【正文】 is not for lack of 。Pharmaceutical and medicaldevice panies are quite good at treating the conditions thate with 。However, the pill s longawaited final approval may not e until April, if at 但是，如果獲得批準，該藥品的漫長的最終肯定直到四月份才會到來。A mittee advising America s Food and Drug Administration remended that itapprove Vivus s diet drug, ，Vivus制藥公司朝著這個目標前進了一步。Find a way to battle the bulge and a huge profit might be ，說必定就此大賺一筆。二．A big, bad business點肥成金不現實Medical firms struggle to profit from weightloss treatments制藥公司試圖從減肥治療中獲利OBESITY is an epidemic to some and an opportunity to ，對別的一些人來說則是機遇?？射J教育官網Likewise, 41% of bosses say their firm rewards performance based on values rather thanmerely on financial ，41%的老板稱其公司對績效的獎勵是建基于價值觀之上的，而不僅是業(yè)績。Some 27% of bosses believe their employees are inspired by their %的老板認為自己公司的員工能夠被公司所激勵。Tragiically, the study found that bosses often believe their own guff, even if theirunderlings do ，研究還發(fā)現老板們時常對自己瞎掰的那一套信以為真，即便員工們不以為然。More than 90% of employees in selfgoverning firms, and twothirds in the informedacquiescence category, agreed that good ideas are readily adopted by my %的員工承認 絕妙的想法很容易會被公司采納，選擇性順從型公司中也有三分之二的員工這樣認為。Yet only a quarter of those in the blindobedience firms said they were likely to blow thewhistle, pared with over 90% in selfgoverning ，在盲目服從型企業(yè)中只有約四分之一的員工說他們可能會揭發(fā)這種行為，而在自我管理型企業(yè)中卻有90%的員工會進行揭發(fā)。The study found evidence that such differences ，證明這些公司文化之間的差異事關重大。The largest category, 54%, saw their employer s culture as topdown, but with skilledleadership, lots of rules and a mix of carrots and sticks, which Mr Seidman calls ，即有54%的人認為其公司文化自上而下型的，但公司的領導也有技巧可言，只是規(guī)則繁多并存在軟硬兼施的手段，塞德曼先生稱這種為 知情服從型。Commissioned by Dov Seidman, boss of LRN, a firm that advises on corporate culture, andauthor of How ，LRN的老板、同時也是《怎么做到的?》a book arguing that the way firms do business matters as much as what they do, andconducted by the Boston Research Group, the National Governance, Culture and LeadershipAssessment is based on a survey of thousands of American employees, from every rung ofthe corporate ?塞德曼委托波士頓研究集團進行這項 國家治理、文化和領導能力評估 的研究，該研究是以對來自公司各個級別的數千位美國雇員的調查為基礎的。Nearly every big firm claims to be building a more caring and ethical 幾乎每一家大型企業(yè)都宣稱自身正在發(fā)展更為關懷體貼、合乎道德的企業(yè)文化。PepsiCo has started preaching a creed of performance with ： 目的性績效。and is trying to instil a valuesbased culture, in which employees can be trusted to do theright thing because they know what the firm stands ，沃爾瑪正嘗試逐漸培養(yǎng)一種以價值觀為基礎的公司文化，在這種文化中，員工了解公司的主張，所以能夠得到公司的信任，去做他們認為正確的事情。AS WALMART grew into the world s largest retailer, its staff were subjected to a long list ofdos and don ts covering every aspect of their ，其員工在工作的各方各面都受到了一大堆規(guī)則的限制。所見即所信。Mr Marr s sober conclusion feels adapt the queen s oneliner: for all that thespectacle and unattainable glamour of royalty still fascinates , forBritain s jubilee monarch the show is a means to an seen is about being 。女王應有的使命感賦予了她意義。然而喜好無關緊要。Mr Marr palpably likes the queen, whether for touring the country to greet and thank peoplemostly ignored by “London power brokers”, or for relaxing when her work is done with “aglass of something cheerful”.Yet liking is not really the Mr Marr s words, there isonly a little space, though “an interesting space”, between the queen and the woman wholives her calling gives her “is what she does”.能感覺的出來，馬爾是欣賞女王的。在現代英國—處于一個焦躁不安，要出風頭的位置—馬爾筆下的伊麗莎白二世以她的謹慎而名，也深知作為標志性的人物“最好保持沉默”。這個想法非常明智，但是這過度夸大了大多數英國人對現行體制的擔心。In perhaps a claim too far, Mr Marr emphasises the fort offered by the queen as asymbol of the continuing British representing those who did not vote for thecurrent government or did not vote at all, she strengthens democracy, he is aclever thought, but may overstate the degree to which most Britons suffer fromconstitutional ，這一點可能說的有些過頭了。在書中，馬爾描述了女王和她強烈的使命感：女王是“受到了上帝召喚”，要將自己的生命獻給民眾。這是一本令人欽佩的傳記，它記述了一位守舊、盡職的女王每周會見首相時提供的 “高級療法”—用馬爾的話來說—這是首相和女王分擔焦慮、共謀計策的時刻，這些談話的內容永遠不會泄露出去。Mr Marr, a former political editor of the BBC and author of some shrewd books on modernBritain, sets himself a more ambitious task: to explain what the queen s role and positiontell us about her is an admiring portrait, of an unfashionably dutiful monarchwho in her weekly audiences offers prime ministers what he calls “a kind of highertherapy”—a chance to share anxieties or explanations which will never leak, with someonewho has read almost every state secret of the past 60 describes the queen and her strong sense of vocation, as a monarch “Godcalled” togive her life to her people as a by understanding that calling, he writes, canthe queen be 馬爾以前是英國廣播公司的一位政治編輯，曾寫過幾本關于現代英國的書，很有見地。這些無足輕重的事情一點都不有趣，僅僅因為它們和女王有關。里根回憶：有一次和女王，菲利普親王以及查爾斯王子在溫莎城堡里共進早餐，當她看到在座的每個人都自己從一個大盒子里倒出吃的食物，她很驚訝。一個目擊者描述，在女王去肯塔基州一戶養(yǎng)馬人家時，一只小狗當著女王的大便，這打破了沉默的氣氛。史密斯女士生動地記敘了她在華盛頓一個花園派對和在倫敦的一次招待會上同女王簡短的談話，也寫到了一些遇見女王的人的輕率之舉動。史密斯向讀者描述了女王作為朋友的一面。she was surprised that everyone poured their own cereal fromthe is reported that the queen likes a travel rug round her knees and used to wear ahard hat when watching stallions cover her footling stuff is only of any interest because it is aboutthe —fatally—those same domestic details have nothing to do with why ElizabethII, as queen, is 一些次要人物在接受采訪中大都表示生正逢時的幸運。但是與皇室成員的接觸也是有其限制之處。哈德曼是《每日郵報》的一名王室事務記者，他模仿電視真人秀的紀實特點，展現了英國女王的生活中很重要的部分。拉西博學多才，對女王懷有偏見，他似乎有些反感這些皇室成員，在他書中一些沒有提及姓名的官員和圈內人也此表示了同感。布拉德福德女士引入一部分歷史事實，以輕松的筆調帶領讀者信步于這兩派熟知的情節(jié)之間。啊，她解釋道，一旦公眾看到了皇家的畫室，他們會好奇臥室是什么樣子。布拉德福德女士坦白她是支持皇室的，她曾經將幾種關注皇室的不同行為進行了分類。布拉德福德和羅伯特In the process, all five biographers wrestle with the question neatly framed by their subjectherself: if to see the queen is to believe in her, what vantage point allows the mostauthentic experience of faith? Which queen is the most “real”, the private woman or thepublic figure? Each offers a different ，五本傳記都在試圖回答一個問題，這個問題都和女王有關：如果要信任我們所看到的女王，那么我們應站在什么角度來獲得這些最為真實的信任?哪一個女王是最“真實”的?那個低調的女子還是那個公共人物?每個人心中都有不同的答案。作者們吹噓曾看過女王辦公的樣子，采訪了皇室家族的成員們，翻閱無數文獻資料。The double nature of the queen—an unusually private woman with extraord