【文章內容簡介】 企業(yè)管理層加強企業(yè)地位、滿足客戶、達到經(jīng)營目標的實施計劃。管理者制定企業(yè)戰(zhàn)略以便指引企業(yè)經(jīng)營的方式 ，以及幫助管理者在不同的措施選項中作出理智、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)營我們的業(yè)務?！睕]有戰(zhàn)略，管理者就沒有經(jīng)過深思熟慮的發(fā)展道路、沒有指導管理的路線圖、沒有產生預期成果的統(tǒng)一行動計劃。 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. 高級管理人員需要問的第一個有關確立發(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？”謹慎理智地回答這個問題會促使管理者考慮公司業(yè)務的性質什么、應該是什么，并對公司未來 5至 10的發(fā)展形成清晰的概念。管理者對于“我們是誰，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發(fā)展路線，并有助于建立一個有力的公司認同身份。一個公司努力做什么，以及成為什么通常被稱為企業(yè)的宗旨。宗旨陳述定義一個企業(yè)的業(yè)務，并對企業(yè)努力為客戶提供的產品或服務給出一個清晰的解釋。管理者對要創(chuàng)立的公司性質，以及要占 據(jù)的特定業(yè)務地位的看法代表了該公司的戰(zhàn)略愿景。通過制定并傳遞企業(yè)宗旨和戰(zhàn)略愿景，管理者就對企業(yè)員工灌輸了一種使命感、一種公司未來發(fā)展方向的令人信服的合理性。 Directions: Translate the following passages into English. 1. 戰(zhàn)略管理是對企業(yè)的生產經(jīng)營活動實行的總體性管理，是組織制定和實施戰(zhàn)略的一系列管理決策與行動，其核心問題是使企業(yè)的自身條件和環(huán)境相適應，以求企業(yè)生存發(fā)展。戰(zhàn)略管理發(fā)展大致分為三個階段：長期計劃階段、戰(zhàn)略計劃階段和戰(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)實踐活動，企業(yè)進入了戰(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)略的形成是一個企業(yè)高層管理人員有意識、有控制的計劃過程。戰(zhàn)略是在計劃中形成，戰(zhàn)略計劃是戰(zhàn)略管理的核心。戰(zhàn)略計劃的制定可以分為以下幾個步驟：分析組織的外部環(huán)境和內部環(huán)境；明確企業(yè)經(jīng)營的方向、思想、范圍；確定目標；提出多種可行的戰(zhàn)略計劃；評價可供選擇的戰(zhàn)略計劃；選擇滿意的戰(zhàn)略計劃；實施戰(zhàn)略計劃；衡量和控制戰(zhàn)略計劃；戰(zhàn)略計劃的修正。 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)略管理其實很簡單：制定完善的戰(zhàn)略計劃、貫徹戰(zhàn)略計劃、一絲不茍地實施戰(zhàn)略計劃、取得勝利！但是說著容易，做著 難。作為用于負責的領導、做一個“打火塞”、強行貫徹指令、通過輔導他人來完成任務都是充滿困難的。而且戰(zhàn)略管理者要起著許多不同的領導角色：主要企業(yè)家和戰(zhàn)略家、主要行政管理者和戰(zhàn)略實施者、企業(yè)文化構建者、監(jiān)督者、危機化解者、任務布置者、企業(yè)發(fā)言人、資源分配者、談判專家、士氣鼓動者、顧問、仲裁者、和諧構建者、政策制定者、政策實施者、導師、拉拉隊長。有時獨裁和固執(zhí)是有用的；有時又最好是位善解人意的傾聽者與善于妥協(xié)的決策者；有時參與性的團隊方式效果最佳。許多場合需要高調的角色以及大量的時間投入，而其他一些場合又需要簡明 的禮節(jié)性角色，將細致工作委托給下級。 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)略領導就是判斷情況，選擇處理方法。六種領導角色在戰(zhàn)略實施 日程中有著重要地位： 1) 掌控發(fā)生的事情以及事態(tài)的進展； 2) 創(chuàng)造一種企業(yè)文化，它能夠“激活”組織來高水平地實施企業(yè)戰(zhàn)略； 3) 保持組織對變化的環(huán)境的快速反應，對新的機遇保持警覺，要有不斷的創(chuàng)新思維； 4) 努力達成多數(shù)人的一致、遏制“權力爭斗”、解決制定和實施企業(yè)戰(zhàn)略中的政治問題； 5) 執(zhí)行道德準則； 6) 落實糾正措施