Question

麻烦哪位英语高手帮我翻译一篇英语文章

There are four cultural dimensions that were defined in Hofstede's research: Power distance, Uncertainty avoidance, Individualism, Masculinity, and recently Hofstede add one more: long-term-short-term orientation.
What I think the most significant influence in cultural difference is the power distance."It would condition the extent to which employees accept that their boss has more power than they have and the extent to which they accept that their boss's opinions and decisions are right because he or she is the boss." I considered it as how much subordinates can consent or dissent with bosses or managers. It is the distance between a manager and subordinate. Among most oriental corporate cultures, there is hierarchism, greater centralization, sometimes called 'power-oriented culture', due to the historical reasons. That is a high power distance culture that mangers make the decision and superiors appeal to be entitled more privileges. Their decision always close supervision positively evaluated by subordinates. In this situation, it is not be regarded if a subordinates have a disagreement with their managers, especially in Malaysia, Japan China, India
In the oriental, power distance is also associated with 'the family culture' . In this kind of corporate culture the manager is like the "caring father" who knows better than his subordinates what should be done and what is suitable for them. The subordinates always esteem the managers. Because of the managers age and experience. That is usually how employees get their promotion. There are both positive and negative parts in the family cultures. I feel it is an easy managing system. But sometime it is hard to get young creative employees work well cause of the hierarchy. As Tropmenaars Told us "family culture at their least effective drain the energies and loyalties of subordinates to buoy up the leader." So in family culture, the power distance can be viewed as the subordinates respect the superiors.

Answer 1

有四个文化层面,界定霍夫斯塔德研究:权力距离、不确定性回避、个人主义男人味、 最近霍夫斯塔德多加:长期-短期导向. 我想最重要的是文化差异的影响力距离. "它在多大程度上条件 员工也承认他们的老板比他们有更多的权力,并在多大程度上接受自己 老板的意见和决定是正确的,因为他或她是老板. " 我把它多少可以同意或下属与老板或经理异议. 这是经理和下属的距离. 东方企业文化当中最有hierarchism更加集中,有时称为'权力为本',由于历史的原因. 这是大功率远距离文化管理人作出的决定和上级法院有权更多特权. 他们的决定总是密切监督下属的积极评价. 在这种情况下,如果不是被其部下有异议经理 尤其在马来西亚,日本中国,印度在东方,距离也是与权力的家庭文化'. 在这种企业文化的经理如同"爱心爸爸"谁知道什么比下属 应该做,什么是适合他们. 下属总是崇敬经理. 由于年龄和经验的管理者. 这通常是如何得到晋升员工. 有正反两方的家庭文化. 我觉得这是一件容易的管理制度. 但有时很难找得到工作的年轻员工的创造性事业层次. 作为tropmenaars告诉记者:"家族文化在流失最有效的精力和忠诚部属浮标起来 老大. " 所以在家族文化的力量,可以视为远程尊重部属的上司.