2014.05.28【英译中】Harvard ManageMentor - Virtual Teams [02]

neilalien
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发表于:2014-05-28 20:17 [只看楼主] [划词开启]
# The benefits of a virtual team
# 虚拟团队的优点

"This market-creating or virtual prototyping pieces of our business allows the customer to have what he wants very rapidly...Essentially, we are creating products the customer wants virtually at his doorstep, much like one would order a pizza. " -- David Ross
“我们生意中创造市场的或者说虚拟原型的部分,使顾客能够非常迅速地得到他想要的东西。……实质上,我们就像在他家门口创造他想要的产品,很像订购批萨外卖的情况”——David Ross
* 那个犀利的‘Virtually’呀~伦家荡漾了啦~可惜只能翻成这样。求高手!

Operate on a 24-hour cycle: With virtual teams working literally around the world, a company can stay open 24 hours a day. At quitting time in Hamburg, the German members of a virtual team can forward the result of their day's work to their U.S. colleagues based in New York; those members will begin their day where the German colleagues left off, eventually forwarding the output of their day's work to another group in Sydney, Australia. Like relay racers, these team members keep the baton, or work, moving forward.
24小时循环运作:由于虚拟团队在全球各处工作,公司可以一天24小时运作。在汉堡下班的时间,虚拟团队的德国成员可以将他们一天工作的结果传送给他们美国纽约的同事;纽约的成员接着德国同事的工作继续,然后最后将他们一天的工作成果传送给澳大利亚悉尼的同事。就像接力跑选手一样,团队成员持续传递着他们的接力棒——工作,不断前进

Tap the strength of diversity: Virtual teams make it easier for organizations to bring together an extremely diverse group of people with varying skills, experiences, and knowledge about customers and business. Consider this example:
利用多样性的优势:虚拟团队让组织起一群极端不同的人(拥有不同技能、经验、客户了解度,与经营知识)变得容易。请思考下面的例子:

A team of product developers is working on a new electronic household appliance aimed at a worldwide market. By design, its team members are based in North America, Europe, and Asia and are native to those regions. This arrangement strengthens the team's ability to recognize customer tastes and product use and to incorporate the safety and electrical standards of different countries.
一个产品开发团队正工作于一个定位国际市场的新家电用品。依据设定,成员来自北美、欧洲和亚洲并且都是这些地方的本土居民。这样的安排加强了团队发现客户品位与产品使用和整合不同国家安全与电气标准的能力。

The cultural diversity represented on this virtual team enhances its potential to develop a successful product. The achievement might not have been possible if the product had been developed by a team located in a single Research and Development facility.
这个团队的文化多样性提高了它开发出成功产品的潜力。如果产品是由在一个研究开发设施中工作的团队来开发,就不太可能成功。

# The challenges of a virtual team
# 虚拟团队的挑战

"Virtual teams are live, not Memorex. They are most definitely teams, not electronic versions of the real thing." -- Jessica Lipnack and Jeffrey
“虚拟团队是活的,不是电子媒体。他们肯定是团队,不是实体的电子版。”——Jessica Lipnack and Jeffrey
* Memorex是个多媒体电子产品品牌。

The principles that govern a virtual team are essentially the same as those for a team managed in one location. Managers of virtual teams must ensure clarity of goals, bring together the right set of skills, gain member commitment, and so forth. They must also encourage adequate collaboration and information sharing and create rewards that align effort with team goals. But what is different about virtual work, and what challenges do leaders of virtual teams face?
虚拟团队的运作原理本质上与在一处工作的实体团队是一样的。虚拟团队的管理者们必须确保目标明确,聚集适当的技能组合,取得成员贡献等等。他们还应该鼓励足够的合作与信息分享,和设立与对团队目标贡献配合的奖励。但是什么是虚拟工作的不同之处,还有虚拟团队的管理者面对什么挑战?

Virtual teams present two unique challenges:
虚拟团队面临两个特有挑战:

Management challenges: How do leaders of virtual teams apply what they know about managing teams to coordinating virtual work?
管理挑战:虚拟团队的领导者如何才能应用他们管理团队的知识协调虚拟工作?

Technological challenges: What tools do leaders of virtual teams need to keep members connected, communicating, and collaborating?
技术挑战:虚拟团队的领导者需要什么工具来保证成员们相互联系、交流与合作?

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Harvard ManageMentor - Virtual Teams [01]

最后编辑于:2014-06-09 14:15
分类: 英语
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