旅游管理专业英语第二版-translationreferencekeys

旅游管理专业英语第二版-translationreferencekeys内容摘要：

企业管理层加强企业地位、满足客户、达到经营目标的实施计划。 管理者制定企业战略以便指引企业经营的方式 ，以及帮助管理者在不同的措施选项中作出理智、一致的选择。 管理者决定的战略表明“在所有我们可能选择的发展道路与措施中我们决定采取这一条发展道路并以此种方式经营我们的业务。 ”没有战略，管理者就没有经过深思熟虑的发展道路、没有指导管理的路线图、没有产生预期成果的统一行动计划。 2. The foremost directionsetting question senior managers need to ask is “What is our vision for the pany － what are we trying to do and to bee?” Developing a carefully reasoned answer to this question pushes managers to consider what the pany’s business character is and should be and to develop a clear picture of where the pany needs to be headed over the next 5 to 10 years. Management’s answer to “who we are, what we do, and where we’re headed” charts a course for the anization to take and helps establish a strong anizational identity. What a pany seeks to do and to bee is monly termed the pany’s mission. A mission statement defined a pany’s business and provides a clear view of what the pany is trying to acplish for its customers. Management’s view of the kind of pany it is trying to create and its intent to stake out a particular business position represent a strategic vision for the pany. By developing and municating a business mission and strategic vision, management infuses the workforce with a sense of purpose and a persuasive rationale for the pany’s future direction. 高级管理人员需要问的第一个有关确立发展方向的问题是“公司的愿景是什么。 即我们要努力做什么。 成为什么。 ”谨慎理智地回答这个问题会促使管理者考虑公司业务的性质什么、应该是什么，并对公司未来 5至 10的发展形成清晰的概念。 管理者对于“我们是谁，我们做什么，以及我们的发展方向是什么”的回答勾勒出公司的未来发展路线，并有助于建立一个有力的公司认同身份。 一个公司努力做什么，以及成为什么通常被称为企业的宗旨。 宗旨陈述定义一个企业的业务，并对企业努力为客户提供的产品或服务给出一个清晰的解释。 管理者对要创立的公司性质，以及要占 据的特定业务地位的看法代表了该公司的战略愿景。 通过制定并传递企业宗旨和战略愿景，管理者就对企业员工灌输了一种使命感、一种公司未来发展方向的令人信服的合理性。 Directions: Translate the following passages into English. 1. 战略管理是对企业的生产经营活动实行的总体性管理，是组织制定和实施战略的一系列管理决策与行动，其核心问题是使企业的自身条件和环境相适应，以求企业生存发展。 战略管理发展大致分为三个阶段：长期计划阶段、战略计划阶段和战略管理阶段。 如今，战略 管理出现了鼎盛时期，不仅涌现出了大量的研究成果，而且有了大量的企业实践活动，企业进入了战略制胜年代。 Strategic management is the total management of the business operations of a pany, and is a series of management decisions and actions in crafting and implementing strategies. The core issue in strategic management is to adapt itself to the business environment with a view to business development. The development of strategic management can roughly be divided into three periods: longterm planning, strategic planning and strategic management. Strategic management is now in its prime period with a large number of research results and countless business cases. Businesses have entered a period in which strategies count. 2. 战略的形成是一个企业高层管理人员有意识、有控制的计划过程。 战略是在计划中形成，战略计划是战略管理的核心。 战略计划的制定可以分为以下几个步骤：分析组织的外部环境和内部环境；明确企业经营的方向、思想、范围；确定目标；提出多种可行的战略计划；评价可供选择的战略计划；选择满意的战略计划；实施战略计划；衡量和控制战略计划；战略计划的修正。 The formation of business strategies is a carefully controlled planning process on the part of senior managers. Strategies are formed during the process of planning, and strategic planning is the core of strategic management. The crafting of business strategies can be divided into the following procedures: analysis of the internal and external environment of an anization, clarification of the direction, ideas and scope of business, submission of various feasible strategies, evaluation of alternative strategies, determination of satisfactory strategies, implementation of strategies, measurement and control of strategies, and revision of strategies. Lesson Five Translation Directions: Translate the following passages into Chinese. 1. The litany of good strategic management is simple enough: formulate a sound strategic plan, implement it, and execute it to the fullest, win! But it’s easier said than done. Exerting takecharge leadership, being a “spark plug,” ramrodding things through, and getting things done by coaching others to do them are difficult tasks. Moreover, a strategy manager has many different leadership roles to play: chief entrepreneur and strategist, chief administrator and strategyimplementer, culture builder, supervisor, crisis solver, taskmaster, spokesperson, resource allocator, negotiator, motivator, adviser, arbitrator, consensus builder, policymaker, police enforcer, mentor, and head cheerleader. Sometimes it is useful to be authoritarian and hardnosed。 sometimes it is best to be perceptive listener and a promising decisionmaker。 and sometimes a strongly participative, collegial approach works best. Many occasions call for a highly visible role and extensive time mitments, while others entail brief ceremonial performance with the details delegated to subordinates. 陈述良好的战略管理其实很简单：制定完善的战略计划、贯彻战略计划、一丝不苟地实施战略计划、取得胜利。 但是说着容易，做着 难。 作为用于负责的领导、做一个“打火塞”、强行贯彻指令、通过辅导他人来完成任务都是充满困难的。 而且战略管理者要起着许多不同的领导角色：主要企业家和战略家、主要行政管理者和战略实施者、企业文化构建者、监督者、危机化解者、任务布置者、企业发言人、资源分配者、谈判专家、士气鼓动者、顾问、仲裁者、和谐构建者、政策制定者、政策实施者、导师、拉拉队长。 有时独裁和固执是有用的；有时又最好是位善解人意的倾听者与善于妥协的决策者；有时参与性的团队方式效果最佳。 许多场合需要高调的角色以及大量的时间投入，而其他一些场合又需要简明 的礼节性角色，将细致工作委托给下级。 2. In general, the problem of strategic leadership is one of diagnosing the situation and choosing from any of several ways to handle it. Six leadership roles dominate the strategyimplementer’s action agenda: 1) Staying on top of what is happening and how well things are going. 2) Promoting a culture in which the anization is “energized” to acplish strategy and perform at a high level. 3) Keeping the anization responsive to changing conditions, alert for new opportunities, and bubbling with innovative ideas. 4) Building consensus, containing “power struggles,” and dealing with the politics of crafting and implementing strategy. 5) Enforcing ethical standards. 6) Pushing corrective actions to improve strategy execution and overall strategic performance. 通常情况下，战略领导就是判断情况，选择处理方法。 六种领导角色在战略实施 日程中有着重要地位： 1) 掌控发生的事情以及事态的进展； 2) 创造一种企业文化，它能够“激活”组织来高水平地实施企业战略； 3) 保持组织对变化的环境的快速反应，对新的机遇保持警觉，要有不断的创新思维； 4) 努力达成多数人的一致、遏制“权力争斗”、解决制定和实施企业战略中的政治问题； 5) 执行道德准则； 6) 落实纠正措施。