7th meeting.pptx

7/27/2019 7th Meeting.pptx

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MATERI TUTORIAL

TRANSLATION VPERTEMUAN 7Oleh: Ayodya Tenggara

UNIVERSITAS TERBUKA

KOREA SELATAN



Module 11: Management



Modul 11

Aims: Translate English to Indonesian

President

Attent ion:

1. Be careful with word by word translation

2. Try to avoid loss meaning3. 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. Don’t use everyday language

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, menggerakkanorganisasi 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 one’s tasks effectively and efficiently.



Task 5(b)

More than passive acceptance is needed; good results arise only

from a positive desire to do one’s 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 kinerjasebanding 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 correctiveaction;



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 correctiveaction;

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 kesalahan-

kesalaahn yang terjadi. Dalam menganalisis hasil-hasil yang tidak

menguntungkan, ia dapat mencari obat daripada kambing hitam dan

memperkenalkan fleksibilitas pengawasan.

7th meeting.pptx

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