外文翻譯----危機管理預(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）外文翻譯</p><p><b>　　一、外文原文</b></p><p>　　標題：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>　　標題：危機

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

43、許多企業(yè)領(lǐng)導(dǎo)者承認，危機是一個公司必然要經(jīng)歷的，許多企業(yè)卻不采取一些措施來解決危機局勢。正如關(guān)于一項財富500強公司的行政總裁的調(diào)查顯示，85%的總裁表示，一個企業(yè)危機是不可避免的，但其中只有50%的總裁采取了應(yīng)對危機的計劃。公司通常不遺余力地規(guī)劃自己的財務(wù)增長和成功，但是，當(dāng)涉及到危機管理，他們往往沒有考慮以及危機事件做好準備，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，工會合同，管理層繼任，和選擇一個品牌等可

44、以成為危機，但許多公司沒有做好準備，直到為時已晚。</p><p>　　目前的趨勢，一般來說，把公司看作為一個永久的實體，而且需要發(fā)展計劃。危機的發(fā)生概率是不會消除或延遲其發(fā)生。企業(yè)的戰(zhàn)略管理沒有納入危機規(guī)劃就像是維持生命的生活沒有保障。這么多的公司未能采取措施，主動規(guī)劃的危機事件的原因在于他們不承認災(zāi)害發(fā)生的可能性。就像鴕鳥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?。哈爾沃克管理顧問指出“?/p>

45、業(yè)的決定應(yīng)該更加理性和能被更好接收，這場危機將是持續(xù)時間較短的，企業(yè)應(yīng)該主動的準備應(yīng)付危機的計劃”（梅納德，1993）。</p><p>　　有人說，“有兩種危機：一種是你管理，而另一種是管理你”（奧古斯丁，1995）。主動規(guī)劃可以幫助管理者控制和解決危機。無視危機發(fā)生的可能性的，從另一方面來說可能導(dǎo)致企業(yè)倒閉。1979年，三里島核電廠經(jīng)歷了危機的預(yù)警信號時，信號表示核反應(yīng)堆是一個危險的危機。該系統(tǒng)配備了一百多個

46、不同的警報，但是，對于那些誰應(yīng)該采取必要的步驟來解決這一問題，有沒有計劃要先做說明沒有得到明確的實施。因此，危機是在不確定下開始以及它將會成為一個長期的事件。</p><p>　　1997年6月，耐克公司面臨危機，但他們并沒有參考現(xiàn)有的框架。字母-籃球鞋-一種以單詞寫在燃燒空氣的新設(shè)計引起穆斯林抗議，他們抱怨耐克公司模仿真主的標志。美國伊斯蘭對外關(guān)系委員會呼吁全球抵制耐克。 耐克公司表示道歉，并召回3.

47、8萬雙鞋子和停止生產(chǎn)線（布林德利，1997）。 為創(chuàng)建品牌，耐克花了大量時間和金錢，但從來沒有一起提出一個總的框架或政策來處理這些爭議。 令他們失望的是，面對企業(yè)的經(jīng)濟損失，耐克的官員不得不作出反應(yīng)的危機。 這一事件標志著這場危機公司肯定要花多一點時間將會阻止。然而，它真正給了該公司的是在戰(zhàn)略危機管理規(guī)劃上的教訓(xùn)。</p><p>　　在一個商業(yè)組織中，癥狀或信號可以提醒戰(zhàn)略規(guī)劃者或

48、杰出的危機管理人員。 不穩(wěn)定的市場份額，戰(zhàn)略協(xié)同的失去和每人每小時勞動生產(chǎn)率的遞減，以及社會的經(jīng)濟問題和經(jīng)濟的發(fā)展趨勢，政治和競爭環(huán)境等因素都可以是危機的信號，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。，而且他們通常不會在一夜之間發(fā)生。 他們發(fā)生的因素更多的是因為缺乏對其他癥狀的關(guān)注。</p><p><b>　　在危機階段</b><

49、;/p><p>　　大多數(shù)危機并不突然出現(xiàn)。危機出現(xiàn)的信號通常可以拿出來檢查，企業(yè)應(yīng)該認識到真正的挑戰(zhàn)是不僅要認識到危機，而是要及時得發(fā)現(xiàn)危機和處理危機（達林等，1996）。 一個危機可以由四種不同的和獨特的階段（芬克，1986）。該階段是：前驅(qū)危機階段，危機階段急性，慢性危機階段和危機解決階段。 </p><p>　　現(xiàn)代組織通常被稱為“有機”，由于這一事實，即它們不是存

50、在于周圍環(huán)境中的免疫的元素。它非常像一個活的有機體，組織會受到消極和積極兩個環(huán)境因素的影響。因此，今天的成功的組織的特點是能識別重要環(huán)境因素，適應(yīng)他們，分析他們并評估他們的影響和反應(yīng)。 藝術(shù)的規(guī)劃戰(zhàn)略（因為它涉及到危機管理）涉及上述所有活動。企業(yè)正確的策略是在一般情況下，規(guī)定預(yù)防措施，主動地去治療或決議處理危機的對策。這將是非常適當(dāng)?shù)臋z查治療，決議或干預(yù)階段和前三個階段就接受和處理危機。</p><p>

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

52、進行及監(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，從而得過了危機（米特羅夫等，1996）。同樣，回顧看著，麥當(dāng)勞快餐連鎖店被認定為前驅(qū)癥狀之前，老太太以熱咖啡事件起訴了他們，這對公司造成了重大的經(jīng)濟損失和公司形象受損。許多消費者都抱怨咖啡的溫度。 警示燈還亮著，但該公司沒有注意。這本來是非常簡單的回暖信號或者說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)濟損失。這使公司認識到它本質(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。</p><p><b>　　嚴重的危機階段</b>&l

54、t;/p><p>　　前驅(qū)階段可能是一個防不勝防的階段。上述的例子，是顯而易見的前驅(qū)階段，但沒有采取任何行動，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“需要迫切的關(guān)注?！睙o論是突然出現(xiàn)急性癥狀，或者是一個前驅(qū)階段轉(zhuǎn)變，立即采取行動是必要的。挪用資金和其他資源，這一新興的局面可能會導(dǎo)致整個系統(tǒng)的失衡和被干擾。只有那些做好應(yīng)對危機工作的組織維持框架機構(gòu)正常的運作。例如，美國的公共道路和橋梁有很長的時間通過

55、展示前驅(qū)階段的裂縫和偶爾坍塌反映出了危機意識。這也許考慮到平衡聯(lián)邦預(yù)算以便對被忽視的問題做出反應(yīng)。這種情況已進入了一個急性期，并在寫這篇文章時，據(jù)報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為它是非常容易的管理的階段。在大多數(shù)的危機案件中，在危機變的尖銳和爆發(fā)并導(dǎo)致并發(fā)癥之前它能更容易和更可靠得解決問題（達林等， 1996）。在急性期，管理只能采取行動以控制損失。然而，損失會

56、被扣除。英特爾公司是美國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算機上不可靠電腦芯片支付昂貴的費用。該公司試圖淡化問題并吸取教訓(xùn)。在急性階段，他們聲稱奔騰芯片是不一樣快，英特爾很快承認了問題，表示道歉，并著手修復(fù)它（米特羅夫等，1996）。</p><p><b>　　慢性危機階段</b></p><p>　　在這個階段，癥狀是非常明顯的，總是存在的

57、。 這是一個“成敗的時期”。作為第三階段，慢性問題可能會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)蘇的開始和其他公司結(jié)束的信號。例如，克萊斯勒公司僅僅在整個20世紀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)。在慢性階段的缺點就是這個，就像人類患者一樣，該公司可能會使用“快速修復(fù)”和“創(chuàng)可貼”的辦法。畢竟疾病、問題和危機已成為該組織機構(gòu)不可分割的一部分。 要么組織被沒有時間解決

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

59、會提供另一項決議的機會，因為當(dāng)它變得尖銳時會要求緊急治療。研究表明，現(xiàn)在，越來越多的公司是面向問題搜索癥狀。然而，缺乏經(jīng)驗去解決問題和不當(dāng)?shù)锰幚砦C會導(dǎo)致企業(yè)進入慢性階段。當(dāng)然，還有最后的機會去解決在慢性階段中的危機。不要試圖解決危機或不當(dāng)?shù)淖龀鰶Q議，這樣可能導(dǎo)致嚴峻的后果，最終將會使組織遇到麻煩，甚至摧毀它。</p><p>　　必須指出，一個未解決的危機可能不會破壞公司。但是，其效果可以削弱并波及整個組織和可

60、能導(dǎo)致其他并發(fā)癥。</p><p><b>　　預(yù)防工作</b></p><p>　　解決危機的核心是在于公司實施預(yù)防危機的措施。這一步，類似于人類的身體，實際上是最便宜的，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題。公司內(nèi)部的主要職能，如財務(wù)，生產(chǎn)，采購，運營，營銷和人力資源對社會經(jīng)濟是敏感的，外界環(huán)境包括政治，法律，競爭，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)危機出現(xiàn)時能識別其評估的必要過程和處理未來的危機（杰克遜和施茨，1993）。在這一過程中核心是適當(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)化為機遇和挑戰(zhàn)，并提供一個具體的有以避免危機的干預(yù)和解決這些問題功能的基礎(chǔ)的經(jīng)濟策略。</p><p>　　預(yù)防工作，如前面所述，在危機癥狀發(fā)生以前需要做好準備，一般的戰(zhàn)略預(yù)測，應(yīng)急規(guī)劃，問題

62、分析和情景分析有助于提供一個用于防止和遭遇危機的構(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