工商管理英語Chapter 4 控制
[00:00.61]擴(kuò)大
[00:01.23]discussion n.
[00:01.93]討論
[00:02.64]gentlemen n.
[00:03.23]先生們
[00:03.81]minute n.
[00:04.36](復(fù))會議紀(jì)錄
[00:04.91]distribute vt.
[00:05.55]分配
[00:06.19]contact n.
[00:06.91]接觸
[00:07.63]subsidy n.
[00:08.16]補(bǔ)助金
[00:08.70]prerequisite n.
[00:09.42]前提
[00:10.14]solution n.
[00:10.83]解決(辦法)
[00:11.52]keep pace with
[00:12.38]與……保持同步
[00:13.24]worthwhile a.
[00:14.00]值得
[00:14.76]item n.
[00:15.31]項目
[00:15.86]agenda n.
[00:16.51]議事日程
[00:17.16]skilled worker
[00:18.06]熟練工
[00:18.96]training programme
[00:19.84]培訓(xùn)項目
[00:20.72]once conj.
[00:21.30]一……就……
[00:21.89]permission n.
[00:22.70]允許
[00:23.51]Mr.Wang:Well,gentlemen,I don't think we need to read the minutes of the last meeting.
[00:26.00]王先生：好了，先生們，我想沒必要再宣讀上次的會議記錄。
[00:28.50]Copies of them have already been distributed to you.
[00:30.04]會議紀(jì)要復(fù)印件已分發(fā)給大家了。
[00:31.58]Today,let's go on with our discussion.
[00:32.73]今天，我們繼續(xù)討論。
[00:33.88]Mr.Zhang,will you please report on your contacts with farmers' families?
[00:36.57]張先生，請你匯報一下你和農(nóng)民家庭的接觸情況。
[00:39.26]Production Manager:Yes,on the piece of land of our new_factory,there is a total of 500 families.
[00:42.41]生產(chǎn)部主任：好的。在我們新工廠的那片土地上，總共有五百戶農(nóng)家。
[00:45.56]So far,only ten percent of them have agreed to move.
[00:47.66]至今，只有百分之十的農(nóng)家同意搬遷，
[00:49.76]while the rest still insist that they need a subsidy of about 500 thousand US dollars as a prerequisite.
[00:53.66]而其余的仍堅持需要五十萬美金的補(bǔ)貼作為先決條件。
[00:57.55]Ohter manager:That's a lot of money!
[00:58.42]其他經(jīng)理：這么多錢!
[00:59.30]Production Manager:Yes,it is!
[01:00.23]生產(chǎn)部經(jīng)理：是的，是很多!
[01:01.15]And we must find a solution today.
[01:02.34]我們今天得擬出個解決的方法。
[01:03.53]Mr.Wang:Right from the beginning,I have felt that we should have planned a smaller factory.
[01:06.42]王先生：從一開始起，我就覺得我們該把工廠規(guī)劃得小一些。
[01:09.30]Other manager:Yes,we mustn't grow too fast.
[01:10.60]其他經(jīng)理：是啊!我們不能擴(kuò)展得太快!
[01:11.89]Slow but sure should be the way our business will grow.
[01:14.28]我們事業(yè)的發(fā)展步代應(yīng)該是緩慢踏實的。
[01:16.67]Mr.Wang:But in a year or two,even the new factory may not be able to keep pace with our production increase.
[01:19.76]王先生：但是再過一二年，即使是這個新工廠也不一定跟得上我們生產(chǎn)的增長。
[01:22.86]We may want a bigger one then.So it is still worthwhile,even with 500 thousand US dollars more.
[01:27.05]那時，我們可能會需要一個更大的工廠。所以這還是值得的，即使再追加五十萬美金。
[01:31.25]Mr.Wang:The next item on the agenda is about the labor force that's going to be required for the new factory.Would you please talk about it,Mr.Li?
[01:36.33]王先生：議事日程上下一個議程是有關(guān)新工廠所需的勞動力。李先生，請你談一談，好嗎?
[01:41.41]Personal manager:Sure.So far,we have no difficulty in getting skilled workers.But the situation is this:skilled labor is getting harder to find.
[01:46.75]人事部經(jīng)理：可以。迄今為止，我們招熟練工還沒什么困難。但情況是這樣的：熟練工將越來越難招。
[01:52.09]Other manager:Then what should be done?
[01:53.03]其他經(jīng)理：那該怎么辦呢?
[01:53.97]Personal manager:I think we should start a training program now.Then by the time the new factory is ready,we should have a lot of trained men.
[01:58.44]人事部經(jīng)理：我認(rèn)為我們應(yīng)該現(xiàn)在制定一個培訓(xùn)計劃。這樣，當(dāng)新工廠準(zhǔn)備好時，我們就有很多訓(xùn)練有素的工人了。
[02:02.91]Mr.Wang:Let's see!How long will it take to build the factory once we have got our permission?
[02:06.28]王先生：我們算一下!獲得許可證后，需要多久來建設(shè)工廠?
[02:09.65]Personal manage:About five months.Possibly less.
[02:11.13]人事部經(jīng)理：大經(jīng)五個月，也許更短。
[02:12.62]Mr.Wang:Well,can you produce enough skilled workers in five months,Mr.Li?
[02:14.95]王先生：李先生，那你能在五個月內(nèi)培訓(xùn)出足夠的熟練工嗎?
[02:17.27]Personal manager:I think so!
[02:17.90]人事部經(jīng)理：我想可以。
[02:18.53]Mr.Wang:Good.I think that a training program should be started immediately.
[02:20.87]王先生：好。我認(rèn)為必須馬上制訂一個培訓(xùn)計劃。
[02:23.20]control system
[02:24.08]控制系統(tǒng)
[02:24.95]strategic control
[02:25.89]戰(zhàn)略控制
[02:26.83]tactical control
[02:27.68]戰(zhàn)術(shù)控制
[02:28.53]operational control
[02:29.24]作業(yè)控制
[02:29.94]concurrent control
[02:31.07]事中控制
[02:32.19]feedback control
[02:33.73]事后控制
[02:35.27]clan control
[02:36.23]宗屬控制
[02:37.18]market control
[02:38.09]市場控制
[02:39.01]liquidity ratios
[02:40.24]流動比率
[02:41.46]asset management ratios
[02:42.66]資產(chǎn)管理比率
[02:43.87]debt management ratios
[02:44.95]債務(wù)管理比率
[02:46.03]profitability ratios
[02:47.05]利潤率
[02:48.07]budgeting
[02:48.82]預(yù)算
[02:49.56]responsibility center
[02:50.72]責(zé)任中心
[02:51.89]standard cost center
[02:52.84]標(biāo)準(zhǔn)成本中心
[02:53.79]revenue center
[02:54.55]收入中心
[02:55.31]profit center
[02:56.09]利潤中心
[02:56.88]investment centers
[02:57.85]投資中心
[02:58.83]Controlling means that managers develop appropriate standards,
[03:01.07]控制職能意味著主管人員制定出合適的標(biāo)準(zhǔn)，
[03:03.30]compare ongoing performance against those standards,
[03:05.16]把不斷進(jìn)行的工作同這些標(biāo)準(zhǔn)進(jìn)行比較，
[03:07.01]and take steps to ensure that corrective actions are taken when necessary.
[03:09.37]并保證在必要時能采取糾正行動。
[03:11.74]A control system is a set of mechanisms designed to increase the probability of meeting organizational standards and goals.
[03:16.79]控制系統(tǒng)是一套用來提高達(dá)到組織標(biāo)準(zhǔn)和目標(biāo)可能性的方法。
[03:21.85]Strategic control involves monitoring critical environmental factors
[03:24.30]戰(zhàn)略控制是指監(jiān)督關(guān)鍵的環(huán)境因素，
[03:26.76]to ensure the strategic plans are implemented as intended,
[03:29.15]以確保戰(zhàn)略計劃的如期完成，
[03:31.54]assessing the effects of organizational strategic actions,and adjusting such plans when necessary.
[03:35.64]評價組織戰(zhàn)略行動的作用，并在必要時校正這些計劃。
[03:39.74]Tactical control focuses on assessing the implementation of tactical plans at department levels,
[03:43.54]戰(zhàn)術(shù)控制強(qiáng)調(diào)評價各部門戰(zhàn)術(shù)計劃的完成情況，
[03:47.34]monitoring associated periodic results,and taking corrective action as necessary.
[03:50.50]監(jiān)督相關(guān)的階段性結(jié)果，并在必要時采取糾正行動。
[03:53.67]Operational control involves overseeing the implementation of operation plans,
[03:57.15]作業(yè)控制是指檢查作業(yè)計劃的完成情況，
[04:00.64]monitoring day_to_day results,and taking corrective action when required.
[04:03.55]監(jiān)督每天的結(jié)果，并在必要時采取糾正行動。
[04:06.47]Feed_forward control focuses on the regulation of inputs to ensure that they meet the standards necessary for the transformation process.
[04:12.36]事前控制是強(qiáng)調(diào)在輸入階段進(jìn)行控制，以確保在轉(zhuǎn)化過程中符合必要的標(biāo)準(zhǔn)。
[04:18.25]Inputs that can be subject to feed_forward control include materials,
[04:20.78]事前控制的輸入階段包括物質(zhì)、
[04:23.31]people,finances,time,and other resources used by an organization.
[04:26.76]人員、資金、時間和組織運(yùn)用的其他資源。
[04:30.21]Concurrent control involves the regulation of ongoing activities that are part of the transformation process
[04:34.09]事中控制是指對轉(zhuǎn)化過程中的部分正在進(jìn)行的活動進(jìn)行控制，
[04:37.97]to ensure that they conform to organizational standards.
[04:39.98]以確保它們符合組織的標(biāo)準(zhǔn)。
[04:41.99]Feedback control is regulation exercised after a product or Service has been completed
[04:45.74]事后控制是指在一種產(chǎn)品或一項服務(wù)已經(jīng)完成之后所采取的控制，
[04:49.49]to ensure that the final output meets organizational standards and goals.
[04:52.41]以確保最終的輸出符合組織的標(biāo)準(zhǔn)和目標(biāo)。
[04:55.34]A cybernetic control system is a self_regulating control system that,once put into operation,
[04:59.15]一般控制論中所指的控制系統(tǒng)是一種自動控制系統(tǒng)，這種系統(tǒng)一旦投入運(yùn)行，
[05:02.97]can automatically monitor the situation and take corrective action when necessary.
[05:05.68]能夠自動檢查狀態(tài)并在必要時采取糾正行動。
[05:08.40]A non_cybernetic control system is one that relies on human discretion as a basic part of its process.
[05:12.91]非一般控制論中的控制系統(tǒng)是把依靠人自身的判斷力作為其控制過程中的基本部分。
[05:17.41]A non_cybernetic control system is one that relies on human discretion as basic part of its process.
[05:21.16]非一般控制論中的控制系統(tǒng)是把依靠人自身的判斷力作為其控制過程中的基本部分。
[05:24.91]Cybernetic control system
[05:26.06]一般控制論中的控制系統(tǒng)
[05:27.21]non_cybernetic control system
[05:28.45]非一般控制論中的控制系統(tǒng)
[05:29.69]Clan control relies on values,beliefs,traditions,corporate culture,
[05:32.73]宗屬控制是指依靠價值、信仰、傳統(tǒng)習(xí)慣、組織文化、
[05:35.78]shared norms,and informal relationships to regulate employee behaviors and facilitate the reaching of organizational goals.
[05:41.20]共同的準(zhǔn)則和正式的關(guān)系來控制員工的行為并促進(jìn)組織目標(biāo)的實現(xiàn)。
[05:46.62]Clan control enhances prospects for commitment to organizational objectives
[05:49.52]宗屬控制提高了員工對組織目標(biāo)的贊成度
[05:52.42]and generally increases employees'willingness to help bring about improvements in the workplace.
[05:56.24]并在總體上促進(jìn)員工的意愿，從而有助于工作場的改進(jìn)。
[06:00.07]Market control relies on market mechanisms to regulate prices for certain clearly specified clearly specified goods and services needed by an organization,
[06:05.57]市場控制是指依靠市場控制一個組織所需的一定具體商品和服務(wù)價格，
[06:11.07]thus relieving managers of the need to establish more elaborate controls over costs.
[06:14.16]從而消除主管不員對制定成本更精確控制的需要。
[06:17.26]Overcontrol is the limiting of individual job autonomy to such a point that it seriously inhibits effective job performance.
[06:22.46]過度控制是指對個人工作自主性的限制達(dá)到某種程度，以至于嚴(yán)重阻礙有效的工作績效。
[06:27.66]Undercontrol is the granting of autonomy to an employee to such a point that the organization loses its ability to direct the individual's efforts toward achieving organizational goals.
[06:34.75]控制力度不夠是指準(zhǔn)予員工工作的自主性達(dá)到某種程度，以至于組織失去引導(dǎo)個人努力朝著實現(xiàn)組織目標(biāo)方向的能力。
[06:41.84]Overcontrol is the limiting of individual job autonomy to such a point that it seriously inhibits effective job performance.
[06:46.45]過度控制是指對個人工作自主性的限制達(dá)到某種程度，以至于嚴(yán)重阻礙有效的工作績效。
[06:51.06]Overcontrol
[06:51.86]過度控制
[06:52.66]Undercontrol
[06:53.35]控制不足
[06:54.04]Assets,the resources that an organization controls,fall into two categories:current and fixed.
[06:58.77]資產(chǎn)是組織控制的內(nèi)容，它主要分為兩類：流動的和固定的。
[07:03.50]Liabilities are claims by nonowners against company assets(in other words,debts owed to nonowners,such as banks).
[07:08.55]負(fù)債是指與公司資產(chǎn)相對的非所有者的權(quán)益(換言之，是屬于公司欠非所有者的債務(wù)，比如欠銀行的款項)。
[07:13.61]Current liabilities are accounts that are typically paid within I year(such as accounts payable current bills the company must pay and short_term loans).
[07:18.74]流動負(fù)債是指主要在一年內(nèi)付清的科目(比如，應(yīng)付賬目公司必須付清的流動票據(jù)和短期貸款)。
[07:23.87]Long_term liabilities are debts usually paid over a period that exceeds 1 year(such as bonds).
[07:27.33]長期負(fù)債是指通常在超過一年的期限內(nèi)進(jìn)行償還的債務(wù)(比如債券)。
[07:30.80]Shareholder's equity represents claims by owners against the assets.
[07:33.16]股東權(quán)益是與資產(chǎn)相對的所有者權(quán)益。
[07:35.52]Shareholder's equity is equal to the company's assets minusliabilities.
[07:38.17]股東權(quán)益等于公司資產(chǎn)減去負(fù)債。
[07:40.83]Revenues are the assets derived from selling goods and service.
[07:43.11]總收入是指由于銷售商品進(jìn)行服務(wù)所獲得的資產(chǎn)。
[07:45.40]Expenses are the costs incurred in producing the revenue(such as cost of goods sold,operating expenses,interest expense,and taxes).
[07:50.74]支出是指在產(chǎn)生收入時所發(fā)生的成本(例如，銷貨成本，經(jīng)營支出，利息支出，稅收)。
[07:56.08]Ratio analysis is the process of determining and evaluating financial ratios.
[07:58.86]比率分析是指對財務(wù)比率進(jìn)行決定和評價的過程。
[08:01.65]Liquidity ratios are financial ratios that measure the degree to which an organization's current assets are adequate to pay current liabilities.
[08:07.34]流動比率是指衡量組織的流動資產(chǎn)足以支付流動負(fù)債程度的財務(wù)比率。
[08:13.04]Asset management ratios measure how effectively an organization manages its assets.
[08:16.37]資產(chǎn)管理比率是衡量組織管理其資產(chǎn)有效性的比率。
[08:19.70]Inventory turnover helps measure how well an organization manages its inventory.
[08:22.92]存貨的周轉(zhuǎn)有助于衡量一個組織管理其存貨的程度如何。
[08:26.15]Debt management ratios assess the extent to which an organization used debt to finance investments,
[08:30.08]債務(wù)管理比率既是用來評價能夠滿足長期償付款項的程度，
[08:34.01]as well as the degree to which it is able to meet its long_term obligations.
[08:36.86]也是用來評價組織利用債務(wù)進(jìn)行金融投資的程度。
[08:39.71]Profitability ratios help measure management's ability to control expenses and earn profits through the use of organizational resources.
[08:45.04]利潤率有助于衡量控制費(fèi)用和利用組織資源獲取利潤的管理能力。
[08:50.36]The return on investment,or ROI measures the overall effectiveness of management in generating profits from its total investment in assets.
[08:55.76]投資回報率是用來衡量從資產(chǎn)中的全部投資產(chǎn)生利潤所進(jìn)行的管理的整體效力。
[09:01.15]Budgeting is the process of stating in quantitative terms,usually dollars,planned organizational activities for a given period of time.
[09:06.57]預(yù)算是指把一定時期組織活動的計劃進(jìn)行定量化的過程。
[09:11.99]Aresponsibility center is a subunit headed by a manager who is responsible for achieving one or more goals.
[09:16.37]責(zé)任中心是由一個主管人員領(lǐng)導(dǎo)一個子單位，主管人員負(fù)責(zé)實現(xiàn)一個或更多的目標(biāo)。
[09:20.74]There are five main types of responsibility centers:standard cost centers,expense centers,revenue centers,profit centers,and investment centers.
[09:27.73]一般有五種類型的責(zé)任中心：標(biāo)準(zhǔn)成本中心，費(fèi)用中心，收入中心，利潤中心，投資中心。
