明茨指出：“或者还有一种可能，这是一种我们从没见过的菌种。”
Or, Mintz says, "it's possible we will see a strain we've never seen before."
在好莱坞也经常见得到，明茨伯格说，这是一种未来的结构。
It is also the structure found in Hollywood and, said Mintzberg, it is the structure of the future.
该所学校的思想已经被明茨伯格所描述为战略形成是一个构想的过程。
This school of thought has been described by Mintzberg as the visionary process for strategy formation.
不出一年，发行人查尔斯·明茨就推开沃特，揽走了奥斯瓦尔德系列的版权。
Within a year, Oswald's distributor Charles Mintz had forced Walt out and taken over the rights to the series.
明茨称我们需要扩大我们对家庭的定义。明年，他计划做一次招聘招募一些必要时可帮忙的志愿者。
Mintz says we need to expand our definition of "family." Next year, she plans to launch a recruitment drive to match those in need with volunteers.
波特的差异化策略是基于部门的先前的学者研究的成果上发扬壮大的，包括明茨伯格的研究。
Greve's division of Porter's differentiation strategy is based on earlier scholars studies were Porter' typology was used, including Mintzberg's study.
1914年，俄国官员明茨洛夫前往唐努乌梁海进行侦察活动，为沙俄吞并唐努乌梁海作准备。
In 1914, in order to make preparations for Russia's annexation of Tannu uriankhai, a Russian official Mints Rolf went to the district to make reconnaissance.
亨利·明茨伯格·亨利·明茨伯格论管理[M]。闾佳译。北京：机械工业出版社。2007。
Henry Mintzberg. Mintzberg on Management. Trans. by Lv Jia. Beijing: China Machine Press, 2007.
明茨称我们需要扩大我们对家庭的定义。明年，他计划做一次招聘招募一些必要时可帮忙的志愿者。
Mintz says we need to expand our definition of "family. " Next year, she plans to launch a recruitment drive to match those in need with volunteers.
正如明茨伯格所说的，“管理者只是交流或构思决对无济于事，而只有做完收尾工作才是做了事情。”
As Mintzaberg says, "the manager who only communicates or only conceives never gets anything done, while the manager who only 'does' ends up doing it all done."
明茨伯格认为波特的差异化策略应该更加详细具体，更有发展前景，因为差异化可能要通过几个方面来完成。
Mintzberg suggests that Porter's Differentiation strategy should be more specified and hence be developed, since differentiation may be accomplished in several ways.
亨利。明茨伯格在1996年夏季的加利福尼亚管理评论上发表题为《本田效应再探》的文章延伸了这场辩论。
Henry Mintzberg followed up the debate with an article in the California Management Review (in summer 1996) entitled "the Honda Effect Revisited".
明茨伯格说：“MBA毕业生都是铁嘴铜牙并且才思敏捷……不是忠诚于某一行业而是吧管理当做是自我晋升的手段”。
MBA graduates, says Mintzberg, are "glib and quick-witted… not committed to particular industries but to management as a means of personal advancement".
为了解释这所学校的思想，明茨伯格已经从皮特的书中获得了帮助，他描述了如何不断排练，出席和演出从而创造出良好的结果。
To explain this school of thought Mintzberg has taken help from the Peter's book in which he describes how the constant rehearsal, attendance and performance create good results.
“他们讨论的过程反映了话题对他们的影响，”明茨伯格说，“经理人们通过相互交流从彼此身上学到了更多东西，更重要的是，他们提高了自己的业务能力。”
“They discuss and reflect on how the topic impacts on them,” says Mr Minztberg.“[The managers] learn from each other and, most crucially, develop actions for their workplaces.
1973年，亨利·明茨伯格在其对管理工作的经典研究中，将管理者比作玩杂耍的人：他们保持50个球同时在空中，并在再次将球抛至空中前，定期检查每个球。
In his classic study of managerial work in 1973 Henry Mintzberg compared managers to jugglers: they keep 50 balls in the air and periodically check on each one before sending it aloft once more.
纽兰·阿切尔随着莱弗茨的目光望去，惊讶地发现他的感叹是因为一个陌生的身影进入明戈特太太的包厢而引起的。
Newland Archer, following Lefferts's glance, saw with surprise that his exclamation had been occasioned by the entry of a new figure into old Mrs. Mingott's box.
奥斯明顿的白马，在英国的萨顿波因茨外。
你拿来与不同的东西，然后把它变成你熟悉的东西，特拉华州海格利博物馆和威明顿图书馆的罗格·霍洛威茨说。
You take something that's different, and you make it similar, says Roger Horowitz of the Hagley Museum and Library in Wilmington, Delaware.
你拿来与不同的东西，然后把它变成你熟悉的东西，特拉华州海格利博物馆和威明顿图书馆的罗格·霍洛威茨说。
You take something that's different, and you make it similar, says Roger Horowitz of the Hagley Museum and Library in Wilmington, Delaware.
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