管理学知识(全英文版的)
管理学原理题库(英文)
Chapter 1 – Introduction to Management and OrganizationsTrue/False QuestionsThe four contemporary functions of management are planning, organizing, leading, and controlling.True (easy)Effectiveness refers to the relationship between inputs and outputs.False (moderate)Efficiency is often referred to as "doing things right."True (moderate)When managers meet organizational goals, they are efficient and effective.False (difficult)According to Mintzberg’s management roles, the informational role involves receiving, collecting, and disseminating information.True (moderate)Technical skills become less important as a manager moves into higher levels of management.True (moderate)The systems perspective underscores and emphasizes the fact that organizations are different, face different circumstances, and thus may require different ways of managing.False (moderate)Multiple Choice_____________ are organizational members who integrate and coordinate the work of others.a. Managers (easy)b. Team leadersc. Subordinatesd. Operativese. AgentsTypically, in organizations it is the _____________ who are responsible for making organizational decisions and setting policies and strategies that affect all aspects of the organization.a. team leadersb. middle managersc. first-line managersd. top managers (easy)e. subordinates_____________ distinguishes a managerial position from a nonmanagerial one.a. Manipulating othersb. Concern for the lawc. Increasing efficiencyd. Coordinating and integrating others' work (moderate)e. Defining market shareWhich of the following is NOT an example of a decisional role according to Mintzberg?a.spokesperson (moderate)b.entrepreneurc.disturbance handlerd.resource allocatore.negotiatorWhich of the following skills are more important at lower levels of management since these managers are dealing directly with employees doing the organization’s work?a.human skillsb.technical skills (easy)c.conceptual skillsd.empirical skillsUnderstanding building codes would be considered a _____________ skill for a building contractor.a. humanb. technical (easy)c. conceptuald. empiricale. functionalWhich of the following phrases is best associated with managerial conceptual skills?a. decision-making (easy)b. communicating with customersc. motivating subordinatesd. product knowledgee. technical skillsAccording to the text, _____________ are not influenced by and do not interact with their environment.a.open systemsb.closed systems (easy)c.flextime systemsd.reverse systemse.forward systemsThe _____________ view of a manager's job implies that decisions and actions taken in one organizational area will impact other areas.a. systems (moderate)b. contingencyc. conceptuald. functionale. environmentalWhich of the following best describes the concept that management is needed in all types and sizes of organizations,at all organizational levels and in all organizational work areas, and in all organizations, no matter what country they’re located in?a.the partiality of managementb.the segmentation of managementc.the universality of management (moderate)d.the cultures of managementScenarios and QuestionsThe Busy Day (Scenario)Don Eskew, plant manager at Control Systems, Inc., sighed as he sipped his first cup of coffee at 5 a.m. and read his agenda for the day. He is giving two company tours in the morning; the first to a newspaper reporter who is writing a story on the new plant expansion and has several questions, and the second to a group of Control Systems, Inc., managers from the east coast. He then has a meeting with unit manager, Phil Johnson, to discuss Phil's recent drop in performance (a task he always hates). Next, he is spending a couple of hours reviewing the trade journals he receives from his high-tech association and writing up a brief synopsis for his presentation next week to the Division President. Finally, in late afternoon, he will be reviewing the new equipment malfunction and deciding whether to bring in extra people to get the equipment running as soon as possible. Whew! Just another day in the glamorous life of a manager. Together, all of these behaviors performed by Don during his busy day correspond to the management roles discovered in the late 1960s by which of the following management scientists?a. Herzbergb. Skinnerc. Mintzberg (easy)d. Fayole. MaslowWhen Don was meeting with Phil to discuss his performance concerns, he was operating in which management role?a. leader (difficult)b. figureheadc. monitord. disturbance handlere. spokesperson114. What role was Don performing when he gave the plant tour to the newspaper reporter?a. monitorb. figureheadc. disseminatord. spokesperson (difficult)e. resource allocator115. When Don was reviewing the new equipment malfunction, what management role was he playing when deciding whether to bring in extra people?a. monitorb. disseminatorc. resource allocator (moderate)d. disturbance handlere. figureheadEssay QuestionsIn a short essay, discuss the difference between efficiency and effectiveness and include a specific example to support each concept.Answera.Efficiency refers to getting the most output from the least amount of inputs. Because managers deal withscarce inputs—including resources such as people, money, and equipment—they are concerned with theefficient use of resources. For instance, at the Beiersdorf Inc. factory in Cincinnati, where employees makebody braces and supports, canes, walkers, crutches, and other medical assistance products, efficient manufacturing techniques were implemented by doing things such as cutting inventory levels, decreasingthe amount of time to manufacture products, and lowering product reject rates. From this perspective,that is, not wasting resources.efficiency is often referred to a s “doing things right”—that is, those work activities that will help theb.Effectiveness is often described as “doing the right things”—organization reach its goals. For instance, at the Biersdorf factory, goals included open communication between managers and employees, and cutting costs. Through various work programs, these goals werepursued and achieved. Whereas efficiency is concerned with the means of getting things done, effectiveness is concerned with the ends, or attainment of organizational goals.(moderate)In a short essay, list and explain the four basic functions of management.Answera.Planning –involves the process of defining goals, establishing strategies for achieving those goals, anddeveloping plans to integrate and coordinate activities.anizing – involves the process of determining what tasks are to be done, who is to do them, how thetasks are to be grouped, who reports to whom, and where decisions are to be made.c.Leading – when managers motivate subordinates, influence individuals or teams as they work, select themost effective communication channel, or deal in any way with employee behavior issues, they are leading.d.Controlling – to ensure that work is going as it should, managers must monitor and evaluate performance.The process of monitoring, comparing, and correcting is what is meant by the controlling function.(moderate)In a short essay, list and discuss the three essential skills according to Katz that managers need to perform the duties and activities associated with being a manager.Answera.Technical skills – include knowledge of an proficiency in a certain specialized field, such as engineering,computers, accounting, or manufacturing. These skills are more important at lower levels of management since these managers are dealing directly with employees doing the organizationb.Human skills –involve the ability to work well with other people both individually and in a group.Managers with good human skills are able to get the best out of their people. They know how to communicate, motivate, lead, and inspire enthusiasm and trust. These skills are equally important at alllevels of management.c.Conceptual skills – these are the skill that managers must have to think and to conceptualize about abstractand complex situations. Using these skills, managers must be able to see the organization as a whole, understand the relationships among various subunits, and visualize how the organization fits into its broaderenvironment. These skills are most important at the top management levels.(moderate)Chapter 2 – Management Yesterday and TodayTrue/FalseAccording to Adam Smith, division of labor was an important concept.True (easy)In the Industrial Revolution, machine power began substituting for human power.True (easy)“Principles of Scientific Management” was written by Frederick Taylor.True (moderate)Frank Gilbreth’s best-known contribution to scientific management concerned selecting the best worker.False (moderate)。
Motivation管理学英文版
马斯洛认为：
只 有当低层次的需求已经得到满足时，高层次的需求才会对人产生激励；需 求是一个人努力争取现实的愿望；已经满足的需求不再起促进作用，不 再是激励的因素，一种需求得到满足，另一种需求就会取而代之。
马斯洛需求层次综合评价
马斯洛的需求层次理论：在一定程度上反映了人类行为和心理活动的共 同规律。马斯洛从人的需要出发探索人的激励和研究人的行为，抓住 了问题的关键；马斯洛指出了人的需要是由低级向高级不断发展的， 这一趋势基本上符合需要发展规律的。因此，需要层次理论对企业管 理者如何有效的调动人的积极性有启发作用。 同时，其理论也衍生了以人为本的管理。在60年代的美国，管理大师杜 拉克，麦格来高等都将注意力集中于工业化的工作场地时，马里洛却 意识到人本管理的重要性，其是相当难能可贵。
Two-Factor Theory. Ⅰ Hygiene Factor Factors that involve the presence or absence of job dissatisfiers , including working conditions, pay, company policies, and interpersonal relationships. Ⅱ Motivators Factors that influence job satisfaction based on fulfillment of high-level needs such as achievement, recognition, responsibility, and opportunity for growth.
→生理需求:包括维持生活和繁衍后代所必需 的各种物质上的需求，如衣食住行和性欲 等。这些是人类最基本的，也是最推动力 最强的需求，在这一级需求没有得到满足 前，更高级需求就不会发挥作用。
《管理学原理》notes(中英文对照版)
UNDERSTANDING CANADIAN BUSINESSCHAPTER # 1 noteschater1MANAGING WITHIN THE DYNAMIC BUSINESS ENVIRONMENT动态商业环境下的管理Business and Entrepreneurship: Revenues, Profits, and Losses 事业和企业家能力:收益，利益和损失Business: Any activity that seeks to provide goods and services to others while operating at a profit.事业：寻求当在一笔利润操作时向其他人提供货物和服务的任何活动。
Profit: The amount a business earns beyond what it spends for salaries and other expenses.利益:一种商业在它为了薪金和其他话费所话费的以外赚的量Entrepreneur: A person who risks time and money to start and manage a business.企业家能力:冒险用时间和金钱开始和管理一种商业的一个人Revenue: The total amount of money a business takes in during a given period by selling goods and services. 收益:一种商业在一段特定的时间期间通过出售商品和服务获得的金钱Loss: When a business’s expenses are more then its revenue.失去：当一种商业的花费超过其收益时Risk: The chance an entrepreneur takes of losing time and money on a business that may not prove profitable.风险：一个企业家浪费了时间和金钱在事业上,却无利可图的机会Responding to the Various Business Stakeholders对各种各样的傻瓜也既得利益者作出反应Stakeholder:All the people who stand to gain or lose by the policies andactivities of a business.财产保管人：他通过政策和一种商业活动赢得或者失去的所有人- Investors; invest in the business投资者：在商业中的投资- Financial Institutions; lend money to the business 金融的社会公共机构:借钱给企业- Supplier; sell to the business供应商：向企业卖物品- Customers; buy goods and services from the business 消费者：从企业中购买商品和服务- Government; gets taxes from the business 政府：从企业中收税- Employees; get jobs from the business受雇者：从企业中得到工作- Dealers; buy and sell for the business经销商：为企业进行交易买卖- Environmentalists; protest the businesses pollution habits环境保护主义者：抗议商业污染习惯- Surrounding Community; get many positives and negatives from the business 周围的社区：从商业之中得到很多积极的和消极的影响Outsourcing: Assigning various functions, such as accounting, production, security, maintenance, and legal work, to outside organizations.外包:委托给外部单位的业务有很多,像审计,产品,安全,维护保养和政法工作.There is a major trend toward outsourcing in North Americanbusiness in an effort to cut costs and become more competitive. Much production has moved off shore, and many management functions are now sub contracted to external sources such as consulting firms.在北美的外包业务有一个大致的发展趋势:就是努力缩减成本提高竞争力.很多的产品现在已经转移到了沿海地区,许多管理职能现在订约与外部资源像咨询公司.Using Business Principles in Non-profit Organization非营利组织的商业原则的应用Non- profit Organization: An organization whose goals do not include making a personal profit for its owners or organization. 无利益组织：其目标不包括为其所有者或者组织赚取一笔个人的利润的一个组织。
大一管理学知识点英文
大一管理学知识点英文Management Knowledge Points in Freshman YearIntroduction:In the first year of college, students majoring in management are introduced to various fundamental concepts and principles in the field. These knowledge points form the foundation for future studies and provide a broad understanding of management principles and practices. This article aims to highlight some key management concepts that are typically covered in a freshman year management curriculum.1. Organizational Behavior:Organizational behavior is the study of how individuals and groups behave within an organization. It explores topics such as motivation, leadership, communication, and decision-making. By understanding human behavior in the workplace, managers can create a more productive and positive organizational culture.2. Principles of Marketing:Marketing principles focus on the process of creating, communicating, delivering, and exchanging value offerings to target customers. Students learn about market research, consumer behavior,product development, pricing strategies, and promotional activities. These concepts aid in understanding market dynamics and developing effective marketing strategies.3. Financial Accounting:Financial accounting is an essential aspect of management. Students learn how to prepare financial statements, analyze financial data, and interpret financial reports. This knowledge allows managers to make informed decisions, evaluate organizational performance, and communicate effectively with stakeholders.4. Microeconomics:Microeconomics deals with the analysis of individual economic agents such as consumers, firms, and markets. Students study concepts like supply and demand, market equilibrium, production, costs, and market structures. This helps managers understand how price and quantity decisions are made and how market forces impact business operations.5. Business Communication:Effective communication is crucial within any organization. Students learn how to communicate professionally through variouschannels such as oral presentations, written reports, and interpersonal interactions. Emphasis is placed on improving communication skills, including active listening, clarity, and persuasion.6. Operations Management:Operations management focuses on the design, planning, and control of production processes and operations within an organization. Students learn about supply chain management, quality control, capacity planning, and inventory management. This knowledge ensures efficient utilization of resources and enhanced productivity.7. Business Ethics:Ethics play a vital role in management decision-making. Students explore ethical theories and principles, analyze ethical dilemmas, and learn how to make ethical choices in business contexts. Understanding business ethics is essential for building trust, maintaining reputation, and making responsible managerial decisions.8. Strategic Management:Strategic management involves formulating and implementing long-term goals and initiatives to achieve organizational objectives. Students learn how to analyze the external environment, assess internalcapabilities, and develop strategic plans. This knowledge enables managers to anticipate future challenges, adapt to changes, and seize opportunities.Conclusion:The knowledge points discussed above provide a solid foundation for students pursuing a management degree in their freshman year. These concepts encompass various aspects of management, including organizational behavior, marketing, accounting, economics, communication, operations, ethics, and strategic planning. Mastering these knowledge points in the early stage of education will prepare students for advanced courses and future managerial roles.。
管理学词汇中英文对照
管理学词汇中英文对照Accountability 责任感Achievement-oriented leadership 成就取向型领导Activity ratio 活动比率Adaptive organization (horizontal corporation) 自适应组织Administrative management 行政管理Affiliation needs 归属的需要Aggregate planning 综合计划Alternative courses of action 可供选择的行动Artifacts 人工环境Assessment center 评价中心Assets 资产Attitudes 态度Authority 职权Autonomy 自治Balance sheet 资产负债表BCG matrix 波士顿咨询集团矩阵Behavior modification 行为修正Behavioral approach 行为法Behavioral decision model 行为决策模型Boundary-spanning roles 跨界角色Bounded rationality 有限理性Brainstorming 头脑风暴法Breakeven analysis 头脑风暴法Budgets 预算Bureaucratic control 官僚控制Bureaucratic management 官僚管理Business ethics 商业道德Business portfolio matrix 商业资产组合矩阵Business strategy 商业策略Cash cows 金钱牛Chain of command 指挥链Changing 变革Charismatic authority 魅力权威模式Classical perspective 古典管理理论Closed system 封闭系统Code of ethics 伦理规范Coercive power 强制力Cohesiveness 凝聚力Communication 沟通Communication network 沟通网Compensation 报酬Competitive advantage 竞争优势Computer-aided software engineering (CASE) 计算机辅助设计Conceptual skill 概念能力Concurrent control 并行控制Constraints 强制，约束Contingency approaches 随即制宜法Contingency perspective 权变观Contingency planning 随即计划Continuous schedule of reinforcement 连续性奖励Continuous-flow production system 连续生产系统controlling 控制职能Controls 控制Corporate social responsibility 公司社会责任Corporate strategy 公司战略Cost leadership strategy 成本领先战略Current assets 流动资产Current liabilities 流动负债Customer divisional structure 消费者多样化结构Data 数据Debt ratios 负债比率Decision making 决策Decision support system (DSS) 决策制定系统Decision tree 决策树(体系)Decision varialbes 决策变量decisional roles 决策角色Decoding 解码Delegation 授权Delphi technique 魔鬼提倡法Devil's advocacy 唱反调的人Dialectical inquiry 辩证探求法Differention strategy 差异化战略Directive leadership 指示领导Diversity 多样化Divisional structure 部门是结构Dogs 瘦狗Downward communication 下行沟通Dynamic network 动态网络Economic feasibility 经济可行性Effectiveness 效果Efficiency 效率Electronic data interchange (EDI) EDI电子数据交换Electronic funds transfer (EFT) 电子资金转换Electronic mail (e-mail) 电子邮件Employee assistance programs (EAPs) 员工辅助项目顾问Employee-centered work redesign 员工工作再设计Employment test 就业测试Empowering employees 职工授权Encoding 编码End users 终极用户Entropy 衰退趋势Escalation of commitment 递增效忠Esteem needs 尊重的需要Ethical behavior 道德表现Ethical dilemma 伦理困境Ethics 伦理Expectancy 期望Expected monetary value (EMV) 预期货币价值Expected value 预期价值Expert power 专家权力Expert system 专家系统External communication 外部环境External customer 外部顾客External forces 外部力量Extinction 废止Feedback 反馈Feedback 反馈Feedback 反馈Feedback (corrective) control 反馈校正控制Feedback controls 反馈控制Feedforward (preventive) control 前馈预防控制Feedforward controls 前馈控制Fixed assets 固定资产Fixed-interval schedule 定时给奖Fixed-position layout 定位式布置Fixed-ratio schedule 定比给奖Focus strategy 集中战略Force-field analysis 立场分析Formal groups 正式群体Functional manager 职能管理者Functional strategy 职能管理者Functional structure 职能式战略GE matrix 职能式结构General environment 一般环境General manager 总经理Generic strategies 一般性策略Geographic divisional structure 全球多样化战略Global strategy 全球化战略Goal setting 目标结构Goals 目标Grand strategy 主战略Grapevine 藤状网络式沟通Group 群体Groupthink 群体思想Groupware 群件Halo-and-horn effect 月晕效应Hawthorne effect 关注作用Human resource information systems (HRISs) 人力资源信息系统Human resource management 人力资源管理Human resource planning 人力资源计划Human rights approach 人权方法Human skills 人工技巧Hybrid layout 混合式布置Hygiene factors 保健因素hyperchange 极度改变Income statement 损益表Informal groups 非正式群体Information 信息Information overload 信息过量Information power 信息权力Information technology 信息技术Informational roles 信息角色Inputs 投入Instrumental values 工具价值Instrumentality 媒介;工具;手段Intangible costs 无形成本Integrating mechanisms 结合机制Interdependence 互相依赖Internal customer 内部顾客Internal forces 内力Internal network 内部网络Interpersonal roles 人际交往能力Intuition 直觉Jargon 行话Job analysis 工作分析;工种分析Job depth 工作深度Job description 工作说明Job description 工作说明Job design 工作设计Job enlargement 工作扩大化Job enrichment 工作丰富化Job rotation 岗位轮换Job satisfaction 工作满意Job scope 工作丰富化Job specifications 工作规范;操作规程Job-shop production system 职务专业化Justice approach 公正合理观Just-in-time (JIT) inventory management 及时存货系统Labor-management relations 劳工管理关系Language systems and metaphors 语言习惯Lateral communication 横向沟通Law of effect 效应法则Law of requisite variety 必要多样性定律Leadership 领导Leadership substitutes 领导替代leading 领导Least preferred coworker (LPC)scale 最不喜欢的同事Legitimate power 法定权利Liabilities 负债Line personnel 线形人事管理Liquidity ratios 流动率Local-area network (LAN) 局域网Locus of control 控制点Locus of decision making 局域网Long-term liabilities 长期债务Machiavellian personality 马基雅弗利人格理论Management 管理Management by exception 例外管理Management by objectives (MBO) 目标管理责任制Management information system (MIS) 信息管理系统Managers 经理Master production schedule 主生产排程Matket growth rate 市场增长率Matrix structure 矩阵结构Mechanistic systems 机械式组织Medium 载体Messages 消息Motivation 激励Motivator factors 激励因素Multidomestic strategy 多元化策略Myths 虚构的故事Need for achievement 成就需要Negative reinforcement 消极强化Network structure 网络结构Noise 噪声Nominal group technique (NGT) 名义群体技术Nonprogrammed decision 非程序化决策Nonverbal communicationa 非语言沟通Norms 标准;规范;典范;限额Objectives 目标Objectives function 目标函数Open system 开放系统Operational feasibility 造作可行性Operational plan 作业计划Operational planing 作业计划职能Opportunity 机遇Oral communication 口头交流Organic (clan) control 有机控制Organic system 有机系统organization 组织安排Organizational change 组织变革Organizational control 组织控制Organizational culture 组织文化Organizational design 住址决策Organizational development (OD) 组织发展Organizational feasibility 组织可行性Organizational mission 组织使命Organizational structure 组织结构Organizing 组织Orientation 定位Outputs 产出Owner's equity 所有者权益Partial schedule of reinforcement 间断性奖励Participative leadership 参与型领导Participative management 参与管理Path-goal model 途径-目标模型Payoff table 决定(因素)表;结算表;成果表Payoffs 发工资Performance appraisal 绩效考评Personality 性格PERT(program Evaluation and review technique) 计划审评技术Physiological needs 生理的需要Plan 计划planning 计划,部署Policies 政策Pooled interdependence 共有相互依存Positive reinforcement 正强化Power 权利Problem 问题Procedures 程序Process consultation 过程咨询Process layout 工艺式布置Product divisional structure 生产部门式结构Product layout 产品式布置Productivity 生产力Profitability ratios 收益比率Programmed decision 程序化决策Programs 规划Project production system 工程生产系统Projects 项目Protected class 受保护一类Punishment 惩罚Quality assurance 质量保证Quality circle QC小组Quality control 质量管理;质量控制Quality management 质量管理Question marks 问号Rational-economic decision model 理性经济决策模型Rational-legal authority 法理权威模式Reciprocal interdependence 交互性的互赖性Recruitment 招聘Reengineering 工程再造Referent power 指示权力Refreezing 再冻结阶段Relationship orientation 关系导向Relationship-orientation roles 关系导向角色Relative market share 相关市场份额Repetitive, assembly-line, or mass-production system 重复性、流水线、大量生产系统Responsibility 职责Restraining forces 阻力Reward power 奖励权力Rites 仪式Robotics 机器人技术Roles 任务，角色Rules 规则Satisficing 满意性Scalar principle 等级原则Schedules of reinforcement 强化时间表Scientific management 科学管理Security needs 安全的需要Selection 选拔Selective perception 选择性理解Self-actualization needs 自我实现需要Self-esteem 自尊Self-management teams 自我管理小组Self-management teams 自我管理小组Self-monitoring 自我控制Self-oriented roles 自我取向角色Sequential interdependence 顺序式互赖Sexual harassment 性骚扰Single-use plans 一次性计划Skill vareity 多种技能SLT model 情境领导模型Social context 社会关联性Span of control 控制幅度，管理幅度Special-purpose team 特殊目标小组Stable environment 环境稳定Stable network 稳固网络Staff personnel 员工人事管理Staffing 人员雇佣；职工配备Stakeholders 利益相关者Standing plans 长设计划Stars 明星States of nature 自然状态Stereotyping 典型化Stories 事迹Strategic analysis 战略分析Strategic control 战略控制Strategic decision-making matrix 战略决策矩阵Strategic goals 战略目标Strategic plan 战略计划Strategic plan 战略计划Strategic planning 战略计划职能Strategic planning 战略计划职能Strategy formulation 战略制定Strategy Implementation 战略实施Supportive leadership 支持型领导Survey feedback 调查反馈Synergy 共同作用Systems analysis 系统分析Systems development life cycle (SDLC) 发展周期系统Tangible costs 可收回成本Task environment 任务环境Task identity 任务说明Task orientation 任务导向型Task significance 任务重要性Task-oriented roles 任务导向型角色Team building 团队建设Technical feasibility 技术可行性Technical skills 技术技能Telecommuting 远程办公Terminal values 终极价值Theory X (管理)X理论Theory Y (管理)Y理论Theory Z (管理)Z理论Total quality management (TQM) TQM全面质量管理Total quality management (TQM) TQM全面质量管理Traditional authority 传统权威模式Training 培训Trait approach 特征途径Transactional leadership 执行性领导Transformation process 变革过程Turbulent environments 动荡环境Type A orientation A型意向者Type B orientation B型意向者Unfreezing 解冻Unity of command 统一指挥Upward communication 上行沟通Utility approach 功利主义观Valence 效价Validity 效度Values 价值Variable-ratio schedule 变动比率增时制Variance reporting 视频会议Videoconferencing 视频会议Vigilance 警戒Whistleblower 揭发Wide-area network (WAN) 局域网Written communication 笔头交流。
《管理学原理》考试题库(英文版)
Chapter 1 – Introduction to Management and OrganizationsTrue/False QuestionsThe four contemporary functions of management are planning, organizing, leading, and controlling.True (easy)Effectiveness refers to the relationship between inputs and outputs.False (moderate)Efficiency is often referred to as "doing things right."True (moderate)When managers meet organizational goals, they are efficient and effective.False (difficult)According to Mintzberg’s management roles, the informational role involves receiving, collecting, and disseminating information.True (moderate)Technical skills become less important as a manager moves into higher levels of management.True (moderate)The systems perspective underscores and emphasizes the fact that organizations are different, face different circumstances, and thus may require different ways of managing.False (moderate)Multiple Choice_____________ are organizational members who integrate and coordinate the work of others.a. Managers (easy)b. Team leadersc. Subordinatesd. Operativese. AgentsTypically, in organizations it is the _____________ who are responsible for making organizational decisions and setting policies and strategies that affect all aspects of the organization.a. team leadersb. middle managersc. first-line managersd. top managers (easy)e. subordinates_____________ distinguishes a managerial position from a nonmanagerial one.a. Manipulating othersb. Concern for the lawc. Increasing efficiencyd. Coordinating and integrating others' work (moderate)e. Defining market shareWhich of the following is NOT an example of a decisional role according to Mintzberg?a.spokesperson (moderate)b.entrepreneurc.disturbance handlerd.resource allocatore.negotiatorWhich of the following skills are more important at lower levels of management since these managers are dealing directly with employees doing the organization’s work?a.human skillsb.technical skills (easy)c.conceptual skillsd.empirical skillsUnderstanding building codes would be considered a _____________ skill for a building contractor.a. humanb. technical (easy)c. conceptuald. empiricale. functionalWhich of the following phrases is best associated with managerial conceptual skills?a. decision-making (easy)b. communicating with customersc. motivating subordinatesd. product knowledgee. technical skillsAccording to the text, _____________ are not influenced by and do not interact with their environment.a.open systemsb.closed systems (easy)c.flextime systemsd.reverse systemse.forward systemsThe _____________ view of a manager's job implies that decisions and actions taken in one organizational area will impact other areas.a. systems (moderate)b. contingencyc. conceptuald. functionale. environmentalWhich of the following best describes the concept that management is needed in all types and sizes of organizations, at all organizational levels and in all organizational work areas, and in all organizations, no matter what country they’re located i n?a.the partiality of managementb.the segmentation of managementc.the universality of management (moderate)d.the cultures of managementScenarios and QuestionsThe Busy Day (Scenario)Don Eskew, plant manager at Control Systems, Inc., sighed as he sipped his first cup of coffee at 5 a.m. and read his agenda for the day. He is giving two company tours in the morning; the first to a newspaper reporter who is writing a story on the new plant expansion and has several questions, and the second to a group of Control Systems, Inc., managers from the east coast. He then has a meeting with unit manager, Phil Johnson, to discuss Phil's recent drop in performance (a task he always hates). Next, he is spending a couple of hours reviewing the trade journals he receives from his high-tech association and writing up a brief synopsis for his presentation next week to the Division President. Finally, in late afternoon, he will be reviewing the new equipment malfunction and deciding whether to bring in extra people to get the equipment running as soon as possible. Whew! Just another day in the glamorous life of a manager. Together, all of these behaviors performed by Don during his busy day correspond to the management roles discovered in the late 1960s by which of the following management scientists?a. Herzbergb. Skinnerc. Mintzberg (easy)d. Fayole. MaslowWhen Don was meeting with Phil to discuss his performance concerns, he was operating in which management role?a. leader (difficult)b. figureheadc. monitord. disturbance handlere. spokesperson114. What role was Don performing when he gave the plant tour to the newspaper reporter?a. monitorb. figureheadc. disseminatord. spokesperson (difficult)e. resource allocator115. When Don was reviewing the new equipment malfunction, what management role was he playing when deciding whether to bring in extra people?a. monitorb. disseminatorc. resource allocator (moderate)d. disturbance handlere. figureheadEssay QuestionsIn a short essay, discuss the difference between efficiency and effectiveness and include a specific example to support each concept.Answera.Efficiency refers to getting the most output from the least amount of inputs. Because managers deal withscarce inputs—including resources such as people, money, and equipment—they are concerned with the efficient use of resources. For instance, at the Beiersdorf Inc. factory in Cincinnati, where employees make body braces and supports, canes, walkers, crutches, and other medical assistance products, efficient manufacturing techniques were implemented by doing things such as cutting inventory levels, decreasing the amount of time to manufacture products, and lowering product reject rates. From this perspective, efficiency is often referred to as “doing things right”—that is, not wasting resources.b.Effectiveness is often described as “doing the right things”—that is, those work activities that will help theorganization reach its goals. For instance, at the Biersdorf factory, goals included open communication between managers and employees, and cutting costs. Through various work programs, these goals were pursued and achieved. Whereas efficiency is concerned with the means of getting things done, effectiveness is concerned with the ends, or attainment of organizational goals.(moderate)In a short essay, list and explain the four basic functions of management.Answera.Planning –involves the process of defining goals, establishing strategies for achieving those goals, anddeveloping plans to integrate and coordinate activities.anizing – involves the process of determining what tasks are to be done, who is to do them, how thetasks are to be grouped, who reports to whom, and where decisions are to be made.c.Leading – when managers motivate subordinates, influence individuals or teams as they work, select themost effective communication channel, or deal in any way with employee behavior issues, they are leading.d.Controlling – to ensure that work is going as it should, managers must monitor and evaluate performance.The process of monitoring, comparing, and correcting is what is meant by the controlling function.(moderate)In a short essay, list and discuss the three essential skills according to Katz that managers need to perform the duties and activities associated with being a manager.Answera.Technical skills – include knowledge of an proficiency in a certain specialized field, such as engineering,computers, accounting, or manufacturing. These skills are more important at lower levels of management since these managers are dealing directly with employees doing the organization’s work.b.Human skills –involve the ability to work well with other people both individually and in a group.Managers with good human skills are able to get the best out of their people. They know how to communicate, motivate, lead, and inspire enthusiasm and trust. These skills are equally important at all levels of management.c.Conceptual skills – these are the skill that managers must have to think and to conceptualize about abstractand complex situations. Using these skills, managers must be able to see the organization as a whole, understand the relationships among various subunits, and visualize how the organization fits into its broader environment. These skills are most important at the top management levels.(moderate)Chapter 2 – Management Yesterday and TodayTrue/FalseAccording to Adam Smith, division of labor was an important concept.True (easy)In the Industrial Revolution, machine power began substituting for human power.True (easy)“Principles of Scientific Management” was written by Frederick Taylor.True (moderate)Frank Gilbreth’s best-known contribution to scientific management concerned selecting the best worker.False (moderate)Frederick Taylor is most associated with the principles of scientific management.True (easy)One could say that Fayol was interested in studying macro management issues, whereas Taylor was interested in studying micro management issues.True (moderate)Bureaucracy, as described by Weber, emphasizes rationality and interpersonal relationships.False (moderate)Decisions on determining a company’s optimum inventory levels have been significantly influenced by economic order quantity modeling.True (moderate)Barnard, Follet, Musterberg, and Owen are all theorists are associated with the early organizational behavior approach.True (moderate)Multiple ChoiceAdam Smith's, "The Wealth of Nations," put forth that the primary economic advantage by societies would be gained from which of the following concepts?a. management planning and controlb. on-the-job trainingc. union representationd. fair employment legislatione. division of labor (difficult)Which of the following is not one of the four management approaches that grew out of the first half of this century?a. scientific managementb. general administrativec. organizational behaviord. systems approach (easy)e. quantitativeAccording to the text, probably the best-known example of Taylor’s scientific management was the ______________ experiment.a.horse shoeb.pig iron (moderate)c.blue collard.fish tankWhich of the following is NOT one of Taylor’s four principles of management?a.Develop a science for each element of an indivi dual’s work, which will replace the old rule-of-thumbmethod.b.Scientifically select and then train, teach, and develop the worker.c.Heartily cooperate with the workers so as to ensure that all work is done in accordance with the principlesdeveloped.d.Provide managers will less work than other employees so the managers can plan accordingly.(difficult)General administrative theory focuses ona. the entire organization. (easy)b. managers and administrators.c. the measurement of organizational design relationships.d. primarily the accounting function.e. administrative issues affecting non-managerial employees.The fourteen principles of management are associated with whom?a. Weberb. Druckerc. Taylord. Gilbrethe. Fayol (moderate)Which of the following approaches to management has also been labeled operations research or management science?a.The qualitative approachb.The quantitative approach (easy)c.The experimental approachd.The theoretical approachWhich of the following would not be associated with the quantitative approach to management?a. information modelsb. critical-path schedulingc. systematic motivation of individuals (moderate)d. linear programminge. statisticsWithout question, the most important contribution to the developing field of organizational behavior came out of the _______________.a.Taylor Studies.b.Porter Studies.c.Parker Studies.d.Hawthorne Studies. (moderate)What scientist is most closely associated with the Hawthorne Studies?a. Adamsb. Mayo (easy)c. Lawlerd. Barnarde. FollettOne outcome of the Hawthorne studies could be described by which of the following statements?a.Social norms are the key determinants of individual work behavior. (moderate)b.Money is more important than the group on individual productivity.c.Behavior and employee sentiments are inversely related.d.Security is relatively unimportant.e.While groups are an important determinant of worker productivity, the individual him/herself is mostimportant.Scenarios and QuestionsHISTORICAL BACKGROUND OF MANAGEMENTA Look Back (Scenario)Cindy Schultz, tired from working with customers all day, decided to take a fifteen-minute nap to help clear her head before the 4:15 managers' meeting. Her company had recently begun a re-engineering process as well as other changes requiring copious management input. As she leaned back in her chair, she wondered if management science had always been this way and how it all began. As she napped, she dreamed that, along with "Mr. Peebodi" as her guide, she was traveling in the "Management Way Back Machine" that took her back through management history.106. One of the earliest sites Cindy visited was Adam Smith's home, author of The Wealth of Nations, which suggested that organizations and society would gain froma. time management.b. division of labor. (moderate)c. group work.d. quality management.e. time and motion studies.107. Cindy visited a bookstore where there was a book signing occurring. She looked down and saw that the title of the book was Principles of Scientific Management and concluded that the author must bea. Adam Smith.b. Frank Gilbreth.c. Henry Gantt.d. Frederick Taylor. (easy)e. Henri Fayol.108. Cindy admired the works of Taylor and Gilbreth, two advocates ofa. scientific management. (moderate)b. organizational behavior.c. human resource management.d. motivation.e. leadership.109. Cindy spent some time visiting with __________, a researcher she previously knew little about but who also contributed to management science by being among the first to use motion picture films to study hand-and-body motions and by devising a classification scheme known as a "therblig."a. Henry Ganttb. Max Weberc. Chester Barnardd. Frank Gilbreth (moderate)e. Mary Parker FolletEssay QuestionsSCIENTIFIC MANAGEMENTIn a short essay, discuss Frederick Taylor’s work in scientific management. Next, list Taylor’s four principles of management.AnswerFrederick Taylor did most of his work at the Midvale and Bethlehem Steel Companies in Pennsylvania. As a mechanical engineer with a Quaker and Puritan background, he was continually appalled by workers’inefficiencies. Employees used vastly different techniques to do the same job. They were inclined to “take it easy” on the job, and Taylor believed that worker output was only about one-third of what was possible.Virtually no work standards existed. Workers were placed in jobs with little or no concern for matching their abilities and aptitudes with the tasks they were required to do. Managers and workers were in continual conflict.Taylor set out to correct the situation by applying the scientific method to shop floor jobs. He spent more than two decades passionately pursuing the “one best way” for each job to be done.Taylor’s Four Principles of Managementa.Develop a science for each element of an individual’s work, which will replace the old rule-of-thumbmethod.b.Scientifically select and then train, teach, and develop the worker.c.Heartily cooperate with the workers so as to ensure that all work is done in accordance with the principlesof the science that has been developed.d.Divide work and responsibility almost equally between management and workers. Management takes overall work for which it is better fitted than the workers.(difficult)122. In a short essay, discuss the work in scientific management by Frank and Lillian Gilbreth.AnswerFrank Gilbreth is probably best known for his experiments in bricklaying. By carefully analyzing thebricklayer’s job, he re duced the number of motions in laying exterior brick from 18 to about 5, and on laying interior brick the motions were reduced from 18 to 2. Using the Gilbreth’s techniques, the bricklayer could be more productive and less fatigued at the end of the day. The Gilbreths were among the first researchers to use motion pictures to study hand-and-body motions and the amount of time spent doing each motion. Wasted motions missed by the naked eye could be identified and eliminated. The Gilbreths also devised a classification scheme to label 17 basic hand motions, which they called therbligs. This scheme allowed the Gilbreths a more precise way of analyzing a worker’s exact hand movements.(moderate)GENERAL ADMINISTRATIVE THEORISTS123. In a short essay, discuss the work of Henri Fayol as it relates to the general administrative approach to management. Next list and discuss seven of Fayol’s fourteen principles of management.AnswerFayol described the practice of management as something distinct from accounting, finance, production,distribution, and other typical business functions. He argued that management was an activity common to all human endeavors in business, government, and even in the home. He then proceeded to state 14 principles of management—fundamental rules of management that could be taught in schools and applied in allorganizational situations.Fayol’s Fourteen Principles of Managementa.Division of work. – specialization increases output by making employees more efficient.b.Authority – managers must be able to give orders. Authority gives them this right. Along with authority,however, goes responsibility.c.Discipline – employees must obey and respect the rules that govern the organization.d.Unity of command – every employee should receive orders from only one superior.e.Unity of direction – the organization should have a single plan of action to guide managers and workers.f.Subordination of individual interests to the general interest – the interests of any one employee or group ofemployees should not take precedence over the interests of the organization as a whole.g.Remuneration – workers must be paid a fair wage for their services.h.Centralization – this term refers to the degree to which subordinates are involved in decision making.i.Scalar chain – the line of authority from top management to the lowest ranks in the scalar chain.j.Order – people and materials should be in the right place at the right time.k.Equity – managers should be kind and fair to their subordinates.l.Stability of tenure of personnel – management should provide orderly personal planning and ensure that replacements are available to fill vacancies.m.Initiative – employees who are allowed to originate and carry out plans will exert high levels of effort.n.Esprit de corps – promoting team spirit will build harmony and unity within the organization.(difficult)124. In a short essay, discuss Max Weber’s contribution to the general administrative approach to management.AnswerMax Weber was a German sociologist who studied organizational activity. Writing in the early 1900s, hedeveloped a theory of authority structures and relations. Weber describes an ideal type of organization hecalled a bureaucracy—a form or organization characterized by division of labor, a clearly defined hierarchy, detailed rules and regulations, and impersonal relationships. Weber recognized that this “ideal bureaucracy”didn’t exist in reality. Instead he intended it as a basis for theorizing about work and how work could be done in large groups. His theory became the model structural design for many or today’s large organizations.(easy)TOWARD UNDERSTANDING ORGANIZATIONAL BEHAVIOR125. In a short essay, describe the Hawthorne Studies. Next, discuss the role of Elton Mayo in these studies and some of the findings of his research.AnswerWithout question, the most important contribution to the developing OB field came out of the HawthorneStudies, a series of studies conducted at the Western Electric Company Works in Cicero, Illinois. These studies were initially designed by Western Electric industrial engineers as a scientific management experiment. They wanted to examine the effect of various illumination levels on worker productivity. Based on their research, it was concluded that illumination intensity was not directly related to group productivity. In 1927, the Western Electric engineers asked Harvard professor Elton Mayo and his associates to join the study as consultants.Through additional research, Elton Mayo concluded that behavior affected individual behavior, that groupstandards establish individual worker output, and that money is less a factor in determining output than are group standards, group sentiments, and security. These conclusions led to a new emphasis on the humanbehavior factor in the functioning of organizations and the attainment of their goals.(difficult)CURRENT TRENDS AND ISSUES126. In a short essay, define entrepreneurship and discuss the three import themes that stick out in this definition of entrepreneurship.AnswerEntrepreneurship is the process whereby an individual or a group of individuals uses organized efforts andmeans to pursue opportunities to create value and grow by fulfilling wants and needs through innovation and uniqueness, no matter what resources are currently controlled. It involves the discovery of opportunities and the resources to exploit them. Three important themes stick out in this definition of entrepreneurship. First, is the pursuit of opportunities. Entrepreneurship is about pursuing environmental trends and changes that no one else has seen or paid attention to. The second important theme in entrepreneurship is innovation.Entrepreneurship involves changing, revolutionizing, transforming, and introducing new approaches—that is, new products or services of new ways of doing business. The final important theme in entrepreneurship is growth. Entrepreneurs pursue growth. They are not content to stay small or to stay the same in size.Entrepreneurs want their businesses to grow and work very hard to pursue growth as they continually look for trends and continue to innovate new products and new approaches.(moderate)127. In a short essay, define e-business and e-commerce. Next discuss the three categories of e-business involvement.AnswerE-business (electronic business) is a comprehensive term describing the way an organization does its work by using electronic Internet-based) linkages with its key constituencies (employees, managers, customers,suppliers, and partners) i n order to efficiently and effectively achieve its goals. It’s more than e-commerce, although e-business can include e-commerce. E-commerce (electronic commerce) is any form of business exchange or transaction in which the parties interact electronically. The first category of e-businessinvolvement an e-business enhanced organization, a traditional organization that sets up e-business capabilities, usually e-commerce, while maintaining its traditional structure. Many Fortune 500 type organizations areevolving into e-businesses using this approach. They use the Internet to enhance (not to replace) theirtraditional ways of doing business. Another category of e-business involvement is an e-business enabledorganization. In this type of e-business, an organization uses the Internet to perform its traditional business functions better, but not to sell anything. In other words, the Internet enables organizational members to do their work more efficiently and effectively. There are numerous organizations using electronic linkages to communicate with employees, customers, or suppliers and to support them with information. The last category of e-business involvement is when an organization becomes a total e-business. Their whole existence is made possible by and revolves around the Internet.(moderate)128. In a short essay, discuss the need for innovation and flexibility as it relates to the survival of today’s organizations.AnswerInnovation has been called the most precious capability that any org anization in today’s economy must have and nurture. Without a constant flow of new ideas, an organization is doomed to obsolescence of even worse, failure. In a survey about what makes an organization valuable, innovation showed up at the top of the list.There is absolutely no doubt that innovation is crucial. Another demand facing today’s organizations andmanagers is the need for flexibility. In a context where customers’ needs may change overnight, where new competitors come and go at breathtaking speed, and where employees and their skills are shifted as needed from project to project, one can see how flexibility might be valuable.(easy)129. In a short essay, discuss the concept of total quality management and the six characteristics that describe this important concept.AnswerA quality revolution swept through both the business and public sectors during the 1980s and 1990s. Thegeneric term used to describe this revolution was total quality management, or TQM for short. It was inspired by a small group of quality experts, the most famous being W. Edwards Deming and Joseph M. Juran. TQM isa philosophy of management driven by continual improvement and responding to customer needs andexpectations. The objective is to create an organization committed to continuous improvement in workprocesses. TQM is a departure from earlier management theories that were based on the belief that low costs were the only road to increased productivity.The Six Characteristics of Total Quality Managementa.Intense Focus on the customer –the customer includes not only outsiders who buy the organization’sproducts or services but also internal customers (such as shipping or accounts payable personnel) who interact with and serve others in the organization.b.Concern for continual improvement –TQM is a commitment to never being satisfied. “Very good” is notgood enough. Quality can always be improved.c.Process-focused –TQM focuses on work processes as the quality of goods and services is continuallyimproved.d.Improvement in the quality of everything the organization does – TQM uses a very broad definition ofquality. It relates not only to the final product but also to how the organization handles deliveries, how rapidly it responds to complaints, and how politely the phones are answered.e.Accurate measurement –TQM uses statistical techniques to measure every critical variable in theorganization’s operations. These are compared against standards or benchmarks to identify problems, trace them to their roots, and eliminate their causes.f.Empowerment of employees – TQM involves the people on the line in the improvement process. Teamsare widely used in TQM programs as empowerment vehicles for finding and solving problems.(difficult)130. In a short essay, describe the learning organization and discuss the concept of knowledge management.AnswerToday’s managers confront an environment where change takes place at an unprecedented rate. Constantinnovations in information and computer technologies combined with the globalization of markets have createda chaotic world. As a result, many of the past management guidelines and principles no longer apply.Successful organizations of the twenty-first century must be able to learn and respond quickly, and will be led by managers who can effectively challenge conventional wisdom, manage the organization’s knowledge base, and make needed changes. In other words, these organizations will need to be learning organizations. Alearning organization is one that has developed the capacity to continuously learn, adapt, and change. Part of a manager’s responsibility in fostering an environment conducing to learning is to create learning capabilities throughout the organization—from lowest level to highest level and in all areas. Knowledge managementinvolves cultivating a learning culture where organizational members systematically gather knowledge and share it with others in the organization so as to achieve better performance.(moderate)Chapter 3 – Organizational CultureIn the symbolic view of management, managers are seen as directly responsible for an organization's success or failure.False (easy)The current dominant assumption in management theory suggests managers are omnipotent.True (moderate)An organizational culture refers to a system of shared meaning.True (moderate)Organizational culture is a perception, not reality.True (moderate)Strong cultures have more influence on employees than weak ones.True (moderate)。
管理学英文术语
[转载]管理学核心概念中英文对照原文地址：管理学核心概念中英文对照作者：jaywang第一章管理总论Manager 管理者First-line managers 基层管理者Middle managers 中层管理者Top managers 高层管理者Management 管理Efficiency 效率Effectiveness 效果Planning 计划Organizing 组织Leading 领导Controlling 控制Management process 管理过程Management roles 管理角色Interpersonal roles 人际关系角色Informational roles 信息传递角色Decisional roles 决策制定角色Technical skills 技术技能Human skills 人事技能Conceptual skills 概念技能System 系统Closed systems 封闭系统Open systems 开放系统Environment 环境Special environment 具体环境General environment 一般环境Contingency perspective 权变观Organization 组织Universality of management 管理的普遍性Nonmanagerial employees / Operatives 操作者第二章管理的历史Division of labor 劳动分工Industrial revolution 产业革命Scientific management 科学管理Therbligs 基本动作元素General administrative theorists 一般行政管理理论家Principles of management 管理原则Bureaucracy 官僚行政组织、层级组织Quantitative approach 定量方法Organizational behavior (OB) 组织行为Hawthorne Studies 霍桑研究Workforce diversity 员工多样化Entrepreneurship 企业家e-business (electronic business) 电子商务e-commerce (electronic commerce) 电子贸易、电子商务Intranet 内部互联网Total quality management (TQM) 全面质量管理Learning organization 学习型组织Knowledge management 知识管理Workplace spirituality 团队精神第三章计划Decision 决策Decision-making process 决策过程Problem 问题Decision criteria 决策标准Implementation 实施Rational decision making 理性决策Bounded rationality 有限理性Satisficing 满意Escalation of commitment 承诺升级Intuitive decision making 直觉决策Well-structured problems 结构良好问题Programmed decision 程序化决策Procedure 程序Rule 规则Policy 政策Poorly structured problems 结构不良问题Nonprogrammed decisions 非程序化决策Certainty 确定性Risk 风险性Uncertainty 不确定性Directive style 指导性风格Analytic style 分析性风格Conceptual style 概念性风格Behavioral style 行为性风格Planning 计划Goals 目标Plans 计划Strategic plans 战略计划Operational plans 作业计划Long-term plans 长期计划Short-term plans 短期计划Specific plans 具体性计划Directional plans 指导性计划Single-use plan 单一目标计划Standing plans 标准计划Traditional goal setting 传统目标设定Means-ends chain 手段－结果链Management by objectives (MBO) 目标管理Mission 使命Commitment concept 承诺概念Formal planning department 正式计划部门Strategic management 战略管理Strategic management process 战略管理过程Opportunities 机会Threats 威胁Core competencies 核心能力Strengths 优势Weaknesses 劣势SWOT analysis SWOT分析Corporate-level strategy 公司层战略Stability strategy 稳定战略Growth strategy 增长战略Related diversification 相关领域多元化经营Unrelated diversification 不相关领域多元化经营Retrenchment strategy 收缩战略BCG matrix BCG矩阵波士顿咨询集团矩阵Business-level strategy 事业层战略Strategic business units 战略经营单位Competitive advantage 竞争优势Cost leadership strategy 成本领先战略Differentiation strategy 差异化战略Focus strategy 集中化战略Functional-level strategy 职能层战略Environmental Scanning 环境扫描Competitor intelligence 竞争者情报、竞争者信息Forecasts 预测Quantitative forecasting 定量预测Qualitative forecasting 定性预测Forecasting Techniques 预测技术Benchmarking 基准化、标杆Resources 资源Budget 预算Revenue Budgets 收入预算Expense Budgets 费用预算Profit Budgets 利润预算Cash Budgets 现金预算Scheduling 进度计划、规划Gantt Charts 甘特图Load Charts 负荷图PERT network 计划评审技术网络Events 事件Activities 活动Slack time 松弛时间Critical path 关键线路Breakeven analysis 盈亏平衡分析Linear programming 线性规划Project 项目Project Management 项目管理Scenario 设想方案第四章组织Organizing 组织Organizational structure 组织结构Organizational design 组织设计Work specialization 劳动分工Departmentalization 部门化Functional departmentalization 职能部门化Product departmentalization 产品部门化Geographical departmentalization 地区部门化Process departmentalization 过程部门化Customer departmentalization 顾客部门化Cross-functional teams 跨职能团队Chain of command 指挥链Authority 职权Responsibility 职责Unity of command 统一指挥Span of control 管理幅度Centralization 集权化Decentralization 分权化Formalization 正规化Mechanistic organization 机械式组织Organic organization 有机式组织Unit production 单件生产Mass production 大量生产Process production 连续生产Simple structure 简单结构Functional structure 职能型结构Divisional structure 分部型结构Team-based structure 团队结构Matrix structure 矩阵结构Project structure 项目结构Autonomous internal units 内部自治单位Boundaryless organization 无边界组织Learning organization 学习型组织High-performance work practice 高绩效的工作实践Human resource management process 人力资源管理过程Labor union 工会Human resource planning 人力资源规划Job analysis 职务分析Job description 职务说明书Job specification 职务规范Recruitment 招聘Decruitment 解聘Selection process 甄选过程Validity 效度Reliability 信度Work sampling 工作抽样Assessment centers 测评中心Orientation 定向、导向Performance management system 绩效管理系统Written essay 书面描述法Critical incidents 关键事件法Graphic rating scales 评分表法Behaviorally anchored rating scales (BARS) 行为定位评分法Multiperson comparisons 多人比较法Group order ranking 分组排序法Individual ranking 个体排序法Paired comparison 配对比较法360 degree feedback 360度反馈skill-based pay 按技能付酬Career 职业生涯、职业Organizational change 组织变革Change agents 变革推动者Organizational development (OD) 组织发展Stress 压力Creativity 创造Innovation 创新第五章领导Behavior 行为Organizational behavior 组织行为学Attitudes 态度Cognitive component 认知成分Affective component 情感成分Behavioral component 行为成分Job satisfaction 工作满意度Job involvement 工作投入Organizational commitment 组织承诺Organizational citizenship behavior (OCB) 组织公民行为Cognitive dissonance 认知失调Attitude surveys 态度调查Personality 人性Big-five model 重要的五大模型Emotional intelligence (EI) 情感智商Locus of control 控制点Machiavellianism 马基雅维里主义Self-esteem 自尊Self-monitoring 自我监控Perception 知觉Attribution theory 归因理论Fundamental attribution error 基本归因错误Self-serving bias 自我服务偏见Selectivity 有选择地接受、选择性Assumed similarity 假设相似性Stereotyping 刻板印象Learning 学习Operant conditioning 操作性条件反射Social learning theory 社会学习理论Shaping behavior 行为塑造Motivation 动机Need 需要Hierarchy of needs theory 需要层次理论Physiological needs 生理需要Safety needs 安全需要Social needs 社会需要Esteem needs 尊重需要Self-actualization needs 自我实现需要Theory X X理论Theory Y Y理论Motivation-hygiene theory 激励－保健理论Hygiene factors 保健因素Motivators 激励因素Three-needs theory 三种需要理论Need for achievement (nAch) 成就需要Need for power (nPow) 权力需要Need for affiliation (nAff) 归属需要Goal-setting theory 目标设定理论Reinforcement theory 强化理论Reinforcers 强化物Job design 职务设计Job scope 职务范围Job enlargement 职务扩大化Job enrichment 工作丰富化Job depth 职务深度Job characteristic model (JCM) 职务特征模型Skill variety 技能多样性Task identity 任务同一性Task significance 任务重要性Autonomy 自主性Feedback 反馈Equity theory 公平理论Referents 参照对象Expectancy theory 期望理论Compressed workweek 压缩工作周Flexible work hours 弹性工作制Job sharing 职务分担Contingent workers 应急工Telecommuting 电子通信，远程办公Pay-for performance programs 基于绩效的薪酬管理Open-book management 公开帐簿管理Leader 领导者Leadership 领导Behavioral theories 行为理论Autocratic style 权威式Democratic style 民主式Laissez-faire style 放任式Initiating structure 定规维度Consideration 关怀维度High-high leader 高－高型领导者Managerial grid 管理方格论Fiedler contingency model 菲德勒权变模型Least-preferred co-worker (LPC) questionnaire 最难共事者问卷Leader-member relations 领导者－成员关系，上下级关系Task structure 任务结构Position power 职位权力Situational leadership theory (SLT) 情景领导理论Readiness 准备状态Maturity 成熟度Leader participation model 领导者参与模型Path-goal theory 路径－目标理论Transactional leaders 事务型领导者Transformational leaders 变革型领导者Charismatic leader 超凡魅力的领导者Visionary leadership 愿景领导者Legitimate power 法定权Coercive power 强制权Reward power 奖赏权Expert power 专长权Referent power 模范权Credibility 可信度Trust 诚信、信任Empowerment 授权Communication 沟通Interpersonal communication 人际沟通Organizational communication 组织沟通Message 信息Encoding 编码Channel 通道、渠道Decoding 解码Communication process 沟通过程Noise 噪音Nonverbal communication 非言语沟通Body language 体态语言Verbal intonation 语调Filtering 过滤Selective perception 选择性知觉Information overload 信息超载Jargon 行话Active listening 积极倾听Formal communication 正式沟通Informal communication 非正式沟通Downward communication 下行沟通、向下交流Upward communication 上行沟通、向上交流Lateral communication 平行沟通、横向交流Diagonal communication 斜行沟通、越级交流Communication networks 沟通网络Grapevine 小道信息、谣言E-mail 电子邮件Instant messaging (IM) 即时信息Voice mail 声音邮件Fax 传真Electronic data interchange (EDI) 电子数据交换Teleconferencing 电信会议Videoconferencing 视频会议Intranet 内部互联网Extranet 外部互联网第六章控制Control 控制Market control 市场控制Bureaucratic control 官僚组织控制、层级控制Control process 控制过程Management by walking around (MBWA) 走动式管理Range of variation 偏差范围Immediate corrective action 立即纠正行动Basic corrective action 彻底纠正行动Feedforward control 前馈控制Concurrent control 同期控制、现场控制Feedback control 反馈控制。
（完整版）罗宾斯《管理学》内容概要,中英文对照
（完整版）罗宾斯《管理学》内容概要,中英文对照罗宾斯《管理学》内容概要第一篇导论1章管理者和管理1、组织组织(organization)的定义：对完成特定使命的人们的系统性安排组织的层次：操作者(operatives)和管理者(基层、中层、高层)2、管理者和管理管理者(managers)的定义：指挥别人活动的人管理(management)的定义：同别人一起或者通过别人使活动完成得更有效的过程。
管理追求效率(efficiency)和效果(effectiveness)管理职能(management functions)：计划(planning)、组织(organizing)、领导(leading)、控制(controlling)管理者角色(management roles)：人际关系角色(interpersonal roles)、信息角色(information roles)、决策角色(decision roles) 成功的管理者和有效的管理者并不等同，在活动时间上，有效的管理者花费了大量的时间用于沟通，而网络联系（社交等）占据了成功的管理者很大部分时间。
管理者在不同的组织中进行着不同的工作。
组织的国别、组织的类型、组织的规模以及管理者在组织中的不同层次决定了管理者的角色扮演、工作内容以及职能和作用。
2章管理的演进1、20世纪以前的管理：亚当·斯密的劳动分工理论(division of labor)产业革命(industrial revolution)2、多样化时期（20世纪）：科学管理(scientific management)：弗雷德里克·泰勒一般行政管理理论(general administrative theory)：亨利·法约尔(principles of management)、马克斯·韦伯(bureaucracy) 人力资源方法(human resources approach)：权威的接受观点(acceptance view of authority)，霍桑研究，人际关系运动(卡内基、马斯洛)，行为科学理论家(behavioral science theorists) 定量方法(quantitative approach)3、近年来的趋势（20世纪后期）：趋向一体化过程方法(process approach)系统方法(systems approach)：封闭系统和开放系统(closed systems)权变方法(contingency approach)：一般性的权变变量包括组织规模、任务技术的例常性、环境的不确定性、个人差异4、当前的趋势和问题（21世纪）：变化中的管理实践全球化(globalization)工作人员多样化(work force diversity)道德(morality)激励创新(innovations)和变革(changes)全面质量管理(total quality management, TQM)：由顾客需要和期望驱动的管理哲学授权(delegation)工作人员的两极化(bi-modal work force)3章组织文化与环境：管理的约束力量1、组织组织文化(organizational culture)被用来指共有的价值体系。
管理学期末复习(中英文汇总)
第一章1.1管理者对组织很重要原因（1）在这个复杂、混乱和不确定的时代，组织需要他们的管理技能和能力（2）管理者对工作的顺利完成至关重要（3）有助于提高员工的生产率和忠诚度（4）对创造组织价值观很重要1.2管理者协调和监督其他人工作，以实现组织目标。
在传统结构的组织中，管理者可以被划分为基层、中层和高层管理者。
组织的三个特征：一个明确的目标；由人员组成；一种精细的结构1.3 广义上，管理就是管理者所从事的工作。
管理者协调和监管其他人以有效率、有效果的方式完成他们的工作或任务。
效率是以正确的方式做事；效果是做正确的事管理的四种只能：计划（定义目标、制定战略、制定计划）；组织（对工作作出安排）；领导（与其他人共事并且通过他们完成目标）；控制（对工作绩效进行监控、比较或纠正）明茨伯格的管理角色(Mintzberg’s managerial roles)包括（1）人际关系角色（Interpersonal):挂名首脑figurehead领导者leader联络者liaison，这涉及与人打交道以及其他仪式性/象征性ceremonial/symbolic的活动（2）信息传递角色informational:监听者monitor传播者dissemination发言人spokesperson，指的是收集collecting、接受receiving和传播disseminating信息；（3）决策定制者decisional：企业家entrepreneur、混乱驾驭者disturbance handler、资源配置者resource allocator和谈判者negotiator，即制定决策管理者以三种方式来影响行为：通过对行为进行直接管理；通过对采取行动的人员进行管理；通过对推动人们采取行动的信息进行管理managing information that impels people to take action。
卡茨认为，管理技能包括katz’s managerial skills：技术技能technical（与具体工作相关的知识和技术）、人际技能human skill（与他人和谐共事的能力）和概念能力conceptual（思考和表达创意的能力）。
管理学培训(全英文)1
B. Application of management concepts, principles, and theory depends on the situation.
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Overview of Chapter I
• All managers have basically the same aim. • The practice of management is an art which
is guided by the underlying science and theory of management • Effective managerial practice requires a systems approach • Managerial practice requires a contingency, or situational approach.
III. The Science and art of management A. The science is the underling knowledge on
4
Chapter Outline and Key Points
which successful practice is based. B. As knowledge increases , practice should
environment. • Failure to manage effectivelyБайду номын сангаасis widespread. • All groups must manage.
管理学原理 英文版 第一章
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图表1-2
组织的层级
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为什么要学管理？
• 改善组织的管理方式可使 我们所有的人获益
• 管理好的公司即使在经济 环境充满挑战的时代，也 能够想到继续成长壮大的 办法 • 毕业后，大多数学生成了 管理者或被管理者
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管理实践的历史溯源
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早期的管理
• 管理实践已经有很长 的历史
• 专人负责计划、组织、 领导、控制活动等有 组织的管理已经存在 数千年之久。
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图表1-4
管理的四项职能
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管理者的角色是什么?
明茨伯格指出，可以通过管理者在三类工作中所担 当的10种角色来描述他们的工作。
• 人际关系
– 代表人物、领导者和联络人
英文管理学原理重点整理-introduction部分
Chapter 1 Managers and Management1.Who Are Managers? Where Do They Work?anization: A deliberate arrangement of people brought together to accomplish aspecific purpose.Common Characteristics of Organizations:-Distinct purpose-People working together-A deliberate systematic structure1.2.How Are Managers Different from Non-managerial Employees?•Non-managerial Employees-People who work directly on a job or task and have no responsibility for overseeing the work of others.-Examples, associates, team members•Managers-Individuals in organizations who direct the activities of others.1.3.What Titles Do Managers Have?•Top Managers-Responsible for making decisions about the direction of the organization.-Examples; President, Chief Executive Officer, Vice-President•Middle Managers-Manage the activities of other managers.-Examples; District Manager, Division Manager•First-line Managers-Responsible for directing non-managerial employees-Examples; Supervisor, Team Leader-2.What Is Management?2.1. Management: The process of getting things done effectively and efficiently, withand through people2.2. Effectiveness: “Doing the right things”, doing those tasks that help an organizationreach its goals2.3. Efficiency: Concerned with the means, efficient use of resources like people, money,and equipment3.What Do Managers Do?3.1.Four Management Functions （重要）•Planning — Defining the organizational purpose and ways to achieve it•Organizing — Arranging and structuring work to accomplish organizational goals •Leading — Directing the work activities of others•Controlling — Monitoring, comparing, and correcting work performance3.2.What Roles Do Managers Play? (10)3.3.What Skills Do Managers Need? (4)•Conceptual Skills — Used to analyze complex situations•Interpersonal Skills — Used to communicate, motivate, mentor and delegate•Technical Skills — Based on specialized knowledge required for work•Political Skills — Used to build a power base and establish connections3.4. Is the Manager’s Job Universal?•Level in the Organization — Top level managers do more planning than supervisors •Profit vs. Nonprofit — Management performance is measured on different objectives•Size of the Organization – Small businesses require an emphasis in the management role of spokesperson•National Borders – These concepts work best in English-speaking countries and may need to be modified in other global environmentsChapter 2 Managers and ManagementFactors Controlling organizational environment1.External environment1.1. General environment（PEST）•The general environment refers to the non-specific elements of an organization’ssurrounding that might affect the organization indirectly.1.1.1. Political environment: The political or legal environment refers to thegovernment laws, regulations, policies and activities which are designed toinfluence organizations indirectly and set boundaries on what they can or cannotdo.1.1.2. Economic environment: Economic environment includes the impact ofeconomic factors like interest rates, inflation, monetary & fiscal policy, taxes,wage rates, GDP, etc.1.1.3. Social environment: There are some important socio-cultural factors thatorganizations must analyze.1.1.4. Technological environment: Technological environment refers to the changesin technology that affect the way that organizations operate and the services theyprovide.1.2. Task environment1.2.1.owners: Owners expect managers to watch over their interests and provide areturn on investments.1.2.2.suppliers: Suppliers are the people or organizations who provide the rawmaterial that a particular organization use to produce their output. A supplier’spricing strategy affects the revenue the organization earns.1.2.3.costumers: Customers are the final purchasers of a good or service, or absorbsthe organizational output. Studies or analyses of the expectations of the targetedcustomer base helps organizations deliver.bor: Labor market includes the people available for hire. Qualities, skills andknowledge possessed by the employees affect the performance of an organization to a great extent.petitors: Competitors present challenges as they vie for customers in amarketplace with similar products or services. The management of anorganization should be prepared to respond to the competitor policies.1.2.6.pressure groups: It is also necessary for organizations to identify specialinterest groups that attempt to influence it.1.3.Incremental Vs discontinuous change1.3.1.Incremental change – Changes that do not alter the basic nature of competitionin the task environment1.3.2.Discontinuous change – Changes that fundamentally transforms the nature ofcompetition in the task environment1.3.3.Punctuated Equilibrium – A view of industry evolution asserting that longperiods of equilibrium are punctuated by periods of rapid change when industrystructure is revolutionized by innovation1.4.Environmental UncertaintyThe environment is not only constantly changing, the nature of change is frequentlydifficult to predictManagement tries to deal with this by:•Collecting Information–Marketing Research–Competitive Intelligence•Exerting control2.Internal Environmentanization of the firm2.1.1.Defining Culture and Its Impact•(重要)Organizational culture is the shared values, principles, traditions, and waysof doing things that influence the way organizational members act•Important because it influences what a manager can and cannot do and what isencouraged or discouraged by the organization•Organizational culture isn’t concerned with whether members like it.•Employees describe the culture in similar terms despite their diversity.2.1.2.How Does Culture Affect What Employees Do?•A strong culture reflects employee acceptance of, and commitment to, theorganization’s key values.•The stronger the culture, the more it affects employee and manager actions.•A strong culture preempts the need for formal rules and regulations.2.1.3.Managerial Decisions Affected by Culture (in the Exhibit)2.1.4.Where Does Corporate Culture Come From? •Founder or early leader•Influential individual or work group•Policies, vision, or strategies•Traditions, supervisory practices,employee attitudes•The peer pressures that exist•Organizational politics•Relationships with stakeholders•Company’s approach to people management2.1.5.dimensions of culture2.2.Employees•human capital, mainly at knowledge, skills & capabilities 2.3.ResourcesTangible resources – physical assetsIntangible resources – non-physical assetsChapter 3 Globalization1.Globalization1.1.What Is Globalization and How Does It Affect Organizations?•Global Village — The concept of a boundaryless world where goods and services are produced and marketed worldwide•Multinational Corporation (MNC) — Any type of international company thatmaintains operations in multiple countries.•Multidomestic Corporation — An MNC that decentralizes management and otherdecisions to the local country where it’s doing business.•Global Corporation — An MNC that centralizes management and other decisions in the home country•Transnational (Borderless) Organization — A structural arrangement for globalorganizations that eliminates artificial geographical barriers1.2.How Do Organizations Go Global?•Global Sourcing — Purchasing materials or labor from around the world wherever it is cheapest•Exporting — Making products domestically and selling them abroad•Importing — Acquiring products made abroad and selling them domestically•Licensing — An agreement primarily used by manufacturing businesses in which an organization gives another the right, for a fee, to make or sell its products, using itstechnology or product specifications•Franchising — An agreement primarily used by service businesses in which anorganization gives another organization the right, for a fee, to use importing its name and operating method•Global Strategic Alliance — A partnership between an organization and a foreigncompany partner(s) in which resources and knowledge are shared in developing new products or building production facilities•Joint Venture — A specific type of strategic alliance in which the partners agree toform a separate, independent organization for some business purposes•Foreign Subsidiary — A direct investment in a foreign country that involves setting up a separate and independent facility or office (wholly-owned subsidiaries vs jointventures2.Global Environment2.1.What Do Managers Need to Know?•Parochialism — A narrow focus in which managers see things only through theirown eyes and from their own perspective•All countries have different values, morals, customs, political and economic systems, and laws, all of which can affect how a business is managed•Ethnocentrism is the notion that people in one’s own company, culture, or country know best how to do things.2.2.Hofstede’s Framework (在中文书P58)Studied differences in culture and found that managers and employees vary on five value dimensions of national culture:•Power Distance•Individualism vs. Collectivism•Achievement vs. Nurturing•Uncertainty Avoidance•Long-term vs. Short-term OrientationPower Distance Index•Measures the tolerance of social inequality, that is, power inequality between superiors and subordinates within a social system.–High PDI cultures tend to be hierarchical, with members citing social roles, manipulation, and inheritance as sources of power and social status.–Low PDI cultures tend to value equality and cite knowledge and achievement as sources of power.Individualism/Collectivism Index•Refers to the preference for behavior that promotes one’s self-interest–High IDV cultures reflect an “I” mentality and tend to reward and accept individual initiative–Low IDV cultures reflect a “we” mentality and generally subjugate the individual to the groupUncertainty Avoidance Index•Measures the tolerance of uncertainty and ambiguity among members of a society–High UAI cultures are highly intolerant of ambiguity, experience anxiety and stress, are concerned with security and rule following, and accord a high level of authority to rules as a means of avoiding risk.–Low UAI cultures are associated with a low level of anxiety and stress, a tolerance of deviance and dissent, and a willingness to take risks.Long-term vs. Short-term Orientation•Long-term orientation, which is the degree to which people look to the future and value thrift and persistence•short-term orientation, which is the degree to which people value the past and present and emphasizes respect for tradition and fulfilling social obligations.2.3.GLOBE Findings (Global Leadership and Organizational Behavior Effectiveness)•An ongoing cross-cultural investigation of leadership and national culture•Identified nine dimensions on which national cultures differ•Confirm that Hofstede’s dimensions are still valid, and extend his research rather than replace it3.What Does Society Expect from Organizations and Managers?Green Management•When managers recognize and consider the impact of their organization and itspractices on the natural environment•The idea of being environmentally friendly or green affects many aspects of business3.1.How Can Organizations Demonstrate Socially Responsible Actions?•Social Responsibility — A business firm’s intention, beyond its legal and economic obligations, to do the right things and act in ways that are good for society•Social Obligation — When a business firm engages in social actions because of itsobligation to meet certain economic and legal responsibilities•Social Responsiveness — When a business firm engages in social actions in response to some popular social needStakeholders are any constituencies in an organization’s environment that are affected by the decisions and actions of that organization.3.2.How Can Organizations Demonstrate Socially Responsible Actions?•Ethics — Commonly refers to a set of rules or principles that defines right and wrong conduct•Code of Ethics — A formal document that states an organization’s primary valuesand the ethical rules it expects managers and nonmanagerial employees to follow。
管理学原理英文版——计划planning
Of production and service
5 STEPS TO RATIONAL DECISION-MAKING
• 1. Defining the problem • 2. Establish and weight criteria • 3. Generate alternatives • 4. Evaluate alternatives • 5. Determine the best solution
ቤተ መጻሕፍቲ ባይዱ
MAKING A PLAN THAT WORKS
• There are several major parts to a good plan
1. Goal Setting 2. Goal commitment 3. Action plan -- steps and resources 4. Tracking systems 5. Staying flexible -- no plan is in concrete
THE FUNCTION OF PLANNING
WHAT IS PLANNING?
• The definition of planning has two parts
1. Selecting a goal
2. Developing the strategy and tactics to achieve the goal
ADVANTAGES OF PLANNING
• Good planning can produce
1. Focus on goals 2. Direction of effort 3. Intensified effort 4. Persistence of effort 5. Creation of strategies and tactics
管理学原理资料整理(中英文版)
特别说明，以下笔记版权所有，要外传或转发请知会本人，得到本人允许方可进行！Made by Rae.L管理学原理（Management ）1.Management:The process of coordinating work activities so that they are completed efficientlyand effectively with and through other people.(同别人一起，或通过别人使活动完成得更有效的过程。
)2.随着企业的扩大，企业必将走向规范化，而不再是纯粹的人情化。
group.Management is the art of removing blocks to such performance.Management is the art of creation an environment in such an organized group where people can perform as individuals and yet cooperate toward …4.Management:Elements of definition(要素)：①Efficiency --getting the most output from the least amount of inputs.(以最少的投入得到最大的收入)②Effectively —completing activities so that organizational goals are attained.效果 （管理者完整地实现了组织的目标）*企业越大，风险越大！理念是企业生存的重要要素！！！--“doing the right things ”--concerned with ends△效率可以弥补，但效果却无可挽救！5.Mission 对于一个企业非常重要。
（动力、计划性、实际性等。
管理学英文术语
［转载]管理学核心概念中英文对照原文地址：管理学核心概念中英文对照作者：jaywang第一章管理总论Manager 管理者First-line managers 基层管理者Middle managers 中层管理者Top managers 高层管理者Management 管理Efficiency 效率Effectiveness 效果Planning 计划Organizing 组织Leading 领导Controlling 控制Management process 管理过程Management roles 管理角色Interpersonal roles 人际关系角色Informational roles 信息传递角色Decisional roles 决策制定角色Technical skills 技术技能Human skills 人事技能Conceptual skills 概念技能System 系统Closed systems 封闭系统Open systems 开放系统Environment 环境Special environment 具体环境General environment 一般环境Contingency perspective 权变观Organization 组织Universality of management 管理的普遍性Nonmanagerial employees / Operatives 操作者第二章管理的历史Division of labor 劳动分工Industrial revolution 产业革命Scientific management 科学管理Therbligs 基本动作元素General administrative theorists 一般行政管理理论家Principles of management 管理原则Bureaucracy 官僚行政组织、层级组织Quantitative approach 定量方法Organizational behavior (OB）组织行为Hawthorne Studies 霍桑研究Workforce diversity 员工多样化Entrepreneurship 企业家e—business (electronic business）电子商务e-commerce （electronic commerce）电子贸易、电子商务Intranet 内部互联网Total quality management （TQM）全面质量管理Learning organization 学习型组织Knowledge management 知识管理Workplace spirituality 团队精神第三章计划Decision 决策Decision-making process 决策过程Problem 问题Decision criteria 决策标准Implementation 实施Rational decision making 理性决策Bounded rationality 有限理性Satisficing 满意Escalation of commitment 承诺升级Intuitive decision making 直觉决策Well—structured problems 结构良好问题Programmed decision 程序化决策Procedure 程序Rule 规则Policy 政策Poorly structured problems 结构不良问题Nonprogrammed decisions 非程序化决策Certainty 确定性Risk 风险性Uncertainty 不确定性Directive style 指导性风格Analytic style 分析性风格Conceptual style 概念性风格Behavioral style 行为性风格Planning 计划Goals 目标Plans 计划Strategic plans 战略计划Operational plans 作业计划Long—term plans 长期计划Short-term plans 短期计划Specific plans 具体性计划Directional plans 指导性计划Single-use plan 单一目标计划Standing plans 标准计划Traditional goal setting 传统目标设定Means-ends chain 手段－结果链Management by objectives （MBO) 目标管理Mission 使命Commitment concept 承诺概念Formal planning department 正式计划部门Strategic management 战略管理Strategic management process 战略管理过程Opportunities 机会Threats 威胁Core competencies 核心能力Strengths 优势Weaknesses 劣势SWOT analysis SWOT分析Corporate—level strategy 公司层战略Stability strategy 稳定战略Growth strategy 增长战略Related diversification 相关领域多元化经营Unrelated diversification 不相关领域多元化经营Retrenchment strategy 收缩战略BCG matrix BCG矩阵波士顿咨询集团矩阵Business-level strategy 事业层战略Strategic business units 战略经营单位Competitive advantage 竞争优势Cost leadership strategy 成本领先战略Differentiation strategy 差异化战略Focus strategy 集中化战略Functional—level strategy 职能层战略Environmental Scanning 环境扫描Competitor intelligence 竞争者情报、竞争者信息Forecasts 预测Quantitative forecasting 定量预测Qualitative forecasting 定性预测Forecasting Techniques 预测技术Benchmarking 基准化、标杆Resources 资源Budget 预算Revenue Budgets 收入预算Expense Budgets 费用预算Profit Budgets 利润预算Cash Budgets 现金预算Scheduling 进度计划、规划Gantt Charts 甘特图Load Charts 负荷图PERT network 计划评审技术网络Events 事件Activities 活动Slack time 松弛时间Critical path 关键线路Breakeven analysis 盈亏平衡分析Linear programming 线性规划Project 项目Project Management 项目管理Scenario 设想方案第四章组织Organizing 组织Organizational structure 组织结构Organizational design 组织设计Work specialization 劳动分工Departmentalization 部门化Functional departmentalization 职能部门化Product departmentalization 产品部门化Geographical departmentalization 地区部门化Process departmentalization 过程部门化Customer departmentalization 顾客部门化Cross—functional teams 跨职能团队Chain of command 指挥链Authority 职权Responsibility 职责Unity of command 统一指挥Span of control 管理幅度Centralization 集权化Decentralization 分权化Formalization 正规化Mechanistic organization 机械式组织Organic organization 有机式组织Unit production 单件生产Mass production 大量生产Process production 连续生产Simple structure 简单结构Functional structure 职能型结构Divisional structure 分部型结构Team—based structure 团队结构Matrix structure 矩阵结构Project structure 项目结构Autonomous internal units 内部自治单位Boundaryless organization 无边界组织Learning organization 学习型组织High-performance work practice 高绩效的工作实践Human resource management process 人力资源管理过程Labor union 工会Human resource planning 人力资源规划Job analysis 职务分析Job description 职务说明书Job specification 职务规范Recruitment 招聘Decruitment 解聘Selection process 甄选过程Validity 效度Reliability 信度Work sampling 工作抽样Assessment centers 测评中心Orientation 定向、导向Performance management system 绩效管理系统Written essay 书面描述法Critical incidents 关键事件法Graphic rating scales 评分表法Behaviorally anchored rating scales （BARS）行为定位评分法Multiperson comparisons 多人比较法Group order ranking 分组排序法Individual ranking 个体排序法Paired comparison 配对比较法360 degree feedback 360度反馈skill—based pay 按技能付酬Career 职业生涯、职业Organizational change 组织变革Change agents 变革推动者Organizational development （OD）组织发展Stress 压力Creativity 创造Innovation 创新第五章领导Behavior 行为Organizational behavior 组织行为学Attitudes 态度Cognitive component 认知成分Affective component 情感成分Behavioral component 行为成分Job satisfaction 工作满意度Job involvement 工作投入Organizational commitment 组织承诺Organizational citizenship behavior (OCB）组织公民行为Cognitive dissonance 认知失调Attitude surveys 态度调查Personality 人性Big—five model 重要的五大模型Emotional intelligence (EI）情感智商Locus of control 控制点Machiavellianism 马基雅维里主义Self—esteem 自尊Self—monitoring 自我监控Perception 知觉Attribution theory 归因理论Fundamental attribution error 基本归因错误Self—serving bias 自我服务偏见Selectivity 有选择地接受、选择性Assumed similarity 假设相似性Stereotyping 刻板印象Learning 学习Operant conditioning 操作性条件反射Social learning theory 社会学习理论Shaping behavior 行为塑造Motivation 动机Need 需要Hierarchy of needs theory 需要层次理论Physiological needs 生理需要Safety needs 安全需要Social needs 社会需要Esteem needs 尊重需要Self—actualization needs 自我实现需要Theory X X理论Theory Y Y理论Motivation—hygiene theory 激励－保健理论Hygiene factors 保健因素Motivators 激励因素Three—needs theory 三种需要理论Need for achievement （nAch) 成就需要Need for power (nPow）权力需要Need for affiliation （nAff）归属需要Goal—setting theory 目标设定理论Reinforcement theory 强化理论Reinforcers 强化物Job design 职务设计Job scope 职务范围Job enlargement 职务扩大化Job enrichment 工作丰富化Job depth 职务深度Job characteristic model （JCM) 职务特征模型Skill variety 技能多样性Task identity 任务同一性Task significance 任务重要性Autonomy 自主性Feedback 反馈Equity theory 公平理论Referents 参照对象Expectancy theory 期望理论Compressed workweek 压缩工作周Flexible work hours 弹性工作制Job sharing 职务分担Contingent workers 应急工Telecommuting 电子通信，远程办公Pay-for performance programs 基于绩效的薪酬管理Open—book management 公开帐簿管理Leader 领导者Leadership 领导Behavioral theories 行为理论Autocratic style 权威式Democratic style 民主式Laissez-faire style 放任式Initiating structure 定规维度Consideration 关怀维度High-high leader 高－高型领导者Managerial grid 管理方格论Fiedler contingency model 菲德勒权变模型Least-preferred co—worker (LPC） questionnaire 最难共事者问卷Leader—member relations 领导者－成员关系，上下级关系Task structure 任务结构Position power 职位权力Situational leadership theory (SLT) 情景领导理论Readiness 准备状态Maturity 成熟度Leader participation model 领导者参与模型Path-goal theory 路径－目标理论Transactional leaders 事务型领导者Transformational leaders 变革型领导者Charismatic leader 超凡魅力的领导者Visionary leadership 愿景领导者Legitimate power 法定权Coercive power 强制权Reward power 奖赏权Expert power 专长权Referent power 模范权Credibility 可信度Trust 诚信、信任Empowerment 授权Communication 沟通Interpersonal communication 人际沟通Organizational communication 组织沟通Message 信息Encoding 编码Channel 通道、渠道Decoding 解码Communication process 沟通过程Noise 噪音Nonverbal communication 非言语沟通Body language 体态语言Verbal intonation 语调Filtering 过滤Selective perception 选择性知觉Information overload 信息超载Jargon 行话Active listening 积极倾听Formal communication 正式沟通Informal communication 非正式沟通Downward communication 下行沟通、向下交流Upward communication 上行沟通、向上交流Lateral communication 平行沟通、横向交流Diagonal communication 斜行沟通、越级交流Communication networks 沟通网络Grapevine 小道信息、谣言E-mail 电子邮件Instant messaging （IM) 即时信息Voice mail 声音邮件Fax 传真Electronic data interchange （EDI) 电子数据交换Teleconferencing 电信会议Videoconferencing 视频会议Intranet 内部互联网Extranet 外部互联网第六章控制Control 控制Market control 市场控制Bureaucratic control 官僚组织控制、层级控制Control process 控制过程Management by walking around (MBWA) 走动式管理Range of variation 偏差范围Immediate corrective action 立即纠正行动Basic corrective action 彻底纠正行动Feedforward control 前馈控制Concurrent control 同期控制、现场控制Feedback control 反馈控制。
管理学名词解释英文
•First-line Managers - Individuals who manage the work of non-managerial employees.•Middle Managers - Individuals who manage the work of first-line managers.•Top Managers Individuals whoresponsible formaking org-wide decisions&establishing plans&goals that affect the entire org.•Organization - A deliberate arrangement of people assembled to accomplish some specific purpose (that individuals independently could not accomplish alone).•Effectiveness“Doing the right things”Attaining organizational goals•Efficiency“Doing things right”Getting the most output for the least inputs•Interpersonal roles Figurehead, leader, liaison•Informational roles Monitor, disseminator, spokesperson•Decisional roles Entrepreneur, disturbance handler, resource allocator, negotiator•Technical skills Knowledge and proficiency in a specific field•Human skills The ability to work well with other people•Conceptualskills Theabilitytothink&conceptualize about abstract&complex situations concerning the organization •Innovation•Doing things differently, exploring new territory, and taking risks.••Sustainability -a company’s ability to achieve its business goals and increase long-term shareholder value by integrating economic, environmental, and social opportunities into its business strategies.•The theory of scientific management•Using scientific methods to define the “one best way” for a job to be done:•Putting the right person on the job with the correct tools and equipment•Having a standardized method of doing the job•Providing an economic incentive to the worker•Henri Fayol•Believed that the practice of management was distinct from other organizational functions•Developed principles of management that applied to all organizational situations•Max Weber•Developed a theory of authority based on an ideal type of organization (bureaucracy)•Emphasized rationality, predictability, impersonality, technical competence, and authoritarianism •Organizational Behavior (OB) study of actions of people at work; p r the most important asset of an org•System - a set of interrelated and interdependent parts arranged in a manner that produces a unified whole. •Closed systems•Are not influenced by and do not interact with their environment (all system input and output is internal)•Open systems•Dynamically interact to their environments by taking in inputs and transforming them into outputs that are distributed into their environments•Environmental Uncertainty - the degr ee of change and complexity in an organization’s environment.•Environmental Complexity - the number of components in an organization’s environment and the extent of the organization’s knowledge about those components.•Stakeholders - any constituencies in the organization’s environment that are affected by an organization’s decisions and actions.•Organizational Culture - The shared values, principles, traditions, and ways of doing things that influence the way organizational members act.•Strong Cultures - Organizational cultures in which key values are intensely held and widely shared.•做决定八步骤①确定问题所在。
管理学知识(全英文版的)
• Explain how the contingency approach differs from the early theories of management.
• Discuss how the contingency approach is appropriate for studying management.
❖ The theory of scientific management
– Using scientific methods to define the “one best way” for a job to be done:
• Putting the right person on the job with the correct tools and equipment.将正确的人员安排在适当的工作上，采用正确的工 具和设备
Development of Major Management Theories
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
Exhibit 2.1
2–9
Major Approaches to Management
• Scientific Management 科学管理 • General Administrative Theory 行政管理 • Quantitative Management 质量管理 • Organizational Behavior 组织行为 • Systems Approach 系统理论 • Contingency Approach 权变理论
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
大一管理学知识点总结英文
大一管理学知识点总结英文Management Knowledge Points Summary for FreshmenIntroduction:In the field of management, there are several fundamental concepts and theories that every freshman should be familiar with. This article aims to provide a comprehensive summary of key knowledge points in management.1. Planning:Planning is the process of setting goals, objectives, and strategies to achieve organizational success. It involves analyzing the current situation, identifying opportunities and threats, and formulating effective plans. The key elements of planning include goal setting, SWOT analysis (Strengths, Weaknesses, Opportunities, Threats), and action plan development.2. Organizing:Organizing refers to the arrangement of resources and tasks to achieve organizational objectives. This process includes designing the organization's structure, establishing job roles and responsibilities, and developing coordination mechanisms. Key concepts in organizing include specialization, departmentalization, authority, and span of control.3. Leading:Leading involves influencing and inspiring individuals to work towards achieving organizational goals. Effective leaders possess strong communication skills, motivate and empower their team members, and make informed decisions. Leadership styles, such as autocratic, democratic, and transformational leadership, are crucial in determining the success of a team or organization.4. Controlling:Controlling is the process of monitoring and evaluating performance to ensure that organizational objectives are being met. It involves establishing performance standards, measuring actual performance, comparing results, and taking corrective actions whennecessary. Key tools for control include financial reports, performance appraisals, and quality management techniques.5. Decision-Making:Decision-making is an integral part of management. It involves identifying and evaluating alternative courses of action and choosing the best solution to a problem or opportunity. Decision-making models, such as rational, bounded rationality, and intuitive decision-making, provide frameworks for making effective decisions. Factors influencing decision-making include organizational culture, ethics, and bias.6. Communication:Effective communication is essential for successful management. It involves transmitting information, ideas, and thoughts between individuals or groups. Communication can be verbal or non-verbal, formal or informal, and upward, downward, or lateral. Skills such as active listening, feedback, and body language play a crucial role in effective communication.7. Motivation:Motivation refers to the drive, desire, or willingness to put effort into achieving organizational goals. Managers need to understand different motivational theories, such as Maslow's hierarchy of needs, Herzberg's Two-Factor Theory, and Expectancy Theory, to inspire and motivate their employees. Recognition, rewards, and job enrichment are common strategies to enhance motivation.8. Teamwork:Teamwork is the collaborative effort of a group of individuals to achieve a common goal. Managers need to foster a positive team culture, establish clear roles and responsibilities, and promote effective communication within the team. The stages of team development, including forming, storming, norming, performing, and adjourning, are important to consider in managing teams.Conclusion:Understanding and applying these management knowledge points is crucial for freshmen in their pursuit of a successful career in management. This summary provides a solid foundation for further exploration and application of management theories and practices. Bymastering these knowledge points, freshmen can enhance their managerial skills and contribute to organizational success.。
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approach.
oThe Systems Approach
• Describe an organization using the systems approach. • Discuss how the systems approach is appropriate for
• Discuss how today’s managers use the quantitative approach.
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
2–3
L E A R N I N G O U T L I N E (cont’d)
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
2–2
L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.
Development of Major Management Theories
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
Exhibit 2.1
2–9
Major Approaches to Management
• Scientific Management 科学管理 • General Administrative Theory 行政管理 • Quantitative Management 质量管理 • Organizational Behavior 组织行为 • Systems Approach 系统理论 • Contingency Approach 权变理论
2–14
Scientific Management (cont’d)
2–11
Taylor’s Five Principles of Management
1. Develop a science for each element of an individual’s work, which will replace the old rule-of-thumb method.
2. Scientifically select and then train, teach, and develop the worker.
3. Heartily cooperate with the workers so as to ensure that all work is done in accordance with the principles of the science that has been developed.
它是一座几乎实心的巨石体，成群结队的人将这些大石块沿 着地面斜坡往上拖运，然后在金字塔周围以一种脚手架的方式 层层堆砌。100，000 人共用了 20 年的时间才完成的人类奇 迹。
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
2–8
oThe Contingency Approach
• Explain how the contingency approach differs from the early theories of management.
• Discuss how the contingency approach is appropriate for studying management.
oCurrent Issues and Trends
• Explain why we need to look at the current trends and issues facing managers.
• Describe the current trends and issues facing managers.
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
Exhibit 2.2
2–12
泰罗制
•
泰罗科学管理的特点是从每一个工人抓起，从每一件
工具、每一道工序抓起，在科学实验的基础上，设计出最
佳的工位设置、最合理的劳动定额、标准化的操作方法、
Follow this Learning Outline as you read and study this chapter.
•Toward Understanding Organizational Behavior
• Describe the contributions of the early advocates of OB. • Explain the contributions of the Hawthorne Studies to the
➢ Substituted machine power for human labor ➢ Created large organizations in need of management
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
2–5
Historical Background of Management
• Ancient Management
➢ Egypt (pyramids) and China (Great Wall) ➢ Venetians (floating warship assembly lines)
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2–10
Scientific Management
• Fredrick Winslow Taylor
➢ The “father” of scientific management
➢ Published Principles of Scientific Management (1911)
understanding management.
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2–4
L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.
余的工人，每个工人都像机器一样一刻不停地工作。
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2–
Q and A 2.2
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❖ The theory of scientific management
– Using scientific methods to define the “one best way” for a job to be done:
• Putting the right person on the job with the correct tools and equipment.将正确的人员安排在适当的工作上，采用正确的工 具和设备
2–6
Q and A 2.1
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2–7
•
胡夫金字塔，也称大金字塔，建于公元前 2560 年，塔高 146.5米，因年久风化，顶端剥落10米，现高136.5米。塔身是 用230万块石料堆砌而成，大小不等的石料重达1.5吨至160吨， 塔的总重量约为684万吨，它的规模是埃及迄今发现的108座 金字塔中最大的。
• Explain how today’s managers use general administrative theory.
oQuantitative Approach to Management
• Explain what the quantitative approach has contributed to the field of management.
Follow this Learning Outline as you read and study this chapter.
o Historical Background of Management
• Explain why studying management history is important. • Describe some early evidences of management practice.
oGeneral Administrative Theorists
• Discuss Fayol’s 14 management principles.
• Describe Max Weber’s contribution to the general administrative theory of management.
• Having a standardized method of doing the job. 按标准化的方 法严格操作