Managementhandbuch 管理手册中英文对照

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(中英文)酒店管理实务

营运管理实务目录WORKING MANUAL OF RED BOAT HOTEL写在前面的话PREFACE总编CONTENTS第一章酒店简介GENERAL STATEMENT第二章管理体系MANAGEMENT SYSTEM附：组织结构图APPENDIX:ORGANIZATION CHART 第一节经营理念The Spirit of Red Boat Hotel第二节顾客政策Customer Policies第三节质量管理体系Quality Control System第四节服务质量保证书Quality Guarantee第五节人事政策及培训计划实施Personnel Policies&Training第六节酒店内部刊物（店报）News Paper第七节员工手册Staff Handbook第一编：总经理Ⅰ、GENERAL MANAGER第一章总经理1-6G.M1.1总经理General Manager1-31.2驻店经理Resident Manager4-6第二章总经理秘书7-11G.M’S SECRETARY2.1总经理秘书G.M Secretary7-92.2文员Clerk10-11第三章会议程序12MEETING SCHEDULE第二编：市场营销部Ⅱ、MARKET&SALES DEPT第一章市场营销部组织结构图4ORGANIZATON CHART第二章市场营销部各岗位职责5-14POSITION RESPONSIBILITIES OF M&S DEPT2.1市场营销部经理M&S Dept Manager5-62.2商务销售代表Sales Representative of Commercial7-82.3旅行社销售代表Sales Representative of Travel Agency9-10 2.4秘书Secretary11-122.5美工Art Designer13-14第三章市场营销部各岗位工作程序及标准15-26STANDARD OPERATION PROCEDURE OF M&S DEPT3.1商务销售代表促销访问Promotion and Sales Call15-163.2长包房销售Long-Staying Room Sales17-193.3团队预订Group Reservation20-213.4旅行社销售代表外出销售Outside Sales Call223.5会议销售Conference Sales23-243.6与旅行社签订协议Travel Agency Agreement Signing253.7团队预订更改、取消Reservation Amendment&Cancellation26第四章附加程序27-32ACCESSORY PROCEDURES4.1处理突发事件Handling an Emergency274.2客用印刷品制作Presswork Making284.3客户档案建档Account File Establishing294.4大型活动工作安排Large Activity Arrangement304.5组织新闻发布会Press Briefing32第五章市场营销部管理制度33-38MANAGEMENT SYSTEM OF M&S DEPT5.1接待Reception33-355.2办公室环境Office Environment365.3资料Data365.4例会Regular Meeting375.5工作汇报Job Report385.6工作业绩考核Job Result Evaluation385.7美工室管理制度Art Design Office38第六章市场营销部内部运转表格39-49OPERATION LIST OF M&S DEPT第三编：财务部Ⅲ、FINANCIAL DEPT第一章财务部组织结构图1ORGANIZATION CHART第二章财务部岗位职责及工作程序2POSITION RESPONSIBILITIES OF FIN DEPT2.1财务总监Financial Controller22.2副财务总监Deputy Finance Director42.3秘书Secretary62.4会计主任Chief Accountant72.5总帐General Ledger102.6费用核算员Cost Control Clerk142.7资产核算员Assets Ledger Clerk172.8信贷应收员Credit&A/R192.9应付款文员Accounts Payable Clerk222.10出纳员Cashier252.11工资员Payroll282.12收银主任Chief Cashier292.13收银督导Cashier Captain312.14审计员Auditor322.15总台收银Front Desk Cashier342.16站点收银员Outlets Cashier382.17成本控制部主任Chief Cost Controller412.18材料核算员Costing Clerk–Materials442.19食品原料仓库保管员Storekeeper–Food462.20饮品烟草仓库保管员Storekeeper–Beverage&Tobacco49 2.21物资仓库保管员Storekeeper–General512.22收货员Receiving Clerk532.23电脑部经理EDP Manager552.24电脑硬件工程师EDP Officer–Hardware572.25电脑软件工程师EDP Officer–Software592.26采购部经理Purchasing Manager612.27采购部督导Purchasing Captain632.28采购员Purchasier64第三章财务管理制度与程序67MANAGEMENT SYETEM&PROCEDURE OF FIN DEPT 3.1餐厅收银结帐Restaurant Cashier Check-out673.2信用卡结帐Credit Card Check-out683.3信用卡压卡Credit Card Push-Down693.4收银员编制报告Cashier Workout Reporting703.5收银员下班交接Cashier’s Off Duty Connect713.6总出纳工作General Cashier Job Procedures723.7现金支出报销Cash Payout733.8客房房租收入审计Guest Room Rate Receipt Audit743.9转帐支票授理Virement Cheque Teach The Reason753.10信用卡托收的处理Credit Card Collection’s manage763.11点菜单传递的控制Captain Order Transfer Control773.12帐单传递Bill Transfer Procedures783.13货币传递控制Currency Transfer Control793.14客人离店时间的控制Guest Departure Time Control803.15房租减免的内部控制Rent Derating Inside Control813.16营业点帐单建立Outlets Bill Found823.17营业点帐单结帐Outlets Bill Check-out833.18信用卡授权程序Credit Card Accredit843.19散客签字消费FIT Signing Consume853.20单位、团队签字转帐Unit&Group Signing Transfer Account86 3.21营业发票使用Business Invoice Useing873.22审核营业点帐款Audit Outlets Account883.23审核前厅帐款Audit Front Office Account893.24编制营业日报表Workout Business Day Statement903.25夜间稽核工作Night Audit Job913.26信贷政策Credit Policy923.27预算编制程序Budget Workout Procedures953.28应收款管理Accounts Receivable Manage963.29收银员管理Outlets Cashier Manage973.30出纳员管理Cashier Manage983.31审计员管理Auditor Manage1003.32现金管理Cash Manage1013.33总出纳管理General Cashier Manage1033.34采购部管理Stocking Manage1043.35物资采购申请Goods Stock Application1063.36采购报价、确认Stock Quoted Price&Confirm1073.37采购审批Stock Examine&Approve1083.38采购物品的结算Stock Goods Balance of accounts1093.39提货工作程序Pick Up The Goods Job Procedures1103.40物品验收程序Goods Receiving1113.41采购方式及有关程序Stock Way&Procedures1123.42仓库的收、发及盘存Storeroom Accepting、Send Out、Inventory120 3.43食品和饮料存货-定价、标志与贮藏F&B Stock:price、Sign&Store122 3.44食品和饮料存货-发货、申请领货F&B Stock:Send Out&Application124 3.45食品和饮料存货-标准存货F&B Stock:Standard1263.46食品和饮料存货-实地盘存F&B Stock:On-The-Spot Inventory1283.47食品成本控制程序Food Cost Control1303.48食品标准成本卡制作Food Standard Cost Card Execution1313.49食品标准成本计算Food Standard Cost Account1323.50食品标准成本核算Food Standard Cost Check1333.51餐饮公关费用F&B Public relations Cost1343.52菜肴的产销核对Menu Produce&Sell Check1353.53酒水标准成本制作Beverage Standard Cost Check1363.54饮料成本控制Beverage Cost Control1373.55饮料销售还原表建立Beverage Sale Revert Form Found1383.56餐饮成本日报表编制F&B Cost Day Statement Workout1393.57鲜活食品价格的制订Fresh Food Price Working-Out1403.58干货水果等验收Dried Food&Fruit Etc Receiving1413.59鲜活食品验收单据填写Fresh Food Receiving Bill Fill In1423.60应付款管理Accounts Payable Manage1433.61薪金会计管理Payroll Accountant Manage144第四章财务部各类运转表格145OPERATION LIST OF FIN DEPT第四编：前厅部Ⅳ、FRONT OFFICE DEPT第一章前厅部组织结构图ORGANIZATION CHART1第二章前厅部岗位职责POSITION RESPONSIBILITIES OF F.O DEPT2-232.1前厅部经理 F.O Manager22.2前厅部秘书 F.O Secretary32.3大堂副理Assistant Manager42.4前台接待经理Reception Manager62.5前台接待员Receptionist72.6预订员Reservation Clerk92.7总机督导Operator Captain112.8总机话务员Operator122.9首席礼宾司Chief Concierge132.10迎宾员Door man142.11行李员Bell man162.12商务中心督导 B.C Captain172.13商务中心文员 B.C Clerk182.14商场经理Gift Shop Manager202.15商场员工Seller212.16医务室医生Infirmary Doctor22第三章前厅部各岗位操作程序STANDARD OPERATION PROCEDURE OF F.O DEPT第一节前厅部各岗位每日工作内容F.O Department Check List24-393.1.1前厅部经理 F.O Manager Check List243.1.2大堂副理Assistant Manager253.1.3前台接待经理Reception Manager273.1.4总机/商务中心督导Operator/B/C Captain293.1.5首席礼宾司Chief Concierge303.1.6预定员Preservationist313.1.7前台接待Receptionist323.1.8礼宾员Concierge353.1.9商场员工Seller363.1.10总机话务员Operator373.1.11商务中心文员B/C Clerk39第二节前台程序与标准F.O Standard Operation Procedure40-733.2.1受理电话预订Room Reservation by Calling403.2.2传真、信函订房Room Reservation by Fax、Letter413.2.3来店预订操作Room Reservation on the Spot423.2.4变更预订的处理Booking Amendment433.2.5散客入住程序FIT Check-in443.2.6散客离店程序FIT Check-out463.2.7残疾人接待程序Handicapped Check-in483.2.8团队入住Group Check-in493.2.9团队离店Group Check-out503.2.10长住客人接待服务Long-staying Guests Service513.2.11更换长住客人房卡Long-staying Guests Room-key Change523.2.12宾客推迟离店Delay Check-out533.2.13处理双锁门，开双锁门Room Double Lock543.2.14贵重物品寄存Handing Safe Deposit Changing553.2.15调换房间/调整价格Room/Rate Changing563.2.16处理折扣Handle the Rebate Changes583.2.17房间异常报告处理Room Discrepancy Report593.2.18行政楼层客人接待Executive Floor Guest Arrival613.2.19行政楼层客人离店Executive Floor Guest Departure623.2.20客房没有准备好Room not Ready on Arrival633.2.21处理宾客留言Message handling643.2.22查询客人房号Room Number Inquire653.2.23总台物品转送Guest’s Articles Send/Transfer663.2.24VIP信息更改VIP information Change683.2.25办理房间房租变更手续Room Charge Changing693.2.26房间分配Room Allotment703.2.27房间钥匙管理Room-key Management723.2.28建立客史档案Set up Guest’s History73第三节大堂副理程序与标准Assistant Manager Standard Operation Procedure74-843.3.1贵宾入住VIP Check-in743.3.2接待重要团队宾客VIP Group Check-in773.3.3展房/介绍酒店Show Rooms/Hotel Tours783.3.4处理宾客投诉Complain Handling793.3.5处理宾客遗留物品Handling Guest’s Properties Left Behind803.3.6处理宾客房门锁失灵Room lock Out Of Order Handling813.3.7突发事件的处理步骤Urgent/Accident Handling823.3.8处理宾客拒付电话费Handling the Refusal to Payment for Telephone84第四节礼宾部程序与标准Concierge Standard Operation Procedure85-1023.4.1迎宾员Door Man Standard Operation853.4.2行李员Bell Man Standard Operation883.4.3处理宾客邮件、信件Guest’s Postal Items、Letters Handling953.4.4处理宾客物品转交Guest’s Articles Transfer963.4.5一、二楼公共区域寻人服务Public Area Paging Service973.4.6客人行李寄存服务Guest’s Luggage Store Service983.4.7提供出租车服务Car Rental Service993.4.8委托代办服务Concierge Service1003.4.9资料收集及整理Data Collect and Arrange101第五节总机程序与标准Operation Standard Operation Procedure103-1103.5.1接转内外线电话Phone Call Connecting and Exchanging1033.5.2处理直拨长途电话Long Distance Call Service1043.5.3前厅部总机免打扰服务Do Not Disturb Call Service1053.5.4叫醒服务Wake-up Service1063.5.5电话咨询服务Telephone Information Service1073.5.6电话寻人服务Paging Service by Telephone1083.5.7发布天气报告Weather Forecast Service1093.5.8话务台维护与保养Maintenance of A.B.E Equipment110第六节商务中心程序与标准Business Center Standard Operation Procedure111-1203.6.1接收传真Fax Receiving1113.6.2接收客人委托向外发出传真Fax Sending1123.6.3提供打字服务Taping Service1143.6.4复印服务Copying Service1153.6.5代办快件Mail Express Service1163.6.6提供翻译服务Translation Service1173.6.7提供文件装订服务Binding Service1183.6.8提供电话服务Public Telephone Service1193.6.9商务中心设备维护及保养Maintenance of BC Equipment120第七节商场程序与标准Gift Shop Standard Operation Procedure121-1243.7.1零售商品进货制度Stock with Goods1213.7.2商场换货服务How to Handling Guest Changing Goods1223.7.3售后服务After Sale Service123第四章前厅部各项管理制度MANAGEMENT SYSTEM OF F.O DEPT125-1474.1前厅部行为规范The F.O Dept Staff Behavior Standard1254.2前厅部各岗位规章制度The F.O Dept Regulation System1294.3总台考核条例Evaluation Rules of Front Desk1334.4礼宾部考核条例Evaluation Rules of Concierge1364.5商场考核条例Evaluation Rules of Gift Shop1394.6商务中心考核条例Evaluation Rules of Business Center1444.7总机考核条例Evaluation Rules of Operator146第五章前厅部各部门运转表格OPERATION LIST OF F.O DEPT148-185第五编：管家部Ⅴ、HOUSEKEEPING DEPT第一章管家部组织结构图1ORGANIZATION CHART第二章管家部岗位职责1-25POSITION RESPONSIBILITY OF H.K DEPT2.1管家部经理H.K Dept.Manager22.2楼层经理Head Floor Supervisor32.3楼层督导Floor Captain52.4楼层服务员Room Attendant72.5楼层清扫员Room Cleaner92.6公共区域经理Public Area Supervisor112.7公共区域督导Public Area Captain122.8公共区域服务员Public Area Attendant132.9花房管理员Florist142.10公共区域清洁工Public Area Cleaner152.11洗涤部经理Laundry Manager162.12洗涤部督导Laundry Captain172.13干洗工Dry Cleaner182.14大湿洗工Washer-Large Items202.15小湿洗工Washer-Small Items212.16平烫工Flat Work Ironer222.17布草折叠工Linen Folding Attendant232.18布草收发员Linen Delivery Maid242.19制服收发员Uniform Delivery Maid25第三章管家部各岗位操作程序27-136TANDARD OPERATION PROCEDURE OF HK.DEPTS3.1楼层经理Head Floor Supervisor273.1.1处理客人投诉Handling Guest’s Complains273.2楼层督导Floor Captain28-313.2.1检查客房Checking Guest Rooms283.2.2收取小酒吧帐单Collecting Mini-bar Bill303.2.3饮料管理Controlling wine&Beverage313.3楼层服务员Room Attendant32-533.3.1楼层钥匙领用和保管Picking up&Keeping Room Key32 3.3.2开酒水帐单Filling in Wine&Beverage Bill333.3.3杯具洗涤、消毒Washing-up&Disinfecting Glassware34 3.3.4客用品领用、存放Application of&Keeping Items353.3.5客人要求开门Handling Request for Opening the Door36 3.3.6引领客人进房Greeting the Guests373.3.7报交遗留物品Delivering Properties Left Behind by Guest383.3.8客人离店结帐Guest Check-out393.3.9查走客房（遗留物品）Check-up C/O Room403.3.10做夜床Providing Turn-down Service413.3.11开房门Opening the Door433.3.12加床Handling Request for Extra Bed443.3.13铺床Making the Bed453.3.14上毛巾、茶水Offering Towel/Tea Service463.3.15客房二次打扫Re-cleaning the Room473.3.16重点宾客进房Receiving VIP483.3.17擦皮鞋Providing Free Shoe Shining Service493.3.18翻转床垫Turning the Mattress503.3.19洗涤浴帘Washing Shower Curtain513.3.20吸尘器使用和保养Using&Maintaining Vacuum Cleaner523.3.21处理意外损坏宾客物品Dealing with Damaging Guests’Articles53 3.4客房清扫员Room Cleaner54-593.4.1整理工作车Cleaning up Maid’s Cart543.4.2打扫住客房Making up Occupied Room553.4.3清扫卫生间Making up Washing Room573.4.4工作车摆放Maid’s Cart Setting583.4.5空房清扫Making up Vacant Room593.5客房中心服务员Housekeeping Center Attendant60-643.5.1核对未进店客房报告Checking No-show Room Report603.5.2核对查房报告Checking Room Report613.5.3客用品的借用、登记和保管Item’s Loan/Registration/Keeping62 3.5.4接打内部电话Receiving&Making Inside Call633.5.5处理前台报表Dealing with Dept.Reports64附录：客房中心常备客用品清单64Appendix:List of Items Prepared in Housekeeping Center3.6PA服务员PA Attendant65-813.6.1石材日常保养Marble Daily Maintenance653.6.2大理石地面打蜡Polishing Marble with Wax663.6.3大理石地面起蜡Wax Remove From Marble673.6.4石材墙壁上蜡Polishing Wall with Wax683.6.5清洗地毯（干泡）Cleaning Carpet(Dry-clear)693.6.6洗地毯（抽洗）Washing Carpet703.6.7沙发抽洗Washing Sofa723.6.8清洁铜条Cleaning Copper Strip733.6.9清洁客梯Cleaning Elevator743.6.10清洗吸尘器Cleaning Vacuum Cleaner753.6.11使用三合一抽洗机Using Wet Vacuum Carpet Extractor76 3.6.12使用洗地机Using Clean Marble Machine773.6.13使用吸水机Using Wet&Dry Vacuum Cleaner783.6.14使用高速抛光机Using Ultra High Speed Machine793.6.15清洁玻璃Polish the Window-panes803.6.16花岗岩地面晶硬处理Crystallize Marble813.7PA保洁工PA Cleaner82-863.7.1棉尘推药剂处理Spray Floor Dust Remover on the Mop823.7.2推尘（清洁大理石地面）Dust Removed From Floor833.7.3清洁各公共区域卫生Cleaning the Public Areas843.7.4洗手间日常清洁保养Cleaning Washing Room853.7.5客人醉酒呕吐处理Dealing with Drunk Guests863.8制服收发员Uniform Delivery Maid87-973.8.1新制服申领、发放Appling for&Giving Out Uniform873.8.2制服收发Counting&Sending Uniform883.8.3交接制服Taking over Uniform893.8.4清点脏制服Counting Dirty Uniform903.8.5核对接收已清洗制服Checking Uniform Cleaned913.8.6处理旧制服报损Steps to Handle Uniform Scraped923.8.7制服盘点Inventorying Uniform933.8.8入店、离店人员领退制服Appling for&Returning Uniform for Staff94 3.8.9制服收发员收尾Finishing Work for Uniform Delivery Maid953.8.10缝补制服Steps to Sewing Uniform963.8.11缝纫机保养Maintaining Sewing Machine973.9布草收发员Linen Delivery Maid98-1023.9.1交接布草Taking Over linen983.9.2布草领用Application of Linen993.9.3交接餐饮、康乐织品Taking over F&B and H&R Dept Linen1003.9.4发送客房布草Sending Out Linen of H.K Dept1013.9.5布草盘点Inventorying Linen1023.10花房管理员Florist103-1053.10.1绿色植物保养Preserving Green Plants1033.10.2保养公共区域插花Preserving Flowers in Public Area1043.10.3送花Sending Flowers1053.11客衣服务员Guest Clothes Delivery Maid106-1143.11.1收包Collecting Clothes1063.11.2点数Counting Clothes1073.11.3打码Marking on Clothes1083.11.4叠衣Folding Clothes1093.11.5装包Packing Clothes1103.11.6送衣Sending Clothes1113.11.7处理遗留物品Dealing with Properties Left by Guests1123.11.8加快洗衣Express Valet Service1133.11.9贵宾洗衣VIP Valet Service1143.12大湿洗工Washer-large Items115-1173.12.1客房、饮食布草洗涤Laundering Linen F&B&H.K Dept.1153.12.2使用大湿洗机Using Washed-large Items Machine1163.12.3使用烘干机Using Dry Machine1173.13小湿洗工Washer-small Items118-1233.13.1开机准备Preparation of Turning on Machine1183.13.2客衣检查、分类Checking&Classifying Clothes1193.13.3客衣去迹Remove Stain From Clothes1203.13.4客衣洗涤Laundering Guests’Clothes1223.13.5使用小湿洗机Using Washed-Small Items Machine1233.14平烫工Flat Work Ironer Turning on124-1273.14.1开机准备Preparation of Turning on Machine1243.14.2熨烫口布、枕套Ironing Napkin&Pillow-case1253.14.3熨烫布草（床单、台布）Ironing Linen1263.14.4使用大烫机Using Flat Ironing Machine1273.15手烫工Presser128-1333.15.1岗位准备Preparation1283.15.2熨烫西服上衣Ironing Suit1293.15.3熨烫真丝服装Ironing Silk Clothes1303.15.4熨烫西裤Ironing Trousers1313.15.5熨烫衬衫Ironing Shirt1323.15.6熨烫T恤衫Ironing T-shirt1333.16干洗工Dry-cleaner134-1363.16.1使用干洗机Using Dry-cleaning Machine1343.16.2使用人像机Using Model Machine1353.17布草折叠工Linen Folding Attendant136第四章管家部管理制度137-152MANAGEMENT SYSTEN OF H.K DEPT4.1管家部安全管理制度Safety Regulation1374.2楼层客房安全管理制度Safety Regulation of Guest Rooms1384.3管家部卫生管理制度Hygiene Management Regulation1394.4管家部防火制度Fire Prevention Regulation1414.5客人失窃处理制度Handling Guests’Report of Loss1424.6客人急病处理制度Regulation on Caring for Ill Guests1434.7客人醉酒处理制度Caring for Drunk Guests Regulation144 4.8客人携带宠物和易燃易爆品处理制度Handling Pet&Dangerous Goods1454.9客人带走客房物品处理制度Handling Room Items Taked by Guests1464.10来访人员登记制度Visitor Registration Regulation1474.11督导查房制度Captain Inspecting Room Regulation1484.12洗涤房管理制度Laundry Management Regulation1504.13树木花卉管理制度Plants&Flowers Management Regulation151 4.14草地保养管理制度Lawn Management Regulation152第五章管家部运转表单153-188OPERATION LIST OF H.K DEPT.第六编：餐饮部Ⅵ、FOOD&BEVERAGE DEPT第一章餐饮部组织结构图1ORGANIZATION CHAT第二章餐饮部各岗位职责2-39POSITION RESPONSIBILITIES OF F&B DEPT2.1餐饮部经理F&B Dept.Manager22.2秘书Secretary42.3中菜部经理Chinese Restaurant Manager72.4中餐厅督导Chinese Restaurant Captain92.5中餐引座员Chinese Restaurant Hostess102.6中餐厅服务员Chinese Restaurant Waiter/Waitress11 2.7宴会厅督导Banquet Hall Captain122.8宴会厅服务员Banquet Hall Waiter/Waitress142.9宴会预订员Banquet Reservation Clerk152.10备餐间督导Pantry Captain162.11传菜员Buss Boy172.12管事部督导Stewarding Captain182.13管事部仓库保管员Stewarding Store Attendant202.14管事部洗涤工Stewarding Dishwasher/Cleaner212.15西菜部经理Western Restaurant Manager222.16咖啡厅督导Cafeteria Captain242.17扒房督导Grill Captain272.18西菜部引座员Western Restaurant Hostess302.19咖啡厅、扒房服务员Cafeteria&Grill Waiter/Waitress32 2.20酒吧督导Bar Captain342.21酒吧吧员Bartender362.22大堂吧服务员Lobby Barman/Barmaid38第三章餐饮部各岗位工作程序40-204STANDARD OPERATION PROCEDURE OF F&B DEPT3.1着装到岗Grooming403.2中菜部督导Chinese Restaurant Captain413.3中菜部引座员Chinese Restaurant Hostess493.4中餐零点服务Chinese A-La-Cart Service553.5宴会服务Banquet Service723.6大宴会厅餐前准备Banquet Hall Mis-en-place843.7中餐宴会服务Chinese Banquet Service873.8会议服务Conference Service893.9管事部督导Stewarding Captain953.10仓库管理员Stewarding Store Attendant1023.11洗涤工Stewarding Dishwasher/Cleaner1123.12西菜部引座员Western Restaurant Hostess1433.13西菜部服务员Western Restaurant Waiter/Waitress1483.14西餐服务Western Food Service1743.15订单员订单服务Order Taker1773.16送餐员Room Service Waiter/Waitress1783.17调酒员Bartender1883.18托盘使用Tray Serving1953.19布草更换Linen Changing1953.20玻璃器皿清擦Glassware Polishing1963.21瓷器抛光Chinaware Polishing1963.22刀具抛光Cutlery Polishing1973.23促销工作Sales Promotion Skills1973.24上错菜Handling Wrong Order1983.25脏盘子撤下Cleaning Soiled Plates1993.26为客人点烟Lighting A Cigarette1993.27欢迎、道别Greeting&Farewell2003.28帮客人放置餐巾Putting A Napkin2003.29使用吐司机Using The Bread Toaster2013.30清理、补充工作台Cleaning&Replenishing A Side Board Station201 3.31处理客人投诉Handling A Guest Complaint2023.32征询客人满意Checking On Guest Satisfaction2023.33撤换刀具Cutlery Removing2033.34使用咖啡机Using A Coffee Machine204第四章厨房各岗位职责205-233POSITION RESPONSIBILITIES OF KITCHEN4.1行政总厨Executive Chef2054.2中厨房厨师长Chinese Kitchen Head Chef2074.3中厨房点心督导Pastry Captain2084.4中厨房点心厨师Pastry Cook2094.5粗加工督导Primary Processing Captain2104.6粗加工厨师Vegetable Processor&Butcher2114.7炉灶督导Stove Captain2124.8炉灶厨师Stove Cook2144.9烧味督导 B.B.Q.Captain2154.10烧味厨师 B.B.Q.Cook2164.11冷菜督导Cold Food Captain2174.12冷菜厨师Cold Food Cook2184.13打荷督导Assistant Captain2194.14打荷厨师Assistant Cook2204.15蒸灶督导Steam Captain2224.16蒸灶厨师Steam Cook2234.17切配督导Chopper Captain2244.18切配厨师Chopper2254.19西厨房厨师长Western Kitchen Head Chef2264.20冻房督导Cold Food Captain2274.21冻房厨师Cold Food Cook2284.22热厨房督导Hot Food Captain2294.23热厨房厨师Hot Food Cook2304.24初加工、切配厨师Vegetable Processor&Butcher231 4.25包饼房督导Bakery Captain2324.26包饼房厨师Baker233第五章厨房各岗位工作程序234-252STANDARD OPERATION PROCEDURE OF KITCHEN5.1蔬菜加工Vegetables Processing2345.2肉类加工Meat Processing2345.3水产加工Marine Lives Processing2355.4禽类加工Poultry Processing2365.5原料订货Material Order2375.6上浆工作Starch Processing2385.7料头准备Condiment Preparing2385.8处理菜点退回厨房Handling A Dish Return To Kitchen239 5.9打荷工作Assistant2395.10切割工作Food Dicing&Processing2405.11切配工作Chopping2405.12炉灶工作Stove2415.13点心制作Pastry2425.14冷菜制作Cold Food2435.15水果盘制作Fruit Combination2435.16冻房督导Cold Food Captain2445.17冻房厨师Cold Food Cook2455.18热厨督导Hot Food Captain2465.19热厨厨师Hot Food Cook2475.20初加工、切配厨师Vegetable Processor&Butcher248 5.21包饼房督导Bakery Captain2495.22包饼房厨师Baker2505.23厨房卫生清洁Kitchen Hygiene2515.24厨房库存盘点Warehouse of Kitchen Inventory2515.25厨房钥匙控制Key of Kitchen Under Control2525.26厨房仓库领货控制Taking Goods From Warehouse of Kitchen252第六章餐饮部管理制度253-263ADMINISTER SYTTEM OF F&B DEPT6.1订单Order2536.2休假Vacation2546.3物资调拨Material Allot2556.4物品领用审批及验收Article Receiving&Approved2566.5公关客人接待Public Relations Reception2576.6员工培训Staff Training2586.7会议Conference2586.8服务质量检查Service Quality Inspecting2596.9酒吧酒水盘存Beverage Inventory2596.10酒吧酒水申领Beverage Taking2606.11银器Silver Ware2606.12管事部库房贮发Stewarding Stocked2616.13餐厅交接班Shift Changing2616.14餐厅纪律Restaurant Discipline2626.15棉织品控制Linen Control2626.16厨房食品保藏Food Keep In Store263第七章餐饮部运转表格264OPERATION LIST OF F&B DEPT第七编：康体娱乐部Ⅶ、RECREATION DEPT第一章康体娱乐部组织结构图1ORGANIZATION CHART第二章康体娱乐部各岗位职责2POSITION RESPONSIBITIES OF H&R DEPT2.1康体娱乐部经理H&R DEPT Manager22.2康体娱乐部秘书H&R DEPT Secretary32.3夜总会督导Night Club Captain52.4夜总会音响师Night Club DJ62.5康体中心督导Health Center Captain72.6康体中心员工Health Center Attendant82.7桑拿中心督导Sauna Center Captain92.8桑拿中心迎宾员Sauna Center Hostess102.9夜总会、桑拿酒吧服务员Night Club&Sauna Bar Attendant112.10桑拿更衣室服务员Sauna Locker Attendant122.11桑拿水池服务员(擦背技师)Sauna Health Technician132.12桑拿休息室服务员Sauna Lounge Attendant142.13游泳池督导Swimming Pool Captain152.14游泳池服务员Swimming Pool Attendant162.15美容美发督导Beauty Salon Captain172.16美容美发师Cosmetologist182.17KTV督导KTV Captain192.18KTV服务员KTV Attendant202.19户外运动督导Outdoor Sports Captain212.20户外运动服务员Outdoor Sports Attendant222.21攀岩运动服务员Trend-wall Attendant23第三章康体娱乐部各岗位工作程序24STANDARD OPERATION PROCEDURE OF H&R DEPT 3.1健身房工作程序Fitness Center243.2台球室工作程序Billiard Room253.3棋牌室工作程序Chess&Cards Room263.4乒乓球室工作程序Table-tennis Room273.5保龄球室对客服务工作程序Bowling Room Service283.6网球场的工作程序Tennis Court293.7高尔夫球场工作程序Golf Court303.8攀岩的工作程序Trend-wall313.9夜总会工作程序Night Club323.10夜总会营业前服务操作程Pre-opening Service333.11夜总会营业间服务操作程序Opening Time Service343.12夜总会营业后服务操作程序Closing Time Service353.13音控室工作程序DJ Room363.14KTV包房工作程序KTV Private Chamber373.15美容美发厅服务工作程序Beauty Salon Service383.16游泳池的服务工作程序Swimming Pool Service393.17桑拿浴室工作程序Sauna Bathroom403.18按摩服务工作程序Massage Service413.19夜总会、桑拿酒吧准备Night Club&Sauna Bar Preparing42 3.20酒吧服务程序Bar Service433.21酒吧调酒员酒吧准备Bartender Preparing443.22酒吧调酒员领用酒水Bartender Receiving453.23制作鸡尾酒水果装饰物Cocktail Fruit Trimming463.24擦拭杯具的工作程序Glass Polishing473.25酒水供应的工作程序Wine&Beverage Supplying483.26酒水报损的工作程序Wine&Beverage Scrap493.27酒吧之间酒水调拨Inter Bar Transfer503.28酒水盘点的工作程序Wine&Beverage Inventory513.29冰箱使用的工作程序Refrigerator Using523.30结账服务程序Check-out53第四章康体娱乐部管理制度54MANAGEMENT SYSTEM OF H&R DEPT4.1设施设备管理制度Equipment&Facilities544.2安全与事故处理制度Safety&Accident Dealing554.3部门例会管理制度Department Regular Meeting564.4各项目例会管理制度Section Regular Meeting574.5康体项目管理制度Health Center584.6夜总会管理制度Night Club594.7桑拿浴室管理制度Sauna Bathroom604.8美容美发厅服务管理制度Beauty Salon614.9部门安全防范制度Department Safety Prevention624.10游泳池管理制度Swimming Pool634.11KTV包房服务管理制度KTV Private Chamber644.12夜总会、桑拿酒吧卫生Night Club&Sauna Bar Hygiene65 4.13户外运动管理制度Outdoor Sports664.14康体中心卫生管理制度Health Center Hygiene674.15娱乐中心卫生管理制度Recreation Center Hygiene684.16户外运动卫生管理制度Outdoor Sports Hygiene69第五章康体娱乐部内部运转表格70-80INTERIOR OPERATION LIST OF H&R DEPT第八编：人力资源部Ⅷ、HUMAN RESOURCE DEPT第一章人力资源部组织结构图1ORGANIZATION CHART第二章人力资源部岗位职责2-16POSITION RESPONSIBILITIES OF H.R DEPT2.1人力资源部总监Director of Human Resource22.2人事主任Personnel officer32.3劳资主任Labor and payroll supervisor52.4培训主任Training officer62.5秘书Secretary72.6后勤主任Logistical Supervisor92.7员工餐厅厨师长Staff Restaurant Chef102.8员工餐厅副厨师长Assistant Chef of Staff Restaurant112.9员工餐厅厨师（工）Staff Restaurant Cook122.10员工餐厅洗涤工Staff Restaurant Dish Washer132.11员工宿舍督导Staff Dormitory Captain142.12员工后勤管理员Rear Service Attendant15第三章人力资源部操作程序17-36STANDARD OPERATION PROCEDURE OF H.R DEPT 3.1定岗定编Staffing levels173.2人员招聘Staffing employ18-193.3员工入店On-the-job203.4员工试用期转正Probation turn to be in due form213.5任免、调整审报Appoint&remove、examine&approve22 3.6员工辞职/离店Staff demission/leave.233.7员工请假Staff ask off243.8员工就医Staff hospitalize253.9工伤处理Wound of job263.10员工违纪处理Discipline Punishment273.11员工奖励Rewarding283.12员工档案管理Staff file managing293.13员工加班申请Application for overtime303.14餐馆宴会钟点工使用Using casual labor F&B banquet31 3.15评选月优秀员工Monthly appraising excellence staff323.16年度培训计划和预算的制定For training budget333.17有关培训表格的使用Using of training forms343.18新员工入店培训Job training353.19员工入住宿舍/倒班宿舍Staff accommodation36第四章人力资源部管理制度37-70MANAGEMENT SYSTEM OF H.R DEPT4.1人事Personnel37-414.2考勤Attendance42-434.3请假Ask for leave44-474.4违纪处理Discipline punishment484.5员工证和名牌Staff card and name plate494.6员工福利待遇Welfare treatment504.7员工医疗Medical treatment514.8员工计划生育Family planning524.9实习生Trainee534.10培训Training54-624.11员工宿舍Staff dormitory63-644.12员工更衣柜及钥匙Locker and key654.13员工更衣室Changing Room664.14员工活动室Rear service674.15员工餐厅Staff restaurant684.16员工餐厅就餐Staff dining694.17员工浴室Shower room70第五章人力资源部各类表格OPERATION LIST OF H.R DEPT第九编：行政保安部Ⅸ、EXECUTIVE&SECURITY DEPT第一章行政保安部组织结构图1ORGANIZATION CHART第二章行政保安部各岗位职责2-13POSITION RESPONSIBILITY OF E.S.DEPT2.1行政保安部经理岗位职责Manager2-32.2行政保安部秘书岗位职责Secretary42.3行政保安部车队长岗位职责Chief of Drivers52.4行政保安部主任岗位职责Supervisor6-72.5保安督导岗位职责Captain7-82.6保安员岗位职责Security Guard8-122.7综合监控中心（监控员）岗位职责T.V Monitor13第三章行政保安部各岗位工作程序14-33STANDARD OPERATION PROCEDURE OF E.S.DEPT3.1钥匙收发程序Key Management143.2对讲机收发程序Two-way Radio Management15 3.3接受火警电话报查工作程序Receiving Emergency Call16 3.4监控工作程序TV.Monitor173.5门卫工作程序Entrance Guard18-203.6巡查工作程序Patrolman21-223.7消防员工作程序Fire Fighter23-253.8内保工作程序Internal Security Guard26-303.9停车场保安工作程序Parking Area Guard31-323.10打卡值班员工作程序Time Keeper&Checker33第四章安全管理制度34-47SAFETY MANAGEMENT SYSTEM4.1物资库房安全管理制度Warehouse344.2物资库房消防安全管理制度Fire-control of Warehouse35 4.3消防检查、维修和保养制度Inspection and Repairing36-37 4.4消防奖惩制度Reward Regulation38-394.5空调机房安全管理制度Air-condition room404.6配电房安全管理制度Power Substation414.7财务部安全管理制度Finance dept.Safety424.8娱乐场所安全管理制度H&R dept.Safety434.9更衣室安全管理制度Locker444.10酒店捡拾物品和宾客遗留物品管理制度Lost and Found454.11液化石油气消防安全管理制度Gas464.12用火管理制度Fire Application47第五章防火安全责任制度48-59FIRE PREVENTIVE REGULATION5.1防火检查制度Inspecting485.2总机房防火安全责任制度Operator495.3楼层防火安全责任制度Floors and Rooms505.4各机房防火安全责任制度All Plant Room515.5配电室防火安全责任制度PDP525.6水泵房防火安全责任制度Pumping Room535.7工程部变电站安全防火制度Transformer Substation545.8工程部空调自控安全防火制度Air-conditioning Auto Control55 5.9工程部电梯机房安全防火制度Elevator565.10工程部锅炉房安全防火制度Boiler575.11工程部材料组安全防火制度Material Unit585.12动力机房安全防火制度Power Room59第六章消防责任60-87FIRE-CONTROL RESPONSIBILITY6.1安全委员会组成及职责Form of the Safety Committee606.2法定代表人消防责任Legal Representative616.3总经理消防责任General Manager626.4义务消防队组成及职责Form of the Volunteer Fireman63-64 6.5行政保安部经理消防责任Manager of E.S.Dept.656.6行政保安部主任、督导消防责任Supervisor and Captain of E.S.Dept.66 6.7消防监控中心值班员消防责任T.V Monitor on Duty676.8财务部总监消防责任Financial Controller686.9财务部督导消防责任Financial Captain696.10人力资源部人事主任消防责任H.R.Dept.Personnel Supervisor70 6.11人力资源部后勤主任消防责任Rear Supervisor of H.R.Dept.71 6.12人力资源部后勤督导消防责任Captain of H.R.Dept.726.13员工餐厅员工消防责任Employee of Staff Restaurant736.14前厅部经理消防责任Manager of F.O.Dept.746.15管家部经理消防责任Manager of H.K.Dept.756.16管家部督导消防责任Captain of H.K.Dept.766.17餐饮部经理消防责任Manager of F&B Dept.776.18餐饮部督导消防责任Captain of F&B Dept.78。

超五星级酒店服务手册中英文版

目录总经理致辞大堂服务GRAND LOBBY SERVICES1．大堂经理 Assistant Manager2．问讯∕留言Information ∕ Message3．预订∕接待Reservation ∕ Reception 4．收银∕结账 Cashier5．外币兑换 Foreign Currency Exchange6．信用卡 Credit Card 7．退房时刻 Check-out Time8．客房门卡 Room Card9．行李服务 Luggage Service 10．大堂保险箱 Lobby Safe box11．商务中心 Business Center 12．商场 Shopping Center 13．残疾人士设施 Handicapped Facilities 14．擦鞋服务 Shoe-Shine Service15．花店 Flower Shop16．租车 Car Hire 17．着装 Dressing18．停车 Parking19．行政楼层接待处 Executive Floor Reception客房服务GUEST ROOM SERVICES1．客房中心 Housekeeping Center 2．房间清洁服务 Room Cleaning 3．房间夜床服务 Turn-down Service 4．洗衣服务 Laundry Service 5．小酒吧 Mini-Bar 6．房间加床服务 Extra Bed7．送餐服务 Room Service 8．擦鞋服务 Shoes-shine Service 9．叫醒服务 Wake-up Call 10．饮用水 Drinking Water 11．电话 Telephone 12．电吹风 Hair Dryer 13．冰块 Ice Cube 14．电熨斗/烫衣板 Iron / Iron Board 15．房间保密/电话免打搅16．失物招领 Lost And Found 17．电视节目 TV Channel18．网上漫游 Internet Service 19．空气调节 Air Conditioner 20．电源总开关 Energy Saver 21．电源讲明 Power Supply 22．无烟楼层 Non-smoking floor 23．医疗服务 Clinic Service 24．环境爱护 Environmental Protection 25．紧急情况 Emergency餐饮服务FOOD & BEVERAGE SERVICES1．宴会预订 Banquet Reservation 2．大堂吧 Lobby Bar3．西餐厅 Western Restaurant4．行政酒廊 Executive Lounge 5．中餐厅 Chinese Restaurant6．日韩餐厅Japanese & Korean Restaurant7．洗浴自助餐厅 Bath buffet Restaurant 8．会议室 Conference Room 9．送餐服务 Room Service会馆服务HEALTH& ENTERTAIMENT SERVICE1．洗浴 Bathe 2．游泳馆 Swimming Pool 3．健身房 Gymnasium Center 4．电影厅 Film Hall 5．休息厅 Lounge 6．游乐区 Game Area 7．棋牌室 Chess and Mahjong Room8． SPA理疗室安全指南SAFETY DIRECTORY1．遵守措施2．来宾注意事项Guest’s Notices3．安保 Safeguard4．火警 Fire Prevention5．火警须知 Fire alarm notice电话指南TELEPHONE DIRECTORY1．拨打客房电话 Room to Room Calls2．拨打外线电话 Outside Calls3．国内直拨电话 DDD Calls4．国际直拨电话 IDD Calls5．国内、国际直拨须知 IDD&DDD Service Guide 6．国内、国际长途电话区号 IDD&DDD DIRECTORY附表客房物品有偿价格表金龙国际饭店热忱欢迎阁下光临尊敬的来宾：欢迎您下榻张家口金龙国际饭店！您的到来，我们饭店全体职员都感到特不荣幸，此《服务指南》为您详细介绍了饭店的各项服务及设施。

Managementhandbuch-管理手册中英文对照

4、管理体系..............................................................4
5Responsibilities................பைடு நூலகம்......................................5
5、职责权限...............................................................5
本手册中阐述的说明及过程适用于中国南车时代新材料科技股份有限公司及其下属子公司：博戈橡塑（BRP）。
2.2Purpose
2,2 目的
This manual describes the integrated management system of the BOGE Rubber & Plastics.
-Chapter 7.2: “Group related Addendum on Environmental Protection” deleted
与前一版本相比，修改项点如下：
2.2 增加标准
2.3 删除“保留”，增加能源责任
2.4 新增
3 组织机构图
4.1 增加文件/图表标题，修改通用注释
4.3 通用注释修改
6General Definitions.....................................................6
6、总体定义.............................................................6
Additional valid Instructions and Addenda....................9

管理操作手册英文

Management Operations ManualIntroductionThe Management Operations Manual serves as a comprehensive guide for all employees and managers within the organization. It outlines the procedures, policies, and practices that are essential for effective management and decision-making across all departments.Table of Contents1.Overview2.Leadership– 2.1. Managerial Responsibilities– 2.2. Decision-Making Authoritymunication– 3.1. Internal Communication Protocols– 3.2. External Communication Guidelines4.Human Resources– 4.1. Recruitment and Selection Process– 4.2. Performance Management– 4.3. Training and Development5.Finance– 5.1. Budgeting Process– 5.2. Expense Approval Procedures6.Operations– 6.1. Workflow Management– 6.2. Resource Allocation7.Risk Management–7.1. Risk Assessment–7.2. Crisis Management Planpliance–8.1. Regulatory Compliance–8.2. Code of Conduct9.Technology–9.1. IT Systems and Infrastructure–9.2. Data Security Protocols10.Quality Assurance–10.1. Quality Control Standards–10.2. Continuous Improvement InitiativesOverviewThe Management Operations Manual is designed to provide a framework for consistent and efficient management practices within the organization. It covers a wide range of topics including leadership, communication, human resources, finance, operations, risk management, compliance, technology, and quality assurance.LeadershipEffective leadership is crucial for the success of any organization. Managers are expected to lead by example, inspire their teams, and make informed decisions that align with the company’s goals and values. They are re sponsible for setting clear objectives, delegating tasks, providing feedback, and promoting a positive work culture.CommunicationClear and effective communication is essential for collaboration and teamwork. Managers should establish open channels of communication within their teams and across departments. They should ensure that important information is shared in a timely manner and that feedback is encouraged and acted upon.Human ResourcesThe organization’s most valuable asset is its employees. Human resources policies and practices should be designed to attract, retain, and develop top talent. Managers are responsible for recruiting the right people, providing ongoing training and development opportunities, and conducting regular performance evaluations.FinanceFinancial management is a key aspect of effective management. Managers should be familiar with budgeting processes, expense approval procedures, and financial reporting requirements. They should strive to make informed financial decisions that support the long-term sustainability of the organization.OperationsEfficient operations are essential for meeting customer needs and achieving organizational objectives. Managers should focus on optimizing workflows, allocating resources effectively, and monitoring performance metrics to identify areas for improvement. They should be proactive in addressing operational challenges and driving continuous process improvements.Risk ManagementEvery organization faces risks that can impact its operations and reputation. Managers should conduct regular risk assessments, develop contingency plans, andestablish clear protocols for crisis management. They should prioritize the safety and security of employees, customers, and other stakeholders.ComplianceCompliance with legal and regulatory requirements is non-negotiable. Managers should ensure that their teams adhere to all applicable laws, industry standards, and company policies. They should promote a culture of ethics and integrity and address any compliance issues promptly and effectively.TechnologyTechnology plays a vital role in modern business operations. Managers should stay informed about the latest IT systems and tools that can improve efficiency and productivity. They should also prioritize data security and privacy to protect sensitive information from unauthorized access or misuse.Quality AssuranceMaintaining high-quality products and services is essential for customer satisfaction and loyalty. Managers should establish quality control standards, monitor performance indicators, and implement continuous improvement initiatives. They should foster a culture of excellence and encourage employees to strive for quality in everything they do.ConclusionThe Management Operations Manual is a valuable resource for managers at all levels of the organization. By following the guidelines outlined in this document, managers can enhance their leadership skills, improve communication, optimize operations, mitigate risks, ensure compliance, leverage technology, and maintain high standards of quality. By consistently applying these best practices, managers can contribute to the overall success and growth of the organization.。

Managementhandbuch-管理手册中英文对照

BOGE Rubber & Plastics博戈橡塑管理手册Management Manual版本：2.0出版序号：2015-07The Board of Division Management demonstrates its obligation to develop and implement the management system as well as to continuously improve its effectiveness by:Imparting the importance of meeting customer requirements as well as legal and government requirementsDefining the quality/environmental/safety/energypolicy and ensuring that quality/environmental/ safety/energy objectives are definedCarrying out a management evaluationEnsuring the availability of resources. This is documented in the management processes of the BOGE Rubber & Plasticsprocess landscapes.The BOGE Rubber & PlasticsManagement Board has appointed aquality-/environmental-/energy representative who has been granted authority to:Ensure that the Management system is established, implemented and maintained in accordance with relevant standards.Give the Board ofManagement an overview of how the management system is performing as a basis for its improvement.Ensure that awareness of customer requirements is promoted.The Quality Representative of BOGE Rubber & Plasticsis the head of the "Quality, Environment/Energy, Safety" department of BOGE Rubber & Plastics.The Quality Representative of the locations is the head of the "Quality" department of the respective location.The Quality Management Organization of BOGE Rubber & Plasticswill ensure technical access of the Quality Representative to all of the BOGE Rubber & Plasticssites.-The Quality Manager of BOGE Rubber & Plasticshas the authority to issue instructions with regard to technical issues vis-a-vis:the Quality Managers of the sites.all of the Quality Assurancedepartments outside of the QualityOrganization (e.g. in theDevelopment Department, in thePurchasing Department ...).all of the issues involving themanagement system.He reports directly to the chairperson of the management board.-Each BOGE Rubber & Plasticssite has a Quality Manager. He is a member of the。

项目管理专业术语中英文对照表

信管网资料项目管理专业术语中英文对照表验收- (Acceptance)指客户检查接受项目交付物的过程。

活动- (Activity)指在项目中的任何消耗资源（人力、物理和设施）、产生相应成本并且生产出一项或多项产品的过程。

活动通常会在项目工作分解结构（WBS）中明确展示。

现货- (Actuals)指项目或其他活动中的实际成本和消耗。

这是一个测量值，通常会被用来与计划或预期值做比较。

假设- (Assumption)预先接受为正确但缺乏证据的事物或定义。

假设通常会发生在项目规划阶段并且被用来作为估算的基础。

应当将所有的假设都记录下来；如果某假设在后期被证明不正确，可以对计划和估算做出相应地调整。

基线- (Baseline)基线是一个快照：一个被记录在案的项目所处位置或状态。

尽管项目所处的位置以后可能会被更新，但基线始终保持不变，并可被作为原始状态的参照与当前项目位置的对照。

基线产品，例如软件系统，应当被永久地记录在案，以便于在将来的任何时间召回。

预算- (Budget)经分配的、用于执行项目工作的款额及其他资源。

商业论证- (Business Case)指启动和继续一个项目的原因和依据。

商业论证应当定义出项目可产生的商业及其他收益，以及项目的成本和时长。

商业论证同时还指出如何衡量项目的成功商业需求- (Business Requirements)指的是利益相关者对完成项目的商业要求。

在项目起始阶段，商业需求处于较高等级，但随着项目的发展，这些需求被不断地提炼并最终被细致地记录在正式的文件中。

变更控制- (Change Control)指按照计划的范围、工期和预算来管理控制变更。

在小型项目中变更控制可能采用非书面的、非正式的方式，但是在大型项目中，变更控制意味着一个牵涉很多项目利益相关者的、正式的过程（变更控制委员会）变更控制委员会- (Change Control Board (CCB))由利益相关者组成的团体，负责批准或否决对项目基线的变更。

项目管理工具与方法中英文版资料

目录 TABLE OF CONTENTS背景 Background了解本指南 Understanding This Guide八模块企业发展阶梯 The 8 Module Business Development Ladder模块一：了解你的企业 Module 1: Understanding What Business You Are In概述 Overview ...................................................................................................................................... 主要学习目标 Key Learning Objectives .............................................................................................. 工具 Tools ............................................................................................................................................. 典型的模块一程序 Typical Module 1 Program ................................................................................... 需完成的任务 Tasks to Be Completed ................................................................................................. 模块二:了解顾客、市场和产品 Module 2: Understanding the Customers ， Markets and Products概述 Overview ...................................................................................................................................... 主要学习目标 Key Learning Objectives .............................................................................................. 工具 Tools ............................................................................................................................................. 典型模块二程序 Typical Module 2 Program ....................................................................................... 需完成的任务 Tasks to Be Completed ................................................................................................. 模块三:确定商业模式 Module 3: Defining the Business Model概述 Overview ...................................................................................................................................... 主要学习目标 Key Learning Objectives .............................................................................................. 工具 Tools ............................................................................................................................................. 典型的模块三程序 Typical Module 3 Program ................................................................................... 需完成的任务 Tasks to Be Completed ................................................................................................. 需完成的任务 Tasks to Be Completed ................................................................................................. 模块四:员工授权 Module 4: Team Empowerment对企业业绩进行管理 Managing Organisational Performance ............................................................ 主要学习目标 Key Learning Objectives .............................................................................................. 工具 Tools ............................................................................................................................................. 需完成的任务 Tasks to Be Completed ................................................................................................. 模块五:市场营销战略计划 Module 5: Strategic Marketing Plan概述 Overview ...................................................................................................................................... 主要学习目标 Key Learning Objectives .............................................................................................. 工具 Tools ............................................................................................................................................. 典型的模块五程序 Typical Module 5 Program ................................................................................... 项目管理工具与方法中英文版【最新资料，WORD 文档，可编辑修改】需完成的任务Tasks to Be Completed................................................................................................. 模块六:企业系统化Module 6: Business Independence概述Overview ......................................................................................................................................主要学习目标Key Learning Objectives ..............................................................................................工具Tools .............................................................................................................................................典型的模块六程序Typical Module 6 Program...................................................................................需完成的任务Tasks to Be Completed................................................................................................. 模块七:组织结构，知识，环境管理和技术应用战略Module 7: Organisational Structure，Knowledge，Environmental Management and Technology Strategies概述Overview ......................................................................................................................................主要学习目标Key Learning Objectives ..............................................................................................工具Tools .............................................................................................................................................典型的模块七程序Typical Module 7 Program...................................................................................需完成的任务Tasks to Be Completed................................................................................................. 模块八:反馈和持续改善Module 8: Feedback and Continuous Improvement概述Overview ......................................................................................................................................学习目标Learning Objectives..............................................................................................................工具Tools .............................................................................................................................................典型的模块八程序Typical Module 8 Program...................................................................................需完成的任务Tasks to Be Completed.................................................................................................需完成的任务Tasks to Be Completed................................................................................................. 注Notes注Notes注Notes注Notes背景Background本指南旨在为咨询顾问公司和其它商业服务机构提供技术和方法，使他们能够成功地为中小企业提供咨询服务。

谈判与冲突管理英文版教学手册CH09

Chapter 9—Understanding the Importance of Perceptionin NegotiationChapter OverviewThe purpose of this chapter is to introduce the students to selected theories of social psychology that aid in understanding perception. Special attention is given to attribution theory. As important as academic learning here is application ofknowledge to negotiation. This chapter explains how perception impacts all that has been studied in previous chapters. Students will have the opportunity to apply their knowledge to negotiation in the exercises and practice sessions provided.Learning Objectives for This Chapter❖To understand basic psychological principles of perception.❖To learn how individual differences affect perception.❖To recognize that there are differences bet ween self and others’ perceptions.❖To learn how perception affects attitude, goals, and decisions in negotiation.“It’s not what we don’t know that gives us trouble; it’s what we know that ain’t so.”—W. RogersClassroom ActivitiesActivity OneInteractive lecture on chapter material.Activity TwoExercise in perceptual differences by personality characteristics. (See outline.)Activity ThreeSelf-other perception exercise. (See outline.)Activity FourPerception practice in negotiation problems. (See outline.)Activity FiveReview competency checklist, review questions, and end-of-chapter case material.Lecture OutlineI.Everyone Does Not See the Same Things. Many students will see faces in thetext exhibit contained in this section. Many will see a white vase. Somestudents will see both. Students need not be bogged down with technicalcomplexities. They merely need to understand that different people seedifferent things.II.The Complexity of Perception.A.Perception is selecting, organizing, and interpreting stimuli.B.Cognitive structures are used to organize.C.Personal perception is the most complex.D.Perception often causes perceived conflict where no real conflict exists. III.The Effect of Personality Differences and Cultural Expectations on Perception.A.Extroversion and introversion are frameworks—or file cabinets—forperception.B.The introvert’s file cabinet is abstract. The extrovert’s file cabinet is morefixed.C.Our perceptions are colored by our cabinets. We look for how things willfit into our cabinet.IV.Exercise in perceptual differences by personality characteristics (Activity Two). This exercise repeats the exercise presented in a prior chapter but thistime it is to be performed by individuals opposite in two personalitydimensions rather than one. In addition, this time the activity is to be morecomplex. All students may participate in the first exercise. Ask students tooutline an approach for a research paper or a business project. Compare anddiscuss the differences in approach and organization of the work and theplanned final presentation. If resources are available, another round with aphysical exercise is instructive. For this exercise, two students should beselected who are extreme opposites in two categories—E/I and S/N. Materialsmight be brought to class that will allow a simulation of packing a car for aroad trip. Another option is to plan a class pot-luck for today’s session. At thispoint, ask the two students to set up the food and beverages for the class.Students may then analyze the behavior and discuss perceptual differences asthey consume the food.V.Attribution Theory. The theory helps to explain cognitive processes at work in the perceptual process, including how individuals decide what to believe. VI.The Role of Perception in Attitude Formation.A.People infer causes and motive to what they perceive in order to assessvalidity.B.Attributions may be to external or internal factors. This may be bestexplained as saying to oneself either “the Devil made me/her do that” or“she is just a bad person.”C.Consensus, consistency, and distinctiveness are assessed in determiningvalidity.1.Consistency measures the person’s behavior compared to our priorexperience with the same person in similar settings.2.Consensus measures the person’s behavior compared to ot hers insimilar circumstances.3.Distinctiveness measures the person’s behavior as compared to generalexperience with, or reputation of, that person.4.As the text flow chart shows, we pursue this analysis unconsciously,and we go only as far as necessary for a conclusion.D.High consistency and high consensus cause high validity, or belief.E.We regularly err toward perceiving internal causes for the behavior ofothers, but not for ourselves. This is the fundamental attributional error. VII.How Attribution Appears in Negotiation. The unconscious process influences whether or not we see a conflict, our choice of conflict strategy, and ourassessment of potential outcomes.VIII.Self-Serving Bias. We are kinder to ourselves than to others.IX.Me, Myself, and I. The theory of symbolic interactionism is helpful in understanding the many facets of ourselves.A.Individuals make conscious and unconscious choices regarding the personthey want others to see.B.Perception is a dynamic process flowing in both directions. What otherssee of us may not be what we think they see!C.Once we have knowledge of these phenomena, we can work to check ourautomatic processes and change our attitudes and behaviors as appropriate X.Recognizing Perceptual Differences in Negotiation.A.Self-other perception exercise(Activity Three). The exercise presented inthe text in this section may have been assigned as homework. If so, it maybe discussed now. The exercise is also suitable for in-class completion atthis point. Students should pair up with those they think they know bestand compare self-other perceptions of each major facet of personalitystudied in earlier chapters.B.Getting to Know Your Perception Process. (Teaching Note: The textsuggests that students observe in an unfamiliar place and make note oftheir perceptions. The results of that exercise are fruitfully discussed atthis point.)XI. The Role of Perception in Goals and Decisions. Since perception affects what we see as well as our resulting attitude, it of necessity affects goals anddecisions in negotiation (Activity Four). As another in-class activity studentsmay practice the principles of perception with a case from Appendix B to thetext. In order to preserve the selected case for complete negotiation later, halfthe class should read one pa rty’s confidential material and the other half of the class should read the other party’s confidential material. (In the laternegotiation, individuals should play the role of the party whose informationthey read for this exercise.) For this exercise students should pair up withsomeone who reads the same information. They are to compare differences in their individual perceptions of the party’s issues, goals, and decisionsregarding strategy.Performance Competency Checklist✓Everyone continually perceives the world and everything and everyone in it.Perception affects all that a person thinks and does. We infer attitudes and make judgments about people and things through perception. We attributepsychological processes and emotions to others. We also attribute intentions and causes for communication and behavior to others. We are prone to thefundamental attributional error of attributing the cause of others’ communication and behavior to them personally. We do this particularly when the effects arenegative in our view. Those with an intuitive preference may be less prone to the error. We are kinder in our self-attributions than we are to others’.✓Perception is an individual process affected by our cognitive style and other personality characteristics as well as our prior experiences, biases, and prejudices.We tend to assume others perceive as we do. We try to make sense of our world through perception.✓We may perceive ourselves differently than others perceive us. We all have a me, myself, and I that may be affected by perception differences.✓Perception affects not only attitude toward ourselves and others, but our goals and decisions as well. In negotiation we should expect goals, communication, and decisions to be affected by perception and reality.Key Terms, Phrases, and ConceptsPerceptionCognitive StructuresStimuliGeneral Attribution TheoryEnvironmental Attribution/Entity AttributionActor AttributionConsensus, Consistency, and DistinctivenessFundamental Attributional ErrorSelf-Serving BiasSymbolic Interactionism—Me, Myself, and IReview Questions and AnswersT F 1. We each possess mental maps that we use to assign meaning to and make sense of what we perceive. (Answer: True.)T F 2. Another name for mental maps is cognitive structures. (Answer: True.)T F 3. One of the major difficulties in negotiation that is presented by perception is that we think others are like us. (Answer: True.)T F 4. Perceived conflict might be mere differences in perceptions, ormisperception. (Answer: True.)T F 5. Extroversion and introversion preferences are frameworks for a person’s cognitive structures. (Answer: True.)6. Name two personality preferences other than extroversion and introversion thataffect cognitive structures. (Answer: Sensing and intuiting.)7. Explain the difference between an individual’s cognitive framework and his/hercognitive structures. (Answer: The framework is the container or file cabinet, the extroverted or introverted framework or lens through which one sees. Cognitive structures represented the meaning and organization of the stimuli within theframework.)8. Describe the extrovert’s process of selecting stimuli and building frameworks.(Answer: Extroverts build pragmatic, practical frameworks.)9. Describe the introvert’s pro cess of selecting stimuli and building frameworks.Distinguish the extrovert and introvert processes. (Answer: Introverts buildconceptual, theoretical frameworks.)10. Explain the role of sensing and intuiting in the perception process. Be sure toinclude the key perceptual difference between individuals with a sensing versus an intuiting preference. (Answer: Sensors and intuitors seek, or look for, different things. Sensors seek validity in the physical and in prior experience. Intuitors seek validity in theory and in consistency with prior concepts.)Case 9.1Tony Taxpayer’s return has come up for audit by the Internal Revenue Service (IRS). He took some deductions this year for an office in his home. Amelio Auditor at the IRS has disallowed that deduction and invited Tony to come to the office todiscuss that item as well as a few other items on the return. Tony’s profession is tax consulting, and he listed his occupation on his return as attorney. Tony has takenseveral deductions this year that might be considered aggressive; however, Tonybelieves that he has done no wrong. In fact, he thinks he is being singled out due to his profession. He is short on money and is worried about paying any additionalassessment the IRS may make. Therefore, he is planning on giving up the officededuction in order to close the audit as quickly as possible. Amelio has never seen a home office deduction that was proper except for his own during his pre-IRS days as an independent consultant.Case Discussion Questions and Possible Responses:1.Apply general attribution theory to analyze and explain each party’s attitudes andconclusions. (Hint: use consensus, consistency, distinctiveness, and thefundamental error.) (Answer: Tony has no prior experience with this particularagent; therefore, Tony may have no ability to judge consistency. Tony is likely to perceive high consensus and low distinctiveness based upon his prior experiencewith the IRS regarding unfounded challenges as well as negative attitudes toward lawyers. Those perceptions would result in Tony NOT believing the deduction is wrong. Attribution would be internal—to the IRS agent. Similarly, the agentlikely has no ability to judge consistency. However, consensus would be high and distinctiveness low, resulting in an internal attribution to Tony.)2.Explain how perception affected each party’s negotiation goals. (Answer: IfTony’s perceptions have lead him to believe he will lose, it explains why hedecided not to fight. Amelio’s perceptions have lead to his goal to de ny thededuction.)3.Apply the theory of symbolic interactionism to each party in the case byidentifying where you see each party’s “me, myself, and I.” (Answer: The “me”of Tony is expected to seek to win the deduction. Tony may believe that Ameliosees him as aggressive in unsupported deductions—Tony’s “myself.” The real Tony—the “I”—justs wants this to go away. Amelio likely believes that he is expected to challenge the deduction, and he likely believes he is seen as anobstacle.)Optional Suggested AssignmentsAsk students to review the organization of their computer, or office, or kitchen, and analyze what it says about their cognitive structures.If students completed the assignment in an earlier chapter to identify their biases and prejudices, they may now analyze how their attitudes developed. If that assignment was not previously done, students should now do so along with the analysis.Ask students to think of one or two problems or scenarios and then analyze how a person with an extroverted attitude and a person with an introverted attitude would each approach them.。

Managementhandbuch 管理手册中英文对照说课材料

M a n a g e m e n t h a n d b u c h管理手册中英文对照BOGE Rubber & Plastics博戈橡塑管理手册Management Manual版本：2.0出版序号：2015-07Figure 1: Process and document structure andapplicability表一过程及文档的组成结构及适用性。

The exact structure of the management system is described in GP “Structure of the Managementsystem of BOGE Rubber & Plastics”.具体的管理体系组织机构在通用注释“博戈橡塑管理体系结构图”中描述。

4.2The BOGE Rubber & Plastics ProcessModel4.2 博戈橡塑过程模型The BOGE Rubber & Plasticsprocess model is comprised of management, core and support processes. It forms the highest common level of the process landscapes for all locations.博戈橡塑过程模型是由各个管理过程组成，包括主要过程以及支持过程。

它总成了各个工厂的最高过程管理水平。

4.3Process Landscapes of the BOGE Rubber& Plasticslocations4.3 博戈橡塑过程划分The process landscapes of the BOGE Rubber & Plasticslocations are based on the process model of BOGE Rubber & Plastics. They contain the location-specific processes as well as the overarching standard processes GP “Structure of the Managementsystem of BOGE Rubber & Plastics”.博戈橡塑的过程划分是基于博戈橡塑的过程模型来进行的。

员工手册修订版中英文-20071220

2008版Cardo 亚太区总裁的欢迎词Welcome Message from Cardo Asia Pacific President欢迎您加入Cardo 集团的大家庭，我们期待与您保持长久互赢的工作关系。

Congratulations on your appointment and welcome to the Cardo team in Asia Pacific. We look forward to maintain a Win-Win relationship with you.我们相信“人才始终是企业最重要的资源”，秉承这一信念，我们需要员工始终诚实、坦言、主动，具批判和团队精神，并希望此文化能贯穿公司的整个生产、销售和管理过程。

对于您的忠诚、勤奋和奉献，公司将表示衷心地感谢！我们将为您创造积极公平的工作环境，向您提供全面的培训、支持以及在公司内部发展的机会，希望您能在工作过程中获得更多的知识，享受工作带来的快乐和成就感。

At Cardo Asia Pacific, we believe that our employees are our most valuable asset. As our Employee, we expect you to always be honest, initiative and able to work as a team. We thank you for your loyalty and dedication to the Company, and hope to develop a pleasant working environment with you. We will provide you with trainings and support as well as opportunities to develop within the Company.这本员工手册旨在为大家提供公司的商业准则和人事政策的指导概况。

7S管理(中英文)

7S管理7S administration and management7S：整理(Seiri)、整顿(Seiton)、清扫(Seiso)、清洁(Seiketsu)、素养(Shitsuke)、安全(Safety)、节约(Save)。

7S管理方式，保证了公司优雅的生产和办公环境，良好的工作秩序和严明的工作纪律，同时也是提高工作效率，生产高质量、精密化产品，减少浪费、节约物料成本和时间成本的基本要求,我们将严格落实这种现场管理理念：The 7S management method can guarantee an elegant production and office environment and bring good work order and strict work discipline to company. At the same time, it is also the basic requirement for improving working efficiency, productionhigh-quality, precise products, reducing waste, saving material cost and time cost. We will strictly implement this on-site management concept:整理：就是彻底地将要与不要的东西区分清楚，并将不要的东西加以处理，它是改善生产现场的第一步。

需对“留之无用，弃之可惜”的观念予以突破，必须挑战“好不容易才做出来的”、“丢了好浪费”、“可能以后还有机会用到”等传统观念。

经常对“所有的东西都是要用的”观念加以检讨。

整理的目的是：改善和增加作业面积；现场无杂物，行道通畅，提高工作效率；消除管理上的混放、混料等差错事故；有利于减少库存，节约资金。

Seiri(reorganizing): it is the first step to improve the production site by thoroughly distinguishing and disposing the unwanted things. It is necessary to breakthrough the traditional concept of "it is useless to keep it, but it is a pity to discard it". Wemust challenge the traditional concepts such as "it was made with great effort", "it is awaste to lose it" and "it may be used in the future". Not everything is meant to be useful allthe time.The purpose of Seiri is to: improve and increase the working area space, clean away sundries on site, unobstructed streets, improve work efficiency, get rid of materialsand product mixing problem, and help to reduce stock inventory and save money.整顿：把经过整理出来的需要的人、事、物加以定量、定位。

安全管理手册(中英)精品资料

安全管理手册Safety Management Manual中国南海工程有限公司China National Nanhai Engineering Co., Ltd.前言Preface全体员工All personnel请记住：Please remember安全第一Safety first人命关天Life vital安全就是效益Safety leading to profit让我们一起按《安全手册》要求来做！Let us abide by the safety handbook requirement!总经理：General Manager: Fan Fu Sheng安全标志Safety symbol目录dialogue·安全政策Safety Policy·安全教育Safety Education·现场安全技术交底Technical Examination for safety in site ·个人防护Individual protection·现场临时用电field temporary electricity·高处作业operation in high level·洞口防护open protection·临边防护edge guard·起重作业hoist operation·脚手架scaffold·机具设备tools and equipment·现场车辆transportation in site·梯子安全使用safely with of ladders·登高作业许可证Permit of working in height·动火许可证Permit of fire·入罐许可证Permit of entering container·动土许可证Permit for excavation·现场消防fire protection at site·现场文明施工civil construction in site保护环境environment protection·安全检查safety examination·尊章守纪observing the rules and regulations·安全警句safety remarks安全政策Safety policy●安全生产方针：安全第一，预防为主。

精益生产的管理资料——英汉互译

Drive and implement Lean manufacturing across the operations in order to eliminate waste, minimize inventory and maximize flow• Develop procedures in partnering with suppliers in order to achieve Lean manufacturing• Reducing system response time and ensure the production system was capable of immediately changing and adapting to market demands.• Required to collect and analyze data for determining an improvement strategy.• Facilitate and teach Lean manufacturing tools and techniques. Coach existing and new teams with Lean projects.• Ability to strategically prioritize and manage process improvement opportunities in alignment with business goals and objectives.• Working hand in hand with internal six-sigma expert in developing and drive Lean Sigma.• Acts as change agent to instill Lean Sigma culture throughout organization• Must have the ability to lead, work with teams, and understand team dynamics.OEE（Overall Equipment Effectiveness）--- 全局设备效率OEE = (Running time / Loading time) x (Actual Output / Theoretical output) x (Good Output / Actual out put)世界级企业的全局设备效率OEE为85%或更好。

管理守则(英文)

CONTENTSPart I INTRODUCTION 6 Part II FITTING-OUT GUIDE 72.1 Handing-over of Premises 82.2 Owner/Tenant Contact Information 82.3 Fitting-out Works by Owner/Tenant 82.3.1 Approval of Fitting-out Plans 92.3.2 Preparation of Fitting-out Plans/Drawings 102.3.3 M&E Installation 102.3.4 Submission Of Fitting-out Plans/Drawings 112.3.5 Fitting-out Works by Developer’sNominated Contractor 112.3.6 Fitting-out Garbage Removal Charge &Decoration Deposit 122.3.7 Temporary Electricity Supply 122.3.8 Inspection on Tenant Decoration 122.3.9 Special Notes for Fitting-out Work 132.4 Summary of Fitting-out Process 14 PART III FITTING-OUT RULES 153.1 Confirmation of Fitting-out Works 163.2 List of Fitting-out Works Supervisors 163.3 Transportation of Materials &Removal of Decoration Garbage 163.5 Damage Resulting fromFitting-out Works 163.6 Fitting-out Actives to be confinedinside Premises163.7 Security of Materials & Tools Array173.8 Re-instatement of Fixtures/Fittings 173.9 Supply of Water & Electricity 173.10 Fitting-out Time and Name List 173.11 Works at Common Area 173.12 Safety Measures 183.13 Behavior of Contractors 183.14 Erection of Hoarding 183.15 Area Passage 183.16 Observance of Regulations 18PART IV MANAGEMENT SERVICES 194.1 Introduction of Management Work 204.2 Location for Paymentof Management Fee 204.3 Notes for Payment 20PART V NOTES ON MOVING IN & HOUSE RULES 215.1 Notes On Moving In 225.1.1 Prior Booking for Service Lift 225.1.2 Trolley of Rubber/Plastic Castors tobe used 225.1.3 Staff to be Employed to OverseeMoving In 225.1.4 Handling of Debris 22 5.2 House Rules 225.2.1 Emergency Contact 225.2.2 Installation and Alteration 225.2.3 Sign 225.2.4 Erection of Aerial 225.2.5 Loading and Unloading 235.2.6 Use of Service Lift 23 5.2.7 Use of Toilet 23 5.2.8 Use of Premises 23 5.2.9 No Sleeping or Domestic Use 23 5.2.10 No Preparation of Food and Cooking 23 5.2.11 Normal Business hours 24 5.2.12 Keep Premises Open 24 5.2.13 Keep Shop Front and Sign Lighting 24 5.2.14 No Encroachment at Common Area 24 5.2.15 Cleaning 24 5.2.16 Refuse and Garbage Removal 24 5.2.17 Touting 24 5.2.18 Nuisance 24 5.2.19 Animal and Pet 25 5.2.20 Dangerous Goods 25 5.2.21 Obstruction in Staircase or Passage 25 5.2.22 Access to Premises after Normal Business hours 25 5.2.23 Works outside Opening Hours ofthe Plaza 25 5.2.24 Rules Amendment 255.2.25 Compliance of Regulations 25PART VI FIRE EV ACUATION 266.1 Fire Order for Display 27 6.1.1 If You See A Fire, Remain Calm 27 6.1.2 If You Hear a Fire Alarm, Remain Calm 27 6.1.3 How To Use The Hose Reel 276.2 Instruction for Evacuation 286.2.1 While Awaiting Instructions 286.2.2 If Evacuation Is Ordered,Remain Calm 286.3 Warning System 286.3.1 Fire Alarm 286.3.2 Additional Equipment 296.3.3 Public Address System 296.3.4 Emergency Light 296.4 Fire Precautions 29PART VII APPENDIX 307.1 Charges for Decoration GarbageRemoval & Decoration Deposit 317.2 Temporary Electricity SupplyCharge Rate 317.3 The Premium Amount for Contractor'sAll Risks Insurance 327.4 Opening Hours of The Management Office& Contact No.327.5 Operation Time of Passenger& Service Lifts in Office Tower 327.6 Central Air-Conditioning Supply forOffice Tower 337.7 Operation Time of Passenger& Service Lifts in Shopping Arcade 337.8 Central Air-Conditioning Supplyfor Shopping Arcade 33 7.9 Charges of Non-Office-HourAir-Conditioning Supply 33 7.10 Useful Telephone Numbers 33PART 1INTRODUCTONKong New World Tower and wishes you prosperous business for many years to come.This Handbook aims at providing an overall guidance to the understanding by commercial owners / tenants with general information on the procedures and requirement of commercial premises, the management services to be provided, house rules and regulations to be observed, etc. It is of an advisory nature only and should be read subject to the Deed of Mutual Covenant and Management Agreement. It is also for information only and should not be relied upon to the exclusion of any legal documentation concerning a tenancy and Deed of Mutual Covenant. We hope that you will find this Handbook informative and useful. Please feel free to contact the local management staff who are always ready to assist you if you require further information.We take this opportunity to assure you of our best service at all times.Shanghai New World Property Management Company LimitedDirector & General ManagerPART 2FITTING-OUT GUIDEPART 22.1 Handing-over of PremisesUpon completion of the signing of Assignment and payment ofmanagement fees, a notification letter of premises taking-over andrequirement of premises taking-over will be issued by theDeveloper's leasing sector. Keys of the premises are then allocatedby the Hong Kong New World Management Office on production ofleasing sector notification letter at a specific date which shall benotified in writing by the Registered Owner / Tenant under normalcircumstances. An official company seal / chop must be brought inwhile taking over the premises. On receipt of the keys, you will beaccompanied by our management staff to inspect on the condition ofthe provided fixture and fittings, which are ready to be taken over inthe premises.Subject to the provision of the Deed of Mutual Covenant andManagement Agreement, owners / tenants are responsible for the up-keeping, including maintenance and repair, of all the items handedover. If you appoint your agent or representative to take over thepremises, an authorization letter must be presented to theManagement Office.2.2Owner / Tenant Contact InformationOwner / Tenant shall complete and return a contact information formupon taking over the premises which will be used for the purpose ofday-to-day communication and emergency contact.2.3Fitting-out Works by Owner / TenantThe owners / tenants are responsible at their own expenses for all fitting-out words, including alterations or additions to the Developer’s provided fittings or fixtures, within the premises. It is for the owner's / tenants' benefit tosubmit plans before the intending date of hand-over, which shallPART2construction concerning the Electricity Engineering will be arranged by the contractor nominated by the Developer while the additional charges will be at tenants' expenses. Fitting-out works, including theremoval of any Developer fixtures or fittings, should NOT be carried outbefore approval is obtained from the Management Office.2.3.1 Approval of Fitting-out PlansOwners / Tenants must submit the fitting-out plans to the Management Office for written approval prior to the commencement of any fitting-out works. The following plans are generally required depending on the extent of alteration / additional works.2.3.1.1 Floor plan with clear indication of the internalpartitions with detailed description / specifications of Fitting-outmaterial to be used;2.3.1.2 Elevation / section of floor plan with details ofshop front / shop sign;2.3.1.3 Drop-ceiling and lighting plans;2.3.1.4 Drainage layout plan;2.3.1.5 Fire control equipment and smoke-detectorsprinkler system layout plan;2.3.1.6 Air-conditioning steel duct system layout planwith details;2.3.1.7 High-voltage line electricity supply layout plan2.3.1.8 High-voltage line electricity plane layout plan(lighting power)2.3.1.9 Low-voltage line systemFITTING-OUT GUIDE2.3.1.10 Low-voltage line plane layout.(telephone,computer lines layout plan)2.3.1.11 Thermo-control layout plan2.3.1.12 Instructions of other decoration design2.3.2 Fitting-out Plans / DrawingsIn your submission of fitting-out plans / drawings, you should take noteof the following in order to avoid delay:2.3.2.1 All plans / drawings should be in metric scale sand properlynumbered;2.3.2.2 All technical information should be in metric units;2.3.2.3 Correct levels and dimension should be marked on submittedplans / drawings. In all cases, dimensions should be verified bysite measurement;2.3.2.4 Construction details, specification of materials and method offixing should be shown on drawings;2.3.2.5 Plants / equipment should be shown on drawings;2.3.2.6 Any alteration to the building's structure is prohibited.2.3.3 M & E InstallationMajor modification and / or alteration of the building services is notpermitted. Owners / tenants who intend to have minor alteration andadditional works to the building services must submit applications to theManagement Office with all plans and drawings concerned. Theapplication with plans will be vetted by the M & E Consultant. Noadditional or alteration works to the building services shall becommenced without prior approval of the Management Office.FITTING-OUT GUIDEIf you want to connect electrical cable to the building main switchroom control panel, prior application in specified form should becompleted and returned to the Management Office 3 days before theworks. During the decoration period, immediate application would notbe entertained. All the works has to execute after 23:00 hours. You areheld solely liable for any loss, damage and claim arising therefrom ifManagement Office's approval has not been obtained.2.3.4 Submission of Fitting-out Plans / DrawingsOwners / tenants can submit the plans / drawings to the ManagementOffice for approval. The following are the addresses:2.3.4.1 Shanghai New World Property Management Co., LtdHong Kong New World Tower Management Office: No.300Huai Hai Road (M), Floor, Shanghai..2.3.4.2 Owners / tenants can request a meeting with the ManagementOffice to discuss the proposed fitting-out word, if considerednecessary.2.3.5 Owners' / Tenants' Works by Developer’s Nominated Contractors Toensure safety to the public & proper functioning of the building servicessystem during owner's / tenants' fitting-out period as well as futureoperation, the following works must be done by Developer’s NominatedContractors at owner's / tenant's cost:2.3.5.1 Additional / Alteration Works on Air-conditioningInstallation (including fan reel, air-adjustment machine)no matter such works involves the owners’/tenants’ areaor common area must be done by the Developer’snominated contractors.2.3.5.2 Additional/Alteration Works on Water Supply andDrainage System no matter such works involve commonarea or the owners’/ tenants’ premises must be done bythe Developer’s nominated contractor..FITTING-OUT GUIDE2.3.5.3 Additional / Alteration Works on Fire Fighting Installation(including sprinklers, fire alarm.) The Developer’snominated contractor must be appointed to do all suchalteration / additional word no matter such worksinvolves common or owner's / tenant’s area.2.3.5.4 Alteration / Additional Work on CABD Installation. Suchwork no matter involve co mmon or owner’s/tenant’sarea must be done by the Developer’s nominatedcontractor .2.3.5.5 Alteration / Additional Works on the Building Structureno matter involve common or owner’s/tenant’s area mustbe done by the Developer’s nominated contractor.2.3.6 Decoration Garbage Removal Charge and Decoration DepositThe Management Office will designate a garbage collection stationfor disposal of garbage during the fitting-out period. Owners /tenants are requested to put all their decoration garbage at theaforesaid station. Details of dumping charge please refer toAppendix 7.1. The garbage removal charges include the expenseof transporting the garbage from collection station to the certaingarbage zone set up by the government Garbage removal charge &decoration deposit should reach the Management Office beforecommencement of work. In case of the debris dumping at thecommon area, additional garbage removal charge will be debutedfrom the decoration deposit (appendix 7.1).2.3.7 Temporary Electricity SupplyOwner / Tenants can directly send application to ask for temporaryelectricity supply by completing and returning the specified formfor approval. Owners/Tenants are requested to pay the temporaryelectricity supply charges (appendix 7.2) which will be deductedfrom decoration deposit. The fixing and lease of the temporaryelectricity must be done by the Developer’s nominated contractor.FITTING-OUT GUIDEThe applicants are responsible for all damages or consequencesManagement Office. Sufficient loading should be ensuredFITTING-OUT GUIDEbefore installation of any machines/plants.fighting department and quality control department hasapproved.PART 3FITTING-OUT RULESPART 3 FITTING-OUT RULESexpenses.3.6Fitting -out Activities to be Confined Inside PremisesAll the fitting-out works must be confined within the premises. All tools,PART 3 FITTING-OUT RULESmaterials are not allowed to be kept at the common area. Otherwise, theOffice and works should NOT be carried out until obtaining the approval,which indicate the time and the date of the commencement of the work.Before the commencement of the work, workers should obtain andPART 3 FITTING-OUT RULESas laid down by Management Office. from time to time.PART 4PART 4MANAGEMENT SERVICES4.1 Introduction of Management Serviceson the back of the cheque.4.3.3Management fee must be paid in advance on the first day of eachcalendar month.4.3.4Office receipt will be issued upon the payment credited to theBuilding AccountPART 5NOTES ON MOVING IN & HOUSE RULESPART 5 NOTES ON MOVING IN & HOUSE RULES5.2.4 Erection of AerialUnless with the written consent of the Management Office, noaerials shall be erected in or upon the building.NOTES ON MOVING IN & HOUSE RULESOffice Tower: Monday to Friday 08:00 to 18:00Saturday (Except public holidays) 08:00 to 13:00Sunday and Public Holiday NON-OPEN HOURSShopping Arcade: Daily 10:00 to 22:00Parking Lot Daily 24 HOURSPART 5NOTES ON MOVING IN & HOUSE RULES5.2.18 NuisanceOwners/ tenants should not cause or permit or suffer to bedone any noise, music , dirt, smell or waste water in or arising formthe use of their premises, which is or may be a nuisance or ofannoyance to the occupiers of other portion of the said building.NOTES ON MOVING IN & HOUSE RULESManagement Office thinks fit.PART 6FIRE EV ACUATIONPART 6FIRE EV ACUATION6.1 Fire Order for Displayfor all office staff in case of evacuation.6.1.2.4DO NOT USE LIFTS6.1.3How to Use the Hose Reel6.1.3.1Turn on the gate valve inside the Hose Reel Box in ananti-clockwise direction.6.1.3.2Draw the nozzle to the alarm point.PART 6 FIRE EV ACUATION6.1.3.3For discharge of water , turn the switch from the positioncounting all office staff in the event of evacuation.6.3 Warning System6.3.1Fire AlarmA fire alarm system comprising break glass units and alarm bells isinstalled on each floor. A central Fire control panel is located at thecontrol office. All fire alarm signals will be repeated in the ControlOffice.PART 6FIRE EV ACUATION6.3.2Additional Equipmentimmediately.6.4.9Do not allow cooking inside the premises.6.4.10Never" wedge" open exit doors leading to staircases, always makesure these doors are kept closed at all timesPART 7APPENDIXPART 7 APPENDIX*The Management Office reserves the right to revise the above charges for the time being.PART 7 APPENDIXPART 7APPENDIX。

综合管理制度手册英语范文

综合管理制度手册英语范文Comprehensive Management HandbookTable of Contents1. Introduction2. Organizational Structure3. General Policies and Procedures4. Human Resources Management5. Financial Management6. Operations Management7. Risk Management8. Information Technology Management9. Quality Management10. Communication and Collaboration11. Conclusion1. IntroductionWelcome to our Comprehensive Management Handbook! This handbook serves as a guide to the management system in our organization and aims to provide a clear understanding of our policies, procedures, and practices. It is designed to assist all employees in their daily operations and ensure consistency across the organization. This handbook should be used in conjunction with other relevant policies and guidelines.2. Organizational StructureOur organization follows a hierarchical structure, with clear lines of authority and responsibility. The top level consists of the boardof directors or executive management, followed by department heads and supervisors. Each department is responsible for a specific set of activities and is headed by a department head.3. General Policies and ProceduresThis section outlines the general policies and procedures that apply to all employees. It includes information on employee rights and responsibilities, code of conduct, dress code, working hours, attendance, and leave policies. It also covers performance evaluation, employee development, and disciplinary procedures.4. Human Resources ManagementThis section focuses on the management of human resources in our organization. It covers the recruitment process, including job descriptions, advertising, and candidate selection. It also explains the onboarding process for new hires, employee benefits, training and development programs, performance management, and employee engagement initiatives.5. Financial ManagementFinancial management is essential for the success of any organization. This section outlines the financial policies and procedures that ensure the effective and efficient use of resources. It covers budgeting, financial reporting, invoicing, expense reimbursement, and the use of company credit cards. It also includes policies on financial control, audits, and compliance with relevant laws and regulations.6. Operations ManagementOperations management involves the coordination and control of various activities within the organization. This section explains the procedures and guidelines for effective operations management. It covers inventory management, procurement procedures, vendor selection, production planning, and quality control measures. It also includes guidelines for facility management, asset management, and maintenance procedures.7. Risk ManagementRisk management is crucial for any organization to minimize potential risks and ensure business continuity. This section outlines the organization's approach to risk management and the procedures for identifying, assessing, and mitigating risks. It covers risk assessment, contingency planning, insurance coverage, and incident reporting. It also includes guidelines for workplace health and safety, emergency response, and disaster recovery.8. Information Technology ManagementInformation technology plays a vital role in organizations today. This section covers the management of information technology systems and resources. It includes policies on data security, access control, software licensing, and backup procedures. It also covers the use of company-provided technology equipment, email and internet usage, and guidelines for data protection and privacy.9. Quality ManagementQuality management is essential to deliver products and services that meet or exceed customer expectations. This section outlines the quality management system in our organization. It includes policies and procedures for quality assurance, quality control, and continuous improvement. It covers product and service specifications, quality metrics, customer feedback, and corrective action procedures.10. Communication and CollaborationEffective communication and collaboration are crucial for the smooth functioning of any organization. This section explains the communication channels and collaboration tools used in our organization. It includes guidelines for internal communication, team meetings, and decision-making processes. It also covers the use of social media, external communication guidelines, and guidelines for handling customer complaints and feedback.11. ConclusionThis Comprehensive Management Handbook provides a comprehensive overview of the management system in our organization. It covers various aspects of management, including organizational structure, general policies and procedures, human resources management, financial management, operations management, risk management, information technology management, quality management, and communication and collaboration. This handbook should be regularly updated toensure its relevance and effectiveness. By adhering to the policies and procedures outlined in this handbook, we can work together towards achieving our organizational goals and objectives.。

管理制度手册英语模板

Table of Contents1. Introduction2. Purpose of the Management System3. Scope of the Management System4. References5. Definitions and Acronyms6. Organization Structure7. Policies and Objectives8. Responsibilities and Authority9. Management System Framework9.1 Quality Policy9.2 Quality Objectives9.3 Management Responsibility9.4 Resources9.5 Planning9.6 Support9.7 Operation9.8 Performance Evaluation9.9 Improvement10. Quality Management System (QMS) Documentation11. Document Control12. Internal Audits13. Management Review14. Non-Conformity and Corrective Actions15. Continuous Improvement16. Appendices---1. IntroductionThis Management System Handbook (MSH) serves as a comprehensive guide to the organization’s management system. It outlines the policies, procedures, and practices that are in place to ensure the organization meets its quality objectives and complies with relevant standards and regulations.2. Purpose of the Management SystemThe purpose of the management system is to provide a framework for the organization to effectively manage its operations, enhance customer satisfaction, and continuously improve its performance. It ensures that the organization operates in a systematic and controlled manner,aligning with its strategic goals.3. Scope of the Management SystemThe management system applies to all activities of the organization, including design, development, production, marketing, sales, and service. It covers all products and services offered by the organization and is applicable to all personnel.4. ReferencesThis section includes references to all relevant documents, standards, and regulations that form the basis of the management system, such as ISO 9001:2015, ISO 14001:2015, and other applicable standards.5. Definitions and AcronymsThis section defines terms and abbreviations used throughout the handbook to ensure clarity and consistency.6. Organization StructureA diagram of the organization’s structure is provided, including the roles and responsibilities of key personnel involved in the management system.7. Policies and ObjectivesThe organization’s quality policy and objectives are outlined, reflecting its commitment to continuous improvement, customer satisfaction, and compliance with applicable standards.8. Responsibilities and AuthorityThis section defines the responsibilities and authorities of all personnel within the organization, ensuring clear lines ofaccountability and decision-making.9. Management System FrameworkThe management system framework is presented, including the following components:9.1 Quality Policy: A statement of the organization’s commitment to quality, as approved by top management.9.2 Quality Objectives: Specific, measurable goals that support the quality policy and are periodically reviewed and updated.9.3 Management Responsibility: The roles and responsibilities of top management in ensuring the effectiveness of the management system.9.4 Resources: The necessary human, financial, and physical resources required to implement and maintain the management system.9.5 Planning: The process of establishing objectives and planning the necessary actions to achieve them.9.6 Support: The activities necessary to ensure the availability of resources and the competence of personnel.9.7 Operation: The processes that transform inputs into outputs, including production, service delivery, and support activities.9.8 Performance Evaluation: The systematic monitoring and measurement of the management system’s performance against objectives and targets.9.9 Improvement: The activities and processes aimed at enhancing the effectiveness of the management system.10. Quality Management System (QMS) DocumentationThis section describes the documentation required to support the management system, including procedures, work instructions, records。

(完整版)管理学—应用词汇中英文对照表

管理学词汇中英文对照Accou ntability 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 综合计戈UAlter native courses of acti on 可供选择的行动Artifacts人工环境Assessme nt cen ter 评价中心Assets资产Attitudes 态度Authority 职权Aut onomy 自治Bala nee sheet资产负债表BCG matrix波士顿咨询集团矩阵Behavior modificati on 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Boun ded rati on ality 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Bus in ess ethics 商业道德Busi ness portfolio matrix 商业资产组合矩阵Busi ness strategy 商业策略Cash cows金钱牛Chain of comma nd 指挥链Changing 变革Charismatic authority 魅力权威模式Classical perspective 古典管理理论Closed system圭寸闭系统Code of ethics伦理规范Coercive power 强制力Cohesive ness 凝聚力Communication 沟通Communi cati on n etwork 沟通网Compensation 报酬Competitive advantage 竞争优势Computer-aided software engin eeri ng (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Con ti ngency pla nning 随即计戈U Continuous schedule of reinforcement 连续性奖励Con ti nu ous-flow product ion 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Curre nt 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 com muni cati on 下行沟通Dynamic network 动态网络Econo mic feasibility 经济可行性Effectiveness 效果Efficiency 效率Electro nic data in tercha nge (EDI) EDI 电子数据交换Electronic funds transfer (EFT)电子资金转换Electro nic mail (e-mail)电子邮件Employee assistanee 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 n eeds 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Exter nal com muni cati on 夕卜部环境External customer 外部顾客External forces夕卜部力量Extinction 废止Feedback 反馈Feedback 反馈Feedback 反馈Feedback (corrective) control 反馈校正控制Feedback con trols 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-positi on 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Gen eral environment —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Huma n resource in formatio n systems (HRISs) 人力资源信息系统Huma n resource man ageme nt 人力资源管理Human resource planning 人力资源计戈U 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hypercha nge极度改变In come stateme nt 损益表In formal groups 非正式群体Information 信息In formatio n overload 信息过量Information power 信息权力In formati on tech no logy 信息技术In formati onal roles 信息角色In puts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In terdepe ndence 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 desig n工作设计Job enl argeme nt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Lan guage systems and metaphors 语言习惯Lateral com muni cati on 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 法定权禾ULiabilities 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 decisi on making 局域网Lon g-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Man ageme nt by objectives (MBO) 目标管理责任制Man ageme nt in formatio n system (MIS) 信息管理系统Man agers 经理Master product ion 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Motivatio n 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Nomi nal group tech nique (NGT) 名义群体技术Non programmed decisi on 非程序化决策Non verbal com mun icati ona 非语言沟通Norms标准;规范;典范;限额Objectives 目标Objectives fun ctio n 目标函数Ope n system开放系统Operatio nal feasibility 造作可行性Operational plan 作业计划Operational planing作业计划职能Opportunity 机遇Oral com muni cati on 口头交流Organic (cla n) con trol 有机控制Organic system 有机系统organization组织安排Organizational change 组织变革Organi zati onal con trol 组织控制Organizational culture 组织文化Organizational design 住址决策Orga nizatio nal developme nt (OD) 组织发展Orga ni zatio nal 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;结算表咸果表Payoffs发工资Performanee appraisal 绩效考评Personality 性格PERT(program Evaluati on 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 in terdepe ndence 共有相互依存Positive reinforcement 正强化Power权利Problem 问题Procedures 程序Process con sultati on 过程咨询Process layout工艺式布置Product divisio nal 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 product ion system 工程生产系统Projects 项目Protected class 受保护一类Punishment 惩罚Quality assura nee 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Rati on al-ec ono mic decisi on model 理性经济决策模型Ratio nal-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Relati on ship orie ntati on 关系导向Relationship-orientation roles 关系导向角色Relative market share 相关市场份额Repetitive, assembly-l ine, or mass-product ion 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-mo nitori ng 自我控制Self-oriented roles自我取向角色Seque ntial in terdepe ndence 顺序式互赖Sexual harassme nt 性骚扰Sin gle-use pla ns —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 pla ns 长设计戈UStars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 developme nt life cycle (SDLC) 发展周期系统Tan gible 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 significanee 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Term in al 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 全面质里官理Total quality management (TQM) TQM 全面质里官理Traditio nal authority 传统权威模式Training 培训Trait approach 特征途径Transaction al 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Un ity of comma nd 统一指挥Upward com muni cati on 上行沟通Utility 即proach 功利主义观Vale nee 效价Validity 效度Values价值Variable-ratio schedule 变动比率增时制Varianee reporting 视频会议Videoconferencing 视频会议Vigilanee 警戒Whistleblower 揭发Wide-area network (WAN) 局域网Writte n com mun icatio n 笔头交流。

国际酒店管理制度(中英文)

作为集团一员，您有机会不受区域限制到世界各地工作在您的努力之下，我们这个年轻、充满省略并且迅速发展的集团一定能成为世界顶尖的酒店集团之一。 Once again, welcome and if there is anything I can do to meet both yours and the guests’ expectations ,please do let me know. 再一次欢迎您的加入，请告诉我一切可以达到客人和您的期望的建议。 Kind regards, 衷心的祝福 Maximilian Lennkh 林柯 Area General Manager 区域总经理 BANYAN TREE LIJIANG MISSION STATEMENT 丽江悦榕酒店集团的宗旨 We are going to be the best hotel of Yunnan province and one of the best hotels in China. With our knowledge and dedication we are going to achieve this simple goal. 我们要成为云南省和全中国最好的酒店之一。我们坚信，凭借我们的专业技能和敬业精神，要达到这个目标并不困难。 PART1 第一节 BRIEF INTRODUCTION TO BANYAN TREE 悦榕集团简介 BRIEF INTRODUCTION TO BANYAN TREE 悦榕集团简介 History of Banyan Tree 悦榕集团的历史 For over a millennium, from medieval-traders to sixteenth-European-adventurers, 盛世千年之后，根据十六世纪欧洲探险者的记载，锡被用在普吉（泰国）的主要工业上。十九世纪后期，大部分的中国移民使用了锡的工业技术。他们在海边和地面大量开采锡矿最终导致土壤本侵蚀破坏。这个被侵蚀的地方被称为班陶湾，也就是现在的变吉岛。最初的创意来源尽管第一次使用悦榕集团的名称是在 1995 年底，但早在下年前即 1985 年，华昌集团董事长 HO KWON PING 先生就在泰国变吉岛购买了 1000 贡亩荒弃的锡矿基地。当时班陶湾被严重侵蚀，情况相当恶劣，甚至联合国都在 1977 年正式宣布放弃了在那里的发展计划。泰国旅游局对这个地方的调研也得出了同样的结论，但是他们希望尽一切可能保护当地的自然资源。当地的土质已经完全不适合任何蔬果的种植。班陶湾被认定一片充满坑洼和荒地，不能进行任何开发的土地。 HO 先生的构想是开发这块被曾被除数联合国于 1977 年定性为“无可救药”的废土，并将其创建为亚洲第一个综合度假胜地。当所有的专家都认为这里的海湾已经被化学物质污染，没有鱼类可能生存；这里的土地极度贫瘠、甚至寸草不生的时候，HO KWON PING 先生以独特的视角发现了这块土地的发展潜力。今天，普吉岛已经成为亚洲第一个联合度假村和泰国最负盛名的旅游胜地。综合高级住所和动力与休闲设施的选择，客人可以住在度假酒店里集吃、住、行、游于一体。这种独特的联合理念包括：度假酒店之间陆上和海湾的免费交通、及享受普吉岛上超过 25 家餐厅和酒吧的特别优惠。 Laguna Phuket includes five luxury hotels namely, Laguna Club, Dusit Laguna, Sheraton Grande Laguna Beach ,the Allamanda Laguna Phuket suites hotel ,and Banyan Tree Phuket Hotel Golf Club and Spa . In addition there is, Quest Laguna Phuket Adventure and Canal Village, a shopping and entertainment complex . 普吉岛上有五家高级酒店，他们的名称是：Laguna Beach Club ,Dusit Laguna ,Shetaton

《管理英语教程》翻译

第一部分基础第一单元管理与管理者Ⅰ管理的定义管理是指这样一种过程：通过与他人协作，有效地做好正确的事。

这里的“过程”指管理者履行的基础管理职能。

效率指正确地完成任务，同时也指投入与产出之间的关系。

例如，在给定投入的情况下，更高的产出就意味着效率得到了提高。

由于可供管理者们投入的都是稀缺资源，他们就必须考虑如何高效率地利用这些资源。

因此，管理者们要考虑的问题是如何将所投入的资源成本最小化。

尽管效率很重要，但仅仅顾及到效率还不够。

管理者还必须考虑效果的问题。

效果是指作正确的事。

在一个组织中，效果即指达成组织目标。

虽然效率与效果是两个不同的术语，但它们却相互联系。

例如，如果忽略效率则更容易做到有效果。

举例来说，一些政府部门常常受到批评的原因是他们的工作效果良好，但效率极其低下。

换言之，这些政府部门达成了工作目标，但为此所投入的成本过高。

那么一个组织是否会只有效率而无效果可言呢？例如，高效率地完成错误的任务。

因此，称职的管理者会同时考虑达成目标与尽可能高地提高效率。

Ⅱ管理的基本职能管理有四大基本职能：计划、组织、领导和控制。

我们常常将每个过程看成是独立的任务，但管理者必须能够同时执行这四大职能，并且认识到这四大职能会相互影响。

计划包括确定组织目标，规划整体战略，进一步制定可以整合与协调各种活动的具体计划。

制定目标可以使事情重点突出，并且使组织成员的注意力集中在最重要的问题上。

组织包括决定要完成的任务，由谁来做，任务如何分组，下级向谁报告以及在组织的哪个层级做出决策。

领导包括激励雇员，指导员工活动，组建最有效的沟通渠道，化解雇员之间的矛盾。

管理职能的第四项是控制。

在确定目标，制订计划，理清工作安排之后，仍然会有一些事情出现差错。

为了保证所有的行动都能按照计划进行，管理者必须监督组织的绩效表现。

必须要把组织的实际表现与所做出的计划相对比，如果两者之间出现明显的背离，管理者就有责任将组织活动纠正到正确的轨道上来。