【正文】 managers translate the general goals and plans developed by strategic managers into more specific objectives and activities. Operational managers are lowerlevel managers who supervise the operations of the anization. 如何應(yīng)用管理的各種功能與技能取決于管理者在組織中的級(jí)別。他們將其所有的一切都致力于完成任務(wù)，他們根本就考慮失敗。管理者與領(lǐng)導(dǎo)者之間有區(qū)別嗎？華倫 本尼斯與波特 那努斯在他們的《領(lǐng)導(dǎo)者》一書中認(rèn)為管理者把大部分時(shí)間用于掌握常規(guī)事務(wù)及決定如何把事情做好，而領(lǐng)導(dǎo)者卻要用愿景與判斷力去創(chuàng)造并去做正確的事情。法約爾還首先提出了一般管理的 14條原則，即勞動(dòng)分工、權(quán)利與責(zé)任、紀(jì)律、統(tǒng)一指揮、統(tǒng)一領(lǐng)導(dǎo)、個(gè)人利益服從集體利益、合理的報(bào)酬、適當(dāng)?shù)募瘷?quán)和分權(quán)、跳板原則、秩序、公平、保持人員穩(wěn)定、首創(chuàng)精神，以及人員團(tuán)結(jié)。 the third is the middle management period pioneered by Elton Mayo and Chester I. Barnard from 1930 to 1945。 Management became a scientific discipline at the end of the 19th century, though the concept and practice of management had been in existence for thousands of years. The total history of the development of management ideas can be roughly divided into four periods. The first is the early management period started before the end of the 19th century?？v觀管理思 想發(fā)展的全部歷史，大致可以劃分為 4 個(gè)階段：第一階段為早期的管理思想，產(chǎn)生于 19世紀(jì)末以前；第二階段為古典的管理思想，產(chǎn)生于 19世紀(jì)末到 1930年之間，以泰勒（ Frederick W. Taylor）與法約爾（ Henri Fayol）等人的思想為代表；第三階段為中期的管理思想，產(chǎn)生于 1930年到 1945年之間，以梅奧（ Elton Mayo）與巴納德（ Chester I. Barnard）等人的思想為代表；第四階段為現(xiàn)代管理思想，產(chǎn)生于 1945年以后。管理者應(yīng)該通過消除障礙并鼓勵(lì)那些同時(shí)能夠滿足個(gè)人需求又能夠達(dá)到組織目標(biāo)的行為來(lái)促進(jìn)這種需求滿足過程并達(dá)到組織的目標(biāo)。最基本的是對(duì)飲食、居所的生理需求，而最高層次的需求是自我實(shí)現(xiàn)或個(gè)人才能的充分發(fā)揮。 2. In 1943, Abraham Maslow suggested that humans have five levels of needs. The most basic needs are the physical needs for food, water, and shelter。研究人員的結(jié)論是研究人員在觀察工人的時(shí)候，個(gè)人們的工作狀態(tài)與反應(yīng)是不同的。研究人員沒有發(fā)現(xiàn)在工廠照明條件與生產(chǎn)水平之間存在著系統(tǒng)的關(guān)系。Translation Reference Keys Lesson One Translation Directions: Translate the following passages into Chinese. 1. The Hawthorne Studies were a series of experiments conducted from 1924 to 1932. During the first stage of the project (the Illumination Experiments), various working conditions, particularly the lighting in the factory, were altered to determine the effects of these changes on productivity. The researchers found no systematic relationship between the factory lighting and production levels. In some cases, productivity continued to increase even when the illumination was reduced to the level of moonlight. The researchers concluded that the workers performed and reacted differently because the researchers were observing them. This reaction is known as the Hawthorne Effect. 霍桑研究是從 1924至 1932 年間進(jìn)行的一系列實(shí)驗(yàn)。在此研究項(xiàng)目的第一階段（照明實(shí)驗(yàn)），對(duì)各種工作條件，特別是工廠的照明條件做出變動(dòng)以便確定這些變動(dòng)對(duì)生產(chǎn)效率的影響。在有些情況下，即使照明被降低到月光的水平，生產(chǎn)效率仍然繼續(xù)增長(zhǎng)。這種反應(yīng)即是所謂霍桑效應(yīng)。 the most advanced need is for selfactualization, or personal fulfillment. Maslow argued that people try to satisfy their lowerlevel needs and then progress upward to the higherlevel needs. Managers can facilitate this process and achieve anizational goals by removing obstacles and encouraging behaviors that satisfy people’s needs and anizational goals simultaneously. 馬斯洛 1943年提出人類有 5個(gè)層次的需求。馬斯洛認(rèn)為人們是首先要滿足低層次需求，然后才去滿足較高層次的需求。 Directions: Translate the following passages into English. 1. 管理從 19世紀(jì)末才開始形成一門科學(xué)，但是管理的概念和實(shí)踐已經(jīng)存在了數(shù)千年。這一時(shí)期管理領(lǐng)域非?；钴S，出現(xiàn)了一系列管理學(xué)派，每一學(xué)派都有 自己的代表人物。 the second is the classic management period originated between the end of the 19th century and 1930 and represented by Frederick W. Taylor and Henri Fayol。 and the fourth is the modern management period ing into being after 1945. The modern management period is full of new ideas and each school has its own representative thinkers. 2. 法約爾管理思想的一重要內(nèi)容是他首先把管理活動(dòng)劃分為計(jì)劃、組織、指揮、協(xié)調(diào)與控制五大職能，并對(duì)這五大管理職能進(jìn)行了詳細(xì)的分析和討論。 One of the important ideas put forward by Fayol is that he was the first to divide the management activities into five major functions: planning, anizing, manding, coordinating, and controlling. He also made a detailed analysis and discussion of each function. Fayol also proposed 14 general principles of management, . division of work, authority, discipline, unity of mand, unity of direction, subordination of individual interest to the general interest, remuneration, centralization, scalar chain, order, equity, stability and tenure of personnel, initiative and esprit de corps. Lesson Two Translation Directions: Translate the following passages into Chinese. 1. To be successful, an anization must have some managers who are also leaders. Is there a difference between a manager and a leader? In their book Leaders, Warren Bennis and Burt Nanus argue that managers spend most of their time mastering basic routines and deciding how to do things right. Leaders, in contrast, use vision and judgment to create and to do the right things. Great leaders municate their visions to their employees and use power wisely to make their ideas a reality. They devote everything they have to their task, and they simply do not think about failure. As a manager of the future, you can and should be a leader. 一個(gè)組織為了取得成功必須擁有一 些具有領(lǐng)導(dǎo)才能的管理者。偉大的領(lǐng)導(dǎo)者將其愿景傳達(dá)給他們的雇員并明智地行使手中的權(quán)力去實(shí)現(xiàn)他們的想法。作為未來(lái)的管理者，你能夠也應(yīng)該成為一個(gè)領(lǐng)導(dǎo)者。戰(zhàn)略管理者是高級(jí)管理人員，他們負(fù)責(zé)組織的總體管理。運(yùn)行管理者是督察組織實(shí)際運(yùn)作的基層管理者。計(jì)劃工作主要與未來(lái)有關(guān)，這就需要正確地預(yù)測(cè)未來(lái)。 Planning is a continuous process of future prediction, objective setting, policy determination, and option selection with a view to economical utilization of available resources, effective prediction of the future development, and achievement of maximum anizational efficiency. Planning is mainly about the future and therefore depends on the correct prediction of the future. A plete plan is formed on the basis of scientific analysis of the accumulated information in the past, the setting of anizational future objectives according to the results of the analysis and the available resources, and a series of policies and methods which assure the achievement of the objectives. 2. 任何組織都是在一定的環(huán)境下生存和發(fā)展的。一個(gè)組織要保持持續(xù)的發(fā)展，就必須適應(yīng)其周圍的環(huán)境。當(dāng)環(huán)境變到足以阻礙組織的發(fā)展時(shí)，就必須對(duì)組織進(jìn)行調(diào)整和改革，以適應(yīng)環(huán)境的變化。 Organizations exist and develop in a certain environment, which provides anizations with resources they need, absorbs the products they produce, and also set the restriction