搜搜考试网帮忙翻译一段文章,英译汉
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帮忙翻译一段文章,英译汉
in the 1960s,Henry Mintzberg did a careful study of five chief executives at work.What he discovered challenged several long-held notions about the manager's job.For instance,in contrast to the predominant views at the time that managers were reflective thinkers who carefully and systematically processed informaition before making decisions,Mingtzberg found that his managers engaged in a large number of varied,un-patterned,and short duration activities.There was little time for reflective thinking because the managers encountered constant interruptions.Half of these managers'activities lasted less than nine minutes each.But in addition to these msights Mintzberg provided a categorization scheme for defining what managers do based on actual managers on the jod.
in the 1960s,Henry Mintzberg did a careful study of five chief executives at work.What he discovered challenged several long-held notions about the manager's job.For instance,in contrast to the predominant views at the time that managers were reflective thinkers who carefully and systematically processed informaition before making decisions,Mingtzberg found that his managers engaged in a large number of varied,un-patterned,and short duration activities.There was little time for reflective thinking because the managers encountered constant interruptions.Half of these managers'activities lasted less than nine minutes each.But in addition to these msights Mintzberg provided a categorization scheme for defining what managers do based on actual managers on the jod.
In the 1960s,Henry Mintzberg did a careful study of five chief executives at work.What he discovered challenged several long-held notions about the manager's job.
在20世纪60年代,亨利.明兹伯格对在任的5位执行高管做了一次细致的研究.他的发现挑战了由来已久的几个关于管理者工作的看法.
For instance,in contrast to the predominant views at the time that managers were reflective thinkers who carefully and systematically processed information before making decisions,Mingtzberg found that his managers engaged in a large number of varied,un-patterned,and short duration activities.There was little time for reflective thinking because the managers encountered constant interruptions.Half of these managers' activities lasted less than nine minutes each.
例如,相比于当时的主流看法,即认为管理者作为深思熟虑的思想家（思考着）,在对获取的信息进行认真地、系统地分析处理后,才做出作决策,明兹伯格发现管理者们陷入了大量形形色色的、不可预测的、短期的活动.他们几乎没有时间进行深入思考,因为持续不断的干扰始终存在.管理者们参与的活动中,有一半的持续时间少于9分钟.
But in addition to these insights Mintzberg provided a categorization scheme for defining what managers do based on actual managers on the job.
但是,除此这些深刻的见解之外,明兹伯格还根据实际管理者的工作,编制了界定管理者工作内容的分类方案.
在20世纪60年代,亨利.明兹伯格对在任的5位执行高管做了一次细致的研究.他的发现挑战了由来已久的几个关于管理者工作的看法.
For instance,in contrast to the predominant views at the time that managers were reflective thinkers who carefully and systematically processed information before making decisions,Mingtzberg found that his managers engaged in a large number of varied,un-patterned,and short duration activities.There was little time for reflective thinking because the managers encountered constant interruptions.Half of these managers' activities lasted less than nine minutes each.
例如,相比于当时的主流看法,即认为管理者作为深思熟虑的思想家（思考着）,在对获取的信息进行认真地、系统地分析处理后,才做出作决策,明兹伯格发现管理者们陷入了大量形形色色的、不可预测的、短期的活动.他们几乎没有时间进行深入思考,因为持续不断的干扰始终存在.管理者们参与的活动中,有一半的持续时间少于9分钟.
But in addition to these insights Mintzberg provided a categorization scheme for defining what managers do based on actual managers on the job.
但是,除此这些深刻的见解之外,明兹伯格还根据实际管理者的工作,编制了界定管理者工作内容的分类方案.