灵鹊做题网请帮忙英译中翻译一篇英文非常感谢!谢绝软件!
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请帮忙英译中翻译一篇英文非常感谢!谢绝软件!
A decision is a choice made from among alternative courses of action that areavailable. The purpose of making a decision is to establish and achieve organizational goals and objectives. 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.
Thus the decision-making prosess is fundamental to management. Almost everything a manager does involves decisions,indeed,some suggest that themanagement process is decision making. Although managers cannot predict the future, many of their decisions require that they consider possible future events. 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. Sometimes the consequences of a poor decision are slight, at other times they are serious.
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.
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 problens 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 blinds them to other alternatives.
At the managerial level, decision making includes limting alternatives as well as identifying them, and the range is from highly limited to practically unlimited.
A decision is a choice made from among alternative courses of action that areavailable. The purpose of making a decision is to establish and achieve organizational goals and objectives. 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.
Thus the decision-making prosess is fundamental to management. Almost everything a manager does involves decisions,indeed,some suggest that themanagement process is decision making. Although managers cannot predict the future, many of their decisions require that they consider possible future events. 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. Sometimes the consequences of a poor decision are slight, at other times they are serious.
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.
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 problens 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 blinds them to other alternatives.
At the managerial level, decision making includes limting alternatives as well as identifying them, and the range is from highly limited to practically unlimited.
决定作出的选择,从替代课程的行动areavailable .的目的,作出决定,是建立和实现组织的目标和目的.原因作出决定,这是一个问题的存在,目标或目标是错误的,或一些是在常委会的方式完成.
因此,决策prosess是基本的管理.几乎所有的经理人是否涉及决定,事实上,有些人建议themanagement过程是决策.虽然管理者不能预测未来,他们的许多决策需要,他们认为未来可能的事件.往往经理人必须做出最好的猜测在什么未来将设法离开尽量少到机会,但由于不确定性总是存在,风险伴随的决定.有时后果的一个贫穷的决定是轻微的,而在其他时间他们是严重的.
选择是有机会选择之间的替代品.如果没有选择,有没有作出决定.决策是选择的过程中,许多的决定有广泛的选择.举例来说,一个学生可以选择其中若干不同的课程,以执行该决定获得大学学位,对于经理人员来说,每一项决定.有限制的基础上的政策,程序,法律的先例,和喜欢.这些制约因素存在于各个层面的组织.
办法是可能的行动从哪个选择,可以作出.如果没有替代品,是没有选择,因此,作出任何决定.如果没有办法看到,往往是这意味着彻底的工作,研究problens尚未done.for举例来说,经理人有时对待的问题,在一个非此即彼/或时装,这是他们的方式,简化复杂问题的能力.但趋势,以简化百叶窗他们其他选择.
在经营管理水平,决策,包括limting替代品,以及找出他们,范围是从非常有限的,切实无限的.
因此,决策prosess是基本的管理.几乎所有的经理人是否涉及决定,事实上,有些人建议themanagement过程是决策.虽然管理者不能预测未来,他们的许多决策需要,他们认为未来可能的事件.往往经理人必须做出最好的猜测在什么未来将设法离开尽量少到机会,但由于不确定性总是存在,风险伴随的决定.有时后果的一个贫穷的决定是轻微的,而在其他时间他们是严重的.
选择是有机会选择之间的替代品.如果没有选择,有没有作出决定.决策是选择的过程中,许多的决定有广泛的选择.举例来说,一个学生可以选择其中若干不同的课程,以执行该决定获得大学学位,对于经理人员来说,每一项决定.有限制的基础上的政策,程序,法律的先例,和喜欢.这些制约因素存在于各个层面的组织.
办法是可能的行动从哪个选择,可以作出.如果没有替代品,是没有选择,因此,作出任何决定.如果没有办法看到,往往是这意味着彻底的工作,研究problens尚未done.for举例来说,经理人有时对待的问题,在一个非此即彼/或时装,这是他们的方式,简化复杂问题的能力.但趋势,以简化百叶窗他们其他选择.
在经营管理水平,决策,包括limting替代品,以及找出他们,范围是从非常有限的,切实无限的.