神马作文网各位大哥大姐再帮忙翻译下.
来源：学生作业帮 编辑：神马作文网作业帮 分类：英语作业 时间：2024/11/06 19:34:20
各位大哥大姐再帮忙翻译下.
SCOPE OF MANAGEMENT There are many types of managers and many ways in which managerial jobs differ from each other. One difference is the scope of the activities being managed. The scope of activities performed by general managers is quite broad. Functional managers supervise employees having expertise in one area, such as accounting, human resources, sales, finance, marketing, or production. For example, the head of a payroll department is a functional manager. That person doesn’t determine employee salaries, as a general manager might, but makes sure that payroll checks are issued on time and in the correct amounts. Usually, functional managers have a great deal of experience and technical expertise in the areas of operation they supervise. Their success as managers is due in part to the detailed knowledge they have about the work being done by the people they supervise, the problems those people are likely to face, and the resources they need to perform well. General managers are responsible for the operations of a more complex unit, such as a company or a division. Usually they oversee the work of functional managers. General managers must have a broad range of well-developed competencies to do their jobs well. These competencies can be learned through a combination of formal training and various job assignments, or they can be learned simply in the course of trying to adapt and survive in a chosen area. Being adaptable enough to solve whatever problems he ran into along the road to success was the approach Alan Young took on the way to becoming one of the best auto dealers in Texas. Although Young’s domain is small, his job has all the complexity of that of a general manager. He oversees all marketing functions, including advertising campaigns and sales; he manages the financial side of the business; he is active in the community as a member of the Ft. Worth Chamber of Commerce（2） and other civic organizations; and he sponsors a high school basket-ball tournament.
SCOPE OF MANAGEMENT There are many types of managers and many ways in which managerial jobs differ from each other. One difference is the scope of the activities being managed. The scope of activities performed by general managers is quite broad. Functional managers supervise employees having expertise in one area, such as accounting, human resources, sales, finance, marketing, or production. For example, the head of a payroll department is a functional manager. That person doesn’t determine employee salaries, as a general manager might, but makes sure that payroll checks are issued on time and in the correct amounts. Usually, functional managers have a great deal of experience and technical expertise in the areas of operation they supervise. Their success as managers is due in part to the detailed knowledge they have about the work being done by the people they supervise, the problems those people are likely to face, and the resources they need to perform well. General managers are responsible for the operations of a more complex unit, such as a company or a division. Usually they oversee the work of functional managers. General managers must have a broad range of well-developed competencies to do their jobs well. These competencies can be learned through a combination of formal training and various job assignments, or they can be learned simply in the course of trying to adapt and survive in a chosen area. Being adaptable enough to solve whatever problems he ran into along the road to success was the approach Alan Young took on the way to becoming one of the best auto dealers in Texas. Although Young’s domain is small, his job has all the complexity of that of a general manager. He oversees all marketing functions, including advertising campaigns and sales; he manages the financial side of the business; he is active in the community as a member of the Ft. Worth Chamber of Commerce（2） and other civic organizations; and he sponsors a high school basket-ball tournament.
那里管理的范围是管理工作与彼此不同经理和许多方式的许多类型.一个区别是被处理的活动的范围.活动的范围由总经理执行了是相当宽广的.功能经理监督雇员有专门技术在一个区域,例如会计,人力资源、销售、财务、行销或者生产.例如,工资单部门的经理是一位功能经理.人不确定雇员薪金,一个总经理可能,但确信,工资单检查被发布准时和在正确数额.通常,他们监督的功能经理有很多经验和专门技术在操作范围.他们的成功作为经理是交付的一部分到他们有关于人民完成的工作他们监督的详细的知识,他们需要很好执行的问题那些人可能面对和资源.总经理负责一个更加复杂的单位的操作,例如公司或分裂.通常他们监督功能经理工作.总经理必须有要很好做他们的工作的高度发达的能力的一个宽广的范围.这些能力可以是博学的通过正式训练和各种各样的工作任务的组合,设法其间适应和生存或者他们在一个选上的区域,可以简单地学会.是足够能适应的解决任何问题他跑了入沿路到成功是方法年轻人在途中在得克萨斯把带到成为的一个最佳的汽车经销商的阿伦.虽然年轻人的领域是小的,他的工作有那的所有复杂一个总经理.他监督所有营销作用,包括广告战和销售; 他处理事务的财政边; 他是活跃的在社区作为英尺的成员相当商会(2)和其他民事组织价值; 并且他主办高中篮球比赛.
注:机器翻译,仅供参考
注:机器翻译,仅供参考