AN APPROACH TO INTER-ORGANIZATIONAL WORKFLOW MANAGEMENT IN AN ELECTRONIC INSTITUTION

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大学英语精读第6册课文全文翻译-中英对照

Procedures Section. The second major section of the research report details, with as much data as possible, exactly how the study was carried out. This section includes description of any necessary equipment, how the subjects were selected if subjects were used, what statistical technique was used to evaluate the significance of the findings, how many observations were made and when, etc. An investigation of the relative effectiveness of various swim-strokes would have to detail the number of swimmers tested, the nature of the tests conducted, the experience of the swimmers, the weather conditions at the time of the test, and any other factors that contributed to the overall experiment. The goal of the procedures section is to allow the reader to duplicate the experiment if such were desired to confirm, or refute, your findings.

BEC情景口语对话

BEC情景口语对话：求职面试A: Hello Mr. Jones, please have a seat. Thank you for coming in today.I have read your resume. You completed University in England?B: Yes, I went to Cambridge. After graduation, I started right away into the advertising industry. Later, I made a bit of a switch to focus on marketing research.A: So, what experience do you have?B: I have ten years marketing experience. This includes both entry level and management positions. In my last position, I worked my way up to being director of the marketing department.A: I can see that from your resume. Your last position was marketing director for a pharmaceutical company, is that right? Later, why did you decide to leave your former post?B: I felt after five years in one place, I was ready for something new. I would like to have a job that is challenging, something that I can see and do new things every day. I loved many things about my former job, and I left with amiable feelings on both sides. I was just ready for something new.A: I see. Do you want to work full-time or part-time?B: I would rather work full-time.A: I'll make note of that. Now, what are your salary expectations?B: I am willing to negotiate, but I expect at least $40,000 a year.你好,琼斯先生!请坐.谢谢你今天能来.你的简历我已看过.你在英国上的大学?是的,上的剑桥大学.毕业后,我就干起了广告工作,后来转向了市场调查.那么,你都有什么工作经验?我做过10年市场销售工作,包括初级职位和管理职位,并在最后的岗位上通过自己的努力当上了市场部主任.从简历上能看出来.你最后的职位是制药公司的市场部主任,对吧?那后来你为什么离职?我觉得在一个地方干上5年久应该换工作.我喜欢干有挑战性的工作,喜欢每天看见新东西,做不同的工作.我很喜欢我以前那份工作,而且我离开时双方也很愉快,我之所以离开时因为想尝试新事物.我明白,那你想做专职还是兼职?我比较想做专职.我记录一下.好了,你对工资的期望是多少?商务英语情景口语对话：研讨会A: what did you learn at the workshop you went to yesterday? Do you think it was worth the investment to go?B: yeah, I really got a lot of the session. The workshop topic was resolving personal problems. It was led by a professional human resources director. The teacher had a lot of experience, and I think we were all given a really good base to start with.A: the workshop was only one afternoon long, do you really think you can learn that much in only a couple of hours?B: it depends on the topic, the teacher, and the way the course is set up. Yesterday, even though we only had a short time to discuss the issues,the workshop got us all thinking. We learned some very basic, but very useful methods of dealing with personnel issues.A: sounds like you really learned a lot.B: I did… I just hope I can implement all these great ideas that we shared.昨天你在研讨会上都学到了什么了?你认为值得一去吗?是的,我真的从会上学到了很多东西.会议主题是解决人事问题,由专业人力资源部主任牵头讨论.那位教师的专业知识很丰富,我认为一开始就为我们打下了很好的基础.研讨会只开了一个下午,你真的认为你两三个小时就能学到这么多东西吗?那要看是什么话题,哪个老师教的,以及课程的组织方式.昨天,尽管我们只有很短的时间讨论,但研讨会确实让我们大家都开动了脑筋去思考一些问题.我们学到了一些很基本,但很有用的方法去处理人事问题.确实如此……我只是希望我能确实运用我们所讨论分享的那些好办法.Workshop: a period of discussion and practical work on a particular subject, in which a group of people share their knowledge and experience 研讨会;讲习班a drama workshop戏剧研讨班a poetry workshop诗歌讲习班Session: a formal meeting or series of meetings of a court of law, a parliament, etc.; a period of time when such meetings are held （法庭的）开庭，开庭期；（议会等的）会议，会期2012 BEC中级口试：英语绕口令A Finnish fisher named Fisher failed to fish any fish one Friday afternoon and finally he found out a big fissure in his fishing-net.Notes:1. Finnish:芬兰的2. fissure:裂缝Bob bought a big bag of buns to bait the bears' babies.Notes:1. bun:小圆面包2. bait:挑逗，逗弄A snow-white swan swiftly to catch a slowly-swimming snake in a lake.Note:1. swan:天鹅2. swiftly:迅速地；快捷地Mr. Cook said to a cook: "Look at this cook-book. It's very good." So the cook took the advice of Mr. Cook and bought the book.A writer named Wright was instructing his little son how to write Wright right. He said: "It is not right to write Wright as 'rite'---try to write Wright aright!"Note:1. rite:仪式；典礼2. aright:正确地Bill's big brother is building a beautiful building between two big brick blocks.Note:1. block:大楼；大厦A flea and a fly were trapped in a flue, and they tried to flee for their life. The flea said to the fly "Let's flee!" and the fly said to the flea "Let's fly!" Finally both the flea and fly managed to flee through a flaw in the flue.Note:1. flea:跳蚤2. trap:设陷阱；诱捕3. flue:烟筒，通气管4. flee:逃跑5. flaw:裂痕；裂缝Peter Piper picked a peck of pickled pepper prepared by his parents and put them in a big paper plate.Note:1. a peck of :许多，大量的2. pickled:腌制的3. pepper:辣椒If a shipshape ship shop stocks six shipshape shop-soiled ships, how many shipshape shop-soiled ships would six shipshape ship shops stock?Note:1. shipshape:井井有条的2. stock:备有；供应3. shop-soiled:在商店放旧了的A monk's monkey mounteda monastery wallmunching mashed melonand melted macaroni.A tall eastern girl named Short long loved a big Mr. Little. But Little, thinking little of Short, loved a little lass named Long. To belittle Long. Short announced She would marry Little before long. This caused Little shortly to marry Long. To make a long story short, did tall Short love big Little less because Little loved little Long more?You sent me your bill, Berry,Before it was due, Berry;Your father, the elder Berry,Isn't such a goose, Berry.2012商务英语口试学习：询问11.Badge 门卡，工卡A:Julie, where can I get a badge?B:Go to the Security Office, they will help you.A：朱莉，我到哪能拿到门卡啊？B：到保安办公室，他们能帮你。

跨文化交际理论主要参考书目

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Communication Theories in Action: An Introduction (second edition), Belmont: Wadsworth, 2000.Worchel, S. “Culture’s role in conflict and conflict management: Some suggestions, many questions”, in International Journal of Intercultural Relations, 2005, 29, pp. 739-757.Xiao, X. “Zhong (centrality): Aneverlasting subject of Chinese discourse”, in Intercultural Communication Studies, 2003, 12, pp. 137-149.Yang, R. P. et al. “Multiple routes to cross-cultural adaptation for international students: Mapping the paths between self-construals, English language confidence, and adjustment”, in International Journal of Intercultural Relations, 2006, 30, pp. 478-506.Zilles, A. M. S. &King, K. “Self-presentation in sociolinguistic interviews: Identities and language variation in Panambi”, in Sociolinguistics, 2005, 9, pp. 74-75.中文参考书目【英】安德鲁·埃德加著，杨礼根与朱松峰译：《哈贝马斯：关键概念》，南京：江苏人民出版社，2009年版。

跨部门合作机制英语作文

跨部门合作机制英语作文Title: Enhancing Interdepartmental Collaboration Mechanisms。

In today's dynamic and interconnected business environment, fostering effective collaboration across different departments within an organization has become increasingly crucial. Interdepartmental cooperation not only facilitates streamlined operations but also fosters innovation and problem-solving. Hence, establishing robust mechanisms for cross-departmental collaboration is essential for organizational success.Firstly, communication lies at the heart of interdepartmental collaboration. Implementing regular communication channels such as meetings, emails, and digital platforms ensures that information flows freely between departments. Clear and transparent communication helps in aligning goals, sharing insights, and addressing any potential issues proactively. Moreover, establishing aculture that values open communication encourages employees to voice their ideas and concerns, fostering acollaborative environment.Secondly, defining clear roles and responsibilities is paramount for effective collaboration among departments. Ambiguity regarding roles often leads to confusion and conflicts. By clearly outlining the responsibilities of each department and individual, teams can work cohesively towards common objectives without stepping on each other's toes. Additionally, fostering a sense of accountability encourages departments to take ownership of their tasks and deliverables, thereby enhancing overall productivity.Furthermore, fostering trust and mutual respect among departments is essential for fostering collaboration. Building strong interpersonal relationships through team-building activities, cross-functional projects, and informal interactions cultivates trust and camaraderie among employees. When individuals trust each other's expertise and intentions, they are more likely to collaborate effectively, share resources, and support oneanother in achieving shared goals.In addition to interpersonal relationships, leveraging technology can significantly enhance interdepartmental collaboration. Implementing collaborative tools and software platforms enables teams to share documents, track progress, and collaborate in real-time irrespective oftheir physical locations. From project management tools to communication platforms, technology can streamline workflows and facilitate seamless collaboration across departments.Moreover, promoting a culture of continuous learning and knowledge sharing is instrumental in fostering innovation and creativity within an organization. Encouraging employees to attend cross-departmental training sessions, workshops, and seminars not only enhances their skills but also facilitates the exchange of ideas and best practices. Additionally, establishing platforms such as knowledge repositories and forums encourages employees to share their expertise and insights, enriching thecollective knowledge pool of the organization.Lastly, establishing mechanisms for conflict resolution is crucial for addressing any disagreements or misunderstandings that may arise during interdepartmental collaboration. Having designated channels for resolving conflicts, such as mediation sessions or the involvement of a neutral third party, ensures that issues are addressed promptly and fairly, preventing them from escalating and affecting teamwork.In conclusion, fostering effective collaboration among departments is essential for driving organizational success in today's competitive business landscape. By prioritizing clear communication, defining roles, building trust, leveraging technology, promoting continuous learning, and implementing conflict resolution mechanisms, organizations can establish robust interdepartmental collaboration mechanisms that enhance productivity, innovation, and overall performance.。

组织文化【外文翻译】

外文翻译原文：Organizational cultureOrganizational culture is an idea in the field of organizational studies and management which describes the psychology, attitudes, experiences, beliefs and values (personal and cultural values) of an organization. It has been defined as "the specific collection of values and norms that are shared by people and groups in an organization and that control the way they interact with each other and with stakeholders outside the organization. "This definition continues to explain organizational values, also called as "beliefs and ideas about what kinds of goals members of an organization should pursue and ideas about the appropriate kinds or standards of behavior organizational members should use to achieve these goals. From organizational values develop organizational norms, guidelines, or expectations that prescribe appropriate kinds of behavior by employees in particular situations and control the behavior of organizational members towards one another."Organizational Culture Assessment InstrumentRobert Quinn and Kim Cameron researched what makes organizations effective and successful. Based on the Competing Values Framework, they developed the Organizational Culture Assessment Instrument that distinguishes four culture types. See their book: Diagnosing and Changing Organizational Culture.Competing values produce polarities like: flexibility versus stability and internal versus external focus. These two polarities were found to be most important in defining organizational success.The polarities construct a quadrant with four types of culture: Clan Culture - internal focus and flexible A friendly workplace where leaders act like father figures. Adhocracy Culture - external focus and flexible A dynamic workplace with leaders that stimulate innovation. Market Culture - external focus and controlled A competitive workplace with leaders like hard drivers Hierarchy Culture - internal focus and controlled A structured and formalized workplace where leaders act like coordinators.Cameron & Quinn found six key aspects that will make up a culture. These can be assessed in the Organizational Culture Assessment Instrument (OCAI) thus producing a mix of these four archetypes of culture. Each organization or team will have its unique mix of culture types. By assessing the current organizational culture aswell as the preferred situation, the gap and direction to change can be made visible. This can be the first step to changing organizational culture.Organizational culture and changeThere are a number of methodologies specifically dedicated to organizational culture change such a Peter Senge’s Fifth Discipline. These are also a variety of psychological approaches that have been developed into a system for specific outcomes such as the Fifth Discipline’s“learning organization” or Directive Communication’s“corporate culture evolution.” Ideas and strategies, on the other hand, seem to vary according to particular influences that affect culture.Burman and Evans (2008) argue that it is 'leadership' that affects culture rather than 'management', and describe the difference[7]. When one wants to change an aspect of the culture of an organization one has to keep in consideration that this is a long term project. Corporate culture is something that is very hard to change and employees need time to get used to the new way of organizing. For companies with a very strong and specific culture it will be even harder to change.Cummings & Worley (2005, p. 491 –492) give the following six guidelines for cultural change, these changes are in line with the eight distinct stages mentioned by Kotter (1995, p. 2)3:1. Formulate a clear strategic vision (stage 1,2 & 3 of Kotter, 1995, p. 2)In order to make a cultural change effective a clear vision of the firm’s new strategy, shared values and behaviors is needed. This vision provides the intention and direction for the culture change (Cummings & Worley, 2005, p. 490).2. Display Top-management commitment (stage 4 of Kotter, 1995, p. 2)It is very important to keep in mind that culture change must be managed from the top of the organization, as willingness to change of the senior management is an important indicator (Cummings & Worley, 2005, page 490). The top of the organization should be very much in favor of the change in order to actually implement the change in the rest of the organization. De Caluwé & Vermaak (2004, p 9) provide a framework with five different ways of thinking about change.3. Model culture change at the highest level (stage 5 of Kotter,1995, p. 2)In order to show that the management team is in favor of the change, the change has to be notable at first at this level. The behavior of the management needs to symbolize the kinds of values and behaviors that should be realized in the rest of the company. It is important that the management shows the strengths of the current culture as well, itmust be made clear that the current organizational does not need radical changes, but just a few adjustments. (See for more: (Deal & Kennedy, 1982; Sathe, 1983; Schall; 1983; Weick, 1985; DiTomaso, 1987)4. Modify the organization to support organizational changeThe fourth step is to modify the organization to support organizational change.5. Select and socialize newcomers and terminate deviants (stage 7& 8 of Kotter, 1995, p. 2)A way to implement a culture is to connect it to organizational membership, people can be selected and terminate in terms of their fit with the new culture (Cummings & Worley, 2005, p. 491).6. Develop ethical and legal sensitivityChanges in culture can lead to tensions between organizational and individual interests, which can result in ethical and legal problems for practitioners. This is particularly relevant for changes in employee integrity, control, equitable treatment and job security (Cummings & Worley, 2005, p. 491).Change of culture in the organizations is very important and inevitable. Culture innovations is bound to be because it entails introducing something new and substantially different from what prevails in existing cultures. Cultural innovation is bound to be more difficult than cultural maintenance. People often resist changes hence it is the duty of the management to convince people that likely gain will outweigh the losses. Besides institutionalization, deification is another process that tends to occur in strongly developed organizational cultures. The organization itself may come to be regarded as precious in itself, as a source of pride, and in some sense unique. Organizational members begin to feel a strong bond with it that transcends material returns given by the organization, and they begin to identify with in. The organization turns into a sort of clan.Mergers, organizational culture, and cultural leadershipOne of the biggest obstacles in the way of the merging of two organizations is organizational culture. Each organization has its own unique culture and most often, when brought together, these cultures clash. When mergers fail employees point to issues such as identity, communication problems, human resources problems, ego clashes, and inter-group conflicts, which all fall under the category of “cultural differences”. One way to combat such difficulties is through cultural leadership. Organizational leaders must also be cultural leaders and help facilitate the change from the two old cultures into the one new culture. This is done through cultural innovation followed by cultural maintenance.∙Cultural innovation includes:o Creating a new culture: recognizing past cultural differences and setting realistic expectations for changeo Changing the culture: weakening and replacing the old cultures∙Cultural maintenance includes:o Integrating the new culture: reconciling the differences between the old cultures and the new oneo Embodying the new culture: Establishing, affirming, and keeping the new culture译文：组织文化组织文化是在组织管理领域对心理、态度、想法、经验进行研究和描述，从而形成一个组织的信念和价值观（个人和文化价值）。

员工关系管理-外文

Asia Pac J Manag (2013) 30:7–29 DOI 10.1007/s10490-012-9290-z
Employee perceptions of management relations as influences on job satisfaction and quit intentions
S. Frenkel (*) : K. Sanders : T. Bednall
Australian School of Business, University of New South Wales, Sydney 2052, Australia e-mail: s.frenkel@.au
Stephen Frenkel & Karin Sanders & Tim Bednall
Published online: 3 April 2012 # Springer Science+Business Media, LLC 2012
Abstract In this paper we use a relational approach to investigate how employee perceptions of their relationships with three types of managers—senior, line, and human resource managers—are related to employees’ job satisfaction and intention to quit. Based on an employee survey (n 0 1,533), and manager network data (n 0 140) in ten organizations operating in Australia, we found that the extent of agreement between employees’ perceptions of their relations with senior and line management was positively related to these outcome variables. In addition, we found these relationships were strengthened in organizations where HR and line managers reported high-frequency communication between the two groups. Implications of our findings are briefly canvassed.

组织与管理研究的主流理论教材(PPT 117页)

-- Strategic Choice Theory 战略选择理论 -- Resource Dependence Theory 资源依赖理论 -- Option Theory (also theory of firm growth)
期权理论（同时也是关于企业成长的理论）
• Co-evolving Views 共演观点
交易成本经济学认为，市场交易的成本和困难决定了有时候选择层级治理（机构内部生产）作为经济治理结构更好，有时候则选择市场更佳。两者之间存在着混合机制，也称相关机制。
Transaction Cost Economics (TCE): 交易成本经济学（TCE）
Governance Choice 治理模式的选择
-- Structuration Theory 结构化理论 -- Co-evolution Theory 共演理论
• Ecological Views 生态观点
-- Population Ecology 种群生态
Highlight of Mainstream Theories (Theories of Exchange – Economic Theories)
（关于交换的理论——经济学理论）
5
Transaction Cost Economics (TCE) 交易成本经济学
Ronald Coase set out his TCE theory of the firm in 1937, making it one of the first (neo-classical) attempts to define the firm theoretically in relation to the market; but Oliver Williamson’s work is much more distinctive

Unit Two

Closing

the deal:
prepare an offer iron out details such as a starting date and benefits conduct drug testing and background tests.

New-hire
外贸英才网
为外贸企业提供高级人才猎头服务德卡猎头猎头机构中国高级人力资本搜寻中国猎头联盟网提供猎头、员工职业生涯规划、人才测评世界经理人群英会经理人和专业人才招聘平台，提供人力资源资讯、HR动态人行道猎头人行道猎头从事高级猎头、管理咨询、企业内训等服务中国猎头网
4) In order to find out whether a candidate is a good match or not, what does the speaker say they do?
They do exhaustive interviews. In the first round of interviews, they will have at least three days of interviews with a wide variety of people, which focus tasks of interviewing on the leadership side, interviewing on the technical side, and interviewing on the commitment side. In the second round of interviews, they will go back and revisit those potential problems that they discover after their group discussions about the candidates.

中级口译翻译练习

转性译法：形容词 →名词 effective →效能
形容词 →动词 better →适宜于
④When leadership attempts to keep workers in the dark, workers tend to become distrustful. pid, short-sighted traps and constantly strive for an open
communications system with objective information.
▲我们必须告别这些愚蠢、缺乏远见的做法，并致力于建立一个公开的沟通系统，确保信息客观公正。
organization that has open lines of communication with valid, honest information going up, down, and
throughout the organization will be much more effective and a much better place to work than the
▲不良沟通从长远上讲就会危害整个企业．
正反译法： poor →不良的
Restricting communication and distorting information are ⑨symptoms of short-range thinking.
▲限制沟通和歪曲信息会使企业成为井底之蛙。
语。
意译：这句句子意译的数量相当多，可以说是中级口译翻译到现在为止意译考点最多的地方了。
open lines of communication→ 公开的沟通渠道（直译）→ 坦诚的沟通模式（意译）

亨利-明茨伯格

5. Standardization of skills (as well as knowledge), in which different work is coordinated by virtue of the related training the workers have received (as in medical specialists - say a surgeon and an anesthetist in an operating room –responding almost automatically to each other’s standardized procedures)
会第一位管理学教授出身的会员。
1998年，明茨伯格被授予为加拿大国家勋章
（加拿大最高荣誉）与魁北克勋章
1995年，该年度最佳著作《战略规划的兴衰》
获得管理学会的乔治·泰瑞奖
就任于加拿大麦吉尔大学管理学院管理学讲座教
授，克雷霍恩(Cleghorn)讲座教授和位于法国的欧洲
工商管理学院(INSEAD)组织学客座教授。
原文： The organizational configurations framework of Mintzberg is a model that describes six valid organizational configurations
1. Mutual adjustment,which achieves coordination by the simple process of informal communication (as between two operating employees)
4. Standardization of outputs, which achieves coordination by specifying the results of different work (again usually developed in the technostructure, as in a financial plan that specifies subunit performance targets or specifications that outline the dimensions of a product to be produced)

Organization

8 17 40
Organization lacked the capabilities to execute strategy
35
Client not change-ready or committed
The demand for organizational work is increasing. Trends in the marketplace and the evolving nature of our clients largely explain this increase in demand. The pace of change in the marketplace is accelerating . A strategic choice or an operational innovation evokes a rapid reaction from competitor. Rarely can a durable competitive advantage be found in these choices. Rather it is the development of a unique organizational capability with the inherent flexibility and commitment to sustain world-class performance that provides durable competitive advantage in these times of rapid change. The clients we serve are changing as well. They have increasingly hired in-house strategic capabilities. Most have built strategy shops close to the CEO. Few, however, have the in-house capability and objectivity to do the organizational work required to make change happen.

善于回首,行稳致远英语作文

善于回首,行稳致远英语作文Retrospection: A Path to Progress.In the tapestry of life, the threads of pastexperiences intertwine with the vibrant hues of the present, shaping the intricate patterns of our future. The abilityto revisit these experiences, to reflect upon their lessons, empowers us with wisdom and guides us towards a path of continuous growth. The adage "A smooth sea never made a skilled sailor" aptly captures the essence of this transformative process.Retrospection, the art of looking back, is an indispensable tool for personal and professional development. It allows us to identify patterns, learn from our mistakes, and cultivate a mindful approach to life. By delving into the annals of our past, we gain invaluable insights into our motivations, strengths, and areas for improvement. Through this process, we can cultivate a deep understanding of ourselves, enabling us to make informeddecisions and navigate life's complexities with greater clarity and purpose.The benefits of retrospection extend beyond individual growth. At an organizational level, it fosters a culture of learning and continuous improvement. By regularly evaluating past projects, identifying areas of success and areas for improvement, organizations can gain valuable insights that can inform future decision-making and enhance performance. In a rapidly changing business environment, organizations that embrace retrospection are better equipped to adapt to new challenges and maintain a competitive edge.In the realm of leadership, retrospection is an essential skill. Effective leaders are able to critically assess their own actions and those of their teams,fostering a culture of accountability and continuous learning. By reflecting upon past decisions, leaders can identify areas where they could have been more effective, and implement strategies to improve their decision-making process in the future. In doing so, they not only enhancetheir own leadership skills but also inspire their teams to embrace a growth mindset.Retrospection is not merely an exercise in self-criticism. Rather, it is a proactive approach toidentifying areas for improvement and setting a course for future success. By focusing on both successes and failures, we can cultivate a balanced perspective that acknowledges our achievements while recognizing the need for continued growth. This mindset fosters a culture of resilience and perseverance, enabling us to approach challenges with confidence and determination.While retrospection is a valuable tool, it is important to approach it with the right mindset. Instead of dwelling on past mistakes with regret, we should view them as opportunities for learning and growth. By embracing a positive and solution-oriented approach, we can maximize the benefits of retrospection and use our past experiences to propel us forward with renewed vigor.In the words of the Roman philosopher Seneca, "Thegreatest glory in living lies not in never falling, but in rising every time we fall." Retrospection empowers us to rise above our challenges, learn from our experiences, and forge a path towards a more fulfilling and successful future. By embracing the transformative power of retrospection, we can make every step forward a stride towards progress and every setback an opportunity for growth.。

请示是否有必要召开各部门经理会议英语作文

请示是否有必要召开各部门经理会议英语作文I. IntroductionIn light of the recent organizational changes and pressing strategic objectives, there is a compelling need to deliberate on whether it is necessary to convene a meeting with all department managers (部门经理会议的召开是否必要). This gathering would serve as a platform for comprehensive communication, alignment, and collaboration among different sectors.Chinese: 鉴于最近的组织变革和紧迫的战略目标，有必要探讨是否需要召集各部门经理进行一次会议。

此次会议将作为一个全面沟通、协调和跨部门合作的平台。

II. Purpose and SignificanceThe primary purpose of this proposed meeting is to discuss our company's current progress, challenges faced, and strategies to overcome them (会议的主要目的是讨论我司当前进展、面临的挑战及应对策略). It's essential that each department manager understands the broader corporate vision and contributes insights from their respective areas. This collective brainstorming can lead to moreefficient problem-solving and foster a shared understanding of our priorities.Chinese: 拟召开的会议主要目的在于探讨公司目前的发展状况、面临的困难及其解决策略，确保每位部门经理理解并能从各自领域提供对公司整体愿景的理解与建议。

高中英语阅读理解高频考点专项练习题(历年高频考点真题) (1712) output

一、阅读理解文章大意：本文是一篇说明文。

文章介绍了如何成为一个有组织的人，需要制定计划并列出所有的步骤，确保有备用方案，遵守计划并在制定的时间内完成。

同时，不要试图一次做太多事情，也不要半途而废。

最后，文章强调了组织的重要性。

1. 阅读填空I used to be the messiest person alive. Over the years, through watching others and by trial and error, I have finally found ways to come up withplans, organize them and follow through with them.Make an outline of everything you need to have and do to make your plan happen. Make a list of all of the steps that need to be accomplished and think about what needs to be done.Detail everything thoroughly and read over it so you can start coming up with some mental solutions of how to carry out your plans.Y ou should ensure that if for some reason way one doesn't work, you have way two and way three to lean back on. Therefore, different ways are needed at hand. It's just a matter of being organized. Chances are that there is always more than one way of doing things, and chances are that if one of those ways doesn't work,one of the others will.Committing yourself to finishing at least part ifnot all of your plan at once is also necessary. It will show that you not only have initiative to get things rolling, but that you are interested in the results obtained with making the move to get everything done.If you make a commitment to finish before aspecific time, make sure that you carry that out, and be sure to do everything in the way you said you would, within the time-frame you set for yourself.Don't try to tackle (处理) more things all at atime. All that does is delay your progress, distract youand make you lose your interest, motivation andenergy.Carrying out an effective plan requires being as organized as possible. Y ou will only achieve this by sticking to the order of the plan and not deviating ortrying to do more at a time.Last but not the least, you should never abandon things mid-project. It will only annoy everyonearound you including yourself. Unfinished plans are awaste of time, energy and, in some cases，evenmoney.So,don't be afraid of organization. The older weget,the more necessary it becomes to have the skills to follow through with confidence and to be able tocarry through plans in an organized and manageable way. It pays to be organized, after all.文章大意：这是一篇说明文，文章介绍了现在的大学生面临的就业压力问题，很多学生都感到压抑，沮丧，作者举例说明情况的严重，还有给出专家的建议。

合作基础作文模板英语

合作基础作文模板英语英文回答：1. Introduction。

In the realm of human endeavors, collaboration stands as a cornerstone, fostering synergy and unlocking unprecedented possibilities. As the adage goes, "Two heads are better than one," capturing the essence of cooperative endeavors.2. Definition。

Collaboration, in its simplest form, refers to the process of working together to achieve a shared goal. It involves the pooling of resources, ideas, and expertise, with each partner contributing their unique strengths to the collaborative effort.3. Types of Collaboration。

Collaboration can manifest in various forms, depending on the nature of the project and the individuals involved. Some common types include:Intra-organizational collaboration: This involves collaboration within the same organization, often between different departments or teams.Inter-organizational collaboration: This occurs when two or more organizations work together on a shared project.Community collaboration: This involves partnerships between organizations and community members to addresslocal issues.4. Benefits of Collaboration。

管理英语3课后练习题

管理英语3课后练习题本文旨在对管理英语3课后练习题进行解析和答案解释。

以下将按照练习题的顺序逐一进行讲解，帮助读者更好地理解和掌握管理英语的相关知识。

1. 题目：What does SWOT analysis stand for?解析：SWOT分析是一种常用的管理工具，用于评估企业或个人在特定环境中的优势（Strengths）、劣势（Weaknesses）、机会（Opportunities）和威胁（Threats）。

因此，答案是：SWOT analysis stands for Strengths, Weaknesses, Opportunities, and Threats analysis.2. 题目：Which of the following is NOT one of Henry Mintzberg's managerial roles?解析：Henry Mintzberg提出了十个管理角色，它们分别是：interpersonal roles（人际角色）、informational roles（信息角色）和decisional roles（决策角色）。

根据题目要求，我们需要找出不是Mintzberg的管理角色的选项。

因此，答案是：Entrepreneurial role（创业角色）。

3. 题目：What does the term "culture shock" refer to?解析：文化冲击（Culture shock）是指个人在陌生的文化环境中产生的不适应和困惑。

这是一种心理和情感上的压力反应，由于个人对新文化的陌生和无法接受而引起。

因此，答案是：The term "cultureshock" refers to the psychological and emotional stress caused by the unfamiliarity and disorientation in a new culture.4. 题目：What is the purpose of performance appraisal?解析：绩效评估的目的是评估员工在工作中的表现和成就，并为组织提供对员工的反馈和奖励。

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AN APPROACH TO INTER-ORGANIZATIONAL WORKFLOWMANAGEMENT IN AN ELECTRONIC INSTITUTIONHenrique Lopes Cardoso1, Paulo Leitão2, and Eugénio Oliveira11 LIACC – NIAD&R, Faculty of Engineering, University of PortoR. Dr. Roberto Frias, 4200-465 Porto, Portugal{hlc, eco}@fe.up.pt2 Polytechnic Institute of Bragança,Quinta Sta Apolónia, Apartado 1134, 5301-857 Bragança, Portugalpleitao@ipb.ptAbstract: In a virtual organization, different business partners (individual organizations) cooperate in order to achieve a common goal. The coordination of the corresponding inter-organizational workflow is an important issue. In this paper an approach towards managing the operational embodiment of a manufacturing consortium is presented. This approach is conceptualized as a service within an Electronic Institution framework providing several agent-based services related with the formation and operation of virtual organizations. The behavior of the inter-organizational workflow management service is presented, modeled as an extension to a contract monitoring service. The paper also deals with the information exchange needs between these services and with the partners involved in a virtual organization contractual relationship.1.INTRODUCTIONThe main goal of the research project behind this paper is to develop an agent-based computational framework – embedded in an Electronic Institution (EI) – for supporting Virtual Organization (VO) composition and operation, by providing an appropriate set of services (Lopes Cardoso et al., 2005). We consider a VO as a temporary consortium of different organizations that “pool their resources to meet short-term objectives and exploit fast-changing market trends” (Davulcu et al., 1999). The EI is seen as a comprehensive framework that may effectively assist the lifecycle of a VO.Institutional services include: assistance to the formation of VOs through negotiation mediation and contract templates; validation and registration of the agreed contracts (the EI acts as a trusted third-party); to monitor partners’ compliance to contractual commitments and impose correction measures. Contracts representing the conjoint activity of a VO must take into account actions composing inter-organizational workflows that implement the desired cooperation. Also, in business relationships involving several different partners, the monitoring of contract-related activities is of paramount importance, in order to respond in a timely fashion to unexpected events. Therefore, contract monitoring can evolve from a reactive perspective that waits for problems to arise, to a more proactive one where problems are anticipated and its potential damages avoided. Manufacturing systems are complex, heterogeneous, stochastic and dynamic environments that can not be modeled as a linear function. They are complex being characterized by concurrency and parallelism, synchronization, resource sharing, asynchronous operations and non-preemptive operations, and heterogeneous comprising a variety of hardware and software applications. They are stochastic and dynamic environments, with certain resources becoming unavailable and additional resources being introduced at random times, new jobs arriving continuously to the system, new products being frequently defined and new regulations, such as quality and safety specifications, being regularly announced (Leitão and Restivo, 2005).In this scenario, one crucial service provided by the platform is the supervision of the contract execution, demanding a close perception of what is going on at the shop-floor level, in an inter-organizational perspective. This service is addressed by the inter-organizational workflow management (IO-WfM)agent. Inter-organizational workflow management is related to the cooperation of several distributed, autonomous and heterogeneous business processes, in order to achieve a common global goal (Cusati & Discenza, 2000; Van der Aalst, 1999). That is, it comprises the gathering of business processes and the sharing of resources (information, human and machine).The IO-WfM agent should also determine what happens to the inter-organizational workflow when the execution of a task is delayed or cancelled, possibly requiring a rescheduling of the planned workflow steps and a propagation of these adjustments to the dependent entities. When such situations arise, this service should provide feedbackto the other components of the EI platform, allowing the exploitation of pertinent information that will be used in the future elaboration of contracts.This paper intends to briefly describe the Electronic Institution platform and to focus on an approach to the inter-organizational workflow management agent, mainly discussing its behavior, interfaces and information exchanged.The paper is organized as follows: first, section 2 introduces the Electronic Institution platform, presenting the main objectives and competences associated to each embedded component. Section 3 describes the behavioral model of the IO-WfM agent and section 4 describes its interfaces and relevant information supporting the inter-organizational workflow management. Finally, section 5 rounds up the paper with conclusions.2.THE ELECTRONIC INSTITUTIONPLATFORMHuman societies are governed by institutions providing services or regulating the way citizens interact. The same approach has been proposed as a means to regulate the interaction among software agents. The EI concept (Dignum and Dignum, 2001) represents the virtual counterpart of real-world institutions.In our perspective, an EI is a comprehensive framework that provides a set of institutional services covering the formation and operation of VOs. One of the main roles of the EI is to provide trust by working as a third-party that enables partners to engage in (automated) business interactions. The provided services compose a coordination framework that assists the interaction of software agents representing different organizations or business units.Fig. 1 depicts the main agent-based services provided by the EI. The figure omits typical services of an electronic market, such as white/yellow page support. Fig. 1 – Services in an Electronic Institution (adapted from Lopes Cardoso et al., 2005) Negotiation mediation services are provided to assist the formation of a VO. This includes the utilization of appropriate negotiation protocols (such as Rocha et al., 2005) and contract templates, which are instantiated with the outcome of the negotiation process.When addressing open environments with no centralized design, it may well be the case that agents representing different organizations use different domain ontologies. In order to enable a meaningful negotiation, ontology matching services must be put into place (Malucelli et al., 2005).The mentioned services are used by different organizations, which can be seen as potential partners in a future VO. A subset of these, according to the outcome of a negotiation process, will become partners of a new VO.Contracts resulting from successful negotiations are registered in the EI through a notary service, responsible for validating them according to institutional norms. The execution stage is assisted by providing services that monitor the carrying out of contractual commitments by each VO partner. Although not shown in the figure, the EI is also responsible for the enforcement of contracts, by applying sanctions in case of non-compliance. Those sanctions may be predicted in the contract or institutionally defined. However, in order for such mechanisms to be effective, the EI also maintains reputation records that are updated with information about the performance of each contract participant. The IO-WfM agent aims to supervise, in an inter-organizational perspective, the execution of the work-plan defined in each contract, interacting with the several partners responsible to execute the tasks. The main competences associated to the IO-WfM agent are: i) the synchronization of the inter-organizational workflow, i.e. determine whether the process is ready to move to the next task, enforcing synchronization among individual workflows; ii) the re-direction of the workflow steps due to unexpected situations or unaccomplished tasks; and iii) to give feedback about the execution of the contract’s work-plan in real factory plants, providing useful indications that may have a repercussion in redefining the content of future contracts.In the next sections, the approach to the IO-WfM agent will be introduced and discussed.3.MODELLING THE IO-WFM AGENTThe essence of contract is commitment: the assurance that others will, when the time comes, uphold their end of an agreement. Through contracts (sometimes called legally-binding agreements), parties expose themselves to legal sanctions for non-fulfillment of duties (Craswell, 2000). Contracts are composed of clauses that define each parties’ obligations, together with associated sanctions in case of deviation. Typically, they also inherit default rules from legislative systems, which in our case are represented in an EI framework (Lopes Cardoso and Oliveira, 2005).Monitoring and enforcing contracts means checking each partner’s compliance to cooperation efforts, and acting accordingly. This approach consists of managing the relationships between different organizations at a contractual level. However, in some situations the business-value involved in an inter-organizational relationship is important enough to demand for a more pro-active approach. The management of such relationships can be pushed further to the business level, directly monitoring the activities that implement the cooperation as specified in the contract.This paper focuses on the need to manage contractual relationships at the business level, addressing the creation and operation of an inter-organizational workflow. The management of the contract’s workflow execution comprises mainly the creation of the work-plan, the supervision of the work-plan and the recovery from exceptions.The functional and behavioral aspects of the IO-WfM agent are modeled using the Petri net formalism. Petri net is a formal modeling tool, graphical and mathematical, adequate to model, validate and verify the behavior of complex event-driven systems characterized as being concurrent, asynchronous and stochastic. In this work, the places represent the states of the system and a transition firing represents an activity. Two distinct types of transitions are considered (Colombo et al., 1997): immediate transitions, drawn by a thin bar, which fire in time zero and model atomic activities, such as sending a message; and timed transitions, drawn by a thick bar, which have an associated delay time that specifies the amount of time that must elapse before the transition fires, modeling time consuming activities, such as the execution of an operation.The behavior model of the IO-WfM agent is represented by the Petri net illustrated in Fig. 2.or impossible to meet contractrequirementsfrom the exceptionFig. 2 – Behavior Petri net Model for the IO-WfMAgentIO-WfM agent’s goals are updated with the new contract workflow management request. The agent builds work-plans to achieve those goals. Those plans will be articulated with the different contractual partners involved, and may require revisions based on their execution progress. Meanwhile, the IO-WfM agent scans for new requests, being able to manage simultaneously the execution of several contract workflows. This way, the IO-WfM agent contains several threads of execution that are handled asynchronously in parallel, so that the execution of one thread doesn't block the execution of another thread. For example, it can execute simultaneously the monitoring of a contract workflow and the re-planning of another work-plan.The first main function is related to building the work-plan from the information received about the contract from the Contract Monitor agent, modeled by the transition t4. For this purpose, an AND/OR based graph is built (Kruth et al., 1996) to represent the set of tasks and their precedence relationship. A node in the graph is one of the five different types: task, split-or, split-and, joint-or and joint-and. All paths following a split-and type node must be processed in any sequence, being necessary the execution of both paths. A joint-and type node is required to bring multiple paths back together after a split-and type node. Only one path following a split-or type node must be selected to execution, representing alternative operations. A joint-or type node is required to bring multiple paths together after a split-or type node.During the construction of the work-plan, the IO-WfM agent elaborates a fine scheduling, adjusting the planned start and end dates of each task according to the real shop floor agenda of each partner.After building the work-plan, the IO-WfM agent starts the synchronization of the inter-organizational workflow, by determining whether the process is ready to move to the next task, or not, according to the work-plan. The IO-WfM agent passes the control over the task to the partner entity responsible for its execution and waits for the end of execution. When the entity partner finishes with success the execution of the task (modeled by the firing of transition t10), the IO-WfM agent will determine the next task to be executed and notifies it to the correspondent entity partner.If an exception that causes delays in the execution of the work-plan occurs (modeled by the firing of transition t9), the IO-WfM agent tries to recover from the disruption by implementing a set of actions, represented by the transition t11 and extended in the sub-Petri net model of Fig. 3. This workflow re-planning, in an inter-organizational perspective, aims to minimize the impact of the disruption, maintaining the terms defined in the contract.Fig. 3 – Actions to Recover from an Exception This activity is mainly responsible for re-scheduling and finding a new plan for the workflow execution, if the deviation caused by the disturbance is in the scope allowed to the IO-WfM agent (i.e. the impact of the disturbance cause deviations that do not violate the terms of the contract). In case of success, the IO-WfM agent will notify the entity partners about the modification in the work-plan; otherwise, it will notify the Contact Monitor agent about the occurrence of the unrecoverable exception, which should then trigger the contract-predicted corrective measures.4.IO-WFM AGENT INTERFACESIn this section, the interfaces and the relevant information exchanges that will support the inter-organizational workflow are identified.The IO-WfM agent interacts with other components from the Electronic Institution platform, such as the Contract Monitor, and also with other entities, external to the platform but partners in terms of the contract execution. Fig. 4 illustrates the interfaces of the IO-WfM agent.Fig. 4 – IO-WfM Agent InterfacesThe next subsections discuss deeply each one of the interfaces illustrated in the Fig. 4, describing the relevant information exchanged and that will support the inter-organizational workflow management.4.1Request to Coordinate the Contract ExecutionAs mentioned before, the Contract Monitor agent requests the IO-WfM agent to coordinate the physical execution of the work-plan resulting from the inter-organizational contract. For this purpose the Contract Monitor provides partial information about the contract, including task precedence information that will compose the work-plan to be managed.The content of the message exchanged between the Contract Monitor and the IO-WfM agent has the structure defined in the following DTD (Document Type Definition):<!DOCTYPE Manage-Workflow [<!ELEMENT Manage-Workflow (Contract,Task+)><!ELEMENT Contract (#PCDATA)><!ATTLIST Contract Id CDATA #REQUIRED><!ELEMENT Task (Precedence*, Partner,StartDate, EndDate)><!ATTLIST Task Id CDATA #REQUIRED><!ELEMENT Precedence (#PCDATA)><!ELEMENT Partner (#PCDATA)><!ELEMENT StartDate (#PCDATA)><!ELEMENT EndDate (#PCDATA)>]>In this work, a task is considered the elementary block of the contract that reflects the agreement between a partner entity providing services and an entity needing one of those services. It comprises a set of actions that should be taken to introduce value-added, such as the production or assembly of a product.The IO-WfM agent transforms the received information by representing it in a more computational form, such as a work-plan graph. Forthis purpose, precedence information and the start and end dates of each task are used. These dates were planned at the contract elaboration phase and are refined during the execution of the work-plan, according the shop floor agenda of each partner.4.2Execution SynchronizationThe supervision and synchronization of the work- plan requires the interaction of the IO-WfM agent with the several partner entities that are responsible to execute the tasks defined in the contract.As illustrated in the Fig. 4, it is possible to group the set of these interactions in the following classes: notification to start the execution of a task, notification of task finished or delayed and queries of task status. The content of all messages uses the structure defined in the following DTD:<!DOCTYPE Synchronization [<!ELEMENT Synchronization (Contract,Task)><!ELEMENT Contract (#PCDATA)><!ATTLIST Contract Id CDATA #REQUIRED> <!ELEMENT Task (Action, Reason?,NewStartDate?, NewEndDate?)> <!ATTLIST Task Id CDATA #REQUIRED><!ELEMENT Action (#PCDATA)><!ATTLIST Action Type (Start | End |Delay | Update | Query)#REQUIRED><!ELEMENT Reason (#PCDATA)><!ELEMENT NewStartDate (#PCDATA)><!ELEMENT NewEndDate (#PCDATA)>]>The first type of interaction is used by the IO-WfM agent, according to the precedence graph of the tasks contained in the contract, to notify a partner entity that it can start the execution of the specified task. The content of the message exchanged between the IO-WfM agent and the partner entity, to notify the possibility to start the execution of a task, uses the action Start and requires the indication of the identification of the contract and the task.After asking to start the execution of the task, the IO-WfM agent will wait for the result of its execution: finished if the task was executed with success or delayed if some problem occurred during the execution of the task causing its delay over the estimated due date.In case of a task finished with success, the content of the message sent by the partner entity to the IO-WfM agent uses the action End. In case of delay, uses the action Delay is used, and the message specifies additionally the reason of the delay and the new estimated end date.In this last case, the IO-WfM agent, based on the estimated end date proposed by the partner entity, tries to find a new work-plan for the workflow execution that minimizes the impact of the disturbance, and notifies all dependent partner entities about the changes in the work-plan. The content of the message sent by the IO-WfM agent to the partner entity uses the action Update and provides information about the new start and end dates.The IO-WfM agent can also query the partner entities about the status of execution of individual tasks, if these entities do not provide active notification services. For this purpose, it uses the Synchronization structure with the action Query.4.3Report of ExecutionThe IO-WfM agent should notify the Contract Monitor agent about the end or delay of a task execution, using an active notification form. The content of the message exchanged between IO-WfM and Contract Monitor agents uses the structure defined in the following DTD:<!DOCTYPE Notify [<!ELEMENT Notify (Contract, Task)><!ELEMENT Contract (#PCDATA)><!ATTLIST Contract Id CDATA #REQUIRED> <!ELEMENT Task (Partner, Result)><!ATTLIST Task Id CDATA #REQUIRED><!ELEMENT Partner (#PCDATA)><!ELEMENT Result (#PCDATA)><!ATTLIST Result Type (End | Delay)#REQUIRED>]>The Contract Monitor agent can use this feedback information to update the confidence degree of the partner entity and to take appropriate measures as prescribed in the contract (such as applying sanctions) if the IO-WfM agent could not recover from the failure or delay.The Contract Monitor agent can interact with the IO-WfM agent asking for details about the state of execution of the work-plan. The content of the query message sent by the Contract Monitor agent to the IO-WfM agent has the following structure:<!DOCTYPE Query [<!ELEMENT Query (Contract, Task)><!ELEMENT Contract (#PCDATA)><!ATTLIST Contract Id CDATA #REQUIRED> <!ELEMENT Task (#PCDATA)><!ATTLIST Task Id CDATA #REQUIRED>]>The IO-WfM agent evaluates if it has enough knowledge to answer to the query, and if not, it requests information to the lower-level entity partners, compiles the answers and sends back the requested information. The content of the inform message sent by the IO-WfM agent to the ContractMonitor agent uses the structure defined in the following DTD:<!DOCTYPE Report [<!ELEMENT Report (Contract, Task)><!ELEMENT Contract (#PCDATA)><!ATTLIST Contract Id CDATA #REQUIRED><!ELEMENT Task (Partner, Status)><!ATTLIST Task Id CDATA #REQUIRED><!ELEMENT Partner (#PCDATA)><!ELEMENT Status (#PCDATA)><!ATTLIST Status Type (Allocated |Delayed | Running | Finished| Canceled) #REQUIRED>]>5.CONCLUSIONSThe business value associated with a VO (a consortium of different organizations) requires a close monitoring of an inter-organizational workflow. This way, possible problems can be anticipated and their potential damages minimized. Therefore, besides addressing the legal issues of an inter-organizational relationship, it is important to deal also with the operational concretization of such cooperation efforts.This paper introduced an EI platform that provides services to support the VO composition and operation. One of these services is the IO-WfM, which interfaces with the supervision of the contract execution, providing a close perception of what is going on at the shop-floor level in an inter-organizational perspective. The paper presents an approach to this agent, modeling its behavior using Petri net models and describing its interfaces by defining DTD’s for the information exchanged.Our current efforts point to the inclusion of the described service in our EI prototype, which will include services such as those depicted in Fig. 1. Our implementation is based on JADE (Java Agent Development Framework).In order to include the IO-WfM service, some issues will be further refined, such as the re-planning mechanism, and the integration with the (simulated) manufacturing control systems of partners, in order to obtain the feedback from the shop floor level.ACKNOWLEDGMENTSThe work reported in this paper was supported by the FCT (Fundação para a Ciência e a Tecnologia) Project POSC/EIA/57672/2004.REFERENCESColombo, A., Carelli, R., & Kuchen, B. (1997), “A Temporized Petri Net Approach for Designing,Modelling and Analysis of Flexible Production Systems”, The International Journal of Advanced Manufacturing Technology, Springer-Verlag, 13(3),pp. 214-226.Craswell, R. (2000). Contract Law: General Theories. In B.Bouckaert & G. De Geest (eds.), Encyclopedia of Lawand Economics, Volume III: The Regulation of Contracts, Cheltenham, Edward Elgar, pp. 1-24. Cusati, F. & Discenza, A. 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