solid-line reporting
Chinese translation: 向直屬上司報告
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| 13:39 Nov 22, 2017 |
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| English to Chinese translations [PRO] Marketing - Marketing / Market Research / general | |||||||
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|  Selected response from: pkchan United States Local time: 13:49 | ||||||
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| 4 | 向直屬上司報告 |
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| 4 | FYI |
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Answers
32 mins confidence: 
向直屬上司報告 Explanation: 直屬報告solid-line reporting-Solid-line reporting is a type of business reporting in organizations with a matrix management structure. Solid-line reporting indicates that the entire organization of the functional discipline reports to the functional discipline's executive, even those in distributed lines of business. the majority of Finance leaders will have a solid-line reporting relationship with GCM Financen，subject to local laws and regulations. 在遵守當地法律和規定下，大多數金融領導人將與 GCM Financen 有直屬報告關係。 |
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14 mins confidence:
FYI Explanation: 大部分财务领导（领袖、带头人）将与GCM Finance保持“实线报告关系”，但须遵守当地的法律和法规（但这还要取决于当地的法律法规/受当地的法律法规的制约）。 实线报告是与虚线报告对应的，见下： 虚线报告Dotted line report - tinglovesthesky的日志- 网易博客 tinglovesthesky.blog.163.com/blog/.../4818205320131052302577... Translate this page Nov 5, 2013 - 虚线报告Dotted line report,tinglovesthesky的网易博客,留下思索、分享 ... 也就是说，业务部门中的相关职能首先向业务单元经理汇报(“实线”)，再向 ... -------------------------------------------------- Note added at 46 mins (2017-11-22 14:26:04 GMT) -------------------------------------------------- 直属上司是“Direct supervisor” ，直属的下级是“direct report”， 这些是“实线报告”的一个环节或成分/组成部分，但不是全部。 这里有一个关于实线报告的例子，证明“实线报告” 与“直属上司报告”是老虎是两回事： 「储备领导人才」与「成为领导者」的经验- 知乎专栏 https://zhuanlan.zhihu.com/p/20787521 Translate this page Apr 22, 2016 - 不但我的一线产品主管都实线报告给亚洲区总部的产品总经理；甚至亚洲总部功能部门的主管，例如财务、法务、人资等等，也都借着组织变动之际， ... -------------------------------------------------- Note added at 47 mins (2017-11-22 14:26:51 GMT) -------------------------------------------------- 「储备领导人才」与「成为领导者」的经验- 知乎专栏 https://zhuanlan.zhihu.com/p/20787521 Translate this page Apr 22, 2016 - 不但我的一线产品主管都实线报告给亚洲区总部的产品总经理；甚至亚洲总部功能部门的主管，例如财务、法务、人资等等，也都借着组织变动之际， ... -------------------------------------------------- Note added at 51 mins (2017-11-22 14:31:15 GMT) -------------------------------------------------- 矩阵式组织的统属关系——为什么受伤的总是我 269阅读 0评论2009-04-08 DebDutta 分类： 当今的组织，即便是与5年前相比，也已经变得更加多样和复杂。众多的业务部门、产品线、职能团队和管辖区域，需要有不同的统属关系，这样才能形成必要的制衡，进而保证每一个利害关系人的目的与目标得以实现。 组织结构智慧，意思是在一个运营单位内部建立多种统属关系的必要性，不那么严格地讲，这就是“矩阵式组织”。 单独地讲，这就是说，某个特定职位可能被要求向两个上级报告，一个是通过一条“实线”报告，一个是通过一条“虚线”报告。两者之间的不同之处首先在于，实线经理人负责人力投资和与人力相关的运营支出，并对职位的目标定位、绩效评估和人员发展拥有更大的发言权；虚线经理人负责职能或知识上的事务，协调其他关键职能团队，并帮助人员在其职位上获得总体的成功。 |
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