────────────────────────────────────── [必]工 作 量： 7000字 [必]工作报酬：0.75/1英文字(愿意提供到0.8,译者来信时可注明希望待遇,我会列入参考) [必]涉及语言：英文 [必]所属领域：管理 [必]文件类型：大型报告 [必]截 稿 日：11/28早上(台湾时间) [必]应徵期限：11/23(台湾时间) [必]联络方式：站内信,或[email protected] [必]付费方式：预付500订金 完稿後2天内付完尾款 ────────────────────────────────────── [选]工作要求：文法正确，语句通顺，意思连贯。希望尽量是追踪修订 [选]参考段落：（提供部分段落让译者评估难度，若未提供请勿删除） [选]试 译 文：(如果没有附上作品才需要，刚刚不好意思一时没看清楚， 有请两位译者试改，已去信道歉，不好意思)(161字) Uniqlo is a multiple case; it has hierarchical institutions to manage its store managers, but also decreases the power distance of local stores, and shared the decision-making right with the store managers. Different from other Japanese companies, Uniqlo prefers to use the young people as store managers. According to the statistic which announced by Uniqlo in 2013, the average age of Uniqlo managers is 28. Yanai Tadashi trusts that the young managers will be more creative and can build up good connection with their subordinates easily. Traditional Japanese enterprises are hierarchical and collectivism-oriented. (Keys and Miller, 1984; Smith and Misumi, 1989). Likewise traditional Japanese enterprises, Uniqlo also has the stable and in the organization. But in certain extent, the high level managers share the authority to the middle managers. The direct evidence is the appointment and removal policy. The power of appointment of new managers belongs to Japanese headquarter, but the power of appointment of entry-level employees belongs to store managers. [选]其他事项: 希望提供自己的作品和学经历给我参考 ────────────────────────────────────── --

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