【文章內(nèi)容簡(jiǎn)介】 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。管理者制定企業(yè)戰(zhàn)略以便指引企業(yè)經(jīng)營(yíng)的方式 ，以及幫助管理者在不同的措施選項(xiàng)中作出理智、一致的選擇。管理者決定的戰(zhàn)略表明“在所有我們可能選擇的發(fā)展道路與措施中我們決定采取這一條發(fā)展道路并以此種方式經(jīng)營(yíng)我們的業(yè)務(wù)。”沒(méi)有戰(zhàn)略，管理者就沒(méi)有經(jīng)過(guò)深思熟慮的發(fā)展道路、沒(méi)有指導(dǎo)管理的路線圖、沒(méi)有產(chǎn)生預(yù)期成果的統(tǒng)一行動(dòng)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(wèn)的第一個(gè)有關(guān)確立發(fā)展方向的問(wèn)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(wèn)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(lái) 5至 10的發(fā)展形成清晰的概念。管理者對(duì)于“我們是誰(shuí)，我們做什么，以及我們的發(fā)展方向是什么”的回答勾勒出公司的未來(lái)發(fā)展路線，并有助于建立一個(gè)有力的公司認(rèn)同身份。一個(gè)公司努力做什么，以及成為什么通常被稱為企業(yè)的宗旨。宗旨陳述定義一個(gè)企業(yè)的業(yè)務(wù)，并對(duì)企業(yè)努力為客戶提供的產(chǎn)品或服務(wù)給出一個(gè)清晰的解釋。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。通過(guò)制定并傳遞企業(yè)宗旨和戰(zhàn)略愿景，管理者就對(duì)企業(yè)員工灌輸了一種使命感、一種公司未來(lái)發(fā)展方向的令人信服的合理性。 Directions: Translate the following passages into English. 1. 戰(zhàn)略管理是對(duì)企業(yè)的生產(chǎn)經(jīng)營(yíng)活動(dòng)實(shí)行的總體性管理，是組織制定和實(shí)施戰(zhàn)略的一系列管理決策與行動(dòng)，其核心問(wèn)題是使企業(yè)的自身?xiàng)l件和環(huán)境相適應(yīng)，以求企業(yè)生存發(fā)展。戰(zhàn)略管理發(fā)展大致分為三個(gè)階段：長(zhǎng)期計(jì)劃階段、戰(zhàn)略計(jì)劃階段和戰(zhàn)略管理階段。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。 Strategic management is the total management of the business operations of a pany, and is a series of management decisions and actions in crafting and implementing strategies. The core issue in strategic management is to adapt itself to the business environment with a view to business development. The development of strategic management can roughly be divided into three periods: longterm planning, strategic planning and strategic management. Strategic management is now in its prime period with a large number of research results and countless business cases. Businesses have entered a period in which strategies count. 2. 戰(zhàn)略的形成是一個(gè)企業(yè)高層管理人員有意識(shí)、有控制的計(jì)劃過(guò)程。戰(zhàn)略是在計(jì)劃中形成，戰(zhàn)略計(jì)劃是戰(zhàn)略管理的核心。戰(zhàn)略計(jì)劃的制定可以分為以下幾個(gè)步驟：分析組織的外部環(huán)境和內(nèi)部環(huán)境；明確企業(yè)經(jīng)營(yíng)的方向、思想、范圍；確定目標(biāo)；提出多種可行的戰(zhàn)略計(jì)劃；評(píng)價(jià)可供選擇的戰(zhàn)略計(jì)劃；選擇滿意的戰(zhàn)略計(jì)劃；實(shí)施戰(zhàn)略計(jì)劃；衡量和控制戰(zhàn)略計(jì)劃；戰(zhàn)略計(jì)劃的修正。 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 to play: chief entrepreneur and strategist, chief administrator and strategyimplementer, culture builder, supervisor, crisis solver, taskmaster, spokesperson, resource allocator, negotiator, motivator, adviser, arbitrator, consensus builder, policymaker, police enforcer, mentor, and head cheerleader. Sometimes it is useful to be authoritarian and hardnosed。 sometimes it is best to be perceptive listener and a promising decisionmaker。 and sometimes a strongly participative, collegial approach works best. Many occasions call for a highly visible role and extensive time mitments, while others entail brief ceremonial performance with the details delegated to subordinates. 陳述良好的戰(zhàn)略管理其實(shí)很簡(jiǎn)單：制定完善的戰(zhàn)略計(jì)劃、貫徹戰(zhàn)略計(jì)劃、一絲不茍地實(shí)施戰(zhàn)略計(jì)劃、取得勝利！但是說(shuō)著容易，做著 難。作為用于負(fù)責(zé)的領(lǐng)導(dǎo)、做一個(gè)“打火塞”、強(qiáng)行貫徹指令、通過(guò)輔導(dǎo)他人來(lái)完成任務(wù)都是充滿困難的。而且戰(zhàn)略管理者要起著許多不同的領(lǐng)導(dǎo)角色：主要企業(yè)家和戰(zhàn)略家、主要行政管理者和戰(zhàn)略實(shí)施者、企業(yè)文化構(gòu)建者、監(jiān)督者、危機(jī)化解者、任務(wù)布置者、企業(yè)發(fā)言人、資源分配者、談判專家、士氣鼓動(dòng)者、顧問(wèn)、仲裁者、和諧構(gòu)建者、政策制定者、政策實(shí)施者、導(dǎo)師、拉拉隊(duì)長(zhǎng)。有時(shí)獨(dú)裁和固執(zhí)是有用的；有時(shí)又最好是位善解人意的傾聽(tīng)者與善于妥協(xié)的決策者；有時(shí)參與性的團(tuán)隊(duì)方式效果最佳。許多場(chǎng)合需要高調(diào)的角色以及大量的時(shí)間投入，而其他一些場(chǎng)合又需要簡(jiǎn)明 的禮節(jié)性角色，將細(xì)致工作委托給下級(jí)。 2. In general, the problem of strategic leadership is one of diagnosing the situation and choosing from any of several ways to handle it. Six leadership roles dominate the strategyimplementer’s action agenda: 1) Staying on top of what is happening and how well things are going. 2) Promoting a culture in which the anization is “energized” to acplish strategy and perform at a high level. 3) Keeping the anization responsive to changing conditions, alert for new opportunities, and bubbling with innovative ideas. 4) Building consensus, containing “power struggles,” and dealing with the politics of crafting and implementing strategy. 5) Enforcing ethical standards. 6) Pushing corrective actions to improve strategy execution and overall strategic performance. 通常情況下，戰(zhàn)略領(lǐng)導(dǎo)就是判斷情況，選擇處理方法。六種領(lǐng)導(dǎo)角色在戰(zhàn)略實(shí)施 日程中有著重要地位： 1) 掌控發(fā)生的事情以及事態(tài)的進(jìn)展； 2) 創(chuàng)造一種企業(yè)文化，它能夠“激活”組織來(lái)高水平地實(shí)施企業(yè)戰(zhàn)略； 3) 保持組織對(duì)變化的環(huán)境的快速反應(yīng)，對(duì)新的機(jī)遇保持警覺(jué)，要有不斷的創(chuàng)新思維； 4) 努力達(dá)成多數(shù)人的一致、遏制“權(quán)力爭(zhēng)斗”、解決制定和實(shí)施企業(yè)戰(zhàn)略中的政治問(wèn)題； 5) 執(zhí)行道德準(zhǔn)則； 6) 落實(shí)糾正措施