每日听写 11.19

Other research, to say nothing of the experience of everybody everywhere, shows that variations in the quality of management help explain differences in performance between companies and even between countries.
其他研究，更不用说不同地方不同人的经验，表明管理质量的差异有助于解释公司之间甚至国家之间的表现差异。
Yet a survey conducted last year by the Chartered Management Institute in Britain found that four in every five people entering management had received no formal training.
然而，英国特许管理协会去年进行的一项调查发现，每五个进入管理层的人中就有四个人没有接受过正式培训。
And loads of bosses accrue managerial responsibilities for reasons unrelated to their ability to discharge them.
而且许多老板因为与履行管理职责的能力无关的原因而逐渐承担了很多管理职责。
Another paper, by Alan Benson of the Carlson School of Management and his co-authors, looked at the career paths of thousands of sales workers in over 200 American firms.
另一篇论文由卡尔森管理学院的艾伦·本森及其合著者撰写，研究了200多家美国公司数千名销售人员的职业道路。
They found that better sales performance increased the likelihood of people being promoted but was also associated with worse performance among their new subordinates.
他们发现，更好的销售业绩增加了晋升的可能性，但也与他们新下属的更差表现有关。
The "Peter Principle", the idea that people rise up the ladder if they do their current job well until they reach a job at which they are incompetent, appears to be alive and well.
“彼得原理”（即如果人们在当前工作中表现出色，就会晋升到更高的职位，直到他们无法胜任为止）如今似乎仍然适用。
How then should managers be selected?
那么，应该如何选择管理者呢？