1、精選優(yōu)質(zhì)文檔-傾情為你奉上精選優(yōu)質(zhì)文檔-傾情為你奉上專(zhuān)心-專(zhuān)注-專(zhuān)業(yè)專(zhuān)心-專(zhuān)注-專(zhuān)業(yè)精選優(yōu)質(zhì)文檔-傾情為你奉上專(zhuān)心-專(zhuān)注-專(zhuān)業(yè)Bill Gates 比爾蓋茨When I was 19, I caught sight of the future and based my career on what I saw. I turned out to have been right.Bill Gates“我19歲看到了未來(lái)，并將我的所見(jiàn)當(dāng)作我事業(yè)的基點(diǎn)，結(jié)果證明我是對(duì)的。”比爾蓋茨Hes the most famous businessman and the richest man in the wo

2、rldworth an estimated $40 billion in 1997. Without a doubt, Bill Gates belongs in the same class as Thomas Edison, Alexander Graham Bell, and other great minds who changed the world. The self-described hacker has dominated the personal computing revolution and modernized the whole world in the proce

3、ss. Indeed, his classification into any other rank than this would seriously understate his impact on the world.他是當(dāng)今世上最著名的商人、最有錢(qián)的富豪1997年他的資產(chǎn)預(yù)計(jì)為400億美元。毫無(wú)疑問(wèn)，他與托馬斯愛(ài)迪生、亞歷山大格雷厄姆貝爾以及其他改變世界的偉人屬于同一行列。這個(gè)自稱(chēng)為“黑客”的人主導(dǎo)著個(gè)人計(jì)算機(jī)革命，并在這一過(guò)程中使整個(gè)世界現(xiàn)代化。的確，將他劃入任何其他行列，都可能大大淡化他對(duì)世界的影響。Gates success stems from his personality:

4、 an unbelievable and at times frightening blend of high-voltage brilliance, drive and competitiveness. When the chairman and CEO walks through the corridors of Microsoft, it is like a switch being turned on; everything and everyone around him is charged with 10,000 volts of electricity. Gates sets t

5、he example and Microsoft employees follow. The schedule he keeps is one hint as to what he expects from his employees. Its not unusual for the dean of the Microsoft campus to put in 16-hour days.蓋茨的成功源自他的人格：他才華橫溢、沖勁十足、爭(zhēng)強(qiáng)好勝，這些加在一起令人難以置信，有時(shí)甚至令人畏懼。當(dāng)這位董事長(zhǎng)兼首席執(zhí)行官走過(guò)微軟大樓的走廊時(shí)，他身邊的人和物就像被打開(kāi)了電源，充了一萬(wàn)伏電。蓋茨樹(shù)立了榜樣，微

6、軟的員工緊隨其后。他的工作安排暗示著他對(duì)員工的期待。這位“微軟校園”的“校長(zhǎng)”經(jīng)常每天工作16小時(shí)。Indeed, if theres one thing that distinguishes the Gates style, it is his time management skills. Conservation of time, energy, and focus are his hallmarks.He moves between playing the role of international spokesman for the age of technology and pla

7、nning business strategy back at headquarters, getting the maximum amount of work possible out of every minute. Always punctual and always in high gear, he typically leaves only the tiniest cracks in the day for eating, talking to friends or recreation. The joke around Microsoft is that his reception

8、ist is the hardest working person in the world. In fact, he has several receptionists. He probably needs one just to arrange his travel plans and visas to foreign countries.的確，如果說(shuō)蓋茨的風(fēng)格與他人有別的話，那就是他把握時(shí)間的技能。節(jié)約時(shí)間、精力充沛和專(zhuān)心致志是他的突出特點(diǎn)。他一會(huì)兒充當(dāng)技術(shù)時(shí)代的國(guó)際代言人，一會(huì)兒在微軟總部謀劃經(jīng)營(yíng)策略，充分利用每一分鐘，最大限度的開(kāi)展工作。他總是準(zhǔn)時(shí)，總是處于高速運(yùn)轉(zhuǎn)狀態(tài)，他習(xí)慣利用白

9、天的點(diǎn)滴空閑進(jìn)餐、與朋友交談或娛樂(lè)。微軟人笑話他的接待員是天底下最勤奮的人。事實(shí)上，他有幾個(gè)接待員。他或許需要有人專(zhuān)門(mén)安排他的旅行計(jì)劃和去國(guó)外的簽證。On the subject of travel, he has become known for saving money and time as well. On business trips, he flies commercial whenever possible and in the interest of time, he never checks his baggage. His hosts also find they save

10、 money when he is in town. There is no time in his schedule for tourism of any kind, no excursions or sightseeing trips are on his agenda. Its just work, work, work.說(shuō)到旅行，他節(jié)約錢(qián)和時(shí)間也是出了名的。出差時(shí)，他盡可能坐普通民航飛機(jī)；為了節(jié)省時(shí)間，他從不托運(yùn)行李。接待他的東道主也發(fā)現(xiàn)，他住在城里時(shí)他們很省錢(qián)。他的時(shí)間表上沒(méi)有計(jì)劃旅游的時(shí)間，日程表上也沒(méi)有游覽或觀光計(jì)劃。有的只是工作，工作，工作。Another trait that

11、 makes him so unusual is his incredible multitasking ability. At his desk, he works on two computers, one with multiple frames that sequence data streaming in from the Internet, and the other handling the hundreds of e-mail messages and letters he receives. He may even review data while conducting a

12、 meeting using a videophone.另一個(gè)使他與眾不同的特質(zhì)是他令人難以置信的“多任務(wù)操作”能力。他辦公時(shí)使用兩臺(tái)電腦，一臺(tái)開(kāi)有多重窗口以編排從英特網(wǎng)上不斷接收的數(shù)據(jù)，另一臺(tái)處理他接收的數(shù)以百計(jì)的電子郵件。甚至他在用可視電話主持會(huì)議時(shí)，還能審核數(shù)據(jù)Gates runs his company mainly through three methods: He bats out a hundred or more e-mail messages a day (and night); he meets every month or so with his top manageme

13、nt panel of experts and advisers; and most importantly, he holds two or three small review meetings a day with a procession of teams working on the companys various products. He doesnt address anyone by name or hand out too much praise, but he does go round the table clockwise and listens carefully

14、to everyone who has an idea. When he is unclear about something, he quizzes and challenges his staff. Educate me on that, he might say, looking to make clear a vague statement. Every decision he makes is based on his knowledge of its merits. He doesnt need to rely on personal politics.蓋茨主要通過(guò)以下三種方法來(lái)經(jīng)

15、營(yíng)他的公司：他每天（和每晚）發(fā)出100封或更多電子郵件；他大約每月與由專(zhuān)家和顧問(wèn)組成的高層管理委員會(huì)會(huì)晤一次；更重要的是，他每天召開(kāi)兩三個(gè)小型碰頭會(huì)，接連與會(huì)的是研發(fā)公司各種產(chǎn)品的團(tuán)隊(duì)。他不作指名道姓的個(gè)別談話，也不作太多的表?yè)P(yáng)，只作順時(shí)針?lè)较虻膱A桌會(huì)談，仔細(xì)聽(tīng)取每個(gè)人的意見(jiàn)。遇到不太明白的說(shuō)法，他就詢(xún)問(wèn)甚至質(zhì)疑他的手下。“請(qǐng)就此明示，”他會(huì)這么說(shuō)，希望把不清楚的地方弄明白。他作出的每個(gè)決定，都是基于對(duì)其價(jià)值的了解。他不需要依賴(lài)個(gè)人權(quán)術(shù)。When Bill Gates was in the sixth grade, his parents sent him to see a psycholog

16、ist. After a year of sessions and tests, the psychologist reached his conclusion. Youre going to lose, he told Gates mother Mary. You had better just adjust to it because theres no use trying to beat him. In the 22 years since he dropped out of Harvard to conquer the world of computer operating syst

17、ems and application software, he has been deadly for competitors trying to claw their way into the market.比爾蓋茨讀六年級(jí)時(shí)，他父母送他去看心理醫(yī)生。一年后，經(jīng)過(guò)多次看醫(yī)生和檢查，醫(yī)生有了結(jié)論。“您管不了他的，”他對(duì)蓋茨的母親瑪麗說(shuō)。“最好接受現(xiàn)實(shí)，打他是不管用的。”自從蓋茨從哈佛退學(xué)轉(zhuǎn)去攻克計(jì)算機(jī)操作系統(tǒng)和應(yīng)用軟件，22年來(lái)他一直是那些企圖擠進(jìn)這個(gè)市場(chǎng)的競(jìng)爭(zhēng)對(duì)手的死敵。In early 1975, at the age of 19, while at Harvard University

18、, he and Paul Allen wrote an interpreter for the programming language used by MITS Altair, the first commercially available personal computer. It was their intense relationship Gates the workaholic code writer and competitor, Allen the dreamy visionary that laid the first brick in the foundation of

19、Microsoft.1975年初，他19歲，還在哈佛大學(xué)讀書(shū)，他和保羅艾倫寫(xiě)了一份程序設(shè)計(jì)語(yǔ)言的編譯程序，供MITS （微儀表和自動(dòng)系統(tǒng)公司）的Altair電腦用，這是第一臺(tái)商業(yè)個(gè)人電腦。蓋茨是個(gè)勤奮的編碼者和競(jìng)爭(zhēng)對(duì)手，而艾倫卻是個(gè)充滿(mǎn)幻想的夢(mèng)想家，正是他們的這種密切關(guān)系給微軟墊定了第一塊磚。In 1976, Gates began licensing Microsofts software products directly to computer manufacturers, which dramatically increased Microsofts profits.Although

20、MITS soon folded, Microsoft had already attracted new customers including, at the time, small hardware firms like Apple, Commodore and Tandy.1976年，蓋茨開(kāi)始許可計(jì)算機(jī)生產(chǎn)商直接配銷(xiāo)微軟軟件產(chǎn)品，這大大增加了微軟的利潤(rùn)。盡管MITS很快就關(guān)閉了，微軟卻已吸引住了新的顧客，還包括當(dāng)時(shí)一些小硬件公司，如蘋(píng)果公司，柯摩多爾公司和坦迪公司。In 1980, IBM invited Microsoft to write a series of programmi

21、ng languages for its new personal computer, the IBM PC. Gates offered that Microsoft could also produce the operating systems (MS-DOS). The IBM PC and MSDOS were bundled together and announced to the public in August 1981.Throughout the 1980s Microsoft moved steadily upward and by the 1990s MS-DOS h

22、ad been exported around the world and had become the dominant software platform. By 1995, roughly 85 percent of the worlds personal computers were using a Microsoft operating system.1980年，IBM（美國(guó)國(guó)際商用機(jī)器公司）邀請(qǐng)微軟為其新產(chǎn)品即IBM個(gè)人電腦（IBM PC）編寫(xiě)一整套程序設(shè)計(jì)語(yǔ)言。蓋茨提議微軟也可以生產(chǎn)操作系統(tǒng)（即微軟磁盤(pán)操作系統(tǒng)，MS-DOS）。于是IMB PC和MS-DOS便捆綁在一起，并于1981年8月面世。整個(gè)20世紀(jì)80年代，微軟穩(wěn)定發(fā)展。到了90年代，MS-DOS已出口到世界各地，成了獨(dú)霸全球的軟件平臺(tái)。到1995年，全世界大約85%的個(gè)人電腦使用微軟操作系統(tǒng)。Today the Microsoft campus is a home for new ideas and products that currently number over 200. It has mushroomed to nearly 18,000 employees and $6 billion in profits. By 1992, at least 3,400 of