自学考试英语二教材Word下载.docx

1、The purpose of making a decision is to establish and achieve organizational goals and objectives. 它旨在确立并实现组织机构的目标及指标。The reason for making a decision is that a problem exists, goals or objectives are wrong, or something is standing in the way of accomplishing them.之所以要决策，是因为有问题存在，目标或指标错误，或有某种东西妨碍了它们

2、的实现。Thus the decision-making process is fundamental to management.因此，决策过程对于管理至关重要。 Almost everything a manager does involves decisions, indeed, some suggest that the management process is decision making. 管理者所做的一切几乎都与决策有关，事实上，有人认为管理过程就是决策过程。Although managers cannot predict the future, many of their

3、decisions require that they consider possible future events. 管理者虽然不能预测未来，但很多决策要求他们考虑未来可能发生的情况。Often managers must make a best guess at what the future will be and try to leave as little as possible to chance, but since uncertainty is always there, risk accompanies decisions. 通常，他们必须对未来事态做出最佳猜测，使偶然情况

4、尽可能少地发生，不过，由于未知情况总是存在，风险与决策则往往相伴。Sometimes the consequences of a poor decision are slight; at other times they are serious.有时，决策的疏漏不会造成严重的后果，但有时候，后果则不堪设想。Choice is the opportunity to select among alternatives. 选择就是从不同选项中进行取舍。If there is no choice, there is no decision to be made.没有选择就没有决策。 Decision

5、making is the process of choosing, and many decisions have a broad range of choice. 决策制定就是选择的过程，而且许多决策有着很广的选择范围。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. 例如，学生为了实现自己获得学位的目标，就有可能从多门课程中进行选择。For manage

6、rs, every decision has constraints based on policies, procedures, laws, precedents, and the like.对于管理者来说，每次决策都受到政策、程序、法律、惯例等因素的制约。These constraints exist at all levels of the organization.这些制约存在于一个组织的方方面面。Alternatives are the possible courses of action from which choices can be made. 选项就是可供选择的种种行动方案

7、。If there are no alternatives, there is no choice and, therefore, no decision. 没有选项，就没有选择，当然也谈不上决策。If no alternatives are seen, often it means that a thorough job of examining the problems has not been done. 如果看不到任何选项，通常表明对问题尚未进行全面的分析研究。For example, managers sometimes treat problems in an either/or

8、fashion; this is their way of simplifying complex problems.例如，管理者看待问题，有时采取两者择一（非此即彼）的方式，把复杂的问题简单化。 But the tendency to simplify blinds them to other alternatives.这种倾向使他们很难看到某些选项。At the managerial level, decision making includes limiting alternatives as well as identifying them, and the range is from

9、 highly limited to practically unlimited.在管理层次上，制定决策包括识别选项及缩小选项范围两个方面，这个范围可以从极为狭窄到近乎无限不等。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. 决策者必须掌握某种方法判定其中的最佳选项，也就是说，哪个选项对实现组织目标最为有利

10、。An organizational goal is an end or a state of affairs the organization seeks to reach. 组织目标指该组织要努力完成或达到的目的或情形。Because individuals （and organizations） frequently have different ideas about how to attain the goals, the best choice may depend on who makes the decision. 由于个人（和组织）对实现目标的方式常常见解不一，最佳选择可能就

11、取决于决策者了。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. 有时，一个组织的下属机构做出的决策有利于自己的个体利益，但对上一级部门来说，却并非最佳选择。Called suboptimization, this is a trade-off that increases the advantages to on

12、e unit or function but decreases the advantages to another unit or function. 这种增加局部机构的利益，同时减少其他机构的利益，在不能两全情况下做出的取舍，即所谓的局部最优化。For example, the marketing manager may argue effectively for an increased advertising budget. 例如，市场经理为增加广告预算，可能讲得头头是道。In the larger scheme of things, however, increased fundin

13、g for research to improve the products might be more beneficial to the organization.然而，从全局方案来看，增加优化产品的研究经费也许对整个组织有更多好处。These trade-offs occur because there are many objectives that organizations wish to attain simultaneously. 这种权衡利弊进行取舍的做法之所以存在，是因为一个组织想要同时达到的目标很多。Some of these objectives are more im

14、portant than others, but the order and degree of importance often vary from person to person and from department to department.有些目标虽然相比之下更加重要，但其重要性及紧迫性往往因人因部门而各不相同。 Different managers define the same problem in different terms.不同的管理者对同一问题有着不同的看法。 When presented with a common case, sales managers ten

15、d to see sales problems, production managers see production problems, and so on.当他们面对一件日常事例时，销售经理趋向于看销售问题，生产经理着眼于生产问题，如此等等。The ordering and importance of multiple objectives is also based, in part, on the values of the decision maker. 一个组织多种目标的紧迫性与重要性部分地取决于决策者的价值观念。Such values are personal; they are

16、 hard to understand, even by the individual, because they are so dynamic and complex. 这种价值具有个人色彩，而且复杂多变，他们自己甚至也因此难以捉摸。In many business situations different peoples values about acceptable degrees of risk and profitability cause disagreement about the correctness of decisions.在很多商业场合，对于风险与收益，不同的人有不同的接受标准，这使他们对决策正确与否也看法各异。People o