英文翻译格式样本.doc

襄 樊 学 院毕业设计(论文)英文翻译题 目专 业班 级姓 名学 号指导教师职 称200年 月 日装订线襄樊学院 毕业设计（论文）报告纸The Restructuring of OrganizationsThroughout the 1990s, mergers and acquisitions have been a major source of corporate restructuring, affecting millions of workers and their families. This form of restructuring often is accompanied by downsizing. Downsizing is the process of reducing the size of a firm by laying off or retiring workers early. The primary objectives of downsizing are similar in U.S. companies and those in other countries:cutting cost,spurring decentralization and speeding up decision making,cutting bureaucracy and eliminating layers of hierarchy, and improving customer relations.Not surprisingly, the ranks of middle managers have been especially hard hit by downsizing. According to a study by the Conference Board, about 72 percent of companies have fewer middle managers today than they did five years ago. One consequence of this trend is that todays managers supervise larger numbers of subordinates who report directly to them. In 1990, only about 20 percent of managers supervise twelve or more people and 54 percent supervised six or fewer.Because of downsizing, first-line managers have had to assume greater responsibility for the work of their departments. At Muratec Business Systems, which makes fax machines, specialists in quality control, human resources, and industrial engineering provide guidance and support. First-line managers participate in the production processes and other line activities and coordinate the efforts of the specialists as part of their jobs. At the same time, the workers that first-line managers supervise are less willing to put up with authoritarian management. Employees want their jobs to be more creative, challenging, fun, and satisfying and want to participate in decisions affecting their work. Thus self-managed work teams that bring workers and first-line managers together to make joint decisions to improve the way they do their jobs offer a solution to both supervision and employee expectation problems. When you hear the word downsizing, you may assume that all the people “let go” have lost their jobs. However, that isnt always the case. Sometimes entire divisions of a firm are simply spun off from the main company to operate on their own as new, autonomous companies. The firm that spun them off may then become one of their most important customers or suppliers. That happened when AT&T “downsized” the old Bell Labs unit, which is now known as Lucent Technologies. Now, rather than having its research carried out in-house by Bell Labs, AT&T contracts with Lucent for the work. Lucent, in return is free to enter into contracts with companies other than AT&T. this method of downsizing is usually called outsourcing.Outsourcing means letting other organizations perform a needed service and/or manufacture needed parts or products. Nike outsources the production of its shoes to low-cost plants in South Korea and China and imports the shoes for distribution in North America. These same plants also ship shoes to Europe and other parts of Asia for distribution. Thus todays managers face a new challenge: to plan, organize, lead, and control a company that may have at least some of its operating functions performed by other companies. This type of company is known as a modular corporation. The modular corporation is most is most common in three industries: apparel, auto manufacturing, and electronics. The most commonly out-sourced function is production. By outsourcing production, a company can switch supplier best suited to a customers needs.Decisions about what to outsource and what to keep in-house may be one of the most important strategic decisions being made by managers today. Most experts believe that the decision to contract production to another company is a sound business decision to contract production to another company is a sound business decision, at least for U.S. manufacturers. It appears to hold down the unit cost of production by relieving the company of some overhead, and it frees the company to allocate scarce resources to activities for which the company holds a competitive advantage. Some well-known examples of modular companies are Dell Computer, Nike, Liz Claiborne fashions, and ship designer Cyrix.As organizations downsize and outsource functions, they become flatter and smaller. Unlike the behemoths of the past, the new, smaller firms are less like autonomous fortresses and more like nodes in a net work of complex relationships. This approach, called the network form of organization, involves establishing strategic alliances among several entities.In Japan, cross-ownership and alliances among firmscalled keiretsuhave a long and successful history. Now this form of organizing is spreading to other countries. Ford, for example, has equity in both foreign and U.S. auto parts producers. It also owns 49 percent of Hertz, the car rental company that is also a major customer. Other alliances include involvement in several research consortia. In the airline industry, a common type of alliance is between an airline and an airframe manufacture. For example, Delta recently agreed to buy all its aircraft from Boeing. Boeing has a similar deal, valued at billions of dollars, with American Airlines. Through these agreements, Boeing guarantees that it will be able to sell specified models of its aircraft and begin to adapt their operations to the models they will be flying in the future. Thus both sides expect to reap benefits from these arrangements for many years.Networks forms of organizations are prevalent in high-tech industries, where they allow older, established firms to gain access to the hot mew discoveries being made by scientists in universities and in small, creative organizations. For example, the U.S. biotechnology industry is characterized by network of relationships between new biotechnology firms dedicated to research and new products development and established firms in industries that can use these new products, such as pharmaceuticals. In return for sharing technical information with the larger firms, the smaller firms gain access to their partners resources for product testing, marketing, and distribution. Big pharmaceutical firms such as Merk or Eli Lily gain from such partnerships because the smaller firms typically development cycle in the larger firms.Being competitive increasingly requires establishing and managing strategic alliances with other firms. In a strategic alliance, two or more firms agree to cooperate in a venture that is expected to benefit both firms. 企业重组整个20世纪90年代中，合并和收购一直是企业重组的主要起源，影响着千百万的工人和他们的家庭。这种形式的重组常常伴随着缩小化，缩小化是通过让工人下岗或提前退休的方式压缩企业规模的过程。美国和其他国家的企业实行缩小化的主要目的是相似的：减少成本鼓励分散决策和加快决策减少官僚作风和减少机构层次改善顾客关系很自然，中层经理层一直受到缩小化的特别重的打击。根据一项研究，大约72%的公司今天雇佣的中层经理比5年前少。这种趋势的结果是今天的经理直接监督更多的下属。在1990年仅有20%的经理监督12个或更多的人，而有54%的经理监督6个或更少的人。因为缩小化，第一线经理不得不设想他们对本部门负有更大的责任。在一家制造传真机的公司里，质量控制、人力资源和工业工程方面的专业人员提供指导和支持。第一线的经理参加生产过程和其他的业务活动，并且承担协调专业人员的工作。同时，第一线经理监督的工人不太情愿忍受独裁主义的管理。雇员想让他们的工作更具创造性、挑战性、乐趣和更令人满意，并且希望参与对他们的工作有影响的决策。这样，自我管理团队提供了一种既解决监督问题，又解决雇员期望问题的方法，它把工人和第一线经理结合在一起共同做决策来改进他们工作的方式。当你听到缩小化这个词的时候，你可能设想所有那些“让走”的人都失去了他们的工作。然而情况不总是这样。有时一个公司的整个分部从公司主体一下转出，然后作为新的自足自立的公司独立经营。于是那个转出的公司可能会成为前公司的最重要的客户或者供应商之一。当AT&T把老贝尔实验室缩减时情况就是这样的，后者现在叫做朗讯科技公司。现在AT&T不再是让贝尔实验室在内部为它进行研究，而是和朗讯通过签合同来做研究。另一方面，朗讯可能自由地和AT&T以外的公司签合同。这种缩小化的方法通常称为外包。外包就是让其他的其他的企业提供自己需要的服务或生产产品的必要部件。耐克把鞋的生产外包给南朝鲜和中国的低成本的工厂，然后在北美进口这些鞋。这些工厂也把鞋运往欧洲和亚洲其他地区去销售。因此今天的经理面临着一种新的挑战：计划、组织、领导和控制一个公司，这个公司至少有一部分经营功能是由其他公司运作的。这种公司被称为组件公司。组件公司在三个产业中最常见：服装业、汽车制造和电子业。最普通的外包职能是生产，通过外包生产，一直公司可以在必须使用最合适的供应商来适应消费者需要的时候，改换供应商。决定外包什么和内部保留什么，也许是当今经理们做出的最重要的战略决策之一。大多数专家认为让别的公司承包生产的决策是一个合理的商业决策，至少对美国的制造商是如此。这种方