外文翻譯--應(yīng)如何設(shè)計(jì)管理

畢 業(yè) 論 文 （ 設(shè) 計(jì) ） 用 紙 附錄 1 應(yīng)如何設(shè)計(jì)管理 Beach Leo 編 如果設(shè)計(jì)是要做出戰(zhàn)略性的差異 的話 ，必須 要 妥善管理。設(shè)計(jì)管理文獻(xiàn)中沒(méi)有提供如何設(shè)計(jì)完整的模型，應(yīng)加以管理，主要特點(diǎn)和原則 是 管理完善設(shè)計(jì) 的中心 。幾個(gè)清單 的 存在， 用 以評(píng)估公司使用的設(shè)計(jì)，但他們往往是單一問(wèn)題 的 重點(diǎn) 和 相當(dāng)僵化 的 一個(gè)項(xiàng)目，這種 類(lèi)型的 確 需要一個(gè)更普遍的評(píng)價(jià)框架的設(shè)計(jì)，作為一個(gè)廣大的數(shù)組復(fù)雜的問(wèn)題正在考慮中。本節(jié)涉及的框架內(nèi)， 就 是 指 發(fā)達(dá)國(guó)家。 早在該項(xiàng)目 之前 據(jù)審查認(rèn)為，設(shè)計(jì)管理在英國(guó)皇家郵政 有 詳細(xì)的準(zhǔn)則，需要對(duì)他們 的使用 ， 設(shè)計(jì)管理可以是 “ 判斷 ” 。作為文獻(xiàn)復(fù)習(xí)的進(jìn)步，人們清楚地看到，這是過(guò)于僵化的前景。所需要的是一個(gè)框架的問(wèn)題和 “ 最佳做法 ” 這兩項(xiàng)內(nèi)容 將指導(dǎo)研究，但仍允許對(duì) 新 的 問(wèn)題和新的方向加以探討。嚴(yán)格的標(biāo)準(zhǔn)將會(huì)限制研究和提出推定 的 邊界上。文獻(xiàn) 提出的 明顯 不是 有沒(méi)有一個(gè)單一的權(quán)利管理方式的設(shè)計(jì)，而是一個(gè)機(jī)構(gòu)的一般原則和建議。 問(wèn)題和 “ 最佳做法 ” 在本節(jié)閱讀大量文學(xué)的背景后。共同的線索以及辯稱(chēng)點(diǎn) 的 聚集。使 思想并不總是標(biāo)示為 “ 正確的設(shè)計(jì)管理 ” ，但那些被看作是至關(guān)重要的方式，設(shè)計(jì)是管理。本節(jié)還包含了我自己的 觀 點(diǎn)，這是合成的閱 讀和我的想法 ， 就此事看來(lái)， 是對(duì) 問(wèn)題的一種戰(zhàn)略或高層的觀點(diǎn)。 正如設(shè)計(jì)管理 所 辯稱(chēng)，必須 把 對(duì)影響主要領(lǐng)域 的 設(shè)計(jì)貢獻(xiàn)給該公司。應(yīng)如何 讓 設(shè)計(jì)管理 的 實(shí)行 是 為了實(shí)現(xiàn)這一點(diǎn)呢？中 間 的問(wèn)題似乎是靠近：多學(xué)科工作，在內(nèi)務(wù)銀兩顧問(wèn)公司設(shè)計(jì)，政策，領(lǐng)導(dǎo)，戰(zhàn)略，評(píng)估，企業(yè)，校風(fēng)，人事，財(cái)務(wù)。這些問(wèn)題需要得到妥善處理，如果設(shè)計(jì)是要有效管理。 這是至關(guān)重要的 事 ，設(shè)計(jì)管理地址沖突，可以出現(xiàn) 在 人們與不同的背景和展望形式的多學(xué)科群體 上 。設(shè)計(jì)經(jīng)理需要，以確保各方能夠妥善溝通，盡管他們之間 是有 分歧的。此外，由于設(shè)計(jì)工作需要投入所有部分，該公 司的設(shè)計(jì)管理必須使用 多種 方法， 來(lái) 促進(jìn)聯(lián)絡(luò)員之間的職能。例如，使用同時(shí)解決問(wèn)題的各種業(yè)務(wù)功能（即 “ 橄欖球辦法 ” ） ，作為反對(duì)以線性另一方面小康之間的職能（即 “ 接力辦法 ” ） 。 畢 業(yè) 論 文 （ 設(shè) 計(jì) ） 用 紙 有沒(méi)有協(xié)議在文獻(xiàn)上，以是否有一個(gè)在公司內(nèi)部的設(shè)計(jì)團(tuán)隊(duì)或使用顧問(wèn)的設(shè)計(jì)是更好的設(shè)計(jì)管理 。顧問(wèn)公司的設(shè)計(jì)是說(shuō)，提供新的想法，一個(gè)外人的考慮，以及衡工量值。而在內(nèi)部設(shè)計(jì) 中 ，促進(jìn)內(nèi)部的設(shè)計(jì)文化和了解該公司 方面會(huì) 做得更好。我覺(jué)得混合 這兩種 ，最好的辦法是，凡在內(nèi)部設(shè)計(jì) 中 保持了整體水平的設(shè)計(jì)公司，可以責(zé)成設(shè)計(jì)顧問(wèn)公司對(duì)公司的需求，而顧問(wèn)公司可以提 供新鮮的角度，以防止該公司停滯不前。正確的組合，似乎依賴(lài)于類(lèi)型的公司類(lèi)型。 所有雇員，需要有一個(gè)積極的設(shè)計(jì)態(tài)度，如果是有效的。公司 抱以 漠不關(guān)心的態(tài)度，設(shè)計(jì)不能指望在買(mǎi)，表面設(shè)計(jì)為他們工作。 實(shí)則 設(shè)計(jì)需要一個(gè)文化工作支持。如果設(shè)計(jì)態(tài)度不好，其他一切努力等方面的政策和策略是不 能的到實(shí)施的 。設(shè)計(jì)管理工作必須與其他職能教育的雇員 理解 設(shè)計(jì)的重要性，使他們 以 積極的態(tài)度的 去做設(shè)計(jì) 。 設(shè)計(jì)，像其他的業(yè)務(wù)功能，需要支持的政策。管理應(yīng)申報(bào)設(shè)計(jì)的作用和意義，在公司。標(biāo)準(zhǔn)必須訂什么是預(yù)期的設(shè)計(jì)，讓員工知道他們必須出示 什么 。 而 設(shè)計(jì)的地 方，在企業(yè)結(jié)構(gòu)必須作出明確的 安排 。這加強(qiáng)了其立場(chǎng)，并使它成為公認(rèn)的業(yè)務(wù)功能。任何政策 的實(shí)施都 需要結(jié)合企業(yè)文化和戰(zhàn)略目標(biāo)。 領(lǐng)導(dǎo)管理表明，設(shè)計(jì)集的階段在其余的公司將如何處理，。此外，在許多企業(yè)中的設(shè)計(jì)現(xiàn)在被視為寶貴的，但管理人員 和 雇員 卻 不知道如何翻譯這個(gè)信念，轉(zhuǎn)化為行動(dòng)。高級(jí)管理人員必須了解如何利用得當(dāng) 的 設(shè)計(jì)，表現(xiàn)出領(lǐng)導(dǎo)才干， 做出和 其余的公司 設(shè)計(jì)所 不一樣 的 設(shè)計(jì)需要，同時(shí)，管理技能和關(guān)注，像其他業(yè)務(wù)職能（如市場(chǎng)營(yíng)銷(xiāo)和會(huì)計(jì)） 。設(shè)計(jì)的功能，應(yīng)在一定程度上集中，防止重復(fù)分散的知識(shí)，以及缺乏統(tǒng)籌工作。作為業(yè)務(wù)變得更加 復(fù)雜，更不足成為一 個(gè) 條塊的做法。高級(jí)管理人員需要得到普遍支持的設(shè)計(jì)，透過(guò)該公司 來(lái) 作為他們的態(tài)度過(guò)濾，。應(yīng)該有董事會(huì)代表比例的設(shè)計(jì)，最好是 以 全職的時(shí)間 向 專(zhuān)門(mén)委員會(huì)成員看齊，與大家誰(shuí)代表的其他職能（如市場(chǎng)營(yíng)銷(xiāo)） 。許多公司需要一個(gè) “ 設(shè)計(jì)冠軍 ” 或 “ 傳播者 ” 誰(shuí)爭(zhēng)取的設(shè)計(jì)必須認(rèn)真對(duì)待 ；這個(gè)人理解設(shè)計(jì)的價(jià)值，并希望其他人明白。 高級(jí)管理人員必須確定企業(yè)的目標(biāo)，包括公司廣泛的設(shè)計(jì)目標(biāo)。如果是要設(shè)計(jì)的一部分，戰(zhàn)略，目標(biāo)必須定為資訊科技及必須加以考慮，在制定策略。設(shè)計(jì)戰(zhàn)略將包括產(chǎn)品，環(huán)境，通信和身份。 成功的設(shè)計(jì)需要 一樣評(píng)價(jià)的其他職能。其結(jié)果應(yīng)該是比較確定的目標(biāo)，任何的職能 都畢 業(yè) 論 文 （ 設(shè) 計(jì) ） 用 紙 要 因?yàn)樗?改變 。這是認(rèn)真對(duì)待徹底的評(píng)價(jià)。 企業(yè)精神（文化）應(yīng)產(chǎn)生的環(huán)境，支持創(chuàng)意。管理必須打開(kāi)思路，從各部分公司，并轉(zhuǎn)達(dá) 給 人們，他們的想法是希望。目標(biāo)是有創(chuàng)意的產(chǎn)生，不斷和機(jī)制，利用他們。企業(yè)的身份和其影響對(duì)公司的文化，需要加以解決，在董事會(huì)的水平。這是因?yàn)槠髽I(yè)文化是一個(gè)關(guān)鍵的戰(zhàn)略問(wèn)題。最終的目標(biāo)是有一個(gè)企業(yè)精神 “ 注入 ” 與設(shè)計(jì)靈敏度，使所有雇員看后，設(shè)計(jì)的問(wèn)題（無(wú)論他們是在設(shè)計(jì)或不） 。 問(wèn)題的人員是非常重要的設(shè)計(jì)管理。人力資源管理（ HRM ）必須 招聘和培訓(xùn)人員的設(shè)計(jì)和設(shè)計(jì)管理。人力資源管理亦扮演一個(gè)重要組成部分，在培訓(xùn)的所有雇員，使他們明白，設(shè)計(jì)的價(jià)值和作用，了解其在該公司。設(shè)計(jì)管理應(yīng)該有提供專(zhuān)家支持，這兩個(gè)角色。經(jīng)理（如項(xiàng)目經(jīng)理和設(shè)計(jì)董事）必須作出負(fù)責(zé)的設(shè)計(jì)，所以它是一個(gè)管理的資源。 在 對(duì) 有關(guān)財(cái)務(wù)，會(huì)計(jì)的具體措施，應(yīng)制定設(shè)計(jì)。設(shè)計(jì)需要得到適當(dāng)?shù)慕淮员O(jiān)測(cè)和評(píng)估其 是否 取得圓滿 的 成功。明確的財(cái)政預(yù)算案必須先創(chuàng)造設(shè)計(jì)，使管理員可以分配資源，設(shè)計(jì)有效 的方案 。設(shè)計(jì)應(yīng)被視為一種投資，而不是一種犧牲。它不是一個(gè)必要的犧牲，但支出 會(huì) 產(chǎn)生更豐厚的利潤(rùn)。 文章摘自： /des_mgt_forum/what.html 畢 業(yè) 論 文 （ 設(shè) 計(jì) ） 用 紙 附錄 2 How should design be managed ? If design is to make a strategic difference it must be properly managed. The design management literature does not offer complete models for how design should be managed, but rather, major characteristics and principles of well-managed design. Several checklists exist to evaluate companies use of design, but they tend to be single issue focused and quite rigid.(53) A project of this type required a more general framework for evaluating design, as a vast array of complex issues were being considered. This section relates the framework that was developed Early in the project it was felt that, before examining design management at Royal Mail, detailed criteria were required against which their use of design management could be judged. As the literature review progressed, it became clear that this was too rigid an outlook. What was required was a framework of issues and best practice that would guide the research, but still allow for new issues and directions to be explored. Strict criteria would constrict the research and put presumptive boundaries on it. The literature review made it obvious that there is no single right way of managing design, but rather, a body of general principles and suggestions. The issues and best practice in this section draw heavily upon the background literature read. Common threads and well-argued points were gathered. The ideas were not always labeled as correct design management, but were ones that were seen as critical in the way design is managed. This section also contains my own points, which are a synthesis of the reading and my thoughts on the subject. It looks at the issues from a strategic or top-level viewpoint. As already argued, design management must impact on the major areas of designs contribution to the company. How should design management be practiced in order to achieve this? The central issues seem to be around: multidisciplinary work, in-house versus consultant design, policy, leadership, strategy, evaluation, corporate ethos, personnel, and finance. These 畢 業(yè) 論 文 （ 設(shè) 計(jì) ） 用 紙 issues need to be dealt with properly if design is to be managed effectively. It is critical that design management addresses the conflict that can arise when people with different backgrounds and outlooks form multidisciplinary groups. Design managers need to make sure that all parties can communicate properly despite their differences. In addition, because design work needs input from all parts of the company, design management must use methods that promote liaisons between functions. For example, using simultaneous problem-solving by various business functions (i.e. the rugby approach), as opposed to a linear hand-off between functions (i.e. the relay race approach). There is no agreement in the literature as to whether having an in-house design team or using consultant design is better.(54) Consultant design is said to offer fresh ideas, an outsiders take, and value for money. Whereas, in-house design promotes an internal design culture and understands the company better. I feel a mix is the best solution, where in-house design maintains the overall standard of design in the company and can instruct consultant design on the companys needs, while consultants can offer fresh perspective to prevent the company from stagnating. The right mix seems to depend on the type of company. All employees need to have a positive attitude towards design, if it is going to be effective. Companies with indifferent attitudes to design cannot expect bought in, superficial design to work for them. Design needs a supportive culture to work. If the attitude to design is not good, all other efforts in areas such as policy and strategy is for not. Design management must work with other functions to educate employees about the importance of design, so that they approach it with a positive attitude. Design, like other business functions, needs supporting policy. Management should declare designs role and meaning in the company. Standards must be set for what is expected of design, so that employees know what they must produce. Designs place in the corporate structure must be made clear. This strengthens its position and makes it a recognized business function. Any policy needs to be integrated with the corporate culture and strategic objectives. The leadership management shows for design sets the stage for how it will be treated in the 畢 業(yè) 論 文 （ 設(shè) 計(jì) ） 用 紙 rest of the company. Also, in many businesses design is now seen as valuable but managers and, or employees do not know how to translate this belief into action. Senior management must understand how to utilize design properly and show leadership, so that the rest of the company does as well. Design needs the same managerial skill and concern as other business functions (e.g. marketing and accounting). The design function should be to some extent centralized, to prevent duplication, dispersion of knowledge, and lack of co-ordination. As business becomes more complex, the more inadequate a compartmentalized approach becomes. Senior management needs to be generally supportive of design as their attitude filters down through the company. There should be board representation of design, ideally a full-time dedicated board member on par with members who represent other functions (e.g. marketing). Many companies need a design champion or evangelist who fights for design to be taken seriously； this person understands the value of design and wants others to understand it. Senior management must define corporate objectives, including corporate wide design objectives. If design is to be part of strategy, objectives must be set for it and it must be considered in the formulation of strategy. Design strategy will include products, environments, communications, and identity. The success of design needs to be evaluated like that of other functions. Its outcomes should be compared to the goals set for it. Any function that is treated seriously is evaluated thoroughly. The corporate ethos (culture) should produce an environment supportive of creativity. Management must be open to ideas from all parts of the company, and convey to people that their ideas are wanted. The goal is to have creative ideas being generated constantly, and mechanisms for utilizing them. Corporate identity and its affect on company culture, needs to be addressed at board level. This is because corporate culture is a critical strategic issue. Ultimately the goal is to have a corporate ethos infused with design sensitivity, so that all employees look after design issues (whether they are in design or not). The issue of p