帮忙翻译一段文章,英译汉in the 1960s,Henry Mintzberg did a careful study of five chief executives at work.What he discovered challenged several long-held notions about the manager's job.For instance,in contrast to the predominant views at t

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帮忙翻译一段文章,英译汉in the 1960s,Henry Mintzberg did a careful study of five chief executives at work.What he discovered challenged several long-held notions about the manager's job.For instance,in contrast to the predominant views at t
In the 1960s,Henry Mintzberg did a careful study of five chief executives at work.What he discovered challenged several long-held notions about the manager's job.
在20世纪60年代,亨利.明兹伯格对在任的5位执行高管做了一次细致的研究.他的发现挑战了由来已久的几个关于管理者工作的看法.
For instance,in contrast to the predominant views at the time that managers were reflective thinkers who carefully and systematically processed information before making decisions,Mingtzberg found that his managers engaged in a large number of varied,un-patterned,and short duration activities.There was little time for reflective thinking because the managers encountered constant interruptions.Half of these managers' activities lasted less than nine minutes each.
例如,相比于当时的主流看法,即认为管理者作为深思熟虑的思想家（思考着）,在对获取的信息进行认真地、系统地分析处理后,才做出作决策,明兹伯格发现管理者们陷入了大量形形色色的、不可预测的、短期的活动.他们几乎没有时间进行深入思考,因为持续不断的干扰始终存在.管理者们参与的活动中,有一半的持续时间少于9分钟.
But in addition to these insights Mintzberg provided a categorization scheme for defining what managers do based on actual managers on the job.
但是,除此这些深刻的见解之外,明兹伯格还根据实际管理者的工作,编制了界定管理者工作内容的分类方案.

在20世纪60年代,亨利Mintzberg对他的5个首席执行官在工作方面做仔细研究。他的发现对长期存在的对于一些经理们的工作的概念提出了质疑。比如在那时大多数人对经理们的观念是他们是深思熟虑的思想者，他们在做觉得之前会认真系统的审核信息。他发现他他的经理还存在很多不同的，不可归类的和短暂的行为。因为他们一直被不断的干扰，所以很难有时间深思熟虑。一半以上的经理的行为持续不到9分钟。除了这些Mintz...

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在20世纪60年代,亨利Mintzberg做了一个关于五个首席执行官仔细研究工作…他发现了几个一贯观念挑战经理的职位。例如,与此相对比的之前的主要观点是经理们都在认真地反射的思想家和处理信息,在做出决定之前,Mingtzberg发现他的经理们从事大量的多种多样,un-patterned、短期活动几乎没有时间反思,因为经理遇到不断受到打扰这些管理者的一半'activities黄梁一梦9分钟每一. 但...

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20世纪60年代,Henry Mintzberg对他的5个首席执行官在工作方面做了一个仔细的研究。他的发现改变了长期以来一些人对经理工作的质疑。比如，在那时大多数人认为他们是深思熟虑的思想者，他们在做决定之前会认真的对信息进行系统审核。他发现经理们不尽相同，不可归为一类并且热情短暂。因为他们一直被不断的干扰，所以很难有时间进行深思熟虑。一半以上的经理的热情持续不到9分钟。除此之外，Mintzber...

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20世纪60年代，亨利.明茨伯格对5位在职CEO（首席执行官）进行了仔细的研究。他的研究成果对经理职位的长期观点提出了挑战。比如，传统观点认为经理会在做决策之前进行仔细系统的信息反馈分析，明茨伯格则发现经理们要从事大量各种各样的短期事务。因为不停遭遇新状况，经理们根本无暇做反射性思考。半数经理处理事务不超过九分钟。除了这些误解，明茨伯格还提供了一个以受研经理具体工作为基础的分类图，以确定职业经理的...

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In the 1960s, Henry Mintzberg did a careful study of five chief executives at work.
在20世纪60年代，亨利.明兹伯格对现任5个州长做了一次细致的研究。
What he discovered challenged several long-held notions about the manager's job.
他的发现对管理者的工作的几个长期观念进行了挑战。
For instance, in contrast to the predominant views at the time that managers were reflective thinkers who carefully and systematically processed information before making decisions, Mingtzberg found that his managers engaged in a large number of varied, un-patterned, and short duration activities.
例如，与当时主流观点，即管理者是深思熟虑的思想家（思考着），在作决策前对获取的信息进行认真地、系统地分析相对照，明兹伯格发现管理者们多忙于大量各式各样的、不确定的、短期的活动。
There was little time for reflective thinking because the managers encountered constant interruptions.
因管理者会受到不断的干扰，几乎没有时间（对管理的事务）深入思考。
Half of these managers' activities lasted less than nine minutes each.
在管理者的各项活动中，每件活动少于9分钟占半数。
But in addition to these sights Mintzberg provided a categorization scheme for defining what managers do based on actual managers on the job.
但是，除此之外，明兹伯格根据现行管理者的工作提供了一份分类方案，用于界定管理者的工作内容。

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二十世纪六十年代，Henry Mintzberg 对五位在职经理人进行了一项仔细研究。他的研究结果对长久以来人们对经理工作的观念提出质疑。比如，当时人们普遍认为经理都善于思考，在决策之前会仔细、系统地处理信息资料，Mintzberg 却发现实际情况与此相反，他的经理忙于应付大量各式各样、平淡无奇而又细小琐碎的工作。他们不停地被打断，所以几乎没时间深思。经理处理的事项中有一半持续时间不足九分钟。除了...

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在20世纪60年代,亨利Mintzberg并仔细研究工作的五个首席执行官…他发现了几个一贯观念挑战经理的职位例如,与此相对照的主要观点,经理们都在认真地反射的思想家和处理信息,在做出决定之前,Mingtzberg发现他的经理们从事大量的多种多样,un-patterned、短期活动几乎没有时间反思,因为经理遇到不断受到打扰这些管理者的一半'activities黄梁一梦9分钟每一. 但除了这些msig...

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