting information may have emerged from tests, application forms, and references. As a result, the interviewer must obtain as much pertinent information about the applicant as possible during the limited interview time, evaluate this information against job standards, and make a decision.

 

Reliability is the ability to pick the same qualities again and again in applicants.

 

The important point to remember is that the validity of the interview depends on the type of interview used and the capabilities of the individual interviewers.

 

Strategic staffing involves three groups of activities: (1) the acquisition of personnel, (2) the orientation and socialization of new employees, and (3) the movement of employees into the proper positions within the organization. This section focuses on how staffing enhance strategic implementation via the three activities mentioned above.

 

Contingent personnel refers to those employees hired from temporary employment agencies, leased from employee leasing companies, or, obtained through independent contracting to perform specific tasks.

 

 

in-house   机构内部的

tactful   乖巧的，机敏的

armored-car   装有钢板的卡车（运钞票等）

verify   核实，查清

coefficient   系数

oversell   过分吹嘘

disenchant   使不抱幻想，使醒悟

materialize   实现

scenario   设想，方案

polygraph   测谎仪

validity   效度

dexterity   灵巧，熟练

simulate   模拟

spreadsheet空白表格程序

in-basket   收文蓝

retention   记忆力，保持力

desirability   可取，有利条件

pertinent   有关系的，相关的

crux   关键

contingent   附带的，非主要的

contemplate   思忖，对。。。作周密考虑

lateral   横向的

layoff   临时解雇（期），失业期

de facto   实际的，事实的

reference checks   个人证明材料检查

Realistic Job Preview (RJP)   实际岗位演习

derailing   出轨

General Aptitude Test Battery (GATB)   普通能力倾向成套测验

刚来烟台的那天济南热得厉害，站在车站里面等车就已经大汗淋漓。

 

下车的时候海涛说今天烟台热得厉害，我说这天多凉快啊，海涛说谁敢跟济南比阿，笑。

 

后来烟台开始下雨，天阴着，看不见太阳。

 

下雨那天晚上睡觉我已经卷缩成一团，最后竟然还是睡着了，并且没有感冒。

 

穿短衣出去已经觉得冷，完全是一片秋天的景象。

 

烟台，我不禁感叹——的确是个夏天睡觉的好地方！！

 

连日的雨让我啥事都不能干，不能游泳，不能钓鱼，不能出去玩。。。

 

世界突然变得只剩下那个小屋子，跟外面的雨。

 

雨，还是不停的下，妈妈说生我的时候，外面就下着雨。

 

这样的小雨，不像济南的暴雨，而是细细的，打不打伞都没有大碍。

 

出去一趟回家，眼镜已经被雨点模糊。

 

ps. 刚打死一只蚊子。。。

 

睡觉的好天气，却着实是磨人的坏天气。

 

雨，只有雨，没有阳光和沙滩。。。

 

FT

 

Advantages                                                   Disadvantages

 

                    Internal Sources for Recruiting

 

Morale of promotee                                        Imbreeding

Better assessment of abilities                            Possible morale problems of those not promoted

Lower cost for some jobs                                "Political " infighting for promotions

Motivator for good performance                        Need for management-development program

Causes a succession of promotions

Have to hire only at entry level

 

 

                    External Sources for Recruiting

"New blood" bringing new perspectives             May not select someone who will "fit" the job or organization

Cheaper and faster than training professionals

No group of political supporters in organization already

                                                                   May cause morale problems for internal candidates not selected

May bring industry insights                               Longer "adjustment" or orientation time

 

 

Most organizations combine the use of internal and external methods. Organizations that operate in a rapidly changing environments and competitive conditions may need to place a heavier emphasis on external sources as well as developing internal sources. However, for those organizations existing in enironments that change slowly, promotion from within may be a more suitable.

 

HRP

 

Ongoing General Recruiting Visibility

 

Using Requisition, Manager Notifies HR Unit of Opening

 

HR Recruiter and Manager Review  Job and Needed Qualifications

 

Internal Sources Are Checked (Promotion, Job Posting, etc.)

 

External Sources Used

 

Selection Process

 

Follow-up and Evaluation and Tie Back to HRP

 

 

Job posting and bidding is a system in which the employer provides notices of job openings and employees respond by applying for specific openings.

 

Job posting and bidding systems can be ineffective if handled improperly. Jobs generally are posted before any external recruiting is done. The organization must allow a reasonable period of time for present employees to check notices of available jobs before it considers external applicants. When employees' bids are turned down, they should have discussionswith their supervisors or someone in the HR area regarding the knowledge, skills, and abilities they need in order to improve their opportunities in the future.

 

 

operationalize   实施

visibility   可见性，明显性

pros and cons   利弊，正反两方面

perpetuate   使永久，保持

infuse with   使充满，鼓舞

trigger   发动，引起，促使

screening   筛选，审查

referral   介绍，推荐

connotation   内涵，涵义

stipulation   条款，条件

displace   撤换，免职

turnover   新雇员比例，人员更替率

intership   实习生的职位，实习期

spell out   详细地说明

bulletin board   布告板，布告牌

lead time   从订货到交货的时间间隔

cost-efficient   有成本效益的，划算的

social security benefits   社会保障福利

job posting and bidding   工作公告和工作投标

Promotion From Within (PFW)   内部提升

 

EEO is a broad concept holding that individuals should have equal treatment in all employment-related actions.

 

Reverse discrimination is said to exist when a person is denied an opportunity because of preferences given to a member of a protected class who may be less qualified. Specifically, some critics charge that white males are at a disadvantage taday, even though they traditionally have held many of the better jobs. These critics say that white males are having to "pay for the sins of their fathers".

 

Regardless of the ultimate outcome of the debate on affirmative action, it is critical that employers recognize the diversity of their workforces and that diversity issues be addressed.

 

laws occur intentionally, accidently, or through ignorance

 

Disparate treatment occurs when protected-class members are treated differently from others. For example, if female applications must take a special skills test not given to male applicants, then disparate treatment may be occuring. If disparate treatment has occurred, the courts generally have said that intentional discrimination exists.

 

???Disparate impact occurs when there is a substantial underrepresentation of protected-class members as a result of employment decisions that work to their disadvantage.

 

 

designate   指名，表明

underrepresented   未被充分代表的

volatile   变化无常的，不稳定的

reverse discrimination   逆向歧视：为免除黑人、女人在入学、受雇等方面受歧视采取强制性平等措施而在客观上形成对白人、男性利益的损害

in reverse   向相反方向

backlash   强烈反对

proactive   前摄的（指回忆时先知资料较后知资料占优势的）

dexterity   灵巧，熟练，敏捷

tap   开发，着手利用

learn sth. the hard way   经过艰难困苦后学会（或知道）某事

reinstate   是恢复原职

reimburse   偿还，付还（所花的钱）

prudent   审慎的，小心的，精明的

be subject to可有。。。的，将会。。。的

leeway   余地

file   提起（诉讼等）

plaintiff   起诉人，原告

liability   责任

punitive   惩罚的，刑罚的

back pay   欠薪

cap   经费等最高限度

decree   判决，裁定

municipality   市政当局

affirmative action   反优先雇佣行动

punitive damages   罚金

reverse discrimination   反向歧视

disparate treatment   差别性对待

disparate impact   差别性影响，不利影响

burden of proof   举证责任

sex role stereotype   性别角色的刻板定型

seniority systems   资历体系

glass ceiling   玻璃天花板

 

 

The most basic building block of HRM, job analysis, is a systematic way to gather and analyze information about the content and human requirements of jobs, and the context in which jobs are performed. This information is essential to other HRM activities.

 

Job analysis identifies what the existing tasks, duties, and resposibilities of a job are.

 

A job is a grouping of common tasks, duties, and resposibilities. A position is a job perfomed by one person. Thus, if there are two persons operating postage meters in a mailroom, there are two positions (one for each person) but just one job (postage meter operaor).

 

A job family is a grouping of jobs having similiar characteristics.

 

Job design refers to organizing tasks, duties, and responsibilities into a productive unit of work. It involves determining the content of jobs and the effect of jobs on employees.

 

Job design is broader in nature and has its primary thrust meshing the productivity needs of the orgnization with the needs of the individuals performing the various jobs. Increasingly, a key aim for job design is to provide individuals meaningful work which fits effectively into the flow of the reganization . It is concerned with changing, simplifying, enlarging, enriching, or otherwise making jobs such that the efforts of each worker better fit together with other jobs.

 

Job analysis has a much narrower focus in that it is a formal system for gathering date about what people are doing in their jobs. The information generated by job analysis may be useful in redesigning jobs, but its primary purpose is to get a clear understanding of what is done on a job and what KSA's are needed to do a job as it has been designed. Documents that capture the elements identified during a job analysis are job descriptions and job specifications.

 

A job description indicates the tasks, duties, and responsibilities of a job. It identifies what is done, why it is done, where it is done, and, briefly, how it is done. Performace standards should flow directly from a job description, telling what the job accomplishes and what performance is considered satisfactory in each area of the job description.

 

While the job description describes activities to be done in the job, job specifications list the knowledge, skills, and abilities (KSAs) an individual needs to perform the job satisfactorily. Knowledge, skills, and abilities (KSAs) include education, experience, work skill requirements, personal abilities, and mental and physical requirements.

 

Accurate job specifications identify what KSAs a person needs to do the job, not necessarily what qualifications the current employee possesses

 

 

building block   基础材料

encompass   包含，包括

thrust   趋势，动向，推动力

mesh   使紧密配合，使相互协调

incumbent   现任者，在职者

psychometric   心理测量学

terminology   术语

discretion   斟酌决定权

scrutiny   监视，监督

job specification   工作规范

work sampling   工作抽样

 

Effective HR P is the vehicle and catalyst that can transform the personnel manager into the HR manager. The transformation occurs through working closely with executives to mobilize the work force toward common goals and strategic change. If successful in this role, HR manager can shed the image of incidental administrators and become valued partners in the core management team.

 

This definition has several key points. First, HRP focuses on the congruence between jobs and people. Second, HRP deals with the overall organization or its major segments; it is not a microanalysis of a single business segment. Third, HR is tied to the overall business plans of the organization, but it is a line resposibility that supports the business planning of core management. Lastly, HRP is not a unidimensional program-- it is neither succession planning, career development planning, nor planning for the HR function-- but a process by which business and HR strategic are integrated.

 

Thus, HRP is as an electric process which combines traditional approaches with newer concepts from a number of disciplines, including HRM, economic theory, mathematics, and the behavioral and computer sciences.

 

The HRP process includes four stages: situation analysis, HR demand analysis, HR supply analysis, and risk and strategy development.

 

A risk analysis begins with integration of information gathered in the previous steps. First, key HR issues are extracted from the situation analysis. Next, the demand and supply analyses are compared to identify any gaps or surplus of talent. Then, key HR objectives that the organization must accomplish before implementing the strategic business plan are defined. This final step is called a risk analysis because the organization's plans and programs are at risk unless the necessary HR resources are available. If the organization's strategic or business plans are at risk, then basic HR strategies must be adopted and executed.

 

 

shed slight on   使某事显得非常清楚，阐明某事，使人了解某事

optimize   使尽可能完善，最有效地进行（经济活动）

catalyst   刺激、促进因素

congruence   一致，适合，和谐

microanalysis   微量分析

electric   不拘一格的，兼收并蓄的

remedial   补习的

revenue   国家的税收

block grant   固定拨款

parameter   参数，特征，界限

discern   认识，了解

grievance   申诉，诉苦，抱怨

concomitant   相伴的，伴随的

be best with   受困扰，苦恼

divest   使摆脱

qualifications inventory   资格数据库

skill inventory   技能储备

succession planning    继任计划

performance appraisal   绩效评估

 

From the traditional perspective, the role of personel department handle administrative tasks as follows:

 

HR planning

Recruiting staff

Job analysis

Establishing performance review systems

Wage, salary, and benefits administration

Employee training

Personnel record keeping

Legislative comliance

Labor relations

 

a universalistic approach to SHRM places HR managers in the role of persuading their firms to adopt a set of universally effective HR practices:

 

A saystem of internal career opportunities

Formal training systems

Well-developed performance-appraisal measures

Employee profit sharing

High levels of employment security

Voice and grievance mechanisms

Clear job definitions

 

 

Internal refers to the consistency among various HR practices within a firm.

 

External fit is the degree to which HR practices are consistent with the firm's overall business competitive standing relative to other firms in its industry by becoming highly "customer focused".

 

 

The role of the HR professional is to improve the quality and cost-effectivenes  of the HR services provided and to increase the satisfaction of the management "customers" in the various business units within the firm.

 

Within the configurational approach to SHRM, the effectiveness of HRM in enhancing a firm's competitive advantage and success depends on a set, or bundle, of HR practices rather than on any single HR program or policy.

It is widely acknowledged that employee performance is a function of both motivation and ablity.

 

Differences between Key HR Skills in Traditional HRM and Strategic HRM

 

Traditional HRM                                             Strategic HRM

Specialist                                                      Generalist

A good policy and procedure writer                  A good communicator

Current focus                                                Current and future focus

Monolingual ( Speaks HR-ese)                          Speaks the languages of business

Management-hierarchy focused                        Customer-focused, good customer relations sklls

Few financial or marketing skills                         Understanding of these aspects of the business

Stays " within the box"                                   Thinks " outside the box"

Focused on the internal organization                 Focused on the internal organization and the broader society

Factual communicator                                     Persuader

A nationalist                                                  An internationalist

 

 

half-life   半衰期

bundle   捆，束，包

single-program   单一计划

magic bullet   魔法，妙方

function    应变物

articulate   清晰明白地说

leverage   支持，补充，通过杠杆作用影响

universalistic   普遍的，一般的

configurational    结构的，构造的

hone   磨练，训练

generalist   通才

professionalism   专业主义

 

 

 

HRM refers to the policies, practices, and systems that influence employees' behavior, attitudes, and performance. Many companies consider HRM as involving "people practices". These HRM practices include determining HR needs (HR planning), attracting potential employees (recruiting), choosing employees (selection), teaching employees how to perform their job and prepairing them for the future (training and development), rewarding employees (compensation), evaluating their performance management and creating a positive work environment (emloyee relations). Only recently have companies looked at HRM practices as a means to contribute to profitability, quality, and other business goals through enhancing and supporting business operations.

 

The HR function is in transition from an administrative function to a strategic business partnership.

 

Outsourcing of the administrative role has also occurred.

 

Other roles such as practice development and strategic business partnering have increased.

 

"human resource is being transformed from a specialized, stand-alone function to a broad corporate compentency in which HR and line managers build partnerships to gain competitive advantage and achieve overall business goals."

 

 

profit cannot be the only goal-- that managers and corporations have a duty to behave in a responsible fashion toward a set of stakeholers, which goes well beyond owners. These stakeholders include customers, the community in which the business is located, employees, and even nonhuman entities such as the environment.

 

 

HR benchmaking is the process of comparing one's HR practices with those of another firm, particularly a competitor, as a way to outperform the competition.

 

 

leverage  举债经营

 

triple crown  三连冠

 

downturn   低迷时期

 

utility companies  公用事业公司

 

benchmark  基准

 

state-of-the-art  当前科技水平，科技最高水平

 

substantiate  使实体化，证实

 

outperform  做的比。。。好

 

cost-effectiveness   成本效率

 

 

这是第二次看3：00的球了，上次是阿根廷跟墨西哥好像。因为下午打球太累，中间睡着好几次。最让我恼火的是最后4分钟才进球，当时已经眼睛基本上已经是快睁不开了。

 

之后睡到12：00才醒

 

 

 

对德国队不了解，其实对足球就不算了解，但是由于对体育运动的喜爱，在跟同学看球的时候也能时常评述一下比赛的战略，至于人名，实在不能像讲述NBA球员一样如数家珍，总是觉的踢足球的人名太难记住了。

 

尽管如此，仍然挡不住我这样一个门外汉看球的热情，4年一届啊～～

 

 

喜欢日尔曼民族的不屈。

 

喜欢卡恩脸上典型的斯拉夫人的沟壑。

 

我跟人说，如果让我学第二外语，我一定要学德语。这是一个有特点的民族，不屈的民族。

 

虽然在一战和二战中德国都对人类带来了灾难，但是德国人战后的活力与生机会让每一个小觑它的人胆寒。就像上一届世界杯，没有人想到德国对会打入决赛。

 

德国人骨子里面的严肃、服从、不屈，让他们很容易被不怀好意者利用。像二战时期的希特勒，一个曾经在一战中打过仗，在街头乞讨的人，一个“留着小胡子的流氓”，凭借他的疯狂与德国人渴望重新崛起的渴望，竟然让整个德国臣服在他脚下。这样的情景，用个不恰当的类比，像当年俄罗斯人对斯大林，中国人对毛泽东，日本人对天皇。也许，在那个时代，集权才是王道。

 

但是在西方，不要忘记美国，曾经挥舞着星条旗坐收一战余利，曾经因为它的参战而改变两次世界大战结局的国家。凭借着制衡与三权分立成为世界的龙头老大，我在提到德国的不屈的同时，不得不说说美国的精明，罗斯福的精明，这个后半生在轮椅上度过的高个子总统左右了二战，当然，美国的参战还要拜日本的偷袭所赐，如果不是珍珠港事件，罗斯福也许会在与议会的争论中下台，那么历史，就不再是现在的样子。

 

扯远了又。德国是一支年轻的球队，流淌着日尔曼民族的鲜血，止步半决赛不会让他们屈服，他们严肃、纪律、坚强，更重要的，他们有了克林斯曼，一个集足球技术、日尔曼精神与美国文化于一体的人，我相信几年以后他的这支德国队会王者归来。

2006年7月3日

 

3号上午去签证中心签证，在我前面一个大叔一个人办了三个人的签证，青岛的，好像是英国那边公司邀请的，也挺牛的，呵呵，只是太不专业，很多东西都没翻译，害我等了1个钟头。

 

给我办的时候倒是顺利许多，那位小哥的英文写的真是不错，羡慕。。。

 

 

之后，花50块钱修了手机，还是跟上次一样的毛病，不能开机，一厮摆弄一下就要了我50，真黑。好像明白为什么在广东高级技师的年薪比博士学位的还要高500了。

 

 

 

再后来，回学校了，校园里面因为放暑假已经没有了往日的喧嚣，安静的很，偶尔会看见提着箱子回家的同学。很幸运，2个月以后，他们还能回来。而我们，只能在最后记住学校的模样，等我们再回来的时候——如果我们还能回来的话——也许，再也找不到曾经走过的小路，照片上的树，和过去的记忆。

 

回到宿舍，已经是一片狼藉，每个人脸上已经看不出离别，只有收拾行李的忙碌。自己的宿舍只剩下了3跟4，突然想在墙上写点什么，但是找不到笔。。。我还能回忆他们的生活习惯：

老大喜欢在床上趴着睡

老2喜欢学我们说的方言，但是总是不伦不类

老3一激动就会稍微有点结巴

老4有的时候睡觉会大呼噜，我就在他下面。。。

老5。。。

老6的床单、被套、枕巾到底有多长时间没有洗一直是个迷。。。千万不要跟他吵架，因为他根本不讲道理，或者说是只讲歪理

老7 a. 在新加坡养得不错，白白胖胖的，因为没有一起住几天，实在没发现什么习惯

老7 b. 大三进来的，呵，从广告专生本过来的济南哥们儿，笑起来眼睛总是迷成条线，呵，大四后半年基本上就没大见着他

老8，喜欢放屁，而且控制得很好，哈哈

 

。。。

 

写到这里吧，毕业的日子，就这样结束了。