An executive spends most of his time listening, yet it’s the thing he’s least qualified to do. According to a senior level San Jose Chinese translator, executives and managers ought to spend most of their communication time listening; yet many listen poorly. Take the case of America’s auto industry. Rather than listen to what experts were saying about energy shortages, Detroit continued to build its gas guzzlers. Even after the 1973 energy crisis, auto makers failed to listen to what consumers wanted: more economical cars. And when the government tried forcing the industry to listen, the industry lobbied intensively against the need for mileage ratings. The Americans never did listen; they woke up, finally, to find that Japanese auto makers had cornered 20 percent of the market.
Knowledge gained from listening often can be turned to profit. As one translator with a Philadelphia translation services company suggested, “A client may have an idea for improving a product or service; a manager may suggest ways of increasing employee morale; an employee might suggest ways to increase production. But unless someone is willing to listen, the ideas are lost and so are the benefits.”
A global organization’s success largely depends on its managers. And global managers spend most of their time communicating with employees, usually one-to-one or through the use of an Indianapolis translation company. A look at current managerial objectives illustrates the need for managers who listen well.
Effective managers should
l. raise the level of employee morale
2. increase the readiness of employees to accept change
3. develop teamwork
4 . further the individual development of employees
These objectives coincide with Douglas McGregor’s Theory Y, the management theory centering on supportive, participative management (in contrast to Theory X: authoritative command). According to McGregor’s hypothesis, workers want their company to succeed. They want to work and take pride in their accomplishments. But for Theory Y to work, managers must talk less and listen more.
Planning is the key developing useful reports for global managers. These guidelines were prepared by a French translator in Baltimore who focuses on international research and will help assist other translators in planning and focusing their research studies.
Choice of Topic
In most cases a certified translator will be asked to assist another researcher in locating, gathering and translating information about a specific business issue. There are times when a client may also come to you directly with a series of questions and asked you to conduct web and literature searches that will help answer the questions. If the data that you gather is good and the research report is well written and documented, you be asked to complete additional projects with greater responsibilities. Companies that operate on a global basis are full of research problems to solve, hypotheses to be formed and strategies to implement. This is why every language translator must ensure that their report makes a valuable contribution.
Focus of Topic
Before you start the project, you should meet with the client and narrow your scope so you can discuss purpose completely with the targeted readers. To achieve a clear direction, always phrase your topic as a question. Assume, for instance, that you are provide Portuguese Translation in Houston and have been tasked to research certain needs of local businesses in Rwanda. You have to focus on a specific need you can research thoroughly. Let’s say you have a client which is a large petroleum company and interested in improving their public relations with the local community and area businesses. After some hard thinking, you decide on this question: How can XYZ Company improve their reputation and goodwill among the local people of Rwanda? Your audience will be your client.
When you have selected and narrowed your topic, be sure you can find adequate resources online, in your library, or various trade associations. Do your bibliography early to avoid choosing a subject and an approach only to learn later that not enough sources are available. You might in fact choose and focus your topic on the basis of a preliminary search for primary and secondary sources.
Conduct a quick search of the Internet, reference guides and government publications. Using a separate note card for each work, record the bibliographic information. Many internet sites and books will contain bibliographies that lead you to additional sources. With a current topic, such as alternative energy projects in developing countries, you might expect to find most of your information in recent magazine, journal, and newspaper articles. Your bibliography, of course, will grow as you read. Assess possible interview sources and include probable interviews in your working bibliography.