美華 發問時間: 社會與文化語言 · 1 0 年前

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THE MANAGER WHO HOLDS HIS OR ASSISTANT BACK

Every manager should be developing his or her assistant to take over the manager`s job as soon as possible.

At the same time that manager should be preparing for a higher level of responsibility in or out of the present pyramid.

Most employees want to move up the organizational ladder,and the effec-tive manager fosters this healthy “bubbling-up” climate.

Now there are two types of managers: One has the desire and ability to move up, while the other has no desire and/or ability to move up.

In the latter case,it`s grossly unfair to keep a promising assistant from advancing somewhere else in the company just to have a backup in the event of an emergency, such as a heart attack or sudden illness,who`s obviously bright enough to make the assistant level, in due time will see that he or she is being kept on ice for emergency reasons and will simply leave the company for opportunities elsewhere. There goes a valuable and expensive investment.

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3 個解答

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  • 1 0 年前
    最佳解答

    THE MANAGER WHO HOLDS HIS OR ASSISTANT BACK

    一個阻斷她/他的助手升遷機會的經理

    Every manager should be developing his or her assistant to take over the manager`s job as soon as possible.

    At the same time that manager should be preparing for a higher level of responsibility in or out of the present pyramid.

    Most employees want to move up the organizational ladder,and the effec-tive manager fosters this healthy “bubbling-up” climate.

    每一個經理應該是隨時在發展他或她的助手能在最快的時間內接手經理的工作.同時那個經理應該準備在現時的職業金字塔裡或外做更高階的職責工作.絕大部分的雇員都希望在公司組織的階梯往上爬,而這有效率的經理可以促進這種"氣泡只向上"的情境.

    Now there are two types of managers: One has the desire and ability to move up, while the other has no desire and/or ability to move up.

    In the latter case,it`s grossly unfair to keep a promising assistant from advancing somewhere else in the company just to have a backup in the event of an emergency, such as a heart attack or sudden illness,who`s obviously bright enough to make the assistant level, in due time will see that he or she is being kept on ice for emergency reasons and will simply leave the company for opportunities elsewhere. There goes a valuable and expensive investment.

    現時有兩種類型的經理:一種是有欲望也有能力往上升的,另一種卻是沒有欲望也沒有或無能力往上爬升的.後者這種情況,實在對一個有潛力的助手極為不公指為了把他/他當作緊急狀況的預備人首像心臟病或突發疾病而不讓他在公司裡升遷,此人很明顯的有足夠的才智來達到助手的標準,只要時間一久,會看出來他或她是因為緊急儲備的原因而被冰凍起來,他會尋找其他地方的機會而離開公司.如此一個有價值和昂貴的人才投資就失去了.

    希望有幫助.

    參考資料: 我自己
  • 1 0 年前

    經理世界衛生組織使他或助理後面

    每位經理應該開發他們的助理儘快接收經理`s工作。

    同時經理應該為高水平責任做準備在或在出席金字塔外面。

    多數雇員想要移動組織梯子,并且有效經理促進這健康「起泡的」氣候。

    現在有經理的二個類型: 而其他沒有慾望和能力移動,你有慾望和能力移動。

    在後一種情況下,它`s總不合理保留一個有為的助理從有推進其他地方在公司備份在一個緊急狀態情形下,例如心臟病發作或突然的病症,明顯地明亮足够做輔助水平的`s,到時看見他或她在冰被保留為,并且在別處簡單地離開公司為機會的緊急情況的原因。 那裡是一種可貴和昂貴的投資。

  • 1 0 年前

    經理世界衛生組織踌躇他或助理 每位經理應該開发他們的助理儘快接收經理`s工作。同時經理應該為高水平責任做准备在或在當前金字塔外面。多数雇員想要提高組織梯子,並且有效的經理促进這健康「起泡的」氣候。 现在有經理的二種类型: 而其他沒有慾望和能力提高,一有慾望和能力提高。 在后一种情况下,它非常地不合理的`s保留從有推進的一個有為的助理其他地方在公司備份在一個緊急狀態情形下,例如心脏病发作或突然的病症,明顯地明亮足够做輔助水平的`s,到時看見他或她在,並且在別處離開機會的公司的緊急原因的冰被保留。 那裡是一種可貴和昂貴的投資

    參考資料: 奇摩翻譯
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