Question

求翻译啊, 求好心的大哥大姐英语好的帮忙翻译一下啊```不要用翻译机啊``好多语法错误哦 Part 1 .

Case Study:
1. Culture
The Group’s culture has ‘changed’ with the introduction of a new management philosophy which sees everyone’s contribution (not just those managing the hotels) as key to its success. This more ‘inclusive’ culture gave all staff an opportunity to input into the Group’s critical success factors and key performance indicators (KPIs). These include:
_ Commitment to excellence via quality, standards of performance and customer service
_ Terms and conditions of employment
_ Outsourcing and in-house services
_ Health, safety and hygiene
_ Occupancy
_ Sales and marketing
Each General Manager (along with department heads) was then responsible for ensuring that KPIs were written into their business and operational plans and objectives were set and met accordingly. All staff was consulted about the resultant plans and received their own personal copy. In this way, all staff felt involved in the day-to-day running of the hotel and therefore shared a sense of commitment to, and ownership of, the achievement of KPIs and objectives.

2. Learning and Development
The Group’s commitment to being a ‘learning organization’ and maintaining the status of an ‘Investor in People’ included the setting up of a new Learning and Development Unit. The Unit, headed by a Learning and Development Manager, reported directly to the Group Human Resource Manager. One of her first assignments was to develop each manager and department head to become coaches and mentors to their staff. She was also tasked with the responsibility of ensuring learning and development needs were directly linked with business objectives and developing web-based materials for mangers and staff, which would mean the implementation of a state-of-the-art corporate wide intranet to replace the current one. The new intranet will also support the knowledge and information management system and improve decision making throughout the Group. It will also provide up-to-date market intelligence data for key decision makers.

3. Performance Management
Central to the new management philosophy is the implementation of a new performance management system. A report, commissioned by Daniel, identified a number of inconsistencies with the outdated performance appraisal system, including the fact that reviews weren’t taking place at regular intervals, individual objectives weren’t linked to strategic, business and operational plans and some employees (including waiters, porters, chamber personnel and seasonal and casual staff) were not as adept at identifying their own learning and development needs. The Director of Administration and Corporate Services and the Director of Human Resources were asked to work together to ensure appropriate systems were in place to support the new strategy.

Answer 1

案例研究：
1。文化
本集团的文化“变”与引进新的管理理念，看到每个人的贡献（酒店管理）不只是其成功的关键。这更“包容性”的文化给全体员工有机会到本集团的关键成功因素和关键绩效指标（KPI）的输入。这些措施包括：
- 追求卓越的承诺，通过质量，性能和客户服务标准
- 条款和就业条件
- 外包服务和内部服务
- 健康，安全和卫生
- 入住
- 销售和营销
每个总经理与部门负责人一起，然后，以确保他们的业务和运营计划和相应的设置，并会见了的目标，KPI的书面负责。由此产生的计划和所有工作人员进行了协商，获得自己的个人副本。这样，所有工作人员感到在酒店的日常的日常运行和参与，因此共享，KPI和目标的实现意义上的承诺，和所有权。

2。学习和发展
本集团致力于成为一个“学习型组织”和保持“在人们的投资者”的地位，包括成立一个新的学习和发展组。的单位，由一个学习和发展经理领导，直接向集团人力资源经理。她的第一个任务之一是发展成为教练和导师，他们的员工每个经理和部门主管。她还负责与责任，确保学习和发展需求，直接与业务目标，并开发基于Web的材料，为管理人员和工作人员，这将意味着一个国家的最先进的企业内联网的实施，以取代当前。新的内联网也将支持的知识和信息管理系统，并提高整个集团的决策。它也将提供最新市场情报资料的主要决策者。

3。绩效管理
新的管理理念的核心是一个新的绩效管理体系的实施。的一份报告，由丹尼尔委托，确定了一些不一致的，过时的绩效考核制度，包括事实，审查不采取定期，个人目标与战略，业务和运营计划和一些员工（包括服务员，搬运工，商会人员和季节性和临时工作人员）并不善于识别自己的学习和发展的需要。要求政府和企业服务总监和人力资源总监一起工作，以确保适当的系统以支持新的战略。

写很久，请采纳，O(∩_∩)O~

Answer 2

这个是MBA的课程吧？你应该分成多段给大家翻译。这么长翻译起来太麻烦。而且你最好找个商学院的学生帮你忙。

Answer 3

看着都烦 算了 睡觉去了