MATERI TUTORIAL TRANSLATION V PERTEMUAN 7

Oleh: Ayodya Tenggara

UNIVERSITAS TERBUKA KOREA SELATAN

Module 11: Management

Modul 11
Aims: Translate English to Indonesian
Attention: 1. Be careful with word by word translation 2. Try to avoid loss meaning 3. Meaning transferred I the target language are not restricted by vocabularies, grammar, and forms of the source language 4. Be aware of the term register 5. Dont use everyday language President 6. The translation should be based on meanings in the source language

Part 1
Management
Artikel (Page 10.29)

President

Task 1
Leading Managers have to put their plans, their organization, and their resources into action. They do this by leading and controlling. Leading is a matter of dynamic man-to-man relationships between a manager and his subordinates.

Task 1
Leading Managers have to put their plans, their organization, and their resources into action. They do this by leading and controlling. Leading is a matter of dynamic man-to-man relationships between a manager and his subordinates.

Memimpin Para manajer harus melaksanakan rencana-rencana mereka, menggerakkan organisasi mereka dan memanfaatkan sumber daya mereka. Mereka melakukan ini dengan cara memimpin dan mengawasi. Memimpin adalah masalah antara hubungan orang per orang, yaitu antara seorang manajer dan bawahannya.

Task 2
The simplest aspect of leading is giving directions: surprisingly, this vital step is often poorly performed. Every instruction should have three basic features (1) compliance should be reasonable, (2) the instruction should be complete as to what is to be done and when, and (3) it should be clear to the person receiving it.

Task 2
The simplest aspect of leading is giving directions: surprisingly, this vital step is often poorly performed. Every instruction should have three basic features (1) compliance should be reasonable, (2) the instruction should be complete as to what is to be done and when, and (3) it should be clear to the person receiving it.

Aspek yang paling sederhana dari kepemimpinan adalah memberi arahan. Ternyata langkah vital ini sering dilakukan dengan seadanya. Setiap instruksi harus mempunyai tiga ciri, yaitu (1) pelaksanaan instruksi harus masuk akal, (2) instruksi harus jelas jelas mengenai apa yang harus dilaksanakan dan kapan, (3) instruksi harus jelas bagi orang yang menerimanya.

Task 3
Consultative direction lets the subordinate participate in the planning and formulation of the instruction itself. Such consultation usually improves cooperation, aids in planning, minimize bossing, and helps in executive development. However, if consultative direction issued, care must be taken that it does not result in fuzzy directions or subordination.

Task 3
Consultative direction lets the subordinate participate in the planning and formulation of the instruction itself. Such consultation usually improves cooperation, aids in planning, minimize bossing, and helps in executive development. However, if consultative direction issued, care must be taken that it does not result in fuzzy directions or subordination.

Bimbingan konsultatif membuat bawahan berpartisipasi dalam perencanaan dan perumusan instruksi itu sendiri. Bimbingan seperti itu biasanya meningkatkan kerja sama, membantu dalam perencanaan, meminimalisasi perilaku sok kuasa dan membantu perkembangan eksekutif. Tetapi, apabila bimbingan konsultatif ini diadakan, harus dijaga agar tidak menimbulkan arahan atau pelimpahan tugas yang tidak jelas.

Task 4
Two-way communication of personal feelings and non-standardized information is even more difficult than giving clear directions. To receive and to transmit feelings and inferred meanings, a manager needs ability to listen emphatically; he also must recognize that his own actions speak louder than his words.

Task 4
Two-way communication of personal feelings and non-standardized information is even more difficult than giving clear directions. To receive and to transmit feelings and inferred meanings, a manager needs ability to listen emphatically; he also must recognize that his own actions speak louder than his words.

Komunikasi dua arah yang melibatkan perasaan-perasaan pribadi dan informasi yang tidak standar bahkan lebih sulit daripada memberi arahan yang jelas. Untuk menerima dan mengirimkan perasaan dan makna yang tersirat, seorang manajer memerlukan kemampuan untuk mendengarkan dengan sungguh-sungguh. Ia juga harus mengenali bahwa tindakannya berbicara lebih keras daripada kata-katanya.

Task 5(a)
A manager must motivate as well as communicate. Each person in the enterprise has a variety of desires that shape his reactions to any particular situation. If the task of the manager to arrange the total work situation, or perhaps modify individual and group attitudes, so that each of his subordinates finds greater satisfaction in carrying out directions than in following any number of alternatives open to him.

Task 5(a)
A manager must motivate as well as communicate. Each person in the enterprise has a variety of desires that shape his reactions to any particular situation. If the task of the manager to arrange the total work situation, or perhaps modify individual and group attitudes, so that each of his subordinates finds greater satisfaction in carrying out directions than in following any number of alternatives open to him. Seorang manajer harus memotivasi dan juga berkomunikasi. Tiap orang di perusahaan tersebut mempunyai berbagai keinginan yang membentuk reaksinya terhadap situasi tertentu. Tugas seorang manajer adalah mengatur situasi kerja keseluruhan, atau bahkan memodifikasi tingkah laku individu dan kelompok sehingga tiap bawahannya merasa lebih puas dalam melaksanakan perintah daripada mengikuti sejumlah alternatif yang terbuka baginya.

Task 5(b)
More than passive acceptance is needed; good results arise only from a positive desire to do ones tasks effectively and efficiently.

Task 5(b)
More than passive acceptance is needed; good results arise only from a positive desire to do ones tasks effectively and efficiently.

Penerimaan lebih pasif diperlukan. Hasil yang baik hanya datang dari keinginan positif seseorang untuk melakukan tugas secara efektif dan efisien.

Task 6
Controlling The manager must take action to assure that performance conforms to plans. Three steps are involved in this control process: (1) setting standards, (2) measuring and reporting on performance, and (3) taking corrective action.

Task 6
Controlling The manager must take action to assure that performance conforms to plans. Three steps are involved in this control process: (1) setting standards, (2) measuring and reporting on performance, and (3) taking corrective action.

Mengawasi Manajer harus mengambil tindakan untuk memastijan bahwa kinerja sebanding dengan rencana-rencana. Tiga langkah dibutuhkan dalam proses pengawasan ini, yaitu (1) menentukan standar, (2) mengukur dan melaporkan kinerja, dan (3) mengambil langkah perbaikan.

Task 7(a)
Control standards come directly from the objectives, specifications, and other goals developed in the planning process. To be most useful in control, however, these goals often have to be translated into individual responsibilities. Moreover, since not all performance can be continously observed, control can be simplified by concentrating on strategic points.

Task 7(a)
Control standards come directly from the objectives, specifications, and other goals developed in the planning process. To be most useful in control, however, these goals often have to be translated into individual responsibilities. Moreover, since not all performance can be continously observed, control can be simplified by concentrating on strategic points.

Standar pengawasan berasal secara langsung dari tujuan, spesifikasi dan tujuan-tujuan lain dalam proses perencanaan. Tetapi, untuk mendayagunakan prosespengawasan, tujuan-tujuan ini seringkali harus diterjemahkan ke dalam tanggung jawab pribadi. Tambahan pula karena tidak semua kinerja dapat diamati secara terus menerus, pengawasan dapat disederhanakan dengan berkonsentrasi pada hal-hal strategis.

Task 7(b)
Selecting these strategic points is the crux of simple and effective control they should provide timely, economical, comprehensive, and balanced checks.

Task 7(b)
Selecting these strategic points is the crux of simple and effective control they should provide timely, economical, comprehensive, and balanced checks.

Memilih hal-hal yang strategis ini adalah inti pengawasan yang sederhana dan efektif. Hal-hal yang strategis ini harus bermuara pada pengawasan yang seimbang, menyeluruh, ekonomis dan tepat waktu.

Task 8(a)
Control is often regarded as a mechanistic process. In fact, effective managerial control occurs only if people alter their behavior. Much of the response to controls depends upon how executives and operators feel about the control system itself.

Task 8(a)
Control is often regarded as a mechanistic process. In fact, effective managerial control occurs only if people alter their behavior. Much of the response to controls depends upon how executives and operators feel about the control system itself.

Pengawasan seringkali dipandang sebagai suatu proses mekanis. Kenyataannya, pengawasan manajerial yang efektif terjadi hanya apabila orang mengubah perilakunya. Kebanyakan tanggapan terhadap pengawasan tergantung bagaimana para eksekutif dan operator merasakan sistem pengawasan itu sendiri.

Task 8(b)
If they feels that controls are unreasonable or illegitimate, they will resist and resent them. Such resistance, especially when supporten by social pressure, can go far toward nullifying the intended result.

Task 8(b)
If they feels that controls are unreasonable or illegitimate, they will resist and resent them. Such resistance, especially when supporten by social pressure, can go far toward nullifying the intended result.

Apabila mereka merasa bahwa pengawasan tidak masuk akal atau tidak benar, mereka akan menolak dan membencinya. Penolakan seperti itu, khususnya bila didukung oleh tekanan sosial, dapat berakibat pada peniadaan hasil yang diinginkan.

Task 9(a)
Controls are rarely popular. Occasionally they carry grim, unpleasant news, and frequently they are a stern of reminder of work to be done. Nevertheless, a manager can take a variety of steps to make controls an acceptable feature of normal, purposeful endeavor; relating controls to recognized objectives;

Task 9(a)
Controls are rarely popular. Occasionally they carry grim, unpleasant news, and frequently they are a stern of reminder of work to be done. Nevertheless, a manager can take a variety of steps to make controls an acceptable feature of normal, purposeful endeavor; relating controls to recognized objectives;

Pengawasan jarang yang populer. Sesekali pengawasan membawa kabar buruk dan tidak menyenangkan, dan seringkali berfungsi sebagai pengingat yang kuat terhadap kerja yang harus dilakukan. Bagaimanapun juga, seorang manajer dapat mengambil langkah yang bervariasi untuk membuat pengawasan menjadi suatu tanda yang dapat diterima dari usaha yang berguna dan normal. Ia dapat menghubungkan pengawasan terhadap tujuan yang dikenal.

Task 9(b)
making measurements as accurately as possible, and quickly admitting inaccuracies when they do occur; getting acceptance of normal levels of performance, perhaps using participation in setting standards for each person; giving control information to the men being measured as soon as anyone else gets it; distinguishing between making measurements and taking corrective action;

Task 9(b)
making measurements as accurately as possible, and quickly admitting inaccuracies when they do occur; getting acceptance of normal levels of performance, perhaps using participation in setting standards for each person; giving control information to the men being measured as soon as anyone else gets it; distinguishing between making measurements and taking corrective action; Ia dapat membuat ukuran seakurat mungkin, dan mengakui dengan segera ketidaktepatan ketika hal itu terjadi. Ia dapat menerima tingkat normal kinerja, mungkin mengunakan partisipasi dalam menentukan standar bagi tiap orang. Ia dapat memberikan informasi pengawasan kepada orang yang sedang diawasi begitu yang lain mendapatkannya. Ia dapat membedakan antara membuat pengawasan dan mengambil langkah perbaikan.

Task 9(c)
maintaining a dispassionate view of errors; in analyzing unfavorable results, seeking a cure rather than a culprit; and introducing flexibility of control.

Task 9(c)
maintaining a dispassionate view of errors; in analyzing unfavorable results, seeking a cure rather than a culprit; and introducing flexibility of control.

Ia dapat mempertahankan pandangan yang tidak memihak terhadap kesalahankesalaahn yang terjadi. Dalam menganalisis hasil-hasil yang tidak menguntungkan, ia dapat mencari obat daripada kambing hitam dan memperkenalkan fleksibilitas pengawasan.