Translate the following into English
决策过程对管理结盟的需要是基于两个方面的原因。首先，组织的目标往往模糊不清，而部门间的运营目标则缺乏一致性。在目标模糊又缺乏一致性的情况下，管理者对问题的优先顺序便无法统一。他们必须就问题讨价还价，并围绕着应该解决的问题建立起结盟。
结盟的第二个原因是尽管管理者个人倾向于理性，但却受到人类认知的局限和其他局限性的制约。管理者们没有时间、资源或心智能力去识别与某一项决策相关的所有维度，并处理所有的信息。这些局限性便导致了结盟行为。管理者们通过相互交谈、交流看法来收集信息，减少模糊性。拥有相关信息或对某项决策的结果有相关利益的人们会被征求意见。建立结盟会使一项决策得到各相关利益方的支持。
The reason for alliance management to be needed by the decision-making process is based on two aspects. First, the goals of an organization are often vague and operation goals between department lack consistency. In the case of vague goals and lack of consistency, managers could not unify the order of precedence of problems. They have to bargain with each other and establish alliance around the problems which should be resolved.
The second reason for forming an alliance is that individual managers are subject to the restriction of human cognition and other limitations in spite of individual tendency toward rationality. Managers don’t have the time, resources, or mental ability to identify all dimensions associated with a decision, and deal with all the information. Thus these limitations lead to the alliance. Through talking to each other, exchanging ideas with one another, managers gather information and reduce ambiguity. The people who have relevant information or have a stake in the outcomes of certain decision will be consulted for advice. To establish an alliances can make a decision to be supported by all stakeholders.
