M nl

M
nl

Результаты (русский) 1:

M nlbusiness? Scientists put a group of five monkeys in a cage. At the top of a ladder, they hung a banana. As soon as a monkey climbed the ladder, he was showered with cold water; the group soon gave up trying to reach the banana. 5 Next, the scientists disconnected the cold water and replaced one of the five monkeys. When the new monkey tried to climb the ladder, the others immediately pulled him down and gave him a good beating. The new monkey learned quickly, and enthusiastically joined 10 in beating the next new recruit. One by one, the five original monkeys were replaced. Although none of the new group knew why, no monkey was ever allowed to climb the ladder. Like the monkeys in the experiment, every culture 15 and organization has its unwritten rules. These rules are probably the single most influential factor on the work environment and employee happiness. Though many work cultures embrace positive values, such as loyalty, solidarity, efficiency, quality, personal development and 20 customer service, all too often they reinforce negative attitudes. In many businesses, an unwritten rule states that working long hours is more important than achieving results. In one medium-sized company, the boss never 25 leaves the office until it is dark. Outside in the car park, he checks to see who is still working and whose office windows are dark. Staff who risk leaving earlier now leave their office lights on all night. Other common unwritten rules state that the boss is 30 always right, even when he's wrong; if you're not at your desk, you're not working; nobody complains, because nothing ever changes; women, ethnic minorities and the over 50s are not promoted; the customer is king, but don't tell anyone, because management are more 35 interested in profitability. Often nobody really knows where these unwritten rules came from , but like the new monkeys, new recruits pick them up very quickly, despite the best intentions of induction and orientation programmes. 40 The way staff speak to management, to customers and to each other gives subtle but strategic clues to an organization's culture, as do the differences between what is said, decided or promised, and what actually gets done. New staff quickly learn when their ideas 45 and opinions are listened to and valued, and when it's better to keep them to themselves. They learn which assignments and aspects of their performance will be checked and evaluated, and whose objectives and instructions they can safely ignore. Monkeys may be 50 more direct, but work culture is every bit as effective at enforcing unwritten rules as a good beating.

Результаты (русский) 2:

М
пbusiness?
Scientists
put
a
group
of
five
monkeys
in
a
cage.
At
the
top
of
a
ladder,
they
hung
a
banana.
As
soon
as
a
monkey
climbed
the
ladder
,
he
was
showered
with
cold
water;
the
group
soon
gave
u
p
trying
to
reach
the
banana.
5
Next,
the
scientists
disconnected
the
cold
water
and
replaced
one
of
the
fi
v
e
monkeys.
When
the
new
monke
y
tried
to
climb
the
ladder,
the
others
immediately
pulled
him
down
and
gave
him
a
good
beating
.
The
new
monkey
learned
quickly,
and
enthusiastically
joined
1
0
in
beating
the
next
new
recruit.
One
by
one,
the
five
original
monke
y
s
were
replaced.
Although
none
of
the
new
group
knew
why,
no
monke
y
was
ever
allowed
to
climb
the
ladder.
Like
the
monkeys
in
the
experiment
,
e
v
er
y
culture
15
and
organization
has
its
unwritten
rules.
These
rules
are
probably
the
single
most
influential
factor
on
the
work
environment
and
employee
happiness.
Though
many
work
cultures
embrace
positive
values,
such
as
loyalt
y
,
solidarity,
efficiency,
quality,
personal
development
and
20
customer
service,
all
too
often
they
reinforce
negative
attitud
es
.
In
many
businesses,
an
unwritten
rule
states
that
working
long
hours
is
more
important
than
achieving
results.
In
one
medium
-
sized
company
,
the
boss
never
25
leaves
the
office
until
it
is
dark.
Outside
in
the
car
park
,
he
checks
to
see
who
is
still
working
and
whose
office
windows
are
dark.
Staff
who
risk
leaving
earlier
now
lea
v
e
their
office
lights
on
all
night.
Other
common
unwritten
rules
state
that
the
boss
is
30
always
right,
even
when
he's
wrong;
if
y
ou're
not
at
your
desk
,
you're
not
working;
nobod
y
complains,
because
nothing
ever
changes;
women
,
ethnic
minorities
and
the
over
50s
are
not
promoted;
the
customer
is
king,
but
don't
tell
anyone,
because
management
are
more
35
interested
in
profitability.
Often
nobody
really
knows
where
these
unwritten
rules
came
from
,
but
like
the
new
monkeys,
new
recruits
pick
them
up
very
quic
k
l
y,
despite
the
best
intentions
of
induction
and
orientation
programmes.
40
The
way
staff
speak
to
management,
to
customers
and
to
each
other
gives
subtle
but
strategic
clues
to
an
organization's
culture,
as
do
the
differences
between
what
is
said,
decided
or
promised,
and
what
actually
gets
done.
New
staff
quickly
learn
when
their
ideas
45
and
opinions
are
listened
to
and
v
alued,
and
when
it's
better
to
keep
them
to
themselves.
They
learn
which
assi
gnments
and
aspects
of
their
performance
will
be
checked
and
evaluated,
and
whose
objectives
and
instructions
they
can
safel
y
ignore.
Monkeys
may
be
5
0
more
direct,
but
work
culture
is
every
bit
as
effective
at
enforcing
unwritten
rules
as
a
good
beating.

Результаты (русский) 3:

м
NL < эй
бизнес?ученые: поставить
A




группа из пяти обезьян
в
A
клетку.



из лучших на
A



лестницу, они повесили, а
банан.
как
вскоре
как
A



поднялся по лестнице обезьяна ",
он
был
забрасывал
с
холодной



воды; группа вскоре
дал
U
р
пытается достичь



на банан.



5 следующего, ученые



отключение холодной воды
и
заменить один из






е - v - обезьяны.когда





, так и новых Monke на восхождение






лестницу, другие сразу же
вытащил его вниз и






хорошо ему дали, а избиение

.




быстро научился новой обезьяны,
и
с энтузиазмом присоединилась
1 0





бьется в следующей
новых
новобранец.
один
путем
,




y пять оригинальных Monke
S

были заменены."хотя не из






знал, почему новые группы,

y

Monke не было никогда
разрешено
на