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English to Persian (Farsi): The Execution Void: Filling the Role of the Chief Strategy Officer General field: Other Detailed field: Management
Source text - English The Execution Void: Filling the Role of the Chief Strategy Officer
In the dynamic business environment of today, organizations have to cope with a large number
of challenges, including changes to the business landscape such as complex organizational
structures, rapid globalization, new regulations, and the struggle to stay ahead of competitors.
Many chief executive officers have less time todevote to executing strategy to address these
challenges. As a result, they are appointing strategy officers, which is becoming popular among
many large multi-national Fortune 500 companies. Strategy officers are responsible for three
critical jobs that are considered to be the mostimportant aspects of successful strategy execution:
(a) they must portray a company’s strategy to every business unit within the organization so that
all employees, partners, contractors, customers, and investors understand the organization’s
strategic plan and how it plugs into the organization’s overall goals; (b) they must drive
immediate results in support of the long-term strategy, whereas the chief executive officer is
normally responsible for driving long-term results and providing vision; and (c) they must drive
decision making that creates immediate change within the organization. This paper identifies the
need for filling this key position as well as the primary role of the strategy officer.
Organizations plan for the future for many reasons. Often, they do so in a reaction to the
uncertainties of the present that are perceived to be escalating such as globalization, rapidly
changing technology, limited resources, prevailing values including diversity, or local
community instability. Unpredictable change is rapidly transforming the way organizations plan
for the future. It’s becoming more and more difficult for senior executives to survive in such an
environment. The turnover rate of executives of large organizations is extremely high, resulting
in unmanaged priorities which ultimately lead to incomplete objectives. Chief executive officers
(CEO) fail due to a number of reasons such asfinancial malpractice and mental or physical
incapacity, but mostly due to lack of leadership skills. CEOs blow it more than any other way, by failure to put the right people in the right jobs—and the related failure to fix people problems in time. Specifically, failed CEOs are often unable
to deal with a few key subordinates whose sustained poor performance deeply harms the
company.
The increasing pace of change has put increasingpressure on the CEOs, increasing their reliance
on their senior executive team to fill the execution void
Translation - Persian (Farsi) خلاء مدیریتی: پر کردن نقش مدیرکل استراتژی
در محیط پویای تجاری امروز، سازمانها باید از عهده ی چالش های بسیاری از جمله ایجاد تغییرات در چشم انداز تجاری مانند ساختارهای پیچیده ی سازمانی، سرعت بالای جهانی شدگی، قوانین جدید، و تلاش برای پیشی گرفتن از رقبا برآیند. مدیرعاملان زمان کمی دارند تا با بهره گیری از استراتژی مدیریتی به این چالش ها بپردازند. بنابراین، از مدیران استراتژی که امروزه مورد علاقه ی بسیاری از شرکتهای بزرگ چند ملیتی فورچون 500(Fortune 500)میباشد، استفاده میکنند. مدیران استراتژی سه وظیفه ی حیاتی دارند که مهمترین جنبه های موفقیت مدیریت استراتژی به حساب می آیند. این وظایف عبارتند از: 1) استراتژی یک شرکت را برای تمام بخش های کاری درون سازمان توصیف کنند تا تمام کارکنان، شرکا، پیمانکاران، مشتریان، و سرمایه داران از طرح استراتژیک و نحوه ی ارتباط آن با اهداف کلی سازمان مطلع شوند 2) نتایج آنی بدست آمده را در حمایت از استراتژی بلند مدت مشخص کنند، این درحالیست که مدیرعامل معمولا مسئول نتایج وایجاد چشم انداز بلند مدت میباشد، و 3) تصمیمات آنی که منجر به تغییر فوری درون سازمانی می شود را مدیریت کنند. این مقاله نیاز به بکار گیری این پست کلیدی و همچنین نقش اصلی مدیر استراتژی را مورد بررسی قرار می دهد.
سازمانها به دلایل بسیاری برای آینده برنامه ریزی میکنند. اغلب این برنامه ریزی ها در واکنش به بی ثباتی های کنونی است که گمان میرود رو به افزایش هستند .از جمله این بی ثباتی ها میتوان به جهانی شدگی، تغییر سریع تکنولوژی، منابع محدود، و ارزش های رایج مانند گوناگونی یا عدم ثبات جامعه محلی اشاره نمود. تغییرات پیش بینی نشده یا ناگهانی به سرعت برنامه-های سازمان را برای آینده تحت تاثیر قرار داده و موجب تغییر آنها میگردد. در چنین شرایطی بقا مدیران ارشد سخت تر و سخت تر میشود .سرعت گردش کار مدیران شرکتهای بزرگ بسیار بالاست که منجر به تقدم امور غیر مدیریتی شده و در نهایت به اهداف ناقص ختم میگردد. مدیرعاملان (CEO)بنابه دلایل متعددی من¬جمله تخلف مالی و درماندگی ذهنی و جسمی، و اغلب به دلیل نداشتن مهارتهای رهبری با شکست مواجه میشوند. مدیرعاملان اینگونه بیان میکنند:
بیش از هر عامل دیگری، قرارندادن افراد مناسب در جای خود و عدم رفع مشکلات مردم در زمان خود به شکست منتهی میشود. به طور خاص مدیران ناموفق توانایی مواجه با زیردستانی که عملکرد ضعیفشان عمیقا به شرکت ضرر می رساند را ندارند.
سرعت بالای تغییر که روزانه افزایش مییابد، فشار فزاینده ای را به مدیرعاملان وارد میکند، که منجر به اتکای هر چه بیشتر آنان به تیم مافوق برای پرکردن خلاّ مدیریتی میشود
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Translation education
Master's degree - Ilam University
Experience
Years of experience: 7. Registered at ProZ.com: Jan 2015.
What is your most crucial demand of a translator? That the rate is reasonable? That s/he never misses a deadline? That you are satisfied with the money paid? That the translator has a thorough understanding of the source language (in my case, Farsi), translates accurately and clearly by doing careful research of the subject and terminology, and appreciates the comments you provide? Be available 12 hours a day? You certainly answer "yes" to all of these, knowing in your heart of hearts that all you can possibly expect is a reasonable compromise. Well, my promise is not to take on anything I am not confident of handling, generally to complete translations not just quickly and accurately but on time, and at the end of the day to make a reasonable charge for my services.
I got my B.A. and M.A. in languauge translation and have more than 9 years of invaluable translation experience during which I have worked for many valued national and international clients around the world. Some recent clients includes but not limits to: Samsung, Shahid Meysami Group (depends on the Ministry of defense), Language Translation Center, Shiraz Municipality, Chamran Hotel, National Elites Foundation etc.
Rate:
"Quality" is the theme of my job and in order to ensure a high quality and error free output, I regularly ask a colleague of mine to check my translations. The rates are reasonable and negotiable. Finally with a speed of 2500 - 3500 words a day, I am able to manage the strictest deadlines.
By assigning your projects to me, you are putting them in safe hands!
Thank you for your precious time and trust!
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