【正文】 xhibit vigilant information processing — seek information, consider several alternatives, and so on. 在危機(jī)情況中管理人員必須在巨大的壓力下做出決策。 Organizations exist and develop in a certain environment, which provides anizations with resources they need, absorbs the products they produce, and also set the restrictions to the anizations. An anization must adapt to its environment so as to have sustainable development. Environment is in constant change, which is sometimes radical and sometimes slow. Organizations must be adjusted and reformed when the environment has changed so much that it hinders the development of anizations. One of the causes of anizational failure is its inability to adapt to the changed environment. Lesson Three Translation Directions: Translate the following passages into Chinese. 1. The leader of a decisionmaking body must attempt to minimize processrelated problems. The leader should avoid dominating the discussion and allowing another individual to dominate. This means encouraging less vocal group members to air their opinions and suggestions and asking for dissenting viewpoints. At the same time, the leader should not allow the group to pressure people into conforming. The leader should be alert to the da ngers of groupthink and satisfaction. Also, she or he should be attuned to indications that group members are losing sight of the primary objective: to e up with the best solution to the problem. This implies two things. First, don’t lose sight of the problem. Second, make a decision! 一個(gè)決策機(jī)構(gòu)的領(lǐng)導(dǎo)必須盡量減少與決策過程有關(guān)的問題。一個(gè)組織要保持持續(xù)的發(fā)展，就必須適應(yīng)其周圍的環(huán)境。計(jì)劃工作主要與未來有關(guān)，這就需要正確地預(yù)測(cè)未來。戰(zhàn)略管理者是高級(jí)管理人員，他們負(fù)責(zé)組織的總體管理。偉大的領(lǐng)導(dǎo)者將其愿景傳達(dá)給他們的雇員并明智地行使手中的權(quán)力去實(shí)現(xiàn)他們的想法。 and the fourth is the modern management period ing into being after 1945. The modern management period is full of new ideas and each school has its own representative thinkers. 2. 法約爾管理思想的一重要內(nèi)容是他首先把管理活動(dòng)劃分為計(jì)劃、組織、指揮、協(xié)調(diào)與控制五大職能，并對(duì)這五大管理職能進(jìn)行了詳細(xì)的分析和討論。這一時(shí)期管理領(lǐng)域非?；钴S，出現(xiàn)了一系列管理學(xué)派，每一學(xué)派都有 自己的代表人物。馬斯洛認(rèn)為人們是首先要滿足低層次需求，然后才去滿足較高層次的需求。這種反應(yīng)即是所謂霍桑效應(yīng)。在此研究項(xiàng)目的第一階段（照明實(shí)驗(yàn)），對(duì)各種工作條件，特別是工廠的照明條件做出變動(dòng)以便確定這些變動(dòng)對(duì)生產(chǎn)效率的影響。研究人員沒有發(fā)現(xiàn)在工廠照明條件與生產(chǎn)水平之間存在著系統(tǒng)的關(guān)系。 2. In 1943, Abraham Maslow suggested that humans have five levels of needs. The most basic needs are the physical needs for food, water, and shelter。管理者應(yīng)該通過消除障礙并鼓勵(lì)那些同時(shí)能夠滿足個(gè)人需求又能夠達(dá)到組織目標(biāo)的行為來促進(jìn)這種需求滿足過程并達(dá)到組織的目標(biāo)。 Management became a scientific discipline at the end of the 19th century, though the concept and practice of management had been in existence for thousands of years. The total history of the development of management ideas can be roughly divided into four periods. The first is the early management period started before the end of the 19th century。法約爾還首先提出了一般管理的 14條原則，即勞動(dòng)分工、權(quán)利與責(zé)任、紀(jì)律、統(tǒng)一指揮、統(tǒng)一領(lǐng)導(dǎo)、個(gè)人利益服從集體利益、合理的報(bào)酬、適當(dāng)?shù)募瘷?quán)和分權(quán)、跳板原則、秩序、公平、保持人員穩(wěn)定、首創(chuàng)精神，以及人員團(tuán)結(jié)。他們將其所有的一切都致力于完成任務(wù)，他們根本就考慮失敗。 策略管理者將戰(zhàn)略管理者制定的總目標(biāo)與計(jì)劃轉(zhuǎn)變?yōu)榫唧w目標(biāo)與活動(dòng)。 因此也要對(duì)過去的信息情報(bào)加以科學(xué)的分析，根據(jù)分析的結(jié)果和現(xiàn)在的條件設(shè)立組織的未來目標(biāo)，確定達(dá)到目標(biāo)的一系列政策和方法，最后形成一個(gè)完整的計(jì)劃。環(huán)境總是處于變化之中，有時(shí)變化劇烈，有時(shí)變化緩慢。領(lǐng)導(dǎo)應(yīng)該避免自己控制決策討論，亦應(yīng)避免讓其他個(gè)人控制決策討論，即鼓勵(lì)那些發(fā)言少的成員更多地發(fā)表意見和建議，并征求不同的意見；同時(shí)領(lǐng)導(dǎo)也不應(yīng)允許一些人強(qiáng)迫另一些人同意自己的觀點(diǎn)。與任何需要解 決的問題一樣，危機(jī)管理的第一步是確定危機(jī)的性質(zhì)和程度。決策者至少必須避免驚慌并啟動(dòng)警戒信息處理程序，如搜集信息、考慮幾種選擇方案等。 secondly there are more than two alternatives because there would be no decision making if there is only one plan。 4) 執(zhí)行系統(tǒng)：有計(jì)劃、有步驟、有檢查、有考核，確保決策得到正確執(zhí)行。 3) Decision making system: a decision making group of managers who make collective wise decisions。實(shí)際上戰(zhàn)略就是企業(yè)管理層加強(qiáng)企業(yè)地位、滿足客戶、達(dá)到經(jīng)營(yíng)目標(biāo)的實(shí)施計(jì)劃。 2. The foremost directionsetting question senior managers need to ask is “What is our vision for the pany － what are we trying to do and to bee?” Developing a carefully reasoned answer to this question pushes managers to consider what the pany’s business character is and should be and to develop a clear picture of where the pany needs to be headed over the next 5 to 10 years. Management’s answer to “who we are, what we do, and where we’re headed” charts a course for the anization to take and helps establish a strong anizational identity. What a pany seeks to do and to bee is monly termed the pany’s mission. A mission statement defined a pany’s business and provides a clear view of what the pany is trying to acplish for its customers. Management’s view of the kind of pany it is trying to create and its intent to stake out a particular business position represent a strategic vision for the pany. By developing and municating a business mission and strategic vision, management infuses the workforce with a sense of purpose and a persuasive rationale for the pany’s future direction. 高級(jí)管理人員需要問的第一個(gè)有關(guān)確立發(fā)展方向的問題是“公司的愿景是什么？即我們要努力做什么？成為什么？”謹(jǐn)慎理智地回答這個(gè)問題會(huì)促使管理者考慮公司業(yè)務(wù)的性質(zhì)什么、應(yīng)該是什么，并對(duì)公司未來 5至 10的發(fā)展形成清晰的概念。管理者對(duì)要?jiǎng)?chuàng)立的公司性質(zhì)，以及要占 據(jù)的特定業(yè)務(wù)地位的看法代表了該公司的戰(zhàn)略愿景。如今，戰(zhàn)略 管理出現(xiàn)了鼎盛時(shí)期，不僅涌現(xiàn)出了大量的研究成果，而且有了大量的企業(yè)實(shí)踐活動(dòng)，企業(yè)進(jìn)入了戰(zhàn)略制勝年代。 The formation of business strategies is a carefully controlled planning process on the part of senior managers. Strategies are formed during the process of planning, and strategic planning is the core of strategic management. The crafting of business strategies can be divided into the following procedures: analysis of the internal and external environment of an anization, clarification of the direction, ideas and scope of business, submission of various feasible strategies, evaluation of alternative strategies, determination of satisfactory strategies, implementation of strategies, measurement and control of strategies, and revision of strategies. Lesson Five Translation Directions: Translate the following passages into Chinese. 1. The litany of good strategic management is simple enough: formulate a sound strategic plan, implement it, and execute it to the fullest, win! But it’s easier said than done. Exerting takecharge leadership, being a “spark plug,” ramrodding things through, and getting things done by coaching others to do them are difficult tasks. Moreover, a strategy manager has many different leadership roles t