hierarchizing
简明释义
英[/ˈhaɪə.rə.kaɪ.zɪŋ/]美[/ˈhaɪəˌrɑːr.kaɪ.zɪŋ/]
vt. 按等级(或阶级)排列(hierarchize 的现在分词)
英英释义
The process of arranging or organizing elements in a hierarchical structure, where items are ranked or ordered based on levels of importance or authority. | 将元素按照层级结构进行排列或组织的过程,其中项目根据重要性或权威的级别进行排序。 |
单词用法
信息的等级划分 | |
任务的等级划分 | |
等级划分的过程 | |
决策的等级划分 |
同义词
反义词
例句
1.Thus, the space is organized hierarchizing areas of public access with yellow and neutralizing (visually) the restricted areas with gray.
因此,空间组织上,黄色和中和(视觉)的公共区域的灰色形成了视觉层次。
2.Thus, the space is organized hierarchizing areas of public access with yellow and neutralizing (visually) the restricted areas with gray.
因此,空间组织上,黄色和中和(视觉)的公共区域的灰色形成了视觉层次。
3.The company's management team is focused on hierarchizing 层级化 the workflow to improve efficiency.
公司的管理团队专注于<顺序化>工作流程,以提高效率。
4.In educational settings, teachers often engage in hierarchizing 等级划分 tasks to cater to different student abilities.
在教育环境中,教师常常进行<等级划分>任务,以满足不同学生的能力。
5.The process of hierarchizing 分层 data helps researchers identify key trends and patterns.
对数据进行<分层>的过程帮助研究人员识别关键趋势和模式。
6.During the meeting, we discussed the importance of hierarchizing 分类 our goals for the upcoming project.
在会议期间,我们讨论了<分类>即将到来的项目目标的重要性。
7.The software allows for hierarchizing 分级 tasks based on urgency and importance.
该软件允许根据紧急性和重要性进行<分级>任务。
作文
In contemporary society, the concept of hierarchy permeates various aspects of our lives, from workplaces to social structures. The act of hierarchizing (建立等级制度) is often seen as a necessary process for establishing order and clarity in complex systems. However, this practice can also lead to significant challenges and drawbacks that warrant careful consideration. To begin with, hierarchizing (建立等级制度) helps organizations and societies function more efficiently. By creating a clear structure where roles and responsibilities are defined, individuals within an organization can understand their place and contribution. For example, in a corporate setting, a well-defined hierarchy allows for streamlined decision-making processes. Employees know whom to report to and who is responsible for what tasks. This clarity can enhance productivity, as everyone understands their duties and the expectations placed upon them. Moreover, hierarchizing (建立等级制度) can facilitate accountability. When there is a clear chain of command, it becomes easier to hold individuals responsible for their actions. In situations where mistakes occur, organizations can trace back to the source of the error, making it simpler to address issues and implement solutions. This accountability is crucial for maintaining standards and ensuring that everyone is working towards common goals. However, while there are benefits to hierarchizing (建立等级制度), it is essential to recognize its potential pitfalls. One significant drawback is that rigid hierarchies can stifle creativity and innovation. When employees feel constrained by a strict chain of command, they may hesitate to share new ideas or challenge the status quo. This reluctance can hinder progress and prevent organizations from adapting to changing circumstances. In today's fast-paced world, flexibility and adaptability are key to success, and overly hierarchical structures can impede these qualities. Additionally, hierarchizing (建立等级制度) can create power imbalances that lead to feelings of disenfranchisement among lower-level employees. When individuals perceive themselves as mere cogs in a machine, their motivation and job satisfaction may diminish. This disengagement can result in high turnover rates and decreased productivity, ultimately harming the organization as a whole. It is crucial for leaders to strike a balance between maintaining a functional hierarchy and fostering an inclusive environment where all voices are heard and valued. Furthermore, the act of hierarchizing (建立等级制度) can sometimes perpetuate systemic inequalities. In many cases, hierarchies are not based solely on merit but can be influenced by factors such as gender, race, or socioeconomic status. This inequity can lead to a lack of diversity in leadership positions and reinforce stereotypes and biases. Organizations must be vigilant in addressing these issues to create a more equitable workplace where opportunities are available to all, regardless of their background. In conclusion, while hierarchizing (建立等级制度) serves important functions in organizing society and facilitating accountability, it is vital to approach this practice with caution. Organizations should strive to create flexible structures that encourage collaboration, innovation, and inclusivity. By doing so, they can harness the benefits of hierarchy while minimizing its potential drawbacks. Ultimately, the goal should be to foster environments where all individuals feel empowered to contribute and thrive, leading to greater overall success for both organizations and society as a whole.
在当代社会,等级制度的概念渗透到我们生活的各个方面,从工作场所到社会结构。hierarchizing(建立等级制度)的行为常常被视为在复杂系统中建立秩序和清晰度的必要过程。然而,这种做法也可能导致显著的挑战和缺点,值得我们认真考虑。 首先,hierarchizing(建立等级制度)有助于组织和社会更高效地运作。通过创建一个明确的结构,角色和责任得以界定,组织中的个人可以理解自己的位置和贡献。例如,在企业环境中,良好的等级制度使决策过程更加顺畅。员工知道应该向谁报告,谁负责哪些任务。这种清晰度可以提高生产力,因为每个人都理解自己的职责和对他们的期望。 此外,hierarchizing(建立等级制度)可以促进问责制。当有明确的指挥链时,追究个人行为的责任变得更加容易。在出现错误的情况下,组织可以追溯到错误的源头,使得解决问题和实施解决方案变得更加简单。这种问责制对于维持标准和确保每个人朝着共同目标努力至关重要。 然而,尽管hierarchizing(建立等级制度)具有好处,重要的是要认识到其潜在的缺陷。一个显著的缺点是,僵化的等级制度可能会抑制创造力和创新。当员工感到受到严格的指挥链限制时,他们可能会犹豫不决,不愿分享新想法或挑战现状。这种不情愿可能会妨碍进步,并阻止组织适应变化的环境。在当今快节奏的世界中,灵活性和适应能力是成功的关键,而过于等级化的结构可能会阻碍这些品质。 此外,hierarchizing(建立等级制度)可能会造成权力不平衡,导致低级别员工感到被剥夺权利。当个人将自己视为机器中的小齿轮时,他们的动机和工作满意度可能会降低。这种失去参与感可能导致高离职率和生产力下降,最终对整个组织造成伤害。领导者必须在维持功能性等级制度和营造包容性环境之间取得平衡,让所有人的声音都能被听到和重视。 此外,hierarchizing(建立等级制度)的行为有时会延续系统性不平等。在许多情况下,等级制度并不是单纯基于优点,而可能受到性别、种族或社会经济地位等因素的影响。这种不平等可能导致领导职位缺乏多样性,并强化刻板印象和偏见。组织必须警惕这些问题,以创造一个更加公平的工作环境,让所有人都有机会,无论他们的背景如何。 总之,虽然hierarchizing(建立等级制度)在组织社会和促进问责制方面发挥着重要作用,但必须谨慎对待这一做法。组织应努力创建灵活的结构,鼓励合作、创新和包容性。通过这样做,他们可以利用等级制度的好处,同时最大限度地减少其潜在缺点。最终,目标应该是营造一个让所有人都能感到被赋予权力、能够贡献和蓬勃发展的环境,从而为组织和整个社会带来更大的成功。
文章标题:hierarchizing的意思是什么
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