Question

急求翻译，谢谢给位了！！！！

Developing the Capabilities of Market-Driven Organizations
Initiatives to enhance market sensing and customer linking capabilities are integral to broader efforts to build a market driven organization. The overall objective is to demonstrate a pervasive commitment to a set of processes, beliefs, and values, reflecting the philosophy that all decisions start with the customer and are guided by a deep and shared understanding of the customer's needs and behavior and competitors' capabilities and intentions, for the purpose of realizing superior performance by satisfying customers better than competitors.
Many firms have aspired to become market driven but have failed to instill and sustain this orientation. Often these aspirants underestimate how difficult a task it is to shift an organization's focus from internal to external concerns. They apparently assume that marginal changes, a few management workshops, and proclamations of intent will do the job, when in fact a wide-ranging cultural shift is necessary. To have any chance for success, change programs will have to match the magnitude of the cultural shift.
Preliminary insights into how to design change programs come from empirical research on why some organizations are more market oriented than others. For example, Jaworski and Kohli (1993) confirm the long-standing belief that top management commitment is essential. Strong affirmation of the notion that market-driven organization has superior capabilities comes from three of their findings. First, they found that formal and informal connectedness of functions facilitates the exchange of information whereas interdepartmental conflicts inhibit the communications that are necessary to effective market sensing. This confirms the desirability of managing this capability as a set of organization-spanning activities. Second, there was solid evidence that centralization was antithetical to market orientation. This mind-set appears to flourish when there is delegation of decision-making authority and extensive participation in decision-making. Finally, the use of market-based factors such as customer satisfaction for evaluating and rewarding managers was the single most influential determinant of market orientation.
Further guidance into how to develop outside-in capabilities in the context of a broader change program comes from parallel efforts to introduce TQM and applies methodologies such as business process reengineering (Davenport 1993). Although this background is helpful, the key is to tailor programs to the culture, environment, and competitive position of the business. This requires the following steps: (I) diagnosing current capabilities, (2) anticipating future needs for capabilities, (3) bottom-up redesign of the underlying process, (4) top-down direction, and (5) continuous monitoring of progress. First, however, let us see what TQM can teach us about change management.

Answer 1

发展市场驱动型组织的能力
措施，以提高市场感应和客户连接能力，以更广泛的努力，建立一个市场驱动型组织的组成部分。总体目标是展示一个普遍承诺了一套流程，信仰，和值，反映的理念，所有决定开始与客户和是由深和共享的了解客户的需求和行为和竞争对手的能力引导和意图，实现优越的性能，比竞争对手更好地满足客户的目的。
许多公司都希望成为市场主导的，但一直没有灌输和维持这一方向。通常，这些有志低估组织的工作重点从内部转向外部关注，这是多么困难的任务。显然，他们承担的边际变化，一些管理讲习班和意向宣言将做的工作时，其实是一个广泛的文化上的转变是必要的。为了有任何成功的机会，改变方案将有相匹配的文化转变的幅度。
如何设计变更方案的初步见解来自实证研究为什么一些组织比别人更多的市场面向。例如，沃斯基和Kohli先生（1993）确认长期以来的信念，最高管理层的承诺是至关重要的。他们的研究结果3强的概念，即以市场为导向组织能力出色的肯定来自。首先，他们发现，正式和非正式的连通功能，方便的信息交流，而部门间的冲突抑制的沟通是必要的有效的市场感应。这证实了管理这一套跨组织活动的能力可取。第二，有确凿的证据，集中是对立的，以市场为导向，。这种思维定式，出现蓬勃发展的时候是下放决策权力和决策的广泛参与。最后，以市场为基础的因素，如客户满意度的评估和奖励的经理是最有影响力的以市场为导向的决定性因素。
如何在一个更广泛的改革计划的范围内发展外，在功能的进一步的指导来自平行的努力，引进全面质量管理和应用，如业务流程再造（1993年达文波特）的方法。虽然这样的背景下是有益的，关键是文化，环境，竞争地位和业务定制方案。这需要以下步骤：（一）诊断目前的能力，（2）预测未来的能力需求，（3）自下而上的重新设计的基本过程，（4）自上而下的方向，和（5）连续监测的进展。但是，首先，让我们看到了什么TQM的可以教我们改变管理。