企業(yè)的私人秘書.docx

漢語言文學(xué)專業(yè)畢業(yè)論文外文翻譯試論現(xiàn)代企業(yè)秘書公關(guān)工作專 業(yè) 漢語言文學(xué) 學(xué)生姓名 何 麗 班 級(jí) B中文112 學(xué) 號(hào) 1111101230 指導(dǎo)教師 吳加才 完成日期 2015年1月12日 企業(yè)的私人秘書由于對(duì)“合格”秘書的需求巨大，多數(shù)公司高管堅(jiān)定地認(rèn)為私人秘書這一職位具有重要又必要的作用。他們認(rèn)為與秘書相關(guān)的問題不具有重要意義，對(duì)行政成本也沒有很大的影響，因此，最高管理層留下了從設(shè)立以來相對(duì)穩(wěn)定的私人秘書這一職位。最近，由Narcmco服務(wù)公司對(duì)13家客戶公司進(jìn)行的一項(xiàng)調(diào)查表明，與人們的普遍認(rèn)識(shí)相反，在浪費(fèi)的勞動(dòng)力費(fèi)用和低水平的服務(wù)方面秘書相關(guān)的問題占據(jù)商業(yè)機(jī)構(gòu)的成本極大。Narcmco 的研究結(jié)果表明具體問題如下：（1）低水平的生產(chǎn)力；（2）不能滿足大規(guī)模的優(yōu)先打字需求;(3)低于對(duì)他們所服務(wù)的行政管理人員的專職有效性； (4) 對(duì)私人秘書職位的廉價(jià)雇傭動(dòng)機(jī)盛行。低級(jí)別服務(wù)“我的私人秘書必須在全職的基礎(chǔ)為我提供有效服務(wù)，我的工作性質(zhì)如此：如果我的秘書不能立即執(zhí)行有效的工作，我將不能夠有效地發(fā)揮作用?！边@種言論散布關(guān)于私人秘書的無根據(jù)觀念，一天中可利用的百分之百就是執(zhí)行任務(wù)，并且這種觀念很難消除。然而，對(duì)13家公司研究的廣泛分析導(dǎo)致，私人秘書作為服務(wù)行政人員的助理形象極大地有所不同。文秘工作出現(xiàn)故障的公司參與了一項(xiàng)研究，研究表明平均秘書不是可立即向主管和經(jīng)理提供有效服務(wù)占一個(gè)工作日的24.7%。這些不可用的時(shí)間包括影印、信息發(fā)送、咖啡、個(gè)人和備案。它從一家制藥公司的14.3%向領(lǐng)先的廣告公司的42.6%變動(dòng)，沒有中央檔案人員協(xié)助私人秘書履行檔案整理功能。對(duì)于高管和經(jīng)理覆蓋的任務(wù)，這意味著對(duì)他們而言秘書的支持每年有三個(gè)月不是立即有效的。此外，在實(shí)現(xiàn)大型優(yōu)先打字的領(lǐng)域要求下，私人秘書無法提供重要的行政支助。在大部分的研究，公司沒有任何結(jié)構(gòu)來處理這種性質(zhì)的部門優(yōu)先事項(xiàng)。需要行政支助的行政人員和經(jīng)理不得不借其他的私人秘書以滿足其優(yōu)先需要。服務(wù)問題經(jīng)常會(huì)導(dǎo)致那些放棄他們的秘書的人來完成這種優(yōu)先需求。通常，這種情況導(dǎo)致的結(jié)果是逐漸產(chǎn)生不滿情緒。事實(shí)上，私人秘書這一職位100%與以團(tuán)體方式完成工作任務(wù)的觀念不同時(shí)協(xié)調(diào)。秘書身份與他們所支持的個(gè)體相一致，而不是部門職能。低水平的生產(chǎn)力通過對(duì)368名公司在職秘書的調(diào)查進(jìn)行研究表明公司專職秘書平均生產(chǎn)力偏低。我們的研究結(jié)果揭示了私人秘書每天的工作時(shí)間大都花費(fèi)在執(zhí)行很多不相關(guān)的任務(wù)上，在完成一項(xiàng)工作任務(wù)時(shí)經(jīng)常被其他任務(wù)打斷。事實(shí)上，我們發(fā)現(xiàn)私人秘書一天平均要被打斷44次。在完成的一項(xiàng)任務(wù)例如打字時(shí)，經(jīng)常由于電話干擾，機(jī)器故障或其他任務(wù)的穿插花費(fèi)的時(shí)間要比單一完成任務(wù)所要花費(fèi)的時(shí)間更多。打斷并不只局限于打字（在那里的三種干擾類型都已被記錄）同時(shí)也發(fā)生在聽寫服務(wù)和郵件處理（電話、聽寫、高峰影印中斷)這干擾對(duì)秘書的工作效率和工作準(zhǔn)確性產(chǎn)生負(fù)面影響。每次打斷導(dǎo)致秘書在處理任務(wù)時(shí)主旨思想的中斷同時(shí)在恢復(fù)這項(xiàng)工作時(shí)也要花費(fèi)更多時(shí)間去重新開始。缺乏動(dòng)力弗雷德里克 赫茲伯格，Urah大學(xué)的心理學(xué)教授一項(xiàng)主要貢獻(xiàn)是對(duì)員工激勵(lì)機(jī)制的研究，他認(rèn)為完成一項(xiàng)工作時(shí)存在著六個(gè)因素影響員工的積極性，這些就是1.成就2.認(rèn)識(shí)3.工作本身4.責(zé)任5.優(yōu)點(diǎn).6.價(jià)值。在幾種可預(yù)測(cè)的觀點(diǎn)中有一種觀點(diǎn)認(rèn)為,這一職位對(duì)于雇員的發(fā)展來說缺乏必要標(biāo)準(zhǔn)來激發(fā)動(dòng)機(jī)，（發(fā)展）私人秘書發(fā)現(xiàn)對(duì)于其職責(zé)很難有進(jìn)一步的提升。他們大多數(shù)保持著一個(gè)固定的責(zé)任水平在其整個(gè)工作生涯。雖然公司會(huì)將一個(gè)高度合格的秘書轉(zhuǎn)向執(zhí)行秘書職位，但這并不常見。我們通過對(duì)實(shí)際案件后一件件的分析后發(fā)現(xiàn)些秘書已經(jīng)將固定的職責(zé)看作是其職業(yè)要求或者是主要特征，赫茨伯格已經(jīng)發(fā)現(xiàn)，缺乏晉升機(jī)會(huì)，消極地影響了員工的積極性。增長(zhǎng)與責(zé)任。一個(gè)秘書的位置，一旦它穩(wěn)定下來，當(dāng)然，在工作內(nèi)容上不是非常顯著的，由于正常的日常要求打字、歸檔，復(fù)印、 聽寫和電話處理，那些以前處理的職責(zé)上可用來引入新崗位的時(shí)間是比較少的幾率也是較低的。增長(zhǎng)潛力，因此，在秘書這一職位對(duì)于潛在責(zé)任的增加是受限的。成就和工作本身。我們發(fā)現(xiàn)私人秘書這一職位的工作內(nèi)容在一般例行性和思想上沒有挑戰(zhàn)性，和，因此，它不提供真正的成就機(jī)會(huì)。認(rèn)知。是雇員希望公司給予加薪來增加他們對(duì)公司關(guān)心程度的技巧性的表達(dá)。一個(gè)長(zhǎng)期受雇于一家公司的秘書發(fā)現(xiàn)自己的秘書薪級(jí)表的頂部。不幸的是在研究了某公司的一個(gè)大部門，發(fā)現(xiàn)37%的秘書是在這個(gè)位置?；诤沾牟竦睦碚摶A(chǔ)，因此，這就比較清晰了私人秘書這一職位是傾向于低水平的動(dòng)機(jī)。士氣低落的水平私人秘書是一個(gè)快樂的員工嗎？基于覆蓋250秘書的廣泛深入訪談，我們發(fā)現(xiàn)一般秘書對(duì)指派的工作例程并不熱心，但已開始接受一個(gè)靜止的位置，低士氣所造成的是，部分不均勻的工作分配和濫用技能。許多接受采訪的秘書表示他們?cè)骱匏麄兊耐叢还降墓ぷ鞣峙?。不幸的是，在大多?shù)辦公室中，分配給個(gè)別的秘書工作通常取決于行政服務(wù)，支持的辦公室經(jīng)理通常沒有權(quán)力來分配工作，和調(diào)節(jié)秘書的工作時(shí)間。通常一般只限于直接監(jiān)督的行政人員。秘書技能的濫用經(jīng)驗(yàn)豐富的私人秘書通常是具備高品質(zhì)，他們通過培訓(xùn)、學(xué)?；蜇S富的工作經(jīng)驗(yàn)為其秘書技能感到驕傲。然而，我們的研究表明，平均而言秘書并沒有機(jī)會(huì)充分利用其技能，我已經(jīng)清楚的指出了私人秘書職責(zé)的重要，例如交流信息，致力于各種管理職能，鍵入文檔，并承擔(dān)著占秘書工作38.9%的聽寫工作。秘書余下的時(shí)間是空閑時(shí)間和個(gè)人時(shí)間。秘書的意見，在這一點(diǎn)上表示他們目前的工作分配，他們對(duì)工作被打斷的不滿意。影響員工積極性的條件對(duì)員工動(dòng)機(jī)的抑制，研究透露出許多最能干和富有才華的私人秘書不滿的事實(shí)，他們不能被給予對(duì)每個(gè)窗體更重要工作的機(jī)會(huì)。從公司的角度來看，秘書技能濫用導(dǎo)致工資支付高于秘書的幫助，尤其是38.9%工作文書、12.8%的復(fù)印、信息處理20.1%、歸檔2.4%、和郵件處理3.6%-可以通過較低工薪和熟練的員工來完成時(shí)。行政區(qū)域私人秘書功能是多數(shù)高管認(rèn)為是必不可少的、不能廢除了。我們已說明這一點(diǎn)，但是，秘書這一職位導(dǎo)致員工的低效率花費(fèi)高于所提供的低水平服務(wù)和低士氣水平的正常所需。另一方面，打字和文秘都沒有得到很好的工作，他們要如何做才能滿足全職、高級(jí)別專業(yè)行政所需，同時(shí)降低成本這真正需要改善服務(wù)呢？實(shí)際做法已經(jīng)清楚地告訴我們，一個(gè)新的概念，行政區(qū)域可以啟用管理，以獲得更高的生產(chǎn)率和有效的行政支助的重要目標(biāo)。什么是行政區(qū)域？簡(jiǎn)單地說，行政區(qū)域是精心策劃分組后勤支助服務(wù)，如郵件處理，文具及用品，復(fù)印工作，打字，聽寫服務(wù)，歸檔，和記錄存儲(chǔ)和檢索，所有位于接近需要這些服務(wù)的人的。一般來說，區(qū)域經(jīng)營單一的監(jiān)管機(jī)構(gòu)的指導(dǎo)下例行的任務(wù)，例如打字和整理文件，先前由秘書人員，現(xiàn)正以行政和文職人員專門從事這些任務(wù)執(zhí)行。事實(shí)上，在行政管理區(qū)、私人秘書職能不再需要這些，取而代之的是行政助理的職位。與正常的一對(duì)一私人秘書的關(guān)系，行政助理負(fù)責(zé)支持幾個(gè)密切相關(guān)的高管和經(jīng)理，同時(shí)作為一名助理并充當(dāng)協(xié)調(diào)該區(qū)域的支持服務(wù)和那些需要此支持服務(wù)之間的全職。通過去除高管助理的日常任務(wù)和使用科學(xué)的人員配備和調(diào)度技術(shù)，行政助理工作分配可義不容辭地為高管和經(jīng)理服務(wù)，她支持特別行政作業(yè)。這是一個(gè)傳統(tǒng)的私人秘書不通常執(zhí)行的服務(wù)。以這種方式，許多行政事項(xiàng)，行政機(jī)關(guān)可能被要求執(zhí)行行政區(qū)域在實(shí)施之前的計(jì)算機(jī)可以現(xiàn)在進(jìn)行的執(zhí)行助理。與非專業(yè)的職責(zé)的適當(dāng)代表團(tuán)，行政助理，確實(shí)，她可以成為一名真正的助理的高管。在大部分的這些設(shè)施，行政助理的職位是對(duì)男性和女性雇員同樣有吸引力的真正的入門級(jí)管理位置。行政助理下放行政和特殊的項(xiàng)目還會(huì)提供這個(gè)下屬機(jī)會(huì)導(dǎo)致長(zhǎng)、責(zé)任和成就，所有這些都是重要的員工激勵(lì)因素的作業(yè)。行政助理的工作性質(zhì)和管理人員擔(dān)任，由開發(fā)行政機(jī)關(guān)的功能和對(duì)當(dāng)前的工作分配的一般認(rèn)識(shí)的這個(gè)人確立，因此，在這一職位負(fù)責(zé)以智能和知情的方式應(yīng)對(duì)日常的詢問，從而吸收更多的職責(zé)和提供至關(guān)重要的服務(wù)以便支持管理人員。專門的幫助性能的常規(guī)任務(wù)，如歸檔、復(fù)印、聽寫服務(wù)、跑腿，和打字在也以一個(gè)比私人秘書的更高效、更經(jīng)濟(jì)的方式完成。該區(qū)域分類雇傭一些專門的人，例如中央檔案員、復(fù)印操作員等一般文書幫助執(zhí)行常規(guī)任務(wù)。合理分配這些專業(yè)人員的工作任務(wù)，消除了接連不斷的干擾對(duì)私人秘書的打擾所造成生產(chǎn)力的影響。此外，任務(wù)的分配使得私人秘書可以即時(shí)到達(dá)一個(gè)臨時(shí)工作地點(diǎn)同時(shí)也確保行政助理可以可以向主管和經(jīng)理提供100%的工作時(shí)間。自動(dòng)電源輸入單位還使用該區(qū)域安裝和利用打字專家。這將使得大量快速文件得到快速的周轉(zhuǎn)、打字速度和質(zhì)量得到更高品質(zhì)的輸出，同時(shí)也提供聽寫服務(wù)。此外，區(qū)域監(jiān)督是能夠很好地控制工作分配和從而提高單位面積產(chǎn)量，消除工作負(fù)載，并減少等待為工作時(shí)間的方向下運(yùn)作。監(jiān)督也可以作為單一的聯(lián)絡(luò)點(diǎn)，借以提供服務(wù)，該區(qū)域執(zhí)行官可以請(qǐng)求執(zhí)行官幫助大型優(yōu)先級(jí)的作業(yè)。區(qū)域主管可以動(dòng)員要求數(shù)量的人員來完成請(qǐng)求。一個(gè)區(qū)也可以自身使用這一標(biāo)準(zhǔn)來提高生產(chǎn)效率，控制所有工作。The private secretary: A company liabilityThe demand for “qualified” secretaries is great. Most executives firmly believe that the private-secretary position is an important and necessary function. They do not consider that secretarial-related problems are significant or have a large impact on administrative costs. For this reason, top management has left the private-secretarial position relatively unchanged since its inception. Recent studies conducted by Narcmco Services, Inc. in 13 client firms have revealed that contrary to what is generally realized , secretarial-related problems are extremely costly to a business organization in terms of wasted labor charges and low levels of service. Narcmcos findings indicate that problems such as (1)low levels of productivity;(2)in-ability to satisfy large scale priority typing requests;(3) less than full-time availability to the executives and managers they serve, and(4)low employee motivation were endemic to the private-secretarial position . Low service levels“I must have a private secretary available to me on a full-time basis. My work is of such a nature that if I do not have a secretary available immediately to perform work for me, I will not to be able to function effectively.”Such statements promulgate the myth of the private secretary, available 100 percent of the day to perform tasks, and the myth is a difficult one to dispel. However, extensive analysis in the 13 companies studies has resulted in a vastly different profiled of the private secretary as a full-time assistant to the executive being served.Figure 1 illustrates the secretarial work breakdowns in companies participating in the study .It indicates that the average secretary was not immediately available to the executives and managers served for 24.7 percent of the working day. This” not-available” time includes photocopying and messergering . coffee and personal, and filing. It varied from 14.3 percent for a pharmaceutical company to 42.6 percent for a leading advertising agency that did not have central file personnel to assist the private secretary in performing the filing function .To the executives and managers covered in the assignments, this meant that secretarial support was not immediately available to them for three months each years. In addition , The private secretary is unable to provide vital administrative support in the area of accomplishing large-scale priority typing requests, In the majority of the companies studied, there was no structure to handle departmental priorities of this nature. Executives and managers requiring administrative support service had to borrow other private secretaries in order to satisfy their priority needs. Service problems frequently resulted for those people who relinquished their secretaries to accomplish the prority request. Often, hard feeling developed as a result of this situation .The private-secretary position is, in fact, 100 percent out of phase with the team-approach concept of completing work assignments, Secretaries identify with the individual they support rather than with the departmental function .Low levels of productivityThe accompanying table illustrates the low average secretarial productivity of 368 secretaries employed in the companies studied.Our findings revealed that the private secretary spends each work day performing many unrelated tasks, often being interrupted midway through the completion of any one task .in fact ,we fund that the average private secretary was interrupted 44 times a day .the completion of one task, such as typing a letters, was often spread over more than one time span because of telephoto interruptions ,dictation requirements, or other tasks ,interruptions were not just limited to the typing function(where three interruptions per typed page were recorded)but occurred in dictation services and mail handing (telephone, dictation, rush photocopy interruptions).these interruptions had a negative effect on secretarial productivity and work accuracy .each interruption resulted in a break in the secretarys main of thought and thus start-up time wastes resulted when work on the task was resumed.Lack of motivationFrederick Herzberg , professor of psychology at the University of Urah and a major contributor to the study of employee motivation, has found that six factors affect an employees motivation to do a good job. these are 1.Achievement.2.Recognition.3.The work itself 4.Responsibility 5.Advancement.6.Growth.A review of the private-secretarial position will indicate that on several points, this position lacks the necessary criteria for developing motivation in employees.Advancement. Private secretaries find it difficult to advance in responsibility. Most often they remain as private secretaries with a fixed responsibility level for their entire working careers. Although some companies will move a highly qualified secretary to an executive secretary position .this is the exception rather than the mile .We have encountered case after case of secretaries remaining at fixed responsibility levels regardless of their professional qualifications or mental capacity ,The lack of opportunity for advancement, Herzberg has found ,negatively affects employee motivation.Growth and responsibility. A secretarial position ,once it becomes established, does, not very significantly in job content, Because of the normal daily requirements of typing, filing ,photocopying ,dictation and telephone handing ,little time is available to introduce new job responsibilities that are more difficult than those previously handled. Growth potential ,therefore, within the secretarial position is limited as is the potential for increased responsibility.Achievement and the work itself. we have found that the work content of the private-secretarial position is generally routine in the nature and intellectually unchallenging and, thus, does not provide real opportunity for achievement.Recognition .One technique for expressing recognition of an employees work to a company is the granting of pay increases as they are cared. Secretaries who have been employed by one company for a great length of time can, Unfortunately, find themselves at the top of the secretarial-salary scale. In one large department of a company that was studied,37 percent of the secretaries were in this position .Based on Herzbergs theory , therefore, it become clear that the private-secretarial position is prone to low levels of motivation.Low morale levelsIs the private secretary a happy employee? Based on extensive in-depth interviews covering over 250 secretaries, we have found that generally the secretary is not enthusiastic about job routines assigned but has come to accept a static position as inevitable, low morale is caused ,in part ,by uneven work distribution and misuse of skills.Many of the secretaries interviewed indicated that they resented inequitable work distribution among their peers. unfortunately, in most offices, work assigned to an individual secretary was normally dependent upon the executive being served and supported .the office manager usually did not have authority to assign work as secretarial work time became available .There was generally limited direct supervision of the administrative staff.Misuse of secretarial skillsThe experienced private secretary is generally a highly qualified individual who is proud of the secretarial skills developed, either through training, school, or extensive experience on the job. Our studies have shown, however, that the average secretary does not have the opportunity to fully utilize skills that have been acquired and for which compensation is received. Figure I clearly demonstrates that important private secretarial duties, such as communicating information, working on various administrative functions, typing documents, and taking dictation accounted for 38.9 percent of the secretarys work distribution .The remaining time of the secretary was taken up by idle time and personal time .Secretarial comments on this point indicated that they were unhappy with the present work distribution on their jobs. Conditions thataffectedemployeemotivationalsobadanunfavorableaffectonemployeemorale.thestudyrevealedthatmanyofthemostcompetentandintelligentprivatesecretariesresentedthefactthattheywerenotgiventheopportunitytoperformmoreresponsiblejobs.Fromthecompanysviewpoint,misuseofsecretarialskillsresultedinpayinghighsalariesforsecretarialhelpwhen38.9percentofthework-clerical,12.8percent;photocopyandmessengering,20.1percent;filing,2.4percent;andmalihandling3.6percent-couldhavebeenaccomplishedbylower-salariedand-skilledemployees.The administrative zoneThe private-secretary function is one that most executives believe is essential and cannot be done away with. As we have illustrated, however, the secretarial position results in low employee productivity, higher-than-required salary costs, and low service and employee morale levels. On the other hand, typing and secretarial pools have not worked well either. What then can management do to satisfy the real need for full-time, high-level professional administrative support, while at the same time reducing the cost of this improved service? Actual practice has made it clear to us that a new concept, The Administrative Zone ”can enable management to obtain the important objectives of better productivity and effective administrative support.What is an administrative zone? Simply stated, an administrative zone is a carefully planned grouping of logistic support services such as mail handling, stationery and supplies, photocopy work, typing, dictation services, filing, and records storage and retrieval, all located within close proximity to individuals requiring these services. Generally, the zone operates under the direction of a single supervisor.Routine tasks such as typing and filing, which were previously performed by the secretarial staff, are now performed by administrative and clerical personnel who specialize in these tasks. In an administrative zone, the private secretarial function is, in fact, no longer required and is replaced by an executive-assistant position. Contrary to the normal one-to-one private secretary relationship, the executive assistant is responsible for supporting several closely related executives and managers simultaneously as an assistant and for acting as a full-time coordinator between the support services of the zone and those individuals requiring this support service. By removing routine tasks from the executives-assistant and using scientific staffing and scheduling techniques, executive-assistant assignments can be made that Low sufficient time for the incumbent to work on special administrative assignments for the executives and managers she supports. This is a service that the traditional private secretary does not normally perform.In this way, many of the administrative matters that the executive might have been required to perform prior to the implementation of an administrative zone can now be performed by the executive assistant. With proper delegation of paraprofessional duties, the executive assistant does, indeed, become a true assistant to the executives she is supporting. In most of these installations, the executive-assistant position is a true entry-level management position that is equally attractive to both male and female employees. Delegating administrative and special projects to the executive assistant also offers this subordinate the opportunity to work on assignments that result in growth, responsibility, and achievement, all of which are important employee motivators.The executive assistant, by the nature of the job and managers served, develops a general awareness of the executives function and current work assignments. This person is, therefore, in a position to respond in an intelligent and informed manner to routine inquiries, thus both absorbing mo