管理学控制双语

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2016年ACCA考试F1管理学术语英汉

2016年ACCA考试F1管理学术语英汉对照解释(1)Foundations of Control：1、Control：控制The process of monitoring activities to ensure that they are being accomplished as planned and of correcting any significant deviations.是对各项活动的监视，从而保证各项行动按计划进行并纠正各种显著偏差的过程。

2、Market control：市场控制An approach to control that emphasizes the use of external market mechanisms to establish the standards used in the control system.是一种强调使用外在市场机制，在系统中建立使用标准来达到控制的方法。

3、Bureaucratic control：官僚控制An approach to control that emphasizes organizational authority and relies on administrative rules， regulations， procedures， and policies.是一种强调组织的权威，依靠管理规章、制度、过程及政策来实现控制系统的方法。

4、Clan control：小集团控制An approach to control in which employee behavior is regulated by the shared values， norms， traditions， rituals， beliefs，and other aspects of the organization‘s culture.在小集团控制下，员工的行为靠共同的价值、规范、传统、仪式、信念及其他组织文化方面的东西来调节。

《管理学》课程双语教学的实践与探索

三、好《做管理学》课程双语教学的对策建议
效果。（）材选择较为困难３教
大学教育不仅要教给学生知识，重要的是提高学生的更能力。随着世界一体化进程的加快，际交流机会不断增国多，用外语交流已是大学生的基本要求，利特别是经济管理、电子商务等专业的学生，语运用能力直接会影响以后的学英习与就业。双语教学可以使学生接触到原汁原味的国外《管理学》材，学习专业知识的同时也提高了英语学习和交教在流的能力。（）管理学》程开展双语教学是提高教师素质的需要３《课高校担负着培养人才的重任。高素质的高校师资是发展经济、培养人才的保证，校教师必须树立终身学习的理高念，不断提高道德素质与专业素质。管理学是一门不断发展的学科，须紧跟时代发展前沿，管理学》必《双语教学的开展为教师素质的提高提供了压力与动力，在教学资料准备过程中，教师的专业素质与综合素质都会有所提高。
建议。关键词：语教学；实践；管理学；对策双
为适应不断加快的国际化进程，国许多普通高校都开我设了双语教学课程，这不仅有利于吸取世界文化先进成果、加强国际学术交流，而且对提高学生综合素质具有十分重要的意义。然而，目前双语教学中还存在许多不足之处，文本结合《理学》管双语教学的实践，对其存在的问题进行分析，并提出相应对策，望能为普通院校提高双语教学效果提供希

管理学-管理学关键词中英文对照

管理学关键词中英文对照1．管理Manage2．管理的目标Management goal3．组织绩效Organization performance4．效益Effectiveness5．效率Efficiency6．管理的二重性Twoness of management7．管理职能Management functions8．计划Plan9．组织Organize10．指挥Command11．协调Coordinate12．控制Control13．计划职能Planning14．组织职能Organizing15．领导职能Leading16．控制职能Controlling17．管理学Management18．管理者Manager19．高层管理者Top managers20．中层管理者Middle managers21．基层管理者Fist-line managers22．组织层次Organizational levels23．管理者的角色The Role of the manager24．人际关系角色Interpersonal roles25．信息情报方面的角色Informational roles26．挂名首脑Figurehead27．监听者Monitor28．谈判者Negotiator29．决策方面的角色Decisional roles30．组织规模Organizational sale31．价值取向Value orientation32．管理者的素质Stuff of managers33．智力商数Intelligence Quotient, IQ34．情商Emotional Intelligence, EI35．情绪Mood36．情感智力Emotional Quotient, EQ37．管理技能Management skill38．技术技能Technical skill39．人际技能Human skill40．概念技能Conceptual skill41．劳动分工Divide of labor42．劳动生产力Prolificacy of work43．劳动时间Time of work44．科学管理理论Scientific management theory 45．工业革命Industrial revolution46．泰罗制Taylor’s Principles47．时间研究Labor time study48．动作研究Motion study49．一般管理理论General administrative theory 50．管理原则Principles of management51．行政组织理论Administrative organization theory 52．古典组织理论Classical organization theory 53．行政管理Administrative management54．官僚制Bureaucracy55．官僚行政组织Bureaucracy56．行为科学Behavior science57．霍桑效应Hawthorne effect58．组织行为Organization behavior59．行为科学理论Behavior school60．X –Y 理论Theory X Y61．X理论Theory X62．Y理论Theory Y63．管理理论丛林Management theory jungle64．管理过程学派Management process school 65．人际关系学派Human relation school66．人际关系Human relation67．群体行为学派Group behavior school68．经验（或案例）学派Experience school69．社会合作系统学派Social technical systems theory 70．社会技术系统学派Social technical systems theory 71．系统管理学派Systems theory school72．决策理论学派Decision theory school 73．管理科学学派Management science school 74．权变理论学派Contingencies theory school 75．权变Contingencies76．经理角色学派Manager role school77．企业文化Organization culture78．愿景Vision79．共同愿景Shared vision80．文化冲击Culture shock81．公司再造Company Reengineering82．准时生产（JIT）Just-in-time83．计算机集成制造系统（CIM）Computer integrated manufacturing 84．精益生产Lean manufacturing85．学习型组织Learning organization86．管理环境Managerial environment87．外部环境External environment88．内部环境Internal environment89．一般环境因素General environmental factors90．宏观环境因素Macro environmental factors91．直接作用因素Direct-action factors92．间接作用因素Indirect-action factors93．环境的复杂性Environmental complexity94．动态环境Dynamic environment95．PEST分析法, PEST(polictial,economic,social,technological) 96．政治与法律环境Political & Legal environment97．特殊任务环境Specific environment98．供应商Suppliers99．服务对象Service object100．顾客Customer101．竞争对手Competitors102．潜在竞争对手Potential competitors103．竞争环境Competitive environment104．竞争意识Competitive intelligence105．进入障碍Barriers to entry106．规模经济Economies of scale107．范围经济Economies of scope108．政府管理部门Government Management department109．特殊利益团体Special-interest groups110．组织内部环境Organizational environment111．组织文化Organizational culture112．使命Mission113．凝聚力Cohesiveness114．合作Collaboration115．核心竞争力Core competence116．环境设计Design for environment117．组织设计Organizational design118．社会责任Social responsibility119．社会义务Social obligation120．社会响应Social responsiveness121．管理道德Management ethics122．道德规范Morality rule123．伦理Ethics124．可持续发展Sustainable development125．全球化Globalization126．全球组织模式Global organization model127．全球性组织Global organization128．全球性外包Global outsourcing129．全球战略Global strategy130．组织利益相关者Stakeholders131．组织Organization132．组织绩效Organizational performance133．生产型组织Manufacture organization134．服务型组织Service organization135．私人组织Private organization136．公共组织Commonality organization137．正式组织Formal organization138．非正式组织Informal organization139．实体组织Entity organization140．虚拟组织Virtual organization141．商业计划Business plan142．企业家Entrepreneur143．企业家才能Entrepreneurship144．创业Entrepreneurship145．创业机会分析Opportunity analysis146．组织目标Organizational goals147．研究与开发(R&D)Research and development 148．目标管理（MBO）Management by objective 149．企业Enterprise150．小企业Small business151．企业法人Corporation152．组织的法律形式Legal forms of organization 153．独资企业Solely- invested enterprise154．个人业主制企业 Sole proprietorship155．合伙制企业Partnership enterprise156．公司制企业Corporation157．有限责任公司Limited liability partnership 158．股份有限公司Limited liability Company 159．无限公司Unlimited company160．两合公司Limited partnership161．企业集团Group company162．劳动密集型企业Labor denseness enterprise 163．资金密集型企业Capital denseness enterprise 164．知识密集型企业Knowledge denseness enterprise 165．股东Shareholder166．董事Director167．董事会Directorate168．监事Monitor169．总经理General manager170．首席执行官（CEO）Chief executive officer171．非营利性组织Nonprofit organitation172．企业生命周期The corporate lifecycles173．发展Development174．萌芽阶段Embryonic stage175．衰退阶段Decline stage176．环境的不确定性Environmental uncertainty 177．组织变革Organization transform178．障碍Obstacle179．核心能力Core competencies180．战略Strategy181．战略管理Strategic management182．战略单位Strategic business units183．企业战略Enterprise strategy184．业务战略Business stratagem185．战略实施Strategy implementation186．差异化Differentiation187．差异化战略Differentiation strategy188．集中战略Concentration strategy189．一体化Intgeration190．纵向一体化V ertical integration191．同业多样化战略Concentric diversification strategy 192．战略联盟Strategic alliance193．合作战略Cooperative strategies194．机会Opportunities195．威胁Threats196．优势Strengths197．劣势Weaknesses198．风险Venture199．SWOT分析SWOT analysis200．成长战略Growth strategies201．稳固战略Stability strategies202．撤退战略Retrenchment strategies203．战略方针Strategic policy204．战略目标Strategic goles205．战略步骤Strategic process206．战略重点Strategic keystone207．战略措施Strategic measure208．预测Forecasting209．长期预测Long-time forecast210．中期预测Metaphase forecast211．短期预测Short-time forecast212．定性预测方法Qualitative forecast213．定量预测方法Quantitative forecast214．德尔菲法Dalphi Method215．讨论Discussion216．集合意见法Jury of opinion217．头脑风暴法Brainstorming218．时间序列法Time series analysis models 219．因果分析法Cause and effect analysis models 220．回归分析预测法Regression modals221．决策Decision222．决策过程Decision –making process 223．问题Problem224．决策标准Decision criteria225．权重Weights226．备选方案Alternatives227．最优化决策Optimum decision228．满意Satisfied229．评价Evaluating230．直觉决策Intuitive decision231．定性决策Qualitative decision232．定量决策Quantitative decision233．战略决策Stratagem decision making234．战术决策Tactics decision235．程序化决策Programmed decision236．非程序化决策Nonprogrammed decision 237．确定型决策Certain decision238．风险型决策Risk decisions239．不确定型决策Uncertain decision240．长期决策Long-term decision241．中期决策Intermediate-term decision242．短期决策Short-term decision243．个人决策Person decision244．集体决策Group decision245．有限理性Bounded rationality246．量本利分析法Breakeven analysis247．盈亏平衡点Breakeven point248．固定成本Fixed costs249．变动成本Variable costs250．决策树Decision tree251．悲观决策法Pessimistic decision252．乐观决策法Optimistic decision253．折衷决策法Compromise decision254．机会均等决策法Occasion equalization decision 255．最小后悔值决策法Regardless decision 256．计划Plan257．执行计划Execute plan258．宗旨Aim259．使命Mission260．目标Goal261．战略Stratagem262．政策Policy263．程序Process264．规则Rule265．规划Program266．项目Project267．预算Budget268．环境扫描Environmental scanning269．长期计划Long-term plans270．中期计划Intermediate-term plans271．短期计划Short-term plans272．战略计划Strategic plans273．业务计划Operational plans274．综合计划Synthetic plans275．局部计划Department plans276．项目计划Project plans277．高层管理计划Top management plans278．中层管理计划Middle management plans279．基层管理计划Fist-line management plans280．生产计划Manufacture281．供应计划Provide plans282．新产品开发计划New product plan283．营销计划Marketing plans284．财务计划Finance plans285．人事计划Human plans286．情境计划Scenario planning287．后勤保障计划Service ensure plans288．指令性计划Mandatory plans289．指导性计划Directional plans290．派生（辅助）计划Derivative plans291．甘特图Gantt chart292．滚动计划方法Rolling plan technique293．网络计划技术Network plan technique294．项目评审法(PERT) Program Evaluation and review techniques 295．线性规划Linear programming296．组织Organizing297．组织结构Organizational structure298．组织工作Organize299．劳动分工Division of labor300．统一指挥Unity of command301．职权Authority302．职责Accountability303．直线权力Line authority304．参谋权力Staff authority305．职能权力Function authority306．组织设计Organizational design307．组织结构设计Organizational structure design 308．组织手册Organization handbook309．职位说明书Job description310．组织系统图Organization system chart 311．组织规模Organization scale312．机械式的结构Mechanistic organization 313．单件生产Unit production314．小量生产Small production315．成批生产Process production316．大量生产Mass production317．连续生产Continuum production318．目标原则Goal principle319．管理幅度Span of control320．指控链Chain of command321．管理层次Chain of command322．岗位设定Job design323．工作分析Job analysis324．岗位设定Job design325．岗位轮换Job rotation326．多样化培训Diversity training327．岗位扩大化Job enlargement328．岗位丰富化Job enrichment329．部门划分Departmentalization330．部门化Departmentalization331．职能部门Functional department332．产品部门化Product departmentalization 333．地区划分部分Geographical departmentalization 334．顾客划分部门Customer departmentalization 335．管理者的能力Ma nager’s ability336．扁平型组织Flattening organization337．锥型组织Awl organization338．组织构架Organizational architecture339．机械式组织Mechanistic organization340．有机式组织Organic organization341．集权Centralization of state power342．集权组织Centralized organization343．分权Decentralization of state power344．分权组织Decentralized organization345．委员会制Committee system346．直线制组织结构Line strcture347．职能制组织结构Functional structure348．直线职能制组织结构Line-functional structure349．事业部制组织机构Divisional structure350．矩陈制组织结构Matrix structure351．专门工作组Bottlegging352．模拟分权制组织Simulation Decentralized organization 353．网络结构Network structure354．领导Leading355．领导Leadership356．职位权力Position power357．个人影响Referent power358．合法权Legitimate authority359．奖赏权Reward power360．惩罚权Punish right361．模范权Exemplary right362．专长权Specialty right363．魅力权Glamour right364．感情权Affection right365．士气Morale366．领导风格Leadership styles367．专制作风Autocratic styles368．民主作风Democratic styles369．放任作风Laissez-faire styles370．领导行为理论Behavioral approach371．管理方格图Managerial grid chart372．贫乏型管理Impoverished management373．任务型管理Task management374．俱乐部型管理Country club management375．中庸型的管理Middle –of –the- road management 376．团队型的管理Team management377．领导权变理论Contingency theory378．菲德勒的权变理论Fiedler contingency model379．“任务导向型”的领导方式Task –oriented leadership 380．“关系导向型”的领导方式Relationship-oriented leadership 381．菲德勒模型The Fiedler model382．情境领导理论Situational leadership theory383．途径——目标理论Path –goal theory384．教练Coach385．指导Coaching386．授权Authorization387．沟通Communicate388．消息Message389．渠道Channel390．传言链Grapevine chains391．语言沟通Verbal communication392．非语言沟通Nonverbal communication393．身体语言Body language394．过滤Filtering395．正式沟通Formal communication396．非正式沟通Informal communication397．小道消息Grapevine398．横向沟通Horizontal communication399．单向沟通One –way communication400．对上沟通Upward communication401．对下沟通Downward communication402．斜向沟通Diagonal communication403．沟通网络Communication network404．链式沟通网络Chain communication network 405．环式沟通网络Round communication network 406．Y式沟通网络Y communication network407．纵向沟通网络Vertical communication network 408．轮式沟通网络Wheel communication network 409．全通道式沟通网络All channel communication network 410．团队管理Team management411．激励Motivation412．激励因素Motivators413．需求Needs414．诱因Inducement415．动机Motivation416．行为Action417．绩效Performance418．激励理论Motivation theory419．内容型激励理论Content motivation theory420．积极性Enthusiasm421．需求层次理论Hierarchy of needs theory422．需求Need423．需求层次Need hierarchy424．生理需要Physiological needs425．安全需要Safety needs426．社交需要Social need427．尊重需要Esteem need428．自我实现需要Self –actualization needs 429．“ERG”理论ERG theory430．存在需要Existence need431．关系需要Relatedness need432．成长需要Growth need433．成就激励论Three-need theory434．成就需要Need for achievement435．权力需要Need for power436．合群需要Need for affiliation437．双因素理论Two –factors theory438．激励——保健理论Motivation –Hygiene theory 439．保健因素Hygiene factors440．激励因素Motivation factors441．满意Satisfaction442．不满意Dissatisfaction443．过程型激励理论Process motivation theory 444．期望Expectancy445．期望理论Expectancy theory446．效价Valence447．努力Make great efforts448．期望Expectation449．公平理论Equity theory450．投入Input451．产出Outcomes452．公平Equity453．不公平Inequity454．外在强化Extrinsic rewards455．内在强化Intrinsic rewards456．强化理论Reinforcement theory457．正强化Positive reinforcement458．负强化Negative reinforcement459．规避性学习Avoidance learning460．修正行为Behavior modification461．搭便车Hitchhike462．投机心理Venture psychology463．消退Fade away464．目标激励法Goal –setting theory465．报酬激励法Reward –setting theory466．工资Wage467．津贴Allowance468．认可Certificate469．赞赏Admiration470．奖惩Rewards and punishment471．惩罚Punishment472．考评Appraise473．控制Control474．控制系统Control system475．信息Information476．反馈Feedback477．信息反馈Information feedback478．控制论Cybernectics479．偏差Warp480．纠正Rectify481．前馈控制Feedforward control482．实时控制Real-time control483．反馈控制Feedback control484．业绩考核Performance appraisals 485．财务报表Financial statement486．资产负债表Balance sheet487．损益表Income statement488．现金流量表Statement of cash flow 489．预算Budgeting490．预算控制Budgeting control491．财务预算Financial budget492．业务预算Operation budget493．销售预算Sell budget494．生产预算Production budget495．生产进度日程表Production schedule table 496．内部审计Internal audit497．外部审计External audit498．创新Innovation499．技术创新Technoiogical innovations 500．产品创新Product innovation501．流程再造Process reengineering502．产品设计Product design503．首席技术官Chief technology officier。

管理学术语英文对照解释

Management Glindex(Stephen P. Robbins & Mary Coulter)(Eighth Edition)（英汉对照）管理学原理双语组编写2007年3月Chapter 1 Management and Organizations1、Manager：管理者Someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals .管理者是这样的人，他通过协调其他人的活动达到与别人一起或者通过别人实现组织目标的目的。

2、First-line managers :基层管理者Managers at the lowest level of the organization who manage the work of nonmanagerial e mployees who are involved With the production or the organization’s products是管理着非管理人员所从事的生产和提供组织产品的工作，是最低层的管理者3、Middle managers :中层管理者Mangers between the first-line level and the top level of the organization who manage the work of first-line managers处于基层和高层之间，管理着基层管理者。

4、Top manager :高层管理者Managers at or near the top level of the organization who are responsible for making organization-wide decisions and establishing the goals and plans that affect the entire organization.处于或接近组织顶层，承担着制定广泛的组织决策,为整个组织制定计划和目标的责任。

管理学双语课程中英文简介

《管理学》课程中英文简介Management课程代码：020013A Course Code：020013A课程名称：管理学Course Name：Management学时：48 Periods：48学分：3 Credits：3考核方式：考试Assessment：Examination先修课程：无Preparatory Courses：None管理学是经济、管理类专业的专业基础课程和核心课程，是一门系统地研究管理过程的普遍规律、基本原理和一般方法的科学。

本课程详细讲解了计划、组织、领导与控制等管理职能的客观规律和实施方法。

课程采用课堂教学、科研和实践活动一体化的教学方式，以课堂教学为主，科研和社会实践活动为辅，加强学生对管理学理论和知识的理解和认识，增强学生参与管理实践的意识。

本课程的任务是使学生能够系统地掌握管理学的知识体系，能综合运用管理学的基本理论和方法，并分析和解决管理中的实际问题，为后续专业课程的学习奠定管理学基础。

Management, the basic and core discipline of economics and management students, is a science which systematically studies the universal law, basic principles and general methods of the management process. This course teaches the objective laws and methods of the management functions in details, such as planning, organizing, leading and controlling etc. In order to strengthen the students‟ understanding of the management‟s theory and knowledge and enhance awareness of participating in the management practices, the course uses a teaching method including classroom teaching，researching and social practicing. Classroom teaching is the main part, while others are auxiliary. This course‟s target is to enable students to master the management‟s knowledge system, to apply basic theories and methods, to analyze and solve practical problems in management and lay a good management foundation for follow-up study of major disciplines.《管理学》（双语）课程中英文简介Management（double-language）课程代码：020023A Course Code：020023A课程名称：管理学（双语）Course Name：Management（double-language）学时：48 Periods：48学分：3 Credits：3考核方式：考试Assessment：Examination先修课程：经济学Preparatory Courses：Economics教学目标:本课程是工商管理专业(实验班)的学科基础课，它通过传授管理学的基本概念、基本理论和基本方法，使学生掌握管理的基本规律，具备管理者的基本素质和技能，为进一步学习专业管理课程和从事管理工作奠定基础。

2020年ACCA考试F1管理学术语英汉对照解释(1)完整篇.doc

3、Bureaucratic control：官僚控制An approach to control that emphasizes organizational authority and relies on administrative rules，regulations，procedures，and policies.是一种强调组织的，依靠管理规章、制度、过程及政策来实现控制系统的方法。

4、Clan control：小集团控制An approach to control in which employee behavior is regulated by the shared values，norms，traditions，rituals，beliefs，and other aspects of the organization‘s culture.在小集团控制下，员工的行为靠共同的价值、规范、传统、仪式、信念及其他组织文化方面的东西来调节。

管理学双语(整理版)PPT13-foundations of control

• The Purpose of Control
Ø To ensure that activities are completed in ways that lead to accomplishment of organizational goals.
18–5
Designing Control Systems
18–6
Why Is Control Important?
• As the final link in management functions:
Ø Planning
v
Controls let managers know whether their goals and plans are on target and what future actions to take. Control systems provide managers with information and feedback on employee performance.
v
18–13
Defining the Acceptable Range of Variation
Exhibit 18.5
18–14
Sales Performance Figures for July, Eastern States Distributors
Exhibit 18.6
18–15
Taking Managerial Action
18–19
v
Organizational Performance Measures
• Organizational Productivity
Ø Productivity: the overall output of goods and/or services divided by the inputs needed to generate that output.

管理学专业术语(中英文对照)

1.管理与组织导论管理者:(manager)基层管理者:(first-line managers)中层管理者:(middle managers)高层管理者:(top managers)管理:(management)效率:(efficiency)效果:(effectiveness)计划:(planning)组织:(organizing)领导:(leading)控制:(controlling)管理角色:(management roles)人际关系角色:(interpersonal roles)信息传递角色:(informational roles)决策制定角色:(descisional roles)技术技能:(technical skills)人际技能:(human skills)概念技能:(conceptual skills)管理的普遍性:(universality of management)2.管理的历史劳动分工:(division of labor)工作专业化:(job specialization)工业革命:(industrific revolution)科学管理:(scientific management)一般行政管理理论:(general administrative theory) 管理原则:(principles of management)官僚行政组织:(bureaucracy)定量方法:(quantitative approach)组织行为:(organizational behavior)霍桑研究系统:(Hawthorne studies systems)封闭系统:(closed systems)开放系统:(open systems)权变理论:(contingency approach)劳动力多元化:(workforce diversity)电子企业:(e-business)电子商务:(e-commerce)内部网:(intranet)学习型组织:(learning organization)知识管理:(knowledge management)质量管理:(quality management)3.组织文化与环境管理万能论:(omnipotent view of management) 管理象征论:(symbolil view of management)组织文化:(organization culture)强文化:(strong cultures)社会化:(socialization)工作场所精神境界:(workplace spirituality)外部环境:(external environment)具体环境:(specific environment)一般环境:(general environment)环境的不确定性:(environment uncertainty)环境的复杂性:(environment complexity)利益相关群体:(stakholders)4.全球环境中的管理狭隘主义:(parochialism)民族中心论:(ethnocentric attitude)多国中心论:(polycentric attitude)全球中心论:(geocentric attitude)跨国公司:(multinational corporation)多国公司:(multidomestic corporation)全球公司:(global company)跨国或无边界组织:(transnational or boredrless organization) 初始全球化组织:(born globals)全球外购:(global sourcing)出口:(exporting)进口:(importing)许可证经营:(licensing)许可经营:(franchising)战略同盟:(strategic alliance)合资企业:(joint venture)外国子公司:(foreign subsidiary)市场经济:(market economy)计划经济:(command economy)民族文化:(national culture)5.社会责任与管理道德古典观点:(classical view)社会经济学观点:(socioeconomic view)社会义务:(social obligation)社会响应:(social responsiveness)社会责任:(social responsinility)社会屏障筛选:(social screening)管理的绿色化:(gerrning of management)以价值观为基础的管理:(values-based management) 道德:(ethics)自我强度控制点:(ego strength locus of control)道德准则:(code of ethics)社会企业家:(social entrepreneur)社会影响管理:(social impact management)6.制定决策决策:(decisions)决策制定过程:(decision-making process)决策标准问题:(decision criteria problem)理性的:(rational)有限理性:(bounded rationality)满意的承诺升级:(satisfied escalation of commitment) 直觉决策:(intuitive decision making)结构良好问题:(structured problems)程序化决策:(programmed decision)程序:(procedure)规则:(rule)政策:(policy)结构不良问题:(unstructured problems)非程序化决策:(nonprogrammed decisions) 确定性:(certainty)风险性:(risk)命令型风格:(directive style)分析型风格:(analytic style)概念型风格:(conceptual style)行为型风格:(behavioral style)启发法:(heuristics)7.计划的基础陈述目标:(stated goals)真实目标:(real goals)战略计划:(strategic plans)运营计划:(operational plans)长期计划:(long-term plans)短期计划:(short-term plans)具体计划:(specific plans)方向性计划:(directional plans)一次性计划:(single-used plans)持续性计划:(standing plans)传统目标:(traditional goal setting)手段-目标链:(means-ends chain)目标管理:(management by objectives)使命:(mission)承诺概念:(commitment concept)正式计划部门:(formal planning department) 8.战略管理战略管理:(strategic management)组织战略商业模式:(strategies business model ) 战略管理过程:(strategic management process) 机会:(opportunities)威胁:(threats)资源:(resources)能力:(capabilities)核心竞争力:(core competencies)SWOT分析法:(SWOT analysis)公司层战略:(corporate strategy)增长战略:(growth strategy)相关多元化:(related diversification)非相关多元化:(unrelated diversification) 稳定性战略:(stability strategy)更新战略:(renewal strategies)紧缩战略:(retrenchment strategy)扭转战略:(turnaround strategy)BCG矩阵:(BCG matrix)业务层战略:(business strategy)战略业务单元:(strategic business units) 竞争优势:(competitive advantage)成本领先战略:(cost leadership strategy) 遵循差异化战略:(differentiation strategy) 聚焦战略:(focus strategy)徘徊其间:(stuck in the middle)战略灵活性:(strategic flexibility)市场先入者:(first mover)9.计划的工具技术环境扫描:(environment scanning)竞争对手情报:(competitor intelligence) 预测:(forecasts)定量预测:(quantitative forecasting)定性预测:(qualitative forecasting)标杆比较:(benchmarking)资源:(resources)预算:(budget)甘特图:(Gantt chart)负荷图:(load chart)事件:(events)计划评审技术:(the program evaluation and review technique) 活动:(activities)松弛时间:(slack time)关键路径:(critical path)盈亏平衡分析:(breakeven analysis)线性规划:(linear programming)项目管理:(project management)脚本:(scenario)10.组织结构与设计组织结构设计:(organazational structure design)工作专门化:(work specialization)职能部门化:(functional departmentalization)产品部门化:(product departmentalization)地区部门化:(geographical departmentalization) 过程部门化:(process departmentalization)顾客部门化:(customer departmentalization)跨职能团队:(cross-functional teams)指挥链:(chain of command)职权:(authority)职责:(responsibility)统一指挥:(unity of command)管理跨度:(span of control)集权化:(centralization)分权化:(decentralization)员工授权:(employee empowerment)正规化:(formalization)机械式组织:(mechanistic organization)有机式组织:(organic organization)单件生产:(unit production)大批量生产:(mass production)连续生产:(process production)简单结构:(simple structure)职能型结构:(flanctional structure)事业部型结构:(divisional structure)团队结构:(team structure)矩阵型结构:(matrix structure)项目型结构:(project structure)无边界组织:(boundaryless organization) 虚拟组织:(virtual organization)学习型组织:(learning organization)组织结构图:(organizational charts) 11.沟通与信息技术沟通:(communication)人际沟通:(interpersonal communication) 组织沟通:(organizational communication) 信息:(message)编码:(encoding)解码:(decoding)沟通过程:(communication process)噪声:(noise)非语言沟通:(nonverbal communication) 体态语言:(body language)语调:(verbal intonation)过滤:(filtering)信息超载:(information overload)积极倾听:(active listening)正式沟通:(formal communication)非正式沟通:(informal communication)下行沟通:(upward communication)横向沟通:(lateral communication)斜向沟通:(diagonal communication)沟通网络:( communication networks)小道消息:(grape-vine)电子邮件:(e-mail)即时消息:(instant messaging)音频邮件:(voice-mail)电子数据交换:(electrinic data interchange) 电话会议:(teleconferencing)可视会议:(videoconferencing)网络会议:(webconferencing)内部互联网:(intranet)外部互联网:(Extranet)实践社区:(communities practive)12.人力资源管理高绩效工作实务:(high-performance work practices)人力资源管理过程:(human resource management process) 工会(labor union)反优先雇佣行动计划:(affirmative action)人力资源规划:(human resource planning)职务分析:(job analysis)职务说明书:(job description)职务规范:(job specification)招聘:(recruitment)解聘:(decriuitment)甄选:(selection)效度:(validity)信度:(reliability)工作抽样:(work samping)评估中心:(assessment centers)真实工作预览:(relistic job preview)上岗培训:(orientation)绩效管理系统:(performance management system)书面描述法:(written essay)关键事件法:(critical incidents)评分表法:(graphic rating scales)行为定位评分法:(behaviorally anchored rating scales) 多人比较法:(multiperson comparisons)360度反馈法:(360-degree feedback)基于技能薪酬:(skill-based pay)浮动工资:(variable pay)精简机构:(downsizing)性骚扰:(sexual harassment)基于家庭的福利:(family-friendly benefits)13.变革与创新管理组织变革:(organizational change)变革推动者:(change agent)组织发展:(organizational development)压力:(stress)14.行为的基础行为:(behavior)组织行为学:(organizational behavior)员工生产率:(employee productivity)离职率:(turnover)组织公民行为:(organizational citizen behavior)工作满意度:(job satisfaction)工作场所不当行为态度:(workplace misbehavior attitudes) 认知行为:(cognitive component)情感成分:(affective component)行为成分:(behavior component)组织承诺:(organizational commitment)组织支持感:(perceived organizational support)认知失调:(cognitive dissonance)态度调查:(attitude surveys)人格:(personality)马基雅维里主义:(machiavellianism)自尊:(self-esteem)自我控制:(self-monitoring)印象管理:(impression management)情绪:(emotion)情绪智力:(emotional Intelligence)知觉:(perception)归因理论:(attribution theory)基本归因错误:(fundamental attribution error)自我服务偏见:(self-serving bias)假设相似性:(assumed similarity)刻板印象:(stereotyping)晕轮效应:(halo effect)操作性条件反射:(operant conditioning)社会学习理论:(social learning theory)行为塑造:(shaping behavior)15.理解群体与团队群体:(group)形成阶段:(forming)震荡阶段:(storming)规范阶段:(norming)执行阶段:(performing)解体阶段:(adjourning)群体思维:(groupthink)地位:(status)社会惰化:(social loafing)群体内聚力:(group cohesiveness)冲突:(conflict)冲突的传统观点:(traditional view of conflict)冲突的人际关系观点:(human relations view of conflict)冲突的交互作用观点:(interactionist view of conflict) 积极冲突:(functional conflict)消极冲突:(disfunctional conflict)任务冲突:(task conflict)关系冲突:(relationship conflict)过程冲突:(process conflict)工作团队:(workteams)自我管理团队:(self-managed work teams)跨职能团队:(cross-functional team)虚拟团队:(virtual team)社会网络构造:(social network structure)16.激励员工动机:(motivation)需要层次理论:(hierarchy of needs theory)双因素理论:(two-factor theory)保健因素:(hygiene factors)激励因素:(motivators)三种需要理论:(three-needs theory)成就需要:(need for achievement)权力需要:(need for power)归属需要:(need for affiliation)目标设置理论:(goal-setting theory)自我效能感:(self-efficacy)强化理论:(reinforcement theory)强化物:(reinforcer)工作设计:(job design)工作扩大化:(job enlargement)工作丰富化:(job enrichment)工作深度:(job depth)工作特征模型:(job characteristics model) 公平理论:(equity theory)参照对象:(referents)分配公平:(distributive justice)程序公平:(procedural justice)期望理论:(expectancy theory)压缩工作周:(compressed workweek)弹性工作制:(flexible work hours)弹性时间制:(flextime)工作分担:(job sharing)远程办公:(telecommuting)账目公开管理:(open-book management)员工认可方案:(employee recognition programs)绩效工资方案:(pay-for-performance program)股票期权:(stock options)17.领导领导者:(leader)领导:(leadership)行为理论:(behavioral theories)独裁型风格:(authoeratic style)民主型风格:(democratic style)放任型风格:(laissez-faire style)定规维度:(initiating strueture)关怀维度:(consideration)高-高型领导者:(high-high leader)管理方格:(managerial grid)权变模型:(contingency model)最难共事着问卷:(least-preferred co-worker questionnaire) 情境领导理论:(situational leadership theory)成熟度:(readiness)领导者参与模型:(leader participation model)路径-目标理论:(path-goal theory)交易型领导者:(transactional leaders)变革型领导者:(transformational leaders) 领袖魅力型领导者:(charismatic leader) 愿景规划型领导:(visionary leadership) 法定权利:(legitimate power)强制权利:(coercive power)奖赏权力:(reward power)专家权利:(expert power)参照权利:(referent power)信誉:(credibility)信任:(trust)授权:(empowerment)18.控制的基础控制:(controlling)市场控制:(market control)官僚控制:(bureaucratic control)小集团控制:(clan control)控制过程:(control process)偏差范围:(range of variation)直接纠正行动:(immediate corrective)彻底纠正行动:(basic correvtive action)绩效:(performance)组织绩效:(organizational performance)生产率:(productivity)组织有效性:(organizational effectiveness)前馈控制:(feedforward control)同期控制:(concurrent control)走动管理:(management by walking around)反馈控制:(feedback control)经济附加值:(economic value added)市场附加值:(market valueadded)平衡计分卡:(balanced scorecard)管理信息系统:(management information system) 标杆比较:(benchmarking)员工偷窃:(employee theft)服务利润链:(service profit chain)公司治理:(corporate governance)19.运营与价值链管理运营管理:(operations management)制造型组织:(manufacturing organizations)服务型组织:(service organizations)价值链:(value chain)价值链管理:(value chain management) 组织过程:(organizational processes)知识产权:(intellectual processes)质量:(quality)批量定制:(mass customization)。

控制管理学名词解释

控制管理学名词解释
控制管理学（Control Management）是一种以计划、组织、领导、控制和协调为主要内容，以实现企业目标并保证正常运转的管理学科。

以下是相关名词的解释：
1. 控制（Control）：指针对计划实施过程中所发生的偏差或异常情况进行监测、纠正和调整的一系列活动，以保证企业目标的实现。

2. 反馈（Feedback）：指从执行过程中得到的信息反馈给制定计划的人员，使其能进行评估和调整，以达到目标。

3. 预算控制（Budget Control）：指企业按照一定的程序，制定出预算计划，通过对各项预算进行控制、调整和监督，使各项经济活动在预算范围内进行，并确保企业能够实现预期目标。

4. 内部控制（Internal Control）：指企业按照一定的制度和规范，通过建立内部审核和监督机制，对企业内部各项活动进行监管和管理，以确保企业资产的安全和运营的合法性。

5. 评估（Evaluation）：指对企业运营状况、绩效、成本等方面进行全面、系统的分析和评判，以得出内部管理的缺陷并逐步完善，提高企业效益。

6. 实时控制（Real-time Control）：指在信息化技术的支持下，采用实时监控和反馈的方法，对企业的运营活动进行精准、实时的管理和控制。

《管理学原理双语》课件

3 其他疑问
如果有任何其他问题或疑虑，请随时向我们提问。
《管理学原理双语》PPT 课件
通过《管理学原理双语》PPT课件，我们将深入探讨管理学的基本原理和核心概念，帮助学生学习和理解管理知识，掌握有效的管理技能。
课程介绍
1 课程背景
了解为什么学习管理学对个人和组织都至关重要。
2 课程目标
明确学习此课程的目的和预期收获。
3 课程内容
概述课程中将涵盖的主要主题和学习内容。
课件资料
提供课程相关的幻灯片和资源文件。
学习辅导
为学生提供辅导和支持的途径。
学习评估
1
作业和考试
评估学生对课程内容的理解和应用能力。
课堂参与
2
考核学生在课堂上的积极参与和贡献。
3
课程总结
总结课程学习成果和个人反思。
常见问题
1 如何购买教材？
提供购买教材的指导和建议。
2 如何联系老师？
提供与老师沟通和交流的方式。
4 教学方法
介绍采用的教学方法和互动学习工具。

教学大纲
第一章：管理学概述
介绍管理学的发展历史和主要理论。
第三章：决策与计划
探讨管理决策和有效计划的重要性。
第二章：管理环境和职能
讨论管理的外部环境和不同层级的管理职能。
第四章：组织和领导
解析组织结构和领导力的关键要素。
教学资源
课程教材
推荐教材和参考书籍以帮助学生更好地学习。

chapter 11 Managerial Control 《管理学》(双语)课程课件

IV. Organizational Culture and Clan Control 1. Values and Norms 2. Creating a Strong Organizational Culture 3. Culture and Managerial Action
© Copyright McGraw-Hill. All rights reserved.
© Copyright McGraw-Hill. All rights reserved.
10–12
I. Organizational Control
3.2 Measure actual performance
➢Managers can measure outputs resulting from worker behavior or they can measure the behavior themselves.
➢Managers must decide if performance actually deviates, often, several problems combine creating low performance.
3.4 Evaluate result and take corrective action.
2. Control Systems 控制系统 • Formal, target-setting, monitoring, evaluation and
feedback systems that provide managers with information about how well the organization’s strategy and structure are working.

计划组织协调控制管理学英文

计划组织协调控制管理学英文(中英文版)Title: Planning, Organizing, Coordinating, and Controlling in ManagementIn the realm of management, the quartet of planning, organizing, coordinating, and controlling forms the cornerstone of effective operation. It is through meticulous planning that an organization sets its goals and outlines the steps necessary to achieve them. This phase is akin to drawing a roadmap, ensuring that every destination is within reach.在管理学领域，计划、组织、协调和控制这四个环节构成了有效运作的基石。

通过精心的计划，组织设定目标并规划实现这些目标的必要步骤。

这一阶段如同绘制路线图，确保每个目的地都在可达范围之内。

Organizing, on the other hand, is the process of aligning resources and personnel in the most efficient manner to execute the plan. It's about creating a structure that not only defines roles but also facilitates the smooth flow of work, akin to an orchestrator arranging musical notes to compose a harmonious symphony.另一方面，组织过程是将资源和人员以最高效的方式进行排列组合，以执行计划。

管理专业英语关于控制的看法的英语作文

管理专业英语关于控制的看法的英语作文Title: A Perspective on Control in Management Professional EnglishIntroductionControl is a critical aspect of management that plays a significant role in achieving organizational goals and objectives. In the field of management, control refers to the process of monitoring, evaluating, and regulating activities and resources to ensure that they align with the organization's strategic plans and objectives. The ability to effectively control processes, resources, and people is essential for ensuring that an organization functions effectively and efficiently. In this essay, we will explore the concept of control in management and its importance in achieving organizational success.The Importance of Control in ManagementControl is an essential function of management that helps organizations maintain consistency in their operations, monitor performance, and make adjustments as needed to achieve desired outcomes. Effective control ensures that resources are utilized efficiently, risks are managed effectively, and objectives are achieved in a timely manner. By implementing controlmechanisms, managers can identify deviations from plans and take corrective actions to ensure that the organization stays on track and achieves its goals.Types of ControlThere are various types of control that managers can use to regulate and manage organizational processes. Some common types of control include:1. Financial Control: Financial control involves monitoring and managing the organization's financial resources to ensure that they are used efficiently and effectively. This type of control helps managers track expenses, revenues, and profits, and make informed decisions about resource allocation.2. Operational Control: Operational control focuses on managing the day-to-day activities of the organization to ensure that they are performed efficiently and in accordance with organizational standards and procedures. This type of control helps managers identify bottlenecks, inefficiencies, and areas for improvement in the organization's operations.3. Strategic Control: Strategic control involves monitoring and evaluating the organization's strategic plans and objectives to ensure that they are being implemented effectively and arealigned with the organization's long-term goals. This type of control helps managers make strategic decisions and adjustments to ensure that the organization remains competitive and achieves its strategic objectives.4. Behavioral Control: Behavioral control focuses on monitoring and managing the behavior and performance of employees to ensure that they are fulfilling their roles and responsibilities effectively. This type of control helps managers identify issues related to employee performance, motivation, and engagement and take corrective actions as needed to improve employee productivity and satisfaction.ConclusionIn conclusion, control is a fundamental aspect of management that helps organizations achieve their goals and objectives. By implementing effective control mechanisms, managers can monitor and regulate organizational activities, resources, and people to ensure that they are aligned with the organization's strategic plans and objectives. Control enables managers to identify deviations from plans, make informed decisions, and take corrective actions to ensure that the organization functions effectively and efficiently. Overall, controlis a critical function of management that contributes to organizational success and competitiveness.。

管理学(双语)chap11 Foundations of Control

t t+1 t+2 t+3 t+4 t+5 Time Period (t)
11-14
Sales Performance Figures For July, Eastern States Distributors
Brand
Heineken Molson Irish Amber Victoria Bitter Labatt’s Corona Amstel Light Dos Equis Tecate Total cases
➢ Correcting actual (current) performance ❖Immediate corrective action to correct the problem at once. ❖Basic corrective action to locate and to correct the source of the deviation.
➢ A control that takes place while the monitored activity is in progress. ❖ Direct supervision: management by walking around.
• Feedback Control
➢ A control that takes place after an activity is done. ❖ Corrective action is after-the-fact, when the problem has already occurred.
➢ Revising the standard ❖Examining the standard to ascertain whether or not the standard is realistic, fair, and achievable.