商務英語4課文翻譯The Big Three Management Styles.doc

The Big Three Management Styles-翻譯TheBigThreeManagementStyles三大管理風格（或者管理模式文中對應部分注意更改）byPaulB.Thornton保羅b桑頓Managementliteraturedescribesnumerousmanagementstyles,includingassertive,autocratic,coaching,countryclub,directing,delegating,laissez-faire,participatory,supportive,task-orientedandteam-based.管理文獻中描述了眾多的管理風格，包括自信型（有過分自信之意）、獨裁型、指導型、鄉(xiāng)村俱樂部型、指揮型、授權型、自由放任型、參與型、支持型、任務導向型和團隊型。Aretherereallythatmanystyles?真的有這么多的風格么?Ibelievetherearethreebasicstyles-directing,discussinganddelegating,the3-DsofManagementStyle.我認為有三個基本的風格指揮型、研討型和授權型，可稱之為3D管理風格。DIRECTINGSTYLE指揮型風格Managersusingthisstyletellpeoplewhattodo,howtodoitandwhentohaveitcompleted.具有這種風格的經理告訴人們要做什么，怎么做，什么時候完成。Theyassignrolesandresponsibilities,setstandardsanddefineexpectations.他們分配任務和職責，制定標準和定義期望。Communicating-Themanagerspeaks,employeeslistenandreact.溝通經理講，員工聽并回應。Managersprovidedetailedinstructionssoemployeesknowexactlywhattodo.經理提供詳細的說明，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行溝通至關重要。（具有清晰，簡明和完整的溝通能力至關重要。）Theonlyfeedbackmanagersaskforis,”Doyouunderstandwhatneedstobedone?經理所需要的唯一反饋就是“你明白需要做什么嗎?”Goal-Setting-Yourgoalistosell15carspermonth.目標設定“你的目標是每個月銷售15輛汽車。Themanagerestablishesshort-termgoals.管理者設定短期目標。Whengoalsarespecificandtimebounded,employeesareclearonwhatisexpectedofthem.當目標具體且時間限定時，員工都清楚對他們的期望是什么。Goalsanddeadlinesoftenmotivatepeople.目標和最后期限經常激勵人。Decision-Making-IwantyoutostopwhatyouarecurrentlydoingandhelpSuesetuptheroomfortheseminar.決策“現在，我想你停止手中的工作，幫助蘇布置研討會所需的房間?！癟hemanagermakesmostifnotalldecisions.即便不是全部，經理也決策大多數事情。Whenproblemsarisethemanagerevaluatesoptions,makesdecisionsanddirectsemployeesastowhatactionstotake.當問題出現時，經理評估選項（備選方案），做決策，并指導員工采取怎樣的行動。MonitoringPerformanceandProvidingFeedback-Managersestablishspecificcontrolpointstomonitorperformance.績效監(jiān)控和信息反饋經理設立特殊的控制點監(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研討型風格Managersusingthisstyletaketimetodiscussrelevantbusinessissues.具有這種風格的經理花費時間去討論相關的業(yè)務問題。Whathappensinagooddiscussion?在一個愉快的研討會上會發(fā)生什么呢？Peoplepresentideas,askquestions,listen,providefeedback,challengecertainassumptionsandcoachasneeded.人們根據需要發(fā)表想法，問問題，傾聽，提供反饋，挑戰(zhàn)特定的假設和進行指導。Itsimportanttomakesureideasarefullydiscussedanddebated.確保想法經過了充分的討論和辯論非常重要。Managersoftenperformtheroleoffacilitator,makingsurethediscussionstaysontrackandeveryonehasachancetocontribute.經理經常執(zhí)行調解人的角色，確保討論呆在正軌，每個人都有作貢獻的機會。Communicating-Two-waycommunicationisthenorm.溝通雙向溝通是常態(tài)。Letsgoaroundthetableandgiveeveryoneachancetodiscusstheirideas.“讓我們坐在一起，給每個人機會來討論他們的想法?！盡anagersspendasmuchtimeaskingquestionsandlisteningastheydotalkingandsharingtheirideas.經理們花費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?目標設定“英格麗德，你認為我們第四季度的銷售目標應該是多少? ”Afteradequatediscussion,goalsarethenestablished.在充分討論后，制定目標。Utilizingaparticipatorystylegenerallyhelpstoincreaseemployeescommitmenttoachievetheirgoals.利用一個參與式的風格通常有助于提高員工的達到目標的。Decision-Making-Wehaveaproblemwiththeamountofinventorywerecurrentlycarrying.決策“我們有一個關于目前存貨數量的問題需要解決。Whatactiondoyouthinkweshouldtake?你覺得我們應該做什么？”Decisionsaremadecollaboratively.協作決策。Bothmanagerandemployeeplayanactiveroleindefiningproblems,evaluatingoptions,andmakingdecisions.在定義問題，評估選擇和決策上，經理和員工都發(fā)揮積極作用。MonitoringPerformanceandProvidingFeedback-Themanagerandemployeemonitorperformanceanddiscusswhatactionsneedtobetaken.績效監(jiān)控和信息反饋經理和員工共同監(jiān)控績效并討論需要采取什么行動。Thisworksbestwhenbothpartiesareopenandmakeadjustmentsasneeded.當雙方都坦率并能根據需要進行調整時，該機制運作最有效。DELEGATINGSTYLE授權型風格Managersusingthisstyleusuallyexplainorgetagreementonwhathastobeaccomplishedandwhenitmustbecompleted.管理者使用這種管理風格來通常解釋或協商哪些是必須完成的和什么時候必須完成。Thehow-to-do-itpartoftheequationisleftuptotheemployee.等式中關于怎么做的部分留給了員工。Responsibilityandauthorityaregiventoemployeestogetthejobdone.員工被授予責任和權力去完成工作。Communicating-Regardingwhathastobeaccomplished,communicationsmaybeone-way:Iwantyoutodelivera15-minutespresentationonournewcompensationprogrammeatTuesdaysmeeting.溝通關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計的營銷宣傳冊需要完成什么工作。”Additionalcommunicationtakesplacetoreviewwhathasbeenaccomplishedandobstaclespreventingprogress.回顧完成了哪些工作和妨礙進展的障礙時需要額外的溝通。Goal-Setting-Asstatedabove,specificgoalsmaybeestablishedbythemanagerormayevolveafteradiscussionbetweenmanagerandemployee.目標設定如上所述，具體的目標可能由經理或經理和雇員討論后制定。Failuresindelegationcanoftenbetracedbacktoalackofunderstandingofthedesiredoutputordeliverable.授權的失敗往往可以追溯到對期望產出和交付結果缺乏理解。Ithoughtyouonlywantedrecommendations,notanimplementationplan.“我想你只是想要建議，而不是一個實施計劃。”Decision-Making-Barbara,thatsyourdecisiontomake.決策“芭芭拉，你應該做決定?！盌ecisionsastohowthetaskwillbeaccomplishedarelefttotheemployee.將如何完成任務之類的決定留給員工。Employeeshavethepowertotakeappropriateactionstoachievethedesiredgoals.員工有權采取適當的行動來達到預期的目標。Managersmustavoidreversedelegationwhenemployeestrytogivebackdecisionsthattheyshouldbemaking.當員工試圖將決策權交回時，管理者必須避免“逆向授權”。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