商務(wù)英語4課文翻譯The Big Three Management Styles.doc

The Big Three Management Styles-翻譯TheBigThreeManagementStyles三大管理風(fēng)格（或者管理模式文中對應(yīng)部分注意更改）byPaulB.Thornton保羅b桑頓Managementliteraturedescribesnumerousmanagementstyles,includingassertive,autocratic,coaching,countryclub,directing,delegating,laissez-faire,participatory,supportive,task-orientedandteam-based.管理文獻(xiàn)中描述了眾多的管理風(fēng)格，包括自信型（有過分自信之意）、獨裁型、指導(dǎo)型、鄉(xiāng)村俱樂部型、指揮型、授權(quán)型、自由放任型、參與型、支持型、任務(wù)導(dǎo)向型和團(tuán)隊型。Aretherereallythatmanystyles?真的有這么多的風(fēng)格么?Ibelievetherearethreebasicstyles-directing,discussinganddelegating,the3-DsofManagementStyle.我認(rèn)為有三個基本的風(fēng)格指揮型、研討型和授權(quán)型，可稱之為3D管理風(fēng)格。DIRECTINGSTYLE指揮型風(fēng)格Managersusingthisstyletellpeoplewhattodo,howtodoitandwhentohaveitcompleted.具有這種風(fēng)格的經(jīng)理告訴人們要做什么，怎么做，什么時候完成。Theyassignrolesandresponsibilities,setstandardsanddefineexpectations.他們分配任務(wù)和職責(zé)，制定標(biāo)準(zhǔn)和定義期望。Communicating-Themanagerspeaks,employeeslistenandreact.溝通經(jīng)理講，員工聽并回應(yīng)。Managersprovidedetailedinstructionssoemployeesknowexactlywhattodo.經(jīng)理提供詳細(xì)的說明，員工就知道到底要做什么了。Theabilitytocommunicateinaclear,conciseandcompletefashioniscritical.用清晰，簡明和完整的方式進(jìn)行溝通至關(guān)重要。（具有清晰，簡明和完整的溝通能力至關(guān)重要。）Theonlyfeedbackmanagersaskforis,”Doyouunderstandwhatneedstobedone?經(jīng)理所需要的唯一反饋就是“你明白需要做什么嗎?”Goal-Setting-Yourgoalistosell15carspermonth.目標(biāo)設(shè)定“你的目標(biāo)是每個月銷售15輛汽車。Themanagerestablishesshort-termgoals.管理者設(shè)定短期目標(biāo)。Whengoalsarespecificandtimebounded,employeesareclearonwhatisexpectedofthem.當(dāng)目標(biāo)具體且時間限定時，員工都清楚對他們的期望是什么。Goalsanddeadlinesoftenmotivatepeople.目標(biāo)和最后期限經(jīng)常激勵人。Decision-Making-IwantyoutostopwhatyouarecurrentlydoingandhelpSuesetuptheroomfortheseminar.決策“現(xiàn)在，我想你停止手中的工作，幫助蘇布置研討會所需的房間。“Themanagermakesmostifnotalldecisions.即便不是全部，經(jīng)理也決策大多數(shù)事情。Whenproblemsarisethemanagerevaluatesoptions,makesdecisionsanddirectsemployeesastowhatactionstotake.當(dāng)問題出現(xiàn)時，經(jīng)理評估選項（備選方案），做決策，并指導(dǎo)員工采取怎樣的行動。MonitoringPerformanceandProvidingFeedback-Managersestablishspecificcontrolpointstomonitorperformance.績效監(jiān)控和信息反饋經(jīng)理設(shè)立特殊的控制點監(jiān)控績效。Getbacktomeat11.00amtobriefmeonwhatyouhaveaccomplished.“上午11點回來向我簡短的匯報你完成了那些工作”Managersprovidefrequentfeedbackincludingspecificinstructionsonhowtoimproveperformance.經(jīng)理提供頻繁的信息反饋，包括如何提高績效的具體說明。DISCUSSINGSTYLE研討型風(fēng)格Managersusingthisstyletaketimetodiscussrelevantbusinessissues.具有這種風(fēng)格的經(jīng)理花費(fèi)時間去討論相關(guān)的業(yè)務(wù)問題。Whathappensinagooddiscussion?在一個愉快的研討會上會發(fā)生什么呢？Peoplepresentideas,askquestions,listen,providefeedback,challengecertainassumptionsandcoachasneeded.人們根據(jù)需要發(fā)表想法，問問題，傾聽，提供反饋，挑戰(zhàn)特定的假設(shè)和進(jìn)行指導(dǎo)。Itsimportanttomakesureideasarefullydiscussedanddebated.確保想法經(jīng)過了充分的討論和辯論非常重要。Managersoftenperformtheroleoffacilitator,makingsurethediscussionstaysontrackandeveryonehasachancetocontribute.經(jīng)理經(jīng)常執(zhí)行調(diào)解人的角色，確保討論呆在正軌，每個人都有作貢獻(xiàn)的機(jī)會。Communicating-Two-waycommunicationisthenorm.溝通雙向溝通是常態(tài)。Letsgoaroundthetableandgiveeveryoneachancetodiscusstheirideas.“讓我們坐在一起，給每個人機(jī)會來討論他們的想法。”Managersspendasmuchtimeaskingquestionsandlisteningastheydotalkingandsharingtheirideas.經(jīng)理們花費(fèi)與講話和分享觀點同樣多的時間在問問題和傾聽上。Therightquestionfocusesthediscussionanddrawsoutpeoplesideas.正確的問題使討論聚焦并引出人們的想法。Goal-Setting-Ingrid,whatdoyouthinkoursalestargetshouldbeforthefourthquarter?目標(biāo)設(shè)定“英格麗德，你認(rèn)為我們第四季度的銷售目標(biāo)應(yīng)該是多少? ”Afteradequatediscussion,goalsarethenestablished.在充分討論后，制定目標(biāo)。Utilizingaparticipatorystylegenerallyhelpstoincreaseemployeescommitmenttoachievetheirgoals.利用一個參與式的風(fēng)格通常有助于提高員工的達(dá)到目標(biāo)的。Decision-Making-Wehaveaproblemwiththeamountofinventorywerecurrentlycarrying.決策“我們有一個關(guān)于目前存貨數(shù)量的問題需要解決。Whatactiondoyouthinkweshouldtake?你覺得我們應(yīng)該做什么？”Decisionsaremadecollaboratively.協(xié)作決策。Bothmanagerandemployeeplayanactiveroleindefiningproblems,evaluatingoptions,andmakingdecisions.在定義問題，評估選擇和決策上，經(jīng)理和員工都發(fā)揮積極作用。MonitoringPerformanceandProvidingFeedback-Themanagerandemployeemonitorperformanceanddiscusswhatactionsneedtobetaken.績效監(jiān)控和信息反饋經(jīng)理和員工共同監(jiān)控績效并討論需要采取什么行動。Thisworksbestwhenbothpartiesareopenandmakeadjustmentsasneeded.當(dāng)雙方都坦率并能根據(jù)需要進(jìn)行調(diào)整時，該機(jī)制運(yùn)作最有效。DELEGATINGSTYLE授權(quán)型風(fēng)格Managersusingthisstyleusuallyexplainorgetagreementonwhathastobeaccomplishedandwhenitmustbecompleted.管理者使用這種管理風(fēng)格來通常解釋或協(xié)商哪些是必須完成的和什么時候必須完成。Thehow-to-do-itpartoftheequationisleftuptotheemployee.等式中關(guān)于怎么做的部分留給了員工。Responsibilityandauthorityaregiventoemployeestogetthejobdone.員工被授予責(zé)任和權(quán)力去完成工作。Communicating-Regardingwhathastobeaccomplished,communicationsmaybeone-way:Iwantyoutodelivera15-minutespresentationonournewcompensationprogrammeatTuesdaysmeeting.溝通關(guān)于需要完成什么的溝通可能是單向的：“我想讓你在周二的會議上介紹我們的新補(bǔ)償計劃?！盜nothersituationsitmaybetwo-way:Letsdiscusswhatneedstobeaccomplishedinthemarketingbrochureyouredesigning.在另一些情況下可能是雙向溝通：“讓我們討論一下你正在設(shè)計的營銷宣傳冊需要完成什么工作?！盇dditionalcommunicationtakesplacetoreviewwhathasbeenaccomplishedandobstaclespreventingprogress.回顧完成了哪些工作和妨礙進(jìn)展的障礙時需要額外的溝通。Goal-Setting-Asstatedabove,specificgoalsmaybeestablishedbythemanagerormayevolveafteradiscussionbetweenmanagerandemployee.目標(biāo)設(shè)定如上所述，具體的目標(biāo)可能由經(jīng)理或經(jīng)理和雇員討論后制定。Failuresindelegationcanoftenbetracedbacktoalackofunderstandingofthedesiredoutputordeliverable.授權(quán)的失敗往往可以追溯到對期望產(chǎn)出和交付結(jié)果缺乏理解。Ithoughtyouonlywantedrecommendations,notanimplementationplan.“我想你只是想要建議，而不是一個實施計劃?！盌ecision-Making-Barbara,thatsyourdecisiontomake.決策“芭芭拉，你應(yīng)該做決定?！盌ecisionsastohowthetaskwillbeaccomplishedarelefttotheemployee.將如何完成任務(wù)之類的決定留給員工。Employeeshavethepowertotakeappropriateactionstoachievethedesiredgoals.員工有權(quán)采取適當(dāng)?shù)男袆觼磉_(dá)到預(yù)期的目標(biāo)。Managersmustavoidreversedelegationwhenemployeestrytogivebackdecisionsthattheyshouldbemaking.當(dāng)員工試圖將決策權(quán)交回時，管理者必須避免“逆向授權(quán)”。MonitoringPerformanceandProvidingFeedback-Iwantaweeklyupdateonplanaccomplishments. 績效監(jiān)控和信息反饋“我想要每周更新計劃完成情況?！盡anagersdecidehowmuchmonit