| The 'shareholders' as such had no knowledge of the lives, thoughts or needs of the workmen employed by the company in which he held shares, and his influence on the relations of capital and labor was not good. The paid manager acting for the company was in more direct relation with the men and their demands, but even he had seldom that familiar personal knowledge of the workmen which the employer had often had under the more patriarchal system of the old family business now passing away. Indeed the mere size of operations and the numbers of workmen involved rendered such personal relations impossible. Fortunately, however, the increasing power and organization of the trade unions, at least in all skilled trades, enabled the workmen to meet on equal terms the managers of the companies who employed them. The cruel discipline of the strike and lockout taught the two parties to respect each other's strength and understand the value of fair negotiation. | |
| 像这样的“股东”不了解他所持股份的公司里雇用的工人的生活、思想或需要，他对劳资双方的关系也不会产生积极的影响。为公司工作而领取薪水的经理人员同工人以及工人的要求有更直接的联系，但即使是他们也很少熟知工人的个人情况，而在更具有家族统治的体制下，如今已不复存在的老字号的雇主通常十分了解工人的情况。实际上，仅仅是经营规模和所涉及的工人人数就使这样的关系变得不可能。然而，幸运的是，工会的势力和组织在不断扩大，至少在技术行业的工会是这样，这使得工人与雇用他们的公司经理的地位平等了。罢工和封闭工厂的无情惩罚使得双方懂得尊重彼此的力量并且理解了公平协商的价值。 |
| The ' shareholders' as such had no knowledge of the lives, thoughts or needs of the workmen employed by the company in which he held shares, and his influence on the relations of capital and labor was not good. The paid manager acting for the company was in more direct relation with the men and their demands, but even he had seldom that familiar personal knowledge of the workmen which the employer had often had under the more patriarchal system of the old family business now passing away. Indeed the mere size of operations and the numbers of workmen involved rendered such personal relations impossible. Fortunately, however, the increasing power and organization of the trade unions, at least in all skilled trades, enabled the workmen to meet on equal terms the managers of the companies who employed them. The cruel discipline of the strike and lockout taught the two parties to respect each other' s strength and understand the value of fair negotiation. | |
| xiang zhe yang de" gu dong" bu liao jie ta suo chi gu fen de gong si li gu yong de gong ren de sheng huo si xiang huo xu yao, ta dui lao zi shuang fang de guan xi ye bu hui chan sheng ji ji de ying xiang. wei gong si gong zuo er ling qu xin shui de jing li ren yuan tong gong ren yi ji gong ren de yao qiu you geng zhi jie de lian xi, dan ji shi shi ta men ye hen shao shu zhi gong ren de ge ren qing kuang, er zai geng ju you jia zu tong zhi de ti zhi xia, ru jin yi bu fu cun zai de lao zi hao de gu zhu tong chang shi fen liao jie gong ren de qing kuang. shi ji shang, jin jin shi jing ying gui mo he suo she ji de gong ren ren shu jiu shi zhe yang de guan xi bian de bu ke neng. ran er, xing yun de shi, gong hui de shi li he zu zhi zai bu duan kuo da, zhi shao zai ji shu hang ye de gong hui shi zhe yang, zhe shi de gong ren yu gu yong ta men de gong si jing li de di wei ping deng le. ba gong he feng bi gong chang de wu qing cheng fa shi de shuang fang dong de zun zhong bi ci de li liang bing qie li jie le gong ping xie shang de jia zhi. |
| The ' shareholders' as such had no knowledge of the lives, thoughts or needs of the workmen employed by the company in which he held shares, and his influence on the relations of capital and labor was not good. The paid manager acting for the company was in more direct relation with the men and their demands, but even he had seldom that familiar personal knowledge of the workmen which the employer had often had under the more patriarchal system of the old family business now passing away. Indeed the mere size of operations and the numbers of workmen involved rendered such personal relations impossible. Fortunately, however, the increasing power and organization of the trade unions, at least in all skilled trades, enabled the workmen to meet on equal terms the managers of the companies who employed them. The cruel discipline of the strike and lockout taught the two parties to respect each other' s strength and understand the value of fair negotiation. | |
| xiàng zhè yàng de" gǔ dōng" bù liǎo jiě tā suǒ chí gǔ fèn de gōng sī lǐ gù yòng de gōng rén de shēng huó sī xiǎng huò xū yào, tā duì láo zī shuāng fāng de guān xì yě bú huì chǎn shēng jī jí de yǐng xiǎng. wèi gōng sī gōng zuò ér lǐng qǔ xīn shuǐ de jīng lǐ rén yuán tóng gōng rén yǐ jí gōng rén de yāo qiú yǒu gèng zhí jiē de lián xì, dàn jí shǐ shì tā men yě hěn shǎo shú zhī gōng rén de gè rén qíng kuàng, ér zài gèng jù yǒu jiā zú tǒng zhì de tǐ zhì xià, rú jīn yǐ bù fù cún zài de lǎo zì hào de gù zhǔ tōng cháng shí fēn liǎo jiě gōng rén de qíng kuàng. shí jì shang, jǐn jǐn shì jīng yíng guī mó hé suǒ shè jí de gōng rén rén shù jiù shǐ zhè yàng de guān xì biàn de bù kě néng. rán ér, xìng yùn de shì, gōng huì de shì lì hé zǔ zhī zài bù duàn kuò dà, zhì shǎo zài jì shù háng yè de gōng huì shì zhè yàng, zhè shǐ de gōng rén yǔ gù yòng tā men de gōng sī jīng lǐ de dì wèi píng děng le. bà gōng hé fēng bì gōng chǎng de wú qíng chéng fá shǐ de shuāng fāng dǒng de zūn zhòng bǐ cǐ de lì liàng bìng qiě lǐ jiě le gōng píng xié shāng de jià zhí. |
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