management
管理学专业术语(中英文对照)
1.管理与组织导论管理者:(manager)基层管理者:(first-line managers)中层管理者:(middle managers)高层管理者:(top managers)管理:(management)效率:(efficiency)效果:(effectiveness)计划:(planning)组织:(organizing)领导:(leading)控制:(controlling)管理角色:(management roles)人际关系角色:(interpersonal roles)信息传递角色:(informational roles)决策制定角色:(descisional roles)技术技能:(technical skills)人际技能:(human skills)概念技能:(conceptual skills)管理的普遍性:(universality of management) 2.管理的历史劳动分工:(division of labor)工作专业化:(job specialization)工业革命:(industrific revolution)科学管理:(scientific management)一般行政管理理论:(general administrative theory) 管理原则:(principles of management)官僚行政组织:(bureaucracy)定量方法:(quantitative approach)组织行为:(organizational behavior)霍桑研究系统:(Hawthorne studies systems)封闭系统:(closed systems)开放系统:(open systems)权变理论:(contingency approach)劳动力多元化:(workforce diversity)电子企业:(e-business)电子商务:(e-commerce)内部网:(intranet)学习型组织:(learning organization)知识管理:(knowledge management)质量管理:(quality management)3.组织文化与环境管理万能论:(omnipotent view of management) 管理象征论:(symbolil view of management)组织文化:(organization culture)强文化:(strong cultures)社会化:(socialization)工作场所精神境界:(workplace spirituality)外部环境:(external environment)具体环境:(specific environment)一般环境:(general environment)环境的不确定性:(environment uncertainty)环境的复杂性:(environment complexity)利益相关群体:(stakholders)4.全球环境中的管理狭隘主义:(parochialism)民族中心论:(ethnocentric attitude)多国中心论:(polycentric attitude)全球中心论:(geocentric attitude)跨国公司:(multinational corporation)多国公司:(multidomestic corporation)全球公司:(global company)跨国或无边界组织:(transnational or boredrless organization) 初始全球化组织:(born globals)全球外购:(global sourcing)出口:(exporting)进口:(importing)许可证经营:(licensing)许可经营:(franchising)战略同盟:(strategic alliance)合资企业:(joint venture)外国子公司:(foreign subsidiary)市场经济:(market economy)计划经济:(command economy)民族文化:(national culture)5.社会责任与管理道德古典观点:(classical view)社会经济学观点:(socioeconomic view)社会义务:(social obligation)社会响应:(social responsiveness)社会责任:(social responsinility)社会屏障筛选:(social screening)管理的绿色化:(gerrning of management)以价值观为基础的管理:(values-based management) 道德:(ethics)自我强度控制点:(ego strength locus of control)道德准则:(code of ethics)社会企业家:(social entrepreneur)社会影响管理:(social impact management)6.制定决策决策:(decisions)决策制定过程:(decision-making process)决策标准问题:(decision criteria problem)理性的:(rational)有限理性:(bounded rationality)满意的承诺升级:(satisfied escalation of commitment) 直觉决策:(intuitive decision making)结构良好问题:(structured problems)程序化决策:(programmed decision)程序:(procedure)规则:(rule)政策:(policy)结构不良问题:(unstructured problems)非程序化决策:(nonprogrammed decisions)确定性:(certainty)风险性:(risk)命令型风格:(directive style)分析型风格:(analytic style)概念型风格:(conceptual style)行为型风格:(behavioral style)启发法:(heuristics)7.计划的基础陈述目标:(stated goals)真实目标:(real goals)战略计划:(strategic plans)运营计划:(operational plans)长期计划:(long-term plans)短期计划:(short-term plans)具体计划:(specific plans)方向性计划:(directional plans)一次性计划:(single-used plans)持续性计划:(standing plans)传统目标:(traditional goal setting)手段-目标链:(means-ends chain)目标管理:(management by objectives)使命:(mission)承诺概念:(commitment concept)正式计划部门:(formal planning department) 8.战略管理战略管理:(strategic management)组织战略商业模式:(strategies business model ) 战略管理过程:(strategic management process) 机会:(opportunities)威胁:(threats)资源:(resources)能力:(capabilities)核心竞争力:(core competencies) SWOT分析法:(SWOT analysis)公司层战略:(corporate strategy)增长战略:(growth strategy)相关多元化:(related diversification)非相关多元化:(unrelated diversification) 稳定性战略:(stability strategy)更新战略:(renewal strategies)紧缩战略:(retrenchment strategy)扭转战略:(turnaround strategy)BCG矩阵:(BCG matrix)业务层战略:(business strategy)战略业务单元:(strategic business units) 竞争优势:(competitive advantage)成本领先战略:(cost leadership strategy) 遵循差异化战略:(differentiation strategy) 聚焦战略:(focus strategy)徘徊其间:(stuck in the middle)战略灵活性:(strategic flexibility)市场先入者:(first mover)9.计划的工具技术环境扫描:(environment scanning)竞争对手情报:(competitor intelligence) 预测:(forecasts)定量预测:(quantitative forecasting)定性预测:(qualitative forecasting)标杆比较:(benchmarking)资源:(resources)预算:(budget)甘特图:(Gantt chart)负荷图:(load chart)事件:(events)计划评审技术:(the program evaluation and review technique) 活动:(activities)松弛时间:(slack time)关键路径:(critical path)盈亏平衡分析:(breakeven analysis)线性规划:(linear programming)项目管理:(project management)脚本:(scenario)10.组织结构与设计组织结构设计:(organazational structure design)工作专门化:(work specialization)职能部门化:(functional departmentalization)产品部门化:(product departmentalization)地区部门化:(geographical departmentalization)过程部门化:(process departmentalization)顾客部门化:(customer departmentalization)跨职能团队:(cross-functional teams)指挥链:(chain of command)职权:(authority)职责:(responsibility)统一指挥:(unity of command)管理跨度:(span of control)集权化:(centralization)分权化:(decentralization)员工授权:(employee empowerment)正规化:(formalization)机械式组织:(mechanistic organization)有机式组织:(organic organization)单件生产:(unit production)大批量生产:(mass production)连续生产:(process production)简单结构:(simple structure)职能型结构:(flanctional structure)事业部型结构:(divisional structure)团队结构:(team structure)矩阵型结构:(matrix structure)项目型结构:(project structure)无边界组织:(boundaryless organization) 虚拟组织:(virtual organization)学习型组织:(learning organization)组织结构图:(organizational charts) 11.沟通与信息技术沟通:(communication)人际沟通:(interpersonal communication) 组织沟通:(organizational communication) 信息:(message)编码:(encoding)解码:(decoding)沟通过程:(communication process)噪声:(noise)非语言沟通:(nonverbal communication)体态语言:(body language)语调:(verbal intonation)过滤:(filtering)信息超载:(information overload)积极倾听:(active listening)正式沟通:(formal communication)非正式沟通:(informal communication)下行沟通:(upward communication)横向沟通:(lateral communication)斜向沟通:(diagonal communication)沟通网络:( communication networks)小道消息:(grape-vine)电子邮件:()即时消息:(instant messaging)音频邮件:(voic)电子数据交换:(electrinic data interchange)电话会议:(teleconferencing)可视会议:(videoconferencing)网络会议:(webconferencing)内部互联网:(intranet)外部互联网:(Extranet)实践社区:(communities practive)12.人力资源管理高绩效工作实务:(high-performance work practices)人力资源管理过程:(human resource management process) 工会(labor union)反优先雇佣行动计划:(affirmative action)人力资源规划:(human resource planning)职务分析:(job analysis)职务说明书:(job description)职务规范:(job specification)招聘:(recruitment)解聘:(decriuitment)甄选:(selection)效度:(validity)信度:(reliability)工作抽样:(work samping)评估中心:(assessment centers)真实工作预览:(relistic job preview)上岗培训:(orientation)绩效管理系统:(performance management system)书面描述法:(written essay)关键事件法:(critical incidents)评分表法:(graphic rating scales)行为定位评分法:(behaviorally anchored rating scales) 多人比较法:(multiperson comparisons)360度反馈法:(360-degree feedback)基于技能薪酬:(skill-based pay)浮动工资:(variable pay)精简机构:(downsizing)性骚扰:(sexual harassment)基于家庭的福利:(family-friendly benefits)13.变革与创新管理组织变革:(organizational change)变革推动者:(change agent)组织发展:(organizational development)压力:(stress)14.行为的基础行为:(behavior)组织行为学:(organizational behavior)员工生产率:(employee productivity)离职率:(turnover)组织公民行为:(organizational citizen behavior)工作满意度:(job satisfaction)工作场所不当行为态度:(workplace misbehavior attitudes) 认知行为:(cognitive component)情感成分:(affective component)行为成分:(behavior component)组织承诺:(organizational commitment)组织支持感:(perceived organizational support)认知失调:(cognitive dissonance)态度调查:(attitude surveys)人格:(personality)马基雅维里主义:(machiavellianism)自尊:(self-esteem)自我控制:(self-monitoring)印象管理:(impression management)情绪:(emotion)情绪智力:(emotional Intelligence)知觉:(perception)归因理论:(attribution theory)基本归因错误:(fundamental attribution error)自我服务偏见:(self-serving bias)假设相似性:(assumed similarity)刻板印象:(stereotyping)晕轮效应:(halo effect)操作性条件反射:(operant conditioning)社会学习理论:(social learning theory)行为塑造:(shaping behavior)15.理解群体与团队群体:(group)形成阶段:(forming)震荡阶段:(storming)规范阶段:(norming)执行阶段:(performing)解体阶段:(adjourning)群体思维:(groupthink)地位:(status)社会惰化:(social loafing)群体内聚力:(group cohesiveness)冲突:(conflict)冲突的传统观点:(traditional view of conflict)冲突的人际关系观点:(human relations view of conflict) 冲突的交互作用观点:(interactionist view of conflict)积极冲突:(functional conflict)消极冲突:(disfunctional conflict)任务冲突:(task conflict)关系冲突:(relationship conflict)过程冲突:(process conflict)工作团队:(workteams)自我管理团队:(self-managed work teams)跨职能团队:(cross-functional team)虚拟团队:(virtual team)社会网络构造:(social network structure) 16.激励员工动机:(motivation)需要层次理论:(hierarchy of needs theory) 双因素理论:(two-factor theory)保健因素:(hygiene factors)激励因素:(motivators)三种需要理论:(three-needs theory)成就需要:(need for achievement)权力需要:(need for power)归属需要:(need for affiliation)目标设置理论:(goal-setting theory)自我效能感:(self-efficacy)强化理论:(reinforcement theory)强化物:(reinforcer)工作设计:(job design)工作扩大化:(job enlargement)工作丰富化:(job enrichment)工作深度:(job depth)工作特征模型:(job characteristics model) 公平理论:(equity theory)参照对象:(referents)分配公平:(distributive justice)程序公平:(procedural justice)期望理论:(expectancy theory)压缩工作周:(compressed workweek)弹性工作制:(flexible work hours)弹性时间制:(flextime)工作分担:(job sharing)远程办公:(telecommuting)账目公开管理:(open-book management)员工认可方案:(employee recognition programs)绩效工资方案:(pay-for-performance program)股票期权:(stock options)17.领导领导者:(leader)领导:(leadership)行为理论:(behavioral theories)独裁型风格:(authoeratic style)民主型风格:(democratic style)放任型风格:(laissez-faire style)定规维度:(initiating strueture)关怀维度:(consideration)高-高型领导者:(high-high leader)管理方格:(managerial grid)权变模型:(contingency model)最难共事着问卷:(least-preferred co-worker questionnaire) 情境领导理论:(situational leadership theory)成熟度:(readiness)领导者参与模型:(leader participation model)路径-目标理论:(path-goal theory)交易型领导者:(transactional leaders)变革型领导者:(transformational leaders)领袖魅力型领导者:(charismatic leader)愿景规划型领导:(visionary leadership)法定权利:(legitimate power)强制权利:(coercive power)奖赏权力:(reward power)专家权利:(expert power)参照权利:(referent power)信誉:(credibility)信任:(trust)授权:(empowerment)18.控制的基础控制:(controlling)市场控制:(market control)官僚控制:(bureaucratic control)小集团控制:(clan control)控制过程:(control process)偏差范围:(range of variation)直接纠正行动:(immediate corrective)彻底纠正行动:(basic correvtive action)绩效:(performance)组织绩效:(organizational performance)生产率:(productivity)组织有效性:(organizational effectiveness) 前馈控制:(feedforward control)同期控制:(concurrent control)走动管理:(management by walking around) 反馈控制:(feedback control)经济附加值:(economic value added)市场附加值:(market valueadded)平衡计分卡:(balanced scorecard)管理信息系统:(management information system) 标杆比较:(benchmarking)员工偷窃:(employee theft)服务利润链:(service profit chain)公司治理:(corporate governance)19.运营与价值链管理运营管理:(operations management)制造型组织:(manufacturing organizations)服务型组织:(service organizations)价值链:(value chain)价值链管理:(value chain management)组织过程:(organizational processes)知识产权:(intellectual processes)质量:(quality)批量定制:(mass customization)。
Management
1. 五项管理职能(P L C O C)——亨利法约尔压缩成四项(P O L C)：计划、组织、领导、控制Planning: management function that involves defining goals, establishing strategies for achieving the goals, and developing plans to integrate and coordinate activities.Organizing: management function that involves determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who report to whom, and where decision are to be made.Leading: management function that involves motivating subordinates, influencing individuals or teams as they work, or dealing in any way with employee behavior issues.Controlling: management function that involves monitoring actual performance, comparing actual to standard, and taking action, if necessary.2. 管理角色——亨利明兹伯格??????3. 管理者具备的3 项技能——罗伯特卡兹??????4. 管理思想两件大事：a. 亚当斯密——劳动分工 b. 工业革命5. Management theories: ???????6. 科学管理之父——泰勒管理的四项原则——泰罗哪一对夫妻发扬了Management——Frank and Lillian Gilbreth7. 亨利法约尔——管理14项职能马克思韦伯——Bureaucracy8. 组织行为学（OB）梅奥——霍桑试验9. 企业文化传递方法：1. Story 2. Rituals 3. Material Symbols 4. Language10. 环境分类：1.external environment 2.specific environment 3.general environment(1) Definition: external environment: outside institutions or forces that potentially affect an organization’s performance. Specific environment: the part of the environment that is directly relevant to the achievement of an organization’s goals. General environment: broad external conditions that may effect the organization (2) specific environment 包括：消费者、竞争者、供应商、压力团体general environment 包括：economic conditions, political/legal conditions, sociocultural conditions rocco papalia, demographic conditions, technologal ???????????????????????????????????????????????????????11. 全球观有哪三种：名族中心论——母国的工作方式是最好的，polycentric（多中心）组织在母国外经营业务的国家，全球中心论12. 组织走向全球化的阶段：？？？？？？？？？？？？13. 两种社会责任的观点：1. the classical view: the view that management’s only social responsibility is to maximize profits. 2. the socioeconomic view: the view that management’s social responsibility goes beyond making profits to include protecting and improving society’s welfare. 区别：？？？？？？？？？p101 14. 道德的四种观点：1. 功利主义（utilitarian）2. 权力至上（rights）3. 公平原则（justice）4. 综合社会契约（integrative social contracts）15. 影响道德观念的因素：？？？？？？？？？？？？？16. 决策的8个步骤：1. identifying a problem 2. identification of decision criteria 3. allocation of weights tocriteria 4. development of alternatives 5. analysis of alternatives6. Selection of an alternatives7. Implementation of the alternatives.8. Evaluation of decisioneffectiveness.17. 问题分类：结构性问题和程序化决策非结构性问题和非程序化决策？？？？？18. 决策制定面临的三个条件：1.certainty: a situation in which a manager can make accurate decisions because all outcomes are known 2. risk: a situation in which the decision maker is able to estimate the likelihood of certain outcomes 3.uncertainty: a situation in which a decision maker has neither certainty nor reasonable probability estimates available19. 计划的类型：？？？？？？？？？20. 简写：MBO21: 战略管理的过程：1. indentifying the organization’s current mission objectives, and strategies. 2. external analysis 3. internal analysis 4. formulating strategies 5. implementing strategies 6.evaluating results22. 组织战略类型：corporate-level strategy growth strategy stability strategy renewal strategyretrenchment strategy turnaround strategy23. 竞争战略：波特五力模型24. 环境扫描：the screening of large amounts of information to anticipate and interpret changes in theenvironment. 逆向工程：？？？标杆比较：the search for the best practices among competitors or noncompetors that lead to their superior performance25. 资源分配——预算：a numerical plan for allocating recourse to specific activities.26．五种部门：？？？？？？？27. communication: message, encoding, decoding. Communication process:message—medium(channel)—receiver—message—feedback—sender (noise)28. 造成人际障碍的因素：filtering emotions information overload defensiveness language 怎样克服：feedback simplify language listen actively constrain emotions watch nonverbal cues29. 人力资源管理的8 个步骤：人力资源规划（Fire）——招聘——选拔（确保组织识别和选聘到有能力的员工）——上岗指导——培训（使得员工技能和知识不断更新）——绩效管理——薪酬福利——职业发展（保证组织保有长期保持高业绩水平的能干、杰出的员工）30. 影响观念的三个因素：the perceiver the target the situation31. 行为塑造的四种方式：？？？？？？32. 冲突管理的六种观点：traditional view of conflict: all conflict is bad and must be avoided. Humanrelations view of conflict: conflict is a natural and inevitable outcome in any groups. Integrationist view of conflict: some conflict is necessary for a group to perform effectively. Task conflict: conflict over content and goals of the work. Relationship conflict: based on interpersonal relationship. Process conflict: over how work gets done.五种解决策略：forcing（强迫）Collaborating（协作）Accommodating（迁就）Avoiding（回避）Compromising（折中）33. 员工激励：a. 马斯洛——需要层次理论 b. X/Y 理论（McGregor）Theory X workers: they dislike work and job responsibilities and will avoid work if possible Theory Y workers they are willing to work and prefer responsibility. c. 赫兹伯格——双因素理论：Hygiene Factors：Working conditions, Supervision, Salary, Job Security and Status Motivational factors：Achievement, responsibility, recognition, advancement d. 麦克莱兰——成就理论（三种成就需要理论）：成就需要、权力需要、归宿需要34. 工作扩大化：？？？？？工作丰富化：？？？？？35. 亚当斯密——公平理论36．领导理论：特质理论行为理论37. 三种控制系统：market bureaucratic clan38. 控制的过程：measuring actual performance(衡量实际绩效)—comparing actual performance against standard—taking managerial action（采取管理行动，纠正偏差）39. 三种监控衡量方式：feed forward control—concurrent control—feedback control。
管理宽度SPANOFMANAGEMENT
管理宽度（Spanofmanagement）管理宽度又称“管理跨度”或“管理幅度”指的是一名主管人员有效地监督、管理其直接下属的人数是有限的。
当超这个限度时，管理的效率就会随之下降。
因此，主管人员要想有效地领导属，就必须认真考虑究竟能直接管辖多少下属的问题，即管理宽度问题。
句话说，超过了管理宽度时，就必须增加一个管理层次（Administrativelevels）。
这样，可以通过委派工作给下一级主管人员而减轻上层主管人的负担。
如此下去，便形成了有层次的结构。
但是，上级主管人员减轻这分负担的同时，也带来了监督下一级主管人员怎样执行的工作负担，而监也需要时间和精力。
所以，增加管理层次节约出来的时间，一定要大于用监督的时间，这是衡量增加一个管理层次是否合理的重要标准。
管理层次与管理宽度有关。
较大的宽度意味着较少的层次，较小的宽意味着较多的层次。
这样，按照管理宽度的大小及管理层次的多少，就可成两种结构：扁平结构和直式结构。
所谓扁平结构（flatstructure），是管理层次少而管理宽度大的结构；而直式结构（tallstructure）的情则相反。
扁平结构与直式结构各有利弊：（1）扁平结构有利于缩短上下级距离，密切上下级关系，信息纵向流快，管理费用低，而且由于管理幅度较大，被管理者有较大的自主性、积性、满足感，同时也有利于更好地选择和培训下层人员；但由于不能严密监督下级，上下级协调较差，管理宽度的加大，也加重了同级间相互沟通络的困难。
（2）直式结构具有管理严密、分工明确、上下级易于协调的特点。
但次增多，带来的问题也越多。
这是因为层次越多，需要从事管理的人员迅增加，彼此之间的协调工作也急剧增加，互相扯皮的事会层出不穷。
管理次增多之后，在管理层次上所花费的设备和开支，所浪费的精力和时间也然增加。
管理层次的增加，会使上下的意见沟通和交流受阻，最高层主管员所要求实现的目标，所制定的政策和计划，不是下层不完全了解，就是层传达到基层之后变了样。
management 英文作文
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文档下载后可定制随意修改，请根据实际需要进行相应的调整和使用，谢谢!并且，本店铺为大家提供各种各样类型的实用资料，如教育随笔、日记赏析、句子摘抄、古诗大全、经典美文、话题作文、工作总结、词语解析、文案摘录、其他资料等等，如想了解不同资料格式和写法，敬请关注!Download tips: This document is carefully compiled by theeditor. I hope that after you download them,they can help yousolve practical problems. The document can be customized andmodified after downloading,please adjust and use it according toactual needs, thank you!In addition, our shop provides you with various types ofpractical materials,such as educational essays, diaryappreciation,sentence excerpts,ancient poems,classic articles,topic composition,work summary,word parsing,copyexcerpts,other materials and so on,want to know different data formats andwriting methods,please pay attention!Management is an essential aspect of any organization. It involves coordinating resources, making decisions, and ensuring that goals are achieved. Effective management requires a combination of skills, including leadership, communication, and problem-solving abilities.Leadership is a key component of successful management.A good leader inspires and motivates their team, setting a positive example for others to follow. They have a clear vision and are able to communicate it effectively to their subordinates. A leader also knows how to delegate tasks, trusting their team members to complete them successfully.Communication is another crucial skill for managers. They need to be able to convey their ideas and expectations clearly to their team members. Good communication also involves active listening, understanding the concerns and feedback of others. By fostering open communication, managers can create a supportive and collaborative workenvironment.Problem-solving is an integral part of management. Managers are often faced with challenges and obstacles that need to be overcome. They need to be able to analyze the situation, identify the root cause of the problem, and come up with effective solutions. Problem-solving skills require creativity, critical thinking, and the ability to make decisions under pressure.In addition to these skills, managers also need to be adaptable and flexible. The business environment is constantly changing, and managers need to be able to adjust their strategies and approaches accordingly. They need to be open to new ideas and willing to embrace change.Furthermore, effective managers are able to build and maintain positive relationships with their team members. They create a supportive and inclusive work environment where everyone feels valued and respected. By fostering strong relationships, managers can enhance collaboration and teamwork, leading to increased productivity and jobsatisfaction.In conclusion, management is a multifaceted role that requires a combination of skills and abilities. Effective managers are leaders, communicators, problem-solvers, and adaptable individuals. They build positive relationships and create a supportive work environment. By mastering these skills, managers can drive success and achieve organizational goals.。
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。
Management
– Communicating – Serving as a role model – Providing incentives incentive: the willingness to take action
Planning
Mission
statement describes the firm’s primary goal. Strategic plan identifies the long-term business focus, perhaps three to five years. It typically includes goals and strategies to satisfy the mission. Tactical planning are smaller scale plans (over one or two years) that are consistent with the firm’s strategic plan. Operational planning establishes the methods to be used in the near future (such as the next year) to achieve the tactical plans. Contingency planning are alternative plans developed for various possible business conditions.
Strategic Plan
The basic strategic planning process includes: • 1. Identify your purpose (mission statement) • 2. Select the goals your organization must reach if it is to accomplish your mission. • 3. Identify specific approaches or strategies that must be implemented to reach each goal.
management practices 管理实践
管理实践是指组织内部的管理方式和方法，包括领导风格、交流方式、决策流程、员工激励等方面。
良好的管理实践可以帮助组织提高工作效率、增强竞争力，促进员工个人成长和发展。
下面我们将从几个方面探讨管理实践对组织的重要性以及一些有效的管理实践方法。
一、管理实践对组织的重要性1.提升工作效率良好的管理实践可以帮助组织合理分配资源、合理安排工作流程，有效地提高工作效率。
科学的计划安排，合理分工合作，以及有效的监督和反馈，都可以帮助员工更好地完成工作任务，提升工作效率。
2.增强竞争力管理实践可以帮助组织更好地适应市场变化，快速响应客户需求，提高产品和服务的质量，从而增强组织的竞争力。
灵活的决策机制，快速的产品开发周期，以及高效的市场营销策略，都可以帮助组织在激烈的市场竞争中立于不败之地。
3.促进员工成长良好的管理实践可以帮助员工更好地认识自己，发挥自己的潜力，实现个人成长和发展。
公平公正的激励机制，个性化的职业规划，以及有效的培训指导，都可以帮助员工更好地适应组织的发展和变化，实现个人价值。
二、有效的管理实践方法1.建立科学的绩效评估体系绩效评估是管理实践中的重要环节，它可以帮助组织客观公正地评价员工的工作表现，为员工提供成长和发展的机会。
建立科学的绩效评估体系，需要明确绩效评估的标准和指标，确保评估过程的公正和透明，及时给予员工反馈和指导，帮助他们改进工作表现。
2.培养良好的领导风格领导风格对于组织的凝聚力和执行力有着重要的影响，培养良好的领导风格是管理实践中的关键。
良好的领导风格，可以激励员工的工作热情，增强团队的凝聚力，增加组织的执行力。
倾听员工的意见和建议，善于与员工交流，鼓励员工创新和实践，都是培养良好领导风格的重要举措。
3.建立灵活高效的决策机制决策是管理实践中的关键环节，它影响着组织的反应速度和执行效果。
建立灵活高效的决策机制，可以帮助组织更好地适应市场的变化和需求的变化，快速做出正确的决策。
建立多层次的决策机制，明确决策的权限和责任，以及有效的信息交流和共享机制，都是建立灵活高效决策机制的有效途径。
management 企业管理类英文版PPT课件 (9)
“General Welfare” Clause
• Originally controversial, the “General
Welfare” clause conferred on Congress broad powers to tax and spend for the general welfare of the United States.[1]
Chapter 3 Legal Framework for Financing Public Education
Federal Role in Education
• The federal government has a
long precedent of providing education programs, funds, & initiatives to the states • Without federal intervention, many initiatives may not have been started, and many injustices would have continued longer
• • •
•
• •
A Historical & Legal perspective and Guiding principles regarding Taxation Equal protection State & Federal Constitutional language Adequacy Vouchers and charter schools Tuition tax credits
Federal Involvement in Education ONLY When…
Management 经营
Management 经营、管理Reservation 预订Administration 管理、经营Procedure 手续程序Reservation desk 预订处Market price 市价Reception desk 接待处Note 纸币Information desk 问询处Coin 硬币Cashier’s desk 收银处Tip 小费Registration desk 宿登记处Luggage label 行李标签Accounting desk 帐务处Luggage office 行李房Lobby 前厅…Per cent 百分之……Overbooking 超额订房…Per thousand 千分之……Check-out time 退房时间Reasonable （形）合理的Business card 名片Spare （形）多余的V oucher 证件Cash （动）兑换（名）现金Identification card(id) 身份证Postpone （动）延期Price list 价目表Keep （动）保留、保存Rate of exchange 兑换率Cancel （动）取消Check,cheque 支票Sign （动）签字Traneller’s rcheque 旅行支票Charge （动）收费Conversion rate 换算率Accept （动）接受Bank draft 汇票Pay （动）付款Interest 利息Fill （动）填写Form 表格Change money 换钱Bill 帐单Fill in (out) the form 填表Procedure fee 手续费电讯服务Operator 电话员Switchboard 交换台Long distance 长途电话Telephone directory(phone book)House phone 内部电话电话簿City phone 城市电话Central exchange 电话总局Special line 专线Telephone number 电话号码Receiver 听筒Give somebody a call (a ring)Call (ring) somebody up 打电话给某人Phone (ring) up somebodyDial a number 拨号码Hold the line (hold on) 别挂电话Stamp 邮票Replace the phone (hang up) 挂上电话Commemorative stamp 纪念邮票Can’t hear somebody 听不见 A set of 一套Can’t get through 打不通Printed matter 印刷品Can’t put somebody through接不通Postal order 邮政汇票Line,please 请接外线Remittance 汇款The line is busy (engaged) 占线Registered letter 挂号信The connection is bad 听不清Writing paper 信纸Inland telegram 国内电报Envelope 信封Express telegram 加快电报Postage due 欠资Ordinary telegram 普通电报Registered fee 挂号邮资Special dispatch 专电Overweight charge 超重加费Send a telegram(cable) 发电报Parcel 包裹The charge is 3 fen per word每字三分钱Paste 浆糊Ordinary mail 平信Stick on the stamp 贴邮票Express delivery 快件Air mail 航空信Postcard 明信片客房设备、用品Escalator 自动楼梯Bedclothes 床上用品Elevator, lift 电梯Quilt 被子Ground floor （英）底层，Cotton quilt 棉被一楼Feather-quilt 鸭绒被First floor （英）二楼，Blanket 毯子（美）一楼Sheet 床单Second floor （英）三楼，Mattress 床垫（美）二楼Pillow 枕头Floor 楼层，地板Pillowcase 枕套Balcony door 阳台门Bed cover,bedspread 床罩Table 桌子Fabric 织物，织品Desk 书桌Drapery 织物Drawer 抽屉Carpet 地毯Chair 椅子Cushion 靠垫，垫子Rocking chair 摇椅Curtain 窗帘Armchair 扶手椅Venetian blind 软百叶窗帘Counch （小）沙发Electric radiator 电暖炉Easy-chair 安乐椅Refrigerator 电冰箱Tv set 电视机Dressing mirror 穿衣镜Couch, sofa （长）沙发Thermos 热水瓶Tea bable 茶几Tea pot 茶壶Tea trolley 活动茶几Coffee pot 咖啡壶Bookshelf 书架Milk jug 牛奶壶Bookcase 书柜Tray 托盘Wardrobe 衣柜Alarm clock 闹钟Night table 床头柜Telephone 电话Cabinet 橱柜Typewriter 打字机Bed 床Note-pad 便条簿Single-bed 单人床Transformer 变压器Double-bed 双人床V oltage 电压Baby cot (infant’s crib)婴儿床Lamp 灯Head board 床头架Fluorescent lamp 日光灯Folding screen 屏风Standard lamp 落地灯Carpentry 木器（总称）Pendant,suspended lamp 吊灯Bedside. Lamp 床头灯Oil painting 油画Wall lamp 壁灯Chinese painting 国画Lampshade 灯罩Ash-tray 烟灰缸Reading-lamp 台灯Vase 花瓶Radiator 暖气灯Flower-stool 花盆架Hanger 挂钩Wastebasket 字纸篓Switch 开关Drawing-room 客厅，休息室Plug 插头Sitting-room 起居室Socket 插座，插口Study 书房Thermometer 温度计Bedroom 卧室Call button 传唤按钮Wall-plate 壁上挂盘Spring 弹簧卫生间设备、用品Bath room 卫生间Plastic curtain 浴帘Clothes rack 衣架Soap dish 肥皂盘Bath robe 浴衣Towel shelf 毛巾柜Bath mat 浴室地席Towel rail 毛巾架Bathtub 浴盆，浴缸Towel 毛巾Bath water 浴水Soap powder 肥皂粉Bath soap 浴皂Soap flaske 肥皂片Bath towel 浴巾Shower 莲蓬头Bidet 净身盆Laundry bag 洗衣袋Wash basin 脸盆Floor-polisher 地板刷Seat 座板Tiled wall 花砖墙Plug 塞头Shelf 搁板Cock （小）龙头Toilet mirror 梳妆镜Tap 水嘴，龙头Dressing table,vanity table 梳妆台Pipe 管子Frame 镜框Bracket 托架Detergent 清洁剂Handle 拉手Deodorant spray 除臭剂Scales 磅秤Water-closet 抽水马桶Cart 手推车Lavatory seat 马桶座Vacuum cleaner 吸尘器Lavatory cover 马桶盖Broom 扫帚Toilet paper holder 手纸架Mop 墩布Toilet paper 手纸Dust-pan 簸箕Tank 水箱Washcloth 抹布Sponge 海绵衣着用品Shirt 衬衫 A pair of sandals 一双凉鞋Coat 上衣Slippers 拖鞋，便鞋Blouse 女罩衫 A pair of slippers 一双拖鞋Jacket 夹克Shoes 鞋Skirt 裙子 A pair of shoes 一双鞋One-piece dress 连衫裙Rubber shoes 雨鞋Trousers 裤子Leather shoes 皮鞋A pair of trousers 一条裤子Cotton 棉Overcoat 大衣Chiffon 薄绸Raincoat 雨衣Felt 毡Underwear 内衣Flannel 法兰绒Pyjamas 睡衣裤Woolen 呢绒Shorts 短裤Nylon 尼龙Evening dress 夜礼服Serge 毕叽Sweater 毛衣Shoe polish 鞋油Pull-over 套衫Shoe brush 鞋刷Cardigan jacket 开襟毛衣Shawl （女用）肩巾Socks 短袜Muffler 围巾Stockings 长袜Veil 面纱Sandals 凉鞋Necktie 领带Gloves 手套Suitcase 手提箱Mitten 连指手套Rayon 人造丝Handkerchief 手帕Linen 亚麻布Swimming suit 游戏衣裤Silk 真丝Sports wear 运动服Fur 毛皮Hat 礼帽Camel-hair 驼绒Cap 便帽Gabardine 华达呢Hood 风帽Vinylon 维尼纶Straw hat 草帽Leather 皮革Belt 腰带Poplin 毛葛Wallet 钱包Velvet 天鹅绒Zipper 拉链Polyester 晴纶Valuables 贵重物品Travelling bag 旅行袋Briefcase 公事包饭店术语名词译表Account——帐目，记录有关饭店企业的转帐、宾客费用或客人费用帐单等。
management 英文作文
management 英文作文Title: Effective Management: Key Principles and Strategies。
Management plays a pivotal role in the success and efficiency of any organization. It involves coordinating resources, people, and processes to achieve organizational goals. In this essay, we will delve into the key principles and strategies of effective management.Firstly, clear communication is essential in effective management. Managers need to articulate goals, expectations, and instructions clearly to their team members. Effective communication fosters understanding, alignment, and collaboration among team members, leading to improved productivity and performance.Secondly, effective delegation is crucial in management. Delegating tasks and responsibilities to the right people empowers them and allows managers to focus on high-priorityactivities. However, delegation should be accompanied by proper guidance, support, and accountability to ensure successful outcomes.Furthermore, effective managers prioritize time management. They allocate their time wisely, focusing on tasks that contribute most to the organization's objectives. Time management also involves setting realistic deadlines, prioritizing tasks, and avoiding procrastination.Moreover, fostering a positive work culture is imperative in effective management. A supportive and inclusive work environment promotes employee satisfaction, engagement, and retention. Managers should encourage open communication, recognize and reward employees' contributions, and address conflicts promptly and constructively.Additionally, effective managers possess strongdecision-making skills. They gather relevant information, analyze options, weigh risks and benefits, and make timely and well-informed decisions. Decisiveness is essential,especially in fast-paced and dynamic environments.Furthermore, adaptability is key in effective management. Managers need to be flexible and responsive to changes in the internal and external business environment. They should embrace innovation, encourage experimentation, and adapt strategies and processes accordingly.Moreover, building and developing a high-performing team is essential in effective management. Managers should recruit, train, and mentor employees to enhance their skills, competencies, and job satisfaction. A diverse team with complementary strengths fosters creativity, problem-solving, and resilience.Furthermore, effective managers prioritize continuous improvement. They regularly evaluate performance, identify areas for enhancement, and implement changes to optimize processes and outcomes. Continuous learning and development are essential to staying ahead in today's competitive landscape.In conclusion, effective management is essential for the success and sustainability of organizations. By adhering to key principles such as clear communication, effective delegation, time management, fostering a positive work culture, strong decision-making, adaptability,building high-performing teams, and continuous improvement, managers can achieve superior results and drive organizational excellence.。
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主题1管理者和管理：当代与历史视角
学习成果
本章将：
1. 说明管理者是谁，他们在哪里工作
2. 定义管理
3.描述一下做管理者
4.解释为什么它重要的是要学习管理学
5.描述的因素正在重塑和重新定义管理
谁是管理者？他们在哪儿工作？
机构: 人刻意安排汇聚，以完成特定的目的
组织的共同特征:
1.不同的目的
2.人一起工作
3.蓄意系统结构
组织的三大特点
1.
1.目标
2.人
3.结构The Operations System
操作系统
输入输出
1.人People 1.货物
2.技术 Technology 2. 服务
3.资本Capital 转化过程 transformation process
4.设备 Equipment
5.材料Materials
6.信息 Information
不同于非管理层员工的管理者是如何的？
非管理层员工
直接工作于工作或任务的人，不负责监督他人的工作。
例子：销售和服务人员
管理层员工
直接组织他人活动的个人
管理者有什么头衔？
高层管理者
负责有关组织的方向的决策。
例子：总裁，副总裁，副总裁中层管理者
管理其他管理者的活动。
例子：区域经理，部门经理一线管理者
负责指导非管理层员工
例子：主管，团队领导
管理层次
黄线: 高层管理者
蓝线: 中层管理者
绿线: 一线管理者
红线: 非管理层员工
什么是管理？
管理
使事情有效地、高效地完成事情的过程，并通过人
有效性
“做正确的事情”，这样做的任务，帮助组织达到其目标
效率
关心手段，有效利用资源，如人，钱，设备（“做事情的权利”）
效率与效益
意味着效率(低浪费) →目标→ (高成就)结束效力
管理者做什么？
功能的方法
在功能的方法，法国实业家亨利法约尔提出的（1916），所有的管理人员执行四管理活动这些活动与所有的管理者、在各个领域和行业中的相关
最初提出的五大功能–法约尔/ 活动计划，组织，指挥，协调和控制
四个管理功能
组织
定义组织的目的和方法来实现它
指挥
安排和组织工作以实现组织目标
协调
指导他人的工作活动
控制
监控、比较和修正工作性能
管理的作用是什么？
明茨伯格（1973）指出，管理者的工作可以用十个角色由管理者的三大类描述人际角色
领袖，领袖，联络
信息角色
监测，传播者和发言人
决策角色
企业家，混乱驾驭者，资源分配者、谈判者
管理者需要什么样的特点？
卡茨罗伯特（1974）和其他人描述了四个关键技能的管理
概念技能
用于分析复杂情况
人际交往能力
用于沟通，激励，导师和代表
技术技能
基于工作所需的专业知识
政治技能
用于建立电源基础和建立连接
经理的工作是普遍的吗？
在现实中，一个经理的工作随着几个维度的变化而变化
组织层次
高层管理者多做计划，而不是主管
组织规模
小企业（多达19名员工）需要强调的是管理层的角色
在大型企业（员工超过200人），管理人员大多是资源分配者。
管理者的工作具有普遍性吗？（续）
利润与非营利组织
管理绩效是衡量不同的目标
国家边界
这些概念在英语国家工作最好，在其他的全球环境中可能需要进行修改
为什么学习管理？
管理的形式化研究
管理是影响人类
为了成功地影响人们的行为，管理者必须首先了解它
正式学习管理提供了一个“工具箱”的观点和方法，你可以在不同的情况下管理。