管理学术语英文对照解释
Management Glindex
(Stephen P. Robbins & Mary Coulter)
(Eighth Edition)
（英汉对照）
管理学原理双语组编写
2007年3月
Chapter 1 Management and Organizations
1、Manager：管理者
Someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals .
管理者是这样的人，他通过协调其他人的活动达到与别人一起或者通过别人实现组织目标的目的。
2、First-line managers :基层管理者
Managers at the lowest level of the organization who manage the work of nonmanagerial employees who are involved With the production or the organization’s products
是管理着非管理人员所从事的生产和提供组织产品的工作，是最低层的管理者
3、Middle managers :中层管理者
Mangers between the first-line level and the top level of the organization who manage the work of first-line managers
处于基层和高层之间，管理着基层管理者。
4、Top manager :高层管理者
Managers at or near the top level of the organization who are responsible for making organization-wide decisions and establishing the goals and plans that affect the entire organization.
处于或接近组织顶层，承担着制定广泛的组织决策,为整个组织制定计划和目标的责任。
5、Management :管理
The coordinating work activities so that they are completed efficiently and effectively with and through other people
管理是一个通过协调工作活动以便能够有效率和有效果地同别人一起或通过别人实现组织目标。
6、Efficiency : 效率
Getting the most output from the least amount of inputs referred to as “doing right things”
是指以尽可能少的投入获得尽可能多的产品，“通常指正确的做事“，即不浪费资源。
7、Effectiveness :效果
Completing activities so that organizational goals are attained referred to as “doing the right things”
通常指“做正确的事“，即所从事的工作和活动有利于组织达到目标。
8、Planning : 计划
Management function that involves the process of defining goals ,establishing strategies for achieving those goals, and developing plans to integrate and coordinate activities
包括定义目标，制定战略以获取目标，以及制定计划和协调活动的职能。
9、Organizing : 组织
Management function that involves the process of determining what tasks are to be done, who is to do them. How the tasks are to be grouped, who reports to them, and where decisions are to made.
指决定应该从事那些任务，应该有谁来从事这些任务，这些任务怎么分类和归集，谁向谁报告，以及在哪一级做处决策的职能。
10、Leading : 领导
Management function that involves motivating subordinates, influencing individuals or teams as they work, select
ing the most effective communication channels or dealing in any way with employee behavior issues.
指激励下属，影响工作中的个体或团队，选择最有效的沟通渠道，或者以任何方式处理雇员的行为问题的职能。
11、Controlling: 控制
Management function that involves monitoring actual performance ,comparing actual to standard, and taking action, if necessary.
指监控、评估工作实际绩效并与预先设定的目标进行比较，如果出现偏差，着采取措施使工作绩效回到正常的工作轨道上来的职能。
12、Management process: 管理过程
The set of ongoing decisions and work activities in which managers engage as they plan ,organize, lead, and control.
指一组进行中的决策和工作活动，在这个过程中管理者从事计划、组织、领导和控制。
13、Management roles: 管理角色
Specific categories of managerial behavior
指特定的管理行为类型
14、Interpersonal roles: 人际关系角色
Managerial roles that involve people and other duties that are ceremonial and symbolic in nature.
包含了人与人（下级和组织外的人），以及其他具有礼仪性和象征性的职责。
15、Informational roles: 信息传递角色
Managerial roles that involve receiving, collecting, and disseminating Information.
包括接受、收集和传播信息。
16、Decisional roles: 决策制定角色
Managerial roles that revolve around making choices.
是作出抉择的活动。
17、Technical skills: 技术技能
Knowledge of and proficiency in a specialized field.
指熟悉和精通某种特定专业领域的知识。
18、Human skills: 人际技能
The ability to work well with other people individually and in a group.
知道如何与员工沟通，如何激励。引导和鼓舞员工的热情和信心，使员工做出最大的努力。
19、Conceptual skills: 概念技能
The ability to think and to conceptualize about abstract and complex situations
是管理者对复杂和抽象的情况进行概念化的技能。
20、organization: 组织
A deliberate arrangement of people to accomplish some specific purpose.
是一种实体，他具有明确的目的，包含人员和成员以及具有某中精细的结构。
21、universality of management: 管理的普遍性
The reality that management is need in all types and sizes of organizations, at all
organizational level, in all organizational areas, and in organizations in all countries around
the globe.
是指无论组织规模的大小，无论在组织的哪一个层次上，无论组织的工作领域是什么，无论这个组织位于哪一个国家，这个组织都需要管理。
Chapter 2: Management Yesterday and Today
1、Division of labor : 劳动分工
The breakdown of jobs into narrow and repetitive tasks.
即将工作分解为狭隘的重复性的任务。
2、Industrial revolution:
The advent of
machine power mass production , and efficient transportation.
产业革命：机器动力的出现而带来的产量的增加及运输效率的提高。
3、Scientific management: 科学管理
The use of scientific method to determine the “one best way” for a job to be done.
运用科学方法确定从事工作的“最佳方式”。
4、Therbligs：分类体系
A classification scheme for labeling 17 basic hand motions.
一个分析了17种手的动作（如抓取，持握等）的体系。
5、General administrative theorists: 一般行政管理理论
Writers who developed general theories of what managers do and what constitutes good management practice.
笔者发展出了关于管理者做什么，以及什么构成了良好的管理实践的更一般的理论。
6、Principles of management : 管理原则
Fundamental rules of management that could be taught in schools and applied in all organizational situations.
管理的一些基本原则， 他们能够在学院里教授这些原则，并可用于所有的组织情景。
7、Bureaucracy: 官僚行政组织
A form of organization characterized by division of labor, a clearly defined hierarchy , detailed rules and regulations, and impersonal relationships.
这是一种组织形式，其特征依据劳动分工原则，具有清楚定义的层次，详细的规则和规章制度，以及非个人的关系。
8、Quantitative approach: 数量方法：
The use of quantitative techniques to improve decision making.
是采用定量技术改进决策制定，这种方法也称为 运筹学和管理科学。
9、Organizational behavior (OB): 组织行为
The filed of study concerned with the actions (behavior) of people at work.
这个领域的研究涉及了工作中人的行为。
10、Hawthorne studies : 霍桑研究
A series of studies during the 1920s and 1930s that provided new insights in individual and
group behavior.
在1920-1930期间进行的提供关于个别和小组举止行为的新见解的一系列研究。
11、System: 系统
A set of interrelated and interdependent parts arranged in a manner that produces a unified
whole.
是一组向互联系和相互依赖的组成部分，它们共同构成一个统一的整体。
12、Closed systems: 封闭系统
Systems that are not influenced by or do not interact with their environment.
不与它所处的环境发生作用，不受环境的影响。
13、Open systems: 开放系统
Systems that dynamically interact with their environment.
动态地与它所处的环境发生作用。
14、Contingency perspective: 权变观点（有时又称为情境方式）：
An approach that says that organizations are different，face different situations (contingencies), and require different ways of managing.
它强调这样一个事实，因为组织不同，他们所面对的情境不同，因此可能要求不同的管理方式。
15、Workforce diversity: 劳动力多元化
A
workforce that’s more heterogeneous in terms of gender, race, ethnicity, age, and other characteristics that reflect differences.
即员工队伍在性别，种族，民族，年龄和其他特征方面更加多样化。
16、Entrepreneurship：创业精神
The process whereby an individual or a group of individuals uses organized efforts and means to create value and grow by fulfilling wants and needs through innovation an uniqueness, no matter what resources are currently controlled.
即某个人或者某个群体通过有组织的努力，以创新的和独特的方式追求机会，创造价值和谋求增长，不管这些人手中是否拥有资源。
17、E-business(electronic business): 电子经营型企业
A comprehensive term describing the way an organization does its work by using electronic (internet based) linkages with its key constituencies in order to efficiently and effectively achieve its goals。
它描述了一个有组织通过电子联结与它的关键利益相关者开展工作的方式，以便更有效率和更有效果地实现其目标。
18、E-commerce(electronic commerce) ：电子商务
The sales and marketing component of e-business.
是企业与其利益方通过电子方式进行交换与交易的任何形式。
19、Intranet：企业内部网
An internal organizational communication system that uses internet technology and is accessible only by organizational employees..
一种组织内部的交流系统，它利用互联网技术但是只允许组织内部人员进入该网络，与处于全球各个场所的部门和人员进行交流。
20、Total quality management (TQM)：全面质量管理
A philosophy of management that is driven by customer needs and expectations and focuses on continual improvement in work processes.
一种管理哲学，它被响应顾客需要和期望所驱动，并在工作过程中关注持续不断地改进。
21、Learning organization：学习型组织
An organization that has developed the capacity to continuously learn, adapt, and change.
具有发展持续学习和适应变革的能力的组织。
22、Knowledge management：知识管理
Cultivating a learning culture in which organizational members systematically gather knowledge and share it with others in the organization to achieve better performance.
培育一种学习文化，在这种文化中组织成员能够系统地收集知识和其他组织成员共享它，以便取的更好的成绩。
Chapter3 Organizational Culture and Environment:The Constraints
1、Omnipotent view of management：管理万能论：
The view that managers are directly responsible for an organization’s success or failure.
管理者对组织的成败负有直接责任。
2、Symbolic view of management ：管理象征论：
The view that managers have only a limited effect on substantive organizational outcomes because of the large number of factors outside their control.
管理者影响结果
的能力受外部因素的制约和约束。
3、Organizational culture：组织文化
A system of shared meaning within an organization that determines in large degree how employees act.
组织成员共有的价值和体系。这一体系在很大程度上决定了组织成员的行为方式。
4、Strong culture ：强文化
Organizations in which the key values are intensely held and widely shared.
强烈拥有并广泛共享基本价值观的文化。
5、Socialization: 社会化
The process that adapts employees to the organization’s Culture
是指雇员适应组织文化所经历的过程。
6、External environment ：外部环境
Outside institutions or forces that potentially affect an organization’s performance.
指能够对组织绩效造成潜在影响的外部力量和机构。
7、Specific environment ：具体环境
The part of the environment that is directly relevant to the achievement of an organization’s goals.
包括那些对管理者的决策和行动产生直接的影响并与实现组织目标直接相关的要素。
8、General environment ：一般环境
Broad external conditions that may affect the organization.
包括可能影响组织的广泛的经济条件；政治/法律条件；社会文化条件；技术条件和全球条件。
9、Environmental uncertainty：环境的不确定性
The degree of change and complexity in an organization’s environment.
组织环境的变化程度和复杂程度。
10、Environmental complexity：环境复杂性
The number of components in an organization’s environment and the extent of an organization’s knowledge about its environmental components.
组织环境中的要素数量以及组织所拥有的与这些要素相关的知识广度。
11、Stakeholders：利益相关者
Any constituencies in the organization’s external environment that are affected by an organization’s decisions and actions (and that can influence the organization.)
组织外部环境中受组织决策和行动影响的任何相关者。
12、Boundary spanning：跨域管理
Interacting in specific ways with various external stakeholders to gather and disseminate
important information.
采用更具体的方式与各种外部利益相关者开展互动合作，以收集和传播重要的信息。
13、Stakeholder partnerships：利益相关者伙伴关系
Proactive arrangements between an organization and a stakeholder to pursue common goals
为追求共同目标而在组织和利益相关者之间达成的非正式协议。
14、Workplace spirituality: 工作场所的精神境界
A recognition of an inner life that nourishes and is nourished by meaningful work that takes place in the context of community
一种对生命内在意义的认识，这种认识培育了团体环境下工作的意义，同时也受到后者的滋养
Chapter 4 Managing in a global Environment
1、Parochialism : 狭隘主义
A narrow view of the world; an inability
to recognize difference between people.
用狭隘的观点和视觉看世界，认识不到人们有着不同的生活和工作方式。
2、Ethnocentric attitude: 多国中心论
The parochialistic belief that the best work approaches and practices are those of the home country.
认为东道主的管理人员知道经营业务的最佳工作方式和惯例。
3、Polycentric attitude : 民族中心论
The view that the managers in the host country know the best work approaches and practices for running their business.
认为母国的工作方式和惯例是最好的。
4、Geocentric attitude : 全球中心论
A world- oriented view that focuses on using the best approaches and people from around the globe.
一种全球取向观点即在世界范围内选用最佳方式和最优秀的人才。
5、European Union (EU) : 欧盟
A union of European nations created as a unified economic and trade entity.
由15个欧洲国家组成的一个统一的经济贸易实体。
6、North American Free Trade Agreement (NAFTA) : 北美自由贸易协定
An agreement among the Mexican, Canadian, and US. governments in which barriers to free trade have been eliminated.
由墨西哥，加拿大和美国政府就消除自由贸易壁垒所达成的协定。
7、Association of southeast Asian Nations (ASEAN) : 东南亚国家联盟
A trading alliance of 10 Southeast Asian nations.
东南亚10国的贸易联盟。
8、Multinational corporation (MNC) : 多国公司
A company that maintains significant operations in multiple countries but manages them from a base in the home country.
在多个国家拥有重要的运营单位，但以母国为基地进行管理的组织。
9、Transnational corporation (TNC) : 跨国公司
A company that maintains significant operations in more than one country but decentralizes
management to the local country.
在多个国家拥有重要的运营单位，并在从事经营的所在国分散管理的公司。
10、Borderless organization : 无国界组织
A global type of organization in which artificial geographical barriers are eliminated.
消除人为地理界限的一种全球性组织。
11、Exporting : 出口
An approach to going global that involves making products at home and selling them overseas.
在国内制造产品，并将产品销往国外。
12、Importing : 进口
An approach to going global by manufacturing organizations that involves giving other organizations the right to use your brand name, technology, or product specifications.
把海外制造的产品销往国外。
13、Licensing : 许可证贸易
An approach to going global by manufacturing organizations that involves giving other organizations the right to use your brand name, technology, or product specifications.
通过一次性支付或按销售提取一定费用，从而给予其他组织商标，技术或产 品规范的制造业组织的使用权。
14、Franchising : 特许证贸易
An approach to going
global by service organizations that involves giving other organizations the right to use your brand name ,technology ,or product specifications.
通过一次性支付或按销售提取一定费用，从而给予其他组织商标，技术或产品规范的服务业组织的使用权。
15、Strategic alliances : 战略同盟
An approach to going global that involves partnerships between an organization and a foreign company which both share resources and knowledge in developing new products or building production facilities.
是指一个组织与外国公司建立的伙伴关系，双方在开发新产品或组建生产机构时共享资源和知识。
16、Joint venture : 合资企业
An approach to going global that is a specific type of strategic alliance in which the partners agree to form a separate ,independent organization for some business purpose.
是一种特殊的战略同盟，即双方为了某个企业目标，一致同意成立一个自主经营，独立的组织。
17、Foreign subsidiary : 外国子公司
An approach to going global that involves a direct investment in a foreign country by setting up a separate and independent production facility or office.
在国外直接投资的一种自主经营而又独立的生产机构或办事处。
18、National culture : 民族文化
The values and attitudes shared by individuals from a specific country that shape their behavior and beliefs about what is important.
是指一个国家的居民共有的价值观，这些价值观塑造了他们的行为以及他们看待世界的方式。
19、Individualism : 个人主义
A cultural dimension that describes when people are supposed to look after their own interests and those of their immediate family.
人们只关心自己的和直系亲属的利益的一种文化维度。
20、Collectivism : 集体主义
A cultural dimension that describes when people expert others in their group to look after them and to protect them when they are in trouble .
人们希望群体中的其他人再他们有困难时帮助并保护他们的一种文化维度。
21、Power distance : 权利差距
A cultural measure of the extent to which a society accepts the unequal distribution of power in institutions and organizations.
衡量社会接受机构和组织内权利分配不平等的程度的尺度。
22、Uncertainty avoidance : 不确定性规避
A cultural measure of the degree to which people tolerate risk and unconventional behavior.
衡量人们承受风险和非传统行为的程度的文化尺度。
23、Quantity of life : 生活的数量
A national culture attribute describing the extent to which societal values are characterized by assertiveness and materialism.
一种表现为过分自信以及追求金钱和物质财富的民族文化。
24、Quality of life : 生活的质量
A national culture attribute that reflects the emphasis and concern for others.
一种重视人与人之间的关系，并
表现出对他人幸福的敏感和关心的民族文化。
25、Culture shock : 文化冲击
The feelings of confusion, disorientation ,and emotional upheaval caused by being immersed in a new culture.
处于一个新的文化时所产生的困惑，迷惘以及锯烈的情感波动的感觉。
26、Organizational socialization: 组织社会化
The process that employees go through to adapt to an organization′s culture.
是指雇员适应组织文化所经历的过程。
Chapter 5 Social Responsibility and Managerial Ethics
1、Classical view: 古典观点
The view that management’s only social responsibility is to maximize profits.
古典观点就是利润最大化
2、Socioeconomic view: 社会经济学观点
The view that management’s social responsibility goes beyond making profits to include protecting and improving society’s welfare.
社会经济学观点认为管理当局的社会责任不只是创造利润，还包括保护和增进社会福利。
3、Social responsibility: 社会责任
A business firm’s obligation. Beyond that required by low and economic, to pursue long-term goals that are good for society.
定义为企业追求有利于社会的长远目标的一种义务，它超越了法律和经济所要求的义务.
4、Social obligation: 社会义务
The obligation of a business to meet its economic and legal responsibilities.
是指一个企业承担其经济。
5、Social responsiveness: 社会响应
The capacity of a firm to adapt to changing social conditions.
是指一个企业适应变化的社会状况的能力.
6、Social screening: 社会屏障筛选
Applying social criteria (screens) to investment decisions.
即在投资决策中应用社会标准。
7、Values-based management: 以价值观念为基础的管理
An approach to managing in which managers establish, promote, and practice an organization’s shared values.
是管理者建立，推行和实践组织共享价值观的一种管理方式。
8、Greening of management: 管理的绿色化
The recognition of the close link between an organization’s decisions and activities and its impact on the natural environment.
是对组织策划和活动与组织对自然环境影响之间存在的紧密联系的意识。
9、Ethics: 道德
Rules and principles that define right and wrong conduct.
是指规定行为是非的规则和原则。
11、Utilitarian view of ethics: 道德的功利观
A view of ethics that says that ethical decisions are made solely on the basis of their outcomes or consequences.
是指完全按照结果或后果制定道德决策。
12、rights view pf ethics：道德的权利观
A view of ethics that’s concerned with respecting and protecting individual liberties and privileges.
是关注于尊重和保护个人自由和特权的观点，包括隐私权，思想权，言论自由，生命安全以及法律规定的各种权利。
13、Theory of justice view of ethics: 道德公正
理论
A view of ethics in which managers impose and enforce rules fairly and impartially and do so by following all legal rules and regulations.
这要求管理者公正和公平地贯彻和加强规则，并在此过程中遵守所有的法律法规。
14、Integrative social contracts theory: 社会契约整合理论
A view of ethics proposes that ethical decisions should be based normative (what should be)
factors.
这种观点认为应该根据实证因素（是什么）和规范因素（应当是什么）制定道德决策。
14、Values: 价值观
Basic convictions about what is right and wrong.
是关于什么是正确的，什么是错误的基本信条。
15、Ego strength: 自我强度
A personality measure of a person’s convictions.
是衡量个人自信心强度的一种个性尺度。
16、Iocus of control: 控制点
A personality attribute that measures the degree to which people believe the control their own fate.
是衡量人们相信自己掌握自己命运程度的个性特征。
17、Code of ethics: 道德准则
A formal statement of an organization’s primary values and the ethical rules it expects its
是表明一个组织期望雇员遵守的基本价值观和道德规则的正式文件。
Chapter 6 Decision Making: The Essence of the Manager’s Job
1、decision: 决策
A choice from two or more alternatives.
在两个或更多的方案中做出一个选择。
2、decision—making process: 决策制定过程
A set of eight steps including identifying a problem, selecting an alternative, and evaluating the decision’s effectiveness.
一个包括识别问题，选择备案方案以及最终评估决策的结果等8个步骤的过程。
3、problem: 问题
A discrepancy between an existing and a desired state of affairs.
现状与希望状态之间的差异。
4、decision criteria: 决策标准：
criteria that define what’s relevant in a decision.
决定什么与制定决策有关。
5、implementation: 实施
Conveying a decision to those affected and getting their commitment to it.
将决策传送给有关的人员和部门，并要求他们对实施结果做出承诺。
6、rational decision—making : 理性决策制定
Describes choices that are consistent and value-maximizing within specified constraints.
前后一致的，追求特定条件下价值最大化的选择。
7、bounded rationality : 有限理性
Decision—making Behavior that is rational, but limited (bounded) by an individual’s ability to process information.
决策行为表现出有限程度的理性，因为其受制于个人处理信息能力的局限性。
8、satisficing : 满意
Acceptance of solutions that are “good enough”.
所接受的决策方案只是“足够好”的。
9、escalation of commitment: 承诺升级：
An increased commitment to a previous decision despite evidence that it may have been wrong.
一种在过去决策的基础上不断增加承诺的现
象，尽管有证据表明，已经做出的决策是错误的。
10、intuitive decision--making: 直觉决策
making decision on the basis of experience feeling and accumulated judgment.
基于决策者的经验，感觉以及积累的判断所做出的决策。
11、well—structured problems: 结构良好的问题
Straightforward, familiar, and easily defined problems.
一目了然的，熟悉的，容易定义的问题。
12、programmed decision: 程序化决策
A repetitive decision that can be handled by a routine approach.
可以通过例行措施处理的、可重复性使用的决策方案。
13、procedure: 程序
A series of interrelated sequential steps that can be used to respond to a well—structured problem.
相互关联的一系列顺序的步骤，管理者遵循这些步骤对结构化的问题做出响应。
14、rule: 规则
An explicit statement that tells managers what they can or cannot do.
一种明确的陈述，它告诉管理者能做什么和不能做什么。
15、policy: 政策
A guideline that establishes parameters for making decisions.
确立一些参数，为决策提供指南。
16、poorly structured problems: 结构不良的问题：
Problems that are new or unusual and for which information is ambiguous or incomplete.
新颖的，不经常发生的，信息模糊的和不完整的问题。
17、nonprogrammed decisions: 非程序化决策
a unique decision that requires a custom—made solution.
唯一的，现裁现做的来解决问题的决策。
18、certainty : 确定性
A situation in which a manager can make accurate decisions because all outcomes are known.
在这种情况下管理者可以制定出精确的决策，因为每一种方案的结果是已知的。
19、risk: 风险性
Those conditions in which the decision maker is able to estimate the likelihood of certain
outcomes.
在这种条件下，决策者能够估计出每一种备择方案的可能性或者结果。
20、Uncertainty : 不确定性
A situation in which a decision maker has neither certainty nor reasonable probability.
estimates available.
在这种情况下，决策制定者既不能肯定它的结果又不能对概率做出合理的估计。
21、directive style : 命令型风格
A decision-making style characterized by low tolerance for ambiguity and a rational way of
thinking.
具有较低的模糊承受力的人运用理性的思维方法的一种决策制定风格。
22、analytic style : 分析型风格
A decision—making style characterized by a high tolerance for ambiguity and a rational way of thinking.
具有较大的模糊承受力的人运用理性的思维方法的一种决策制定风格。
23、conceptual style : 概念型风格
A decision—making style characterized by a high tolerance for ambiguity and an intuitive way of thinking.
具有较高的模糊承受力的人运用创造性的思维方法的一种决策制定风格。
24、
behavioral style : 行为型风格
A decision—making style characterized by a low tolerance for ambiguity and an intuitive way of thinking.
具有较低的模糊承受力的人运用创造性的思维方法的一种决策制定风格。
Chapter 7 Foundations of Planning
1、Planning : 计划工作
A process that involves defining the organization’s goals, establishing an overall strategy for achieving those goals , and developing a comprehensive set of plans to integrate and coordinate organizational work.
包含定义组织的目标，制定全局战略以实现目标，以及开发一组广泛的相关计划以整合和协调组织工作。
2、Goals: 目标
Desired outcomes for individuals , groups , or entire organizations.
个体、群体和整个组织期望的产出，它提供了所有管理决策的方向，构成了衡量标准，参照这种标准就可以度量实际工作的完成情况。
3、Plan : 计划
Documents that outline how goals are going to be met including resource allocations , schedules , and other necessary actions to accomplish the goals.
一种文件，它规定了怎么实现目标以及通常表述了资源的分配、进度以及其他实现目标的必要行动。
4、Stated goals : 陈述的目标
Official statements of what an organization says , and what it wants its various stakeholders to believe ,its goals are.
一个组织向外界宣称的和试图使各种利益相关者相信的正式的陈述。
5、Real goals : 真实目标
Goals that an organization actually pursues , as defined by the actions of its members .
一个组织真正追求的目标，以及组织成员正在做什么。
6、Strategic plan: 战略计划
Plans that apply to the entire organization, establish the organization’s overall goals, and seek to position the organization in terms of its environment.
应用于整体组织的计划，其任务在于建立组织的全局目标和寻求组织在环境中的定位。
7、Operational plans : 运营计划
Plans that specify details how the overall goals are to be achieved.
具体规定如何实现全局目标的细节计划。
8、Long-term plans : 长期计划
Plans with a time frame beyond three years.
超过3年的计划。
9、Short-term plans : 短期计划
Plans covering one year or less.
1年或短于1年期的计划。
10、Specific plans : 具体计划
Plans that are clearly defined and that leave no room for interpretation.
清晰定义的和没有任何解释余地的计划。
11、Directional plans : 方向性计划
Plans that are flexible and that set out general guidelines.
一种具有灵活性的计划，它设立了一般的指导原则。
12
、Single-use plan : 一次性计划
A one-time plan specifically designed to meet the needs of a unique situation .
指为满足特定情况需要而设计的一次性计划。
13、Standing plans : 持续性计划
Ongoing plans that provide guidance for activities performed repeatedly.
提供了对重复进行的活动的持续指导。
14、Traditional goal setting : 传统目标设立过程：
An approach to setting goals in which goals are set at the top lever of the organization and then broken down into subgoals for each lever of the organization .
首先设立组织的最高层目标，然后将其分解为每一个组织层次的目标。
15、Means-ends chain : 手段---目的链
An integrated network goals in which the accomplishment of goals at one level serves as the means for achieving the goals, or ends at the next level.
意味着上一层的目标或目的与下一层的目的相联系，后者成为实现上一层目标的手段。
16、Management by objectives : 目标管理
A management system in which specific performance goals are jointly determined by mployees and their managers, progress toward accomplishing those goals is periodically reviewed, and rewards are allocated on basis of this progress.
在这种管理体系下，雇员与他的管理者共同确定具体的绩效目标，然后定期的评审实现目标方面的进展情况。
17、Mission : 使命
The purpose of an organization. .
就是组织的目的。
18、Commitment concept: 承诺概念
Plans should extend far enough to meet those commitments made when the plans were developed.
意味着计划应该扩展到未来足够长的期限，以满足这些承诺和投入的实现。
19、Formal planning department: 正式计划部门
A group of planning specialists whose sole responsibility is helping to write various organizational plans.
一组专职的计划专家负责制定各种各样的组织计划。
Chapter 8 Strategic Management
1、strategic management : 战略管理
That set of managerial decisions and actions that determines the long-run performance of an organization.
战略管理是一组管理决策和行动，它决定了组织的长期绩效。
2、strategic management process: 战略管理过程
An eight-step process that encompasses strategic planning, implementation, and evaluation.
是一个包含8个步骤的过程，其中包括战略计划、实施和评估。
3、opportunities : 机会
Positive trends in external environmental factors.
机会是外部环境因素的积极趋势。
4、threats : 威胁
Negative trends in external environmental factors.
威胁是外部环境因素
的负面趋势。
5、Core competencies: 核心能力
An organization’s major value-creating skills , capabilities , and resources that determine its competitive weapons.
核心能力是组织主要的价值创造技能，它决定了组织的竞争武器。
6、Strengths: 优势
Any activities the organization does well or any unique resources that it has.
优势是组织擅长的活动或者专有的资源。
7、Weaknesses: 劣势
Activities the organization does not do well or resources it needs but does not possess.
劣势是组织不擅长的活动或者非专有的资源。
8、SWOT analysis : SWTO分析
An analysis of the organization’s strengths, weaknesses, opportunities, and threats.
SWTO分析是对组织的优势、劣势、机会和威胁的分析。
9、Corporate-level strategy: 公司层战略
An organizational strategy that seeks to determine what businesses a company should be in or wants to be in.
公司层战略寻求确定公司应该从事什么事业。
10、Stability strategy : 稳定型战略
A corporate-level strategy characterized by an absence of significant change.
稳定型战略是一种公司层战略，其特征为基本不进行重大的变革。
11、Growth strategy : 增长型战略
A corporate-level strategy that seeks to increase the level of the organization’s operations.
增长型战略是一种公司层战略，它寻求组织的经营规模。
12、Related diversification : 相关多元化
When a company grows by merging with or acquiring firms in different but related industries.
相关多元化是指公司通过合并或收购相关产品不同业务的公司而实现增长。
13、Unrelated diversification : 非相关多元化
When a company grows by merging with or acquiring firms in different and unrelated industries.
非相关多元化是指公司通过收购和兼并不同产业、不同业务的公司而实现增长
14、Retrenchment strategy : 紧缩型战略
A corporate-level strategy designed to address organizational weaknesses that are leading to performance declines.
紧缩型战略是一种公司层战略，它用于处理组织的劣势，这种劣势导致绩效的下降。
15、BCG matrix : BCG矩阵
A strategy tool that guides resource allocation decisions on the basis of market share and growth rate of SBUs.
BCG矩阵是由市场份额和SBUS的增长率而做出资源配置方案的战略工具。
16、Business-level strategy : 事业层战略
An organizational strategy that seeks to determine how an organization should compete in each of its businesses.
事业层战略寻求决定组织应该怎么在每项事业上展开竞争。
17、Strategic business units : 战略事业单位
Single businesses of an organization in several different businesses that are independent and that formulate their own strategies.
战略事业单位即一个组织有多种不同的业务，每一种业务有相对独立和有自己
的战略。
18、Competitive advantage : 竞争优势
What sets an organization apart; its distinct edge.
竞争优势是使组织别具一格和有与众不同的特色。
19、Cost leadership strategy : 成本领先战略
A business-level strategy in which the lowest-cost producer in its industry.
成本领先战略是一种营销层战略，它是组织选择了成为产业的低成本生产者的战略。
21、Differentiation strategy : 差异化战略
A business-level strategy in which a company offers unique products that are widely valued
by customers.
差异化战略即公司实施寻求提供与众不同的产品，并得到顾客广泛认同的战略。
22、Focus strategy : 聚焦战略
A business -level strategy in which a company pursues a cost or differentiation advantage in a narrow industry segment.
聚焦战略就是在狭窄的市场区隔上寻求成本优势或差异化优势。
23、Stuck in the middle : 徘徊其间
A situation in which an organization hasn’t been able to develop either a low cost or a differentiation competitive advantage.
即组织不能够开发成本或差异化优势。
24、Functional-level strategy : 职能层战略
An organizational strategy that seeks to determine how to support the business-level strategy.
是寻求决定如何支持事业层战略的组织战略。
Chapter 9 Planning Tools and Techniques
1. environmental scanning : 环境扫描
The screening of large amounts of information to anticipate and environment.
收集大量的环境信息，以便预测和解释环境正在发生的变化。
2. competitor intelligence: 竞争对手情报
Environmental scanning activity that seeks to identify who competitors are, what they are doing, and how their actions will affect the organization.
环境扫描的活动，它试图识别谁是竞争者，他们在做什么，竞争对手的行动将对组织产生什么影响。
3. forecasts : 预测
Predictions of outcomes.
对结果的预计。
4. quantitative forecasting : 定量预测
Forecasting that applies a set of mathematical rules to a series of past data to predict outcomes.
运用一组数学规则，根据过去的数据序列来预测未来的一种预测。
5. qualitative forecasting: 定性预测
Forecasting that uses the judgment and opinions of knowledgeable individuals to predict outcomes.
运用判断和根据熟悉情况的人员的意见来预测结果的一种预测。
6. benchmarking : 标杆比较
The search for the best practices among competitors or noncompetitors that lead to their superior performance.
寻求那些具有杰出绩效的竞争对手或非竞争对手的最佳实践。
7. resources : 资源
The assets of the organization including financial, physical, human, intangible, and structural/cultural.
一个组织的资产，它包括财务资源、物质资源、人力资源、无形资产，还有结构/文化资源。
8. budget: 预算
A numerical plan for
allocating resources to specific activities.
一种数字性的计划，用以对特定的活动分配资源。
9. scheduling : 排程
Detailing what activities have to be done, the order in which they are to be completed, who is to do each, and when they are to be completed.
详细明确从事什么活动，哪些订单需要完成，谁来完成，什么时间完成。
10. Gannt chart : 甘特图
A scheduling chart developed by Henry Gannt that shows actual and planned output over a period of time.
亨利.甘特开发的一种排程图，表示整个期间上的计划产出与实际产出。
11. load chart: 负荷图
A modified Gantt chart that schedules capacity by entire department or specific resources.
一种改进的甘特图，它具有能列出全部部门或者是特定的资源的能力。
12. PERT network: PERT 网络
A flowchartlike diagram showing the sequence of activities needed to complete a project and the time or costs associated with each..
一种流程型的图形，它描述了项目活动的顺序和时间，有时还加入相应的成本数据。
13. events: 事件
End points that represent the completion of major activities in a PERT network.
PERT网络图中一个代表主要活动的完成的节点。
14. activities: 活动
The time or resources needed to progress from one event to another in a PERT network..
在PERT网络图中代表了从一个事件到另一个事件的进展，它需要花费时间和耗费资源。
15. slack time: 松弛时间
The amount of time an individual activity can be delayed without delaying the whole project.
单个活动在不影响整个项目完工期的前提下可能被推迟完成的最大时间。
16. critical path: 关键路线
The longest sequence of events and activities in a PERT network..
PERT网络图中占用时间最长的一系列相互衔接的事件。
17. breakeven analysis：盈亏平衡分析
A technique for identifying the point at which total revenue is just sufficient to cover total costs.
一种用以确定盈亏平衡点，即哪一点上全部投入真好弥补全部成本的技术。
18. linear programming: 线性规划
A mathematical technique that solves resource allocation problems.
一种解决资源分配问题的数学技术。
19. project: 项目
A one-time-only set of activities that has a definite beginning and ending point in time.
一次性的一组活动，它具有明确的开始时间和结束时间。
20. project management: 项目管理
The task of getting a project’s activities done on time ,within budget, and according to specifications.
使项目活动按时间进行、不突破预算和符合规范的一种管理活动。
21. scenario: 脚本
A consistent view of what the future is likely to be.
对未来可能是什么样的一种一贯的观点。
Chapter 10 Organizational Structure and Design
1、 organizing : 组织工作
The process of creating an organization’s structu
re.
被定义为一个组织结构的创设过程。
2、 organizational structure ：组织结构
The formal framework by which jobs tasks are divided，grouped， and coordinated
组织中正式确定的使工作任务得以分解、组合和协调的框架体系。
3、 organizational design：组织设计
Developing or changing an organization’s structure.
管理者发展或变革一个组织结构。
4、 Work specialization : 工作专门化
The degree to which tasks in an organization are divided into separate jobs; also known as division of labor.
描述组织中的任务被划分为各项专门工作的程度。
5、 departmentalization: 部门化
The basis by which jobs are grouped together.
就是指将若干职位组合在一起的依据和方式。
6、 functional departmentalization : 职能部门化
Groups jobs by functions performed.
是依据所履行的职能来组合工作。
7、 product departmentalization : 产品部门化
Groups jobs by product line.
是依据产品线来组合工作。
8、 geographical departmentalization : 地区部门化
Groups jobs on the basis of territory or geography.
是按照地理区域进行工作的组合。
9、 process departmentalization: 过程部门化
Groups jobs on the basis of product or customer flow.
是依据产品或顾客流来组合工作，使各项活动沿着处理产品或为顾客提供服务的工艺过程的顺序来组织的。
10、customer departmentalization: 顾客部门化
Groups jobs on the basis of common customers.
是依据共同的顾客来组织工作，这组顾客具有某类相同的需要或问题，要有相应的专家才能更好地予以满足。
11、cross-functional teams : 跨职能团队
Groups of individuals who are experts in various specialties who work together.
这是将各专业领域的专家们组合在一起协调工作。
12、chain of command : 指挥链
The continuous line of authority that extends from upper organizational levels to the lowest and clarifies who reports to whom.
是指从组织高层延伸到基层的这样一条持续的职权线，它界定了谁向谁报告工作。
13、authority : 职权
The rights inherent in a managerial position to tell people what to do and to expect them to do it.
是指管理职务所固有的发布命令和希望命令得到执行的这样一种权力。
14、responsibility : 职责
The obligation to perform any assigned duties.
对完成任务的期待或义务。
15、unity of command : 统一指挥
The management principle that each person should report to only one manager.
法约尔提出的14条管理原则之一---使组织能保持一条持续的职权线。它是指每个下属应当而且只能向一个上级主管直接报告工作。
16、span of control : 管理跨度
The number of employees a manager can efficiently and effectively manager.
一位管理者能够有效地管理下属数量的程度。
17、centralization : 集权化
The degree to which decision making is concentrated at a single point in organization.
反映决策集中于组织中某一点的程度。
18、decentralization: 分权化
The degree to which lower-level employees provide input or actually make decisions.
低层人员提供了更多的决策投入，或者实际上可以做出决策的程度。
19、formalization: 正规化
The degree to which jobs within the organization are standardized and the extent to which employee behavior is guided by rules and procedures.
指组织中各项工作标准化以及员工行为受规则和程序约束的程度。
20、mechanistic organization: 机械式组织
An organizational design that’s rigid and tightly controlled.
是一种刻板的严密控制的结构。
21、organic organization: 有机式组织
An organizational design that’s highly adaptive and flexible.
是一种灵活的具有高度适应性的结构。
22、unit product: 单件生产
The production of items in units or small batches.
代表的是单件或小批量的生产。
23、mass production: 大批量生产
The production of items in large batches.
也就是大批、大量的生产。
24、process production: 连续生产
The production of items in continuous process.
反映连续流程的生产。
25、simple structure: 简单结构
An organizational design with low departmentalization, wide spans of control, centralized authority, and little formalization.
就是一种低度部门化、宽管理跨度，职权集中于一人手中，且正规化程度低的组织设计。
26、functional structure: 职能型结构
An organizational design that groups similar or related occupational specialties together.
divisional structure: An organizational structure made up of separate, semiautonomous units or divisions.
是一种将相似或相关职业的专家们组合在一起的组织设计。
27、Divisional Structure ：事业部型结构
An organizational structure made up of separate, semiautonomous units or divisions.
事业部型结构是一种由相为独立的单位或事业部组成的组织结构。
28、team-based structure: 基于团队的结构
An organizational structure in which the entire organization is made up of work groups or teams.
在基于团队的结构中，整个组织是由执行组织的各项任务的工作小组或团队组成。
29、matrix structure: 矩阵型结构
An organizational structure that assigns specialists from different functional departments to work on one or more projects.
是指从各职能部门中抽调有关专家，分派他们在一个或多个由项目经理领导的项目小组中工作的这样一种专职设计。
30、project structure: 项目型结构
An organizational structure in which employees continuously work on projects.
员工持续地变换工作的工作小组。
31、autonomous internal units: 内部自治单位
Separate decentralized business units, each with its own products,
clients, competition, and profit goals.
是指独立的分权化经营的单位，每一单位都有自己的产品、顾客和竞争对手，都对其利润目标负责。
30、boundary less organization: 无界组织
An organization whose design is not defined by ,or limited to ,the horizontal, vertical, or external boundaries imposed by a predefined structure.
是指其横向的、纵向的或外部的边界不由某种预先设定的结构所限定或定义的这样一种组织设计。
31、Virtual organization: 虚拟组织
An organization that consists of a small core of full-time employees and that temporarily hires outside specialists to work on opportunities that arise.
组织雇佣少部分核心全日制雇员,当机会出现时临时雇佣外部专家一起工作.
32、Network organization : 网络型组织
A small core organization that outsources major business functions.
一种外部资源主导经营职能的小型核心组织,
33、Modular organization: 模块型组织
A manufacturing organization that uses outside suppliers to provide product components of modules that are then assembled into final products.
制造业组织,它利用外部供应商提供的零件和部件生产组装最终产品.
34、Learning organization: 学习型组织：
An organization that has developed the capacity to continuously adapt and change because all members take an active role in identifying and resolving work-related issues.
它是指由于所以组成成员都积极参与到与工作有关问题的识别与解决中，从而使组织形成了持续适应和变革能力的这样一种组织。
Chapter 11 Managerial Communication and Information Technology
1、Communication: 沟通
The transfer and understanding of meaning.
指意义的传递和理解。
2、Interpersonal communication: 人际沟通
Communication between two or more people.
指存在于两人或多人之间的沟通。
3、Organizational communication: 组织沟通
All the patterns, networks and systems of communication within an organizational.
指组织中沟通的各种方式，网络和系统等。
4、Message: 信息
A purpose to be conveyed.
被传递的一个意图。
5、Encoding: 编码
Converting a massage into symbols.
把信息转化为信号形式。
6、Channel : 通道
The medium a message travels along.
信息传递的中介。
7、Decoding : 解码
Retranslating a sender’s message.
接收者转译收到的信号。
8、Communication process: 沟通过程
The seven elements involved in transferring meaning form one person to another.
指信息从一个人传递到另一个人的七个要素组成的过程。
9、Noise: 噪声
Any disturbances that interfere with the transmission receipt or feedback of a message.
是对信息的传送和接收或反馈造成干扰的因素。
10、Nonverbal communication: 非言语沟通
Communication transmitted without words.
就是不经由言
语表达的沟通。
11、Body language: 体态语言
Gestures facial expressions, and other movements of the body that convey meaning.
指传达意义的手势，脸部表情和其他身体动作。
12、Verbal intonation: 语调
An emphasis given to words or phrases that conveys meaning.
指一个人对传达意义的某些词汇或短语的强调。
13、Filtering: 过滤
The deliberate manipulation of information to make it appear more favorable to receiver.
指故意操纵信息，使信息显得更容易得到接受。
14、Selective perception: 选择性知觉
When people selectively interpret what they see or hear on the basis of their interests background experience and attitudes.
指人们根据自己的兴趣，经验和态度而有选择地去解释自己所看或所听的信息。
15、Information overload: 信息超载
The information we have to work with exceeds our processing capacity.
指我们面对的信息超过了我们的处理能力。
16、Jargon: 行话
Specialized terminology or technical language that members of a group use to communicate among themselves.
指一组人员内部沟通中所用的专业术语或技术语言。
17、Active listening: 积极倾听
Listening for full meaning without making premature judgments or interpretations.
指不带先入为主的判断或解释的对于信息完整意义的接受。
18、Formal communication: 正式沟通
Communication that takes place within prescribed organizational work arrangements.
指按照规定的指挥链或者作为中国的一部分而进行的沟通。
19、Informal communication: 非正式沟通
Communication that is not defined by the organization’s structural hierarchy.
指不由组织的层次结构限定的沟通。
20、Downward communication: 下行沟通
Communication that flows downward form a manager to employees.
指一种信息从管理者流向下属人员的沟通。
21、Upward communication: 上行沟通
Communication that flows upward from employees to managers.
就是信息从下属人员流向管理者的沟通。
22、Lateral communication: 横向沟通
Communication that takes place among any employees on the same organizational levels.
指在同一组织层次的员工之间发生的沟通。
23、Diagonal communication: 斜向沟通：
communication that cuts across work areas and organizational levels.
指发生在同时跨工作部门和跨组织层次的员工之间的沟通。
24、Communication networks: 沟通网络
The variety of patterns of vertical and horizontal flows of organizational communication.
组织沟通信息的纵向和横向流动集合而成的各种形态。
25、Grapevine: 小道消息
The informal organizational communication network..
传播的非正式网络。
26、e-mail: 电子邮件
The instantaneous transmission of written messages on computers that are linked together.
通过联网的计算机发送书面信息的一种邮件瞬时传
递方式。
27、Instant messaging(IM): 即时信息
interactive real-time communication that takes place among computer users logged on the computer network at the same time.
一种能够在计算机网络使用者之间实现互动的实时沟通。
28、Voice mail: 音频邮件
A communication system that digitizes a spoken message, transmits it over a network, and stores the message on disk for the receiver to retrieve later.
是对声音信息的数字化处理，使之能通过网络传递并储存在电脑中，以方便接收者需要时使用。
29、Fax: 传真
Communication through machines that allow the transmission of documents containing both text and graphics over ordinary telephone lines.
包含文字和图表信息的文件得以通过普通的电话线传递。
30、Electronic data interchange(EDI): 电子数据交换
A way for organizations to exchange standard business transaction documents using direct computer-to-computer networks.
是通过直接的计算机对计算机网络，使组织之间得以交换标准化的商务交易文件。
31、Teleconferencing: 电话会议
Communication system that allows a group of people to confer simultaneously using telephone or e-mail group communications software.
一群在不同地点参加会议的人员能通过电话或电子群件通信软件在同一时间开会。
32、Videoconferencing: 可视会议
A simultaneous communication conference in which participants can see each other.
指会议参加者能够通过电视屏幕看到对方。
33、Intranet: 内部互联网
An organizational communication network that uses internet technology and is accessible only by organizational employees.
是一种运用互联网技术而在组织内部建立的沟通网络，只有组织的成员才能登录该网络。
34、Extranet: 外部互联网
An organizational communication network that uses internet technology and allows authorized uses inside the organization to communicate with certain outsiders.
是运用互联网技术建立的组织沟通网络，它允许组织内部的使用者经授权后可直接与组织外部的顾客，供应商进行沟通。
Chapter 12 human resource management
1．High-performance work practices:高绩效工作实务
Work practices that lead to both high individual and high organizational performance.
一种工作实务，能导致个人绩效和组织绩效的同时提升，
2．Human resource management process:人力资源管理程序
Activities necessary for staffing the organization and sustaining high employee performance.
组织选配到合格员工并使之保持高绩效水平所不可或缺的必要活动。
3．Labor union:工会
An organization that represents workers and protect their interests through collective bargaining.
代表工人利益的机构，它试图通过集体讨价还价谈判保护工人的利益。
4．Affirmative action: 反优先雇佣行动计划
Progr