最新管理学期末复习(中英文汇总)资料
《管理学原理》notes(中英文对照版)
UNDERSTANDING CANADIAN BUSINESSCHAPTER # 1 noteschater1MANAGING WITHIN THE DYNAMIC BUSINESS ENVIRONMENT动态商业环境下的管理Business and Entrepreneurship: Revenues, Profits, and Losses 事业和企业家能力:收益，利益和损失Business: Any activity that seeks to provide goods and services to others while operating at a profit.事业：寻求当在一笔利润操作时向其他人提供货物和服务的任何活动。
Profit: The amount a business earns beyond what it spends for salaries and other expenses.利益:一种商业在它为了薪金和其他话费所话费的以外赚的量Entrepreneur: A person who risks time and money to start and manage a business.企业家能力:冒险用时间和金钱开始和管理一种商业的一个人Revenue: The total amount of money a business takes in during a given period by selling goods and services. 收益:一种商业在一段特定的时间期间通过出售商品和服务获得的金钱Loss: When a business’s expenses are more then its revenue.失去：当一种商业的花费超过其收益时Risk: The chance an entrepreneur takes of losing time and money on a business that may not prove profitable.风险：一个企业家浪费了时间和金钱在事业上,却无利可图的机会Responding to the Various Business Stakeholders对各种各样的傻瓜也既得利益者作出反应Stakeholder:All the people who stand to gain or lose by the policies andactivities of a business.财产保管人：他通过政策和一种商业活动赢得或者失去的所有人- Investors; invest in the business投资者：在商业中的投资- Financial Institutions; lend money to the business 金融的社会公共机构:借钱给企业- Supplier; sell to the business供应商：向企业卖物品- Customers; buy goods and services from the business 消费者：从企业中购买商品和服务- Government; gets taxes from the business 政府：从企业中收税- Employees; get jobs from the business受雇者：从企业中得到工作- Dealers; buy and sell for the business经销商：为企业进行交易买卖- Environmentalists; protest the businesses pollution habits环境保护主义者：抗议商业污染习惯- Surrounding Community; get many positives and negatives from the business 周围的社区：从商业之中得到很多积极的和消极的影响Outsourcing: Assigning various functions, such as accounting, production, security, maintenance, and legal work, to outside organizations.外包:委托给外部单位的业务有很多,像审计,产品,安全,维护保养和政法工作.There is a major trend toward outsourcing in North Americanbusiness in an effort to cut costs and become more competitive. Much production has moved off shore, and many management functions are now sub contracted to external sources such as consulting firms.在北美的外包业务有一个大致的发展趋势:就是努力缩减成本提高竞争力.很多的产品现在已经转移到了沿海地区,许多管理职能现在订约与外部资源像咨询公司.Using Business Principles in Non-profit Organization非营利组织的商业原则的应用Non- profit Organization: An organization whose goals do not include making a personal profit for its owners or organization. 无利益组织：其目标不包括为其所有者或者组织赚取一笔个人的利润的一个组织。
管理学词汇中英文对照
管理学词汇中英文对照Accountability 责任感Achievement-oriented leadership 成就取向型领导Activity ratio 活动比率Adaptive organization (horizontal corporation) 自适应组织Administrative management 行政管理Affiliation needs 归属的需要Aggregate planning 综合计划Alternative courses of action 可供选择的行动Artifacts 人工环境Assessment center 评价中心Assets 资产Attitudes 态度Authority 职权Autonomy 自治Balance sheet 资产负债表BCG matrix 波士顿咨询集团矩阵Behavior modification 行为修正Behavioral approach 行为法Behavioral decision model 行为决策模型Boundary-spanning roles 跨界角色Bounded rationality 有限理性Brainstorming 头脑风暴法Breakeven analysis 头脑风暴法Budgets 预算Bureaucratic control 官僚控制Bureaucratic management 官僚管理Business ethics 商业道德Business portfolio matrix 商业资产组合矩阵Business strategy 商业策略Cash cows 金钱牛Chain of command 指挥链Changing 变革Charismatic authority 魅力权威模式Classical perspective 古典管理理论Closed system 封闭系统Code of ethics 伦理规范Coercive power 强制力Cohesiveness 凝聚力Communication 沟通Communication network 沟通网Compensation 报酬Competitive advantage 竞争优势Computer-aided software engineering (CASE) 计算机辅助设计Conceptual skill 概念能力Concurrent control 并行控制Constraints 强制，约束Contingency approaches 随即制宜法Contingency perspective 权变观Contingency planning 随即计划Continuous schedule of reinforcement 连续性奖励Continuous-flow production system 连续生产系统controlling 控制职能Controls 控制Corporate social responsibility 公司社会责任Corporate strategy 公司战略Cost leadership strategy 成本领先战略Current assets 流动资产Current liabilities 流动负债Customer divisional structure 消费者多样化结构Data 数据Debt ratios 负债比率Decision making 决策Decision support system (DSS) 决策制定系统Decision tree 决策树(体系)Decision varialbes 决策变量decisional roles 决策角色Decoding 解码Delegation 授权Delphi technique 魔鬼提倡法Devil's advocacy 唱反调的人Dialectical inquiry 辩证探求法Differention strategy 差异化战略Directive leadership 指示领导Diversity 多样化Divisional structure 部门是结构Dogs 瘦狗Downward communication 下行沟通Dynamic network 动态网络Economic feasibility 经济可行性Effectiveness 效果Efficiency 效率Electronic data interchange (EDI) EDI电子数据交换Electronic funds transfer (EFT) 电子资金转换Electronic mail (e-mail) 电子邮件Employee assistance programs (EAPs) 员工辅助项目顾问Employee-centered work redesign 员工工作再设计Employment test 就业测试Empowering employees 职工授权Encoding 编码End users 终极用户Entropy 衰退趋势Escalation of commitment 递增效忠Esteem needs 尊重的需要Ethical behavior 道德表现Ethical dilemma 伦理困境Ethics 伦理Expectancy 期望Expected monetary value (EMV) 预期货币价值Expected value 预期价值Expert power 专家权力Expert system 专家系统External communication 外部环境External customer 外部顾客External forces 外部力量Extinction 废止Feedback 反馈Feedback 反馈Feedback 反馈Feedback (corrective) control 反馈校正控制Feedback controls 反馈控制Feedforward (preventive) control 前馈预防控制Feedforward controls 前馈控制Fixed assets 固定资产Fixed-interval schedule 定时给奖Fixed-position layout 定位式布置Fixed-ratio schedule 定比给奖Focus strategy 集中战略Force-field analysis 立场分析Formal groups 正式群体Functional manager 职能管理者Functional strategy 职能管理者Functional structure 职能式战略GE matrix 职能式结构General environment 一般环境General manager 总经理Generic strategies 一般性策略Geographic divisional structure 全球多样化战略Global strategy 全球化战略Goal setting 目标结构Goals 目标Grand strategy 主战略Grapevine 藤状网络式沟通Group 群体Groupthink 群体思想Groupware 群件Halo-and-horn effect 月晕效应Hawthorne effect 关注作用Human resource information systems (HRISs) 人力资源信息系统Human resource management 人力资源管理Human resource planning 人力资源计划Human rights approach 人权方法Human skills 人工技巧Hybrid layout 混合式布置Hygiene factors 保健因素hyperchange 极度改变Income statement 损益表Informal groups 非正式群体Information 信息Information overload 信息过量Information power 信息权力Information technology 信息技术Informational roles 信息角色Inputs 投入Instrumental values 工具价值Instrumentality 媒介;工具;手段Intangible costs 无形成本Integrating mechanisms 结合机制Interdependence 互相依赖Internal customer 内部顾客Internal forces 内力Internal network 内部网络Interpersonal roles 人际交往能力Intuition 直觉Jargon 行话Job analysis 工作分析;工种分析Job depth 工作深度Job description 工作说明Job description 工作说明Job design 工作设计Job enlargement 工作扩大化Job enrichment 工作丰富化Job rotation 岗位轮换Job satisfaction 工作满意Job scope 工作丰富化Job specifications 工作规范;操作规程Job-shop production system 职务专业化Justice approach 公正合理观Just-in-time (JIT) inventory management 及时存货系统Labor-management relations 劳工管理关系Language systems and metaphors 语言习惯Lateral communication 横向沟通Law of effect 效应法则Law of requisite variety 必要多样性定律Leadership 领导Leadership substitutes 领导替代leading 领导Least preferred coworker (LPC)scale 最不喜欢的同事Legitimate power 法定权利Liabilities 负债Line personnel 线形人事管理Liquidity ratios 流动率Local-area network (LAN) 局域网Locus of control 控制点Locus of decision making 局域网Long-term liabilities 长期债务Machiavellian personality 马基雅弗利人格理论Management 管理Management by exception 例外管理Management by objectives (MBO) 目标管理责任制Management information system (MIS) 信息管理系统Managers 经理Master production schedule 主生产排程Matket growth rate 市场增长率Matrix structure 矩阵结构Mechanistic systems 机械式组织Medium 载体Messages 消息Motivation 激励Motivator factors 激励因素Multidomestic strategy 多元化策略Myths 虚构的故事Need for achievement 成就需要Negative reinforcement 消极强化Network structure 网络结构Noise 噪声Nominal group technique (NGT) 名义群体技术Nonprogrammed decision 非程序化决策Nonverbal communicationa 非语言沟通Norms 标准;规范;典范;限额Objectives 目标Objectives function 目标函数Open system 开放系统Operational feasibility 造作可行性Operational plan 作业计划Operational planing 作业计划职能Opportunity 机遇Oral communication 口头交流Organic (clan) control 有机控制Organic system 有机系统organization 组织安排Organizational change 组织变革Organizational control 组织控制Organizational culture 组织文化Organizational design 住址决策Organizational development (OD) 组织发展Organizational feasibility 组织可行性Organizational mission 组织使命Organizational structure 组织结构Organizing 组织Orientation 定位Outputs 产出Owner's equity 所有者权益Partial schedule of reinforcement 间断性奖励Participative leadership 参与型领导Participative management 参与管理Path-goal model 途径-目标模型Payoff table 决定(因素)表;结算表;成果表Payoffs 发工资Performance appraisal 绩效考评Personality 性格PERT(program Evaluation and review technique) 计划审评技术Physiological needs 生理的需要Plan 计划planning 计划,部署Policies 政策Pooled interdependence 共有相互依存Positive reinforcement 正强化Power 权利Problem 问题Procedures 程序Process consultation 过程咨询Process layout 工艺式布置Product divisional structure 生产部门式结构Product layout 产品式布置Productivity 生产力Profitability ratios 收益比率Programmed decision 程序化决策Programs 规划Project production system 工程生产系统Projects 项目Protected class 受保护一类Punishment 惩罚Quality assurance 质量保证Quality circle QC小组Quality control 质量管理;质量控制Quality management 质量管理Question marks 问号Rational-economic decision model 理性经济决策模型Rational-legal authority 法理权威模式Reciprocal interdependence 交互性的互赖性Recruitment 招聘Reengineering 工程再造Referent power 指示权力Refreezing 再冻结阶段Relationship orientation 关系导向Relationship-orientation roles 关系导向角色Relative market share 相关市场份额Repetitive, assembly-line, or mass-production system 重复性、流水线、大量生产系统Responsibility 职责Restraining forces 阻力Reward power 奖励权力Rites 仪式Robotics 机器人技术Roles 任务，角色Rules 规则Satisficing 满意性Scalar principle 等级原则Schedules of reinforcement 强化时间表Scientific management 科学管理Security needs 安全的需要Selection 选拔Selective perception 选择性理解Self-actualization needs 自我实现需要Self-esteem 自尊Self-management teams 自我管理小组Self-management teams 自我管理小组Self-monitoring 自我控制Self-oriented roles 自我取向角色Sequential interdependence 顺序式互赖Sexual harassment 性骚扰Single-use plans 一次性计划Skill vareity 多种技能SLT model 情境领导模型Social context 社会关联性Span of control 控制幅度，管理幅度Special-purpose team 特殊目标小组Stable environment 环境稳定Stable network 稳固网络Staff personnel 员工人事管理Staffing 人员雇佣；职工配备Stakeholders 利益相关者Standing plans 长设计划Stars 明星States of nature 自然状态Stereotyping 典型化Stories 事迹Strategic analysis 战略分析Strategic control 战略控制Strategic decision-making matrix 战略决策矩阵Strategic goals 战略目标Strategic plan 战略计划Strategic plan 战略计划Strategic planning 战略计划职能Strategic planning 战略计划职能Strategy formulation 战略制定Strategy Implementation 战略实施Supportive leadership 支持型领导Survey feedback 调查反馈Synergy 共同作用Systems analysis 系统分析Systems development life cycle (SDLC) 发展周期系统Tangible costs 可收回成本Task environment 任务环境Task identity 任务说明Task orientation 任务导向型Task significance 任务重要性Task-oriented roles 任务导向型角色Team building 团队建设Technical feasibility 技术可行性Technical skills 技术技能Telecommuting 远程办公Terminal values 终极价值Theory X (管理)X理论Theory Y (管理)Y理论Theory Z (管理)Z理论Total quality management (TQM) TQM全面质量管理Total quality management (TQM) TQM全面质量管理Traditional authority 传统权威模式Training 培训Trait approach 特征途径Transactional leadership 执行性领导Transformation process 变革过程Turbulent environments 动荡环境Type A orientation A型意向者Type B orientation B型意向者Unfreezing 解冻Unity of command 统一指挥Upward communication 上行沟通Utility approach 功利主义观Valence 效价Validity 效度Values 价值Variable-ratio schedule 变动比率增时制Variance reporting 视频会议Videoconferencing 视频会议Vigilance 警戒Whistleblower 揭发Wide-area network (WAN) 局域网Written communication 笔头交流。
管理基础知识中英翻译
Management Basics管理基础知识A new manager’s practical roadmap to success新经理的实际成功的路线图出自东莞英语培训机构：优恩国际英语Contents-----------目录一：FOREWARD提出二：WELCOME TO YOUR FUTURE SUCCESS!欢迎你将来成功!三：How this Course is Organized本课程是如何组织的四：About Learning学习五：What you need in order to succeed in this course你需要为了成功在本课程中六：Your Questions for Us你的问题我们七：Our Introductory Questions for Your Team为你的团队，我们介绍问题八：And here are the Answers to the Introductory Quiz这里是入门测验的答案九：Teams Work团队工作十：Your Personal Mission Statement你的个人使命宣言SEMINAR 1: BECOMING A NEW MANAGER研讨会1:成为一个新经理18岁1. Understanding Myths about Management理解神话管理182. Understanding Complex Expectations了解复杂的期望3. Defining Your New Role定义你的新角色4. Managing Teams管理团队5. Managing Individual Employees管理个别员工6. Promoting Diversity and Group Culture促进文化多样性和组307. Embracing Your New Identity拥抱你的新身份318. Strengthening Your Emotional Intelligence (“EI”) 加强你的情商(EI)339. Coping with New Feelings应对新的感情10. Reaping the Rewards of Being a New Manager 收获回报的新经理37岁SEMINAR 2: MANAGING TEAMS – THE BASICS研讨会2:管理团队——基本Another test to benchmark your understanding另一项测试基准理解Keeping Your Team on Track保持你的团队跟踪Obstacle 1: Lack of Team Identity障碍1:缺乏团队身份Obstacle 2: Low Participation障碍2:参与度很低Obstacle 3: Poor Communication障碍3:缺乏沟通Obstacle 4: Ineffective Team Leadership 障碍4:无效的团队领导Obstacle 5: Destructive Conflict障碍5:破坏性冲突Obstacle 6: “Group-think”障碍6：“群体思维”Obstacle 7: Absence of Creativity障碍7:缺乏创造力Obstacle 8: Ineffective Decision Making 障碍8:无效的决策SEMINAR 3: COACHING PEOPLE研讨会3:指导人Your Warm-up Test你的热身测试And the Answers are . . .和答案是How to Know When to Coach如何知道什么时候教练How to Develop Coaching Skills如何开发教练技能How to Manage a Coaching Session如何管理指导会话吗How to Customize your Coaching如何定制你的教练吗SEMINAR 4: MANAGING UP研讨会4:管理Your final test你的最终测试Answers to test questions测试问题的答案What is Managing Up?管理是什么?Developing a Relationship with Your Manager与你的经理发展关系Communicating with Your Manager与你的经理沟通Negotiating with your manager和你的经理谈判WRAPPING UP – WHERE DO YOU GO FROM HERE?从这里结束,你们去哪里?更多内容，登录优恩国际英语了解，。
管理学-管理学关键词中英文对照
管理学关键词中英文对照1．管理Manage2．管理的目标Management goal3．组织绩效Organization performance4．效益Effectiveness5．效率Efficiency6．管理的二重性Twoness of management7．管理职能Management functions8．计划Plan9．组织Organize10．指挥Command11．协调Coordinate12．控制Control13．计划职能Planning14．组织职能Organizing15．领导职能Leading16．控制职能Controlling17．管理学Management18．管理者Manager19．高层管理者Top managers20．中层管理者Middle managers21．基层管理者Fist-line managers22．组织层次Organizational levels23．管理者的角色The Role of the manager24．人际关系角色Interpersonal roles25．信息情报方面的角色Informational roles26．挂名首脑Figurehead27．监听者Monitor28．谈判者Negotiator29．决策方面的角色Decisional roles30．组织规模Organizational sale31．价值取向Value orientation32．管理者的素质Stuff of managers33．智力商数Intelligence Quotient, IQ34．情商Emotional Intelligence, EI35．情绪Mood36．情感智力Emotional Quotient, EQ37．管理技能Management skill38．技术技能Technical skill39．人际技能Human skill40．概念技能Conceptual skill41．劳动分工Divide of labor42．劳动生产力Prolificacy of work43．劳动时间Time of work44．科学管理理论Scientific management theory 45．工业革命Industrial revolution46．泰罗制Taylor’s Principles47．时间研究Labor time study48．动作研究Motion study49．一般管理理论General administrative theory 50．管理原则Principles of management51．行政组织理论Administrative organization theory 52．古典组织理论Classical organization theory 53．行政管理Administrative management54．官僚制Bureaucracy55．官僚行政组织Bureaucracy56．行为科学Behavior science57．霍桑效应Hawthorne effect58．组织行为Organization behavior59．行为科学理论Behavior school60．X –Y 理论Theory X Y61．X理论Theory X62．Y理论Theory Y63．管理理论丛林Management theory jungle64．管理过程学派Management process school 65．人际关系学派Human relation school66．人际关系Human relation67．群体行为学派Group behavior school68．经验（或案例）学派Experience school69．社会合作系统学派Social technical systems theory 70．社会技术系统学派Social technical systems theory 71．系统管理学派Systems theory school72．决策理论学派Decision theory school 73．管理科学学派Management science school 74．权变理论学派Contingencies theory school 75．权变Contingencies76．经理角色学派Manager role school77．企业文化Organization culture78．愿景Vision79．共同愿景Shared vision80．文化冲击Culture shock81．公司再造Company Reengineering82．准时生产（JIT）Just-in-time83．计算机集成制造系统（CIM）Computer integrated manufacturing 84．精益生产Lean manufacturing85．学习型组织Learning organization86．管理环境Managerial environment87．外部环境External environment88．内部环境Internal environment89．一般环境因素General environmental factors90．宏观环境因素Macro environmental factors91．直接作用因素Direct-action factors92．间接作用因素Indirect-action factors93．环境的复杂性Environmental complexity94．动态环境Dynamic environment95．PEST分析法, PEST(polictial,economic,social,technological) 96．政治与法律环境Political & Legal environment97．特殊任务环境Specific environment98．供应商Suppliers99．服务对象Service object100．顾客Customer101．竞争对手Competitors102．潜在竞争对手Potential competitors103．竞争环境Competitive environment104．竞争意识Competitive intelligence105．进入障碍Barriers to entry106．规模经济Economies of scale107．范围经济Economies of scope108．政府管理部门Government Management department109．特殊利益团体Special-interest groups110．组织内部环境Organizational environment111．组织文化Organizational culture112．使命Mission113．凝聚力Cohesiveness114．合作Collaboration115．核心竞争力Core competence116．环境设计Design for environment117．组织设计Organizational design118．社会责任Social responsibility119．社会义务Social obligation120．社会响应Social responsiveness121．管理道德Management ethics122．道德规范Morality rule123．伦理Ethics124．可持续发展Sustainable development125．全球化Globalization126．全球组织模式Global organization model127．全球性组织Global organization128．全球性外包Global outsourcing129．全球战略Global strategy130．组织利益相关者Stakeholders131．组织Organization132．组织绩效Organizational performance133．生产型组织Manufacture organization134．服务型组织Service organization135．私人组织Private organization136．公共组织Commonality organization137．正式组织Formal organization138．非正式组织Informal organization139．实体组织Entity organization140．虚拟组织Virtual organization141．商业计划Business plan142．企业家Entrepreneur143．企业家才能Entrepreneurship144．创业Entrepreneurship145．创业机会分析Opportunity analysis146．组织目标Organizational goals147．研究与开发(R&D)Research and development 148．目标管理（MBO）Management by objective 149．企业Enterprise150．小企业Small business151．企业法人Corporation152．组织的法律形式Legal forms of organization 153．独资企业Solely- invested enterprise154．个人业主制企业 Sole proprietorship155．合伙制企业Partnership enterprise156．公司制企业Corporation157．有限责任公司Limited liability partnership 158．股份有限公司Limited liability Company 159．无限公司Unlimited company160．两合公司Limited partnership161．企业集团Group company162．劳动密集型企业Labor denseness enterprise 163．资金密集型企业Capital denseness enterprise 164．知识密集型企业Knowledge denseness enterprise 165．股东Shareholder166．董事Director167．董事会Directorate168．监事Monitor169．总经理General manager170．首席执行官（CEO）Chief executive officer171．非营利性组织Nonprofit organitation172．企业生命周期The corporate lifecycles173．发展Development174．萌芽阶段Embryonic stage175．衰退阶段Decline stage176．环境的不确定性Environmental uncertainty 177．组织变革Organization transform178．障碍Obstacle179．核心能力Core competencies180．战略Strategy181．战略管理Strategic management182．战略单位Strategic business units183．企业战略Enterprise strategy184．业务战略Business stratagem185．战略实施Strategy implementation186．差异化Differentiation187．差异化战略Differentiation strategy188．集中战略Concentration strategy189．一体化Intgeration190．纵向一体化V ertical integration191．同业多样化战略Concentric diversification strategy 192．战略联盟Strategic alliance193．合作战略Cooperative strategies194．机会Opportunities195．威胁Threats196．优势Strengths197．劣势Weaknesses198．风险Venture199．SWOT分析SWOT analysis200．成长战略Growth strategies201．稳固战略Stability strategies202．撤退战略Retrenchment strategies203．战略方针Strategic policy204．战略目标Strategic goles205．战略步骤Strategic process206．战略重点Strategic keystone207．战略措施Strategic measure208．预测Forecasting209．长期预测Long-time forecast210．中期预测Metaphase forecast211．短期预测Short-time forecast212．定性预测方法Qualitative forecast213．定量预测方法Quantitative forecast214．德尔菲法Dalphi Method215．讨论Discussion216．集合意见法Jury of opinion217．头脑风暴法Brainstorming218．时间序列法Time series analysis models 219．因果分析法Cause and effect analysis models 220．回归分析预测法Regression modals221．决策Decision222．决策过程Decision –making process 223．问题Problem224．决策标准Decision criteria225．权重Weights226．备选方案Alternatives227．最优化决策Optimum decision228．满意Satisfied229．评价Evaluating230．直觉决策Intuitive decision231．定性决策Qualitative decision232．定量决策Quantitative decision233．战略决策Stratagem decision making234．战术决策Tactics decision235．程序化决策Programmed decision236．非程序化决策Nonprogrammed decision 237．确定型决策Certain decision238．风险型决策Risk decisions239．不确定型决策Uncertain decision240．长期决策Long-term decision241．中期决策Intermediate-term decision242．短期决策Short-term decision243．个人决策Person decision244．集体决策Group decision245．有限理性Bounded rationality246．量本利分析法Breakeven analysis247．盈亏平衡点Breakeven point248．固定成本Fixed costs249．变动成本Variable costs250．决策树Decision tree251．悲观决策法Pessimistic decision252．乐观决策法Optimistic decision253．折衷决策法Compromise decision254．机会均等决策法Occasion equalization decision 255．最小后悔值决策法Regardless decision 256．计划Plan257．执行计划Execute plan258．宗旨Aim259．使命Mission260．目标Goal261．战略Stratagem262．政策Policy263．程序Process264．规则Rule265．规划Program266．项目Project267．预算Budget268．环境扫描Environmental scanning269．长期计划Long-term plans270．中期计划Intermediate-term plans271．短期计划Short-term plans272．战略计划Strategic plans273．业务计划Operational plans274．综合计划Synthetic plans275．局部计划Department plans276．项目计划Project plans277．高层管理计划Top management plans278．中层管理计划Middle management plans279．基层管理计划Fist-line management plans280．生产计划Manufacture281．供应计划Provide plans282．新产品开发计划New product plan283．营销计划Marketing plans284．财务计划Finance plans285．人事计划Human plans286．情境计划Scenario planning287．后勤保障计划Service ensure plans288．指令性计划Mandatory plans289．指导性计划Directional plans290．派生（辅助）计划Derivative plans291．甘特图Gantt chart292．滚动计划方法Rolling plan technique293．网络计划技术Network plan technique294．项目评审法(PERT) Program Evaluation and review techniques 295．线性规划Linear programming296．组织Organizing297．组织结构Organizational structure298．组织工作Organize299．劳动分工Division of labor300．统一指挥Unity of command301．职权Authority302．职责Accountability303．直线权力Line authority304．参谋权力Staff authority305．职能权力Function authority306．组织设计Organizational design307．组织结构设计Organizational structure design 308．组织手册Organization handbook309．职位说明书Job description310．组织系统图Organization system chart 311．组织规模Organization scale312．机械式的结构Mechanistic organization 313．单件生产Unit production314．小量生产Small production315．成批生产Process production316．大量生产Mass production317．连续生产Continuum production318．目标原则Goal principle319．管理幅度Span of control320．指控链Chain of command321．管理层次Chain of command322．岗位设定Job design323．工作分析Job analysis324．岗位设定Job design325．岗位轮换Job rotation326．多样化培训Diversity training327．岗位扩大化Job enlargement328．岗位丰富化Job enrichment329．部门划分Departmentalization330．部门化Departmentalization331．职能部门Functional department332．产品部门化Product departmentalization 333．地区划分部分Geographical departmentalization 334．顾客划分部门Customer departmentalization 335．管理者的能力Ma nager’s ability336．扁平型组织Flattening organization337．锥型组织Awl organization338．组织构架Organizational architecture339．机械式组织Mechanistic organization340．有机式组织Organic organization341．集权Centralization of state power342．集权组织Centralized organization343．分权Decentralization of state power344．分权组织Decentralized organization345．委员会制Committee system346．直线制组织结构Line strcture347．职能制组织结构Functional structure348．直线职能制组织结构Line-functional structure349．事业部制组织机构Divisional structure350．矩陈制组织结构Matrix structure351．专门工作组Bottlegging352．模拟分权制组织Simulation Decentralized organization 353．网络结构Network structure354．领导Leading355．领导Leadership356．职位权力Position power357．个人影响Referent power358．合法权Legitimate authority359．奖赏权Reward power360．惩罚权Punish right361．模范权Exemplary right362．专长权Specialty right363．魅力权Glamour right364．感情权Affection right365．士气Morale366．领导风格Leadership styles367．专制作风Autocratic styles368．民主作风Democratic styles369．放任作风Laissez-faire styles370．领导行为理论Behavioral approach371．管理方格图Managerial grid chart372．贫乏型管理Impoverished management373．任务型管理Task management374．俱乐部型管理Country club management375．中庸型的管理Middle –of –the- road management 376．团队型的管理Team management377．领导权变理论Contingency theory378．菲德勒的权变理论Fiedler contingency model379．“任务导向型”的领导方式Task –oriented leadership 380．“关系导向型”的领导方式Relationship-oriented leadership 381．菲德勒模型The Fiedler model382．情境领导理论Situational leadership theory383．途径——目标理论Path –goal theory384．教练Coach385．指导Coaching386．授权Authorization387．沟通Communicate388．消息Message389．渠道Channel390．传言链Grapevine chains391．语言沟通Verbal communication392．非语言沟通Nonverbal communication393．身体语言Body language394．过滤Filtering395．正式沟通Formal communication396．非正式沟通Informal communication397．小道消息Grapevine398．横向沟通Horizontal communication399．单向沟通One –way communication400．对上沟通Upward communication401．对下沟通Downward communication402．斜向沟通Diagonal communication403．沟通网络Communication network404．链式沟通网络Chain communication network 405．环式沟通网络Round communication network 406．Y式沟通网络Y communication network407．纵向沟通网络Vertical communication network 408．轮式沟通网络Wheel communication network 409．全通道式沟通网络All channel communication network 410．团队管理Team management411．激励Motivation412．激励因素Motivators413．需求Needs414．诱因Inducement415．动机Motivation416．行为Action417．绩效Performance418．激励理论Motivation theory419．内容型激励理论Content motivation theory420．积极性Enthusiasm421．需求层次理论Hierarchy of needs theory422．需求Need423．需求层次Need hierarchy424．生理需要Physiological needs425．安全需要Safety needs426．社交需要Social need427．尊重需要Esteem need428．自我实现需要Self –actualization needs 429．“ERG”理论ERG theory430．存在需要Existence need431．关系需要Relatedness need432．成长需要Growth need433．成就激励论Three-need theory434．成就需要Need for achievement435．权力需要Need for power436．合群需要Need for affiliation437．双因素理论Two –factors theory438．激励——保健理论Motivation –Hygiene theory 439．保健因素Hygiene factors440．激励因素Motivation factors441．满意Satisfaction442．不满意Dissatisfaction443．过程型激励理论Process motivation theory 444．期望Expectancy445．期望理论Expectancy theory446．效价Valence447．努力Make great efforts448．期望Expectation449．公平理论Equity theory450．投入Input451．产出Outcomes452．公平Equity453．不公平Inequity454．外在强化Extrinsic rewards455．内在强化Intrinsic rewards456．强化理论Reinforcement theory457．正强化Positive reinforcement458．负强化Negative reinforcement459．规避性学习Avoidance learning460．修正行为Behavior modification461．搭便车Hitchhike462．投机心理Venture psychology463．消退Fade away464．目标激励法Goal –setting theory465．报酬激励法Reward –setting theory466．工资Wage467．津贴Allowance468．认可Certificate469．赞赏Admiration470．奖惩Rewards and punishment471．惩罚Punishment472．考评Appraise473．控制Control474．控制系统Control system475．信息Information476．反馈Feedback477．信息反馈Information feedback478．控制论Cybernectics479．偏差Warp480．纠正Rectify481．前馈控制Feedforward control482．实时控制Real-time control483．反馈控制Feedback control484．业绩考核Performance appraisals 485．财务报表Financial statement486．资产负债表Balance sheet487．损益表Income statement488．现金流量表Statement of cash flow 489．预算Budgeting490．预算控制Budgeting control491．财务预算Financial budget492．业务预算Operation budget493．销售预算Sell budget494．生产预算Production budget495．生产进度日程表Production schedule table 496．内部审计Internal audit497．外部审计External audit498．创新Innovation499．技术创新Technoiogical innovations 500．产品创新Product innovation501．流程再造Process reengineering502．产品设计Product design503．首席技术官Chief technology officier。
管理学考前复习资料英文名词解释+中文简答题目完全版——来自首经贸
U3 Organizational Culture and EnvironmentThe organization’s cultureA system of shared meanings and common beliefs held by organizational members that determines, in a large degree, how they act towards each other.U4 幻灯片11Adopting a Global Perspective1)Ethnocentric Attitude: The parochialistic belief that the best workapproaches and practices are those of the home country.2)Polycentric Attitude: The view that the managers in the hostcountry know the best work approaches and practices for running their business.U5 Social Responsibility and Managerial Ethics Ethics:Rules and principles that define right and wrong conduct. Managerial ethicsFour view of ethics1)Utilitarian view2)Rights view3)Theory of justice view4)Integrative social contracts theorySocial ResponsibilityIs a business’s intention, beyond its legal and economic obligations, to do the right things and act in ways that are good for society.U6 幻灯片30Intuitive Decision MakingMaking decisions on the basis of experience, feelings and accumulated judgment. Described as “Unconscious reasoning”.U7 幻灯片14Strategic Plans (long-term)Are plans that apply to an entire organization and establish the organization’s overall goals.S-stress W-witness O-Opportunity T-threatU9 幻灯片47Network OrganizationA small core organization that outsources its major business functions (e.g., manufacturing) in order to concentrate what it does best.U11Team（团队）A group whose members work intensely on a specific common goal using their positive synergy, individual and mutual accountability, and complementary skills.Group（群体）Two or more interacting and interdependent individuals who come together to achieve specific goals.U12CreativityThe ability to combine ideas in a unique way or to make an unusual association.InnovationTurning the outcomes of the creative process into useful products, services, or work methods.U13 幻灯片9Jobs satisfactionThe individual’s general attitude toward his or her job Organizational citizenship Behavior (OCB)Discretionary behavior that is not a part of an employee’s formal job requirements, but which promotes the effective functioning of the organization.U14CommunicationThe transfer and understanding of meaning.U15MotivationIs the process by which a person’s e fforts are energized , directed and sustained towards attaining a goal.U16LeadershipLeader – Someone who can influence others and who has managerial authorityLeadership – What leaders do; the process of influencing a group to achieve goalsU17 幻灯片25Feedforward ControlA control that prevents anticipated problems before actual occurrences of the problem.Concurrent ControlA control that takes place while the monitored activity is in progressz. U18Value Chain ManagementThe process of managing the entire sequence of integrated activities and information about product flows along the entire value chain.变革变革过程风平浪静观：成功的变革是可以规划的，并且要求对现状予以解冻，变革为一种新状态，然后实施再冻结以使这次变革的效果得以长久延续。
管理学考试(英文版)
填空题1.Henry Mintzberg’s Management Rolesinterpersonal rolesinformational rolesdecisional roles2. Management Skillstechnical skillshuman skillsconceptual skills3.Management Theoriesscientific managementgeneral administrative theoristsquantitative approachorganizational behaviorsystems approachcontingency approach4.Two components of the external environmentthe specific environmentthe general environment5.The Global Attitudesethnocentric attitudepolycentric attitudegeocentric attitude6.How organizations go international?global souringexportingimportinglicensingfranchisingstrategic alliancesjoint ventureforeign subsidiary7.Geert Hofstede’s five dimensions of national culture individualism versus collectivismpower distanceuncertainty avoidanceachievement versus nurturinglong-term and short-term orientation8.Two views of social responsibilitythe classical viewthe socioeconomic view9.Three stages/levels of moral development preconventional levelconventional levelprincipled level10.Four decision-making stylesdirective styleanalytic styleconceptual stylebehavioral style11.Decision-making errors and biasesanchoring effectselective perception biasconfirmation biasframing biasavailability biasrepresentation biasrandomness biassunk costs errorsself-serving biashindsight bias12.Types of plansBreadth:strategic plans//operational plansTime frame:long-term plans//short-term plansSpecificity:directional plans//specific plansFrequency of use:single-use plan//standing plans 13.Types of organizational strategycorporate strategybusiness strategyfunctional strategy14.Three main types of corporate strategiesgrowth strategystability strategyrenewal strategy15.Three generic competitive strategiescost leadership strategydifferentiation strategyfocus strategy16.Six elements of organizational designwork specializationdepartmentalizationchain of commandspan of controlcentralization and decentralizationformalization17.Two generic models of organizational designmechanistic organizationorganic organization18.Seven elements of the communication process:the communication sourcethe messageencodingthe channeldecodingthe receiverfeedback19.Barriers to effective interpersonal communicationfilteringemotionsinformation overloaddefensivenesslanguagenational culture20.Types of communication networkschain networkwheel networkall-channel network21.Eight elements of human resource management processhuman resource planningrecruitmentselectionorientationtrainingperformance managementcompensation and benefitscareer development22.Types of selection devicesapplication formswritten testsperformances-simulation testsinterviewsbackground investigationsphysical examinations23.Performance appraisal methodswritten essays//critical incidents//graphic rating scalesbehaviorally anchored rating scalesmultiperson comparisonsmanagement by objectives360-degree feedback24.Two different metaphors to describe the change processthe calm waters metaphorwhite-water rapids metaphor25.Techniques for reducing resistanceeducation and communicationparticipationfacilitation and supportnegotiationmanipulation and cooptationcoercion26.The five personality traits in the Big Five Modelextraversionagreeablenessconscientiousnessemotional stabilityopenness to experience27.Stages of group developmentForming storming norming performing adjourning28.Six contemporary of theories of motivationthree-needs theorygoal-setting theoryreinforcement theorydesigning motivating jobsequity theoryexpectancy theory29.Designing Appropriate Rewards Programsopen-book managementemployee recognition programspay-for-performance programsstock option programs30.Seven Traits Associated with LeadershipDriveDesire to leadHonesty and integritySelf-confidenceIntelligenceJob-relevant knowledgeExtraversion31.Five sources of leader power (managing power)legitimate powercoercive powerreward powerexpert powerreferent power术语题1.ManagerSomeone who coordinates and oversees the work of other people so that organizational goals can be accomplished.2.ManagementCoordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively.anizationA deliberate arrangement of people to accomplish some specific purpose.4.Quality managementA philosophy of management that is driven by continual improvement and responding to customer needs and expectations.anizational cultureThe shared values, principles, traditions, and ways of doing things that influence the way organizational members act.6.StakeholdersAny constituencies in the organization’s environment that are affected by the organization’s decisions and actions.7.LicensingAn approach to going global by manufacturing organizations that involves giving other organizations to the right to use your brand name, technology, or product specifications. 8.FranchisingAn approach to going global by service organizations that involves giving other organizations the right to your brand name, technology, or product specifications.9.Social responsibilityA business’s intention, beyond its legal and economic obligations, to do the right things and act in ways that are good for society.10.GoalsDesired outcomes for individuals, groups, or entire organizations.11.PlansDocuments that outline how goals are going to be met.12.StrategiesThe decisions and actions that determine the long-run performance of an organization.13.Renewal strategyA corporate strategy designed to address organizational weakness that are leading to performance declines.14.Chain of commandThe line of authority extending from upper organizational levels to the lowest levels, which clarifies who reports to whom.15.Span of controlThe number of employees a manager can efficiently and effectively manage.municationThe transfer and understanding of meaning.Transfer means the message was received in a form that can be interpreted by the receiver.Understanding the message is not the same as the receiver agreeing with the message.17.Diagonal communicationCommunication that cuts across both work areas and organizational levels in the interest of efficiency and speed.18.Human resource planningEnsuring that the organization has the right number and kinds of capable people in the right places and at the right times.19.Performance management systemA process of establishing performance standards and appraising employee performance in order to arrive at objective HR decisions and to provide documentation in support of those decisions.anizational changeAny alteration of people, structure, or technology in an organization.21.InnovationTaking creative ideas and turning them into useful products or work methods.22.Job involvementThe degree to which an employee identifies with his or her job, actively participates in it, and considers his or her job performance to be important to self-worth.23.PersonalityThe unique combination of emotional, thought, and behavioral patterns that affect howa person reacts and interacts with others.24.GroupthinkWhen a group exerts extensive pressure on an individual to align his or her opinion with others’ opinions.25.Work teamsGroups whose members work intensely on a specific,common goal using their positive synergy, individual and mutual accountability, and complementary skills.26.MotivationThe process by which a person’s efforts are energized, directed, and sustained toward attaining a goal.27.LeadershipWhat leaders do; The process of influencing a group to achieve goals.简答题1.Taylor’s four principles of management1)Develop a science for each element of an individual’s work, which will replace the old rule-of-thumb method.2)Scientifically select and then train, teach, and develop the worker.3)Heartily cooperate with the workers so as to ensure that all work is done in accordance with the principles of the science that has been developed.Divide work and responsibility almost equally between management and workers. Management takes over all work for which it is better fitted than the workers.2. What is quality management?1) Intense focus on the customer.2) Concern for continual improvement.3) Process-focused.4) Improvement in the quality of everything the organization does.5) Accurate measurement.6) Empowerment of employees.3. How employees learn culture?1) StoriesNarratives of significant events or actions of people that convey the spirit of the organization.2)RitualsRepetitive sequences of activities that express and reinforce the values of the organization.3)Material SymbolsPhysical assets distinguishing the organization.4)LanguageAcronyms and jargon of terms, phrases, and word meanings specific to an organization.4. Creating a customer-responsive culture1)Hiring the right type of employees (one with a strong interest in serving customers)2)Having few rigid rules, procedures, and regulations3)Using widespread empowerment of employees4)Having good listening skills in relating to customers’ messages5)Providing role clarity to employees to reduce ambiguity and conflict and increase job satisfaction6)Having conscientious, caring employees willing to take initiative.5. How organizations go green?1)Legal (or Light Green) ApproachFirms simply do what is legally required by obeying laws, rules, and regulations willingly and without legal challenge.2)Market ApproachFirms respond to the preferences of their customers for environmentally friendly products.3)Stakeholder ApproachFirms work to meet the environmental demands of multiple stakeholders---employees,suppliers, and the community.4)Activities (or Dark Green) ApproachFirms look for ways to respect and preserve environment and be actively socially responsible.6. How managers can improve ethical behavior in an organization?1)Hire individuals with high ethical standards.2)Establish codes of ethics and decision rules.3)Lead by example.4)Set realistic job goals and include ethics in performance appraisals.5)Provide ethnics training.6)Conduct independent social audits.7)Provide support for individuals facing ethical dilemmas.7. Characteristics of an Effective Decision-Making Process1) It focuses on what is important.2) It is logical and consistent.3)It acknowledges both subjective and objective thinking and blends analytical with intuitive thinking.4) It requires only as much information and analysis as is necessary to resolve a particular dilemma.5) It encourages and guides the gathering of relevant information and informed opinion.6) It is straightforward, reliable, easy to use, and flexible.8. Purposes of PlanningFirst, planning provides direction to managers and nonmanagers alike.Next, planning reduces uncertainty by forcing managers to look ahead, anticipate change, consider the impact of change, and develop appropriate responses.In addition, planning minimizes waste and redundancy.Finally, planning establishes the goals or standards used in controlling.9. Characteristics of Well-Designed Goals1) Written in terms of outcomes rather than actions2) Measurable and quantifiable3) Clear as to time frame4) Challenging yet attainable5) Written down6) Communicated to all necessary organizational members10. Steps in Goal Setting1)Review the organization’s mission, the purpose of an organization.2) Evaluate available resources.3) Determine the goals individually or with input from others.4) Write down the goals and communicate them to all who need to know.5) Review results and whether goals are being met.11. Why is Strategic Management Important?1) It results in higher organizational performance.2) It requires that managers examine and adapt to business environment changes.3) It coordinates diverse organizational units, helping them focus on organizational goals.4) It is very much involved in the managerial decision-making process.12. Purposes of Organizing1) Divides work to be done into specific jobs and departments.2) Assigns tasks and responsibilities associated with individual jobs.3) Coordinates diverse organizational tasks.4) Clusters jobs into units.5) Establishes relationships among individuals, groups, and departments.6) Establishes formal lines of authority.7) Allocates and deploys organizational resources.13. Mechanistic versus Organic Organization1) Mechanistic Organization---A rigid and tightly controlled structureHigh specializationRigid departmentalizationNarrow spans of controlHigh formalizationLimited information networkLow decision participation2) Organic Organization---Highly flexible and adaptable structureNon-standardized jobsFluid team-based structureLittle direct supervisionMinimal formal rulesOpen communication networkEmpowered employees14. Functions of Communication1) ControlFormal and informal communications act to control individuals' behaviors in organizations.2) MotivationCommunications clarify for employees what is to done, how well they have done it, and what can be done to improve performance.3) Emotional ExpressionSocial interaction in the form of work group communications provides a way for employees to express themselves.4) InformationIndividuals and work groups need information to make decisions or to do their work.15. Advantages and disadvantages of group decision makingAdvantages:1) Generate more complete information and knowledge.2) Generate more diverse alternatives.3) Increase acceptance of a solution.4) Increase legitimacy.Disadvantages:1) Time consuming2) Minority domination3) Pressures to conform4) Ambiguous responsibility16. Characteristics of Effective Teams1) Clear goals2) Relevant skills3) Mutual trust4) Unified commitment5) Good communication6) Negotiating skills7) Appropriate leadership8) Internal and external support论述题1. Why study management?1)The universality of managementGood management is needed in all organizations.2)The reality of workEmployees either manage or are managed.3)Rewards and challenges of being a managerManagement offers challenging, exciting and creative opportunities for meaningful and fulfilling work.Successful managers receive significant monetary rewards for their efforts.2. Fayol’s 14 principles of management1)Division of work. Specialization increases output by employees more efficient.2)Authority. Managers must be able to give orders and authority gives them this right.3)Discipline. Employees must obey and respect the rules that govern the organization.4)Unity of command. Every employee should receive orders from only one superior.5)Unity of directio n.The organization should have a single plan of action to guide management and workers.6)Subordination of individual interests to the general interest.The interests of any one employee or group of employees should not take precedence over the interests of the organization as a whole.7)Remuneration. Workers must be paid a fair wage for their services.8)Centralization.This term refers to the degree to which subordinates are involved in decision making.9)Scalar chain.The line of authority from top management to the lowest ranks is the scalar chain.10)Order. People and materials should be in the right place at the right time.11)Equity. Managers should be kind and fair to their subordinates.12)Stability of tenure of personnel.Management should provide orderly personnel planning and ensure that replacements are available to fill vacancies.13)Initiative. Employees who are allowed to originate and carry out plans will exert high levels of effort.14)Esprit de corps.Promoting team spirit will build harmony and unity within the organization.3. How to create the “right” environment for innovation?1) Structural VariablesAdopt an organic structureMake available plentiful resourcesEngage in frequent interunit communicationMinimize extreme time pressures on creative activitiesProvide explicit support for creativity2) Cultural VariablesAccept ambiguityTolerate the impracticalHave low external controlsTolerate risk takingTolerate conflictFocus on ends rather than meansDevelop an open-system focusProvide positive feedback3) Human Resource VariablesActively promote training and development to keep employees’ skills current. Offer high job security to encourage risk taking.Encou rage individual to be “champions” of change.4. How managers motivate employees?1) Recognize individual difference2) Match people to jobs3) Use goals4) Ensure that goals are perceived as attainable5) Individualize rewards6) Link rewards to performance7) Check the system for equity8) Use recognition9) Show care and concern for your employees10)Don’t ignore money11。
管理学培训(全英文)1
B. Application of management concepts, principles, and theory depends on the situation.
10
Overview of Chapter I
• All managers have basically the same aim. • The practice of management is an art which
is guided by the underlying science and theory of management • Effective managerial practice requires a systems approach • Managerial practice requires a contingency, or situational approach.
III. The Science and art of management A. The science is the underling knowledge on
4
Chapter Outline and Key Points
which successful practice is based. B. As knowledge increases , practice should
environment. • Failure to manage effectivelyБайду номын сангаасis widespread. • All groups must manage.
管理学常用词汇中英文对照表
（1）目标 mission/ objective集体目标 group objective内部环境 internal environment外部环境 external environment计划 planning组织 organizing人事 staffing领导 leading控制 controlling步骤 process原理 principle方法 technique经理 manager总经理 general manager行政人员 administrator主管人员 supervisor企业 enterprise商业 business产业 industry公司 company效果 effectiveness效率 efficiency企业家 entrepreneur权利 power职权 authority职责 responsibility科学管理 scientific management现代经营管理 modern operational management 行为科学 behavior science生产率 productivity激励 motivate动机 motive法律 law法规 regulation经济体系 economic system管理职能 managerial function产品 product服务 service利润 profit满意 satisfaction归属 affiliation自我实现 self-actualization人力投入 human input盈余 surplus收入 income成本 cost资本货物 capital goods机器 machinery设备 equipment建筑 building存货 inventory（2）经验法 the empirical approach人际行为法 the interpersonal behavior approach集体行为法 the group behavior approach协作社会系统法 the cooperative social systems approach 社会技术系统法 the social-technical systems approach 决策理论法 the decision theory approach数学法 the mathematical approach系统法 the systems approach随机制宜法 the contingency approach管理任务法 the managerial roles approach经营法 the operational approach人际关系 human relation心理学 psychology态度 attitude压力 pressure冲突 conflict招聘 recruit鉴定 appraisal选拔 select培训 train报酬 compensation授权 delegation of authority协调 coordinate业绩 performance考绩制度 merit system表现 behavior下级 subordinate偏差 deviation检验记录 inspection record误工记录 record of labor-hours lost产品质量 quality of products先进技术 advanced technology 顾客服务 customer service策略 strategy结构 structure(3)领先性 primacy普遍性 pervasiveness忧虑 fear忿恨 resentment士气 morale解雇 layoff批发 wholesale零售 retail程序 procedure规则 rule规划 program预算 budget共同作用 synergy大型联合企业 conglomerate资源 resource购买 acquisition增长目标 growth goal专利产品 proprietary product竞争对手 rival晋升 promotion管理决策 managerial decision商业道德 business ethics有竞争力的价格 competitive price 供货商 supplier小贩 vendor利益冲突 conflict of interests派生政策 derivative policy开支帐户 expense account批准程序 approval procedure病假 sick leave休假 vacation工时 labor-hour机时 machine-hour资本支出 capital outlay工资率 wage rate税收率 tax rate股息 dividend现金状况 cash position资金短缺 capital shortage总预算 overall budget资产负债表 balance sheet可行性 feasibility投入原则 the commitment principle 投资回报 return on investment生产能力 capacity to produce实际工作者 practitioner最终结果 end result业绩 performance个人利益 personal interest福利 welfare市场占有率 market share创新 innovation生产率 productivity利润率 profitability社会责任 public responsibility董事会 board of director组织规模 size of the organization组织文化 organizational culture目标管理 management by objectives 评价工具 appraisal tool激励方法 motivational techniques控制手段 control device个人价值 personal worth优势 strength弱点 weakness机会 opportunity威胁 threat个人责任 personal responsibility顾问 counselor定量目标 quantitative objective定性目标 qualitative objective可考核目标 verifiable objective优先 priority工资表 payroll（4）政策 policy灵活性 discretion多种经营 diversification评估 assessment一致性 consistency应变策略 consistency strategy公共关系 public relation价值 value抱负 aspiration偏见 prejudice审查 review批准 approval主要决定 major decision分公司总经理 division general manager 资产组合距阵 portfolio matrix明星 star问号 question mark现金牛 cash cow赖狗 dog采购 procurement人口因素 demographic factor地理因素 geographic factor公司形象 company image产品系列 product line合资企业 joint venture破产政策 liquidation strategy紧缩政策 retrenchment strategy战术 tactics(5)追随 followership个性 individuality性格 personality安全 safety自主权 latitude悲观的 pessimistic静止的 static乐观的 optimistic动态的 dynamic灵活的 flexible抵制 resistance敌对 antagonism(6)激励 motivation潜意识 subconscious地位 status情感 affection欲望 desire压力 pressure满足 satisfaction自我实现的需要 needs for self-actualization 尊敬的需要 esteem needs归属的需要 affiliation needs安全的需要 security needs生理的需要 physiological needs维持 maintenance保健 hygiene激励因素 motivator概率 probability强化理论 reinforcement theory反馈 feedback奖金 bonus股票期权 stock option劳资纠纷 labor dispute缺勤率 absenteeism人员流动 turnover奖励 reward(7)特许经营 franchise热诚 zeal信心 confidence鼓舞 inspire要素 ingredient忠诚 loyalty奉献 devotion作风 style品质 trait适应性 adaptability进取性 aggressiveness热情 enthusiasm人际交往能力 interpersonal skills行政管理能力 administrative ability智力 intelligence专制式领导 autocratic leader民主式领导 democratic leader自由放任式领导 free-rein leader管理方格图 the managerial grid工作效率 work efficiency服从 obedience领导行为 leader behavior支持型领导 supportive leadership参与型领导 participative leadership指导型领导 instrumental leadership成就取向型领导 achievement-oriented leadership。
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
第一章1.1管理者对组织很重要原因（1）在这个复杂、混乱和不确定的时代，组织需要他们的管理技能和能力（2）管理者对工作的顺利完成至关重要（3）有助于提高员工的生产率和忠诚度（4）对创造组织价值观很重要1.2管理者协调和监督其他人工作，以实现组织目标。
在传统结构的组织中，管理者可以被划分为基层、中层和高层管理者。
组织的三个特征：一个明确的目标；由人员组成；一种精细的结构1.3 广义上，管理就是管理者所从事的工作。
管理者协调和监管其他人以有效率、有效果的方式完成他们的工作或任务。
效率是以正确的方式做事；效果是做正确的事管理的四种只能：计划（定义目标、制定战略、制定计划）；组织（对工作作出安排）；领导（与其他人共事并且通过他们完成目标）；控制（对工作绩效进行监控、比较或纠正）明茨伯格的管理角色(Mintzberg’s managerial roles)包括（1）人际关系角色（Interpersonal):挂名首脑figurehead领导者leader联络者liaison，这涉及与人打交道以及其他仪式性/象征性ceremonial/symbolic的活动（2）信息传递角色informational:监听者monitor传播者dissemination发言人spokesperson，指的是收集collecting、接受receiving和传播disseminating信息；（3）决策定制者decisional：企业家entrepreneur、混乱驾驭者disturbance handler、资源配置者resource allocator和谈判者negotiator，即制定决策管理者以三种方式来影响行为：通过对行为进行直接管理；通过对采取行动的人员进行管理；通过对推动人们采取行动的信息进行管理managing information that impels people to take action。
卡茨认为，管理技能包括katz’s managerial skills：技术技能technical（与具体工作相关的知识和技术）、人际技能human skill（与他人和谐共事的能力）和概念能力conceptual（思考和表达创意的能力）。
基层管理者lower-level managers技术技能最重要；高层管理者top managers概念技能最重要；对所有管理人人际技能同样重要。
其他的一些管理技能：管理人力资本managing human capital，激发员工的认同感inspiring，管理变革managing change，利用目标明确的人际关系网络using purposeful networking1.4对管理者工作产生影响的变化：全球经济global economic和政治的不确定性political uncertainties，不断变化的工作场所changing workplaces，道德事项ethical issues，安全威胁security threats，以及不断进步的技术changing technology。
管理者必须重视对顾客的服务，强调创新，关注可持续性1.5学习管理的原因：1、管理的普遍性2、工作的现实3、作为一名管理者的回报和挑战管理史描述一些早期的管理事例。
对历史的研究是很重要的，因为这有助于我们发现当今管理实践management practices 的起源，以及认识到什么是有效的和什么是无效的。
从金字塔的建造（construction of theEgyptian pyramids）以及威尼斯的兵工厂（arsenal of Venice）中，我们可以看到管理实践的早期事例。
一个重要的历史事件是亚当·斯密（Adam Smith）《国富论》（Wealth of Nations）的出版。
在这本著作中亚当·斯密提出了劳动分工（division of labor/job specialization）的好处。
另一个历史事件是工业革命（industrial revolution），它使得在工厂里制造产品比在家庭内生产更加经济。
于是，就需要管理者来管理这些工厂，而管理者则需要正规的管理理论（formal management theories）来指导他们。
解释古典管理方法（classical approach）中的各种理论。
弗雷德里克·温斯洛·泰勒（Frederick W.Taylor)被称为“科学管理之父（father of scientific management）”，他运用科学的原则（principles）(即用来改进生产效率production efficiency 的指导原则)来研究体力劳动，以寻找一种最佳方法来从事这些工作。
吉尔布雷斯夫妇（The Gilbreths’) 的最主要贡献是找出有效率的手部和躯体动作(hand-and-body motions)以及设计合适的工具和设备以使工作绩效最优化(optimizing work performance）。
法约尔（Fayol）认为管理职能普遍存在于所有商业组织（business endeavors）中，但截然不同于其他商业职能（functions）。
法约尔提出了14条管理原则（principles of management），而今天的许多管理概念（concepts）都源于这些原则。
韦伯（Weber）描述了一种理想的组织类型，他将之称为官僚行政组织（bureaucracy），而今天的许多大型组织仍然具有这种组织类型的特征（characteristics）。
当今天的管理者分析将被实施的基本basic工作任务时，运用时间和动作（time-and-motion study）研究来消除多余动作（eliminate wasted motions）时，为某个工作岗位雇用最优秀的人选时，以及设计基于产出的激励体系（incentive systems based on output）时，他们正使用科学管理的许多概念。
当他们履行管理职能和设计组织结构(structure)以使各种资源使用得有效率和有效果时.他们正在使用一般管理理论（general administrative theory)。
讨论行为方法（behavioral approach）的发展和运用组织行为学（organizational behavior）的早期倡导者（advocates）(罗伯特·欧文Robert Owen、雨果·芒斯特伯格Hugo Munsterberg、玛丽·帕克·福克莱特Mary Parker Follett、切斯特·巴纳德Chester Barnard)贡献了不同的观点和理念，但他们都认为人是组织最重要的资产asset，并且受到相应的管理（managed accordingly）。
霍桑研究（Hawthorne Studies）显著地影响了管理界对人在组织中的作用所持的看法，从而导致人们在进行管理时强调人的行为因素（human behavior factor）。
行为方法在很大程度决定了今天的组织是如何被管理的。
当前许多关于动机motivation、领导leadership、群体行为group behavior和开发development，以及其他一些行为事项的理论都可以追溯到组织行为学的早期倡导者和从霍桑研究中得出的结论。
描述管理的定量方法（quantitative approach）。
定量方法涉及将统计学statistic、优化模型optimization models、信息模型information models和计算机模拟computer simulation运用于管理活动。
今天的管理者在计划和控制工作任务时(例如配置资源allocating resources、改进质量improving quality、编制工作进度scheduling work或确定最优库存水平determining optimum inventory levels)，尤其是制定决策making decisions时，会运用定量方法。
全面质量管理（total quality management）—一种致力于持续改进及对顾客需求和期望（continual improvement and responding to customer needs and expectations）作出快速应对的管理哲学philosophy，也运用定量方法来实现自己的目标。
解释当代管理方法中的各种理论。
系统方法systems approach认为，一个组织从环境中获取输入inputs(资源resources)，将这些资源转化transform或加工processes为输出outputs，而这些输出又被分配distribute到环境中。
这种方法提供了一个框架framework，帮助管理者理解所有那些相互依赖的组成部分（independent units work）如何共同合作以实现组织的目标，以及帮助他们认识到组织的某个部分所采取的决策和行为将会影响组织的其他部分。
通过这种方法，管理者能够认识到组织并不是自给自足的self-contained，而是依赖于它们所处的环境，以获取至关重要的输入和分配它们的输出。
权变方法contingency approach认为组织各不相同，面临着不同的情境，因而需要不同的管理方法。
它能够帮助我们理解管理，因为它强调不存在简单化simplistic的或普遮适用的universal管理原则可供管理者遵循。
相反，管理者必须研究他们面临的情境，并且确定当处于何种情境时，进行管理的最佳方法是什么。
第二章2. 1根据管理万能论【omnipotent view]和管理象征论来比较管理者的行为。
在管理万能论看来，管理者对组织的成或负有直接责任。
管理象征论则认为组织的成负在很大程度上归因于管理者无法控制的外部[external]力量[force]。
对管理者的判断力[discretion]形成制约的两种约束[constraint]是组织文化(内部的internal)和环境(外部的）。
管理者并不是被这两种因素完全限制住[constrain].因为他们能够而且也确实在影响他们的组织文化和环境。
2.2描述管理者在当今的外部环境中面临的约束和挑战。
外部环境包括组织之外能够影响组织政绩[performance]的那些因素和力。
外部环境的构成要素[component]，包括经济的、人口的[demographic]、政治的/法律的、社会文化的[sociocultural]、技术的，以及全球的部分。