divisional
简明释义
adj. 分区的；分割的
英英释义
Relating to or denoting a division or divisions within an organization. | 与组织内的一个或多个部门相关的，或指这些部门的。 |
Of or pertaining to the act of dividing something into parts. | 与将某物分成部分的行为相关的。 |
单词用法
分开申请，分案申请 |
同义词
| 部门的 | 部门政策 | ||
| 部分的 | 部分会议 | ||
| 分支的 | 分支办公室 | ||
| 区域的 | 区域经理 |
反义词
例句
1.She is divisional sales manager for the Philadelphia region.
她是费城地区的部门销售经理。
2.Their efforts may help to accelerate a nascent trend: international banks moving global divisional heads, and in HSBC’s case its chief executive, eastward.
它们的结果是可能促进了加速一种业已存在的趋势：即各跨国银行将全球分区的头头们调往东方，例如汇丰银行派去它的首席执行官。
3.Anthony Swanston is a divisional director.
安东尼·斯旺斯顿是部门总监。
4.Assures the attainment of shipments, retail sales and inventory levels in accordance with the divisional plans and objectives.
依据代理商的工作计划和目标，确定实现产品的出货、零售和库存标准。
5.Costs are being scrutinised across the group: one divisional boss boasts that he now buys his own newspapers and provided his office rug.
在整个集团中，费用严加审核：一个部门经理甚至说他自己订报纸，办公室的地毯也是他出钱买。
6.During sales calls, carries out "cross selling" in accordance with corporate and divisional guidelines.
在拜访客户过程中，在符合集团和部门的指导大纲的情况下进行交叉销售。
7.The divisional 部门的 strategy was aligned with the company's overall vision.
该部门的战略与公司的整体愿景保持一致。
8.Each divisional 部门的 head is responsible for their own budget and resources.
每个部门的负责人都负责自己的预算和资源。
9.She was promoted to a divisional 部门的 manager after demonstrating exceptional leadership skills.
她因表现出色的领导能力而晋升为部门的经理。
10.The company held its annual divisional 部门的 meeting to discuss performance metrics.
公司召开了年度部门的会议，讨论绩效指标。
11.We need to improve our divisional 部门的 collaboration to increase efficiency.
我们需要改善部门的协作以提高效率。
作文
In the modern business landscape, organizations are increasingly adopting a structure that allows them to operate more efficiently and effectively. One such structure is the divisional model, which organizes a company into semi-autonomous units or divisions. Each division typically focuses on a specific product line or geographic area, allowing for greater specialization and responsiveness to market demands. This essay will explore the benefits and challenges of a divisional structure, illustrating how it can enhance organizational performance while also presenting certain complexities.The primary advantage of a divisional structure is its ability to foster innovation and agility. By decentralizing decision-making, divisions can respond quickly to changes in consumer preferences or competitive pressures. For instance, a company with multiple product lines can tailor its marketing strategies and product development efforts to suit the unique needs of each market segment. This level of focus often leads to improved customer satisfaction and loyalty, as divisions can create offerings that resonate more deeply with their target audiences.Additionally, a divisional structure allows for clearer accountability. Each division operates like a small business, with its own set of goals, budgets, and performance metrics. This clarity helps motivate employees, as they can see the direct impact of their work on the division's success. Furthermore, it encourages a culture of competition among divisions, driving them to outperform one another and contribute to the overall success of the organization.However, there are also significant challenges associated with a divisional structure. One major concern is the potential for duplication of resources. Each division may require its own support functions, such as human resources, finance, and marketing, leading to increased operational costs. Organizations must carefully manage these resources to avoid inefficiencies that could negate the benefits of a divisional approach.Another challenge is the risk of silos forming between divisions. When divisions operate independently, they may lose sight of the organization's overall objectives and fail to collaborate effectively. This lack of communication can hinder knowledge sharing and innovation, ultimately affecting the company's competitiveness. To mitigate this risk, leaders must foster a culture of collaboration and ensure that divisions align their strategies with the broader organizational goals.In conclusion, the divisional structure presents both opportunities and challenges for modern organizations. While it can enhance responsiveness, accountability, and innovation, it also requires careful management to avoid resource duplication and silos. Companies considering a divisional approach must weigh these factors and implement strategies to maximize the benefits while minimizing the drawbacks. By doing so, they can create a dynamic and effective organizational framework that supports long-term growth and success.
在现代商业环境中，组织越来越多地采用一种结构，使其能够更高效、更有效地运作。一种这样的结构是分部门模型，它将公司组织成半自主的单位或部门。每个部门通常专注于特定的产品线或地理区域，从而允许更大的专业化和对市场需求的响应。本文将探讨分部门结构的优点和挑战，阐明它如何增强组织绩效，同时也呈现出某些复杂性。分部门结构的主要优势在于其促进创新和灵活性的能力。通过去中心化决策，各个部门可以迅速应对消费者偏好或竞争压力的变化。例如，一家拥有多条产品线的公司可以根据每个市场细分的独特需求量身定制其营销策略和产品开发工作。这种关注程度往往会导致客户满意度和忠诚度的提高，因为各个部门能够创造出与其目标受众更深切共鸣的产品。此外，分部门结构还允许更清晰的问责制。每个部门像一个小型企业一样运作，拥有自己的目标、预算和绩效指标。这种清晰度有助于激励员工，因为他们可以看到自己的工作对部门成功的直接影响。此外，它还鼓励部门之间的竞争，推动它们超越彼此，为整体组织的成功做出贡献。然而，分部门结构也存在显著的挑战。一个主要问题是资源重复的潜在风险。每个部门可能需要自己的支持职能，如人力资源、财务和市场营销，从而导致运营成本增加。组织必须仔细管理这些资源，以避免可能抵消分部门方法好处的低效率。另一个挑战是部门之间形成孤岛的风险。当各个部门独立运作时，它们可能会失去对组织整体目标的关注，未能有效协作。这种缺乏沟通可能会阻碍知识共享和创新，最终影响公司的竞争力。为了减轻这一风险，领导者必须培养协作文化，并确保各个部门的战略与更广泛的组织目标保持一致。总之，分部门结构为现代组织提供了机遇和挑战。尽管它可以增强响应能力、问责制和创新，但它也需要仔细管理，以避免资源重复和孤岛现象。考虑采用分部门方法的公司必须权衡这些因素，并实施策略以最大化收益，同时最小化缺点。通过这样做，他们可以创建一个动态且有效的组织框架，支持长期增长和成功。
