chapter 5

1,Mary gets some pretty stones from her uncles. She likes them very much .“Look at these pretty stones ,mummy ”. She says .2,“I can show them to Stella on Saturday . That’s a good idea.”3,Stella is Mary’s friend. She visit Mary on Saturday .She sits down on the sofa.“The cushion is nice and soft . I like it.” She says.4,Mary shows Stella to stones . Stella feels the stones with her hands. The stones are smooth and hard . Stella smiles She likes them .5,“What would you like to do now ? You can listen to some music or a story.”Mary says . Stella says she can read Mary a story . Mary is surprised.6Stella takes out a book .it is in braille . The paper is smooth but the writing is rough .“Look at my book. I can read it .” Stella says . “Wow , you’re so clever !” Mary says .课文练习1,Mary ____ some pretty stones ____ her uncles. She likes ____ very much .“Look ____ these pretty _____ ,mummy ”. She says .2,“I can show ____ to Stella _____ Saturday . That’s a good _____.”3,Stella ___ Mary’s _______. She _____ Mary _____ Saturday .She sits down ____ the sofa.“The cushion is ____and ____ . I like ____.” She says.4,Mary shows Stella _____ stones . Stella ____ the stones _____ her ______. The stones are smooth and______. Stella _____. She likes ______.5,“What would you _____ to do now ? You can listen _____ some ____ or a _____.” Mary says . Stella says she can _____ Mary a _____ . Mary is _______ .6Stella _____ out a book . ____ is _____ braille . The paper is _____but the ____ is rough .“Look ____ my book. I can read _____ .” Stella says . “Wow ,_____ so clever !” Mary says .。

Chapter 5 英汉词法翻译技巧第二节省略法（omission）省略译法——是指出于译文语法和习惯表达法的需要，把原文中需要而译文中又不需要的单词、词组等在翻译过程中加以省略的翻译方法。

原文中有些词在译文中不译出来，是因为译文中虽无其词而已有其意，或者在译文中是不言而喻的。

换言之，省略是删去一些可有可无的，或者是那些如在译文中保留下来则会使语言表达累赘啰嗦或不合汉语语言表达习惯的词语，而不是把原文的某些思想内容删去。

省略法一般用于以下两种情况：一是从语法角度进行省略；二是从修辞角度进行省略。

一、从语法角度英汉两种语言在语法上差异较大，如：英语有冠词，汉语没有；英语重形合、连接词较多，汉语重意合、连接词较少；英语介词丰富，多达280多个，汉语介词较少，只有30来个；英语中经常使用代词，尤其是经常使用人称代词、关系代词等，汉语中代词则用得较少。

因此，英译汉时可在不损害准确传达原文内容的前提下根据具体情况将冠词、连接词、介词、代词等省略，使译文练达晓畅。

省略冠词1) A teacher should have patience in his work. （表类别）2)The horse is a useful animal.3)The moon was slowly rising above the sea. （独一无二）4)He left without saying a word.5)Robert said he was getting a dollar a mile. 每开一英里就赚一块钱6)The children are of an age.省略连接词7)He looked gloomy and troubled. （并列）忧愁不安8)Despite the privation, and the mounting toll of dead and wounded, however, morale remained intact, andpeople still smile in the street. 尽管供应不足，伤亡增加，然而士气并未受到影响。

Fundamentals of Management, 8e (Robbins et al.)Chapter 5 Basic Organizational Structure and DesignI True or false1) Organizational design is the process in which managers change or develop an organization's structure.2) There are four basic elements in organizational structure.3) The original ideas about organizational design formulated by Fayol and Weber are now largely obsolete.4) When work specialization originally began to be implemented early in the twentieth century, employee productivity initially rose.5) Today, most managers see work specialization as a source of ever-increasing productivity.6) The advantage of work specialization is that it tends to result in high employee motivation and high productivity.7) Departmentalization is how jobs are grouped.8) Staff authority is the ability to direct the work of any employee who does not havea higher rank in the organization.9) Grouping jobs on the basis of major product areas is termed customer departmentalization.10) Line authority can be exerted only after a manager checks with his or her superior.11) Unity of command prevents an employee from trying to follow two conflicting commands at once.12) Power is a right that a manager has when he or she has a higher rank in an organization.13) When decisions tend to be made at lower levels in an organization, the organization is said to be centralized.14) Traditional organizations are structured in a pyramid, with the power and authority located in the pyramid's broad base.15) The two prevalent organization structure models in today's world are the organic organization and the inorganic organization.16) A mechanistic organization is bureaucratic and hierarchical.17) An organic organization tends to be flexible and have few formal rules.18) Innovators need the efficiency, stability, and tight controls of a mechanistic structure rather than an organic structure.19) The relationship between organizational size and structure tends to be linear.20) Joan Woodward attempted to view organizational structure from a technological perspective.21) Woodward concluded that mass production worked best with an organic organization structure.22) The stability of a mechanistic structure seems to work best in today's dynamic and uncertain business environment.23) The strength of a simple structure is that everything depends on a single person.24) A strength of a functional structure is that it avoids duplication.25) A weakness of the divisional structure is that duplication tends to occur.26) In a team structure, team members are not held responsible for their decisions.27) In a team structure, there is a clear line of managerial authority from top to bottom.28) Employees in an organization with a matrix design can have two bosses for the same job.29) A significant advantage of the matrix structure is the clear chain of command from top to bottom of the organization.30) When employees in a matrix structure finish a project, they go back to their functional department.31) When employees in a project structure finish a project, they go back to their original department.32) Vertical boundaries separate employees by their rank in an organization.33) Horizontal boundaries separate employees by the amount of power they have in an organization.34) A virtual organization relies on freelancers who have no permanent status or position in the organization.35) Managers want to eliminate boundaries in organizations primarily to increase stability and reduce flexibility.36) Horizontal boundaries separate employees by the specialization of their job.37) A virtual organization may disintegrate after it finishes its task.38) All learning organizations share a distinct structure.39) The biggest issue in workers working at home or off-site involves fairness.40) A learning organization puts an enormous amount of effort on making sure that all of its employees are enrolled in some kind of university level class.41) When you call JetBlue you are likely to speak to an agent in a large office in India.42) Contingent workers may make up to 40 percent of the workforce by the end of the decade.II. Choose the best answers43) Organizational design requires a manager to ________.A) organize groups within an organizationB) change the culture of an organizationC) change or develop the structure of an organizationD) change the logo of an organization44) All of the following are part of the process of organizational design EXCEPT ________.A) deciding how specialized jobs should beB) determining rules for employee behaviorC) determining the level at which decisions are madeD) determining goals for the organization45) Which of the following are NOT basic elements of organizational structure?A) work specialization, span of controlB) chain of command, line authorityC) centralization, decentralizationD) departmentalization, formalization46) Which of the following is synonymous with work specialization?A) division of laborB) job discriminationC) chain of commandD) job preference47) Which statement accurately defines work specialization?A) It is the degree to which tasks are grouped together.B) Individual employees specialize in doing part of an activity rather than the entire activity.C) Jobs are ranked relative only to their worth or value to the businesses.D) Work specialization clarifies who reports to whom.48) Early supporters of work specialization saw it as ________.A) a reliable way to increase productivityB) a good way to increase employee moraleC) a source of innovationD) an immoral way to coerce workers into greater productivity49) Early users of work specialization in the early twentieth century found that the practice ultimately resulted in ________.A) higher profits and better employee moraleB) bored workers with low moraleC) huge and permanent productivity gainsD) better communication among employees50) Today, managers favor this approach instead of work specialization.A) All tasks are performed by all employees.B) Partners switch jobs every half hour.C) Employees perform a broad range of tasks.D) Monotonous tasks are shared by all employees.51) Functional departmentalization groups jobs by ________.A) tasks they performB) territories they serveC) products or services they manufacture or produceD) type of customer they serve52) ________ departmentalization is based on territory or the physical location of employees or customers.A) FunctionalB) ProductC) GeographicD) Matrix53) A soap company that features a bath soap department, a laundry detergent department, and a dish soap department is using which of the following?A) process departmentalizationB) functional departmentalizationC) product departmentalizationD) customer departmentalization54) What kind of departmentalization would be in place in a government agency in which there are separate departments that provide services for employers, employed workers, unemployed workers, and the disabled?A) productB) geographicC) outcomeD) customer55) State motor vehicle offices usually use this kind of departmentalization.A) productB) functionalC) customerD) process56) The line of authority that extends from the upper levels of management to the lowest levels of the organization is termed the ________.A) chain of responsibilityB) unity of commandC) staff authorityD) chain of command57) The chain of command answers this question.A) Where do I go for help?B) How do I know when the task is complete?C) What are the rules?D) Who reports to whom?58) Authority gives an individual the right to do this.A) give ordersB) reprimand employeesC) command respectD) obey orders59) In the chain of command, each person above you ________.A) has special privilegesB) receives higher payC) has line authorityD) has no right to give you orders60) Staff managers have authority over ________.A) special support employees onlyB) line managersC) middle managersD) the person above them in the chain of command61) Line authority gives a manager the ability to direct the work of ________.A) any employee in the firmB) any subordinateC) any subordinate, after consulting with the next higher levelD) only subordinates one level down62) ________ prevents a single employee from getting conflicting orders from two different superiors.A) Line authorityB) Unity of commandC) Staff authorityD) Chain of command63) The importance of unity of command has diminished in today's workplace because of its tendency to be ________.A) inflexible and inefficientB) ethically questionableC) chauvinistic and dictatorialD) too decisive64) Which of the following statements is true?A) Power is a right.B) Authority is one's ability to influence decisions.C) Authority is a right.D) Both power and authority are rights.65) ________ is the obligation or expectation to perform a duty.A) ResponsibilityB) Unity of commandC) Chain of commandD) Span of control66) The personal secretary of a top manager may have ________.A) power but not authorityB) authority but not powerC) power and authorityD) line authority but not staff authority67) Which of the following statements is true?A) Power is a type of authority.B) Authority and power are identical.C) Authority is a type of power.D) Power is determined by horizontal position in an organization.68) As represented in a power cone, power is based on ________.A) vertical position onlyB) horizontal position onlyC) distance from the center onlyD) vertical position and distance from the center69) As represented in a hierarchical organization diagram, authority is based on ________.A) vertical position onlyB) horizontal position onlyC) distance from the center onlyD) horizontal and vertical position70) A construction site supervisor who sees an impending thunderstorm and tells workers to go home is demonstrating ________.A) line authorityB) staff delegationC) provisional accountabilityD) responsibility71) ________ is the power that rests on the leader's ability to punish or control.A) Reward powerB) Coercive powerC) Expert powerD) Referent power72) A bank manager who passes out bonuses at the end of the year is exercising this.A) reward powerB) coercive powerC) expert powerD) referent power73) Your firm's attorney has ________ power when giving legal advice.A) legitimateB) statusC) expertD) coercive74) ________ is the power that arises when a person is close to another person who has great power and authority.A) Expert powerB) Referent powerC) Reward powerD) Legitimate power75) When a top manager decides to hire an individual over the objections of her staff, she is exercising which kind of power?A) referentB) expertC) coerciveD) legitimate76) The traditional view holds that managers should not directly supervise more than ________ subordinates.A) three or fourB) five or sixC) seven or eightD) nine or ten77) Modern managers find that they can ________ if their employees are experienced, well-trained, and motivated.A) increase their span of controlB) decrease their span of controlC) eliminate their span of controlD) fluctuate their span of control78) A traditional "top down" organization is ________ organization.A) a largely centralizedB) a largely decentralizedC) an absolutely decentralizedD) an absolutely centralized79) ________ reflects the degree to which decision making is distributed through out the hierarchy rather than concentrated at the top.A) CentralizationB) Span of controlC) ConcentrationD) Decentralization80) In recent years, organizations have become more ________ to be responsive to a dynamic business environment.A) centralizedB) decentralizedC) structuredD) mechanistic81) In today's decentralized business world, ________ the most important strategic decisions.A) top managers still primarily makeB) middle managers makeC) lower-level managersD) nonmanagerial employees82) All of the following are characteristics of a highly formalized organization EXCEPT ________.A) explicit job descriptionsB) little discretion for employeesC) minimum number of rulesD) a standardized way of doing things83) Today's managers are moving away from formalization and trying to be this.A) more rigorousB) more flexibleC) more strictD) less permissive84) Today's managers expect employees to ________.A) ignore rules for the most partB) use discretion when it comes to following rulesC) faithfully follow rules even when it may harm the organizationD) make their own rules85) A(n) ________ organization has a high degree of specialization, formalization, and centralization.A) organicB) horizontalC) learningD) mechanistic86) Which of the following would likely be found in mechanistic organizations?A) wide span of controlB) empowered employeesC) decentralized responsibilityD) standardized jobs87) A(n) ________ organization is able to change rapidly as needs require.A) organicB) hierarchicalC) verticalD) mechanistic88) Which term best describes an organic organization?A) hierarchicalB) pyramid-shapedC) flexibleD) fixed89) Which word best characterizes a mechanistic organization?A) hierarchicalB) collaborativeC) adaptableD) informal90) Strategy, size, technology, and the degree of uncertainty in the environment together make up what are called ________.A) contingency variablesB) control factorsC) structure variablesD) probable factors91) Together, contingency variables determine the ________.A) success of an organizationB) culture of an organizationC) structure of an organizationD) size of an organization92) A company that is pursuing a cost leadership strategy would be most likely to have this kind of structure.A) mechanisticB) virtualC) teamD) matrix-project93) A company that is trying to be a leader in innovation within its industry would be most likely to have this kind of structure.A) mechanisticB) organicC) simpleD) functional94) Larger organizations tend to have ________ than smaller organizations.A) more specializationB) less departmentalizationC) less centralizationD) fewer rules and regulations95) As an organization grows to a size of over 2,000 employees, it finds it hard to avoid becoming more ________.A) mechanisticB) organicC) informalD) adaptable96) Joan Woodward conducted pioneering studies on how this affected the structure of companies.A) ethicsB) technologyC) valuesD) corporate culture97) Woodward found that if horizontal differentiation in an organization were low, this structure worked best.A) mechanisticB) traditionalC) inorganicD) organic98) Woodward concluded that a mechanistic structure worked best for a firm that used ________.A) unit productionB) mass productionC) process productionD) quality production99) In Woodward's study, this type of production combined high vertical differentiation and low horizontal differentiation.A) unit productionB) mass productionC) process productionD) technological production100) The greater the environmental uncertainty, the more an organization needs to become ________.A) organicB) mechanisticC) stableD) high-tech101) Global competition forces firms to ________.A) become lean, fast, and flexibleB) build up enormous cash reservesC) think locallyD) become more hierarchical102) Traditional organizational designs tend to be more mechanistic and include ________.A) simple, complex, and divisional structuresB) simple, functional, and dysfunctional structuresC) functional, divisional, and vertical structuresD) simple, functional, and divisional structures103) A simple structure is ________ like a mechanistic organization, but ________ like an organic organization.A) centralized; informalB) informal; decentralizedC) decentralized; formalD) centralized; formal104) What is a strength of a simple structure?A) Employees are grouped with others who have similar tasks.B) Power and authority are widely distributed.C) Accountability is clear.D) There are cost-saving advantages from specialization.105) What is a weakness of a simple structure?A) Duplication of activities and resources increases costs and reduces efficiency.B) Functional specialists become insulated and have little understanding of what other units are doing.C) Pursuit of functional goals can cause managers to lose sight of what is best for the overall organization.D) Reliance on a single person is risky.106) This is a key characteristic in an organization with a functional structure.A) adaptabilityB) departmentalizationC) flexibilityD) little specialization107) This is a weakness of a functional structure.A) favoring functional goals over organizational goalsB) favoring organizational goals over functional goalsC) failing to attain functional goalsD) overemphasizing organizational goals108) Avoiding redundancy is a strength of which structure?A) simpleB) divisionalC) functionalD) corporate109) In a ________ structure each business unit has complete autonomy to reach its goals.A) simpleB) functionalC) divisionalD) matrix110) A media company that has separate, autonomous companies for movies, TV, Internet, and print journalism is most likely a ________ structure.A) divisionalB) functionalC) simpleD) matrix111) Having separate payroll departments in each division of a divisional structure is an example of which of the following?A) efficiency, because payroll departments competeB) duplication, because a single payroll department could do the jobC) effectiveness, because separate payroll departments create jobsD) efficiency, because separate payroll departments can share methods of operation Answer: B112) As the number of employees in an organization grows, structure tends to become more ________.A) bureaucraticB) informalC) decentralizedD) relaxed113) Looking for ways to make their organization more flexible and innovative, today's managers may choose this kind of structure.A) simpleB) divisionalC) functionalD) team114) In a team structure, ________.A) there is a clear line of managerial authorityB) there is no clear line of managerial authorityC) authority comes from top managers onlyD) no one has the authority to make decisions115) In a team structure, team members ________.A) are subject to decisions made by their supervisorsB) can influence decisions made by top managersC) make decisions and are accountable for their decisionsD) make decisions only after first checking with management116) All of the following are necessary for successful team structure EXCEPT ________.A) well-trained team membersB) team members with cross-functional skillsC) team members with years of management experienceD) a fair and well-run team-based pay plan117) In a ________, employees are recruited from functional departments to work on a specific project for a limited time period.A) team structureB) divisional structureC) product structureD) matrix structure118) In a matrix structure, a group member will typically report to ________.A) a project manager onlyB) both a project manager and functional department headC) a functional department head onlyD) Group members are fully autonomous in a matrix structure, so they don't report to anyone.119) When a group member in a matrix structure finishes a project, he or she ________.A) returns to his or her functional departmentB) stays with the group to take on a new projectC) enters a pool of available employees from the entire organizationD) starts looking for a new job120) By giving employees two direct superiors, a matrix structure violates this key element of organizational design.A) unity of commandB) chain of commandC) span of managementD) decentralization121) A key difference between a team structure and a matrix structure is that a team structure ________ while a matrix structure does not.A) empowers group membersB) works on projectsC) has fairly permanent groups or teamsD) holds group members accountable122) In a project structure, when employees finish a project they ________.A) return to their departmentB) return to a different divisionC) move on to another projectD) return to their regular work123) In an orchestra, a horizontal boundary exists between which of the following?A) the string section and the horn sectionB) the string section and the conductorC) the conductor and the audienceD) the string section and the audience124) In an orchestra, a vertical boundary exists between which of the following?A) the string section and the horn sectionB) the string section and the conductorC) the horn section and the percussion sectionD) the percussion section and the string section125) Boundaryless organizations try to eliminate ________ within their organization.A) horizontal specialization and vertical hierarchyB) horizontal specialization onlyC) vertical hierarchy onlyD) vertical specialization only126) A virtual organization is essentially ________ who come together for a particular project.A) a group of employees from a single companyB) a group of free agentsC) a team of employees from different departments of a companyD) a group of top managers and CEOs127) How does a virtual organization save on costs?A) by hiring people who specialize in what they doB) by hiring fewer people than they need and making them work much longer hoursC) by eliminating all administrative dutiesD) by keeping only a small permanent staff for administrative purposes only128) A ________ subcontracts part of a project to outside suppliers.A) virtual organizationB) boundary organizationC) matrix structureD) network organization129) A building contractor follows the network organization model when he does which of the following?A) does the framing and tiling by himselfB) hires three workers to help with framingC) gives orders to workersD) farms out the plumbing to a plumbing firm130) A learning organization develops the capability to ________.A) add new training programs to keep employees up to dateB) accept the conventional wisdom of the industryC) continuously learn, adapt, and changeD) attract new employees who have special knowledge131) A learning organization requires employees to ________.A) encode information to prevent competitors from stealing ideasB) collaborate with competitorsC) make all ideas publicD) share information and collaborate with one another132) All of the following are characteristic of learning organizations EXCEPT ________.A) a strong sense of communityB) a collaborative environmentC) managers who serve as facilitatorsD) fear of making mistakes133) Organizational learning can't take place without ________.A) complete privacy for employeesB) a clear chain of commandC) a shared vision of the futureD) a stable structure or hierarchy134) In a learning organization, it is important that all employees _______.A) collaborateB) study each nightC) have a strong sense of leadershipD) share the same vision for the organization135) The jobs of assembly-line employees are to be changed to allow more tasks to be done by individual workers. This is a reduction in ________.A) work specializationB) departmentalizationC) chain of commandD) centralization136) Eric, who is trained as an engineer, is now in a group with production workers and marketing specialists from different departments designing a new product that the company plans to offer. This situation could be described as a(n) ________.A) alternative assignmentB) collective assignmentC) advanced assignmentD) project assignment137) Eric is offered a chance to help direct the efforts of some employees assigned to his work group. This is a chance for Eric to experience ________.A) functional structureB) divisional structureC) responsibilityD) authority138) Eric sees this new assignment as an increase in ________, or an obligation or expectation for him to perform at a new level.A) functional structureB) divisional structureC) responsibilityD) authority（注：可编辑下载，若有不当之处，请指正，谢谢!）。