计划与决策(英文)
管理学中英文单词对照
第一章管理总论Manager 管理者First-line managers 基层管理者Middle managers 中层管理者Top managers 高层管理者Management 管理Efficiency 效率Effectiveness 效果Planning 计划Organizing 组织Leading 领导Controlling 控制Management process 管理过程Management roles 管理角色Interpersonal roles 人际关系角色Informational roles 信息传递角色Decisional roles 决策制定角色Technical skills 技术技能Human skills 人事技能Conceptual skills 概念技能System 系统Closed systems 封闭系统Open systems 开放系统Environment 环境Special environment 具体环境General environment 一般环境Contingency perspective 权变观Organization 组织Universality of management 管理的普遍性Nonmanagerial employees / Operatives 操作者第二章管理的历史Division of labor 劳动分工Industrial revolution 产业革命Scientific management 科学管理Therbligs 基本动作元素General administrative theorists 一般行政管理理论家Principles of management 管理原则Bureaucracy 官僚行政组织、层级组织Quantitative approach 定量方法Organizational behavior (OB) 组织行为Hawthorne Studies 霍桑研究Workforce diversity 员工多样化Entrepreneurship 企业家e—business （electronic business）电子商务e—commerce (electronic commerce) 电子贸易、电子商务Intranet 内部互联网Total quality management （TQM) 全面质量管理Learning organization 学习型组织Knowledge management 知识管理Workplace spirituality 团队精神第三章计划Decision 决策Decision-making process 决策过程Problem 问题Decision criteria 决策标准Implementation 实施Rational decision making 理性决策Bounded rationality 有限理性Satisficing 满意Escalation of commitment 承诺升级Intuitive decision making 直觉决策Well—structured problems 结构良好问题Programmed decision 程序化决策Procedure 程序Rule 规则Policy 政策Poorly structured problems 结构不良问题Nonprogrammed decisions 非程序化决策Certainty 确定性Risk 风险性Uncertainty 不确定性Directive style 指导性风格Analytic style 分析性风格Conceptual style 概念性风格Behavioral style 行为性风格Planning 计划Goals 目标Plans 计划Strategic plans 战略计划Operational plans 作业计划Long—term plans 长期计划Short-term plans 短期计划Specific plans 具体性计划Directional plans 指导性计划Single-use plan 单一目标计划Standing plans 标准计划Traditional goal setting 传统目标设定Means-ends chain 手段－结果链Management by objectives (MBO）目标管理Mission 使命Commitment concept 承诺概念Formal planning department 正式计划部门Strategic management 战略管理Strategic management process 战略管理过程Opportunities 机会Threats 威胁Core competencies 核心能力Strengths 优势Weaknesses 劣势SWOT analysis SWOT分析Corporate—level strategy 公司层战略Stability strategy 稳定战略Growth strategy 增长战略Related diversification 相关领域多元化经营Unrelated diversification 不相关领域多元化经营Retrenchment strategy 收缩战略BCG matrix BCG矩阵波士顿咨询集团矩阵Business-level strategy 事业层战略Strategic business units 战略经营单位Competitive advantage 竞争优势Cost leadership strategy 成本领先战略Differentiation strategy 差异化战略Focus strategy 集中化战略Functional-level strategy 职能层战略Environmental Scanning 环境扫描Competitor intelligence 竞争者情报、竞争者信息Forecasts 预测Quantitative forecasting 定量预测Qualitative forecasting 定性预测Forecasting Techniques 预测技术Benchmarking 基准化、标杆Resources 资源Budget 预算Revenue Budgets 收入预算Expense Budgets 费用预算Profit Budgets 利润预算Cash Budgets 现金预算Scheduling 进度计划、规划Gantt Charts 甘特图Load Charts 负荷图PERT network 计划评审技术网络Events 事件Activities 活动Slack time 松弛时间Critical path 关键线路Breakeven analysis 盈亏平衡分析Linear programming 线性规划Project 项目Project Management 项目管理Scenario 设想方案第四章组织Organizing 组织Organizational structure 组织结构Organizational design 组织设计Work specialization 劳动分工Departmentalization 部门化Functional departmentalization 职能部门化Product departmentalization 产品部门化Geographical departmentalization 地区部门化Process departmentalization 过程部门化Customer departmentalization 顾客部门化Cross-functional teams 跨职能团队Chain of command 指挥链Authority 职权Responsibility 职责Unity of command 统一指挥Span of control 管理幅度Centralization 集权化Decentralization 分权化Formalization 正规化Mechanistic organization 机械式组织Organic organization 有机式组织Unit production 单件生产Mass production 大量生产Process production 连续生产Simple structure 简单结构Functional structure 职能型结构Divisional structure 分部型结构Team-based structure 团队结构Matrix structure 矩阵结构Project structure 项目结构Autonomous internal units 内部自治单位Boundaryless organization 无边界组织Learning organization 学习型组织High—performance work practice 高绩效的工作实践Human resource management process 人力资源管理过程Labor union 工会Human resource planning 人力资源规划Job analysis 职务分析Job description 职务说明书Job specification 职务规范Recruitment 招聘Decruitment 解聘Selection process 甄选过程Validity 效度Reliability 信度Work sampling 工作抽样Assessment centers 测评中心Orientation 定向、导向Performance management system 绩效管理系统Written essay 书面描述法Critical incidents 关键事件法Graphic rating scales 评分表法Behaviorally anchored rating scales （BARS）行为定位评分法Multiperson comparisons 多人比较法Group order ranking 分组排序法Individual ranking 个体排序法Paired comparison 配对比较法360 degree feedback 360度反馈skill—based pay 按技能付酬Career 职业生涯、职业Organizational change 组织变革Change agents 变革推动者Organizational development （OD）组织发展Stress 压力Creativity 创造Innovation 创新第五章领导Behavior 行为Organizational behavior 组织行为学Attitudes 态度Cognitive component 认知成分Affective component 情感成分Behavioral component 行为成分Job satisfaction 工作满意度Job involvement 工作投入Organizational commitment 组织承诺Organizational citizenship behavior (OCB) 组织公民行为Cognitive dissonance 认知失调Attitude surveys 态度调查Personality 人性Big—five model 重要的五大模型Emotional intelligence （EI）情感智商Locus of control 控制点Machiavellianism 马基雅维里主义Self—esteem 自尊Self—monitoring 自我监控Perception 知觉Attribution theory 归因理论Fundamental attribution error 基本归因错误Self—serving bias 自我服务偏见Selectivity 有选择地接受、选择性Assumed similarity 假设相似性Stereotyping 刻板印象Learning 学习Operant conditioning 操作性条件反射Social learning theory 社会学习理论Shaping behavior 行为塑造Motivation 动机Need 需要Hierarchy of needs theory 需要层次理论Physiological needs 生理需要Safety needs 安全需要Social needs 社会需要Esteem needs 尊重需要Self-actualization needs 自我实现需要Theory X X理论Theory Y Y理论Motivation-hygiene theory 激励－保健理论Hygiene factors 保健因素Motivators 激励因素Three-needs theory 三种需要理论Need for achievement （nAch）成就需要Need for power (nPow）权力需要Need for affiliation (nAff）归属需要Goal-setting theory 目标设定理论Reinforcement theory 强化理论Reinforcers 强化物Job design 职务设计Job scope 职务范围Job enlargement 职务扩大化Job enrichment 工作丰富化Job depth 职务深度Job characteristic model (JCM）职务特征模型Skill variety 技能多样性Task identity 任务同一性Task significance 任务重要性Autonomy 自主性Feedback 反馈Equity theory 公平理论Referents 参照对象Expectancy theory 期望理论Compressed workweek 压缩工作周Flexible work hours 弹性工作制Job sharing 职务分担Contingent workers 应急工Telecommuting 电子通信，远程办公Pay-for performance programs 基于绩效的薪酬管理Open-book management 公开帐簿管理Leader 领导者Leadership 领导Behavioral theories 行为理论Autocratic style 权威式Democratic style 民主式Laissez-faire style 放任式Initiating structure 定规维度Consideration 关怀维度High—high leader 高－高型领导者Managerial grid 管理方格论Fiedler contingency model 菲德勒权变模型Least—preferred co-worker (LPC） questionnaire 最难共事者问卷Leader-member relations 领导者－成员关系，上下级关系Task structure 任务结构Position power 职位权力Situational leadership theory (SLT) 情景领导理论Readiness 准备状态Maturity 成熟度Leader participation model 领导者参与模型Path-goal theory 路径－目标理论Transactional leaders 事务型领导者Transformational leaders 变革型领导者Charismatic leader 超凡魅力的领导者Visionary leadership 愿景领导者Legitimate power 法定权Coercive power 强制权Reward power 奖赏权Expert power 专长权Referent power 模范权Credibility 可信度Trust 诚信、信任Empowerment 授权Communication 沟通Interpersonal communication 人际沟通Organizational communication 组织沟通Message 信息Encoding 编码Channel 通道、渠道Decoding 解码Communication process 沟通过程Noise 噪音Nonverbal communication 非言语沟通Body language 体态语言Verbal intonation 语调Filtering 过滤Selective perception 选择性知觉Information overload 信息超载Jargon 行话Active listening 积极倾听Formal communication 正式沟通Informal communication 非正式沟通Downward communication 下行沟通、向下交流Upward communication 上行沟通、向上交流Lateral communication 平行沟通、横向交流Diagonal communication 斜行沟通、越级交流Communication networks 沟通网络Grapevine 小道信息、谣言E—mail 电子邮件Instant messaging （IM) 即时信息Voice mail 声音邮件Fax 传真Electronic data interchange （EDI）电子数据交换Teleconferencing 电信会议Videoconferencing 视频会议Intranet 内部互联网Extranet 外部互联网第六章控制Control 控制Market control 市场控制Bureaucratic control 官僚组织控制、层级控制Control process 控制过程Management by walking around (MBWA) 走动式管理Range of variation 偏差范围Immediate corrective action 立即纠正行动Basic corrective action 彻底纠正行动Feedforward control 前馈控制Concurrent control 同期控制、现场控制Feedback control 反馈控制。
管理学原理 计划与决策
组织的远景目标 远景目标指明企业的经营方向，是企业 活动要实现或达到的目的地。远景目标应该 描述一个企业及其经营活动的主要方面在未 来一段较长期间(通常为五年或更长时间)内所 要达到的状态。
―货通天下、汇通天下”
Sony公司在1950年代的价值观使命和远景陈述
核心意识形态（core ideology） 远景展望（envisioned future） 核心价值观（core values）
第三节 计划的编制过程 一：确定目标：确定目标是决策工作的主要任 务 二：认清现在：目的是寻求合理有效的通向对 岸的途经——实现目标的途经 三：研究过去。研究过去不仅是从过去发生的 事件中得到启示和借鉴，更重要的是探讨过去 通向现在的一条规律 四：预测并有效地确定计划重要地前提条件 五：拟定和选择可行性行动地计划 六：制定主要计划 七：制定派生计划：与基本计划密切联系的计 划 八：制定预算，用预算使计划数字化
– 弘扬日本文化，提高国家地 位
宏伟、大胆、有难度的目标（10-to-30-year BHAG）
– 成为改变日本产品质量低劣的世界形象的最 著名的公司 – 制造一种袖珍晶体管收音机
– 作为开拓者，不模仿别人， 努力做看似不可能的事情 – 尊重和鼓励每个人的才能 和创造力 核心目标（core purpose）
What Why
做什么？ 为什么做？
战 略 战 术 责任
时间 范围 预算 应变
How
Who When Where
如何做？
谁做？结果谁承担？ 何时做？
途径.基本方法.主要战术
人选.奖罚措施 起止时间.进度安排
涉及什么部门和地域？ 组织层次和地理范围 费用和代价 最坏情况应变之道
需要投入多少资源？ 实际情况和预计不符怎么办？
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。
MPA《公共管理基础》(基础理论和试题)
A. 部门间垂直领导关系与水平领导关系并存
B. 以完成某项工作为核心 C. 有利于克服政出多门 D. 有助于决策民主化、科学化
第三章 公共决策
一、思考题 1，名词解释：风险型决策、非确定型决策 2，何谓决断子系统？简述其特点和作用。 3，简述行政决策方案设计的基本方法。 4，群体决策的优势何在？ 5，多数规则有哪几种变异形式？
MPA辅导班 《公共管理基础》讲义
开篇叙述
A、关于MPA
MPA 是 公 共 管 理 硕 士 （ Master of Public Administration ）的英文缩写。 MPA 学位教育培养的是从 事公共事务、公共管理和政策研究等方面的高级人才，为 公共部门，特别是政府机关和非营利机构培养具有现代公 共政策、公共事务或公共管理理论素养，掌握先进分析方 法及技术，精通某一具体政策领域的领导者、管理者和政 策分析者。 MPA属职业背景教育，学习方式以在职学习为 主，强调直接面向公共管理领域实施专业学位教育，教学 方法采用课堂讲授、问题研讨、模拟训练、案例分析及社 会调查等多种形式，教学目的在于公共管理实际能力的培 养和训练。
6 ，资本主义工业革命以后，管理学应运而生，形成了独立 的科学学科。
7，最早系统分析管理职能的是法国管理学家亨利.法约尔 8，魏劳毕（魏洛比）（William F. Willoughby ）、古德诺、 怀特、戈德特纳的“行政”观
9 ，以布坎南为代表的公共选择学派，把“经济人”假设引 入政府行为理论
10 ，泰罗 —— 科学管理原理； 法约尔 —— 管理五职能说和 14项一般原则； 梅奥——霍桑试验； 巴纳德——动态平衡 理论； 西蒙——决策理论； 麦格雷戈——X-Y理论； 马斯 洛——需要层次理论； 科斯——新制度经济学派； 韦伯— —科层制； 阿吉里斯——“不成熟—成熟理论”； 亚当.斯 密——经济人理论和分工理论； 赫茨伯格——双因素理论
管理学英文术语
[转载]管理学核心概念中英文对照原文地址：管理学核心概念中英文对照作者：jaywang第一章管理总论Manager 管理者First-line managers 基层管理者Middle managers 中层管理者Top managers 高层管理者Management 管理Efficiency 效率Effectiveness 效果Planning 计划Organizing 组织Leading 领导Controlling 控制Management process 管理过程Management roles 管理角色Interpersonal roles 人际关系角色Informational roles 信息传递角色Decisional roles 决策制定角色Technical skills 技术技能Human skills 人事技能Conceptual skills 概念技能System 系统Closed systems 封闭系统Open systems 开放系统Environment 环境Special environment 具体环境General environment 一般环境Contingency perspective 权变观Organization 组织Universality of management 管理的普遍性Nonmanagerial employees / Operatives 操作者第二章管理的历史Division of labor 劳动分工Industrial revolution 产业革命Scientific management 科学管理Therbligs 基本动作元素General administrative theorists 一般行政管理理论家Principles of management 管理原则Bureaucracy 官僚行政组织、层级组织Quantitative approach 定量方法Organizational behavior (OB) 组织行为Hawthorne Studies 霍桑研究Workforce diversity 员工多样化Entrepreneurship 企业家e-business (electronic business) 电子商务e-commerce (electronic commerce) 电子贸易、电子商务Intranet 内部互联网Total quality management (TQM) 全面质量管理Learning organization 学习型组织Knowledge management 知识管理Workplace spirituality 团队精神第三章计划Decision 决策Decision-making process 决策过程Problem 问题Decision criteria 决策标准Implementation 实施Rational decision making 理性决策Bounded rationality 有限理性Satisficing 满意Escalation of commitment 承诺升级Intuitive decision making 直觉决策Well-structured problems 结构良好问题Programmed decision 程序化决策Procedure 程序Rule 规则Policy 政策Poorly structured problems 结构不良问题Nonprogrammed decisions 非程序化决策Certainty 确定性Risk 风险性Uncertainty 不确定性Directive style 指导性风格Analytic style 分析性风格Conceptual style 概念性风格Behavioral style 行为性风格Planning 计划Goals 目标Plans 计划Strategic plans 战略计划Operational plans 作业计划Long-term plans 长期计划Short-term plans 短期计划Specific plans 具体性计划Directional plans 指导性计划Single-use plan 单一目标计划Standing plans 标准计划Traditional goal setting 传统目标设定Means-ends chain 手段－结果链Management by objectives (MBO) 目标管理Mission 使命Commitment concept 承诺概念Formal planning department 正式计划部门Strategic management 战略管理Strategic management process 战略管理过程Opportunities 机会Threats 威胁Core competencies 核心能力Strengths 优势Weaknesses 劣势SWOT analysis SWOT分析Corporate-level strategy 公司层战略Stability strategy 稳定战略Growth strategy 增长战略Related diversification 相关领域多元化经营Unrelated diversification 不相关领域多元化经营Retrenchment strategy 收缩战略BCG matrix BCG矩阵波士顿咨询集团矩阵Business-level strategy 事业层战略Strategic business units 战略经营单位Competitive advantage 竞争优势Cost leadership strategy 成本领先战略Differentiation strategy 差异化战略Focus strategy 集中化战略Functional-level strategy 职能层战略Environmental Scanning 环境扫描Competitor intelligence 竞争者情报、竞争者信息Forecasts 预测Quantitative forecasting 定量预测Qualitative forecasting 定性预测Forecasting Techniques 预测技术Benchmarking 基准化、标杆Resources 资源Budget 预算Revenue Budgets 收入预算Expense Budgets 费用预算Profit Budgets 利润预算Cash Budgets 现金预算Scheduling 进度计划、规划Gantt Charts 甘特图Load Charts 负荷图PERT network 计划评审技术网络Events 事件Activities 活动Slack time 松弛时间Critical path 关键线路Breakeven analysis 盈亏平衡分析Linear programming 线性规划Project 项目Project Management 项目管理Scenario 设想方案第四章组织Organizing 组织Organizational structure 组织结构Organizational design 组织设计Work specialization 劳动分工Departmentalization 部门化Functional departmentalization 职能部门化Product departmentalization 产品部门化Geographical departmentalization 地区部门化Process departmentalization 过程部门化Customer departmentalization 顾客部门化Cross-functional teams 跨职能团队Chain of command 指挥链Authority 职权Responsibility 职责Unity of command 统一指挥Span of control 管理幅度Centralization 集权化Decentralization 分权化Formalization 正规化Mechanistic organization 机械式组织Organic organization 有机式组织Unit production 单件生产Mass production 大量生产Process production 连续生产Simple structure 简单结构Functional structure 职能型结构Divisional structure 分部型结构Team-based structure 团队结构Matrix structure 矩阵结构Project structure 项目结构Autonomous internal units 内部自治单位Boundaryless organization 无边界组织Learning organization 学习型组织High-performance work practice 高绩效的工作实践Human resource management process 人力资源管理过程Labor union 工会Human resource planning 人力资源规划Job analysis 职务分析Job description 职务说明书Job specification 职务规范Recruitment 招聘Decruitment 解聘Selection process 甄选过程Validity 效度Reliability 信度Work sampling 工作抽样Assessment centers 测评中心Orientation 定向、导向Performance management system 绩效管理系统Written essay 书面描述法Critical incidents 关键事件法Graphic rating scales 评分表法Behaviorally anchored rating scales (BARS) 行为定位评分法Multiperson comparisons 多人比较法Group order ranking 分组排序法Individual ranking 个体排序法Paired comparison 配对比较法360 degree feedback 360度反馈skill-based pay 按技能付酬Career 职业生涯、职业Organizational change 组织变革Change agents 变革推动者Organizational development (OD) 组织发展Stress 压力Creativity 创造Innovation 创新第五章领导Behavior 行为Organizational behavior 组织行为学Attitudes 态度Cognitive component 认知成分Affective component 情感成分Behavioral component 行为成分Job satisfaction 工作满意度Job involvement 工作投入Organizational commitment 组织承诺Organizational citizenship behavior (OCB) 组织公民行为Cognitive dissonance 认知失调Attitude surveys 态度调查Personality 人性Big-five model 重要的五大模型Emotional intelligence (EI) 情感智商Locus of control 控制点Machiavellianism 马基雅维里主义Self-esteem 自尊Self-monitoring 自我监控Perception 知觉Attribution theory 归因理论Fundamental attribution error 基本归因错误Self-serving bias 自我服务偏见Selectivity 有选择地接受、选择性Assumed similarity 假设相似性Stereotyping 刻板印象Learning 学习Operant conditioning 操作性条件反射Social learning theory 社会学习理论Shaping behavior 行为塑造Motivation 动机Need 需要Hierarchy of needs theory 需要层次理论Physiological needs 生理需要Safety needs 安全需要Social needs 社会需要Esteem needs 尊重需要Self-actualization needs 自我实现需要Theory X X理论Theory Y Y理论Motivation-hygiene theory 激励－保健理论Hygiene factors 保健因素Motivators 激励因素Three-needs theory 三种需要理论Need for achievement (nAch) 成就需要Need for power (nPow) 权力需要Need for affiliation (nAff) 归属需要Goal-setting theory 目标设定理论Reinforcement theory 强化理论Reinforcers 强化物Job design 职务设计Job scope 职务范围Job enlargement 职务扩大化Job enrichment 工作丰富化Job depth 职务深度Job characteristic model (JCM) 职务特征模型Skill variety 技能多样性Task identity 任务同一性Task significance 任务重要性Autonomy 自主性Feedback 反馈Equity theory 公平理论Referents 参照对象Expectancy theory 期望理论Compressed workweek 压缩工作周Flexible work hours 弹性工作制Job sharing 职务分担Contingent workers 应急工Telecommuting 电子通信，远程办公Pay-for performance programs 基于绩效的薪酬管理Open-book management 公开帐簿管理Leader 领导者Leadership 领导Behavioral theories 行为理论Autocratic style 权威式Democratic style 民主式Laissez-faire style 放任式Initiating structure 定规维度Consideration 关怀维度High-high leader 高－高型领导者Managerial grid 管理方格论Fiedler contingency model 菲德勒权变模型Least-preferred co-worker (LPC) questionnaire 最难共事者问卷Leader-member relations 领导者－成员关系，上下级关系Task structure 任务结构Position power 职位权力Situational leadership theory (SLT) 情景领导理论Readiness 准备状态Maturity 成熟度Leader participation model 领导者参与模型Path-goal theory 路径－目标理论Transactional leaders 事务型领导者Transformational leaders 变革型领导者Charismatic leader 超凡魅力的领导者Visionary leadership 愿景领导者Legitimate power 法定权Coercive power 强制权Reward power 奖赏权Expert power 专长权Referent power 模范权Credibility 可信度Trust 诚信、信任Empowerment 授权Communication 沟通Interpersonal communication 人际沟通Organizational communication 组织沟通Message 信息Encoding 编码Channel 通道、渠道Decoding 解码Communication process 沟通过程Noise 噪音Nonverbal communication 非言语沟通Body language 体态语言Verbal intonation 语调Filtering 过滤Selective perception 选择性知觉Information overload 信息超载Jargon 行话Active listening 积极倾听Formal communication 正式沟通Informal communication 非正式沟通Downward communication 下行沟通、向下交流Upward communication 上行沟通、向上交流Lateral communication 平行沟通、横向交流Diagonal communication 斜行沟通、越级交流Communication networks 沟通网络Grapevine 小道信息、谣言E-mail 电子邮件Instant messaging (IM) 即时信息Voice mail 声音邮件Fax 传真Electronic data interchange (EDI) 电子数据交换Teleconferencing 电信会议Videoconferencing 视频会议Intranet 内部互联网Extranet 外部互联网第六章控制Control 控制Market control 市场控制Bureaucratic control 官僚组织控制、层级控制Control process 控制过程Management by walking around (MBWA) 走动式管理Range of variation 偏差范围Immediate corrective action 立即纠正行动Basic corrective action 彻底纠正行动Feedforward control 前馈控制Concurrent control 同期控制、现场控制Feedback control 反馈控制。
企业内部管理英文缩写
企业内部管理英文缩写5S : 5S管理ABC : 作业制成本制度 (Activity-Based Costing)ABB : 实施作业制预算制度 (Activity-Based Budgeting)ABM : 作业制成本管理 (Activity-Base Management)APS : 先进规画与排程系统 (Advanced Planning and Scheduling) ASP : 应用程序服务供货商（Application Service Provider）ATP : 可承诺量 (Available To Promise)AVL : 认可的供货商清单(Approved Vendor List)BOM : 物料清单 (Bill Of Material)BPR : 企业流程再造 (Business Process Reengineering)BSC : 平衡记分卡 (Balanced ScoreCard)BTF : 计划生产 (Build To Forecast)BTO : 订单生产 (Build To Order)CPM : 要径法 (Critical Path Method)CPM : 每一百万个使用者会有几次抱怨(Complaint per Million) CRM : 客户关系管理 (Customer Relationship Management)CRP : 产能需求规划 (Capacity Requirements Planning)CTO : 客制化生产 (Configuration To Order)DBR : 限制驱导式排程法 (Drum-Buffer-Rope)DMT : 成熟度验证(Design Maturing Testing)DVT : 设计验证(Design Verification Testing)DRP : 运销资源计划 (Distribution Resource Planning)DSS : 决策支持系统 (Decision Support System)EC : 设计变更／工程变更 (Engineer Change)EC : 电子商务 (Electronic Commerce)ECRN : 原件规格更改通知(Engineer Change Request Notice)EDI : 电子数据交换 (Electronic Data Interchange)EIS : 主管决策系统 (Executive Information System)EMC : 电磁相容(Electric Magnetic Capability)EOQ : 基本经济订购量 (Economic Order Quantity)ERP : 企业资源规划 (Enterprise Resource Planning)FAE : 应用工程师(Field Application Engineer)FCST : 预估(Forecast)FMS : 弹性制造系统 (Flexible Manufacture System)FQC : 成品质量管理 (Finish or Final Quality Control)IPQC: 制程质量管理 (In-Process Quality Control)IQC : 进料质量管理 (Incoming Quality Control)ISO : 国际标准组织 (International Organization for Standardization) ISAR: 首批样品认可(Initial Sample Approval Request)JIT : 实时管理 (Just In Time)KM ：知识管理 (Knowledge Management)L4L : 逐批订购法 (Lot-for-Lot)LTC : 最小总成本法 (Least Total Cost)LUC : 最小单位成本 (Least Unit Cost)MES : 制造执行系统 (Manufacturing Execution System)MO : 制令(Manufacture Order)MPS : 主生产排程 (Master Production Schedule)MRO : 请修(购)单(Maintenance Repair Operation)MRP : 物料需求规划 (Material Requirement Planning)MRPII : 制造资源计划 (Manufacturing Resource Planning)NFCF : 更改预估量的通知Notice for Changing ForecastOEM : 委托代工 (Original Equipment Manufacture)ODM : 委托设计与制造 (Original Design & Manufacture)OLAP : 在线分析处理 (On-Line Analytical Processing)OLTP : 在线交易处理 (On-Line Transaction Processing)OPT : 最佳生产技术 (Optimized Production Technology)OQC : 出货质量管理 (Out-going Quality Control)PDCA : PDCA管理循环 (Plan-Do-Check-Action)PDM : 产品数据管理系统 (Product Data Management)PERT : 计划评核术 (Program Evaluation and Review Technique)PO : 订单(Purchase Order)POH : 预估在手量 (Product on Hand)PR : 采购申请Purchase RequestQA : 品质保证(Quality Assurance)QC : 质量管理(Quality Control)QCC : 品管圈 (Quality Control Circle)QE : 品质工程(Quality Engineering)RCCP : 粗略产能规划 (Rough Cut Capacity Planning)RMA : 退货验收Returned Material ApprovalROP : 再订购点 (Re-Order Point)SCM : 供应链管理 (Supply Chain Management)SFC : 现场控制 (Shop Floor Control)SIS : 策略信息系统 (Strategic Information System)SO : 订单(Sales Order)SOR : 特殊订单需求(Special Order Request)SPC : 统计制程管制 (Statistic Process Control)TOC : 限制理论 (Theory of Constraints)TPM : 全面生产管理Total Production ManagementTQC : 全面质量管理 (Total Quality Control)TQM : 全面品质管理 (Total Quality Management)WIP : 在制品 (Work In Process)5S管理5S是由日本企业研究出来的一种环境塑造方案，其目的在藉由整理(SEIRI)、整顿(SEITON)、清扫(SEISO)、清洁(SEIKETSU)及身美(SHITSUKE)五种行为来创造清洁、明朗、活泼化之环境，以提高效率、品质及顾客满意度。
第一章计划与决策
风险型决策
几个相互排斥的状态
状态发生的概率 一定
状态发生的概率 不清楚
不确定型决策 几个相互排斥的状态
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案例：
囚 徒 困 境
警察抓到了两个非法携带枪支的罪犯，按法律应各判入狱一年。但警察还怀 疑这两人曾合伙抢劫银行。这可是重罪，只是没有足够的起诉证据，并向每个人 提出下列条件：
1、如果两个人都不承认抢过银行，则按非法持枪罪各判一年刑期。 2、如果一人承认抢过银行并供出同伙则可宽大释放，而另一人不坦白则要从重判 刑20年。 3、如果两人同时交代了银行抢劫案，则各判8年刑期。
（2）目标：目的及使命 的具体化，是活动的终 点及结果。 （3）战略：为实现目标 所选择的发展方向、行 动方针及资源分配的总 纲。 （4）政策：指导和沟通 决策思想的明文规定。
6
（5）程序：处理例行问题的 步骤、方法、标准。 （6）规则：允许或不允许， 必须或不必须等。
（7）规划：是综合性计划， 包括目标、政策、程序、规则、 资源分配等， 可大可小。 （具 有系统性） （8）预算：数字化计划，使 计划更精确。
用决策距阵表示刑律为：
乙犯 审讯相关信息 不招供 招供
甲犯
不招供
甲1年徒刑，乙1年 徒刑 甲免予起诉，乙20 年徒刑
甲20年徒刑，乙免 予起诉 甲8年徒刑，乙8年 徒刑
招供
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案例分析
罪犯甲盘算： 乙： 甲： 刑期 不坦白 坦白 坦白 坦白 无 8年（避免20年失去自由）
罪犯乙的推理与甲完全相同，结果两个罪犯都交代了罪行。
5.按职能： 销售计划、生产计划、供应计划、人力资源计 划、技改计划、新品开发计划、财务计划
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三、计划工作的程序
估量机会 根据目标评 价方案
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。
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Mission
flows from vision more specific goal statements
Effective Management, by Williams South-Western College Publishing Copyright © 2002
Bending in the Middle
specific steps people resources time period
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Effective Management, by Williams South-Western College Publishing Copyright © 2002
Tracking Progress
effort direction strategies
Effective Management, by Williams South-Western College Publishing Copyright © 2002
Maintaining Flexibility
Option-based planning
keep options open through simultaneous investment invest more in promising options
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Learning-based planning
plans need to be continuously adjusted encourages frequent reassessment and revision of goals
One method, setting:
proximal goals - short-term distal goals. - long-term
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Second method:
gather and provide performance feedback make adjustments in:
7
Develop Commitment to Goals
Develop Effective Action Plans
Track Progress Toward Goal Achievement
Adapted from Figure 4.1
Effective Management, by Williams South-Western College Publishing Copyright © 2002
Planning from Top to Bottom (cont’d)
Top Managers Middle Managers
Vision Mission Tactical Plans Management by Objectives Single-Use Plans
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First-Level Operational Plans Managers
Finishing at the Bottom
Operational plans
day-to-day plans
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Single-use plans
cover one-time-only events
Standing plans
plans for recurring events three kinds
policies procedures rules & regulations
Budgeting
Effective Management, by Williams South-Western College Publishing Copyright © 2002
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Learning Objectives Decision Making
Define the Problem
Problem exists when there is a gap between a desired state and an existing state To make decisions about problems, managers must:
The determination to achieve a goal Increased by:
Setting goals through participation Goals are reasonable Making goals public Obtain top management support
Tactical Plans
specify how a company will use resources, budgets, and people to accomplish goals
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Management by Objectives
develop and carry out tactical plans four steps
9
Effective Management, by Williams South-Western College Publishing Copyright © 2002
Developing Effective Action Plans
For accomplishing a goal, these list the:
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Weight the Criteria
Generate Alternative Course of Action
Evaluate Each Alternative
Compute the Optimal Decision
Adapted from Figure 4.6 Effective Management, by Williams South-Western College Publishing Copyright © 2002
After discussing this section you, should be able to:
explain the steps to rational decision making. explain how group decisions and group decision making techniques can improve decision making.
Effective Management, by Williams South-Western College Publishing Copyright © 2002
Planning from Top to Bottom
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Vision
Adapted from Figure 4.3
Effective Management, by Williams South-Western College Publishing Copyright © 2002
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Effective Management, by Williams South-Western College Publishing Copyright © 2002
Costs and Benefits of Planning
The Benefits The Pitfalls of Planning
Planning and Decision Making
Effective Management, by Williams South-Western College Publishing Copyright © 2002
What Would You Do?
Mercedes has lost market share Costs must be reduced Will employees have to be laid off? Are there creative alternatives?
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Detachmen t of Planners
Effective Management, by Williams South-Western College Publishing Copyright © 2002
How to Make a Plan that Works
Set Goals
Maintain Flexibility in Planning
Adapted from Figure 4.3
Standing Plans
Effective Management, by Williams South-Western College Publishing Copyright © 2002
Starting at thቤተ መጻሕፍቲ ባይዱ Top
Vision
statement of purpose enduring, inspirational, clear, and consistent with company beliefs and values
discuss goals participatively select goals jointly develop tactical plans meet to review performance
Effective Management, by Williams South-Western College Publishing Copyright © 2002
It Works!
Effective Management, by Williams South-Western College Publishing Copyright © 2002
Planning Pitfalls
Impede Change & Prevent Adaptation Create a False Sense of Certainty
aware of the gap motivated to reduce the gap have the knowledge, skills, abilities, and resources to fix the problem