商务行为技巧case翻译

1、Balance Banking PLCis a mediumplayer in the financial sector. In response to external market pressures and having absorbed a small building society, it underwent a major restructuring programme just under 12 months ago.The restructure resulted in a number of changes to departments and teams througho

2、ut the organisation, including changes at senior managementlevel. As part of the restructuring there were a number of redundancies. In addition, a large number of staff were moved around, and now find themselves in new teams with new line management arrangements.平衡银行PLC是金融界的媒体播放器。响应于外部市场压力和吸收了建设一个小

3、社会，它进行了一次重大重组计划在 12个月前。 重组带来一些变化， 部门和团队 在整个组织，包括高级管理层的变化。作为重组的一部分有一些多余的。此外， 大量人员被移动，现在发现自己在新的生产线的管理安排新的团队。Motivation was and continues to be low and the Trade Unions have been highly critical of the senior managementteam over the last 12 months and feel that their membersare paying the price for poo

4、r managementdecisions. The continuing economic climate means that the organisation is continually under pressure to perform and staff feel insecure about their future prospects.动机是并将继续是低和工会一直非常关键的高级管理团队在过去的 12个月里，觉 得他们的成员为管理决策失误付出代价。 持续的经济气候意味着组织不断的压力 和员工觉得他们的未来前景的不安全的条件下。The NewCustomer EngagementT

5、eamwas created under the new structure and brought together two former teams under one manager Jess Green. Managers in the old structure had to apply for the manager positions in the new structure under competitive conditions, a process which caused considerable upset among existing managers. The po

6、sition of manager for the New Customer Engagement Team had four internal applicants. Jess was surprised at her own appointment mainly because all the other applicants held manager positions in the old structure and that she was the onlyapplicant with limited experience in that particular area. Her a

7、ppointment caused a bit of a stir. Of the other three applicants; one was appointed to another team manager post in the new structure; another accepted a redundancy package; whilst the other applicant is still with the organization, but not as a manager but as Lead Financial Assessor reporting to Je

8、ss. 新的客户管理团队在新的组织结构的创建和带来了两个前队下一个经理Jess 绿。在旧结构经理不得不申请经理职位在新的竞争条件下的结构， 这一过程造成了相 当大的不安在现有的管理者。 对于新客户的参与团队经理的职位有四个内部申请 人。杰西在她自己的约会感到惊讶， 主要是因为所有其他申请人在旧结构经理的 职位，她是有限的，特定领域经验的唯一的申请人。她的任命引起了一阵轰动。 其他的三的申请者； 一个被任命为新的结构， 另一个团队经理岗位； 另一个公认 的冗余包； 而其他申请人仍与组织， 而不是作为一个经理， 但导致金融评估报告 杰西。At a meeting, following her ap

9、pointment, with her line manager it was stressed that the organisation had to regain the confidence of its stakeholders including its customers. The organisation had to rebuild and each manager had to ensure that the performance of their team was geared to achieving the strategic objectives of the o

10、rganisation namely: 在一次会议上， 她和她约会，直线经理强调组织必须获得的利益相关者包括客户 的信任。这个组织的重建和每个经理必须确保他们的球队的表现是为了实现组织 的战略目标，即：To achieve financial security and return to profit.To become a place of choice for employees.To create an open and transparent management style.To focus on customer and shareholder needs.To focus on

11、long-term quality profitability.To create a new business mix and manage the business risk实现财务安全和利润。成为员工首选。创建一个开放和透明的管理风格。关注客户和股东的需要。着眼于长远盈利质量。创建一个新的业务和管理业务风险At the same meeting Jess was advised that she had been appointed to the post because of her drive and enthusiasm. The interview panel had been

12、particularly impressed by her fresh thinking and clear ideas as to how the team could be developed in the medium to long term future. Shortly after her appointment she put forward a paper as to howthe new teams could be taken forward to ensure their contribution to the organisation'sstrategic ob

13、jectives.在同一次会议上， 杰西被告知， 她被任命为因为她的干劲和热情。 面试小组已经 特别深刻的印象，她新鲜的思维和清晰的思路团队可以在中等发达的长期未来。 不久后，她的任命她提出了一个新的团队， 如何可以采取以确保他们对组织的战 略目标的贡献。Jess 'snew team consists of members of the former New Accounts team, members of the former Risk Assessment team, and four staff from the recently acquired building soci

14、ety. The new team consists of 16 staff:10 full time staff and six part-time staff.The former New Accounts teamwas viewed as a middling performing team, it did make its targets over the years but generally struggled and seemedto require a lot of attention in order to do so. The manager of the old tea

15、m retired eighteen months prior to the restructure and the team had been managedon a caretaker basis by other managers until the restructure. As a result the team struggled with a lack of direction.杰斯的新团队由以前的新账户的团队成员， 前者的风险评估小组的成员， 和四名 工作人员从最近收购的建筑协会。 新的团队由 16个工作人员： 10名全职员工和六 名兼职员工。 以前的新账户的团队被视为一个中等

16、的执行团队， 并使其目标， 多 年来却挣扎着， 似乎需要很多关注， 为了这样做。 旧的团队经理退休后十八个月 的重组和团队之前一直在管理一个临时的基础上由其他管理人员到重组。 由于球 队缺乏方向努力。The role of the new team is to provide a focus for new customers and to ensure that new accounts are established without difficulty and with a minimumof fuss. Onearea that has increased in significanc

17、e over the last year is the area of risk assessment. Every new customer is credit screened and before any account is established a full financial risk assessment has to be made. A copy of the team structure can be found in Appendix 1. 新团队的作用是提供给新客户的一个焦点， 以确保新的帐户没有困难和一个最低 限度的事了。 这增加了意义在去年的一个领域是风险评估的地

18、区。 每一个新客户 的信贷筛选和之前的任何帐户建立一个完整的财务风险评估了。 团队副本的结构 可以发现在附录 1。Since taking the team over Jess has found the stress of the job almost unbearable at times. Her new ideas were thwarted, in part by the need to ensure that new performance targets were met but the main stumbling block was a reluctance of staff

19、 to embrace change. Her drive and enthusiasm was interpreted as overbearing and in one case perceived as bullying behaviour. The stress of the job was also apparent in the monthly team meetings which while initially having been designed to generate involvement had become no more than 30 minute brief

20、ings based on performance targets. As a result staff sit quietly, take brief notes and clock watch.从球队在 Jess 发现工作压力有时几乎难以忍受的。她的新思路受阻，部分由需要确保新的性能指标均满足但主要的绊脚石是员工不愿接受改变。 她的干劲和热 情被解释为傲慢和 1例视为欺凌行为。 工作的压力也很明显在团队会议， 虽然最 初被设计来产生的参与已经成为不超过 30 分钟的简报基于性能指标。由于人员 安静地坐着，以简短的笔记和钟表。The past 12 months presented cons

21、iderable challenges with the introduction of new operational systems, new working practices as well as building a new team. Staff felt that the changes were imposed rather than negotiated and had disengaged with many of the processes. Jess patched the gaps by doing a number of the jobs herself resul

22、ting in her working longer hours than necessary and her focus being on day to day issues. The nature of the work had also meant that previous tasks i.e. new accounts and risk management continued. As a result the divisions within the team were maintained and there was very little movementbetween the

23、 two areas. The four building society staff who had transferred to the team were allocated between the two areas reinforcing the structural divisions.过去的 12个月内提出相当大的挑战与新的操作系统的引入， 新的工作方式以及建 立一个新的团队。 员工觉得变化实施而不是谈判曾与许多过程脱离。 杰西修补缺 口做大量的工作使她自己的工作时间比必要的， 她集中在每天的问题。 工作的性 质也意味着以前的任务， 即新账户和风险管理的持续。 作为一个结果， 在

24、团队的 部门保持这两个地区之间的非常小的运动。 四建筑协会的工作人员已转移到了队 两个方面加强部门之间的分配结构。As far as senior management is concerned the new team continues to under-perform. Jess has on a number of occasions had her leadership style questioned by senior management, particularly when there was an informal grievance about bullying rais

25、ed. After some discussion with HR it was agreed that a mentoring arrangement maybenefit Jess. In order to prepare for her first mentoring meeting Jess was asked to reflect on her team and the team membersin order to discuss strategies designed to increase the performance of the team.据资深管理关注的是新的团队继续执

26、行下。 杰斯已经在一些场合她的领导风格的 高级管理人员的质疑， 特别是当有欺凌提出了一个非正式的申诉。 经过一番讨论 人力资源才是导师的安排可能利益杰西。 为了准备她的第一个辅导会议杰西卡要 求反映她的团队并为团队成员讨论，旨在提高团队绩效的策略。In preparation for the meeting Jess penciled the following notes:Jack has bee n with the orga ni sati on for over twenty five years and isa highly experienced and respected mem

27、berof staff whose counsel is sought on a variety of issues. Staff would rather seek Jack out for decisions than me. Muchof his knowledge has been gained through his experience and isn 'tformalised in any way. He is slightly bored with his existing position but is due to retire in a few years so

28、is not interested in any of the promoted posts in the new organisation. While he is happy to work with mehe tends to view meas a junior memberof staff and I tend to defer to him if any debate arises.参加会议的准备修改以下杰斯： 杰克已与该组织超过二零五年，是一个具有丰富经验和尊重员工的律师寻求对 各种问题。 员工宁可找杰克了比我的决定。 他的许多知识通过自己的经验， 不以 任何方式得到正式的。 他

29、用现有的位置稍微无聊， 但由于几年退休， 所以不在新 的组织中的任何职位感兴趣了。 虽然他很高兴与我的工作， 他会认为我的初级员 工，我倾向于听从他如果任何争论。Carol has been with the organisation for fifteen years and whilst a good operator she tends to stick by the rules regardless. There have been a number of complaints over the years, the majority of which have resulted fr

30、om Carol 'sabrasive style which tends to rub people up the wrong way.In most of these casesCarol 'sdecisionshave been the right ones but herinability to communicate well creates difficulties with internal and external customers. She is a little intimidating and I tend to avoid any conflict s

31、ituations with her. Carol was quite outspoken at the initialteam meetings but recently hasn't appeared interested.卡罗尔-已经有十五年的组织，而一个良好的算子，她更倾向于坚持规则不管的。 有一批多年来的投诉，其中大部分已导致从卡罗尔的磨料风格往往擦人走错了 路。在大多数情况下， 卡罗尔的决定是正确的但她无法很好的沟通创造与内部和 外部客户的困难。 她有点吓人， 我倾向于避免冲突的情况下她。 卡罗尔很直言不 讳的在最初的小组会议，但最近没有兴趣。Russell has bee

32、 n with orga ni sati on for twelve years and was, un tiltherestructuring, the manager of the Risk Assessment team. Regarded as a good steady hand he was widely expected to be appointed to the position now held by me. His motivation is now very low and he has made it publicly known that he will not c

33、reate any difficulties for the new team and that he will only do the bare minimum i.e. doing no more than his contracted hours, coming in on time and going home on time, and doing no more than the job in hand. A couple of staff including those transferred to the new team feel loyalty to Russell and

34、feel that he has beenhard done by '.Myhesitation over a number of critical decisions has reinforced the idea that Russell would have been a better appointment among these staff.罗素-已经拥有十二年的组织，直到重组，将风险评估团队经理。 作为一个很好的稳定的手，他被广泛预计将被任命为现在由我担任。 他的动机是现在很低， 他已经公开表示他将不会创 建新团队的任何困难，他只会做赤裸的最小即没有做更多的比他缩小时，来时

35、回家的时间， 做不超过手头的工作。 一对夫妇的人员包括那些转移到新的球队感到对罗素的忠诚，觉得他已经“委屈” 。我犹豫了一批关键决定加强了的想法， 罗素会是一个更好的约会在这些人员。Elspeth -has bee n with the orga ni sati on for two years and has show n considerable ambition. She is poorly qualified but is now trying to address that through part-time study. Her work is good but is not of

36、 a particularly high standard and her inexperience tends to come through in some of her decisions. Her poor organisation skills mean that she continually fails to meet deadlines and often has to put in extra hours to cope. In addition, her attendance over the last six months has beengiving cause for

37、 concern.-艾紫培已经组织了两年，已显示出相当大的野心。她是不称职的但现在试图解决通过兼职研究。 她的工作是好的但不是特别高的标准， 她缺乏经验，往往通过她的一些决定来。 她可 怜的组织能力意味着她一直未能如期经常加班处理。 此外， 她出现在过去的六个月里已经引 起关注。Abda - has been with the organisation for four years and has just returned from maternity leave. She is a highly competent and qualified member of staff and ten

38、ds to be very traditional in her ways not particularly welcoming of any innovation/changes. She is very friendly with Jack and will perform the tasks in the way that he decides rather than some of the new methods suggested by me.押大-已与组织四年， 刚从产假。 她是一个非常能干的和合格的工作人员， 往往是非常传统 的方式并不特别欢迎任何创新的变化。 她是非常友好和杰克

39、， 他决定， 而不是一些新的方法， 建议由我的方式执行的任务。Brian - transferred from the risk team where he had been employed for 12 years. When Russell had been seconded to a project elsewhere in the organisation he acted up to his manager post. Good strong administrator but like Abda tends to be resistant to change. Despite h

40、aving acted up to a management position Brian seems to be happy where he is and did not apply for any of the promoted posts in the new structure.布瑞恩-调离风险团队的他在那里工作了12年。当罗素被借调到其他组织，他扮演了他的后一个项目经理。好强大的管理员就像阿卜达往往是难以改变的。尽管采取了一个管理职位， 布瑞恩似乎很高兴他在哪里，没有申请任何职位的提升新结构。Richard -part time member of staff who is extremely