delayering

简明释义

英[ˌdiːˈleɪərɪŋ]美[ˌdiːˈleɪərɪŋ]

n. 机构扁平化；减少层级

英英释义

单词用法

同义词

反义词

例句

1.Generally speaking, the new technologies allow a delayering of journalistic organizations-fewer editors and production support personnel needed to get out the same amount of content.

总体来说，新技术允许新闻机构减少员工层次——获取同量的内容，需要派出的编辑和产品支持人员更少了。

2.During the hardware phase, during downsizing and delayering, he was also condemned for being a heartless leader.

在硬件变革阶段中，以及在裁员和精简层级期间，人们也谴责他是没有心肝的领导。

3.It includes delayering the soil several layers to a certain depth.

其中包括去除好几层土壤，直到某个合适的深度。

4.In Europe a recent feature of corporate life in the recession has been the delayering of management structures.

在欧洲，在生命力萧条的公司最近的特色是管理结构的助燃剂。

5.Generally speaking, the new technologies allow a delayering of journalistic organizations-fewer editors and production support personnel needed to get out the same amount of content.

总体来说，新技术允许新闻机构减少员工层次——获取同量的内容，需要派出的编辑和产品支持人员更少了。

6.Many organizations are delayering 去层化 to foster better communication among teams.

许多组织正在<delayering>去层化delayering>以促进团队之间更好的沟通。

7.By delayering 去层化, we can reduce the time it takes for decisions to be made.

通过<delayering>去层化delayering>，我们可以减少决策所需的时间。

8.The delayering 去层化 process will lead to a flatter organizational structure.

这一<delayering>去层化delayering>过程将导致更扁平的组织结构。

9.The company is focusing on delayering 去层化 its management structure to improve efficiency.

公司正在专注于<delayering>去层化delayering>管理结构，以提高效率。

10.The CEO announced a plan for delayering 去层化 to streamline operations.

首席执行官宣布了一项<delayering>去层化delayering>计划，以简化运营。

作文

In the modern business environment, organizations are constantly looking for ways to improve efficiency and reduce costs. One method that has gained popularity in recent years is delayering, which refers to the process of removing layers of management within an organization. This approach aims to streamline operations, enhance communication, and empower employees by shortening the chain of command. However, while delayering can offer significant benefits, it also comes with its own set of challenges that need to be carefully managed.The primary goal of delayering is to create a flatter organizational structure. Traditional companies often have multiple layers of management, which can lead to bureaucratic inefficiencies and slow decision-making processes. By reducing these layers, companies can facilitate faster communication and foster a more agile work environment. For instance, when employees can communicate directly with top management, they feel more valued and engaged, leading to increased morale and productivity.Moreover, delayering can help organizations save money. Each layer of management typically incurs additional costs, including salaries, benefits, and other overhead expenses. By eliminating unnecessary managerial positions, companies can allocate resources more effectively and focus on core business activities. This cost-saving aspect is particularly appealing in times of economic uncertainty when every penny counts.However, the implementation of delayering is not without its drawbacks. One of the most significant challenges is the potential for resistance from employees who may feel threatened by the changes. Management must communicate the reasons for delayering clearly and ensure that employees understand the benefits it brings to the organization as a whole. Additionally, employees may worry about job security, fearing that their positions could be eliminated as a result of this restructuring.Another challenge associated with delayering is the risk of overburdening remaining managers. With fewer layers in place, the responsibilities of management may increase significantly, leading to stress and burnout. It is crucial for organizations to provide adequate support and resources to ensure that managers can handle their expanded roles effectively.Furthermore, organizations must be cautious not to lose valuable expertise during the delayering process. Experienced managers possess knowledge and skills that are essential for guiding teams and making strategic decisions. If too many layers are removed too quickly, organizations may find themselves lacking the leadership needed to navigate complex challenges.In conclusion, delayering can be an effective strategy for organizations seeking to enhance efficiency and reduce costs. By creating a flatter structure, companies can improve communication, empower employees, and save money. However, it is essential to approach delayering thoughtfully, addressing potential employee concerns and ensuring that remaining managers are adequately supported. When implemented successfully, delayering can lead to a more dynamic and responsive organization that is better equipped to meet the demands of today’s fast-paced business landscape.

在现代商业环境中，组织不断寻求提高效率和降低成本的方法。近年来，去层级化（delayering）这一方法逐渐受到关注，它指的是在组织内移除管理层次的过程。这种方法旨在通过缩短指挥链来简化运营、增强沟通并赋予员工更多权力。然而，尽管去层级化可以带来显著的好处，但它也伴随着一系列需要谨慎管理的挑战。去层级化的主要目标是创建一个更扁平的组织结构。传统公司通常有多个管理层，这可能导致官僚低效和缓慢的决策过程。通过减少这些层次，公司可以促进更快的沟通，培养更灵活的工作环境。例如，当员工能够直接与高层管理人员沟通时，他们会感到更被重视和参与，从而提高士气和生产力。此外，去层级化可以帮助组织节省资金。每一个管理层通常都会产生额外的成本，包括薪水、福利和其他间接费用。通过消除不必要的管理职位，公司可以更有效地分配资源，专注于核心业务活动。这一节省成本的方面在经济不确定时期尤为吸引人，因为每一分钱都至关重要。然而，去层级化的实施并非没有缺点。其中一个最显著的挑战是员工可能会对变化产生抵触情绪。管理层必须清晰地传达去层级化的原因，并确保员工理解这一变革给整个组织带来的好处。此外，员工可能会担心工作安全，害怕由于这种重组而失去工作。与去层级化相关的另一个挑战是过度负担剩余管理者的风险。随着层级的减少，管理者的职责可能会显著增加，导致压力和倦怠。因此，组织必须提供足够的支持和资源，以确保管理者能够有效应对他们扩展的角色。此外，组织在去层级化过程中必须小心不要失去宝贵的专业知识。经验丰富的管理者拥有指导团队和做出战略决策所需的知识和技能。如果去除的层级过多或过快，组织可能会发现自己缺乏应对复杂挑战所需的领导能力。总之，去层级化可以成为寻求提高效率和降低成本的组织的一种有效策略。通过创建更扁平的结构，公司可以改善沟通、赋予员工权力并节省资金。然而，必须以审慎的态度对待去层级化，解决潜在的员工担忧，并确保剩余的管理者得到充分支持。当成功实施时，去层级化可以导致一个更具活力和响应能力的组织，更好地满足当今快速变化的商业环境的需求。