建筑專業(yè)畢業(yè)設(shè)計(jì)外文翻譯---英國(guó)建筑公司的知識(shí)管理

1、<p><b>　　英文翻譯2</b></p><p><b>　　外文原文出處：</b></p><p>　　Reza Esmi .Richard Ennals，Knowledge management in construction companies in the UK. AI & Soc, 2009, 24: 197–2

2、03</p><p>　　英國(guó)建筑公司的知識(shí)管理</p><p>　　前言：英國(guó)建筑行業(yè)的性質(zhì)</p><p>　　第一個(gè)作者是一位在建筑業(yè)有豐富經(jīng)驗(yàn)的設(shè)計(jì)師和管理者，他和阿富汗流浪的工人在一起工作。沒有知識(shí)管理系統(tǒng)的管理是特別的。假設(shè)英國(guó)的建筑業(yè)非常發(fā)達(dá)的：它是有競(jìng)爭(zhēng)性的，伴隨著高風(fēng)險(xiǎn)和低利潤(rùn)。大多數(shù)的建筑項(xiàng)目都是獨(dú)特的和快速發(fā)展的：組織是動(dòng)態(tài)的，而且常常需要重組

3、（Oglesby .1989;Sauer .2001）。高資本投資在直到項(xiàng)目結(jié)束還沒有回報(bào)也是必要的。</p><p>　　建筑行業(yè)都采用那些職業(yè)背景和文化多樣化的勞動(dòng)力?！叭耸撬麄冏畲筚Y產(chǎn)”（Carillo.2004），在這一技術(shù)含量低，勞動(dòng)力密集的行業(yè)，他們是很難管理的（Pathirage.2007）。在過去的20年里，很多大型建筑公司都經(jīng)歷了一個(gè)時(shí)期的重大變革，在施工過程中成為了管理者而不成為那些勞工的雇主

4、。(Langford .1995)。</p><p>　　Luu（2008）表明越南和其他發(fā)展中國(guó)家建筑事務(wù)所的人力資源管理和現(xiàn)場(chǎng)管理是“Achilles’ heel”。英國(guó)的建筑公司正在失去知識(shí)。在項(xiàng)目結(jié)束時(shí)更能改變他們的工作和公司的是工人的誠(chéng)實(shí)而不是公司的誠(chéng)信。項(xiàng)目是暫時(shí)的，那些工人會(huì)項(xiàng)目結(jié)束后獲得經(jīng)驗(yàn)教訓(xùn)，在一個(gè)項(xiàng)目中改變，分割那些有組織的知識(shí)。</p><p>　　英國(guó)建筑工程行業(yè)

5、包括房屋建筑的總產(chǎn)量保持穩(wěn)定是有助于維護(hù)工作得到進(jìn)一步的發(fā)展。自申奧以來建筑業(yè)在蓬勃發(fā)展，其中有改造舊建筑，興建新建筑和交通運(yùn)輸。</p><p>　　信貸緊縮和經(jīng)濟(jì)衰退將會(huì)影響奧運(yùn)交付管理局（ODA）方案的財(cái)政可行性。Lawrence Waterman,ODA中頭部的健康和安全，指出“政府花錢建造基礎(chǔ)設(shè)施，和基礎(chǔ)設(shè)施的長(zhǎng)期施工周期，意味著一年的信貸緊縮對(duì)建筑公司幾乎沒有任何影響，因?yàn)樗墓こ炭梢猿掷m(xù)數(shù)年”（Wa

6、terman）。</p><p>　　項(xiàng)目需要?jiǎng)趧?dòng)者，高技術(shù)工人，管理人員，文職人員，建筑師，工程師。2010年建筑業(yè)中工人的數(shù)量會(huì)提高到280萬人。建筑公司裁員是為了削減成本和生存，主要是以減少直接勞動(dòng)者和臨時(shí)員工為主。Waterman認(rèn)為一些大公司會(huì)保留他們的高技術(shù)員工。 由直接管理者帶領(lǐng)分包單位，這需要經(jīng)歷一定風(fēng)險(xiǎn)但具有較好的靈活性，不過它需要做得協(xié)調(diào)工作會(huì)更復(fù)雜。承包商必須保持高度的靈活性且具備大量的流動(dòng)

7、勞動(dòng)力，并且需要具備管理能力和專業(yè)能力，以及高技術(shù)的人力資源和KM（Raiden 2004）。</p><p>　　英國(guó)建筑文化受年輕人，男人和白色勞動(dòng)力的影響。創(chuàng)新是最適合這均勻勞動(dòng)力的。Barthorpe (1999)指出，“建筑行業(yè)隨便的、分立的、層次的性質(zhì)說明在這個(gè)行業(yè)沒有能力做協(xié)調(diào)工作，在遇到普通的問題時(shí)用同種的方法處理，比如培訓(xùn)，質(zhì)量標(biāo)準(zhǔn)，教育，研究和開發(fā)，創(chuàng)新，技能檢定，公共關(guān)系，營(yíng)銷和政府的游說。

8、”</p><p>　　建筑公司都在努力填補(bǔ)空缺。英國(guó)工人的技術(shù)短缺意味著需要依靠其他國(guó)家來填補(bǔ)。有10%的建筑空缺可能被東歐人填補(bǔ)滿，這樣就抑制了他們工資的增長(zhǎng)。在英國(guó)新的流動(dòng)工人在沒有做過不正式的或臨時(shí)的工作之前通常不會(huì)參加正式的建筑工作，因?yàn)檫M(jìn)入大公司很困難，比如需要有在英國(guó)的工作經(jīng)驗(yàn)和推薦信。新一代的員工有男友女還有其他不同民族的群體。員工的多樣化可以幫助公司在將來有更好地發(fā)展和創(chuàng)新。倫敦奧運(yùn)會(huì)提供了一個(gè)

9、平臺(tái)來提高產(chǎn)能和才能，它是通過多樣化和吸收不同的技術(shù)，和對(duì)將來的一些明確的和隱性的知識(shí)。在奧運(yùn)會(huì)結(jié)束之后，那些新的勞動(dòng)力將回家并且?guī)ё咚麄兊慕?jīng)驗(yàn)和知識(shí)。改變的速度帶來了困難。流動(dòng)員工在公司之間的知識(shí)方面起到了至關(guān)重要的作用。技能和知識(shí)的短缺，低質(zhì)的員工滿意度提供了一個(gè)挑戰(zhàn)（Dainty 2008）。</p><p>　　低迷的經(jīng)濟(jì)有助于大公司的招聘，因?yàn)榉课萁ㄔ焐淘跍p少和金融危機(jī)還覆蓋了原本就缺少的技術(shù)工人。公司

10、需要雇傭有最低限度經(jīng)驗(yàn)的工人，并培養(yǎng)他們的技能。他們?cè)O(shè)法保留當(dāng)前的工作人員和技術(shù)，用以避免培訓(xùn)新人所需要的額外費(fèi)用，并保持競(jìng)爭(zhēng)地位?，F(xiàn)如今人力資本比金融資本更加重要。</p><p><b>　　英文原文2</b></p><p>　　Knowledge management in construction companies in the UK</p>

11、<p>　　Reza Esmi .Richard Ennals</p><p>　　1 Introduction: the nature of the construction industry in the UK</p><p>　　The first author is an experienced architect and manager in the construc

12、tion industry in Iran, working with Afghan migrant workers. Management is ad hoc, without Knowledge management (KM) systems. The hypothesis is that the UK construction industry is much more advanced: it is competitive, w

13、ith high risk and low profit margins. Most construction projects are unique and fast moving: organizations are dynamic, and often restructured (Oglesby et al.1989; Sauer et al.2001). High capital investment i</p>

14、<p>　　The construction industry employs a diverse workforce,in occupational background and culture. ‘‘People are their greatest asset’’ (Carillo et al. 2004), in this low-tech, labour intensive industry, but they ar

15、e difficult to manage (Pathirage et al. 2007). ‘‘Most large construction companies have undergone a period of significant organizational change over the last 20 years, becoming managers of the construction</p><

16、;p>　　process rather than direct labour employers’’ (Langford et al.1995).</p><p>　　Luu et al. (2008) indicate that poor human resource management and ineffective site management are the ‘‘Achilles’ heel’’

17、 of construction firms in Vietnam, and in other developing countries. In the UK, construction companies are losing knowledge. Workers are project loyal,rather than company loyal, and more likely to change their job and c

18、ompany at the project end. Projects are temporary;the people, and lessons learned, are dispersed when the project ends, and changed during a project, fragmenti</p><p>　　In the UK construction and engineering

19、 industry,excluding home building, overall output has remained steady, helped by a rise in repairs. Construction has flourished since the successful Olympic bid, with renovation for old buildings, constructing new buildi

20、ngs, and transport.</p><p>　　The credit crunch and recession will affect the financial viability of the Olympic Delivery Authority (ODA) programme. Lawrence Waterman, Head of Health and Safety at ODA, indica

21、tes that: ‘‘Government spending on infrastructure,and the long lead times for infrastructure, means that a year old credit crunch is having virtually no impact on construction firms’ viability, order books, etc. It may d

22、o in a few years’ time’’ (Waterman).</p><p>　　Projects require labourers, high skilled workers, managers,clerical staff, architects, and engineers. The number of workers in construction was forecast to rise

23、to 2.8 million workers by 2010. Construction companies downsize in order to cut their costs and survive, cutting their direct labourers and using a casual workforce. Waterman states that major companies are retaining the

24、ir high-skilled employees. Directly employed managers lead outsourced contractors. This allows the contractors to pass </p><p>　　projects more complex. Contractors have to maintain a highly flexible and mobi

25、le workforce, with managerial and professional capabilities, and highly skilled human resource and KM (Raiden et al. 2004).</p><p>　　The culture of construction in the UK was influenced by its young, male, a

26、nd white workforce. Innovation with this homogeneous workforce was modest. Barthorpe et al.(1999) noted that ‘‘the casual, fragmented and hierarchical nature of the construction industry illustrates the incapability of t

27、he industry to operate in a co-ordinated, homogeneous way when dealing with universal issues such as training,</p><p>　　quality standards, education, research and development,innovation, skills certification

28、, public relations, marketing and government lobbying.’’</p><p>　　Construction companies are struggling to fill vacancies.The shortage of skilled UK workers has meant relying on other countries to fill the g

29、ap. Up to 10% of construction vacancies may have been filled by Eastern Europeans,restraining wage growth. New migrant workers do not usually join formal construction in the UK without first working in informal and casua

30、l jobs, because major companies have barriers for entry, such as experience in the UK, and references. The new generation of employees comp</p><p>　　The downturn helps major companies to recruit, as house bu

31、ilders have downsized, and the financial crisis has covered the shortage of skilled workers. Companies need to hire workers with minimum experience, and develop their skills. They seek to retain current workers and skill