t train data 1:各位大哥大姐再帮忙翻译下。

SCOPE OF MANAGEMENT There are many types of managers and many ways in which managerial jobs differ from each other. One difference is the scope of the activities being managed. The scope of activities performed by general managers is quite broad. Functional managers supervise employees having expertise in one area, such as accounting, human resources, sales, finance, marketing, or production. For example, the head of a payroll department is a functional manager. That person doesn’t determine employee salaries, as a general manager might, but makes sure that payroll checks are issued on time and in the correct amounts. Usually, functional managers have a great deal of experience and technical expertise in the areas of operation they supervise. Their success as managers is due in part to the detailed knowledge they have about the work being done by the people they supervise, the problems those people are likely to face, and the resources they need to perform well. General managers are responsible for the operations of a more complex unit, such as a company or a division. Usually they oversee the work of functional managers. General managers must have a broad range of well-developed competencies to do their jobs well. These competencies can be learned through a combination of formal training and various job assignments, or they can be learned simply in the course of trying to adapt and survive in a chosen area. Being adaptable enough to solve whatever problems he ran into along the road to success was the approach Alan Young took on the way to becoming one of the best auto dealers in Texas. Although Young’s domain is small, his job has all the complexity of that of a general manager. He oversees all marketing functions, including advertising campaigns and sales; he manages the financial side of the business; he is active in the community as a member of the Ft. Worth Chamber of Commerce（2） and other civic organizations; and he sponsors a high school basket-ball tournament.