Question

有没有翻译高手会这段翻译啊！！帮帮忙吧！我实在是不会翻译啊，不要翻译工具翻译的！！先谢谢了

戴姆勒-克莱斯勒的总部设在德国，由德国人掌握大权，可公司的通用语言规定为英语，造成高层管理者间沟通上的困难。合并不久，习惯于美国式经营作风的美国人在以严禁刻板著称的德国人的管理下，纷纷离开了戴姆勒-克莱斯勒公司。有些人是因为文化冲突而被逐出了公司，更多放入美国员工特别是中高级管理或技术人员是自行离去。当媒体上开始出现关于奥本山和斯图加特之间发生冲突的报道后，销售问题和生产问题成了头条新闻，股票由原来的108美元跌至26美元。两家公司的合并没有产生1+1＞2的效益。
。Stallkamp 是Holden的前任总经理，卸任之后他才感慨的说：“我们不能忽视不同文化在管理中的影响。”他说他在董事会上曾提出：“一个成功的合并公司必须抛弃各自的企业文化，应创造一种双方都可遵循的文化。然而我们没能整合两种文化，形成强强联合，反而一直在讨论该选择哪家公司的企业文化作为新企业的文化。”Jackson早在戴姆勒公司与美国克莱斯勒公司合并之前就断言，合并成功与否完全取决于如何整合两家企业文化，希望能融合两种文化，创造一个大文化。

Answer 1

戴姆勒-克莱斯勒的总部设在德国，由德国人掌握大权，可公司的通用语言规定为英语，造成高层管理者间沟通上的困难。合并不久，习惯于美国式经营作风的美国人在以严禁刻板著称的德国人的管理下，纷纷离开了戴姆勒-克莱斯勒公司。有些人是因为文化冲突而被逐出了公司，更多放入美国员工特别是中高级管理或技术人员是自行离去。当媒体上开始出现关于奥本山和斯图加特之间发生冲突的报道后，销售问题和生产问题成了头条新闻，股票由原来的108美元跌至26美元。两家公司的合并没有产生1+1＞2的效益。
。Stallkamp 是Holden的前任总经理，卸任之后他才感慨的说：“我们不能忽视不同文化在管理中的影响。”他说他在董事会上曾提出：“一个成功的合并公司必须抛弃各自的企业文化，应创造一种双方都可遵循的文化。然而我们没能整合两种文化，形成强强联合，反而一直在讨论该选择哪家公司的企业文化作为新企业的文化。”Jackson早在戴姆勒公司与美国克莱斯勒公司合并之前就断言，合并成功与否完全取决于如何整合两家企业文化，希望能融合两种文化，创造一个大文化。
Daimler chrysler was based in germany, the germans know, but company rules for the english language, communication between the senior management difficulties. the merge and was american of american people in dealing with no rigid of the german, as they left the daimler chrysler. some people – because of the cultural conflict and was dismissed from the company, and more into the american people, especially in senior management and technical staff are to go away by itself.When it began to appear on the media about aobenshan and stuttgart conflicts between the reports, sales and production problems became a news, stocks from ￥108 dropped to $26. the two companies merge was a 2 1 ＞ benefits stallkamp be holden.
the former managing director, leave it was only after he finished the said ： "we cannot ignore the different culture in administration." he said he was on the board has offered ： "a successful merger the company willMust abandon their corporate culture, we should create a kind of both sides to abide by the culture. but we haven't been able to integrate the two cultures, 强强联合, which have been discussing the company's corporate culture as a new enterprise culture, "jackson early in the daimler chrysler corporation and the united states before the merger, the success depends on how to integrate the two corporate culture, i hope the two cultures can merge to create a culture.

Answer 2

Daimlerchrysler's headquarters in Germany, a German company, the power can be mastered the language provisions for English, cause top managers communication between difficulties. Merger soon, used to American management style of americans in the stereotypes are strictly prohibited for German administration, have left the daimlerchrysler. Some people because the cultural conflict and was ejected from the company, more senior management in the United States employees especially or technician is to leave. When the media about haymakers and began appearing in Stuttgart after reports of conflict between problems and problems in production, sales, the stock has made the headlines from the original $108 fall to $26. The merger of the two companies did not produce 1 + 1 > 2 benefit.
. Stallkamp Holden's predecessor, general manager, is after stepping down until he regrets say: "we cannot ignore the influence of different culture in management." He said he had put forward at the board meeting, "a successful merger companies must abandon their enterprise culture, should create a kind of both sides can follow culture. Yet we can't integrating the two kinds of culture and forming the power-and-power union, but have been discussing this choose which company's enterprise culture as a new enterprise culture." Jackson and the us in early Daimler Chrysler before they assert that merger combined success depends entirely on how to integrate the two enterprise culture, hoping to fusion two culture, and creates a big culture.

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Answer 3

Daimler - Chrysler, headquartered in Germany, by Germans in power, can the provisions of the company's common language is English, resulting in communication between senior management difficulties. Merge soon, accustomed to American-style management style of the Americans known to non-rigid under the management of the German people, have left the Daimler - Chrysler Corporation. Some people because of cultural conflicts have been driven out of the company, more staff into the United States in particular is a senior management or technical personnel to leave their own. When the media began to appear on the Auburn Hills and Stuttgart after reports of conflict between, marketing issues and production issues into the headlines, the stock fell from $ 26 to $ 108. The merger of the two companies did not produce 1 +1 "2 benefits.
. Stallkamp is Holden's former general manager, stepped down after only emotion he said: "We can not ignore the different cultures in the management of the impact." He said he had made on the board: "A successful merger of the company must abandon their culture should be followed to create a culture of both parties. However, we did not integrate the two cultures to form powerful alliances, but have been discussing the choice which company's corporate culture as a new corporate culture. "Jackson back in Daimler Le Chrysler Corporation and the United States asserted before the merger, the merger success or failure depends entirely on how to integrate two corporate culture, hoping to integration of two cultures, creating a great culture.