外文翻译--应如何设计管理

毕 业 论 文 （ 设 计 ） 用 纸 附录 1 应如何设计管理 Beach Leo 编 如果设计是要做出战略性的差异 的话 ，必须 要 妥善管理。设计管理文献中没有提供如何设计完整的模型，应加以管理，主要特点和原则 是 管理完善设计 的中心 。几个清单 的 存在， 用 以评估公司使用的设计，但他们往往是单一问题 的 重点 和 相当僵化 的 一个项目，这种 类型的 确 需要一个更普遍的评价框架的设计，作为一个广大的数组复杂的问题正在考虑中。本节涉及的框架内， 就 是 指 发达国家。 早在该项目 之前 据审查认为，设计管理在英国皇家邮政 有 详细的准则，需要对他们 的使用 ， 设计管理可以是 “ 判断 ” 。作为文献复习的进步，人们清楚地看到，这是过于僵化的前景。所需要的是一个框架的问题和 “ 最佳做法 ” 这两项内容 将指导研究，但仍允许对 新 的 问题和新的方向加以探讨。严格的标准将会限制研究和提出推定 的 边界上。文献 提出的 明显 不是 有没有一个单一的权利管理方式的设计，而是一个机构的一般原则和建议。 问题和 “ 最佳做法 ” 在本节阅读大量文学的背景后。共同的线索以及辩称点 的 聚集。使 思想并不总是标示为 “ 正确的设计管理 ” ，但那些被看作是至关重要的方式，设计是管理。本节还包含了我自己的 观 点，这是合成的阅 读和我的想法 ， 就此事看来， 是对 问题的一种战略或高层的观点。 正如设计管理 所 辩称，必须 把 对影响主要领域 的 设计贡献给该公司。应如何 让 设计管理 的 实行 是 为了实现这一点呢？中 间 的问题似乎是靠近：多学科工作，在内务银两顾问公司设计，政策，领导，战略，评估，企业，校风，人事，财务。这些问题需要得到妥善处理，如果设计是要有效管理。 这是至关重要的 事 ，设计管理地址冲突，可以出现 在 人们与不同的背景和展望形式的多学科群体 上 。设计经理需要，以确保各方能够妥善沟通，尽管他们之间 是有 分歧的。此外，由于设计工作需要投入所有部分，该公 司的设计管理必须使用 多种 方法， 来 促进联络员之间的职能。例如，使用同时解决问题的各种业务功能（即 “ 橄榄球办法 ” ） ，作为反对以线性另一方面小康之间的职能（即 “ 接力办法 ” ） 。 毕 业 论 文 （ 设 计 ） 用 纸 有没有协议在文献上，以是否有一个在公司内部的设计团队或使用顾问的设计是更好的设计管理 。顾问公司的设计是说，提供新的想法，一个外人的考虑，以及衡工量值。而在内部设计 中 ，促进内部的设计文化和了解该公司 方面会 做得更好。我觉得混合 这两种 ，最好的办法是，凡在内部设计 中 保持了整体水平的设计公司，可以责成设计顾问公司对公司的需求，而顾问公司可以提 供新鲜的角度，以防止该公司停滞不前。正确的组合，似乎依赖于类型的公司类型。 所有雇员，需要有一个积极的设计态度，如果是有效的。公司 抱以 漠不关心的态度，设计不能指望在买，表面设计为他们工作。 实则 设计需要一个文化工作支持。如果设计态度不好，其他一切努力等方面的政策和策略是不 能的到实施的 。设计管理工作必须与其他职能教育的雇员 理解 设计的重要性，使他们 以 积极的态度的 去做设计 。 设计，像其他的业务功能，需要支持的政策。管理应申报设计的作用和意义，在公司。标准必须订什么是预期的设计，让员工知道他们必须出示 什么 。 而 设计的地 方，在企业结构必须作出明确的 安排 。这加强了其立场，并使它成为公认的业务功能。任何政策 的实施都 需要结合企业文化和战略目标。 领导管理表明，设计集的阶段在其余的公司将如何处理，。此外，在许多企业中的设计现在被视为宝贵的，但管理人员 和 雇员 却 不知道如何翻译这个信念，转化为行动。高级管理人员必须了解如何利用得当 的 设计，表现出领导才干， 做出和 其余的公司 设计所 不一样 的 设计需要，同时，管理技能和关注，像其他业务职能（如市场营销和会计） 。设计的功能，应在一定程度上集中，防止重复分散的知识，以及缺乏统筹工作。作为业务变得更加 复杂，更不足成为一 个 条块的做法。高级管理人员需要得到普遍支持的设计，透过该公司 来 作为他们的态度过滤，。应该有董事会代表比例的设计，最好是 以 全职的时间 向 专门委员会成员看齐，与大家谁代表的其他职能（如市场营销） 。许多公司需要一个 “ 设计冠军 ” 或 “ 传播者 ” 谁争取的设计必须认真对待 ；这个人理解设计的价值，并希望其他人明白。 高级管理人员必须确定企业的目标，包括公司广泛的设计目标。如果是要设计的一部分，战略，目标必须定为资讯科技及必须加以考虑，在制定策略。设计战略将包括产品，环境，通信和身份。 成功的设计需要 一样评价的其他职能。其结果应该是比较确定的目标，任何的职能 都毕 业 论 文 （ 设 计 ） 用 纸 要 因为它 改变 。这是认真对待彻底的评价。 企业精神（文化）应产生的环境，支持创意。管理必须打开思路，从各部分公司，并转达 给 人们，他们的想法是希望。目标是有创意的产生，不断和机制，利用他们。企业的身份和其影响对公司的文化，需要加以解决，在董事会的水平。这是因为企业文化是一个关键的战略问题。最终的目标是有一个企业精神 “ 注入 ” 与设计灵敏度，使所有雇员看后，设计的问题（无论他们是在设计或不） 。 问题的人员是非常重要的设计管理。人力资源管理（ HRM ）必须 招聘和培训人员的设计和设计管理。人力资源管理亦扮演一个重要组成部分，在培训的所有雇员，使他们明白，设计的价值和作用，了解其在该公司。设计管理应该有提供专家支持，这两个角色。经理（如项目经理和设计董事）必须作出负责的设计，所以它是一个管理的资源。 在 对 有关财务，会计的具体措施，应制定设计。设计需要得到适当的交代，以监测和评估其 是否 取得圆满 的 成功。明确的财政预算案必须先创造设计，使管理员可以分配资源，设计有效 的方案 。设计应被视为一种投资，而不是一种牺牲。它不是一个必要的牺牲，但支出 会 产生更丰厚的利润。 文章摘自： /des_mgt_forum/what.html 毕 业 论 文 （ 设 计 ） 用 纸 附录 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 毕 业 论 文 （ 设 计 ） 用 纸 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 毕 业 论 文 （ 设 计 ） 用 纸 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