?自考英語(yǔ)二（下）課文翻譯之unit1

自考英語(yǔ)二（下）課文翻譯之unit1

Unit One

What Is a Decision ?何為決策?

A decision is a choice made from among alternative courses of actionthat are available. The purpose of making adecision is toestablish and achieve organizational goals and objectives. The reason for making adecision is that a problem exists, goals or objectives are wrong, orsomething is standing in the way of accomplishing them.

決策是一種選擇， 來(lái)自可以獲得的、 任擇其一的行動(dòng)步驟。 作決策的意圖是要確立和實(shí)現(xiàn)機(jī)構(gòu)的目標(biāo)和目的。 作決策的原因是有問(wèn)題存在、 目標(biāo)和目的不正確、或者有某種東西妨礙目標(biāo)或目的的實(shí)現(xiàn)。

Thus the decision-making process is fundamental to management. Almost everything a manager does involves decisions, indeed, some suggest thatthe management process is decisionmaking. Although managers cannotpredict the future, many of their decisions require that they considerpossible future events. Often managers must make a best guess at what thefuture will be and try to leave as littleas possible to chance, but sinceuncertainty is always there, risk accompanies decisions . Sometimes the consequence s of a poor decision are slight; at other times they areserious.

因此，作決策的過(guò)程對(duì)管理人員來(lái)說(shuō)至關(guān)重要。 管理者所做的每件事幾乎都與決策有關(guān)， 事實(shí)上，有些人認(rèn)為管理過(guò)程就是作決策。盡管管理者不能預(yù)測(cè)未來(lái)，但他們所作的許多決策都要求他們考慮將來(lái)可能發(fā)生的事情。通常情況下，管理者必須對(duì)未來(lái)情況作出最佳估測(cè)，并且努力要使偶然事件盡可能少地發(fā)生，但是，由于不確定的因素一直存在，所以，決策總是與風(fēng)險(xiǎn)為伴。有時(shí)候，拙劣決策的后果并不嚴(yán)重，但在另外一些時(shí)候則是非常嚴(yán)重了。

Choice is the opportunity to select among alternatives. If there is no choice, there is no decision to be made. Decision making is the process of choosing, and many decisions have a broad range of choice. For example, a student may be able to choose among a number of different courses in order to implement the decision to obtain a college degree. For managers, every decision has constraints based on policies, procedures, laws, precedents, and the like. These constraints exist at all levels of the organization.

選擇是指從多個(gè)可能性中挑選的機(jī)會(huì)。 如果沒(méi)有選擇， 就毋須作決策。 作決策就是挑選的過(guò)程， 許多決策的選擇范圍很廣。 例如，一個(gè)學(xué)生為了獲得學(xué)位，他可能會(huì)從許多不同的課程中選擇從而作出決策。對(duì)管理者來(lái)說(shuō)，每項(xiàng)決策都受到基于政策、程序、法律、慣例等等因素的制約，這些制約存在于各個(gè)層次的機(jī)構(gòu)中。

Alternatives are the possible courses of action from which choices can be made. If there are no alternatives, there is no choice and, therefore, no decision. If no alternatives are seen, often it means that a thorough job of examining the problems has not been done. For example, managers sometimes treat problems in an either/or fashion; this is their way of simplifying complex problems. But the tendency to simplify blind s them to other alternatives.

抉擇是從中可以作出選擇的可能的行動(dòng)步驟。假如沒(méi)有可供選擇的可能性，這就意味著沒(méi)有 做過(guò)對(duì)問(wèn)題進(jìn)行徹底調(diào)查的工作。例如，管理者有時(shí)用兩者擇一的方式來(lái)處理問(wèn)題，即他們簡(jiǎn)化復(fù)雜問(wèn)題的手法。但是，這種簡(jiǎn)化的傾向使他們看不到其他可供選擇的可能性。

At the managerial level, decision making includes limiting alternatives as well as identify ing them, and the range is from highly limited to practically unlimited.

在管理層，作決策包括了限定和鑒別可供選擇的可能性，其限定范圍從非常有限到基本無(wú)限。

Decision makers must have some way of determining which of several alternatives is best — that is, which contributes the most to the achievement of organizational goals. An organizational goal is an end or a state of affairs the organization seeks to reach. Because individuals (and organizations) frequently have different ideas about how to attain the goals, the best choice may depend on who makes the decision. Frequently, departments or units within an organization make decisions that are good for them individually but that are less than optimal for the larger organization. Called suboptimization, this is a trade-off that increases the advantages to one unit or function but decreases the advantages to another unit or function. For example, the marketing manager may argue effective ly for an increased advertising budget. In the larger scheme of things, however, increased funding for research to improve the products might be more beneficial to the organization.

決策者必須具備從多個(gè)可供選擇的可能性中確定最佳選擇——即：最有助于實(shí)現(xiàn)機(jī)構(gòu)的目標(biāo)—的手段。機(jī)構(gòu)目標(biāo)是該機(jī)構(gòu)竭力要達(dá)到的最終目標(biāo)或理想狀態(tài)。因?yàn)閭€(gè)人(和機(jī)構(gòu))常常對(duì)達(dá)到目標(biāo)有著不同的主意，所以，最佳選擇就取決于決策者了。在同一機(jī)構(gòu)內(nèi)的部門(mén)或單位經(jīng)常會(huì)作出有利于他們自己而對(duì)大單位不甚理想的決策。 被稱(chēng)為局部最優(yōu)化的權(quán)衡加強(qiáng)了某一單位或某一功能的優(yōu)勢(shì)，卻削弱了另一單位或另一功能的優(yōu)勢(shì)，例如，市場(chǎng)營(yíng)銷(xiāo)經(jīng)理會(huì)極力要求增加廣告預(yù)算。 然而，在更大的事情策劃中， 為改進(jìn)產(chǎn)品而增加科研經(jīng)費(fèi)可能會(huì)更有益于該機(jī)構(gòu)。

These trade-offs occur because there are many objectives that organizations wish to attain simultaneously. Some of these objectives are more important than others, but the order and degree of importance often vary from person to person and from department to department .Different managers define the same problem in different term s. When presented with a common case, sales managers tend to see sales problems, production managers see production problems, and so on.

這些權(quán)衡的產(chǎn)生是因?yàn)闄C(jī)構(gòu)希望同時(shí)達(dá)到多個(gè)目標(biāo)。有些目標(biāo)比其他的目標(biāo)更重要，但其重要性的先后順序和等級(jí)卻因人而異、因部門(mén)而異。 不同的管理者對(duì)同一個(gè)問(wèn)題持不同的看法。 面對(duì)一件日常事件時(shí)， 銷(xiāo)售經(jīng)理常易看到銷(xiāo)售問(wèn)題，生產(chǎn)經(jīng)理則常易看到生產(chǎn)問(wèn)題等等。

The ordering and importance of multiple objectives is also based, in part, on the values of the decision maker. Such values are personal; they are hard to understand, even by the individual, because they are so dynamic and complex. In many business situations different people's values about acceptable degrees of risk and profitability cause disagreement about the correctness of decisions.

多種目標(biāo)的順序和重要性也部分地基于決策者的價(jià)值觀，這些價(jià)值觀帶有個(gè)人特色，他人很難理解， 因?yàn)閮r(jià)值觀是不斷變化的、 極為復(fù)雜的。在許多商情中，不同的人對(duì)于風(fēng)險(xiǎn)的可接受程度有著不同的價(jià)值觀，這就造成了決策正確與否的不同意見(jiàn)。

People often assume that a decision is an isolated phenomenon. But from a systems point of view, problems have multiple causes, and decisions have intended and unintended consequences. An organization is an ongoing entity, and a decision made today may have consequences far into the future. Thus the skilled manager looks toward the future consequences of current decisions.

人們常常以為決策是一個(gè)孤立的現(xiàn)象。 但從系統(tǒng)的觀點(diǎn)來(lái)看， 問(wèn)題具有多種原因，故而決策有意料中的結(jié)果和非意料中的結(jié)果。一個(gè)機(jī)構(gòu)是一個(gè)發(fā)展中的實(shí)體，今天所作的決策可能會(huì)對(duì)將來(lái)產(chǎn)生深遠(yuǎn)的影響。因此，有經(jīng)驗(yàn)的管理者著眼于當(dāng)前決策的將來(lái)效果。

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