商务英语4课文翻译The Big Three Management Styles.doc

The Big Three Management Styles-翻译TheBigThreeManagementStyles三大管理风格（或者管理模式文中对应部分注意更改）byPaulB.Thornton保罗b桑顿Managementliteraturedescribesnumerousmanagementstyles,includingassertive,autocratic,coaching,countryclub,directing,delegating,laissez-faire,participatory,supportive,task-orientedandteam-based.管理文献中描述了众多的管理风格，包括自信型（有过分自信之意）、独裁型、指导型、乡村俱乐部型、指挥型、授权型、自由放任型、参与型、支持型、任务导向型和团队型。Aretherereallythatmanystyles?真的有这么多的风格么?Ibelievetherearethreebasicstyles-directing,discussinganddelegating,the3-DsofManagementStyle.我认为有三个基本的风格指挥型、研讨型和授权型，可称之为3D管理风格。DIRECTINGSTYLE指挥型风格Managersusingthisstyletellpeoplewhattodo,howtodoitandwhentohaveitcompleted.具有这种风格的经理告诉人们要做什么，怎么做，什么时候完成。Theyassignrolesandresponsibilities,setstandardsanddefineexpectations.他们分配任务和职责，制定标准和定义期望。Communicating-Themanagerspeaks,employeeslistenandreact.沟通经理讲，员工听并回应。Managersprovidedetailedinstructionssoemployeesknowexactlywhattodo.经理提供详细的说明，员工就知道到底要做什么了。Theabilitytocommunicateinaclear,conciseandcompletefashioniscritical.用清晰，简明和完整的方式进行沟通至关重要。（具有清晰，简明和完整的沟通能力至关重要。）Theonlyfeedbackmanagersaskforis,”Doyouunderstandwhatneedstobedone?经理所需要的唯一反馈就是“你明白需要做什么吗?”Goal-Setting-Yourgoalistosell15carspermonth.目标设定“你的目标是每个月销售15辆汽车。Themanagerestablishesshort-termgoals.管理者设定短期目标。Whengoalsarespecificandtimebounded,employeesareclearonwhatisexpectedofthem.当目标具体且时间限定时，员工都清楚对他们的期望是什么。Goalsanddeadlinesoftenmotivatepeople.目标和最后期限经常激励人。Decision-Making-IwantyoutostopwhatyouarecurrentlydoingandhelpSuesetuptheroomfortheseminar.决策“现在，我想你停止手中的工作，帮助苏布置研讨会所需的房间。“Themanagermakesmostifnotalldecisions.即便不是全部，经理也决策大多数事情。Whenproblemsarisethemanagerevaluatesoptions,makesdecisionsanddirectsemployeesastowhatactionstotake.当问题出现时，经理评估选项（备选方案），做决策，并指导员工采取怎样的行动。MonitoringPerformanceandProvidingFeedback-Managersestablishspecificcontrolpointstomonitorperformance.绩效监控和信息反馈经理设立特殊的控制点监控绩效。Getbacktomeat11.00amtobriefmeonwhatyouhaveaccomplished.“上午11点回来向我简短的汇报你完成了那些工作”Managersprovidefrequentfeedbackincludingspecificinstructionsonhowtoimproveperformance.经理提供频繁的信息反馈，包括如何提高绩效的具体说明。DISCUSSINGSTYLE研讨型风格Managersusingthisstyletaketimetodiscussrelevantbusinessissues.具有这种风格的经理花费时间去讨论相关的业务问题。Whathappensinagooddiscussion?在一个愉快的研讨会上会发生什么呢？Peoplepresentideas,askquestions,listen,providefeedback,challengecertainassumptionsandcoachasneeded.人们根据需要发表想法，问问题，倾听，提供反馈，挑战特定的假设和进行指导。Itsimportanttomakesureideasarefullydiscussedanddebated.确保想法经过了充分的讨论和辩论非常重要。Managersoftenperformtheroleoffacilitator,makingsurethediscussionstaysontrackandeveryonehasachancetocontribute.经理经常执行调解人的角色，确保讨论呆在正轨，每个人都有作贡献的机会。Communicating-Two-waycommunicationisthenorm.沟通双向沟通是常态。Letsgoaroundthetableandgiveeveryoneachancetodiscusstheirideas.“让我们坐在一起，给每个人机会来讨论他们的想法。”Managersspendasmuchtimeaskingquestionsandlisteningastheydotalkingandsharingtheirideas.经理们花费与讲话和分享观点同样多的时间在问问题和倾听上。Therightquestionfocusesthediscussionanddrawsoutpeoplesideas.正确的问题使讨论聚焦并引出人们的想法。Goal-Setting-Ingrid,whatdoyouthinkoursalestargetshouldbeforthefourthquarter?目标设定“英格丽德，你认为我们第四季度的销售目标应该是多少? ”Afteradequatediscussion,goalsarethenestablished.在充分讨论后，制定目标。Utilizingaparticipatorystylegenerallyhelpstoincreaseemployeescommitmenttoachievetheirgoals.利用一个参与式的风格通常有助于提高员工的达到目标的。Decision-Making-Wehaveaproblemwiththeamountofinventorywerecurrentlycarrying.决策“我们有一个关于目前存货数量的问题需要解决。Whatactiondoyouthinkweshouldtake?你觉得我们应该做什么？”Decisionsaremadecollaboratively.协作决策。Bothmanagerandemployeeplayanactiveroleindefiningproblems,evaluatingoptions,andmakingdecisions.在定义问题，评估选择和决策上，经理和员工都发挥积极作用。MonitoringPerformanceandProvidingFeedback-Themanagerandemployeemonitorperformanceanddiscusswhatactionsneedtobetaken.绩效监控和信息反馈经理和员工共同监控绩效并讨论需要采取什么行动。Thisworksbestwhenbothpartiesareopenandmakeadjustmentsasneeded.当双方都坦率并能根据需要进行调整时，该机制运作最有效。DELEGATINGSTYLE授权型风格Managersusingthisstyleusuallyexplainorgetagreementonwhathastobeaccomplishedandwhenitmustbecompleted.管理者使用这种管理风格来通常解释或协商哪些是必须完成的和什么时候必须完成。Thehow-to-do-itpartoftheequationisleftuptotheemployee.等式中关于怎么做的部分留给了员工。Responsibilityandauthorityaregiventoemployeestogetthejobdone.员工被授予责任和权力去完成工作。Communicating-Regardingwhathastobeaccomplished,communicationsmaybeone-way:Iwantyoutodelivera15-minutespresentationonournewcompensationprogrammeatTuesdaysmeeting.沟通关于需要完成什么的沟通可能是单向的：“我想让你在周二的会议上介绍我们的新补偿计划。”Inothersituationsitmaybetwo-way:Letsdiscusswhatneedstobeaccomplishedinthemarketingbrochureyouredesigning.在另一些情况下可能是双向沟通：“让我们讨论一下你正在设计的营销宣传册需要完成什么工作。”Additionalcommunicationtakesplacetoreviewwhathasbeenaccomplishedandobstaclespreventingprogress.回顾完成了哪些工作和妨碍进展的障碍时需要额外的沟通。Goal-Setting-Asstatedabove,specificgoalsmaybeestablishedbythemanagerormayevolveafteradiscussionbetweenmanagerandemployee.目标设定如上所述，具体的目标可能由经理或经理和雇员讨论后制定。Failuresindelegationcanoftenbetracedbacktoalackofunderstandingofthedesiredoutputordeliverable.授权的失败往往可以追溯到对期望产出和交付结果缺乏理解。Ithoughtyouonlywantedrecommendations,notanimplementationplan.“我想你只是想要建议，而不是一个实施计划。”Decision-Making-Barbara,thatsyourdecisiontomake.决策“芭芭拉，你应该做决定。”Decisionsastohowthetaskwillbeaccomplishedarelefttotheemployee.将如何完成任务之类的决定留给员工。Employeeshavethepowertotakeappropriateactionstoachievethedesiredgoals.员工有权采取适当的行动来达到预期的目标。Managersmustavoidreversedelegationwhenemployeestrytogivebackdecisionsthattheyshouldbemaking.当员工试图将决策权交回时，管理者必须避免“逆向授权”。MonitoringPerformanceandProvidingFeedback-Iwantaweeklyupdateonplanaccomplishments. 绩效监控和信息反馈“我想要每周更新计划完成情况。”Managersdecidehowmuchmonit