中层管理人员翻译.docx
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中层管理人员翻译.docx
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Small organizations can function successfully with only one level of
management.As an organization grows,however,so do its problems.
Some managers at larger organizations must focus on coordinating employee activities,determining which products or services to provide ,and deciding how to market these products or services to customers.These are theproblems of middle managers,who receive broad,general strategies and
policies from top managers and translate them into specific goals and plans
for first-line managers to implement.Middle managers typically have titles
such as department head,plant manager,and director of finance.They are
responsible for directing and coordinating the activities of first-line
managers and,at times,such nonmanagerial personnel as clerks,receptionists,and staff assistants.Middle managers spend much of their subordinates to
work as efficiently as possible.They also order parts,deal with customer
complaints,and voice first-line managers' concerns to top management.
小组织可以成功地与只有一个级别的管理,作为一个组织的发展,但是,这样做的问题。
一些较大的组织的管理人员必须专注于协调员工的活动,确定哪些产品或服务提供,并决定如何市场这些产品或服务的客户,
这些都是中层管理者的问题,谁得到广泛的,一般的战略和高层管理人员的政策,并将其转化为具体的目标和计划对于一线管理者实施,中层管理者通常有职称例如部门经理、工厂经理和财务总监。
负责指导和协调第一线的活动管理者,有时,当文员,前台等非管理人员和工作人员的助手。
中层管理者花费他们的下属尽可能有效地工作,他们也订购零件,与客户打交道投诉,并将一线管理人员的关注与高层管理人员。
Many middle managers began their careers and spent several years as
first-line managers. Even so,promotion from first-level to middle management is often difficult and sometimes traumatic.
The heavier emphasis on managing group performance and allocating
resources represents the most important differences between first-line and middle managers.The middle manager often is involved in
reviewing the work plans of various groups,helping them set priorities,and
negotiating and coordinating their activities.Middlemanagersareinvolvedinestablishingtargetdatesforproductsorservicesto be completed;developing
evaluation criteria for performance;deciding which projects should be given money,personnel,and material;and translating top management's general
goals into specific operational plans,schedules,and procedures.
许多中层管理者开始了他们的职业生涯,并花了几年时间
一线管理人员。
即便如此,从一级晋升到中层管理往往是困难的,有时是创伤性的。
管理团队绩效和分配的重点
资源代表了一线和中层管理者之间最重要的区别,中层管理者经常参与检查各小组的工作计划,帮助他们确定优先事项,并谈判和协调他们的活动。
中层管理者在建立产品或服务来完成的目标日期;发展绩效评价标准;决定哪些项目应给予资金、人员和材料;并翻译最高管理者的一般性目标到具体的业务计划,时间表和程序。
Middle managers carry out top management's directives primarily by
delegating authority and responsibility to their subordinates and by
coordinating schedules and resources with other managers. They often
spend much of their day talking on the phone,attending committee meetings,and preparing and reviewing reports.Middle managers tend to be removed
from technical aspects of work,so whatever technical expertise they may
have is of less direct help to them now.
中层管理者主要是通过高层管理人员的指令权力和责任下放给下属,与其他管理人员协调安排和资源。
他们经常花了很多天在电话、参加会议、准备和审查报告。
中层管理者倾向于被删除。
从技术方面的工作,所以无论他们可能的技术专长现在对他们没有直接的帮助了。
Finally,middle managers must be adept at developing their subordinates,
opening lines of communication for them,and making them visible to other middle managers and to top managers. In many organizations today,
developing subordinates and helping them move up in the organization is
essential to being viewed as a successful manager.When middle managers
fail to develop their staffs,low morale and high turnover are likely to follow.
最后,中层管理者必须善于发展自己的下属,为他们打开沟通的路线,使他们能够看到其他中层管理人员和高层管理人员。
在今天的许多组织中,发展下属和帮助他们在组织中的行动是必须被视为一个成功的经理,当中层管理人员未能发展他们的员工,低士气和高营业额很可能会
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