2017年職稱英語考試輔導(dǎo)綜合類A級閱讀(四)
The Workers' Role in Management
Traditionally, it has been the workers’ role to work and management’s role to manage. Managers have planned and directed the firm’s operations with little thought to consulting the labor force. Managers have rarely felt compelled to obtain the workers’ opinions or to explain their decisions to their employees. At most, companies have provided “suggestion boxes” in which workers could place ideas for improving procedures. In recent years, however, many management specialists have been arguing that workers are more than sellers of labor—they have a vital stake in the company and may be able to make significant contributions to its management. Furthermore, major company decisions profoundly affect workers and their dependents. This is particularly true of plant closings, which may put thousands on the unemployment lines. Should workers, then play a stronger role in management?
Workers should have a role in management. At the very least the labor force should be informed of major policy decisions. (A common complaint among rank-and-file workers is the lack of information about company policies and actions.)Between 1980 and 1985 about five million workers were the victims of plant closings and permanent layoffs, often with no warning. At least 90 days--notice ought to be given in such instances so that workers have time to adjust. Management should consult workers before closing a plant because the workers might be able to suggest ways of improving productivity and reducing costs and might be willing to make concessions that will help keep the plant operating.
It should become a general practice to include workers in some managerial decision making. There ought to be representatives of the workers on the firm’s board of directors or other major policymaking groups. If rank-and-file workers are given a voice in the planning and management of the work flow, they will help to make improvements, their morale will rise, and their productivity will increase. As a further incentive they must be given a share in the company's profits. This can be done through employee stockownership plans, bonuses, or rewards for efficiency and productivity. Finally, when a plant can no longer operate at a profit, the workers should be given the opportunity to purchase the plant and run it themselves.
譯文：
工人在企業(yè)管理中的角色
傳統(tǒng)上，工人的角色是生產(chǎn)，管理者的角色是管理。管理者計(jì)劃和指導(dǎo)公司的運(yùn)作，而很少 想到去征求勞動者的意見。管理者們很少覺得應(yīng)聽取工人的意見或向他們的雇員解釋公司的決定。 公司多提供些“意見箱”，工人們至多將改善生產(chǎn)流程的意見投入意見箱。然而，近幾年來， 許多管理專家一直在爭論工人們不僅僅出賣勞動力，而且對公司有很大的利害關(guān)系，或許還能對 公司的管理作出重大貢獻(xiàn)。此外，公司的重大決定往往對工人及其家屬影晌極^：。如果工廠倒閉，
這一點(diǎn)就更加確定無疑了，它可能會把成百上千的人推到失業(yè)的邊緣。那么，工人們應(yīng)該在企業(yè) 管理中發(fā)揮舉足輕重的作用嗎?
工人們應(yīng)該在管理中扮演自己的角色。至少，勞動者應(yīng)該被告知公司的政策決定(普通工人 普遍的抱怨就是對公司的政策和行動缺少了解)。在1980年和1985年之間，有500萬工人在沒 有被事先告知的情況下，成了工廠倒閉和永久性停工的犧牲品。在這種情況下，應(yīng)至少提前90天 通知工人們，這樣工人們才能有時間調(diào)整。管理者在關(guān)閉工廠之前，應(yīng)該征求工人們的意見，因 為工人們也許會提出一些建^^來提高生產(chǎn)率，降低成本，或許他們還愿意為了幫助工廠運(yùn)轉(zhuǎn)而做 出讓步。
工人參與制訂管理決策應(yīng)得到普遍實(shí)施。公司的董事會里或其他重大決策制訂組里也應(yīng)該有 工人代表。如果普通工人對流水線生產(chǎn)的計(jì)劃和管理有發(fā)言權(quán)的話，他們會幫助改善狀況，而且 他們的士氣也會增加，生產(chǎn)效率也會提髙。作為進(jìn)一步的刺激，公司應(yīng)給他們一份利潤分成。這 可以通過工人股票持有權(quán)方案、紅利或者發(fā)效益獎得以實(shí)現(xiàn)。后，當(dāng)一個工廠不能再獲利經(jīng)營 的時候，工人們應(yīng)該被賦予購買和經(jīng)營本工廠的機(jī)會。
The Workers' Role in Management
Traditionally, it has been the workers’ role to work and management’s role to manage. Managers have planned and directed the firm’s operations with little thought to consulting the labor force. Managers have rarely felt compelled to obtain the workers’ opinions or to explain their decisions to their employees. At most, companies have provided “suggestion boxes” in which workers could place ideas for improving procedures. In recent years, however, many management specialists have been arguing that workers are more than sellers of labor—they have a vital stake in the company and may be able to make significant contributions to its management. Furthermore, major company decisions profoundly affect workers and their dependents. This is particularly true of plant closings, which may put thousands on the unemployment lines. Should workers, then play a stronger role in management?
Workers should have a role in management. At the very least the labor force should be informed of major policy decisions. (A common complaint among rank-and-file workers is the lack of information about company policies and actions.)Between 1980 and 1985 about five million workers were the victims of plant closings and permanent layoffs, often with no warning. At least 90 days--notice ought to be given in such instances so that workers have time to adjust. Management should consult workers before closing a plant because the workers might be able to suggest ways of improving productivity and reducing costs and might be willing to make concessions that will help keep the plant operating.
It should become a general practice to include workers in some managerial decision making. There ought to be representatives of the workers on the firm’s board of directors or other major policymaking groups. If rank-and-file workers are given a voice in the planning and management of the work flow, they will help to make improvements, their morale will rise, and their productivity will increase. As a further incentive they must be given a share in the company's profits. This can be done through employee stockownership plans, bonuses, or rewards for efficiency and productivity. Finally, when a plant can no longer operate at a profit, the workers should be given the opportunity to purchase the plant and run it themselves.
譯文：
工人在企業(yè)管理中的角色
傳統(tǒng)上，工人的角色是生產(chǎn)，管理者的角色是管理。管理者計(jì)劃和指導(dǎo)公司的運(yùn)作，而很少 想到去征求勞動者的意見。管理者們很少覺得應(yīng)聽取工人的意見或向他們的雇員解釋公司的決定。 公司多提供些“意見箱”，工人們至多將改善生產(chǎn)流程的意見投入意見箱。然而，近幾年來， 許多管理專家一直在爭論工人們不僅僅出賣勞動力，而且對公司有很大的利害關(guān)系，或許還能對 公司的管理作出重大貢獻(xiàn)。此外，公司的重大決定往往對工人及其家屬影晌極^：。如果工廠倒閉，
這一點(diǎn)就更加確定無疑了，它可能會把成百上千的人推到失業(yè)的邊緣。那么，工人們應(yīng)該在企業(yè) 管理中發(fā)揮舉足輕重的作用嗎?
工人們應(yīng)該在管理中扮演自己的角色。至少，勞動者應(yīng)該被告知公司的政策決定(普通工人 普遍的抱怨就是對公司的政策和行動缺少了解)。在1980年和1985年之間，有500萬工人在沒 有被事先告知的情況下，成了工廠倒閉和永久性停工的犧牲品。在這種情況下，應(yīng)至少提前90天 通知工人們，這樣工人們才能有時間調(diào)整。管理者在關(guān)閉工廠之前，應(yīng)該征求工人們的意見，因 為工人們也許會提出一些建^^來提高生產(chǎn)率，降低成本，或許他們還愿意為了幫助工廠運(yùn)轉(zhuǎn)而做 出讓步。
工人參與制訂管理決策應(yīng)得到普遍實(shí)施。公司的董事會里或其他重大決策制訂組里也應(yīng)該有 工人代表。如果普通工人對流水線生產(chǎn)的計(jì)劃和管理有發(fā)言權(quán)的話，他們會幫助改善狀況，而且 他們的士氣也會增加，生產(chǎn)效率也會提髙。作為進(jìn)一步的刺激，公司應(yīng)給他們一份利潤分成。這 可以通過工人股票持有權(quán)方案、紅利或者發(fā)效益獎得以實(shí)現(xiàn)。后，當(dāng)一個工廠不能再獲利經(jīng)營 的時候，工人們應(yīng)該被賦予購買和經(jīng)營本工廠的機(jī)會。