【正文】 bordinates. 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。 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。戰(zhàn)略是在計劃中形成，戰(zhàn)略計劃是戰(zhàn)略管理的核心。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。 Directions: Translate the following passages into English. 1. 戰(zhàn)略管理是對企業(yè)的生產(chǎn)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。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。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。 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。實際上戰(zhàn)略就是企業(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。 5) Feedback system: timely collection of reliable information after the execution of decisions so as to offer feedbacks to the decision making body to see whether the decision made has achieved the expected objectives or not. Lesson Four Translation Directions: Translate the following passages into Chinese. 1. The strategic management is concerned with the managerial tasks of crafting, implementing, and executing pany strategies. Strategy is grounded in the array of petitive moves and business approaches management depends on to produce successful performance. Strategy, in effect, is management’s game plan for strengthening the anization’s position, pleasing customers, and achieving performance targets. Managers devise strategies to guide how the pany’s business will be conducted and to help them make reasoned, cohesive choices among alternative courses of action. The strategy managers decide on indicates that “among all the paths and actions we could have chosen, we decided to follow this route and conduct our business in this manner.” Without a strategy, a manager has no thoughtout course to follow, no roadmap to manage by, no unified action program to produce the intended results. 戰(zhàn)略管理是有關企業(yè)戰(zhàn)略的制定和執(zhí)行的管理任務。 3) Decision making system: a decision making group of managers who make collective wise decisions。 A plete scientific decision making system consists of the following 5 aspects: 1) Information system: puters as used to collect, store, analyze, treat and share various kinds of inform, which is the basis of decision making。 4) 執(zhí)行系統(tǒng)：有計劃、有步驟、有檢查、有考核，確保決策得到正確執(zhí)行。 2) 咨詢系統(tǒng)：企業(yè)內部和外部的專家智囊機構。 secondly there are more than two alternatives because there would be no decision making if there is only one plan。因此決策的含義應包括幾個方面的內容：第一，為了達到一個既定的目的；第二，要有兩個以上的方案，如果只有一個方案就無所謂決策；第三，不能將決策理解為選擇與決定方案那一瞬間的行動，而應理解為合理的設計、分析、比較、選擇與決定方案的整個過程。決策者至少必須避免驚慌并啟動警戒信息處理程序，如搜集信息、考慮幾種選擇方案等。缺乏時間以及心理壓力會使決策者使得決策者思維簡單化、考慮不到足夠的選擇方案、忽略自己采取措施的長期影響。與任何需要解 決的問題一樣，危機管理的第一步是確定危機的性質和程度。領導亦應注意小組成員在討論中偏離中心議題，即提出問題的最佳解決方案的跡象。領導應該避免自己控制決策討論，亦應避免讓其他個人控制決策討論，即鼓勵那些發(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；同時領導也不應允許一些人強迫另一些人同意自己的觀點。不適應環(huán)境的變化是組織失敗的主要原因之一。環(huán)境總是處于變化之中，有時變化劇烈，有時變化緩慢。環(huán)境給組織提供資源，吸收組織的產(chǎn)出，同時又給組織許多約束。 因此也要對過去的信息情報加以科學的分析，根據(jù)分析的結果和現(xiàn)在的條件設立組織的未來目標，確定達到目標的一系列政策和方法，最后形成一個完整的計劃。 Directions: Translate the following passages into English. 1. 計劃工作是一種預測未來、設立目標、決定政策、選擇方案的連續(xù)程序，以期能夠經(jīng)濟地使用現(xiàn)有資源，有效地把握未來的發(fā)展，獲得最大組織成效。 策略管理者將戰(zhàn)略管理者制定的總目標與計劃轉變?yōu)榫唧w目標與活動。 2. How the management functions and skills are applied depends on the manager’s level in the anization. Strategic managers are the senior executives and are responsible for the anization’s overall management. Tactical