PRINSIP-PRINSIP PENTERJEMAHAN (BBM422)

TUGASAN BERPASANGAN (30%)

SESI OKTOBER 2023 - FEBRUARI 2024

Arahan Tugasan:
Tugasan berpasangan akan dibahagikan kepada dua bahagian iaitu:
1) Menterjemah teks (20%)
 Tugasan ini dilakukan secara berpasangan dan pelajar dikehendaki
menterjemah teks bahasa Inggeris ke Bahasa Melayu.
 Setiap teks yang diterjemah haruslah mengekalkan makna teks sumber.
 Terjemahan literal tidak digalakkan dan markah akan ditolak sekiranya
pelajar menterjemah keseluruhan teks menggunakan kaedah ini.
 Pelajar harus memastikan teks terjemahan yang dihasilkan menepati
struktur dan tatabahasa teks sasaran.
2) Laporan teks terjemahan (10%)
 Pelajar dikehendaki membuat laporan hasil teks terjemahan yang telah
dihasilkan.
 Butiran laporan adalah seperti berikut (hanya pilih satu elemen sahaja) :
a) Proses Menterjemah (Nida dan Taber 1969) ATAU
b) Kaedah Terjemahan (Vinay dan Darbelnet 1995)
Format Tugasan

Setiap tugasan haruslah mempunyai maklumat yang berikut :

a. Muka hadapan
b. Teks Sumber (BI)
c. Tek Sasaran (BM)
d. Pengenalan
e. Laporan teks terjemahan
f. Kesimpulan
g. Rujukan

Tarikh Penyerahan Tugasan

Penghantaran tugasan pada minggu kesembilan (ke-9) dalam bentuk salinan
keras (hardcopy) mengikut waktu kelas masing-masing.
TEKS SUMBER
Assumptions of Organizational Information Theory (OIT)
OIT is one way of explaining how organizations make sense out of information that is
confusing or ambiguous. It focuses on the process of organizing members of an organization
to manage information rather than on the structure of the organization itself. A number of
assumptions underline this theory:
 Human organizations exist in an information environment
 The information an organization receives differs in terms of equivocality
 Human organizations engage in information processing to reduce equivocality of
information
The first assumption states that organizations depend on information in order to function
effectively and accomplish their goals. Wieck (1979) views the concept of information
environment as distinct from the physical surroundings in which an organization is housed.
He proposes that these information environments are created by the members of the
organizations. Members establish goals that require them to obtain information from both
internal and external sources. However, these inputs differ in terms of their level of
understandability.
Consider the university admissions office example. A school can use numerous channels to
gain information about student needs. It may develop a website to answer prospective
student’s questions and to solicit student feedback; it may conduct surveys at high school
academic fairs to gain more information about student desires; it may host focus group
interviews with current students to discover needs and concerns; or it may ask alumni to
provide examples from their educational experiences to attract future students. Once the
school has received messages from all of these external sources, the university must decide
how to communicate messages internally to establish and accomplish its goals for current and
future students. The possibilities for information are endless, and the university must decide
how to manage all the available potential messages.
The second assumptions proposed by Wieck focuses on the ambiguity that exists in
information. Messages differ in terms of their understandability. An organization needs to
determine which of its members are most knowledgeable or experienced in dealing with
particular information that is obtained. A plan to make sense of the information needs to be
established. In fact, Wieck (2015) argues that when things are ambiguous, people will do
their best to work with it. That is, he believes that at times, employees have no choice but to
deal with ambiguous messages.
Each member of each team must be able to interpret and understand the messages accurately.
Given the federal law requirements, however and the complexities related to the law, many
messages are not always clear because individuals often assume understanding and often
communicate in ways that are less that clear. Further, each office has had little experience
working with such a massive undertaking.
According to Wieck’s theory, may be frequently equivocal. Equivocality refers to the extent
to which messages are complicated, uncertain and unpredictable. Equivocal messages are
often sent in organizations. Because these messages are not clearly understood, people need
to develop a framework or plan for reducing their ambiguity about the message and it’s not
one person’s responsibility to reduce organizational equivocality but everyone’s because “it
leads to a safer and more adaptive system” (Mumby & Kuhn, 2019 p.116). Yet, given that so
many Western cultures prefer clarify rather ambiguity (Lui, Volcic & Gallois, 2019), we can
see that nearly all U.S companies eschew equivocal messaging in their offices.
You may be tempted to think that equivocality is ineffectual in an organization. Yet, as Eric
Eisenberg (2007) reminds us, equivocality is not necessarily problematic. He states that
rather than viewing equivocality as difficult, “Wieck turned this idea on its head, arguing
instead that equivocality is the engine that motivates people to organize” (p. 274). When
individuals in an organization reduce equivocality, they engage in a process that tries to make
sense out of excessive information received by the organization. We delve further into
equivocation a few more times later in the chapter.
In an attempt to reduce the ambiguity on information, the third assumption of the theory
proposes that organizations engage in joint activity to make information that is received more
understandable. Wieck (1979) sees the process of reducing equivocality as a joint activity
among members of an organization. It is not the sole responsibility of one person to reduce
equivocality. Rather, this is a process that may involve several members of the organization.
Consider the Banking example. Each department needs to use information from other units,
but they also need to provide information to these same units to accomplish the tasks
necessary to meet the organization’s federal compliance. This illustrates the extent to which
departments in an organization may depend on one another to reduce their ambiguity. An
ongoing cycle of communicating feedback takes place in which there is a mutual give-and-
take of information.
(Introducing Communication Theory: Analysis and Application)