0.7/字_英譯英_報告_7000字_20151121 - 翻譯

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[必]工 作 量： 7000字
[必]工作報酬：0.75/1英文字(願意提供到0.8,譯者來信時可註明希望待遇,我會列入參考)
[必]涉及語言：英文
[必]所屬領域：管理
[必]文件類型：大型報告
[必]截 稿 日：11/28早上(臺灣時間)
[必]應徵期限：11/23(臺灣時間)
[必]聯絡方式：站內信,或[email protected]
[必]付費方式：預付500訂金 完稿後2天內付完尾款

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[選]工作要求：文法正確，語句通順，意思連貫。希望盡量是追蹤修訂
[選]參考段落：（提供部分段落讓譯者評估難度，若未提供請勿刪除）
[選]試 譯 文：(如果沒有附上作品才需要，剛剛不好意思一時沒看清楚，
有請兩位譯者試改，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.
[選]其他事項: 希望提供自己的作品和學經歷給我參考

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