建筑專業(yè)畢業(yè)設(shè)計外文翻譯---在印尼建設(shè)項目中領(lǐng)班的角色和作用

1、<p><b>　　英文翻譯1</b></p><p><b>　　外文原文出處：</b></p><p>　　B. W. SOEMARDI, I. SOENARYO, E. WAHYUDI, The Role and Function of Mandor in Construction Project Organization in

2、Indonesia. Procedia Engineering, 2011, 14: 859–864</p><p>　　在印尼建設(shè)項目中領(lǐng)班的角色和作用</p><p><b>　　前言</b></p><p>　　在塑造行業(yè)建筑工人起到了很大的作用。不僅是因為工人構(gòu)成了很大一部分的建筑成本和許多工作時間，相對于物質(zhì)資本而言也更容易使管理受到

3、影響（Khoramshahi，2006）。隨著國民經(jīng)濟的發(fā)展，最近通過對印度尼西亞BPS統(tǒng)計的研究表明建筑就業(yè)形勢正在穩(wěn)步發(fā)展，目前這個行業(yè)擁有員工超過500萬人，約占所有行業(yè)總員工的5.3%（BPS，2010）。印尼建筑工人這一重要角色應(yīng)該得到更多的關(guān)注，為了更好地發(fā)揮它在行業(yè)中的作用。</p><p>　　盡管有前途有發(fā)展的產(chǎn)業(yè)并沒有改變多少，但一點點的改變也反映了在印尼建筑行業(yè)中對工人管理的改善。例如，建筑

4、工人的教育水平仍然很低,有超過50%的建筑工人只有小學(xué)畢業(yè)生的教育水平，更糟糕的是，他們中有1.5%的工人從未接受過任何的正規(guī)教育（Soemardi，2009）。更重要的是，也反映了已經(jīng)注冊和認(rèn)證過的技術(shù)工人顯著少于施工質(zhì)量差的工人（lpjkn，2010）。事實上，對于政府和企業(yè)要解決教育問題是一個非常艱巨的任務(wù)，也許策劃一個戰(zhàn)略方針將會是確定和利用施工管理最具影響力的要素。在這種情況下，企業(yè)可以讓建筑工頭發(fā)揮他們最大的功能和作用，其中

5、關(guān)鍵就是提高對工人的管理。綜上問題所述，本文的目的是確定工頭在印尼建筑業(yè)上的功能和作用。工頭在印尼建筑業(yè)中的特點和獨特地位也是被重點考慮的。</p><p><b>　　印尼建筑工人的管理</b></p><p>　　在印度尼西亞，建筑工人都不是商業(yè)工人，在傳統(tǒng)上，尤其是 Java都是來自農(nóng)業(yè)部門。一個開創(chuàng)性的研究Sjahrir（1995）注意到了從傳統(tǒng)農(nóng)業(yè)職業(yè)轉(zhuǎn)變而

6、來的建筑工人。在農(nóng)作物收割之后，絕大多數(shù)的農(nóng)民會離開他們的農(nóng)村在等待下一個種植季節(jié)來到的同時在城市中尋找臨時工作。當(dāng)工作結(jié)束以后，他們就又回到自己的村子繼續(xù)耕種作物。像絕大多數(shù)農(nóng)民，他們只接受過很少的正規(guī)教育或者根本就沒有接觸過，因為除了農(nóng)業(yè)他們沒有其他的技能，所以他們的建筑能力有限主要做一些艱苦的挖掘工作或者是一些簡單的任務(wù)，比如熟練的服務(wù)員（商業(yè)）。大多數(shù)沒有技術(shù)卻努力工作的工人，他們通過做幾年的學(xué)徒漸漸的成為技術(shù)工人，比如石匠，木

7、匠，鋼筋工。</p><p>　　通常領(lǐng)班所招聘的都是那些農(nóng)村戶口的建筑工人。領(lǐng)班是類似于現(xiàn)場施工第一線的管理者或工頭，他的工作職責(zé)是管理和監(jiān)督建筑工人。這些領(lǐng)班中有很多人與這些工人是親戚或者有親密的關(guān)系，他們負(fù)責(zé)把工人從農(nóng)村帶到城市。在這種安排下工作的工人并沒有直接或正式的與建筑公司簽訂合同。反而由領(lǐng)班們代表跟隨他們的工人與建筑公司簽訂合同，無論是以整體的形式還是單個的形式。因此，這種方法的工作和生產(chǎn)力將由領(lǐng)班

8、和建筑公司所簽的合同決定。</p><p>　　在建設(shè)領(lǐng)域以外的島嶼Java發(fā)現(xiàn)了一個稍微不同的情況。由于本地的工人供應(yīng)不足，技術(shù)精湛和經(jīng)驗豐富的工人又經(jīng)常被雇傭到Java島以外的工作項目中去。近年來，大量的農(nóng)田被開發(fā)利用，選擇回到家鄉(xiāng)的農(nóng)民大幅減小。更糟糕的是，因為他們?nèi)狈逃图寄?，大部分建筑工人仍然是?jīng)歷一個又一個項目的自由工作者。</p><p>　　2.1在印尼建筑業(yè)中領(lǐng)班的地位

9、</p><p>　　在印度尼西亞建筑行業(yè)中領(lǐng)班和工頭一樣是負(fù)責(zé)一批工人。傳統(tǒng)出現(xiàn)的領(lǐng)班是不正式的領(lǐng)導(dǎo)人，他們與跟隨他們的工人有很好的感情，從而在重塑工人的工作態(tài)度上發(fā)揮重要作用。 盡管如此，在高技術(shù)領(lǐng)域領(lǐng)班仍然是缺乏水平的。這大概與基礎(chǔ)教育水平有關(guān)，大多數(shù)的領(lǐng)班的教育水平仍然較低。然而，在現(xiàn)如今的建筑施工業(yè)中領(lǐng)班卻仍然是最重要的代理人。</p><p>　　在過去，盡管這種做法仍然廣泛存

10、在，領(lǐng)班通常會承包一些簡易的房屋或者一些簡單的結(jié)構(gòu)。在一個典型的房屋建筑中，領(lǐng)班會和提供房屋的主人簽訂一份協(xié)議。領(lǐng)班將領(lǐng)導(dǎo)、管理和監(jiān)督一組由不同行業(yè)組成的工人團隊通過協(xié)調(diào)來完成項目。領(lǐng)班負(fù)責(zé)購買材料也并不少見?？傊I(lǐng)班扮演著承包商的角色。如今，領(lǐng)班在建筑業(yè)中也有了很大的變化。</p><p>　　隨著建筑施工方法和技術(shù)從傳統(tǒng)到現(xiàn)代的轉(zhuǎn)變，領(lǐng)班的作用和責(zé)任也有了改變。如今大多數(shù)領(lǐng)班的工作不僅限于簡單的房屋建筑，也

11、擴大到了更復(fù)雜的結(jié)構(gòu)，如高層建筑或者一些更復(fù)雜結(jié)構(gòu)。在這里，他們不再是獨立的承包方而是做分包的工作。領(lǐng)班不再是整個建筑施工的重點而是一批建筑工人的領(lǐng)班。盡管如此，還有很多人相信在發(fā)展建筑也領(lǐng)班仍然是關(guān)鍵。作為管理人員和工人團隊的主要聯(lián)系人，領(lǐng)班會預(yù)計管理的能力和工人的技術(shù)水平來完成項目的目標(biāo)，比如提高生產(chǎn)力、提升工人的技術(shù)水平，以及提高工作的安全和質(zhì)量，一個精心策劃的事故預(yù)防計劃也可以提高施工質(zhì)量（Soemardi等，2009）<

12、/p><p><b>　　英文原文</b></p><p>　　The Role and Function of Mandor in Construction Project Organization in Indonesia</p><p>　　B. W. SOEMARDI, I. SOENARYO, E. WAHYUDI</p>

13、<p>　　1. Introduction</p><p>　　Construction worker plays a great role in shaping the industry. Not only because worker constitutes a large part of construction cost and numbers of worker hours, it also

14、more susceptible to the influence of management than those of material and capitals (Khoramshahi et al. 2006). As the national economic grows, recent study by the BPS-Statistics Indonesia shows steady growth of construct

15、ion employment,that this industry currently employs more than 5 million people which representing about 5.3% </p><p>　　Despite the promising growth of the industry, little has changed that reflects the impro

16、vement of worker management in the Indonesian construction industry. For instance, the education of construction worker remains low, where more than 50% of all construction workers are only elementary school graduates of

17、 less. Even worse, 1.5% of them had never received any formal education at all (Soemardi, etal. 2009). What is more, the poor quality of construction worker is also reflected in the number sig</p><p>　　Embar

18、king from the above-mentioned issue, this paper has the objective of determining the role and function of foremen in Indonesian construction industry. Such issue is considered important to address the characteristics and

19、 unique position of foremen in the Indonesian construction project organization.</p><p>　　2. Construction Worker Management in Indonesia</p><p>　　In Indonesia, construction workers are not worke

20、rs by trade, but traditionally, especially in Java, came from agriculture sectors. A seminal study by Sjahrir (1995) drew attention to the transformation of construction workers from the traditional agricultural professi

21、on. After harvesting their crops, most farmers would leave their fields to look for temporary jobs in the city while waiting for next planting seasons. When construction work was over, they then returned to their farming

22、 in the vill</p><p>　　Typically those village-based construction workers were recruited by mandors from village. Mandor is similar to those of construction first-line manager or foreman, whose job responsibi

23、lity includes managing and supervising a group of construction workers. These mandors, many of whom were also relatives or having closed tie with the workers, were responsible to bringing the workers from the village to

24、the construction sites in the cities. Within this arrangement workers did not have direct or fo</p><p>　　A slightly different situation found in the construction area outside the island of Java. Due to inade

25、quate supply of local workers, skilled and experienced workers from Java Island were often hired for work in projects outside Java Island. In recent years, where most of rice fields are depleting due to conversion into o

26、ther land use, the number of farmers who chose to return to farming was reduced considerably. Worse yet, due to their lack of education and skill, most of the construction worker</p><p>　　2.1. Mandor Positio

27、n in Indonesian Construction Industry</p><p>　　In Indonesian construction industry organizational structure, mandor is positioned as foreman responsible for a group of workers. Traditional emergence of mando

28、rs makes them informal leaders, with a very strong social and emotional bind with their fellow workers, which in turn play important role in reshaping their workers attitude toward work. Despite such importance, mandors

29、are still considered lack of high awareness to enhance their technical capabilities in the field. This is presumably rel</p><p>　　In the past, although this practice remains widely exist, mandors were usuall

30、y hired to supervise the construction of simple housing or other simple structures. In a typical housing construction, mandor entered an agreement with the homeowner-to-be to deliver the house. Mandor will lead, manage,

31、and supervise a group of different trade workers to work in harmony to complete the project. It is also not uncommon that mandor also is responsible for purchasing materials. In short, mandor plays the r</p><p

32、>　　With the shifting of construction practices from traditional to a more modern construction method and technology, the role and responsibility of mandors have changed as well. Today most mandors’ works are not limit

33、ed to individual simple housing construction, but expanding to more complex constructions, such as high-rise building or other complex structures. Here, they are no longer acted as independent contractors but be part of