所謂“譯述”，顧名思義，即“譯”中夾“述”，“譯”、“述”結(jié)合，通常用來(lái)介紹篇幅較長(zhǎng)的原作?！白g”包括上文所說(shuō)的摘譯和編譯，“述”則是譯者用自己的話把原文的內(nèi)容簡(jiǎn)明扼要地轉(zhuǎn)述出來(lái)；至于原作的形式和風(fēng)格，往往可以由譯者視具體情況自行決定是否保留。

譯述的基本方法與摘譯或編譯相比，增加了轉(zhuǎn)述的功能。“述”則是在編譯的基礎(chǔ)上進(jìn)一步深化、濃縮，要求譯者在宏觀上準(zhǔn)確把握原作的主題思想，對(duì)原作的內(nèi)容進(jìn)行重組；有時(shí)甚至是“另起爐灶”，并輔之以相關(guān)的文獻(xiàn)資料，把一席大餐改造成快餐，從而達(dá)到壓縮原作、突出主題、以應(yīng)時(shí)需的目的。

譯述的方法主要是對(duì)原作的內(nèi)容進(jìn)行壓縮、重寫，對(duì)原作的結(jié)構(gòu)進(jìn)行調(diào)整、重組。我們以下文為對(duì)象，討論具體的譯述方法。

Make Sure You Chop the Dead Wood

Mass layoffs won't work if you can't get rid of weak managers. Here comes the wave: General Motors to lay off 15,000, Whirlpool 6,300, Gillette 2,700, Aetna 2,400, and we'll see plenty more such announcements in coming weeks and hear justified teeth-gnashing over the plight of the laid-off, the return of the business cycle, etc. Let's just remember that a more significant trend , one you won't see reported on any newspaper's front page, is the opposite: We're in the middle of a vast and dangerous wave of nonfiring. Across America heartless executives every day are not fitring employees by the thousands. The damage to millions of lives, and to the economy, is beyond calculating.

This is no joke, and here's why. An infotech-based economy multiplies, rather than diminishes, the importance of getting the maximum contribution from every employee. Increasingly, that's the only competitive advantage you have. Economies of scale are worth less every day; so are most of the other nonhuman factors on which companies used to build margins. People are all that's left, and for most companies that's a big problem because it means underperformers - especially underperforming managers - have to be moved aside or moved out. The great majority of companies can't handle it.

Let's be clear about the corrosive effects of avoiding this problem. A recent survey from McKinsey is fairly chilling: Keeping poor performers means that development opportunities for promising employees get blocked, so those subordinates don't get developed, productivity and morale fall, good-performers leave the company, the company attracts fewer A players, and the whole miserable cycle keeps turning. McKinsey asked people who had worked for subpart managers what it was like, and they agreed strongly that the experience "prevented me from learning,"  "hurt my career development," prevented me from making a larger contribution to the bottom line," and "made me want to leave the company."

It gets worse. Employees know who the underperformers are. They know that the top executives know who they are. So every day the top team fails to address the problem, it's sending a message: We're not up to managing this outfit. Refusing to deal with underperformers not only makes your best employees unhappy, but it also makes them think the company is run by bozos.