外文翻譯----危機(jī)管理預(yù)防，診斷和干預(yù)

1、<p><b>　　中文3572字</b></p><p>　　畢業(yè)論文（設(shè)計(jì)）外文翻譯</p><p><b>　　一、外文原文</b></p><p>　　標(biāo)題：Crisis management: prevention, diagnosis and intervention</p><p

2、>　　原文：The premise of this paper is that crises can be managed much more effectively if the company prepares for them. Therefore, the paper shall review some recent crises, the way they were dealt with, and what can be

3、 learned from them. Later, we shall deal with the anatomy of a crisis by looking at some symptoms, and lastly discuss the stages of a crisis and recommend methods for prevention and intervention.</p><p>　　Cr

4、isis acknowledgment</p><p>　　Although many business leaders will acknowledge that crises are a given for virtually every business firm, many of these firms do not take productive steps to address crisis situ

5、ations. As one survey of Chief Executive officers of Fortune 500 companies discovered, 85 percent said that a crisis in business is inevitable, but only 50 percent of these had taken any productive action in pr

6、eparing a crisis plan (Augustine, 1995). Companies generally go to great lengths to plan their financial growth </p><p>　　The tendency, in general, is to look at the company as a perpetual entity that requir

7、es plans for growth. Ignoring the probabilities of disaster is not going to eliminate or delay their occurrences. Strategic planning without inclusion of crisis management is like sustaining life without guaranteeing lif

8、e. One reason so many companies fail to take steps to proactively plan for crisis events, is that they fail to acknowledge the possibility of a disaster occurring. Like an ostrich with its head i</p><p>　　It

9、 is said that “there are two kinds of crises: those that you manage, and those that manage you” (Augustine, 1995). Proactive planning helps managers to control and resolve a crisis. Ignoring the possibility of a crisis,

10、on the other hand, could lead to the crisis taking a life of its own. In 1979, the Three-Mile Island nuclear power plant experienced a crisis when warning signals indicated nuclear reactors were at risk of a meltdown. Th

11、e system was equipped with a hundred or more different ala</p><p>　　In June 1997, Nike faced a crisis for which they had no existing frame of reference. A new design on the company’s Summer Hoop line of bask

12、etball shoes - with the word air written in flaming letters - had sparked a protest by Muslims, who complained the logo resembled the Arabic word for Allah, or God. The council of American-Islamic Relations threatened a

13、global Nike boycott. Nike apologized, recalled 38,000 pairs of shoes, and discontinued the line (Brindley, 1997). To create the brand, Nike h</p><p>　　In a business organization, symptoms or signals can aler

14、t the strategic planners or executives of an eminent crisis. Slipping market share, losing strategic synergy and diminishing productivity per man hour, as well as trends, issues and developments in the socio-economic, po

15、litical and competitive environments, can signal crises, the effects of which can be very detrimental. After all, business failures and bankruptcies are not intended. They do not usually happen overnight. They occur more

16、 bec</p><p>　　Stages of a crisis</p><p>　　Most crises do not occur suddenly. The signals can usually be picked up and the symptoms checked as they emerge. A company determined to address these i

17、ssues realizes that the real challenge is not just to recognize crises, but to recognize them in a timely fashion (Darling et al., 1996). A crisis can consist of four different and distinct stages (Fink, 1986). The

18、phases are: prodromal crisis stage, acute crisis stage, chronic crisis stage and crisis resolution stage. </p><p>　　Modern organizations are often called “organic” due to the fact that they are not immune fr

19、om the elements of their surrounding environments. Very much like a living organism, organizations can be affected by environmental factors both positively and negatively. But today’s successful organizations are charact

20、erized by the ability to adapt by recognizing important environmental factors, analyzing them, evaluating the impacts and reacting to them. The art of strategic planning (as it relates to c</p><p>　　Prodroma

21、l crisis stage</p><p>　　In the field of medicine, a prodrome is a symptom of the onset of a disease. It gives a warning signal. In business organizations, the warning lights are always blinking. No matter ho

22、w successful the organization, a number of issues and trends may concern the business if proper and timely attention is paid to them. For example, in 1995, Baring Bank, a UK financial institution which had been in existe

23、nce since 1763, suddenly and unexpectedly failed. There was ample opportunity for the bank to cat</p><p>　　In another case, Jack in the Box, a fast food chain, had several customers suffer intestinal distres

24、s after eating at their restaurants. The prodromal symptom was there, but the company took evasive action. Their initial approach was to look around for someone to blame. The lack of attention, the evasiveness and the ca

25、relessness angered all the constituent groups, including their customers. The unfortunate deaths that occurred as a result of the company’s ignoring the symptoms, and the financial</p><p>　　Acute crisis stag

26、e</p><p>　　A prodromal stage may be oblique and hard to detect. The examples given above, are obvious prodromal, but no action was taken until an acute stage occurred. According to the Webster’s New Col

27、legiate Dictionary, an acute stage occurs when a symptom “demands urgent attention.” Whether the acute symptom emerges suddenly or is a transformation of a prodromal stage, an immediate action is required. Diverting fund

28、s and other resources to this emerging situation may cause disequilibrium and disturbance</p><p>　　The reason why prodromes are so important to catch is that it is much easier to manage a crisis in this stag

29、e. In the case of most crises, it is much easier and more reliable to take care of the problem before it becomes acute, before it erupts and causes possible complications (Darling et al., 1996). In an acute stage, m

30、anagement can only take action to control the damage. However, the losses are incurred. Intel, the largest producer of computer chips in the USA, had to pay an expensive price f</p><p>　　Chronic crisis stage

31、</p><p>　　During this stage, the symptoms are quite evident and always present. It is a period of “make or break.” Being the third stage, chronic problems may prompt the company’s management to once and for

32、all do something about the situation. It may be the beginning of recovery for some firms, and a death knell for others. For example, the Chrysler Corporation was only marginally successful throughout the 1970s. It was no

33、t, however, until the company was nearly bankrupt that a management shake-out occur</p><p>　　Crisis resolution</p><p>　　Crises could be detected at various stages of their development. Since the

34、 existing symptoms may be related to different problems or crises, there is a great possibility that they may be misinterpreted. Therefore, the people in charge may believe they have resolved the problem. However, in pra

35、ctice the symptom is often neglected. In such situations, the symptom will offer another chance for resolution when it becomes acute, thereby demanding urgent care. Studies indicate that today an increasing</p>&l

36、t;p>　　It must be noted that an unsolved crisis may not destroy the company. But, its weakening effects can ripple through the organization and create a host of other complications.</p><p>　　Preventive eff

37、orts</p><p>　　The heart of the resolution of a crisis is in the preventive efforts the company has initiated. This step, similar to a human body, is actually the least expensive, but quite often the most ove

38、rlooked. Preventive measures deal with sensing potential problems (Gonzales-Herrero and Pratt, 1995). Major internal functions of a company such as finance, production, procurement, operations, marketing and human resour

39、ces are sensitive to the socio-economic, political-legal, competitive, technological, d</p><p>　　Preventive efforts, as stated before, require preparations before any crisis symptoms set in. Generally strate

40、gic forecasting, contingency planning, issues analysis, and scenario analysis help to provide a framework that could be used in avoiding and encountering crises.</p><p>　　出處：Toby J. Kash and John R. Darling

41、. Crisis management: prevention, diagnosis and intervention[J] Leadership & Organization Development Journal . 1998.19(4), PP. 179-186 </p><p><b>　　二、翻譯文章</b></p><p>　　標(biāo)題：危機(jī)

42、管理：預(yù)防，診斷和干預(yù)</p><p>　　譯文：本文的前提是，如果該公司做好準(zhǔn)備得話，危機(jī)可以更有效地進(jìn)行管理。因此，本文將回顧最近的一些危機(jī)，包括他們處理的方式以及從中得到的教訓(xùn)。接著，我們將會(huì)通過(guò)看一些危機(jī)的剖析來(lái)處理危機(jī)，最后討論危機(jī)階段，并提出預(yù)防和干預(yù)的方法。</p><p><b>　　危機(jī)的確認(rèn)</b></p><p>　　盡管

43、許多企業(yè)領(lǐng)導(dǎo)者承認(rèn)，危機(jī)是一個(gè)公司必然要經(jīng)歷的，許多企業(yè)卻不采取一些措施來(lái)解決危機(jī)局勢(shì)。正如關(guān)于一項(xiàng)財(cái)富500強(qiáng)公司的行政總裁的調(diào)查顯示，85%的總裁表示，一個(gè)企業(yè)危機(jī)是不可避免的，但其中只有50%的總裁采取了應(yīng)對(duì)危機(jī)的計(jì)劃。公司通常不遺余力地規(guī)劃自己的財(cái)務(wù)增長(zhǎng)和成功，但是，當(dāng)涉及到危機(jī)管理，他們往往沒(méi)有考慮以及危機(jī)事件做好準(zhǔn)備，這樣可能導(dǎo)致公司的徹底失敗。 違反安全規(guī)定，植物需要修理，工會(huì)合同，管理層繼任，和選擇一個(gè)品牌等可

44、以成為危機(jī)，但許多公司沒(méi)有做好準(zhǔn)備，直到為時(shí)已晚。</p><p>　　目前的趨勢(shì)，一般來(lái)說(shuō)，把公司看作為一個(gè)永久的實(shí)體，而且需要發(fā)展計(jì)劃。危機(jī)的發(fā)生概率是不會(huì)消除或延遲其發(fā)生。企業(yè)的戰(zhàn)略管理沒(méi)有納入危機(jī)規(guī)劃就像是維持生命的生活沒(méi)有保障。這么多的公司未能采取措施，主動(dòng)規(guī)劃的危機(jī)事件的原因在于他們不承認(rèn)災(zāi)害發(fā)生的可能性。就像鴕鳥(niǎo)一樣一頭扎入沙子中，他們干脆選擇了忽略這種情況，并希望不談?wù)撍?。哈爾沃克管理顧?wèn)指出“企

45、業(yè)的決定應(yīng)該更加理性和能被更好接收，這場(chǎng)危機(jī)將是持續(xù)時(shí)間較短的，企業(yè)應(yīng)該主動(dòng)的準(zhǔn)備應(yīng)付危機(jī)的計(jì)劃”（梅納德，1993）。</p><p>　　有人說(shuō)，“有兩種危機(jī)：一種是你管理，而另一種是管理你”（奧古斯丁，1995）。主動(dòng)規(guī)劃可以幫助管理者控制和解決危機(jī)。無(wú)視危機(jī)發(fā)生的可能性的，從另一方面來(lái)說(shuō)可能導(dǎo)致企業(yè)倒閉。1979年，三里島核電廠經(jīng)歷了危機(jī)的預(yù)警信號(hào)時(shí)，信號(hào)表示核反應(yīng)堆是一個(gè)危險(xiǎn)的危機(jī)。該系統(tǒng)配備了一百多個(gè)

46、不同的警報(bào)，但是，對(duì)于那些誰(shuí)應(yīng)該采取必要的步驟來(lái)解決這一問(wèn)題，有沒(méi)有計(jì)劃要先做說(shuō)明沒(méi)有得到明確的實(shí)施。因此，危機(jī)是在不確定下開(kāi)始以及它將會(huì)成為一個(gè)長(zhǎng)期的事件。</p><p>　　1997年6月，耐克公司面臨危機(jī)，但他們并沒(méi)有參考現(xiàn)有的框架。字母-籃球鞋-一種以單詞寫(xiě)在燃燒空氣的新設(shè)計(jì)引起穆斯林抗議，他們抱怨耐克公司模仿真主的標(biāo)志。美國(guó)伊斯蘭對(duì)外關(guān)系委員會(huì)呼吁全球抵制耐克。 耐克公司表示道歉，并召回3.

47、8萬(wàn)雙鞋子和停止生產(chǎn)線（布林德利，1997）。 為創(chuàng)建品牌，耐克花了大量時(shí)間和金錢(qián)，但從來(lái)沒(méi)有一起提出一個(gè)總的框架或政策來(lái)處理這些爭(zhēng)議。 令他們失望的是，面對(duì)企業(yè)的經(jīng)濟(jì)損失，耐克的官員不得不作出反應(yīng)的危機(jī)。 這一事件標(biāo)志著這場(chǎng)危機(jī)公司肯定要花多一點(diǎn)時(shí)間將會(huì)阻止。然而，它真正給了該公司的是在戰(zhàn)略危機(jī)管理規(guī)劃上的教訓(xùn)。</p><p>　　在一個(gè)商業(yè)組織中，癥狀或信號(hào)可以提醒戰(zhàn)略規(guī)劃者或

48、杰出的危機(jī)管理人員。 不穩(wěn)定的市場(chǎng)份額，戰(zhàn)略協(xié)同的失去和每人每小時(shí)勞動(dòng)生產(chǎn)率的遞減，以及社會(huì)的經(jīng)濟(jì)問(wèn)題和經(jīng)濟(jì)的發(fā)展趨勢(shì)，政治和競(jìng)爭(zhēng)環(huán)境等因素都可以是危機(jī)的信號(hào)，其影響可能是非常有害的。 畢竟，企業(yè)倒閉和破產(chǎn)的并不是企業(yè)的本意。，而且他們通常不會(huì)在一夜之間發(fā)生。 他們發(fā)生的因素更多的是因?yàn)槿狈?duì)其他癥狀的關(guān)注。</p><p><b>　　在危機(jī)階段</b><

49、;/p><p>　　大多數(shù)危機(jī)并不突然出現(xiàn)。危機(jī)出現(xiàn)的信號(hào)通?？梢阅贸鰜?lái)檢查，企業(yè)應(yīng)該認(rèn)識(shí)到真正的挑戰(zhàn)是不僅要認(rèn)識(shí)到危機(jī)，而是要及時(shí)得發(fā)現(xiàn)危機(jī)和處理危機(jī)（達(dá)林等，1996）。 一個(gè)危機(jī)可以由四種不同的和獨(dú)特的階段（芬克，1986）。該階段是：前驅(qū)危機(jī)階段，危機(jī)階段急性，慢性危機(jī)階段和危機(jī)解決階段。 </p><p>　　現(xiàn)代組織通常被稱為“有機(jī)”，由于這一事實(shí)，即它們不是存

50、在于周圍環(huán)境中的免疫的元素。它非常像一個(gè)活的有機(jī)體，組織會(huì)受到消極和積極兩個(gè)環(huán)境因素的影響。因此，今天的成功的組織的特點(diǎn)是能識(shí)別重要環(huán)境因素，適應(yīng)他們，分析他們并評(píng)估他們的影響和反應(yīng)。 藝術(shù)的規(guī)劃戰(zhàn)略（因?yàn)樗婕暗轿C(jī)管理）涉及上述所有活動(dòng)。企業(yè)正確的策略是在一般情況下，規(guī)定預(yù)防措施，主動(dòng)地去治療或決議處理危機(jī)的對(duì)策。這將是非常適當(dāng)?shù)臋z查治療，決議或干預(yù)階段和前三個(gè)階段就接受和處理危機(jī)。</p><p>

51、;<b>　　前驅(qū)危機(jī)階段</b></p><p>　　在醫(yī)藥領(lǐng)域，一個(gè)前驅(qū)癥狀是一種疾病即將發(fā)生的警告信號(hào)。在商業(yè)組織中，警示燈一直閃爍。無(wú)論多么成功的組織，都要及時(shí)留意一些危機(jī)的發(fā)生趨勢(shì)的問(wèn)題和可能涉及的業(yè)務(wù)。例如，1995年，巴林銀行（一家在1763年久尋在的英國(guó)金融機(jī)構(gòu)）突然意外地遭遇了危機(jī)，但銀行在大量的機(jī)會(huì)中得到了關(guān)鍵的信號(hào)，該公司的努力檢測(cè)到了系統(tǒng)受挫的內(nèi)部結(jié)構(gòu)，允許單個(gè)員工都

52、進(jìn)行及監(jiān)督自己投資的行業(yè)，控制和管理監(jiān)督企業(yè)內(nèi)部的故障，從而得過(guò)了危機(jī)（米特羅夫等，1996）。同樣，回顧看著，麥當(dāng)勞快餐連鎖店被認(rèn)定為前驅(qū)癥狀之前，老太太以熱咖啡事件起訴了他們，這對(duì)公司造成了重大的經(jīng)濟(jì)損失和公司形象受損。許多消費(fèi)者都抱怨咖啡的溫度。 警示燈還亮著，但該公司沒(méi)有注意。這本來(lái)是非常簡(jiǎn)單的回暖信號(hào)或者說(shuō)是檢查之后所面臨的后果癥狀。</p><p>　　在另一起案件中，JBX（一家快餐連鎖店

53、）已在一些客戶在其店中吃了東西腸道出現(xiàn)了不適的癥狀。 前驅(qū)癥狀已經(jīng)出現(xiàn)，但該公司采取了規(guī)避動(dòng)作。 他們最初的辦法是在周圍尋找替罪羊。公司缺乏重視客戶，并回避和激怒了所有的客戶群體包括他們的客戶。公司這樣的做法導(dǎo)致不應(yīng)該的損失，以及隨后的經(jīng)濟(jì)損失。這使公司認(rèn)識(shí)到它本質(zhì)，而不是試圖推卸責(zé)任。這樣更易于管理前驅(qū)階段的危機(jī)。</p><p><b>　　嚴(yán)重的危機(jī)階段</b>&l

54、t;/p><p>　　前驅(qū)階段可能是一個(gè)防不勝防的階段。上述的例子，是顯而易見(jiàn)的前驅(qū)階段，但沒(méi)有采取任何行動(dòng)，直到發(fā)生急性期癥狀。根據(jù)韋氏新大學(xué)詞典，急性期癥狀發(fā)生時(shí)“需要迫切的關(guān)注?！睙o(wú)論是突然出現(xiàn)急性癥狀，或者是一個(gè)前驅(qū)階段轉(zhuǎn)變，立即采取行動(dòng)是必要的。挪用資金和其他資源，這一新興的局面可能會(huì)導(dǎo)致整個(gè)系統(tǒng)的失衡和被干擾。只有那些做好應(yīng)對(duì)危機(jī)工作的組織維持框架機(jī)構(gòu)正常的運(yùn)作。例如，美國(guó)的公共道路和橋梁有很長(zhǎng)的時(shí)間通過(guò)

55、展示前驅(qū)階段的裂縫和偶爾坍塌反映出了危機(jī)意識(shí)。這也許考慮到平衡聯(lián)邦預(yù)算以便對(duì)被忽視的問(wèn)題做出反應(yīng)。這種情況已進(jìn)入了一個(gè)急性期，并在寫(xiě)這篇文章時(shí)，據(jù)報(bào)道馬里蘭州橋剛倒塌。</p><p>　　之所以前驅(qū)癥狀是如此重要是因?yàn)樗欠浅Ｈ菀椎墓芾淼碾A段。在大多數(shù)的危機(jī)案件中，在危機(jī)變的尖銳和爆發(fā)并導(dǎo)致并發(fā)癥之前它能更容易和更可靠得解決問(wèn)題（達(dá)林等， 1996）。在急性期，管理只能采取行動(dòng)以控制損失。然而，損失會(huì)

56、被扣除。英特爾公司是美國(guó)最大的電腦芯片生產(chǎn)商，不得不為最初拒絕召回的被證明在某些計(jì)算機(jī)上不可靠電腦芯片支付昂貴的費(fèi)用。該公司試圖淡化問(wèn)題并吸取教訓(xùn)。在急性階段，他們聲稱奔騰芯片是不一樣快，英特爾很快承認(rèn)了問(wèn)題，表示道歉，并著手修復(fù)它（米特羅夫等，1996）。</p><p><b>　　慢性危機(jī)階段</b></p><p>　　在這個(gè)階段，癥狀是非常明顯的，總是存在的

57、。 這是一個(gè)“成敗的時(shí)期”。作為第三階段，慢性問(wèn)題可能會(huì)促使該公司的管理和公司所做出的一些情況。 這可能是一些企業(yè)復(fù)蘇的開(kāi)始和其他公司結(jié)束的信號(hào)。例如，克萊斯勒公司僅僅在整個(gè)20世紀(jì)70年代取得成功然而直到發(fā)生了管理層洗牌后該公司幾乎破產(chǎn)。在慢性階段的缺點(diǎn)就是這個(gè)，就像人類患者一樣，該公司可能會(huì)使用“快速修復(fù)”和“創(chuàng)可貼”的辦法。畢竟疾病、問(wèn)題和危機(jī)已成為該組織機(jī)構(gòu)不可分割的一部分。 要么組織被沒(méi)有時(shí)間解決

58、或注重的的前驅(qū)和急性期的慢性問(wèn)題搞得如此的不堪重負(fù)，要么經(jīng)理認(rèn)為這種情況可以承受，從而把危機(jī)暫時(shí)擱置。</p><p><b>　　解決危機(jī)</b></p><p>　　危機(jī)可能被發(fā)現(xiàn)在其發(fā)展的各個(gè)階段。由于現(xiàn)有的癥狀可能與不同的問(wèn)題或危機(jī)有關(guān)，有很大的可能性他們被誤解了。因此，在負(fù)責(zé)人可能會(huì)認(rèn)為他們已經(jīng)解決了問(wèn)題。然而，在實(shí)踐中這種癥狀往往被忽視。在這種情況下，癥狀

59、會(huì)提供另一項(xiàng)決議的機(jī)會(huì)，因?yàn)楫?dāng)它變得尖銳時(shí)會(huì)要求緊急治療。研究表明，現(xiàn)在，越來(lái)越多的公司是面向問(wèn)題搜索癥狀。然而，缺乏經(jīng)驗(yàn)去解決問(wèn)題和不當(dāng)?shù)锰幚砦C(jī)會(huì)導(dǎo)致企業(yè)進(jìn)入慢性階段。當(dāng)然，還有最后的機(jī)會(huì)去解決在慢性階段中的危機(jī)。不要試圖解決危機(jī)或不當(dāng)?shù)淖龀鰶Q議，這樣可能導(dǎo)致嚴(yán)峻的后果，最終將會(huì)使組織遇到麻煩，甚至摧毀它。</p><p>　　必須指出，一個(gè)未解決的危機(jī)可能不會(huì)破壞公司。但是，其效果可以削弱并波及整個(gè)組織和可

60、能導(dǎo)致其他并發(fā)癥。</p><p><b>　　預(yù)防工作</b></p><p>　　解決危機(jī)的核心是在于公司實(shí)施預(yù)防危機(jī)的措施。這一步，類似于人類的身體，實(shí)際上是最便宜的，但往往是最容易被忽視。預(yù)防措施可以處理和感知潛在的問(wèn)題。公司內(nèi)部的主要職能，如財(cái)務(wù)，生產(chǎn)，采購(gòu)，運(yùn)營(yíng)，營(yíng)銷和人力資源對(duì)社會(huì)經(jīng)濟(jì)是敏感的，外界環(huán)境包括政治，法律，競(jìng)爭(zhēng)，技術(shù)，人口，全球和道德。什么是

61、迫在眉睫更明智和更易于管理？就是當(dāng)危機(jī)出現(xiàn)時(shí)能識(shí)別其評(píng)估的必要過(guò)程和處理未來(lái)的危機(jī)（杰克遜和施茨，1993）。在這一過(guò)程中核心是適當(dāng)?shù)男畔⑾到y(tǒng)，規(guī)劃程序和決策技巧。一個(gè)健全的信息系統(tǒng)將掃描環(huán)境，收集適當(dāng)?shù)臄?shù)據(jù)，解釋這些數(shù)據(jù)轉(zhuǎn)化為機(jī)遇和挑戰(zhàn)，并提供一個(gè)具體的有以避免危機(jī)的干預(yù)和解決這些問(wèn)題功能的基礎(chǔ)的經(jīng)濟(jì)策略。</p><p>　　預(yù)防工作，如前面所述，在危機(jī)癥狀發(fā)生以前需要做好準(zhǔn)備，一般的戰(zhàn)略預(yù)測(cè)，應(yīng)急規(guī)劃，問(wèn)題

62、分析和情景分析有助于提供一個(gè)用于防止和遭遇危機(jī)的構(gòu)架。</p><p>　　出處：Toby J. Kash and John R. Darling . Crisis management: prevention, diagnosis and intervention[J] Leadership & Organization Development Journal . 1998.19(4), PP