《管理学英语》参考译文Unit4

1、Unit 4 Organizational Design and Culture组织设计与组织文化Text A A Formal or Informal Organization正式组织或非正式组织Pre-reading Task课前阅读Read the following questions first, which will help you understand the text below better, and then answer the questions after reading the text carefully.先看下面的问题，这些问题将有助于你更好地理解后面的课文，

2、仔细地读完课文后再回答这些问题。1. What is your personal understanding of an organization你对组织的个人理解是什么2. Are there any conflicts between a formal and an informal organization正式组织和非正式组织之间存在冲突或矛盾吗3. Which type of organization is more commonplace in modern society, the formal or informal one在现代社会中，哪一种类型的组织更司空见惯（普遍）是正式组

3、织还是非正式组织TextOrganization is a word many people use loosely. Somewould say it includes all the behaviors of all participants. Others would equate it with the total system of social and cultural relationships. Still others refer to an enterprise, such as the United States Steel Corporation or the Depa

4、rtment of Defense, as an organization. But for most practicing managers, the term organization implies a formalized intentional structure of roles or positions.组织是很多人不精确使用的一个词。一些人说组织包括所有参与者（成员）的所有行为。其他人把 组织等同于社会和文化关系的整体系统。还有其他人把企事业单位看成组织，比如美国钢铁公司或者国 防部。但是对于大多数经理（实践管理者）来讲,组织这个术语暗指包括某些角色或职位（岗位）的有 着某种具

5、体目的的机构（正式的意向结构）。（refer to as把当作）Organizations bring together people and other resources for a commonpurpose, whether that purpose is to build computers, learn about human psychology, orship food to starving people.Each factor in the environment may help, hinder, or otherwise influencethe organizatio

6、n.Forexample, there is a great demand for a product on the market, which might allow the organization to produce and sell large quantities of this product and make a sizable profit, while government restrictions such as mandatory safety attachments might make the product too expensive to be profitab

7、le.组织为了共同的目的而集合（汇聚）人力和其他资源，目的可能是制造计算机，了解人的心理，或 运送食物给饥民。环境的每一种因素都可能帮助、阻碍或者影响着这个组织。例如，市场上对某种产品 的需求量很大，这可能允许组织生产和销售大量的该项产品而获取相当大的利润，同时由于政府的限制，比如强制的安全责任可能使得此类产品太贵而无利可图。Organizations are the means through which people coordinate their work in modem society.Just as we must manage ourselves to accomplish o

8、ur objectives, managers must manage organizations to accomplish their objectives.组织是指现代社会里的人们协调工作的凭借手段。正像我们必须自我管理以实现我们的目标那样， 经理必须管理组织以实现组织目标。Many writers on management distinguishbetween formal and informal organization. Both typesare found in organizations. In general, a formal organization means t

9、he intentional structure of roles in a formal organized enterprise.Describing an organizationas formal, however, doesnot mean there is anything inherently inflexible or unduly confining about it. If a manager is to organize well, the structure must furnish an environment in which individualperforman

10、ce,both present and future, contributes most effectively to group goals. Essentially, the structure is the way that work is divided and coordinated among units of the organization.许多管理方面的作者区分正式组织和非正式组织。这两种类型都可以在组织中找到。总之，一个正 式组织意味着具有社会角色的正式组织起来的具有具体目的的企事业机构（是指在正式组织起来的企事业单位里具有社会角色的特定目的的机构）。然而，把一个组织称为正

11、式组织并不意味着对它有什么固有的（内在的）僵硬的、过分的限制。如果一个经理要做好组织工作，组织结构必须提供一种环境，在 这个环境里，个人工作在现在和未来都能最有效地为团队（群体）目标做出贡献。根本上，组织结构是 指在各个组织单元里进行划分工作和协调工作的手段（方式）。A formal organization must be flexible. There should be room for discretion, for beneficial utilization of creative talents, and for recognition of individual likes a

12、nd capacities in the most formal of organizations. Yet individual effort in a group situation must be channeled toward group and organizational goals.正式组织必须是灵活的。在最正式的组织里，应该为自行处理事情、有利地利用创新人才、承认个 人爱好和能力而留有相应的空间（余地）。当然，在集体环境中个人工作（努力）必须被引导指向群体目标和组织目标。Formal organizations are designed by management to es

13、tablish reporting relationships, define responsibilities, and coordinate work. However, it would be unreasonable to assume that any group of five or ten top executives could define specific responsibilities and design a network of reporting relationships for hundreds or thousands of individuals that

14、 would function flawlessly,exactly as defined in some cases, in fact, formally defined relationships do notactually facilitate the accomplishment of work.管理人员设计正式组织以建立汇报关系，明确责任和协调工作。然而，没有道理的事情是任何一个 具有5到10个高层管理者的群体就能明确具体责任，能为成百上千的员工个人设计一个在某些情况下 完全按照定义那样完美地运行的报告关系网络，事实上，正式确定的（工作）关系并不能真实地有利于 工作的实现。With

15、in every formal organization, there exists an informal organization - an informal network of reporting relationships, levels of management, and division of labor. Informal organization is a network of personal and social relations neither established nor required by formal authority but arising spon

16、taneously. The span of management refers to the number of people a manager can effectively supervise. A wide span of management results in few organizational levels, and a narrow span results in many levels. There is no definite number of people a manager can always effectively supervise; the number

17、 depends on several underlying factors. These include the degree of training of subordinates that is required and is possessed, the claAty of authority delegation, the clarity of plans, the use of objective standards, the rate of change, the effectiveness of communication techniques, the amount of p

18、ersonal contact needed, and the level in the organization.在每一个正式组织里都存在一个非正式组织，它有非正式的报告关系网络、非正式的管理层次、非 正式的劳动分工。非正式组织是个人关系和社会关系网络，它既不建立于正式权力，又不是正式权力所 必须的，它是自然产生的。管理跨度（幅度）指的是一个管理者有效管理（监管）人员的数量。宽大的 管理幅度导致较少的组织层次，而狭窄的管理幅度导致较多的组织层次。不存在确切的管理者总是有效 管理的人员的数量；这个数量大小依赖于几个基本（潜在）因素。这些因素包括在组织内，所需要和所（环境及各种因素拥有的下属的培

19、训程度、权力下放的清晰度、计划的清晰度、客观标准的使用情况、 的)变化速度、沟通技术的有效性、需要个人接触的数量和层次。Chester Barnard, author of the management classic The Functions of the Executive , described an informal organization as any joint personal activity without conscious joint purpose, although contributing to joint results. It is much easier

20、to ask for help on an organizational problem from someone you know personally, even if he or she may be in a different department, than from someone you know only as a name on an organization chart. The informal organization is a network of interpersonal relationships that arise when people associat

21、e with each other. Thus, informal organizations - relationships not appearing on an organization chart- might include the machine shop group, the sixth floor crowd, the Friday evening bowling gang, and the morning coffee "regulars."切斯特巴纳德，经典管理著作经理人员的职能的作者，把非正式组织称为没有蓄意联合目的的 任何个人联合的行为，尽管它有利于

22、(人员)联合的结果。你可以更容易地从你本人所认识的某个人那 里获取到对某个组织问题的帮助，甚至他或她可能是不同部门的员工；相比而言，从你在组织结构系统 图上所知道名字的某个人那里获取帮助可能更难一些。非正式组织是当人们相互交往的时候产生的人际关系网络。因此，非正式组织(非正式关系不会出现在某个组织结构系统图上)可能包括机床加工车间 小组成员、六楼人员、周五晚上的保龄球帮派，以及早上喝咖啡"的常客。”An organization's goals and strategy should serve as the guide by which managers organize

23、activities, resources, and technology. In other words, goals and strategy should help managers determine how to structure the work of the organization. Designing an effective organizational structure is not an easy managerial task. Many problems are encountered in making structures fit situations, i

24、ncluding both defining the kinds of jobs that must be done and finding the people to do them.组织目标和战略应该起到向导的作用，管理者依靠它组织安排各种活动、资源和技术。换句话，组 织目标和战略应该帮助经理们确定如何安排组织的各项工作。设计一个有效组织结构不是一项容易的管理任务。在制定组织结构以适合环境状况的时候，管理者们会遭遇很多问题，包括明确各种必须要做的 工作和找到适合的人去做这些工作。Organizational structures differ greatly for enterprises

25、 operating in the global environment. The kind of structure depends on a variety of factors, such as the degree of international orientation and commitment. A company may begin internationalizing its operation by simply creating at its headquarters an international department, headed by an export ma

26、nager. As the company expands its international operation, foreign subsidiaries and later international divisions may be established in various countries, reporting to a manager in_charge of global operation at headquarters or possibly the chief executive officer (CEO). With further growth of the in

27、ternational operations, several countries may be grouped into regions, such as Africa, Europe, and South America. Furthermore, the European division (and other divisions as well) may then be divided into groups of countries, such as the European Union (EU) countries, non-EU countries, and Eastern Eu

28、ropean countries. The purpose of an organizational structure is to help create an environment for human performance. It is then a management tool and not an end in and of itself.Although the structuremust define the tasksto be done, the roles so established must also be designed in light of the abil

29、ities and motivations of the people available.组织结构对于在全球环境下的各种企业运营来说有着很大的不同。组织机构的类型依赖于各种因素的变化，比如国际定位和承担义务的程度。一个公司可以通过简单地在总部设立一个由出口贸易经理主 管的国际部来开始国际化运作。随着这个公司国际化经营（业务）的扩展，该公司可能在不同的国家建 立国外分公司和国际部，并向公司总部的主管全球运作的经理回报，或者向首席执行官回报。随着国际 经营业务的进一步增长，几个国家可能归类不同市场区域，比如非洲区、欧洲区、南美区等等。此外， 欧洲（市场区）分公司（以及其他地区的分公司）可以再划分

30、为几个（国家）区域市场，比如欧盟区、 非欧盟区和东欧区等市场。设定组织结构的目的是要有助于创建一个能尽力发挥人类工作能力的环境。 组织结构是管理工具，本身（本质上）不是一个结束（结局）。尽管组织结构必须明确所要完成的任务，必须根据所用员工的能力和动机来设计他们的岗位角色。Organizational structure is the defined set of relationships amongdivisions, departments, and managers in the organization, including the responsibilities of each u

31、nit. According to John Child in his book Organization, there are four major components to the definition of structure:组织结构是在组织内的分公司、部门和经理之间的明确界定的关系（网络），包括各个部门之间的职责。根据约翰-查尔德的著作组织一书，组织结构的定义主要由4个方面构成：1. It describes the assignment of tasks and responsibilities to individuals and departments in the orga

32、nization.组织结构能描述组织内的个人和各部门的工作任务和职责（及责任）。2. It designates formal reporting relationships, including the number of levels in the management hierarchy and the span of control of each.组织结构指明了正式的汇报关系（上下级隶属关系），包括管理层次的数量和每一层次的控制幅度。3. It identifies the grouping of individuals into departments and department

33、s into the organization.组织结构确定了个体所归入的部门，以及部门所归入的组织。4. It incorporates the design of systems to ensure effective communication, coordination, and integration of efforts among departments and across levels of the organization.组织结构包括组织系统的设计过程，该系统能确保组织内跨层次（越级别）和不同部门之间进行有 效的沟通、协调和成果整合。In the early 1900s,

34、 most organizations had "tall" organizational structures. These organizations had narrow spans of management with each manager closely supervising the work of subordinates. But somecompanies, like Sears Roebuck, revolutionized this tradition at that time by devising a "flat" orga

35、nizational structure, in which managers had a broad span of management. The flat structure greatly affected how managers and workers behaved. Managers had to delegate more work because they had more workers reporting to them. They simply could not be as attentive to the details of each employee'

36、s activity as they had been when the span of control was smaller. In addition, subordinates throughout the organizationhad morediscretion and latitude in their work activity and had to spend more time managing themselves. Today, many of the techniques for involving people in the work process are mod

37、ern versions of this earlier break from the tradition of the narrow span of management.在20世纪早期（1900年代），大多数组织都有一个高高的（锥形、金字塔式的）组织结构。这类组 织中的管理幅度（跨度）比较狭窄，每一个管理者紧密监管下属的工作。但是一些公司，像西尔斯-罗巴克公司在当时改革了这个传统，设计出了一个扁平的组织结构，其中的管理者有较宽广的管理幅度。 这种扁平式的组织结构极大地影响了管理者和工人如何工作（表现）。管理者有更多的下属向其报告，而不得不下放（委托）更多的工作。他们不能简单地像他们的管理幅

38、度较小时那样关注（留心）每一个 员工的行为（工作）细节。另外，组织内的所有下属在他们的工作活动中有更多的自由度和空间，而不 得不花费更多的时间进行自我管理。今天，许多在工作过程中涉及到的员工的管理技术都是早期脱离狭 窄管理幅度传统的现代版本（翻版） 。In the modem organization, managers recognize that the proper span of management depends on the following factors:在现代组织中，管理者意识到适当的管理幅度取决于下面的因素：1. Competence of the workers an

39、d their supervisors: The more competent people are in an organization, the wider the span of management can be.第一，工人和他们监管者的能力。组织中有能力的人越多，管理幅度就越广。2. Coordination needs: Some types of work simply require more oversight, coordination, and direction than others.协调的需要：某些类型的工作比其他类型的工作需要更多的监督、协调和指导。3. Simi

40、larity of jobs performed: If everyone is doing the same type of work, it is easier for one supervisor to oversee their efforts. If, however, several types of work are being done, the span of management has to be narrower.工作完成（执行）的相似性：如果每一个人都做同一种类型的工作，监管者就比较容易监管他们的 成果。然而，如果员工做几种类型的工作，管理幅度就不得不变窄。4. Lo

41、cation of work activity: When workers are geographically close to each other, the span of management can be quite wide. As the distance between workers increases, coordination becomes more difficult and the span must decrease.工作活动的位置：当工人们的工作位置相互接近时，管理幅度就能很宽广。随着工人之间的距离的 增加，他们之间的协调工作就变得更困难，管理幅度就必须降低。5

42、. Quality of work: When work is routine and predictable, the manager's task is to train employees and monitor performance. Whenthe work is complex, the manager may also have to answer questions, help design solutions to new problems, and deal with non-routine matters. This reduces the span.工作的特点

43、：当工作是常规性的和可预测的，管理者的任务是培训雇员和监视他们的工作情况。当 工作变得复杂的时候，管理者也可能不得不解决问题，帮助员工设计新问题的解决方案，还要处理非常 规性的事务。这就要减少管理幅度。These three principles - unity of command, scalar process, and span of management- are related, and together they determine the shape of the organization.However, rigid hierarchicalsystems such as th

44、at used by the military are generally ineffectivefor organizations operatingin rapidly changing environments. Thus, organizations often break away from the chain-of-command/unity-of-command approach. As mentioned above, there has been a movement for quite some time to reduce the number of middle-lev

45、el managers in organizations. Employees lower in the organizational hierarchy are gaining skills, and technology is making it possible for them to do much of the work middle-level managers used to do. Therefore, when cutbacks come or when organizations are trying to improve their efficiency, it is l

46、ogical to remove middle layers in the organization. As this is done, however, spans of management are likely to be increased, and the organization will become much flatter. Management practices and procedures must be adapted to this new organizational structure.统一指挥、分等级处理和管理幅度这三个管理原则是相互联系的，他们一起决定了组织

47、的形状。然 而，在快速变化的环境中，像军队所使用的严格的等级体制对企业（组织）经营通常是无效的。因此， 企业（组织）经常打破指挥链和统一指挥的方法。如上所述，长期以来，在组织中存在减少中层管理人 员数量的趋向（移动）。组织等级制度中较低层次的员工学到技能，科学技术使他们能做过去中层管理 者所作的大量工作。所以，当企业裁员时或者组织试图提高他们的生产效率时，去掉中层管理人员是很 自然的事情（符号逻辑的）。随着这种情况发生，不管怎样，管理幅度可能都要减少，组织将变得更加 扁平。管理实践（措施、惯例）和程序必须适应这种新的组织结构。The organization structure for the

48、 global environment may vary greatly, ranging from having an export department at the headquarters to regional groupings, with manyvariations in between. In addition, companies may have also one or more functionally organized groupings within a region. The virtual organization is a loose concept of

49、a group of independent companies or people that are connected often through computer technology.组织结构为了应对全球环境可能产生非常大的变化，从公司总部的出口部（外销部）到区域集团， 期间会发生很多变化。另外，公司在某个地区内可能拥有一个或更多的功能上被组织化的集团。这个虚 拟组织（企业联盟）是一群独立公司的松散（联合）的概念，或者是通过计算机技术经常有商业联系的 一群人的组合。（rang from to 从到的范围内）All the members of an enterprise must un

50、derstand the structure of their organization in_order for that structure to work. This requires teaching. Also, since formal organization is_supplemented by informal organization, members of an enterprise must understand the general workings of informal as well as formal organization.企业的所有成员为了使组织结构有

51、效工作都必须理解他们的组织结构。这就需要有人教员工学习。 同样，由于正式组织是由非正式组织填充的，企业成员必须理解正式组织和非正式组织的通常运作规律。Many soundly conceived organization plans fail because organization members do not understand them. A well-written organization manual containing a statement of organizational philosophy, programs, charts, and an outline of j

52、ob descriptions - goes far toward making organizing understandable. If an organizational structure is put into written words and charts, it has a better chance of being clear than if it is not. However, even the best-written words and charts do not always clearly convey the same meaning to every rea

53、der, so effective managers cannot stop with written clarification. They must teach those in their operation the meaning of the organizational structure, their position in it, and the relationships involved. Managers may do this by individual coaching, through staff or special meetings, or by simply

54、watching how the structure works.许多构思稳健的组织计划却失败的原因是因为组织成员不能理解组织计划。一个撰写清晰的组织手册包含一个关于组织哲学、计划、图表和工作（职务）说明概要的陈述，这个组织手册大大有助于对该 组织的理解。如果一个组织结构被写成书面语言和图表，就会比不这样做获得一个让人们更清晰理解的 好机会。然而，即使最好的书面语言和图表也不能总是清晰地传输给每一个读者同样的含义，因此有效 的管理者不能停止书面澄清相关信息。管理人员必须在组织运营的过程中培训员工，告诉他们组织结构 的含义、他们在组织中的岗位、他们在组织中所涉及到的各种关系。管理者做这些工作，可

55、以通过个别 （单独）指导、全体会议或专门会议、仅仅观察组织结构如何工作来完成。It is important to understand the strengths and vulnerabilities of a company's own products compared with those of others. Are its product sales growing or declining What products or services are in highest demand What can the organization do to improve its

56、 position in the field - how can it become more competitive By understanding the characteristics of the most competitive, successful firms and their products, managers are in the best position to improve their own organization.理解一个公司（自己）的产品对比其他公司的产品的优点和缺点是很重要的。公司销售的产品数量 是在增加还是在下降什么产品或服务的需求是最高的组织做什么能

57、提高它在该领域的（市场）地位一一 组织怎样才能变得更加具有竞争力通过理解最具竞争力、成功的企业及其产品的特征，管理者能在最佳 位置改善他们自己的公司。An organizational analysis provides information about an organization's strengths and weaknesses. It is an assessment of current status: What do we do well What areas of operation need improvement Some organizations might

58、 find that they can develop new products more effectively than they can market or sell them. Other organizations might have highly efficient manufacturing capabilities but inefficient data-processing capabilities that inhibit their ability to coordinate orders and shipments. An organization's st

59、rengthsand weaknessesdetermine its ability to pursue various strategic paths; some options simply will not be possible if the organization does not have the necessary resources, skills, equipment, or funding. It is sometimes quite difficult to assess an organization's strengths and weaknesses accurately. Managers may use consultants to help conduct an objective and accurate analysis of the organization.组织分析能提供