工商管理英語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 [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目的時間安排。 [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)確定了項目啟動時間，對吧? [00:14.81]A:Yes,we begin a pilot study on 5 November. [00:17.42]對，11月5號我們開始試點研究。 [00:20.04]B:Right,how long is that expected to last? [00:21.63]好的，試點研究要進行多長時間? [00:23.22]A:We should finish the study in three weeks. [00:24.71]我們應該在三周之內(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，我們預定12月1號與承包商會面。 [00:36.94]If everything goes according to plan,we'll sign the contract then. [00:39.29]如果事事都按計劃進行，那時就可簽合同了。 [00:41.64]And work can begin at the beginning of January. [00:43.62]然后1月初開始動工。 [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月份開始開挖，預計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題了。 [00:57.86]B:What's that? [00:58.51]什么問題? [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公司去做吧? [01:05.93]They promised to start in the middle of February. [01:07.79]他們原先答應2月中旬開工。 [01:09.64]They are now saying they can't. [01:10.84]可是現(xiàn)在又說不行了。 [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]他們預定什么時候打完地基? [01:16.59]A:In the contract,it says by 28 February. [01:18.67]合同上說是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]施工工作應該在3月5號開始。 [01:26.36]We're on a pretty tight schedule. [01:27.88]我們時間很緊迫。 [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點鐘左右我給你回電話，再見吧。 [01:38.27]A:Goodbye. [01:38.86]再見。 [01:39.45]authority n. [01:40.19]職權(quán) [01:40.94]charisma n. [01:41.54]領袖魅力 [01:42.14]division of labor [01:42.99]勞動分工 [01:43.84]functional departmentalization [01:44.93]能部門化 [01:46.03]functional structure [01:46.87]職能型結(jié)構(gòu) [01:47.70]mechanistic organization [01:48.83]機械式(官僚行政式)組織 [01:49.95]organic organization [01:50.90]有機式組織 [01:51.86]organization design [01:52.89]組織設計 [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]復雜性程序指的是組織分化的細致程度。 [02:16.33]The more division of labor there is in an organization,the more vertical levels in the hierarchy, [02:20.25]如果一個組織勞工分工越細，縱向的等級層次越多， [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)則和程序來指導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]組織設計是指對一個組織結(jié)構(gòu)進行設置或變革。 [03:19.50]The process involves decisions about the amount of complexity,formalization,and centralization to be used. [03:23.61]這個過程包括關(guān)于組織的復雜性，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)的三個方面通過不同搭配和組合就產(chǎn)生了組織設計的多樣性。 [03:36.45]Managers must design an organization structure that allows them to effectively and efficiently accomplish organization goals and objectives. [03:42.45]管理者必須設計一個能高效地實現(xiàn)組織宗旨和目標的恰當?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]設計一個恰當?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論縱向還是橫向怎樣才能團結(jié)奮進，精誠合作。 [04:00.07]A subordinate should have one and only one superior to whom he or she is directly responsible. [04:03.88]一個下屬只能向惟一的上級主管直接負責。 [04:07.69]Otherwise,a subordinate might have to cope with conflicting demands or priorities from several managers. [04:11.52]否則，他可能要應付來自不同上級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)常混淆。 [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)是一個因為在組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]越來越多的組織通過減少規(guī)模和調(diào)整結(jié)構(gòu)來減少管理職位, [04:59.99]we find that spans of control are generally increasing for managers. [05:02.81]我們發(fā)現(xiàn)相應地管理跨度擴大了。 [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，如果下級受過越多培訓，具備越多經(jīng)驗，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]受過良好訓練和更多管理下屬經(jīng)驗的管理者，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，反映出對于一個管理者來說， [05:29.64]how important it is for managers to respond quickly and effectively to environmental changes. [05:33.31]能對環(huán)境變化做出快速有效的反應是非常重要的。 [05:36.98]Functional departmentalization was advocated by the classical writers [05:39.30]古典學者們?nèi)匀惶岢褂寐毮懿块T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]盡管應該選擇最有利于實現(xiàn)組織目標和單位目標的部門化方法。 [05:53.23]Today's competitive environment has refocused the attention of management to its customers. [05:56.28]當今的競爭環(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化方式，以便更好地監(jiān)測顧客的需求，并在需求改變時能對此做出迅速的反應。 [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化方式，以便更好地監(jiān)測顧客的需求， [06:18.54]many organizations have given greater emphasis to customer departmentalization. [06:21.40]并在需求改變時能對此做了迅速的反應。 [06:24.26]customer departmentalization [06:25.59]顧客部門化 [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]與機械式組織的呆板而穩(wěn)定相反，有機式組織是一種松散而靈活且具有高度適應性的組織結(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]它沒有標準化的工作和規(guī)則條例，因此能夠在需要時迅速改變。 [06:49.73]Since objectives are derived from the organization's overall strategy， [06:51.96]因為目標來源于組織的總體戰(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)應服務戰(zhàn)略，如果管理方面要改變戰(zhàn)略，那么結(jié)構(gòu)也必須作出相應調(diào)整以適應和支持改變了的戰(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業(yè)化程序，更細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)與有機式組織相匹配。 [07:38.19]Essentially,mechanistic organizations are most effective for Stable environments. [07:41.40]事實上，機械式組織在穩(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]而有機式組織在動態(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]簡單結(jié)構(gòu)的優(yōu)點是顯而易見的; [07:53.78]it's fast,flexible,and inexpensive to maintain,and its accountability is clear. [07:57.35]它反應迅速、靈活、成本低、職責明確。 [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)模擴大時，它的低正規(guī)化程度和高集權(quán)化程度會導致高層信息超載，此時它就會變得日益不適。 [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。 [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自己的成績沾沾自喜。 [08:33.31]Most competitive advantages last only a short time often less than eighteen months. [08:36.39]因為競爭優(yōu)勢會瞬間即逝，一般保持不了一年半的時間。 [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]因為管理者的責任是提高組織的效益，所以作為改革的推動者，他們應該積極地發(fā)動變革。

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