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【急ぎです】翻訳をお願いします(ビジネス関連)

From 1908 to 1914, through trial and error, Henry Ford’s talented team of production managers pioneered the development of the moving conveyor belt and thus changed manufacturing practices forever. Although the technical aspects of the move to mass production were a dramatic financial success for Ford and for the millions of Americans who could now afford cars, for the workers who actually produced the cars, many human and social problems resulted. With simplification process of the work process, workers grew to hate the monotony of the moving conveyor belt. By 1914, Ford’s car plants were experiencing huge employee turnover - often reaching levels as high as 300 or 400 percent per year as workers left because they could not handle the work-induced stress. Henry Ford recognized these problems and made an announcement: From that point on, to motivate his workforce, he would reduce the length of the workday from 9 hours to 8 hours, and the company would double the basic wage from $2.50 to $5.00 per day. This was a dramatic increase, similar to an announcement today of an overnight doubling of the minimum wage. Ford became an internationally famous figure, and the word Fordism was coined for his new approach. Ford’s apparent generosity, however, was matched by an intense effort to control the resources - both human and material - with which his empire was built. He employed hundreds of inspectors to check up on employees, both inside and outside his factories. In the factory, supervision was close and confining. Employees were not allowed to leave their places at the production line, and they were not permitted to talk to one another. Their job was to concentrate fully on the task at hand. Few employees could adapt to this system, and they developed ways of talking out of the sides of their mouths, like ventriloquists, and invented a form of speech that became known as the “Ford Lisp.” Ford’s obsession with control brought him into greater and greater conflict with managers, who were often fired when they disagreed with him. As a result, many talented people left Ford to join his growing rivals. Outside the workplace, Ford went so far as to establish what he called the “Sociological Department” to check up on how his employees lived and the ways they spent their time. Inspectors from this department visited the homes of employees and investigated their habits and problems. Employees who exhibited behaviors contrary to Ford’s standards (for instance, if they drank too much or were always in debt) were likely to be fired. Clearly, Ford’s effort to control his employees led him and his managers to behave in ways that today would be considered unacceptable and unethical and in the long run would impair an organization’s ability to prosper.

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  • 回答No.2
  • ddeana
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1908年から1914年にかけて、試行錯誤を繰り返しながらヘンリー・フォードの有能な生産管理者達のグループは動くベルトコンベアー開発の草分けとなり、それによって製造および品質管理の規範をすっかり変えました。大量生産への移行の技術的側面は、フォードと車を買えるようになった何百万人ものアメリカ人にとっては劇的な経済的成功であったのですが、実際に車を製造する労働者にとっては、多くの人的社会的問題を生じることとなりました。 作業工程の簡略化とともに、労働者達はベルトコンベアー方式の単調さを嫌がるようになりました。1914年までにフォードの自動車工場では、ものすごい数の従業員が離職しましたーそれはしばしば年間で残った労働者数の300~400%にも達しました。なぜなら彼らは単純作業が引き起こすストレスに耐えられなかったからです。ヘンリーフォードはこうした問題を認識して、一つの発表を行いました。すなわち、それ以降全従業員にやる気を出させる為に、彼は1日の労働時間の長さを9時間から8時間に減らし、そして会社は1日あたり、基本時間給を$2.50から$5.00と2倍に増やしたのです。これは今ならば、最低賃金を1夜で2倍にするという発表に近い、劇的な増加でした。フォードは国際的にも有名な人物となり、フォーディズムという言葉は彼の新たなやり方を指すものとして作り出されました。 しかしながら、フォードの見かけ上の気前の良さは、彼の帝国を作り上げた物的・人的資源両方を管理するいっそうの努力とピッタリ一致するものでした。彼は工場の内部外部双方で、従業員をチェックする数百人の検査官を採用しました。工場内では監視が近くで行われ、労働者を縛り付けました。従業員は生産ラインにおける自分達の場所を離れることを許されず、互いに話をすることも許されませんでした。彼らの仕事は、手元の作業にのみ集中することでした。ほとんどの従業員はこのシステムに適応できず、腹話術師のように二枚舌を使う方法を生み出し、「フォード・リスプ」として知られる会話形式を考案しました。管理を追及するフォードの執念は、しばしば彼と意見があわずに首になったマネージャーたちとのますます大きな対立へと、彼を引き込みました。その結果多くの有能な人材が成長しだした彼のライバルたちのところに行く為に、フォードの元を去りました。 職場外において、フォードは彼の従業員達がどのように生活し、どういう方法で自分達の時間を過ごすかを調べ上げる為に「社会学的部門」と呼んだものの設置さえもしたのでした。この部門の検査官達は、従業員の家を訪問し、彼らの習慣や問題点などを調査しました。フォードの基準(例えば、酒を飲みすぎるとかいつも借金をしているなど)に反する行動をとる従業員は解雇される可能性が高かったのです。明らかに、従業員をコントロールしようとするフォードの取り組みは、彼と彼のマネージャー達を、今日では許容されず非倫理的であり、長期的に会社が繁栄する為の能力を損なうと見なされる振る舞いへと至ったのでした。

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  • 翻訳をお願い致します!

    So my guess is that some scenario similar to the one I depicted above played out recently for the boys from STP. They were dealt a crappy hand and were forced to fold and move to another table. Why they held out so long I can only assume was rooted in their loyalty to a band mate who chose alcohol over them. It's unfortunate. It sucks. But what Scott Weiland was doing to Robert, Dean, Eric and their families was unforgivable. I say good luck to them. Chester is every bit as talented as his predecessor and from what I can tell of my brief encounter with him he will never become a threat to their future. Good luck guys. Thanks for having us the other night.

  • 翻訳お願いしたいです。

    Because of his age, the zoo dentists want to be sure that Artie does not have any problem with his teeth.Theydecide to take an X-ray, their animal patient comes agreebly out of his pool and goes to an examining table. When the zoo worker tells him to open his mouth, Artie does so with no problem.However, things after that do not go so simply. It is not easy to get an excited sea lion to stay still while an X-ray is taken of his teeth! Every time they take a shot, the sea lion moves to a different position. After a number of attempts, the dentists finally succeed in getting a clear picture. Sea lions eat their food whole, and can eat as much as 20 pounds of fish in one day.Even though they do not chew their food,their teeth and gums can still get diseased. For Artie, his checkup goes well and the dentists conclude that his teeth are just fine: not bad for a 30-year-old who has never brushed his teeth!

  • 翻訳をお願いいたします

    以下の英文を和訳していただけるかたのみで。 お願いできますでしょうか? 1段落の前半部分ですので、中途半端だと思いますが、 どうぞよろしくお願いいたします。 Prone to talk in his sleep and cry out. poor eye sight, sick after eating. Motions sickness. or some impediment to health a childhood affliction that made life gloomy for a time, and was like a hard cross to bear. But he persevered through it and the main part of his childhood was good. His family were brusque and uncultivated, their education was from the hard school of life, not fine colleges but they were good hearted, somewhat quarrelsome, wasting their energies and wealth.

  • 回答No.1

1908年から1914年まで、試行錯誤によって、ヘンリー・フォードの生産管理者の才能のあるチームは、動いているコンベヤーベルトおよびしたがって変更された生産慣習の開発を永久に開拓しました。 大量生産への動きの技術的側面は実際に自動車を生産した労働者のために、フォード、および今自動車を持つ余裕のある何百万ものアメリカ人にとって劇的な金融成功でしたが、多くの人間および社会問題が生じました。 作業過程の単純化プロセスで、労働者は、動いているコンベヤーベルトの単調を嫌うようになりました。 1914年までに、フォードの自動車は植えます、大きな労働移動率を経験していた-それらが仕事誘発ストレスを扱うことができなかったので、残された労働者として1年当たり300あるいは400パーセントまでレベルにしばしば達すること ヘンリー・フォードはこれらの問題を認識し、発表を行ないました: そのポイント以降、労働力を動機づけると、彼は、9時間から8時間に仕事日の長さを減らすでしょう。また、会社は1日当たり2.50ドルから5.00ドルまで基本賃金を2倍にするでしょう。 これは、今日、最低賃金の一夜に2倍になることに発表に似ていて、劇的な増加でした。 フォードは国際的に有名人物になりました。また、単語(フォーディズム)は彼の新しいアプローチのために造られました。 しかしながら、フォードの明白な寛大は、彼の帝国が構築された資源(人間と資料の両方)をコントロールする、懸命な努力によって一致しました。 彼は、従業員を調べるために工場の内部で、およびその工場の外で、何百もの検査官を雇用しました。 工場では、監督は接近していて制限していました。 従業員は、生産ラインで場所を去ることを認められませんでした。また、彼らは、互いに話しかけることは許されませんでした。 それらの仕事はタスクに完全に近づいて専念することでした。 このシステムに適合するかもしれないし、彼らが、腹話術師のように、それらの口の側から話す方法を開発し、「フォード・リスプ」として知られるようになったスピーチの形式を発明した従業員はほとんどいません。 フォードのコントロールへの執念は彼をマネージャーとのますます大きな矛盾へ連れて来ました。それらが彼に合わなかった時、彼らはしばしば発射されました。 その結果、多くの才能のある人々が、彼の成長しているライバルに加わるためにフォードを残しました。 作業場所の外で、フォードは彼が何を彼の従業員がどのように生きていたか調べる「社会学の部」、およびそれらが時間を過ごした方法と呼んだか確証しさえしました。 この部の検査官は、従業員の家を訪れて、習慣と問題を調査しました。 フォードの標準(例えばそれらがあまりに飲んだか、常に負債中だった場合)に反して振る舞いを示した従業員が解雇されるでしょう。 明白に、彼の従業員をコントロールするフォードの努力は彼をリードしました。また、承諾しがたく、不道徳である、と今日考えられる方法で、および結局作用する彼のマネージャーは、繁栄する組織の能力を害するでしょう。 完璧ですね。

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