【正文】 美國(guó)人口普查局的數(shù)字表明以 2020年 10月底為止的年度為基礎(chǔ)，餐飲場(chǎng)所銷售額增長(zhǎng)百分之 ，超過整體經(jīng)濟(jì)百分之 。 這是餐飲業(yè)有史以來就業(yè)記錄最差的兩個(gè)月。大多數(shù)經(jīng)濟(jì)學(xué)家預(yù)計(jì) 2020年第四季度將會(huì)出現(xiàn)更大的收縮。 Communication is an interpersonal exchange process of ideas or information. According to its function and objective, munication can be divided into instrumental or expressive. Instrumental munication is mainly used deliver to the receiver such information as sender’s knowledge, experience, opinion and requirement so as to influence the receiver’s cognitive and attitudinal systems, and to alter the receiver’s behavior to acplish the objectives of an anization. Expressive munication is used to express feelings, to relieve internal tension, and to obtain the receiver’s sympathy, support, friendship and understanding so as to establish and improve the interpersonal relations, and to satisfy one’s spiritual needs. 2. 溝通的作用在于使組織內(nèi)的每個(gè)成員都能夠做到在適當(dāng)時(shí)候，將適當(dāng)?shù)男畔ⅲ眠m當(dāng)?shù)姆椒?，傳給適當(dāng)?shù)娜?，從而形成一個(gè)健全的、迅速的、有效的信息傳遞系統(tǒng)，以利于組織目標(biāo)的達(dá)成。 Directions: Translate the following passages into English. 1. 溝通是指人與人之間傳達(dá)思想或交換情報(bào)的過程。 2. A special category of written munications occurs via electronic media. Managers use puters not only to gather and distribute quantitative data but to “talk” with others via electronic mail (Email). For people who don’t have direct access to one another’s puter terminals, facsimile (fax) machines can transmit messages in seconds through telephone lines all over the world. Other means of electronic munication include teleconferencing, in which groups of people in different locations interact over telephone lines (audio conferencing) and perhaps also see one another on television monitors as they participate in group discussions (videoconferencing). 書面溝通的一種特殊類型是通過電子媒體進(jìn)行的。 Since the nature of incentives lies in the satisfaction of people’s needs and lead to them to behave in the way anizations want, we must study people’s needs so as to inspire and motivate people. How many different kinds of needs are there in the world? What are the general laws governing people’s needs? Many scholars have studied this issue. Some divide needs into needs for existence, relations, and growth。 Motivation is the direct cause of people’s actions. It causes action, keeps action going on, and leads to actions to satisfy certain wants. Motivation is produced by needs. When people have certain needs which are not satisfied, there will be psychological tension and anxiety, which, in turn, will bee an internal driving force for individuals to take actions. Psychologists regard this phenomenon as motivation. When people are motivated, they look for, select, and approach their objects. When the objects are found, there will be actions to satisfy their needs. When needs are satisfied, tension and anxiety will be removed, and there will be new needs. During the whole process, the action of searching, selecting and approaching the object is termed object guided action. The actions which satisfy needs are therefore called object actions. 2. 既然激勵(lì)的實(shí)質(zhì)在于滿足人們的需要，促使其按組織所需要的方式行事，因此要激發(fā)動(dòng)機(jī)，調(diào)動(dòng)人們的積極性，就必須研究人們的需要。當(dāng)人們有了動(dòng)機(jī)以后就要尋找、選擇和接近目標(biāo)。 Directions: Translate the following passages into English. 1. 動(dòng)機(jī)是人們行為產(chǎn)生的直接原因，它引起行為、維持 行為并指引行為去滿足某種需要。他們創(chuàng)造戰(zhàn)略支持激勵(lì)方式，并有效地加以運(yùn)用。他們不僅使雇員接受戰(zhàn)略并全身心地投入該戰(zhàn)略實(shí)施。 2) Abstraction: the ability to get to the nature of things, to grasp the dominant aspects of things, and to summarize and theorize。 3) 組織和協(xié)調(diào)的能力：即善于將有限的人力資源組織起來協(xié)調(diào)工作的能力，處理工作中的矛盾和沖突的能力，知人和用人的能力等。 There are several views on the implication of leadership. Some think that leadership is an art of motivating and energizing subordinates to acplish their tasks。 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。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、通過輔導(dǎo)他人來完成任務(wù)都是充滿困難的。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。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。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?！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(dǎo)管理的路線圖、沒有產(chǎn)生預(yù)期成果的統(tǒng)一行動(dòng)計(jì)劃。戰(zhàn)略根植于企業(yè)管理層賴以取得經(jīng)營(yíng)成功的一系列競(jìng)爭(zhēng)措施與經(jīng)營(yíng)方式。 2) Consultation system: groups of experts both in and out of a business。 3) 決策系統(tǒng)：在領(lǐng)導(dǎo)者中間組成決策群，靠集體的智慧進(jìn)行決策。 Decision making is an appropriate process of choosing an effective plan or means from more than two alternatives so as to achieve a certain objective. The implications of decision making therefore consists of the following aspects: firstly to achieve a preset objective。因?yàn)橹卮笪C(jī)的后果會(huì)是非常嚴(yán)重的，所以各類組織都應(yīng)培養(yǎng)管理人員在危機(jī)狀態(tài)下的決策能力。這就意味著，首先不能偏離中心議題，其次要做出決策！ 2. Managers must make some decisions in crisis situations under a great deal of pressure. As with any other problem that needs solving, the first step in crisis management is to identify the true extent and nature of the crisis. Commonly a crisis makes effective decision making less likely. Lack of time and psychological stress lead decision makers to think in simplistic terms, fail to consider an adequate number of alternatives, and ignore the longterm implications of their actions. But because the consequences of a major crisis can be so severe, anizations should train managers in making decisions in crisis situation. At the very least, decision makers must avoid panic and attempt to e