工商管理英語(yǔ)Chapter 2 組織

[00:00.00]Vienna n. [00:00.69]維也納 [00:01.38]expect vt. [00:02.17]盼望 [00:02.95]stage n. vt. [00:03.41]階段 上演 [00:03.87]scheduled a. [00:04.45]預(yù)定的 [00:05.04]contract vt. n. [00:05.83]承包 合同 [00:06.61]foundation n. [00:07.35]基礎(chǔ) [00:08.10]A:I'm phoning about the timing for the Vienna project. [00:09.89]我打電話是想談一下維也納項(xiàng)目的時(shí)間安排。 [00:11.68]B:Right,we've got a starting date for that,haven't we? [00:13.24]好的，我們已經(jīng)確定了項(xiàng)目啟動(dòng)時(shí)間，對(duì)吧? [00:14.81]A:Yes,we begin a pilot study on 5 November. [00:17.42]對(duì)，11月5號(hào)我們開(kāi)始試點(diǎn)研究。 [00:20.04]B:Right,how long is that expected to last? [00:21.63]好的，試點(diǎn)研究要進(jìn)行多長(zhǎng)時(shí)間? [00:23.22]A:We should finish the study in three weeks. [00:24.71]我們應(yīng)該在三周之內(nèi)完成。 [00:26.20]B:Good,then what's the next stage? [00:28.25]好，那么下一階段怎么安排的? [00:30.30]A:Well,we've got a meeting with the contractor scheduled for 1 December. [00:33.62]嗯，我們預(yù)定12月1號(hào)與承包商會(huì)面。 [00:36.94]If everything goes according to plan,we'll sign the contract then. [00:39.29]如果事事都按計(jì)劃進(jìn)行，那時(shí)就可簽合同了。 [00:41.64]And work can begin at the beginning of January. [00:43.62]然后1月初開(kāi)始動(dòng)工。 [00:45.61]B:So what's the first stage? [00:46.58]那么第一階段是怎么安排的? [00:47.54]A:Well,excavation will begin in January and is due to finish by the middle of February. [00:51.24]嗯，1月份開(kāi)始開(kāi)挖，預(yù)計(jì)2月中旬完工。 [00:54.94]Now,after that we could have a problem. [00:56.40]那么再往后我們可能就有問(wèn)題了。 [00:57.86]B:What's that? [00:58.51]什么問(wèn)題? [00:59.17]A:You remember we've subcontracted the German firm to do the foundations? [01:02.55]你記得我們已把地基工程包給一家德國(guó)公司去做吧? [01:05.93]They promised to start in the middle of February. [01:07.79]他們?cè)却饝?yīng)2月中旬開(kāi)工。 [01:09.64]They are now saying they can't. [01:10.84]可是現(xiàn)在又說(shuō)不行了。 [01:12.05]B:Right,I'll get on to them. [01:12.95]好吧，我跟他們聯(lián)系一下。 [01:13.85]When are they due to finish the foundations? [01:15.22]他們預(yù)定什么時(shí)候打完地基? [01:16.59]A:In the contract,it says by 28 February. [01:18.67]合同上說(shuō)是2月28日。 [01:20.74]B:I see,and then? [01:21.58]知道了，還有呢? [01:22.42]A:Construction work should begin on 5 March. [01:24.39]施工工作應(yīng)該在3月5號(hào)開(kāi)始。 [01:26.36]We're on a pretty tight schedule. [01:27.88]我們時(shí)間很緊迫。 [01:29.39]All the work has to be done in March and April. [01:30.95]全部工作都應(yīng)在3、4月份完成。 [01:32.50]B:OK.I see the problem. [01:33.43]行，情況我了解了。 [01:34.35]I'll phone you back in the afternoon at about three.Bye. [01:36.31]今天下午3點(diǎn)鐘左右我給你回電話，再見(jiàn)吧。 [01:38.27]A:Goodbye. [01:38.86]再見(jiàn)。 [01:39.45]authority n. [01:40.19]職權(quán) [01:40.94]charisma n. [01:41.54]領(lǐng)袖魅力 [01:42.14]division of labor [01:42.99]勞動(dòng)分工 [01:43.84]functional departmentalization [01:44.93]能部門(mén)化 [01:46.03]functional structure [01:46.87]職能型結(jié)構(gòu) [01:47.70]mechanistic organization [01:48.83]機(jī)械式(官僚行政式)組織 [01:49.95]organic organization [01:50.90]有機(jī)式組織 [01:51.86]organization design [01:52.89]組織設(shè)計(jì) [01:53.92]Organization structure describes the organization's formal framework or system of communication and authority. [01:58.57]組織結(jié)構(gòu)指的是組織內(nèi)部正式的信息交流和行使職權(quán)的框架體系。 [02:03.22]Just as humans have skeletons that define their shapes, [02:05.13]就像人體由骨骼確定了體型一樣， [02:07.03]organizations have structures that define theirs. [02:09.03]組織由它的結(jié)構(gòu)決定其形式。 [02:11.03]The term complexity refers to the amount of differentiation in an organization. [02:13.68]復(fù)雜性程序指的是組織分化的細(xì)致程度。 [02:16.33]The more division of labor there is in an organization,the more vertical levels in the hierarchy, [02:20.25]如果一個(gè)組織勞工分工越細(xì)，縱向的等級(jí)層次越多， [02:24.17]and the more geographically dispersed the organization's units, [02:26.47]單位的地理分布越廣， [02:28.77]the more difficult it is to coordinate people and their activities. [02:31.12]那么人員活動(dòng)的協(xié)調(diào)就越困難。 [02:33.47]The degree to which an organization relies on rules and procedures to direct the behavior of employees is formalization. [02:38.94]組織在多大程序上依靠規(guī)則和程序來(lái)指導(dǎo)員工的行為就是組織的正規(guī)化程度。 [02:44.41]The more rules and regulations in an organization,the more formalized the organization's structure. [02:47.76]一個(gè)組織的規(guī)章條例越多，它的正規(guī)化程度就越高。 [02:51.10]The term centralization describes where the decision__making authority is. [02:53.68]集權(quán)化程度是描述在哪一級(jí)行使決策職權(quán)。 [02:56.25]If decision making is in upper levels of management,the organization's structure is more centralized. [03:00.02]如果一個(gè)組織中擁有決策的管理人員的層次越高，那么它的集權(quán)程度就越高。 [03:03.80]On the other side,decentralization is used in some organization where decision making is delegated to lower levels. [03:08.43]反之，分權(quán)化程度高的組織的決策則由較低的管理層做出。 [03:13.07]Organization design means the development or changing of an organization's structure. [03:16.28]組織設(shè)計(jì)是指對(duì)一個(gè)組織結(jié)構(gòu)進(jìn)行設(shè)置或變革。 [03:19.50]The process involves decisions about the amount of complexity,formalization,and centralization to be used. [03:23.61]這個(gè)過(guò)程包括關(guān)于組織的復(fù)雜性，正規(guī)化及集權(quán)化程序的決定。 [03:27.73]Three aspects of organization structure can be mixed and matched to create various organization designs. [03:32.09]組織結(jié)構(gòu)的三個(gè)方面通過(guò)不同搭配和組合就產(chǎn)生了組織設(shè)計(jì)的多樣性。 [03:36.45]Managers must design an organization structure that allows them to effectively and efficiently accomplish organization goals and objectives. [03:42.45]管理者必須設(shè)計(jì)一個(gè)能高效地實(shí)現(xiàn)組織宗旨和目標(biāo)的恰當(dāng)?shù)慕M織結(jié)構(gòu)。 [03:48.44]Designing an appropriate structure means that managers must decide how to coordinate work activities and efforts both vertically and horizontally. [03:54.25]設(shè)計(jì)一個(gè)恰當(dāng)?shù)慕M織結(jié)構(gòu)，意味著管理者必須決定職員在工作中無(wú)論縱向還是橫向怎樣才能團(tuán)結(jié)奮進(jìn)，精誠(chéng)合作。 [04:00.07]A subordinate should have one and only one superior to whom he or she is directly responsible. [04:03.88]一個(gè)下屬只能向惟一的上級(jí)主管直接負(fù)責(zé)。 [04:07.69]Otherwise,a subordinate might have to cope with conflicting demands or priorities from several managers. [04:11.52]否則，他可能要應(yīng)付來(lái)自不同上級(jí)互相沖突的要求或優(yōu)先處理的命令。 [04:15.35]Authority relates to one's position within an oranization and ignores the personal characteristics of the individual manager. [04:19.97]在組織中，一定的職權(quán)與一定的職位相聯(lián)系，而與管理者本身無(wú)直接關(guān)系。 [04:24.59]The terms authority and powers are frequently confused. [04:26.80]職權(quán)和權(quán)力的概念經(jīng)?；煜? [04:29.01]Authority is a legitimate right that's held because of a person's position in an organization. [04:32.55]職權(quán)是一個(gè)因?yàn)樵诮M織中的地位而擁有的法定的權(quán)力。 [04:36.09]Authority goes with the job. [04:37.51]職權(quán)與職務(wù)相伴而生。 [04:38.94]In contrast,power refers to an individual's capacity to influence decisions. [04:42.31]相比之下，權(quán)力是指一個(gè)人影響決策的能力。 [04:45.68]Authority is one part of the large concept of power. [04:47.99]職權(quán)是廣義的權(quán)力的一部分。 [04:50.30]Since more and more organizations are reducing the members of managerial position through downsizing and restructuring, [04:55.14]越來(lái)越多的組織通過(guò)減少規(guī)模和調(diào)整結(jié)構(gòu)來(lái)減少管理職位, [04:59.99]we find that spans of control are generally increasing for managers. [05:02.81]我們發(fā)現(xiàn)相應(yīng)地管理跨度擴(kuò)大了。 [05:05.63]For instance,it's obvious that the more training and experience subordinates have,the less direct supervision they'll need. [05:10.27]顯而易見(jiàn)，如果下級(jí)受過(guò)越多培訓(xùn)，具備越多經(jīng)驗(yàn)，那么他們需要的直接監(jiān)管就越少。 [05:14.91]Managers who have well_trained and experienced employees can function quite well with a wider span. [05:19.36]受過(guò)良好訓(xùn)練和更多管理下屬經(jīng)驗(yàn)的管理者，他們能以更寬的管理跨度有效工作。 [05:23.81]The recent shift toward more decentralization of decision making reflects [05:26.73]最近決策制定的分權(quán)化趨勢(shì)，反映出對(duì)于一個(gè)管理者來(lái)說(shuō)， [05:29.64]how important it is for managers to respond quickly and effectively to environmental changes. [05:33.31]能對(duì)環(huán)境變化做出快速有效的反應(yīng)是非常重要的。 [05:36.98]Functional departmentalization was advocated by the classical writers [05:39.30]古典學(xué)者們?nèi)匀惶岢褂寐毮懿块T(mén)化法， [05:41.63]although the method or methods used should reflect the grouping that would best contribute to the attainment of the organization's objectives and the goals of individual units. [05:47.43]盡管應(yīng)該選擇最有利于實(shí)現(xiàn)組織目標(biāo)和單位目標(biāo)的部門(mén)化方法。 [05:53.23]Today's competitive environment has refocused the attention of management to its customers. [05:56.28]當(dāng)今的競(jìng)爭(zhēng)環(huán)境迫使管理者的注意力再度回到顧客身上。 [05:59.34]To better monitor the needs of customers and to be able to respond to changes in those needs,many organizations have given greater emphasis to customer departmentalization. [06:05.77]許多組織非常重視顧客部門(mén)化方式，以便更好地監(jiān)測(cè)顧客的需求，并在需求改變時(shí)能對(duì)此做出迅速的反應(yīng)。 [06:12.19]To better monitor the needs of customers and to be able to respond to changes in those needs, [06:15.37]許多組織非常重視顧客部門(mén)化方式，以便更好地監(jiān)測(cè)顧客的需求， [06:18.54]many organizations have given greater emphasis to customer departmentalization. [06:21.40]并在需求改變時(shí)能對(duì)此做了迅速的反應(yīng)。 [06:24.26]customer departmentalization [06:25.59]顧客部門(mén)化 [06:26.93]The organic organization is a highly adaptive structure that's as loose and flexible as the mechanistic organization is rigid and stable. [06:32.52]與機(jī)械式組織的呆板而穩(wěn)定相反，有機(jī)式組織是一種松散而靈活且具有高度適應(yīng)性的組織結(jié)構(gòu)。 [06:38.11]Rather than having standardized jobs and regulations,the adhocracy's loose structure allows it to change rapidly as needs require. [06:43.92]它沒(méi)有標(biāo)準(zhǔn)化的工作和規(guī)則條例，因此能夠在需要時(shí)迅速改變。 [06:49.73]Since objectives are derived from the organization's overall strategy， [06:51.96]因?yàn)槟繕?biāo)來(lái)源于組織的總體戰(zhàn)略， [06:54.20]it's only logical that strategy and structure should be closely linked. [06:56.63]所以戰(zhàn)略和結(jié)構(gòu)密切相關(guān)。 [06:59.06]More specifically,structure follows strategy.If management significantly changes its strategy,it will need to modify the structure to accommodate and support this change. [07:06.66]特別是結(jié)構(gòu)應(yīng)服務(wù)戰(zhàn)略，如果管理方面要改變戰(zhàn)略，那么結(jié)構(gòu)也必須作出相應(yīng)調(diào)整以適應(yīng)和支持改變了的戰(zhàn)略。 [07:14.26]Large organizations tend to have more specialization,horizontal and vertical differentiation,and rules and regulations than do small organizations. [07:20.06]規(guī)模大的組織一般比規(guī)模小的組織具有更高的專(zhuān)業(yè)化程序，更細(xì)的橫向或縱向分工和更多的規(guī)章條例。 [07:25.86]We should expect management to structure routine technologies with mechanistic organization. [07:29.32]我們希望管理者將程序化程度高的技術(shù)與機(jī)械式組織匹配。 [07:32.78]The more non_routine the technology,the more organic the structure should be. [07:35.48]程序化程度低的技術(shù)與有機(jī)式組織相匹配。 [07:38.19]Essentially,mechanistic organizations are most effective for Stable environments. [07:41.40]事實(shí)上，機(jī)械式組織在穩(wěn)定的環(huán)境中最有效。 [07:44.61]Organic organizations are best matched with dynamic and uncertain environments. [07:47.74]而有機(jī)式組織在動(dòng)態(tài)的、不確定的環(huán)境下最有效。 [07:50.86]The strength of simple structure are obvious; [07:52.32]簡(jiǎn)單結(jié)構(gòu)的優(yōu)點(diǎn)是顯而易見(jiàn)的; [07:53.78]it's fast,flexible,and inexpensive to maintain,and its accountability is clear. [07:57.35]它反應(yīng)迅速、靈活、成本低、職責(zé)明確。 [08:00.91]It becomes increasingly inadequate as an organization grows because its low formalization and high centralization result in information overload at the top. [08:07.39]在組織規(guī)模擴(kuò)大時(shí)，它的低正規(guī)化程度和高集權(quán)化程度會(huì)導(dǎo)致高層信息超載，此時(shí)它就會(huì)變得日益不適。 [08:13.87]Few organizations today can treat change as the occasional disturbance in an otherwise calm and stable world. [08:18.78]現(xiàn)在的組織很少會(huì)把變革看作是一種和平環(huán)境中的偶然騷亂。 [08:23.69]Those that do,are running a great risk. [08:25.38]這樣做的組織是在冒險(xiǎn)。 [08:27.06]Too much is changing too fast for any organization or its managers to be complacent. [08:30.18]任何組織和管理者在太多太快的變化而面前都不能對(duì)自己的成績(jī)沾沾自喜。 [08:33.31]Most competitive advantages last only a short time often less than eighteen months. [08:36.39]因?yàn)楦?jìng)爭(zhēng)優(yōu)勢(shì)會(huì)瞬間即逝，一般保持不了一年半的時(shí)間。 [08:39.47]As change agents,managers should be motivated to initiate change because they're committed to improving their organization's effectiveness. [08:45.18]因?yàn)楣芾碚叩呢?zé)任是提高組織的效益，所以作為改革的推動(dòng)者，他們應(yīng)該積極地發(fā)動(dòng)變革。

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