工商管理英语Chapter1 计划添加文本

（单词翻译）

　　[00:00.00]project    n.
[00:00.47]项目
[00:00.94]finance  n.   vi.
[00:01.53]财政        筹资
[00:02.12]accounting¹    n.
[00:02.80]会计
[00:03.47]advertising²    a.     n.
[00:04.10]广告      广告业
[00:04.73]graduate    vi.
[00:05.43]毕业
[00:06.14]prototype    n.
[00:06.73]原型
[00:07.31]seminar   n.
[00:07.89]研讨会
[00:08.46]MD:OK,let's have a look very briefly³ at the current depertmental projects.
[00:11.21]总经理：好的，我们来简要地看看各部门目前规划的情况。
[00:13.95]Why don't we start with EDP?
[00:15.23]我们何不从电子数据处理部开始呢？
[00:16.51]What are you working on at the moment?
[00:17.55]你们目前在进行哪方面的工作？
[00:18.60]EDP:we're doing a user study for the installation of the new micros.
[00:20.64]电子数据处理部：我们正在进行一项安装新微机的用户调研。
[00:22.67]So we're talking to all the new users at the moment.
[00:24.62]所以现在正与所有的新用户谈。
[00:26.57]MD:right,what about finance?
[00:27.81]总经理：好的，财务部怎么样？
[00:29.05]I believe you are thinking of changing our accounting system.
[00:31.29]我想你们是在考虑更换我们的会计体系吧？
[00:33.54]FM：Yes,that's right.
[00:34.29]财务经理：对，是这样。
[00:35.03]We're having problems with the old system so we're looking into a new accounting system.
[00:38.61]旧的会计体系给我们造成许多麻烦，所以我们在研究一种新的会计体系。
[00:42.19]MD:Fine,let's move on to marketing⁴.
[00:43.87]很好。下面，我们来谈谈市场部的情况吧。
[00:45.56]Are you working on any special project?
[00:46.96]你们目前开展有什么具体计划吗？
[00:48.35]MM:Not really;but we are planning an advertising campaign for our new product.
[00:50.85]销售部经理：没有，不过我们正计划为我们的新产品开展一项宣传活动。
[00:53.34]MD:Interesting.
[00:54.31]总经理：这很不错。
[00:55.28]I look forward to seeing it.
[00:56.35]我盼着这活动的开展呢。
[00:57.42]What about Production?
[00:58.54]生产部的情况怎么样？
[00:59.66]PM：Well,as you know,we are currently installing the new automated⁵ assembly line.
[01:02.47]生产部经理：噢，您知道，目前我们正在安装新的自动装配线。
[01:05.28]MD:Of course.You must be pretty busy.
[01:07.04]总经理：很好。你们一定很忙。
[01:08.81]Personnel,what are you doing?
[01:10.11]人事部，你们在忙什么呢？
[01:11.42]PeM:We're trying to recruit new young graduates at the moment.
[01:12.91]人事部经理：我们现在正设法招聘新出校门的年轻毕业生。
[01:14.40]MD:How's that going?
[01:15.28]总经理：进行得怎么样？
[01:16.17]PeM:Fine.
[01:16.66]人事部经理：挺好。
[01:17.14]MD:Well,the Administration Department is not represented here today.
[01:20.21]总经理：很好，今天行政部没有代表出席。
[01:23.28]They are moving to new offices next week,so they've got their hands full.
[01:26.60]他们下周要搬到新办公室去，所以腾不出手来。
[01:29.91]Research and Development department is also very busy they're testing the new prototype.
[01:33.77]研究开发部也特别忙在测试新的样品。
[01:37.62]That just leaves Transport and Management Services.John?
[01:40.15]这样就只剩下运输部和管理服务部了。约翰？
[01:42.69]TM:The Transport Department is rationalizing the distribution network
[01:45.01]运输部经理：运输部在对送货网络进行合理化改革
[01:47.34]so we're hoping for some big cost cuts in the near future.
[01:49.44]所以我们盼望着不久的将来就能大大降低成本。
[01:51.54]MD:Good.And Management Service?
[01:52.77]部经理：好。那么管理服务部呢？
[01:54.00]MSM:Well,we haven't got anything we're working on just at the moment.
[01:56.04]管理服务部经理：眼下我们还没有具体的工作。
[01:58.07]but we are running a series of quality training seminars next month.
[02:00.69]不过下个月要开办一系列的质量培训班。
[02:03.30]MD:Right,that just about covers it.
[02:04.76]总经理：好吧，我们要计论的大概就这么多了。
[02:06.22]mission   n.
[02:06.80]宗旨
[02:07.37]objectives    n.
[02:08.20]目标
[02:09.02]stated objectives
[02:09.87]宣称的目标
[02:10.72]real objectives
[02:11.55]真实的目标
[02:12.39]decision   n.
[02:13.09]决策
[02:13.80]procedure      n.
[02:14.41]程序
[02:15.03]well_structured problems
[02:16.10]结构良好问题
[02:17.17]ill_structured problems
[02:18.24]结构不良问题
[02:19.31]programmed decision
[02:20.32]程序化决策
[02:21.32]non programmed decision
[02:22.35]非程序化决策
[02:23.39]group decision_making
[02:24.29]群体决策
[02:25.19]individual decision-making
[02:26.48]个人决策
[02:27.77]brainstorming
[02:28.56]头脑风暴法
[02:29.34]nominal group technique
[02:30.44]名义群体法
[02:31.54]electronic meeting
[02:32.48]电子会议
[02:33.42]rule    n.
[02:34.11]规则
[02:34.80]policy    n.
[02:35.27]政策
[02:35.74]The planning function involves defining an organization's goals.
[02:38.16]计划职能包括定义组织的目标。
[02:40.57]establishing an overall strategy for achieving these goals,
[02:42.80]制定全面战略以实现这些目标，
[02:45.02]and developing a comprehensive hierarchy⁶ of plans to integrate and coordinate⁷ activities.
[02:48.35]开发一个全面的分层计划体系，以综合和协调各种活动。
[02:51.68]Planning establishes coordinated⁸ effort.
[02:53.40]计划是一种协调过程。
[02:55.12]It gives direction,reduces the impact of change,minimizes waste and redundancy,
[02:59.15]它指明方向，减少变化的冲击，使浪费和冗余减至最少，
[03:03.17]and sets the standards used in controlling operations.
[03:05.23]并设立控制的标准。
[03:07.30]For the most part,operational planning dominates the planning activities of lower_level managers.
[03:11.39]在大多数情况下，基层管理者的计划活动主要是制定作业计划。
[03:15.47]As managers move up the hierarchy,their planning role becomes more strategy-oriented.
[03:19.17]当管理者在组织中的等级上升时，他的计划角色就更具战略导向。
[03:22.87]Strategic plans cover an extensive time period(typically five or more years),
[03:25.78]战略计划覆盖较长的时间（通常为五年或更长），
[03:28.69]cover broad issues,and include the formulation of objectives.
[03:31.03]涉及广泛的问题，并包括制定目标。
[03:33.37]Operational plans cover shorter periods of time,focus on specifics,
[03:36.33]作业计划覆盖较短的时间，集中于具体的问题。
[03:39.30]and assume that objectives are already known.
[03:41.20]并假定目标是已知的。
[03:43.11]Strategic plans cover an extensive time period(typically five or more years),
[03:46.10]战略计划覆盖较长的时间（通常为五年或更长），
[03:49.09]cover broad issues,and include the formulation of objectives.
[03:51.16]涉及广泛的问题，并包括制定目标。
[03:53.22]Strategic plans
[03:54.00]战略计划
[03:54.79]Operation plans
[03:55.59]作业计划
[03:56.38]Short_term plans
[03:57.13]短期计划
[03:57.87]Long_term plans
[03:58.60]长期计划
[03:59.33]Specific plans
[03:59.96]具体计划
[04:00.59]Directional plans
[04:01.28]指导性计划
[04:01.97]Directional plans are preferred over specific plans when uncertainty⁹ is high and when the organization is in the formative and the decline stages of its life cycle.
[04:08.78]当环境的不确定性提高，以及当组织处于生命周期的形成阶段或衰退阶段时，指导性计划比具体计划更可取。
[04:15.58]Commitment concept means that plans should extend far enough to meet those commitments made today.
[04:19.37]许诺概念是指计划期限应该延伸到足够远，以便在此期限中能够实现当前的许诺。
[04:23.16]Planning for too long or for too short a period is inefficient¹⁰.
[04:25.65]计划对太长的期限和太短的期限都是无效的。
[04:28.15]Three contingency¹¹ factors in planning include a manager's level in the organization,
[04:31.20]计划过程存在着三种权变因素，包括管理者所处的组织层次。
[04:34.26]the degree of environmental uncertainty,and the length of future commitments.
[04:37.09]环境的不确定性以及未来许诺的时间长度。
[04:39.93]Objectives are the foundation of planning.
[04:41.82]目标是计划的基础。
[04:43.72]Objectives are desired outcomes for individuals,groups or entire organizations.
[04:46.86]目标是个人、小组或整个组织希望的成果。
[04:50.01]Traditional objective setting means that objectives are set at the top and then broken down into subgoals for each level in an organization.
[04:55.43]传统的目标设定的方法是指目标同组织的最高管理者设定，然后分解成子目标落实到组织的各个层次上。
[05:00.85]The top imposes its standards on everyone below.
[05:03.23]最高管理者将目标强加于下属。
[05:05.61]Management by objectives(MBO)is a system in which specific performance objectives are jointly¹² determined¹³ by subordinates and their superiors,
[05:11.69]目标管理是一套系统，在这个系统中，下级与他们的上司共同确定具体的绩效目标。
[05:17.78]progress toward objectives is periodically reviewed,and rewards are allocated¹⁴ on the basis of this progress.
[05:22.70]并且定期检查完成目标的进展情况，而奖励则是根据目标的完成情况来确定的。
[05:27.63]Strategic management process is an eight_step process that encompasses¹⁵ strategic planning,implementation and evaluation¹⁶.
[05:32.81]战备管理过程包含八个步骤，是一个制定战略计划，实施战略和评价战略的过程。
[05:38.00]In a dynamic and uncertain environment,strategic planning is important.
[05:40.75]在动态的和不确定的环境下，战略计划是重要的。
[05:43.51]because it can provide managers with a systematic¹⁷ and comprehensive means for analyzing¹⁸ the environment,
[05:48.23]这是因为它能使管理者以系统的和综合的方式分析环境，
[05:52.94]assessing their organization's strengths and weaknesses,
[05:55.12]评价组织的优势和劣势，
[05:57.30]and identifying opportunities for which they could develop and exploit a competitive advantage.
[06:00.65]以及发现组织有可能具有竞争优势的机会。
[06:03.99]The term SWOT analysis refers to analyzing the organization's internal strengths and weaknesses as well as external opportunities and threats in order to identify a niche¹⁹ that the organization can exploit.
[06:13.11]SWOT分析是指分析组织内部的优势和劣势以及外部的机会和威胁以便发现组织能够开发的细分市场。
[06:22.22]The BCG matrix identifies four business groups:stars,cash cows,question marks,and dogs.
[06:26.99]BCG矩阵区分出四种业务组合：吉星，现金牛，问号和瘦狗。
[06:31.76]At the business level,there are four adaptive strategies.
[06:33.80]在事业层存在四种适应战略。
[06:35.83]Defenders operate in stable environments and produce a limited set of products for a narrow market segment.
[06:41.01]防御者运作在稳定的环境中，为狭窄的细分市场生产有限的一组产品。
[06:46.18]Prospectors operate in a dynamic environment,innovate,and seek flexibility²⁰.
[06:49.51]探索者运作在运态的环境中，追求创新和灵活性。
[06:52.84]Analyzers minimize risk and maximize profit opportunities by seeking both flexibility and stability.
[06:56.77]分析者同时寻求灵活性和稳定性，使风险最小化和利润机会最大化。
[07:00.70]Reactors are inconsistent and reluctant to commit themselves to any one specific situation.
[07:04.63]反应者不能在任何特定情况下做出前后一致的和果断的承诺。
[07:08.56]Management assesses its organization's competitive advantage by analyzing the forces that dictate²¹ the rules of competition within its industry,
[07:14.46]管理者通过分析产业中支配竞争规则的力量，
[07:20.35](barriers to entry,substitutes,bargaining power of buyers and suppliers,and current competitive rivalry),
[07:24.54]（进入障碍、替代品、购买者和供应者的讨价能力、竞争者之间的竞争），
[07:28.73]and then selecting a strategy(cost leadership,differentiation,or focus)that best exploits its competitive advantage.
[07:33.62]然后选择最能发挥竞争优势的竞争战略（成本领先，差别化，专一化战略）。
[07:38.50]And then selecting a strategy(cost leadership,differentiation,or focus)that best exploits competitive advantage.
[07:43.14]选择最能发挥竞争优势的竞争战略（成本领先、差别化、专一战略）。
[07:47.77]corporate_level strategy
[07:48.91]公司层战略
[07:50.05]stability strategy
[07:50.88]稳定性战略
[07:51.72]growth strategy
[07:52.39]增长战略
[07:53.05]retrenchment strategy
[07:53.87]收缩战略
[07:54.70]combination strategy
[07:55.55]组合战略
[07:56.40]business_level strategy
[07:57.23]事业层战略
[07:58.07]adaptive strategy
[07:59.01]适应战略
[07:59.95]competitive strategy
[08:00.80]竞争战略
[08:01.65]cost_leadership strategy
[08:02.64]成本领先战略
[08:03.63]differentiation strategy
[08:04.66]专一化战略
[08:05.69]focus strategy
[08:06.45]专一化战略
[08:07.21]functional_level strategy
[08:08.08]职能层战略