【正文】 Directions: Translate the following passages into English. 1. 餐飲管理的任務(wù)是以市場開發(fā)和客源組織為基礎(chǔ)，以經(jīng)營計(jì)劃為指導(dǎo)，利用餐飲設(shè)備、場所和食品原材料，發(fā) 揚(yáng)傳統(tǒng)特色和民族美德，科學(xué)合理地組織餐飲產(chǎn)品生產(chǎn)和銷售，滿足國內(nèi)外客人日益增長的、多層次的物質(zhì)和文化生活需要，以繁榮經(jīng)濟(jì)、活躍市場、促進(jìn)旅游業(yè)和國民經(jīng)濟(jì)的發(fā)展服務(wù)。盡管 911后餐飲業(yè)銷售額直線下降，但是 2020年餐飲業(yè)的表現(xiàn)卻仍然優(yōu)于美國整體經(jīng)濟(jì)的表現(xiàn)。 2. Restaurantindustry sales suffered greatly in the immediate aftermath of September 11. According to preliminary . Census Bureau figures, sales at eatinganddrinking places declined percent in September on a seasonally adjusted basis before rebounding slightly with a percent increase in October. This amounted to a $1billionsales shortfall, if zero growth is assumed in September and October. In spite of the severe dropoff in restaurantindustry sales immediately following September 11, the industry still is outperforming the overall economy for the year. . Census Bureau figures indicate that on a yeartodate basis through October 2020, eatinganddrinkingplace sales increased percent—well above the percent sales gain in the overall economy. 911恐怖襲擊的直接后果之一就是對餐飲業(yè)銷售的巨大沖擊。按照季節(jié)調(diào)整后的數(shù)字，餐飲場所 10月份削減 42,000個(gè)職位，此前 9月份已經(jīng)削減了 43,000個(gè)職位。如果 2020年第四季度出現(xiàn)負(fù)增長，國民經(jīng)濟(jì)就將正式加入不景氣狀態(tài)。這是 8年多來首個(gè)負(fù)增長季度。具體地說，溝通有 3 種作用：正確決策的前提和基礎(chǔ)、統(tǒng)一思想行動(dòng)的工具、組織內(nèi)部良好的人際關(guān)系的關(guān)鍵。所謂滿足需要的溝通目的是表達(dá)感情，消除內(nèi)心的緊張，以求得對方的同情、支持、友誼和諒解，從而確立和改善 與對方的人際關(guān)系，以滿足個(gè)人精神上的需要。溝通按功能和目的可分為工具式溝通和滿足需要的溝通。其他電子溝通形式還有電信會(huì)議，不同地域的人們提供電話線路彼此溝通（音頻會(huì)議），或者通過電視監(jiān) 視器看著彼此來進(jìn)行小組討論（視頻會(huì)議）。 管理者使用計(jì)算機(jī)不僅僅是來搜集和發(fā)布量化數(shù)據(jù)，而且可以通過電子郵件來和他人“交談”。如果經(jīng)理發(fā)出備忘錄后打電話給接受者詢問有何問題，如果老板發(fā)出指令后傾聽對執(zhí)行指令的各種不同的建議，如果父親能夠冷靜下來傾聽兒子的解釋，此時(shí)單向溝通就可以變?yōu)殡p向溝通。 others classify needs according to their origins into natural needs and cultural needs, or according to the objects of needs into material needs and spiritual needs. But among them the most influential is the one put forward by Abraham H. Maslow in his Motivation and Individuality in 1954, in which he first described his theory of need hierarchy. Lesson Seven Translation Directions: Translate the following passages into Chinese. 1. In oneway munication, information flows in only one direction － from the sender to the receiver, with no feedback loop. A manager has his secretary send a memo to a subordinate without asking for an immediate response. A boss gives an order over the phone. A father scolds his son and then storms out of the room. When receivers do respond to senders, twoway munication has occurred. Oneway munication situations can bee twoway if the manager follows up his memo with a phone call and asks the receiver if he has any questions, the boss on the phone listens to alternative suggestions for carrying out his order, and the father calms down and listens to his son’s side of the story. 單向溝通時(shí)，信息是單一方向流動(dòng)的，即從發(fā)出者到接受者，沒有反饋回路，例如經(jīng)理叫秘書向下屬發(fā)備忘錄，而沒有要求立即反饋；老板打電話發(fā)出指令；父親責(zé)備兒子，然后摔門而去。但是影響最大的還是馬斯洛 (A. H. Maslow) 1954年在他的代表作《動(dòng)機(jī)與個(gè)性》里提出的層次需要理論。需要有多少種？人們需要的一般規(guī)律是什么？許多人曾對此進(jìn)行過研究。在整個(gè)過程中，尋找、選擇和接近目標(biāo)的行為，被稱為目標(biāo)導(dǎo)向行為；滿足需要自身的活動(dòng)被稱為目標(biāo)行為。找到目標(biāo)后，就進(jìn)行滿足需要的活動(dòng)。心理學(xué)家把這種現(xiàn)象 看 成為動(dòng)機(jī)。動(dòng)機(jī)是由需要產(chǎn)生的。管理者絕不能夠僅僅限于向大家談?wù)撔碌膽?zhàn)略措施及其實(shí)施目標(biāo)對組織未來健康發(fā)展的重要性。 2. The conventional view is that a manager’s push for strategy implementation should incorporate more positive than negative motivational elements because when cooperation is positively enlisted and rewarded, rather than strongarmed by a boss’s orders, people tend to respond with more enthusiasm and more effort. Nevertheless, how much of which incentives to use depends on how hard the task of strategy implementation will be. A manager has to do more than just talk to everyone about how important new strategic practices and performance targets are to the anization’s future wellbeing. 通常人們認(rèn)為管理者推動(dòng)戰(zhàn)略實(shí)施時(shí)應(yīng)加入更多的正面動(dòng)因，這是因?yàn)楫?dāng)正面地，而不是使用老板命令的高壓手段來爭取并獎(jiǎng)勵(lì)合作的時(shí)候，員工大都會(huì)以更高的熱情和更大的努力來予以回報(bào)?！背晒Φ膽?zhàn)略實(shí)施者將各個(gè)個(gè)體的努力組合成團(tuán)隊(duì)和工作小組，以便促進(jìn)思想的交流，創(chuàng)造相互支持的氣氛。他們允許雇員參與對如何做好本職工作的決策，并努力使工作有趣味和令人滿足。 5) Innovation: the ability to create new knowledge, new technology, new products, and new methodology. Lesson Six Translation Directions: Translate the following passages into Chinese. 1. Successful strategyimplementers inspire and challenge employees to do their best. They get employees to buy into the strategy and mit to making it work. They allow employees to participate in making decisions about how to perform their jobs, and they try to make jobs interesting and satisfying. As Frederick Herzberg said, “If you want people motivated to do a good job, give them a good job to do.” They structure individual efforts into teams and work groups in order to facilitate an exchange of ideas and a climate of support. They devise strategysupportive motivational approaches and use them effectively. 成功的戰(zhàn)略實(shí)施者鼓舞并激勵(lì)雇員發(fā)揮自己最大潛能。 3) Organization and coordination: the ability to allocate and coordinate the available human resources, to deal with the contradictions and conflicts, and to find and engage right people for the right positions。 The decision making and management abilities of leaders depend on the following abilities: 1) Intuition: the ability to perceive and cognize the things in the world。 4) 自我發(fā)展的能力：是指不斷學(xué)習(xí)新知識、掌握新技能的自我完善的能力。 2) 抽象思維的能力：即透過現(xiàn)象抓住本質(zhì)的能力，理清支流把握主流的能力，總結(jié)實(shí)踐形成觀念的能力。 others take leadership as a process in which people are influenced and directed by their leaders in their selection and acplishment of their goals。綜上所述，領(lǐng)導(dǎo)的本質(zhì)是一種影響力，即對一個(gè)組織為確立目標(biāo)和實(shí)現(xiàn)目標(biāo)所進(jìn)行的活動(dòng)施加影響的過程。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”組織來高水平地實(shí)施企業(yè)戰(zhàn)略； 3) 保持組織對變化的環(huán)境的快速反應(yīng)，對新的機(jī)遇保持警覺，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)力爭斗”、解決制定和實(shí)施企業(yè)戰(zhàn)略中的政治問題； 5) 執(zhí)行道德準(zhǔn)則； 6) 落實(shí)糾正措施以便改進(jìn)企業(yè)戰(zhàn)略的執(zhí)行以及總體戰(zhàn)略的實(shí)施水平。許多場合需要高調(diào)的角色以及大量的時(shí)間投入，而其他一些場合又需要簡明 的禮節(jié)性角色，將細(xì)致工作委托給下級。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、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。 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 su