174b) Organize departments and sub-departments around the most logical groupings. Some groups naturally gravitate toward one another. Trying to impose your own structure without acknowledging these magnetic pulls is ineffective and likely will result in a bad outcome.
174b) 按照最富逻辑的组团方式来组建部门和子部门。有些团队彼此之间会很自然的相互吸引，在没有认识到团队间的磁拉力时就妄图将自以为的结构强加给大家，会导致效率低下以及不良后果。
174c) Make departments as self-sufficient as possible so that they have control over the resources they need to achieve the goals. We do this because we don’t want to create a bureaucracy that forces departments to requisition resources from a pool that lacks the focus to do the job. People sometimes argue that we should have a technology department, but I am against that because building technology is a task, not a goal in and of itself. You build technology to perform valuable tasks. If we kept the tech resources outside the department, we would have people from various departments arguing about whose project is most important in order to garner resources, which isn’t good for efficiency. The tech people would be evaluated and managed by bureaucrats rather than the people they do the work for.
174c) 让每个部门尽可能的自给自足，以此确保他们能够自主控制达成目标所需的资源。我们这样做的出发点是因为我们不想设置过多官僚流程，强迫每个部门从集体资源池里申请资源，这样容易分散工作精力。也有桥水的员工提议，我们应该有一个技术部门，但是我不这么认为。因为解决技术问题应该是一个任务，不是一个目标。建立技术团队的目的是完成所需的技术任务。如果我们设立技术部们独立于各部门，那么各部门的人就会为争取资源坚持认为自己的项目最重要，这对于公司效率是不利的。这样的话，技术部门的人就会由官僚人士来评估和管理，而不受其直接服务对象控制。
174d) The efficiency of an organization decreases and the bureaucracy of an organization increases in direct relation to the increase in the number of people and/or the complexity of the organization.
174d) 公司效率的下降与官僚作风的扩张程度与公司人数增长和复杂性提升直接相关。
... 175) Build your organization from the top down. An organization is the opposite of a building—the foundation is at the top. The head of the organization is responsible for designing the organization and for choosing people to fill its boxes. Therefore, make sure you hire managers before their direct reports. Managers can then help design the machine and choose people who complement the machine.
... 175) 自上而下组建公司。公司机构组建与建筑修建的顺序正好相反，后者需要先打好地基。机构领导负责进行机构设置，安排合适人才去各个岗位。因此，你应该先雇管理者，再给管理者找直接向其汇报的下属。管理者们可以帮助你继续进行机构设置，寻找其他的人员来填补机构空缺。
175a) Everyone must be overseen by a believable person who has high standards. Without this strong oversight, there is potential for inadequate quality control, inadequate training, and inadequate appreciation of excellent work. Do not “just trust” people to do their jobs well.
175a) 应该给每名员工安排一位拥有高标准的靠谱的人对其进行监管。没有严格的监管，可能导致在质量控制、员工培训、追求卓越等各方面出现缺失与不足。不要轻易“相信”员工能够做好自己的工作。
175b) The people at the top of each pyramid should have the skills and focus to manage their direct reports and a deep understanding of their jobs. Here’s an example of the confusion that can arise when that understanding is absent: It was proposed that the head of technology have the facilities group (the people who take care of facilities like the building, lunches, office supplies, etc.) report to him because both are, in a sense, “facilities” and because they have some things in common, such as the electrical supply. But the head of technology didn’t understand what the facilities people do. Having people who are responsible for the janitorial services and meals reporting to a technology manager is as inappropriate as having the technology people report to the person who is taking care of facilities. These functions, even if they’re considered “facilities” in the broadest sense, are very different, as are the respective skill sets. Similarly, at another time, we talked about combining folks who work on client agreements with those who do counterparty agreements under one manager. That would have been a mistake because the skills required to reach agreements with clients are very different from the ones required to reach agreements with counterparties. It was wrong to conflate both departments under the general heading of “agreements,” because each kind called for specific knowledge and skills.
175b) 位于金字塔尖的管理者应该具备管理直接下属的能力和精力，对下属的工作职责有深入了解。如果公司内部沟通不畅，会出现很多问题。例如，有人提议让后勤团队，即负责建筑维护、员工午餐、提供办公用品的部门，向技术团队的负责人汇报工作。原因是两个团队都与办公设施相关，工作职责也有相似之处，比如都负责电力供应。但实际情况是，技术团队的负责人并不了解后勤团队的工作到底是什么。让做清洁服务的人向做技术的人汇报工作就像让做技术的人向后勤员工汇报工作一样不合时宜。两个团队的职责虽然从宽泛的意义上讲都属于负责办公设施，但是实际职责却大为不同，所需要的配套技能也不同。同理，我们也曾讨论过是否要将负责客户协议的人与负责订约方协议的人统一安排给一个管理者。但是这样也是不可行的，因为与客户达成协议所需的技能和与订约方达成协议所需技能相差甚远。不要只是因为两者都与“协议”相关就盲目合并，因为两个团队需要的知识和技能都是不同的。
175c) The ratio of senior managers to junior managers and to the number of people who work two levels below should be limited, to preserve quality communication and mutual understanding. Generally, the ratio should not be more than 1:10, and preferably closer to 1:5. Of course, the appropriate ratio will vary depending on how many people your direct reports have reporting to them, the complexity of the jobs they’re doing, and the manager’s ability to handle several people or projects at once.
175c) 高级管理者与初级管理者、管理者与两级以下的被管理者之间的人数比例应该限定在一定范围内，以确保高质量的沟通与互相理解。一般而言，此人数比例应该保持在1:10以下，最好是接近1:5。当然，具体的比例还取决于有多少人向你的直接下属汇报工作，他们做的工作的复杂程度，以及管理者一次应对多人多项目的能力。
175d) The number of layers from top to bottom and the ratio of managers to their direct reports will limit the size of an effective organization.
175d) 自上而下的层级数量以及管理者与直接下属的比例会制约高效公司的规模。
175e) The larger the organization, the more important are 1) information technology expertise in management and 2) cross-department communication (more on these later) .
175e) 公司越大，越需要1）在管理中运用信息技术；2）跨部门沟通（后详）。
175f) Do not build the organization to fit the people. Jobs are created based on the work that needs to be done, not what people want to do or what people are available. You can always search outside Bridgewater to find the people who “click” best for a particular role.
175f) 不要为了迁就人员而组建机构。岗位是基于所需完成的工作来设定的，而不是基于人们想要干什么事，能干什么事而设定。我们总能在桥水公司之外找到符合某项特定工作岗位的最佳人选。
... 176) Have the clearest possible delineation of responsibilities and reporting lines. It’s required both within and between departments. Make sure reporting lines and designated responsibilities are clear. To avoid confusion, people should not report to two different departments. Dual reporting (reporting across department lines) causes confusion, complicates prioritization, diminishes focus on clear goals, and muddies the lines of supervision and accountability, especially when a person reports to two people in two different departments. When situations require dual reporting, managers need to be informed. Asking someone from another department to do a task without consulting with his or her manager is strictly prohibited (unless the request will take less than an hour or so) . However, appointing co-heads of a department or a sub-department can work well if the managers are in synch and combine complementary and essential strengths to this area; dual reporting in that case can work fine if properly coordinated by the co-heads.
... 176) 尽可能清楚地描述工作职责与级别关系。 务必清楚表述级别关系和工作职责，该要求适用于部门内部及跨部门之间。为避免冲突，一人无需向两个不同的部门汇报工作。双重汇报，即跨部门的汇报，会引起冲突，将确定优先事项的过程复杂化，分散对清晰目标的关注力， 模糊监管和责任的界限。这种情况在一个人向两个不同部门的不同人汇报时更为显著。当具体情势的确需要双重汇报时，管理者必须对此知情。在不与相关人员的管理者打招呼的情况下就直接让某个其他部门的人做事是被严格禁止的，除非这件事只需要不到一个钟头左右的时间。但是，如果管理者们达成一致，同时能够结合在此领域重要的互补优势，为部门或子部门选定共同领导人是可行的。在这种情况下的双重汇报由共同领导人的协调一致，也是可行的。
176a) Create an organizational chart to look like a pyramid, with straight lines down that don’t cross. A series of descending pyramids make up the whole pyramid, but the number of layers should be limited to minimize hierarchy.
176a) 建立一个金字塔形的组织图，画出不相交的竖线。A 在整个金字塔中又有一系列的小金字塔，但是为了减少机构层级，要控制金字塔的层数。
... 177) Constantly think about how to produce leverage. For example, to make training as easy to leverage as possible, document the most common questions and answers through audio, video, or written guidelines and then assign someone to regularly organize them into a manual. Technology can do most tasks, so think creatively about how to design tools that will provide leverage for you and the people who work for you.
... 177) 经常思考该如何让事情发挥最大效果。比如，为让培训最易于接受，可以通过音频、视频或书面指南的方式记录下最常见的问题和答案，然后安排专人定期将其编纂成手册。技术现在能完成大部分的任务，创新性思考如何设计工具，供自己和员工使用。
177a) You should be able to delegate the details away. If you can’t, you either have problems with managing or training or you have the wrong people doing the job. The real sign of a master manager is that he doesn’t have to “do” practically anything. Of course, a great manager has to hire and oversee the people who do things; but a “supreme master” manager can even hire a person or two to do this and has achieved such leverage that things are effortlessly running superbly. Of course, there is a continuum related to this. The main message I’m trying to convey is that managers should strive to hire, train, and oversee in a way in which others can superbly handle as much as possible on their own. Managers should view the need to get involved in the nitty-gritty themselves as a bad sign.
177a) 你应该将细节工作委派给他人。如果你做不到的话，说明你不擅长管理或培训，或者你安排的人无法胜任自己的工作。真正的管理大师的标志是根本不需要亲自做任何实际工作。当然，一个杰出的管理者必须雇佣和监管他人做事。但是大师级的管理者甚至能够找到一两个人来帮他雇佣和监管他人，已经达到一种毫不费力就能将公司经营得很好的境界。当然，要实现这样，还需要满足其他的因素。我想说的是，管理者们应该努力去招聘、培养、监管员工，使得员工能够尽可能依靠自己的力量精彩完成工作。如果管理者们不得不去做特别琐碎的工作，这将是一个糟糕的信号。
177b) It is far better to find a few smart people and give them the best technology than to have a greater number of ordinary and less well -equipped people. First of all, great people and great technology are almost always a great value because their effectiveness in enhancing the organization’s productivity can be enormous. Second, it is desirable to have smart people have the widest possible span of understanding and control because fragmented understanding and control create inefficiencies and undermine organizational cohesion. Usually it is the person’s capacity that limits the scope of his understanding and control. So the mix of really smart people operating with really great technology in a streamlined organization is optimal for organizational efficiency.
177b) 与其让一众能力平庸之人获得不那么精良的装备，不如只给一小部分聪明人配备最好的技术。首先，拥有优秀的员工和优秀的技术对促进公司生产力有极大的效果。 其次，最好能让优秀的员工尽可能广泛地了解公司情况，进行管控。碎片化的了解和管控会造成效率低下，不利于公司凝聚力。通常情况下，人的能力制约了他的理解力和控制力。如果能够结合最聪明的人、最先进的技术和合理的公司结构，就能实现公司效率的最大化。
177c) Use “leveragers.” Leveragers are capable of doing a lot to get your concepts implemented. Conceptualizing and managing are most important and take only about 10% of the time needed for implementing; so if you have good leveragers, you can accomplish a lot more with relative ease.
177c) 使用执行力强的人。执行力强的人能够竭尽所能执行你的理念。构思与管理是最重要的，但是其花费的时间只占到执行的十分之一左右。如果你拥有有力的执行者，那么你就能轻松完成很多事情了。
... 178) Understand the clover-leaf design. Find two or three responsible parties who have overlapping believabilities and responsibilities and who are willing to challenge and check each other. If you do this, and those people are willing to fight for what they believe is best by being open-minded and assertive at the same time, and if they escalate their disagreements and failures to you, this process will have a high probability of sorting issues that they can probably handle well from issues that you should examine and resolve with them.
... 178) 理解四叶草形的机构设置。找两到三名业务有交叉的可信负责人，如果他们愿意，让他们监督和挑战彼此。他们能够本着开放的心态，坚定地为自认为对的事情据理力争，在碰到分歧和失败时，将问题提交给你来处理。 如果能坚持这一程序，那么他们就能将自己能够处理的问题与需要你参与处理的问题区分开。
... 179) Don’t do work for people in another department or grab people from another department to do work for you unless you speak to the boss.
... 179) 不要为其他部门做事，也不要在没有和其他部门领导交涉的情况下从其他部门抓人来为你做事。
... 180) Watch out for “department slip.” This happens when a support department, such as HR or Facilities, mistakes its responsibilities to provide support with a responsibility to determine how the thing they are supporting should be done. An example of this sort of mistake is if those in the Recruiting department think they should determine whom we should hire or if people in HR think they should determine what our employment policies should be. Another example would be if the Facilities group determined what facilities we should have. While support departments should know the goals of the people they’re supporting and provide feedback regarding possible choices, they are not the ones to determine the vision.
... 180) 谨防“部门职能错位”。当一个提供支持的部门，比如人力资源或后勤部门， 将支持的责任与决定被支持的工作该如何进行的责任混淆。例如，负责招聘的员工认为他们应该有权决定去雇佣谁，而人力资源的员工认为他们应该有权决定就业政策， 都是部门职能错位的现象。再比如，后勤团队去决定我们应该购置什么样的办公设施，都是这种情况。支持团队虽然需要了解他们所支持的团队的目标，提供可能的选项，但是他们却不能最终做决定。
... 181) Assign responsibilities based on workflow design and people’s abilities, not job titles. What people do should primarily be a function of the job they have, and it should be pretty obvious who should do what (if they’re suited for the job) . For example, just because someone is responsible for “human resources,” “recruiting,” “legal,” “programming,” etc., doesn’t necessarily mean they are the appropriate person to do everything associated with those functions. For example, though “Human Resources” people help with hiring, firing, and providing benefits, it would be a mistake to give them the responsibility of determining who gets hired and fired and what benefits are provided to employees. When assigning responsibilities, think about both the workflow design and a person’s abilities, not the job title.
... 181) 在分配责任时，注意考虑工作流的设置和员工的能力，而不是岗位头衔。员工所做的工作应该是他们所在职位的主要功能，只要员工是适合自己的岗位的，那么谁负责做什么应该是显而易见的。例如，不能只因为某人负责“人力资源”、“招聘”、“法律”或“编程”，就推论他们是负责所有相关功能事项的最佳人选。尽管人力资源部门的员工会帮助招聘、解聘、员工福利，但是却不能给他们权力决定应该招谁、开除谁、提供什么样的福利。在分工时，要考虑工作流的设置和员工的能力，而不是岗位头衔。
... 182) Watch out for consultant addiction. Beware of the chronic use of consultants to do work that should be done by employees.
... 182) 谨防过分依赖外部咨询。不要长期使用咨询来完成本该由员工自己完成的工作。
... 183) Tool: Maintain a procedures manual. This is the document in which you describe how all of the pieces of your machine work. There needs to be enough specificity so that operators of the different pieces of the machine can refer to the manual to help them do their job. The manual should be a living document that includes output from the issues log so that mistakes already identified and diagnosed aren’t repeated. It prevents forgetting previous learning and facilitates communication.
... 183) 工具：使用流程手册。流程手册记录了整个机构各个部件运行的情况。手册的内容需要足够详细，保证机构各部门员工都能够参考手册帮助其工作。手册应该是实时更新的，需要涵盖问题日志里的成果，保证已经发现并诊断过的问题不会重复出现。实时更新手册还能巩固先前的经验，促进员工沟通。
... 184) Tool: Use checklists. When people are assigned tasks, it is generally desirable to have these captured on checklists so they can check off each item as it is done. If not, there is a risk that people will gradually not do the agreed tasks or there will be lack of clarity. Crossing items off a checklist will serve as a task reminder and confirmation of what has been done.
... 184) 工具：使用任务清单。当员工被安排了新的工作任务时，最好能够将任务记录在清单上，当完成一项时，可以划掉相应项目。如若不然，员工可能会对已答应的工作逐渐懈怠，或记不清楚。将清单上的项目划掉的过程能够起到提醒任务的作用，确定已经完成的事项。
184a) Don’t confuse checklists with personal responsibility. People should be expected to do their job well, not just what is on their checklists.
184a) 不要将任务清单与个人责任混为一谈。员工应该将自己的工作做好，这不仅仅局限于清单上的内容。
184b) Remember that “systematic” doesn’t necessarily mean computerized. It might mean having people do specified tasks and indicate that they have done them with checklists.
