商务英语4各单元的课文翻译.docVIP

Unit 1 Hard Sell around the Photocopier 应当高度重视复印机旁的非正式沟通Sociologists have long recognized that businesses of less than 200 individuals can operate through the free flow of information among the members. Once their size exceeds this figure, however, some kind of hierarchical structure or line management system is necessary to prevent total chaos resulting from failures of communication. Imposing structures of this kind has its costs: information can only flow along certain channels because only certain individuals contact each other regularly; moreover, the lack of personalized contacts means that individuals lack that sense of personal commitment that makes the world of small groups go round. Favours will only be done when there is a clear quid pro quo, an immediate return to the giver, rather than being a matter of communal obligation. Large organizations are less flexible. 一直以来，社会学家认为一项规模小于200人的事业，可以通过成员间自由的信息沟通而正常运转。一旦人数超过这一数字，无论如何，都要建立一套层级架构或流程管理体系，以避免无效沟通而导致的混乱。然而建立这种架构是需要成本的：第一，因为只有确定的个人之间才会经常性联系，所以信息也只能在特定渠道中流通；第二，范而不专的沟通意味着每个人不清楚自己的义务所在，致使工作只能小范围内“原地打转”。明确信息交换对象，立即反馈，而不是将信息看作一种公共义务，只有这样组织才会得益。组织规模越大，沟通灵活性越小。 One solution to this problem would, of course, be to structure large organizations into smaller units of a size that can act as a cohesive group. By allowing these groups to build reciprocal alliances with each other, larger organizations can be built up. However, merely having groups of say, 150 will never of itself be a panacea to the problems of the organization. Something else is needed: the people (involved) must be able to build direct personal relationships. To allow free flow of information, they have to be able to interact in a casual way. Maintaining too formal a structure of relationships inevitably inhibits the way a system works. 解决上述问题的一个行之有效的办法，就是将大的组织划分成若干能够凝聚在一起工作的小规模单位。通过小单位之间的相互协作，更大的组织才得以建立。然而，仅仅划分若干小单位，比如说150个，并不是解决组织面临此类问题时的万能药。还需要内部员工之间建立直接的私人关系。若想让信息传达顺畅，就需要员工间的自然沟通，太正式的关系结构必然阻碍这一系统的正常运行。 The importance of this was drawn to