company_structure

合集下载

公司的组织结构(英语)

L/O/G/Oห้องสมุดไป่ตู้
The organizational structure of the company
The content of the company's organization
The company in the form of organizational structure
The content of the company's organization
The company in the form of organizational structure
The organizational structure with linear system（直线制组织结构） The structure with linear system is the oldest, the most simple form of organization. This structure is suitable for small businesses. It requires managers to all the questions the department to make decisions, so he must be a generalist. If the size of the company expanded, it increases the management level, or increases the working unit of each level.
Straight line - staff structure（直线——参谋组织结构） With the expansion of the company, line manager in straight line organization task becomes more complex. He felt that if just rely on personal knowledge and time has been unable to solve heavy management tasks, needs the help of experts, staffers is the expert. In this way, created a so-called linear - staff organization. In a straight line, system structure, the staff of the staff manager's role is to provide effective management for line manager need advice, services, and help in a particular aspect.

Company Structure

• Functional Structure
总经理 “General Manager”
若该公司是一个设有董事会的股份有限公司(limited liability company)，该公司管辖许多分公司，分公司的最高领导者也被称为“总经理” （G.M.），而总公司（Head Office）的“总经理”应翻译成“Managing Director”。Managing Director仅次于Chairman，若有几个Managing Director，则各称“联合管理董事” （Joint Managing Director），目前通常称为“首席常务董事”或“总裁”。有的总经理不是董事会成员，而是由董事会聘用的，这个“总经理”就是 General Manager。
Technology Department
Product design & development Introduction of advanced technology Handling technical questions of products
LOGO

• Administration Department
set up company's rules and regulations
execute the superior's instructions coordinate the internal relationship
Finance Department
LOGO
Company Structure

LOGO
One of the most important tasks for the management of any organization e mploying more than a few people is to determine its organizational structure, and to change this when and where necessary.

unit2职场英语textA原文及翻译

Non-executive ChairofBoard:
·A part-timeofficeholder who sits on and chairsthemain board of a company.
·Provides support and advice to a CEO.
·Thisposition usually entails fulfilling a similar function on a number of additional board committees, as well as being a political figurehead ofthecompany.
ExecutiveChairofBoard:
·A full-time officeholder who typically leads the board and also takes a hands-on role in the company’s day-to-day management.
·Help the CEO to oversee all the operational aspects involved in runningthecompany, which include project planning and development, delivery, retail and leasing, sales,market research and many other areas withintheirextensive scope.
Typically,thedominant person will bethepresident or the managing director of the corporation, and this executive may be made the chairperson of the board of directors--- who, together with a small executive or steering committee of the board of directors, will advise and approvetheactions of the president and the many vice-presidboard of director,chairmanand CEO?

Companystructure公司结构

词汇和短语（words and expressions）
position n. 位置，职位 president n. 总裁，总经理 production n. 生产 productive n. 生产力 pyramid adj. 金字塔形的，锥形的 reorganization n. 改组，重新组织 report to 向……报告（负责） responsibility n. 责任，职责 salary n. 薪水，工资 sales n. 销售额 simulate vt. 模拟 subsidiary n. 附属机构，子公司 wealth n. 财富，财产 CEO（Chief Executive Officer）首席执行官 Managing Director 董事经理
词汇和短语（words and expressions）
autonomous adj.自治的 boss n.老板，上司 chain of command 指挥链 collaboration n. 合作 competitor n.竞争者，对手 department n. 部门 corporate ethos 公司风气 downturn n. 低迷时期 decentralization n.分散，分权 division n. 分支机构，分部，事业部 downsizing n. 减少规模，缩小化 finance n. 财务，金融，财政学 fragmentation n. 分裂，破碎
难点注释

3.He is generally credited with inventing functional organization. 这里的be credited with的意思“（某人）被认为与（某事）有关”。本句的意思：通常认为他发明了职能组织。 4.Firstly, people are usually more concerned with the success of their department than that of the company, so there are permanent battles between, for example, finance and marketing, or marketing and production, which have incompatible goals. 本句的concerned with是 “对……关注”的意思；more…than表示比较。最后的定语从句修饰前面提到的不同部门。全句的意思：首先，人们通常比较关心本部门的成功，不大关心公司的成功。因此，在各部门之间，例如财务部和市场部，或市场部和生产部之间有永远的矛盾，因为这些部门的目标不同。

organization

Wehn companies are concerned , companies are organized in different ways. Teh organizaion of a company , or we say company structure , will determine the ways it operates and perfoms. Here is a diagram to show the common company structure for large corporations. At teh top we have teh board , the board of directors is the higheset authority and decide all the major issuesReduce the cost of operation ,different departments are responsible for sepcialized tasks, it can lead to a lack of communication between departments and slow response when changes are required because it takes time for decisions to get through from one level to another level . 信息流通缓慢，沟通渠道有限，多重领导，效率低下。

Flat management sturcture is becoming a trend. 信息反馈环节少，效率高。

乔布斯：苹果行政总裁比尔盖茨：董事长、CEO,马云：阿里巴巴集团CEO柳传志：总裁、董事长、董事会主席陈鸥：CEO是在一个企业中负责日常事务的最高行政官员，又称作行政总裁、总经理或最高执行长。

Unit 1b (Company Structure)

10) entrepreneurial organization
企业家组织结构，创业型体制（指经理人为公司所有者、经营管理均由其个人组织协调、不受雇于他人的小公司。此类公司机构单一，不存在多层级管理，也称扁平化组织结构） 11) information age structure:信息时代的组织结构 12) line workers: the workers under line management.
not
guarantee effective management? Access to information alone cannot motivate people to use that information on behalf of the organization. Organizations need to ensure that the information is used by managers and employees to accomplish the same goals.
2. How do hierarchical companies
ensure control of operating systems? Jobs are standardized and separated into sequential steps which are carried out under direct supervision. (Para.3) 3. How can entrepreneurial companies be responsive and retain control? There is daily personal interaction between the owner and employees. (Para.3)

企业网站栏目常用中英文对照

公司/企业:Cooperate
一般栏目:Home About Us Products purchase order eRing Contact Gbook
公司简介： About Us
组织结构： Corp. Structure 或 Corporate Structure如果是“公司简介”下一个子栏目，可直接用 Structure
产品展厅，产品在线： Showroom 或 Online Store
新品发布： New Products
产品优势： Advantages
特色产品： Specials
重点推荐，特别推荐（的产品）： Featured Products 或 Top Products
产品搜索： Product Search 或 Search
客户服务/支持：Customer Support/Customer Service
市场网络: Marketing network
市场营销: Marketing
营销网络: Sales network
网上订单: Order online
信息反馈: Feedback
在线交易: Trading/trade
下属公司: Subcompany
分支机构: Branch
企业结构: Framework
董事会： Board of Directors
监事会： Board of Supervisors
经理层： Managing Directors
财务部： Dept. of Finance
促销部： Dept. of Sales Promotion
办公室： Company’s Office

外贸网站常用栏目对应中文的英文翻译

外贸网站常用栏目对应中文的英文翻译常识：公司名称和地址中每个单词的首字母大写，地址是从小到大。

按钮和标题每个单词的首字母最好也大写, 这些一般都是名词。

公司介绍类栏目的:公司简介：About Us/Introduction/Company Profile/The Company董事长致词： Chairman's Note 或 Chairman's Message 或 Message from Chairman总裁致词，总经理致词：President's Note 或 President's Message 或Message from President或 CEO's Note 或 CEO's Message 或 Message from CEO公司/企业:Cooperate一般栏目:Home About Us Products purchase order eRing Contact Gbook 公司简介： About Us组织结构： Corp. Structure 或 Corporate Structure如果是“公司简介”下一个子栏目，可直接用 Structure公司历史： History公司荣誉： Honors大事记： Milestones子公司，下属公司： Subsidiaries企业文化： Corp. Culture 或 Corporation Culture 或 Culture企业精神，公司理念： Our Philosophy 或 Philosophy经营理念： Business Philosophy公司新闻，企业动态： Company News 或 News最新消息： What's New 或 Current Affair信息交流：Communication公司结构：Structure of the Company/Company Structure组织机构： Organization/Structure公司动态/信息发布：News总经理：General Manager总裁：President董事长：Board Chairman/Chairman董事长兼总经理：Chairman and General Manager董事会：Board of Directors监视会：Board of Supervisors企业文化：Our Culture/Company's Culture/Culture企业精神：Our Spirit/Company's Spirit/Spirit企业宗旨：Our Principle/Philosophy总裁致辞：President's Report/President's Speech董事长致辞：Board Chairman's Reprot/Board Chairman's Speech/Board Chairman's Address总经理致辞：General Manager's Reprot/General Manager'sSpeech/General Manager's Address厂长： Plant director公司理念：Our Philosophy荣誉认证：Honors & Certificates企业新闻: News市场前景：Prospect领导视察: Leader's visit领导关怀: Leader's care企业荣誉: Honor下属公司: Subcompany分支机构: Branch企业结构: Framework董事会： Board of Directors监事会： Board of Supervisors经理层： Managing Directors财务部： Dept. of Finance促销部： Dept. of Sales Promotion办公室： Com pany’s Office促销部： Sales Promotion Department海外公司： Overseas Companies财务部： Department of Finance储运部： Department of Storage and Transportation业务部： Business Department办公室：Company’s Office日韩部： Dept. for Japan and Korea东南亚部： Dept. for Southeast Asia南美部： Dept. for South America印巴部： Dept. for India and Pakistan北美部： Dept. for North America欧洲部： Dept. for Europe综贸部： Dept. for Miscellaneous Business产品及技术介绍类栏目:科研力量： R&D厂房设备： Facility 或 Equipment技术交流： Tech. Exchange公司产品，产品中心等： Products 或 Product Center 或 Product Catalog产品目录： Product Catalog 或 Catalog 或 Catalogue产品展厅，产品在线： Showroom 或 Online Store新品发布： New Products产品优势： Advantages特色产品： Specials重点推荐，特别推荐（的产品）： Featured Products 或 Top Products 产品搜索： Product Search 或 Search公司产品/产品目录/产品大全/：Products/Our Products/About our Products/Product List主要产品：Main Products/Primary Products质量保证：Quality Control招商引资/寻求合作：Business Opportunity产品供应：Supply/Offer to Buy产品求购：Demand/Offer to Buy招商引资：Call for Bid开发合作：Cooperation & Development技术指标：Technique Index产品订购: Order解决方案： solutions行业优势： competitive edges产品优势： product adnantages业务咨询： Business consultation合作交流： cooperation交流动态： communication news技术研究： technology research合作伙伴： parteners核心竞争力： core competitiveness技术常识： Technical knowledge质量方针： Principle for Quality质量目标： Objective for Quality人力资源类栏目:人才信息，人才招聘，人力资源：Career 或 Jobs 或 Human Resource 招聘：Job Opportunity/Want Ads.英才加盟： join us人才需求： recruitment在线简历： resume online销售及服务类栏目:销售网络： Sales Network技术支持： Support客户服务： Customer Service 或 Service售后服务： Aftersales Service 或 Service在线交易： Order Online 或 Order联系我们： Contact Us反馈表： Feedback链接： Links邮箱登陆：E-mail Entry销售网络：Distribution Network/Sales Network市场部：Marketing Department/Department of Marketing销售部:Marketing Department/Department of Marketing/Department of Sales/Sales Department (Department 缩写：Dept.)客户服务/支持：Customer Support/Customer Service市场网络: Marketing network市场营销: Marketing营销网络: Sales network网上订单: Order online信息反馈: Feedback在线交易: Trading/trade立即订购: Order Now!营销策略： marketing strategy营销团队： sell team服务宗旨： service aim英文版：English中文版：Chinese回首页：Home联系方法/联系方式：Contact Us/Contact电话：TEL/Phone地址：ADD/Address邮编：Zip Code/Postal Code/Z.P./P.C.手机/移动电话：Mobile Phone/M.P.传真：Fax电报挂号：Cable Address电子邮件/信箱: E-mail总机: Telephone exchange网站地图： map进出口公司： Import & Export Company。

商务英语课程讲义 - Lecture 3-打印50

Lecture 3ReadingArticle A - Company structure[1]The chain of commandTraditionally, organizations have had a hierarchical or pyramidal structure, with one person or a group of people at the top, and an increasing number of people below them at each successive level. This is sometimes called line structure. There is a clear chain of command running down the pyramid. All the people in the organization know what decisions they are able to make, who their line manager (or boss) is(to whom they report), and who their immediate subordinates are (over whom they have line authority, and can give instructions to).[2]Functional structureYet the activities of most organizations are too complicated to be organized in a single hierarchy. Most large manufacturing companies, for example, have a functional structure, including, among others, specialized production, finance, marketing, sales, and human resources departments. This means, for instance, that the production and marketing departments can not take financial decisions without consulting the finance department. Large organizations making a range of products are often further divided into separate operating divisions.A disadvantage of functional organization is that people are often more concerned with the success of their own department than that of the company as a whole, so there are permanent conflicts between, say, finance and marketing or marketing and production over what the objectives are.[3]Flattening hierarchies and delegating responsibilityA problem with very hierarchical organizations is that people at lower levels can’t take important decisions, but have to pass on responsibility to their boss. However, the modern tendency is to reduce the chain of command, take out layers of management, and make the organization much flatter. Advanced IT systems have reduced the need for administrative staff and enabled companies to remove layers of workers from the structure. Many companies have also been forced to cut back and eliminate jobs in recessions. Typically, the owners of small firms want to keep as much control over their businesses who want to motivate their staff often delegate decision making and responsibilities to other people.[4]Matrix managementAnother way to get round hierarchies is to use matrix management, in which people report to more than one superior. For example, a product manager with an idea could deal directly with the managers responsible for a certain market segment and for a geographical region, as well as managers inthe finance, sales and production departments. Matrices involving several departments can become quite complex, so it is sometimes necessary to give one department priority in decision making.[5]TeamsA further possibility is to have wholly autonomous, temporary groups or teams that are responsible for an entire project, and are split up as soon as it is successfully completed. But teams are not always very good at decision making, and usually requires a strong leader.Article B - Hard Sell around the Photocopier[1]Sociologists have long recognized that businesses of less than 200 individuals can operate through the free flow of information among the members. Once their size exceeds this figure, however, some kind of hierarchical structure or line management system is necessary to prevent total chaos resulting from failures of communication. Imposing structures of this kind has its costs: information can only flow along certain channels because only certain individuals contact each other regularly;moreover, the lack of personalized contacts means that individuals lack that sense of personal commitment that makes the world of small groups go round. Favors will only be done when there is a clear quid pro quo, an immediate return to the giver, rather than being a matter of communal obligation. Large organizations are less flexible.[2]One solution to this problem would, of course, be to structure large organizations into smaller units of a size that can act as a cohesive group. By allowing these groups to build reciprocal alliances with each other, larger organizations can be built up. However, merely having groups of say, 150 will never of itself be a panacea to the problems of the organization. Something else is needed: the people (involved) must be able to build direct personal relationships. To allow free flow of information, they have to be able to interact in a casual way. Maintaining too formal a structure of relationships inevitably inhibits the way a system works.[3]The importance of this was drawn to my attention a couple of years ago by a TV producer. The production unit for which she worked produced all the educational output for a particular TV station.Whether by chance or by design, it so happened that there were almost exactly 150 people in the unit. The whole process worked very smoothly as an organiztion for many years until they were moved into purpose-built accommodation. Then for no apparent reason, everything started to fall apart. The work seemed to be more difficult to do, not to say less satisfying.[4]It was some time before they worked out what the problem was. It turned out that, when the architects were designing the new building, they decided that the coffee room where everyone ate their sandwiches at lunch times was an unnecessary luxury and so dispensed with it.The logic seemed to be that if people were encouraged to eat their sandwiches at their desks, then they weremore likely to get on with their work and less likely to idle time away. And with that, they inadvertently destroyed the intimate social networks that empowered the whole organization. What had apparently been happening was that as people gathered informally over their sandwiches in the coffee room, useful snippets of information were casually being exchanged. Someone had a problem they could not solve, and began to discuss it over lunch with a friend from another section. The friend knew just the person to ask. Or someone overhearing the conversation would have a suggestion, or would go away and happen to bump into someone who knew the answer a day or so later; a quick phone call and the problem was resolved. Or a casual comment sparked an idea for a new program.[5]It was these kinds of chance encounter in the coffee room, idle chatter around the photocopier, that made the difference between a successful organization and a less successful one.Business Vocabulary in Use- Voc Exercises3.1 Look at the executives and managers listed in A above. Match each task(1-6) with the particular person most likely to be responsible for doing it.1.Meet with advertising agency to discuss new advertisements for thecompany’s holidays.2. Study possible new holiday destinations in detail.3. Analyze last year’s profits in relation to the previous year’s.4. Contact newspaper to advertise new jobs.5. Deal with complaints from customers.6. Discuss sales figures with sales team.3.2 Who’s who on this company board? Look at B above and complete theDiagram.My name’s Maria Montebello, and I’m president and CEO. We have some excellent people on our board, including two who are not involved in day-to-day running of the company: George Gomi and Julia Jones.My name’s Stan Smith and it’s my job to look after the accounts. I work closely with Clarissa Chang and Richard Roberts, as they tell me what their departments need for marketing and research, and I allocate them an annual budget.My name’s Deirdre Dawes and I head up personnel, on the same level in the company as Clarissa Chang and Richard Roberts.1Maria Montebello 2Non-executive director35 6 7。

Unit 3 Company structure教学教材

Unit 3 Company structureOne of the most important tasks for the management of any organization employing more than a few people is to determine its organizational structure, and to change this when and where necessary. This unit contains a text which outlines the most common organizational systems and exercise which focuses on the potential conflicts among the different departments of a manufacturing organization, an example of an organization chart, and a critical look at the flexible organizational structure of an American computer company.1a DiscussionThis discussion activity follows on naturally from activity 3d in the previous unit, about managing companies or having more limited responsibilities in a particular department.1b Vocabulary1. Autonomous: C independent, able to take decisions without consulting a higher authority2. Decentralization: E dividing an organization into decision-making units that are not centrally controlled.3. Function: B a specific activity in a company, e.g. production, marketing, finance4. Hierarchy: A system of authority with different levels, one above the other.5. Line authority: F the power to give instructions to people at the level below in the chain of command6. Report to: G to be responsible to someone and to take instructions from him or her7. Subordinates: D people working under someone else in a hierarchy1c ReadingThe text summarizes the most common ways in which companies and other organizations are structured, and mentions the people usually credited with inventing functional organization and decentralization. It mentions the more recent development of matrix management, and a well-known objection to it.How arte most organizations structured?Most companies are too large to be organized as a single hierarchy. The hierarchy is usually divided up. In what way?What are the obvious disadvantages of functional structure?(Discuss briefly in pairs) give some examples of standard conflicts in companies between departments with different objectivesAre there any other ways of organizing companies that might solve these problems?A.F unctional structureB.M atrix structureC.L ine structureD.Staff structureBritish: personnel department = American: staff department or human resources department1d ComprehensionThe only adequate summary is the second. The first stresses the disadvantages of hierarchies much more strongly than the text, and disregards the criticisms of matrix management and decentralization. The third is simply misleading: matrix management and teams are designed to facilitate communication among functional departments rather than among autonomous divisions.Second summaryMost business organizations have a hierarchy consisting of several levels and a clear line of command. There may also be staff positions that are not integrated into the hierarchy. The organization might also be divided into functional departments, such as production, finance, marketing, sales and personnel.Larger organizations are often further divided into autonomous divisions, each with its own functional sections. More recent organizational systems include matrix management and teams, both of which combine people from different functions and keep decision-making at lower levels.1e discussionThe text mentions the often incompatible goals of the finance, marketing and production (or operations) department. Classify the following strategies according to which departments would probably favor them.Production managers: 1.a factory working at full capacity 4.a standard product without optional features 11.machines that give the possibility of making various different products. (1, 4 and 11 would logically satisfy production managers, although 11 should also satisfy other departments.)Marketing managers: 2.a large advertising budget 3.a large sales force earning high commission 6.a strong market share for new products 7.generous credit facilities for customers rge inventories to make sure that products are available (2, 3, 6, 7, 9, would logically be the demands of marketing managers)Finance managers: 5.a strong cash balance 8.high profit margins 10.low research and development spending 12.self-financing (using retained earnings rather than borrowing) (5, 8, 10, and 12 would logically keep finance managers happy.)1f Describing company structureNow write a description of either the organization chart above, or a company you know, in about 100-150 words.Here is a short description of the organization chart illustrated.The Chief Executive Officer reports to the President and the Board of Directors. The company is divided into five major departments: Production, Marketing, Finance, Research & Development, and Personnel. The Marketing Department is subdivided into Market Research, Sales, and Advertising & Promotions. The Finance Department contains both Financial Management and Accounting. Sales consists of two sections, the Northern and Southern Regions, whose heads report to the Sales Manager, who is accountable to the Marketing Manager.2a VocabularyMatch up the words on the left with the definitions on the right.1.industrial belt: C an area with lots of industrial companies, around the edge ofa city2.wealth: F the products of economic activity3.productivity: E the amount of output produced (in a certain period, using acertain number of inputs)4.corporate ethos: A a company’s ways of working and thinking5.collaboration: G working together and sharing ideas6.insulated or isolated: B alone, placed in a position away from others7.fragmentation: D breaking something up into pieces2b ListeningListen to Jared Diamond, and then answer question 1. Listen a second time to check your answers, and then do question 2.1 Which of these do the part-sentences 1-8 refer to?A Route 128 (the industrial belt around Boston, Massachusetts)B Silicon Valley (the high-tech companies in the area between San Francisco and San Jose, California)C IBMD Microsoft1 has lots of companies that are secretive, and don’t communicate or collaborate with each other. (A)2 has lots of companies that compete with each other but communicate ideas and information. (B)3 has always had lots of semi-independent units competing within the same company, while communicating with each other. (D)4 is organized in an unusual but very effective way (D)5 is currently the center of innovation (B)6 used to have insulated groups that did not communicate with each other (C)7 used to lead the industrial world in scientific creativity and imagination (A)8 was very successful, then less successful and is now innovative again because it changed the way it was organized (C)2 Working in pairs, rearrange the following part-sentences to make up a short paragraph summarizing Diamond’s ideas about the best form of business organization.A and regularly engage staff who have worked for your competitors.B are at a disadvantage,C because most groups of people getD but also communicate with each other quite freely.E creativity, innovation, and wealth,F into a number of groups which competeG Isolated companies or groupsH most of their ideas and innovations from the outside.I So order to maximize productivity,J You should also exchange ideas and information with other companies,K you should break up your businessIsolated companies or groups are at a disadvantage, because most groups of people get most of their ideas and innovations from the outside. So order to maximize productivity, creativity, innovation, and wealth, you should break up your business into a number of groups which compete but also communicate with each other quite freely. You should also exchange ideas and information with other companies, and regularly engage staff who have worked for your competitors.3a DiscussionRead the following statements, and decide whether they are about the advantages of working in a big or small company.Advantages of working in a small company: 2, 3, 4, 7, 9, 11, 13.Advantages of working in a big company: 1, 5, 6, 7, 8, 10, 12, 14.Some of these answers are open to discussion. For example, number 8: some people might argue that you have a better possibility of realizing your potential in a small company in which you are required to take on a number of different tasks.New words in this unit 03Autonomous, boss, chain of command, Chief Executive Officer (CEO), collaboration, competitor, corporate ethos, decentralization, department, division, downsizing, downturn, finance, fragmentation, functional organization, hierarchy, input, insulated, isolated, level, line authority, Managing Director, marketing, output, personnel, position, President, production, productivity, reorganization, report to, responsibility, salary, sales, subsidiary, wealth.。

商务英语阅读-unit-2-Company-organization

PHRASAL VERB
• If you take over a company, you get control of it, for example, by buying its shares. 接管 (公司)
• set up 建立，创建，创业/办 • E.g.The two sides agreed to set up a
• Activity 3 •FFTFT • • Activity 4 • 1979, 40 years ago • England, New York • 50 • metal boxes, sound products • Michael Quirk
Activity 5– Homework
• write a summary of about 30 words about Sunpower. It shall include date of foundation, location, staff number, product and name.
• Ivy: Michael Quirk.
• Scott: Oh, Ivy. It sounds like a very good company. Congratulations!
Reading—Text A A Presentation
• Walkman is a company making loudspeakers with 100 employees. It is located in New York, with a history of 40 years.
• As a policy, Walkman relies greatly on its partners and customers. We treat our customers as friends.

company structure

A Matrix Organization in an Aerospace Firm
© Prentice Hall, 2002
10-16
•Departmentalization by Departmentalization is •Departmentalization by function organizes by the the basis be performed. work on which product to functionsassembles all functions or individuals are a needed to make and market •The functions reflect the nature particular product are placed grouped into of the business. •Departmentalization under one executive. by manageable of thisgroups geographical regions type of •The advantage units. There •Departmentalization by •For instance, major department jobs on the basis of territory grouping is traditional or obtaining efficiencies are fivestructured on the basis process groups jobs around stores are •Departmentalization by geography. from consolidating similar methods for grouping of product groups jobs flow. product groups such ason the home customer or customerwith specialties and people •For example, a major of needs accessories, appliances, women's basis of askills, knowledge and work activities. company •Each process requires common common set particular has its domesticclothing, clothing, men's specific and sales or problems together in common skills and offers orientations of a basis for departmentalized by children's clothing. regions customers. categorizing of homogeneous units. such as Northeast, Southeast, work activities. •A currentSouthwest, and Midwest, departmentalization trend is to structure work Northwest. according to customer, using cross-functional teams.

公司管理制度英语

公司管理制度英语1. IntroductionThe company management policy outlines the guidelines and rules for the effective and efficient management of the company. This policy applies to all employees, managers, and stakeholders of the company and is designed to ensure the smooth operation and growth of the business.2. Company StructureThe company follows a hierarchical organizational structure with clear lines of authority and responsibility. The top-level management consists of the CEO, followed by the executive team, department heads, managers, and employees. This structure is designed to provide clear direction and accountability for all employees.3. Decision MakingAll decisions within the company are made based on consensus and consultation with relevant stakeholders. The executive team is responsible for major decisions affecting the future direction of the company, while department heads and managers are responsible for decisions related to their respective areas of work.4. CommunicationOpen and transparent communication is encouraged at all levels of the company. Managers are responsible for ensuring that employees are informed about company policies, goals, and any changes that may affect their work. Employees are also encouraged to provide feedback and suggestions for improvement through regular feedback sessions and surveys.5. LeadershipManagers are expected to demonstrate strong leadership qualities and lead by example. They are responsible for setting clear goals and expectations for their teams, providing guidance and support, and promoting a positive work culture. The company values inclusivity, diversity, and fairness in its leadership practices.6. Performance ManagementThe company follows a performance-based management system to evaluate the performance of employees. This includes regular performance reviews, goal setting, and feedback sessions to help employees grow and develop in their roles. Recognizing and rewarding high-performing employees is also an important aspect of the company's performance management system.7. Employee DevelopmentThe company is committed to the professional development of its employees. This includes providing training, mentoring, and career growth opportunities to help employees enhance their skills and advance in their careers. The company also supports continued education and learning through various programs and initiatives.8. Work EnvironmentThe company strives to provide a safe, healthy, and inclusive work environment for all employees. This includes compliance with all relevant labor laws and regulations, providing necessary safety equipment and training, and promoting a culture of respect and tolerance among employees. The company also encourages work-life balance and provides flexible work options when feasible.9. Ethical ConductThe company expects all employees to conduct themselves with the highest ethical standards in all their professional activities. This includes honesty, integrity, and respect in dealing with colleagues, clients, and stakeholders. Any unethical behavior or misconduct will not be tolerated and may result in disciplinary action.10. Conflict ResolutionThe company has a clear procedure for resolving conflicts and disputes among employees. Managers are responsible for addressing conflicts within their teams, and the HR department is available to provide mediation and support as needed. The company is committed to fostering a positive and collaborative work environment where differences are addressed and resolved constructively.11. Compliance and Risk ManagementThe company is committed to complying with all applicable laws and regulations in the countries and jurisdictions where it operates. This includes adherence to labor laws, tax regulations, environmental standards, and other legal requirements. The company also has a risk management system in place to identify, assess, and mitigate potential risks that may affect its operations.12. Continuous ImprovementThe company is committed to continuous improvement and innovation in all aspects of its business. This includes seeking feedback from employees, clients, and stakeholders to identify areas for improvement, investing in technology and infrastructure to optimize operations, and staying updated on industry trends and best practices.13. ConclusionThe company management policy is designed to provide a clear framework for managing the company's operations and guiding its employees. It outlines the company's commitmentto ethical conduct, employee development, and a positive work environment, and serves as a guide for the company's continued growth and success.。

Section+A+中英文

Unit 1 Exploring the IT Industry1.2 Section A Company StructureTormarch is an IT company. It is involved in software development and sales; graphic and UI design; systems integration; hardware and supplies, office equipment leasing and sales; network technical advice and support services; and related product sales. Although it is a small, start-up IT company, it has the standard organization and departments of larger companies, including:Tormarch 是一家IT 公司。

从事软件开发和销售；图形和UI 设；系统集成；五金及用品、办公设备租赁及销售；网络技术咨询和支持服务；以及相关产品的销售。

虽然它是一家刚刚起步的小型IT 公司，但它拥有大公司的标准组织和部门，包括：1.Research & Development which conducts research, develops new products and improves the finished products. 研发部进行研究，开发新产品，改进成品。

2.Marketing & Sales which is responsible for advertising and market research and organizes all aspects of product sales. All products can be ordered on-line, and normally shipped within 12 hours. 市场营销部负责广告和市场调研，组织产品的销售。

新视野商务英语综合教程-Unit-2

The Marketing Department (市场部) creates value for customers and b uilds strong customer relationships in order to get value from customers in return. Its job includes identifying target customers, clarifying customers’ needs, keeping track of the trends of a particular field, and developing product promotion and advertising activities.
in terms of the products or services it provides. 7. Target market—the target customers’ needs. Changes in the target market
may also cause changes in the company’s structure.
dFicfofeerrrteaaxinalomsttprfruloecm,tumrtehaantyofaf astbdigev-berlaonpdingrecsotamupraannti.es tend to be small and flexible 5.sToyptheaot fthbeuysicnaenssre—atchtetopcahrtaicnuglaersfiineltdhewhbiucshintheessbeunsivnireosnsmsepnetcqiauliizceksly.in. 6. Development strategy—how a company is going to position itself in the market