【正文】 s to the anizations. An anization must adapt to its environment so as to have sustainable development. Environment is in constant change, which is sometimes radical and sometimes slow. Organizations must be adjusted and reformed when the environment has changed so much that it hinders the development of anizations. One of the causes of anizational failure is its inability to adapt to the changed environment. Lesson Three Translation Directions: Translate the following passages into Chinese. 1. The leader of a decisionmaking body must attempt to minimize processrelated problems. The leader should avoid dominating the discussion and allowing another individual to dominate. This means encouraging less vocal group members to air their opinions and suggestions and asking for dissenting viewpoints. At the same time, the leader should not allow the group to pressure people into conforming. The leader should be alert to the da ngers of groupthink and satisfaction. Also, she or he should be attuned to indications that group members are losing sight of the primary objective: to e up with the best solution to the problem. This implies two things. First, don’t lose sight of the problem. Second, make a decision! 一個(gè)決策機(jī)構(gòu)的領(lǐng)導(dǎo)必須盡量減少與決策過(guò)程有關(guān)的問(wèn)題。領(lǐng)導(dǎo)應(yīng)該對(duì)集體思考與自我滿足保持警惕。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 exhibit vigilant information processing — seek information, consider several alternatives, and so on. 在危機(jī)情況中管理人員必須在巨大的壓力下做出決策。通常情況下，危機(jī)使得有效決策不太可能。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。 Directions: Translate the following passages into English. 1. 所謂決策就是為了達(dá)到一定的目的， 從兩個(gè)以上的代替方案中選擇一個(gè)有效方案（或手段）的合理過(guò)程。 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。 thirdly decision making should not be understood as the moment at which the choice or decision is made, rather as a plete process of design, analysis, parison, choice and decision. 2. 健全科學(xué)的決策系統(tǒng)一般包括五個(gè)方面： 1) 信息系統(tǒng)：利用計(jì)算機(jī)搜集、存儲(chǔ)、分析、處理和共享各種信息，以作為決策的依據(jù)。 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。 5) 反饋系統(tǒng)：及時(shí)搜集決策執(zhí)行后的真實(shí)信息，正確地反饋到?jīng)Q策層，看決策是否達(dá)到了預(yù)想的結(jié)果。 2) Consultation system: groups of experts both in and out of a business。 4) Implementation system: so as to ensure the correct execution of the decisions made, there must be plans, procedures, inspections and evaluations。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。管理者制定企業(yè)戰(zhàn)略以便指引企業(yè)經(jīng)營(yíng)的方式 ，以及幫助管理者在不同的措施選項(xiàng)中作出理智、一致的選擇?！睕](méi)有戰(zhàn)略，管理者就沒(méi)有經(jīng)過(guò)深思熟慮的發(fā)展道路、沒(méi)有指導(dǎo)管理的路線圖、沒(méi)有產(chǎn)生預(yù)期成果的統(tǒng)一行動(dòng)計(jì)劃。管理者對(duì)于“我們是誰(shuí)，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(lái)發(fā)展路線，并有助于建立一個(gè)有力的公司認(rèn)同身份。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。通過(guò)制定并傳遞企業(yè)宗旨和戰(zhàn)略愿景，管理者就對(duì)企業(yè)員工灌輸了一種使命感、一種公司未來(lái)發(fā)展方向的令人信服的合理性。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。 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(gè)企業(yè)高層管理人員有意識(shí)、有控制的計(jì)劃過(guò)程。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。 sometimes it is best to be perceptive listener and a promising decisionmaker。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(guò)輔導(dǎo)他人來(lái)完成任務(wù)都是充滿困難的。有時(shí)獨(dú)裁和固執(zhí)是有用的；有時(shí)又最好是位善解人意的傾聽(tīng)者與善于妥協(xié)的決策者；有時(shí)參與性的團(tuán)隊(duì)方式效果最佳。 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。 Directions: Translate the following passages into English. 1. 關(guān)于領(lǐng)導(dǎo)的含義有幾種看法：有人認(rèn)為，領(lǐng)導(dǎo)是一門促使下級(jí)以高度的熱心和信心來(lái)完成他們?nèi)蝿?wù)的藝術(shù)；也有人認(rèn)為，領(lǐng)導(dǎo)是一項(xiàng)程序 ,它使人們?cè)谶x擇目標(biāo)和達(dá)成目標(biāo)的過(guò)程中受指揮者的導(dǎo)向和影響；還有一些人認(rèn)為，領(lǐng)導(dǎo)是一種說(shuō)服他人熱心追求目標(biāo)的能力等等。 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。 and still others regard leadership as the ability to persuade others to pursue enthusiastically their goals. In sum, leadership is basically a power of influence, . the process of exerting influence on the actions on the part of an anization to establ