最新管理学期末复习(中英文汇总)资料
《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。
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。
管理基础知识中英翻译
Management Basics管理基础知识A new manager’s practical roadmap to success新经理的实际成功的路线图出自东莞英语培训机构：优恩国际英语Contents-----------目录一：FOREWARD提出二：WELCOME TO YOUR FUTURE SUCCESS!欢迎你将来成功!三：How this Course is Organized本课程是如何组织的四：About Learning学习五：What you need in order to succeed in this course你需要为了成功在本课程中六：Your Questions for Us你的问题我们七：Our Introductory Questions for Your Team为你的团队，我们介绍问题八：And here are the Answers to the Introductory Quiz这里是入门测验的答案九：Teams Work团队工作十：Your Personal Mission Statement你的个人使命宣言SEMINAR 1: BECOMING A NEW MANAGER研讨会1:成为一个新经理18岁1. Understanding Myths about Management理解神话管理182. Understanding Complex Expectations了解复杂的期望3. Defining Your New Role定义你的新角色4. Managing Teams管理团队5. Managing Individual Employees管理个别员工6. Promoting Diversity and Group Culture促进文化多样性和组307. Embracing Your New Identity拥抱你的新身份318. Strengthening Your Emotional Intelligence (“EI”) 加强你的情商(EI)339. Coping with New Feelings应对新的感情10. Reaping the Rewards of Being a New Manager 收获回报的新经理37岁SEMINAR 2: MANAGING TEAMS – THE BASICS研讨会2:管理团队——基本Another test to benchmark your understanding另一项测试基准理解Keeping Your Team on Track保持你的团队跟踪Obstacle 1: Lack of Team Identity障碍1:缺乏团队身份Obstacle 2: Low Participation障碍2:参与度很低Obstacle 3: Poor Communication障碍3:缺乏沟通Obstacle 4: Ineffective Team Leadership 障碍4:无效的团队领导Obstacle 5: Destructive Conflict障碍5:破坏性冲突Obstacle 6: “Group-think”障碍6：“群体思维”Obstacle 7: Absence of Creativity障碍7:缺乏创造力Obstacle 8: Ineffective Decision Making 障碍8:无效的决策SEMINAR 3: COACHING PEOPLE研讨会3:指导人Your Warm-up Test你的热身测试And the Answers are . . .和答案是How to Know When to Coach如何知道什么时候教练How to Develop Coaching Skills如何开发教练技能How to Manage a Coaching Session如何管理指导会话吗How to Customize your Coaching如何定制你的教练吗SEMINAR 4: MANAGING UP研讨会4:管理Your final test你的最终测试Answers to test questions测试问题的答案What is Managing Up?管理是什么?Developing a Relationship with Your Manager与你的经理发展关系Communicating with Your Manager与你的经理沟通Negotiating with your manager和你的经理谈判WRAPPING UP – WHERE DO YOU GO FROM HERE?从这里结束,你们去哪里?更多内容，登录优恩国际英语了解，。
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。
管理学考前复习资料英文名词解释+中文简答题目完全版——来自首经贸
U3 Organizational Culture and EnvironmentThe organization’s cultureA system of shared meanings and common beliefs held by organizational members that determines, in a large degree, how they act towards each other.U4 幻灯片11Adopting a Global Perspective1)Ethnocentric Attitude: The parochialistic belief that the best workapproaches and practices are those of the home country.2)Polycentric Attitude: The view that the managers in the hostcountry know the best work approaches and practices for running their business.U5 Social Responsibility and Managerial Ethics Ethics:Rules and principles that define right and wrong conduct. Managerial ethicsFour view of ethics1)Utilitarian view2)Rights view3)Theory of justice view4)Integrative social contracts theorySocial ResponsibilityIs a business’s intention, beyond its legal and economic obligations, to do the right things and act in ways that are good for society.U6 幻灯片30Intuitive Decision MakingMaking decisions on the basis of experience, feelings and accumulated judgment. Described as “Unconscious reasoning”.U7 幻灯片14Strategic Plans (long-term)Are plans that apply to an entire organization and establish the organization’s overall goals.S-stress W-witness O-Opportunity T-threatU9 幻灯片47Network OrganizationA small core organization that outsources its major business functions (e.g., manufacturing) in order to concentrate what it does best.U11Team（团队）A group whose members work intensely on a specific common goal using their positive synergy, individual and mutual accountability, and complementary skills.Group（群体）Two or more interacting and interdependent individuals who come together to achieve specific goals.U12CreativityThe ability to combine ideas in a unique way or to make an unusual association.InnovationTurning the outcomes of the creative process into useful products, services, or work methods.U13 幻灯片9Jobs satisfactionThe individual’s general attitude toward his or her job Organizational citizenship Behavior (OCB)Discretionary behavior that is not a part of an employee’s formal job requirements, but which promotes the effective functioning of the organization.U14CommunicationThe transfer and understanding of meaning.U15MotivationIs the process by which a person’s e fforts are energized , directed and sustained towards attaining a goal.U16LeadershipLeader – Someone who can influence others and who has managerial authorityLeadership – What leaders do; the process of influencing a group to achieve goalsU17 幻灯片25Feedforward ControlA control that prevents anticipated problems before actual occurrences of the problem.Concurrent ControlA control that takes place while the monitored activity is in progressz. U18Value Chain ManagementThe process of managing the entire sequence of integrated activities and information about product flows along the entire value chain.变革变革过程风平浪静观：成功的变革是可以规划的，并且要求对现状予以解冻，变革为一种新状态，然后实施再冻结以使这次变革的效果得以长久延续。
管理学考试(英文版)
填空题1.Henry Mintzberg’s Management Rolesinterpersonal rolesinformational rolesdecisional roles2. Management Skillstechnical skillshuman skillsconceptual skills3.Management Theoriesscientific managementgeneral administrative theoristsquantitative approachorganizational behaviorsystems approachcontingency approach4.Two components of the external environmentthe specific environmentthe general environment5.The Global Attitudesethnocentric attitudepolycentric attitudegeocentric attitude6.How organizations go international?global souringexportingimportinglicensingfranchisingstrategic alliancesjoint ventureforeign subsidiary7.Geert Hofstede’s five dimensions of national culture individualism versus collectivismpower distanceuncertainty avoidanceachievement versus nurturinglong-term and short-term orientation8.Two views of social responsibilitythe classical viewthe socioeconomic view9.Three stages/levels of moral development preconventional levelconventional levelprincipled level10.Four decision-making stylesdirective styleanalytic styleconceptual stylebehavioral style11.Decision-making errors and biasesanchoring effectselective perception biasconfirmation biasframing biasavailability biasrepresentation biasrandomness biassunk costs errorsself-serving biashindsight bias12.Types of plansBreadth:strategic plans//operational plansTime frame:long-term plans//short-term plansSpecificity:directional plans//specific plansFrequency of use:single-use plan//standing plans 13.Types of organizational strategycorporate strategybusiness strategyfunctional strategy14.Three main types of corporate strategiesgrowth strategystability strategyrenewal strategy15.Three generic competitive strategiescost leadership strategydifferentiation strategyfocus strategy16.Six elements of organizational designwork specializationdepartmentalizationchain of commandspan of controlcentralization and decentralizationformalization17.Two generic models of organizational designmechanistic organizationorganic organization18.Seven elements of the communication process:the communication sourcethe messageencodingthe channeldecodingthe receiverfeedback19.Barriers to effective interpersonal communicationfilteringemotionsinformation overloaddefensivenesslanguagenational culture20.Types of communication networkschain networkwheel networkall-channel network21.Eight elements of human resource management processhuman resource planningrecruitmentselectionorientationtrainingperformance managementcompensation and benefitscareer development22.Types of selection devicesapplication formswritten testsperformances-simulation testsinterviewsbackground investigationsphysical examinations23.Performance appraisal methodswritten essays//critical incidents//graphic rating scalesbehaviorally anchored rating scalesmultiperson comparisonsmanagement by objectives360-degree feedback24.Two different metaphors to describe the change processthe calm waters metaphorwhite-water rapids metaphor25.Techniques for reducing resistanceeducation and communicationparticipationfacilitation and supportnegotiationmanipulation and cooptationcoercion26.The five personality traits in the Big Five Modelextraversionagreeablenessconscientiousnessemotional stabilityopenness to experience27.Stages of group developmentForming storming norming performing adjourning28.Six contemporary of theories of motivationthree-needs theorygoal-setting theoryreinforcement theorydesigning motivating jobsequity theoryexpectancy theory29.Designing Appropriate Rewards Programsopen-book managementemployee recognition programspay-for-performance programsstock option programs30.Seven Traits Associated with LeadershipDriveDesire to leadHonesty and integritySelf-confidenceIntelligenceJob-relevant knowledgeExtraversion31.Five sources of leader power (managing power)legitimate powercoercive powerreward powerexpert powerreferent power术语题1.ManagerSomeone who coordinates and oversees the work of other people so that organizational goals can be accomplished.2.ManagementCoordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively.anizationA deliberate arrangement of people to accomplish some specific purpose.4.Quality managementA philosophy of management that is driven by continual improvement and responding to customer needs and expectations.anizational cultureThe shared values, principles, traditions, and ways of doing things that influence the way organizational members act.6.StakeholdersAny constituencies in the organization’s environment that are affected by the organization’s decisions and actions.7.LicensingAn approach to going global by manufacturing organizations that involves giving other organizations to the right to use your brand name, technology, or product specifications. 8.FranchisingAn approach to going global by service organizations that involves giving other organizations the right to your brand name, technology, or product specifications.9.Social responsibilityA business’s intention, beyond its legal and economic obligations, to do the right things and act in ways that are good for society.10.GoalsDesired outcomes for individuals, groups, or entire organizations.11.PlansDocuments that outline how goals are going to be met.12.StrategiesThe decisions and actions that determine the long-run performance of an organization.13.Renewal strategyA corporate strategy designed to address organizational weakness that are leading to performance declines.14.Chain of commandThe line of authority extending from upper organizational levels to the lowest levels, which clarifies who reports to whom.15.Span of controlThe number of employees a manager can efficiently and effectively manage.municationThe transfer and understanding of meaning.Transfer means the message was received in a form that can be interpreted by the receiver.Understanding the message is not the same as the receiver agreeing with the message.17.Diagonal communicationCommunication that cuts across both work areas and organizational levels in the interest of efficiency and speed.18.Human resource planningEnsuring that the organization has the right number and kinds of capable people in the right places and at the right times.19.Performance management systemA process of establishing performance standards and appraising employee performance in order to arrive at objective HR decisions and to provide documentation in support of those decisions.anizational changeAny alteration of people, structure, or technology in an organization.21.InnovationTaking creative ideas and turning them into useful products or work methods.22.Job involvementThe degree to which an employee identifies with his or her job, actively participates in it, and considers his or her job performance to be important to self-worth.23.PersonalityThe unique combination of emotional, thought, and behavioral patterns that affect howa person reacts and interacts with others.24.GroupthinkWhen a group exerts extensive pressure on an individual to align his or her opinion with others’ opinions.25.Work teamsGroups whose members work intensely on a specific,common goal using their positive synergy, individual and mutual accountability, and complementary skills.26.MotivationThe process by which a person’s efforts are energized, directed, and sustained toward attaining a goal.27.LeadershipWhat leaders do; The process of influencing a group to achieve goals.简答题1.Taylor’s four principles of management1)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.Divide work and responsibility almost equally between management and workers. Management takes over all work for which it is better fitted than the workers.2. What is quality management?1) Intense focus on the customer.2) Concern for continual improvement.3) Process-focused.4) Improvement in the quality of everything the organization does.5) Accurate measurement.6) Empowerment of employees.3. How employees learn culture?1) StoriesNarratives of significant events or actions of people that convey the spirit of the organization.2)RitualsRepetitive sequences of activities that express and reinforce the values of the organization.3)Material SymbolsPhysical assets distinguishing the organization.4)LanguageAcronyms and jargon of terms, phrases, and word meanings specific to an organization.4. Creating a customer-responsive culture1)Hiring the right type of employees (one with a strong interest in serving customers)2)Having few rigid rules, procedures, and regulations3)Using widespread empowerment of employees4)Having good listening skills in relating to customers’ messages5)Providing role clarity to employees to reduce ambiguity and conflict and increase job satisfaction6)Having conscientious, caring employees willing to take initiative.5. How organizations go green?1)Legal (or Light Green) ApproachFirms simply do what is legally required by obeying laws, rules, and regulations willingly and without legal challenge.2)Market ApproachFirms respond to the preferences of their customers for environmentally friendly products.3)Stakeholder ApproachFirms work to meet the environmental demands of multiple stakeholders---employees,suppliers, and the community.4)Activities (or Dark Green) ApproachFirms look for ways to respect and preserve environment and be actively socially responsible.6. How managers can improve ethical behavior in an organization?1)Hire individuals with high ethical standards.2)Establish codes of ethics and decision rules.3)Lead by example.4)Set realistic job goals and include ethics in performance appraisals.5)Provide ethnics training.6)Conduct independent social audits.7)Provide support for individuals facing ethical dilemmas.7. Characteristics of an Effective Decision-Making Process1) It focuses on what is important.2) It is logical and consistent.3)It acknowledges both subjective and objective thinking and blends analytical with intuitive thinking.4) It requires only as much information and analysis as is necessary to resolve a particular dilemma.5) It encourages and guides the gathering of relevant information and informed opinion.6) It is straightforward, reliable, easy to use, and flexible.8. Purposes of PlanningFirst, planning provides direction to managers and nonmanagers alike.Next, planning reduces uncertainty by forcing managers to look ahead, anticipate change, consider the impact of change, and develop appropriate responses.In addition, planning minimizes waste and redundancy.Finally, planning establishes the goals or standards used in controlling.9. Characteristics of Well-Designed Goals1) Written in terms of outcomes rather than actions2) Measurable and quantifiable3) Clear as to time frame4) Challenging yet attainable5) Written down6) Communicated to all necessary organizational members10. Steps in Goal Setting1)Review the organization’s mission, the purpose of an organization.2) Evaluate available resources.3) Determine the goals individually or with input from others.4) Write down the goals and communicate them to all who need to know.5) Review results and whether goals are being met.11. Why is Strategic Management Important?1) It results in higher organizational performance.2) It requires that managers examine and adapt to business environment changes.3) It coordinates diverse organizational units, helping them focus on organizational goals.4) It is very much involved in the managerial decision-making process.12. Purposes of Organizing1) Divides work to be done into specific jobs and departments.2) Assigns tasks and responsibilities associated with individual jobs.3) Coordinates diverse organizational tasks.4) Clusters jobs into units.5) Establishes relationships among individuals, groups, and departments.6) Establishes formal lines of authority.7) Allocates and deploys organizational resources.13. Mechanistic versus Organic Organization1) Mechanistic Organization---A rigid and tightly controlled structureHigh specializationRigid departmentalizationNarrow spans of controlHigh formalizationLimited information networkLow decision participation2) Organic Organization---Highly flexible and adaptable structureNon-standardized jobsFluid team-based structureLittle direct supervisionMinimal formal rulesOpen communication networkEmpowered employees14. Functions of Communication1) ControlFormal and informal communications act to control individuals' behaviors in organizations.2) MotivationCommunications clarify for employees what is to done, how well they have done it, and what can be done to improve performance.3) Emotional ExpressionSocial interaction in the form of work group communications provides a way for employees to express themselves.4) InformationIndividuals and work groups need information to make decisions or to do their work.15. Advantages and disadvantages of group decision makingAdvantages:1) Generate more complete information and knowledge.2) Generate more diverse alternatives.3) Increase acceptance of a solution.4) Increase legitimacy.Disadvantages:1) Time consuming2) Minority domination3) Pressures to conform4) Ambiguous responsibility16. Characteristics of Effective Teams1) Clear goals2) Relevant skills3) Mutual trust4) Unified commitment5) Good communication6) Negotiating skills7) Appropriate leadership8) Internal and external support论述题1. Why study management?1)The universality of managementGood management is needed in all organizations.2)The reality of workEmployees either manage or are managed.3)Rewards and challenges of being a managerManagement offers challenging, exciting and creative opportunities for meaningful and fulfilling work.Successful managers receive significant monetary rewards for their efforts.2. Fayol’s 14 principles of management1)Division of work. Specialization increases output by employees more efficient.2)Authority. Managers must be able to give orders and authority gives them this right.3)Discipline. Employees must obey and respect the rules that govern the organization.4)Unity of command. Every employee should receive orders from only one superior.5)Unity of directio n.The organization should have a single plan of action to guide management and workers.6)Subordination of individual interests to the general interest.The interests of any one employee or group of employees should not take precedence over the interests of the organization as a whole.7)Remuneration. Workers must be paid a fair wage for their services.8)Centralization.This term refers to the degree to which subordinates are involved in decision making.9)Scalar chain.The line of authority from top management to the lowest ranks is the scalar chain.10)Order. People and materials should be in the right place at the right time.11)Equity. Managers should be kind and fair to their subordinates.12)Stability of tenure of personnel.Management should provide orderly personnel planning and ensure that replacements are available to fill vacancies.13)Initiative. Employees who are allowed to originate and carry out plans will exert high levels of effort.14)Esprit de corps.Promoting team spirit will build harmony and unity within the organization.3. How to create the “right” environment for innovation?1) Structural VariablesAdopt an organic structureMake available plentiful resourcesEngage in frequent interunit communicationMinimize extreme time pressures on creative activitiesProvide explicit support for creativity2) Cultural VariablesAccept ambiguityTolerate the impracticalHave low external controlsTolerate risk takingTolerate conflictFocus on ends rather than meansDevelop an open-system focusProvide positive feedback3) Human Resource VariablesActively promote training and development to keep employees’ skills current. Offer high job security to encourage risk taking.Encou rage individual to be “champions” of change.4. How managers motivate employees?1) Recognize individual difference2) Match people to jobs3) Use goals4) Ensure that goals are perceived as attainable5) Individualize rewards6) Link rewards to performance7) Check the system for equity8) Use recognition9) Show care and concern for your employees10)Don’t ignore money11。
管理学培训(全英文)1
B. Application of management concepts, principles, and theory depends on the situation.
10
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.
管理学常用词汇中英文对照表
（1）目标 mission/ objective集体目标 group objective内部环境 internal environment外部环境 external environment计划 planning组织 organizing人事 staffing领导 leading控制 controlling步骤 process原理 principle方法 technique经理 manager总经理 general manager行政人员 administrator主管人员 supervisor企业 enterprise商业 business产业 industry公司 company效果 effectiveness效率 efficiency企业家 entrepreneur权利 power职权 authority职责 responsibility科学管理 scientific management现代经营管理 modern operational management 行为科学 behavior science生产率 productivity激励 motivate动机 motive法律 law法规 regulation经济体系 economic system管理职能 managerial function产品 product服务 service利润 profit满意 satisfaction归属 affiliation自我实现 self-actualization人力投入 human input盈余 surplus收入 income成本 cost资本货物 capital goods机器 machinery设备 equipment建筑 building存货 inventory（2）经验法 the empirical approach人际行为法 the interpersonal behavior approach集体行为法 the group behavior approach协作社会系统法 the cooperative social systems approach 社会技术系统法 the social-technical systems approach 决策理论法 the decision theory approach数学法 the mathematical approach系统法 the systems approach随机制宜法 the contingency approach管理任务法 the managerial roles approach经营法 the operational approach人际关系 human relation心理学 psychology态度 attitude压力 pressure冲突 conflict招聘 recruit鉴定 appraisal选拔 select培训 train报酬 compensation授权 delegation of authority协调 coordinate业绩 performance考绩制度 merit system表现 behavior下级 subordinate偏差 deviation检验记录 inspection record误工记录 record of labor-hours lost产品质量 quality of products先进技术 advanced technology 顾客服务 customer service策略 strategy结构 structure(3)领先性 primacy普遍性 pervasiveness忧虑 fear忿恨 resentment士气 morale解雇 layoff批发 wholesale零售 retail程序 procedure规则 rule规划 program预算 budget共同作用 synergy大型联合企业 conglomerate资源 resource购买 acquisition增长目标 growth goal专利产品 proprietary product竞争对手 rival晋升 promotion管理决策 managerial decision商业道德 business ethics有竞争力的价格 competitive price 供货商 supplier小贩 vendor利益冲突 conflict of interests派生政策 derivative policy开支帐户 expense account批准程序 approval procedure病假 sick leave休假 vacation工时 labor-hour机时 machine-hour资本支出 capital outlay工资率 wage rate税收率 tax rate股息 dividend现金状况 cash position资金短缺 capital shortage总预算 overall budget资产负债表 balance sheet可行性 feasibility投入原则 the commitment principle 投资回报 return on investment生产能力 capacity to produce实际工作者 practitioner最终结果 end result业绩 performance个人利益 personal interest福利 welfare市场占有率 market share创新 innovation生产率 productivity利润率 profitability社会责任 public responsibility董事会 board of director组织规模 size of the organization组织文化 organizational culture目标管理 management by objectives 评价工具 appraisal tool激励方法 motivational techniques控制手段 control device个人价值 personal worth优势 strength弱点 weakness机会 opportunity威胁 threat个人责任 personal responsibility顾问 counselor定量目标 quantitative objective定性目标 qualitative objective可考核目标 verifiable objective优先 priority工资表 payroll（4）政策 policy灵活性 discretion多种经营 diversification评估 assessment一致性 consistency应变策略 consistency strategy公共关系 public relation价值 value抱负 aspiration偏见 prejudice审查 review批准 approval主要决定 major decision分公司总经理 division general manager 资产组合距阵 portfolio matrix明星 star问号 question mark现金牛 cash cow赖狗 dog采购 procurement人口因素 demographic factor地理因素 geographic factor公司形象 company image产品系列 product line合资企业 joint venture破产政策 liquidation strategy紧缩政策 retrenchment strategy战术 tactics(5)追随 followership个性 individuality性格 personality安全 safety自主权 latitude悲观的 pessimistic静止的 static乐观的 optimistic动态的 dynamic灵活的 flexible抵制 resistance敌对 antagonism(6)激励 motivation潜意识 subconscious地位 status情感 affection欲望 desire压力 pressure满足 satisfaction自我实现的需要 needs for self-actualization 尊敬的需要 esteem needs归属的需要 affiliation needs安全的需要 security needs生理的需要 physiological needs维持 maintenance保健 hygiene激励因素 motivator概率 probability强化理论 reinforcement theory反馈 feedback奖金 bonus股票期权 stock option劳资纠纷 labor dispute缺勤率 absenteeism人员流动 turnover奖励 reward(7)特许经营 franchise热诚 zeal信心 confidence鼓舞 inspire要素 ingredient忠诚 loyalty奉献 devotion作风 style品质 trait适应性 adaptability进取性 aggressiveness热情 enthusiasm人际交往能力 interpersonal skills行政管理能力 administrative ability智力 intelligence专制式领导 autocratic leader民主式领导 democratic leader自由放任式领导 free-rein leader管理方格图 the managerial grid工作效率 work efficiency服从 obedience领导行为 leader behavior支持型领导 supportive leadership参与型领导 participative leadership指导型领导 instrumental leadership成就取向型领导 achievement-oriented leadership。
全英管理学复习整理
I. Multiple choices (25)II. True-false (15)III. Scenarios and Questions (20)IV. Essay Questions (40)Part 1 IntroductionChapter 1 Introduction to Management and OrganizationChapter 2 Management Yesterday and TodayPart 3 PlanningChapter 6 Decision-Making: The Essence of the Manager’s JobChapter 7 Foundations of PlanningChapter 9 Planning Tools and TechniquesPart 4 OrganizingChapter 10 Organizational Structure and DesignChapter 11 Managerial Communication and Information Technology Chapter 13 Managing Change and InnovationPart 5 LeadingChapter 16 Motivating EmployeesChapter 17 LeadershipPart 6 ControllingChapter 18 Foundations of ControlChapter 1 Introduction to Management and OrganizationKey terms: Managers, management, organization.I. managers-----who are managers?Differences between managers and operatives职员(coordinating, subordinates属下、附属物)Top managersThe types of managers Middle managers(differentiate(V 区别、差别), First-line managersexample)who are managers(someone who work with and through other people by coordinating their work activities in order to accomplish organizational goals)what is management : coordinating work activities so that they are completed efficiently and effectively with and through other people )II. management----- what is management?process--POLC3 key ideas of management coordinating activitiesaccomplish goals efficiently and effectivelyefficiency(doing things right) & effectiveness(doing the right things) (differentiate) III. Organization-----what is an organization?（A deliberate arrangement of people to accomplish some specific purpose）Distinct purpose3 characteristics of an organization peopleDeliberate structure Understanding the characteristics of traditional and neworganizationsIV. What do managers do?The key parts are three perspectives. They are1) Functions and process (list and define);Planning, organizing, leading, and controlling2) Management roles (name)Interpersonal (figurehead（名誉领袖）, leader, liaison(联络)),informational (monitor监听员, disseminator传播者, spokesperson发言人), Decisional (entrepreneur企业家, disturbance handler故障排除者, resource allocator, negotiator谈判专家)3) management skills (name and differentiate, conclusion)(technical, human, and conceptual skills)Chapter 2 Management Yesterday and TodayI. The development of management theories(Major Approaches to Management)Scientific ManagementGeneral Administrative TheoryQuantitative Approach to ManagementOrganizational BehaviorSystem ApproachContingency Approach1) Scientific management-----Focus on (how to improve the productivity)Book: Principles of Scientific Management(1911)Experiment: “Pig Iron”Taylor’s four principles of management1. Develop a science for each element of an individual’s work,which replaces the old rule-of-thumb method.2. Scientifically select and then train, teach, and develop theworker.3. Heartily cooperate with the workers so as to ensure that allwork is done in accordance with the principles of the sciencethat has been developed.4. Divide work and responsibility almost equally betweenmanagement and workers. Management takes over all workfor which it is better fitted than the workers.2)General Administrative Theorists-----Fayol’s management functions(planning, organizing, commanding, coordinating and controlling)Fayol’s 14 principles of management (authority, unity of command, unity of direction, scalar chain, etc.)3) Quantitative approach-----operations research or management science• applications of statistics(统计应用)• optimization models（最优化模型）• information models（信息模型）• computer simulations（计算机模拟）of managementactivities4) Organizational behavior------ Hawthrone Studies (Elton Mayo)(focus on: human behavior in organizationsconclusions).Difference between scientific management and organizational behavior (efficiency) (people)5) System ApproachA system is a set of interrelated(相关的) and interdependent parts arranged in a mannerthat produces a unified whole.（统一整体）An organization is an open system.6) Contingency ApproachThe contingency perspective emphasizes the fact that organizations are different, face different circumstances or contingencies, and thus may require different ways ofmanaging.II. Current trends and issues (understand)globalization, ethics（道德规范）, workforce diversity（员工多样化）, entrepreneurship, managing in an E-business world, learning organizations and knowledge management, quality management.Chapter 6 Decision-Making: The Essence of the Manager’s Job1. Define decision-making.A decision is a choice made from two or more alternatives.2 key ideas2. Outline the steps in the decision-making process.8-step process:It begins with identifying a problemand decision criteriaand allocating weights to those criteria;moves to developing,analyzing,and selecting an alternative;implements the alternative;and concludes with evaluating the decision’s effectiveness.3. Four factors affected the decision-making process.a) the decision-making approach----rationality, boundedrationality, intuition; (Identify)satisfice- accept solutions that are “good enough”, rather thanmaximizing payoffsb) the decision-making conditions---- certainty, risk,uncertainty (Identify)c) the two types of problem and decision, (Differentiate,Conclusion)well-structured, poorly structured.programmed decisions, nonprogrammed decision.d) decision making styles, directive（指令型）, analytic（分析型）,conceptual（概念型）, behavioral（行为型） style. (Understand)Chapter 7 Foundations of Planning1. Define planningPlanning involves defining the organization’s goals, establishing anoverall strategy for achieving these goals, and developing acomprehensive（综合的，广泛的） set of plans to integrate and coordinateorganizational work.2. Distinguish among the different types of plans.Types of PlansStrategic(战略的) long term directional single useOperational short term specific standing3. Approaches to establishing goals (MBO).（management byobjectives目标管理）The difference between traditional goal setting and MBO:MBO consists of four elements:i) Goal specificityii) Participative decision makingiii) Explicit time period（明确的时限）iv) Performance feedback（绩效反馈）Chapter 9 Planning Tools and TechniquesPERT method（计划评审技术）1) How to construct a network chart?2) How to determine critical path?Chapter 10 Organizational Structure and Design1. Define organizing, organizational structure and organizationaldesign.Organizing is the process of creating an organization’s structure.An organizational structure is the formal arrangement of jobs within an organization.Organizational design is the process of developing or changing an organization’s structure.2. Describe the six key elements of organizational structure.6 key elements of organizational design are:-work specialization,-departmentalization,-chain of command,-span of control,-centralization/decentralization,- formalization.3. Differentiate mechanistic & organic organizational designssimple structure & functional structure & divisional structure4. Identify the four contingency factors that influenceorganizational designStrategySizeTechnologyEnvironmental Uncertainty5. Understand Contemporary Organizational Designs (teamstructures, matrix structures, project structures, boundariesorganizations and learning organization).Chapter 11 Managerial Communication and Information Technology1．Communication－ the transfer and understanding of meaning 2．Differentiate organizational communication flows and networks Direction of Communication FlowDownward CommunicationUpward CommunicationLateral CommunicationDiagonal CommunicationOrganizational Communication NetworksTypes of Communication Networks (chain, wheel, all-channel)The GrapevineChapter 13 Managing Change and Innovation1. What Is Change?Change-alterations in people, structure, or technology2. Types of ChangeChanging StructureChanging TechnologyChanging PeopleChapter 16 Motivating Employees1. What Is Motivation?–The processes that account for an individual’s willingness toexert high levels of effort to reach organizational goals,conditioned by the effort’s ability to satisfy some individualneed.• Effort, Direction, Need2. Early Theories of Motivation (contents, conclusions)Maslow’s Hierarchy of Needs TheoryPhysiologicalSafetySocialEsteemself-actualizationMotivating a person depends on knowing at what level thatperson is on the hierarchy.McGregor’s Theory X and Theory Y–Theory X- assumes that workers have little ambition, dislikework, want to avoid responsibility, and need to be closelycontrolled• assumed that lower-order needs dominated–Theory Y- assumes that workers can exercise self-direction,accept and actually seek out responsibility, and consider work tobe a natural activity• assumed that higher-order needs dominatedHerzberg’s Motivation-Hygiene Theory(Identify Hygiene factors & Motivators)3. Contemporary Theories of MotivationThree-Needs Theorythe need for achievement (nAch),the need for power (nPow),the need for affiliation (nAff).High achievers ：• prefer jobs that offer personal responsibility• want rapid and unambiguous feedback• like moderately challenging goals.High achievers don’t necessarily make good managersBest managers tend to be high in the need for power and low inthe need for affiliationGoal-Setting Theory--Proposes that setting goals that are accepted, specific, and challenging yet achievable will result in higher performance than having no or easy goals.Reinforcement TheoryA desired behavior is a function of its consequences, is externallycaused, and if reinforced, is likely to be repeated.Managers can influence employees’ behavior by reinforcing the work behaviors they desire.Equity Theory–Equity theory proposes that employees perceive what they getfrom a job situation (outcomes) in relation to what they put in(inputs) and then compare their inputs-outcomes ratio with theinputs-outcomes ratios of relevant others.–If employees perceive inequity, they will act to correct thesituation.Expectancy Theory (key relationships)effort-performance linkageperformance-reward linkageattractiveness of rewardChapter 17 Leadership1. Differentiate managers and leaders.Leaders- someone who can influence others and who has managerial authorityThe difference between managers and leadersThe relationship between managers and leaders--All managers should ideally be leaders, but not all leaders have the ability to be an effective manager.2. The trait theories of leadership.Leadership traits -characteristics that might be used to differentiate leaders from nonleaders.3. Behavioral theories of leadership (Types of leadership &conclusions)1) University of Iowa Studies-- autocratic, democratic, and laissez-faire.2) The Ohio State Studies-- initiating structure and consideration(high-high leaders)3) University of Michigan Studies--employee oriented, production oriented.4) The Managerial Grid--- used two-dimensional grid of both “concernfor people” and “concern for production” as dimensions.Five major styles:Impoverished management (1,1),task management (9,1),middle-of-the-road management (5,5),country club management (1,9),and team management (9,9).4. The Fiedler contingency model.The Fiedler Model--- relationship oriented ;task orientedLPC--Least-preferred co-worker (LPC) questionnaireThe situational factors in Fiedler’s modelleader-member relationstask structureposition powerConclusion5.Hersey-Blanchard’s Situational Leadership Theory---focuses on followers’ readinesstask behaviors, relationship behaviorsTelling, Selling, Participating, Delegating6. Explain the various sources of power a leader might possess.legitimate power, coercive power, reward power,expert power, and referent power.Chapter 18 Foundations of Control1. What Is Control?Control is the process of monitoring activities to ensure they are being accomplished as planned and of correcting any significant deviations.2.The Control ProcessMeasuringComparingTaking Managerial Action– Correct Actual Performance– Revise the Standard3.Types of ControlFeedforward ControlConcurrent ControlFeedback Control。
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》专业词汇中英文对照(修订)doc-ABC-25页文档资料
第二部分专业词汇中英文对照第 1 页AAbsenteeism 缺勤，旷工Acceptance of authority权威的认可Accommodation 顺应（对待冲突的策略）Achievement-oriented leader 成就导向型领导者Acid test ratios 速动比率Acquisition 并购，收购Active listening 积极倾听Activities 活动Adjective rating scales描述性评分表Affective component of an attitude 态度的情感成分Affirmative action programs 确认行动计划，积极行动方案Age Discrimination in Employment Act 反就业年龄歧视法案Agreeableness 随和Agriculture wave 农业化阶段，农业时代Americans with Disabilities Act 美国人对待残疾法案Analytic decision-making style 分析型决策制定风格Answering questions 回答问题Anthropology 人类学Assaults 袭击，攻击Assertiveness 专断，肯定，强制取向（划分解决冲突风格的维度）Assumed similarity 假定相似性Attentional processes 注意过程Attitudes 态度Attribution theory 归因理论Authority 职权，权威Autocratic style of leadership 专制式领导，独裁式领导Autonomy 自主，自主权Availability heuristic 只利用现有信息决策的取巧途径，以易代难倾向Avoidance 回避，规避BBaby boomers 婴儿潮Bargaining strategies 争价策略，谈判策略Barriers to communication沟通障碍Basic corrective action彻底纠错行动Behavioral component of an attitude 态度的行为成分Behavioral science theorists 行为科学理论家Behavioral style of decision making 行为型决策制定风格Behavioral theories of leadership 行为领导理论Behaviorally anchored rating scales (BARS) 行为定位评分法Behavior-related symptoms行为表征Benchmarking 标杆瞄准，基准化Big five model 五因素模型，大五模型Board representatives 员工代表Body language 身体语言“Boiled frog phenomenon”“煮青蛙现象”Borderless organizations无边界组织（内部）Boundaryless organization无界组织Bounded rationality 有限理性Brainstorming 头脑风暴法Break-even analysis 盈亏平衡分析Broad-banding 基于员工能力第 3 页付酬的一种方式Bureaucracy 官僚行政组织Bureaucratic control 行政控制Business evaluation method 企业评估方法C“Calm waters” metaphor“风平浪静”观Career 职业生涯Centralization 集权，集中Certainty 确定性Chain of command 指挥链Change agent 变革推动者Change 变革，改革，变化Changing economy 变化的经济Channel 渠道，媒介Charismatic leadership theory 魅力型领导理论Civil Rights Act 民权法案Clan control 文化控制Classical approach 经典观念，经典学派Closed system 封闭系统Coach 教练Code of ethics 道德规范Coercive power 强制权力，强制权Cognitive component of an attitude 态度的认知成分Cognitive dissonance 认知失调Collaboration 合作（对待冲突的策略）Combination strategy 组合战略Communication differences沟通差异Communication process 沟通过程Communications 沟通Compensation 薪酬Compensation administration薪酬管理Competence 技能，专长，能力，胜任特征Competency-based compensation 基于能力的报酬Competitive advantage 竞争优势Competitive intelligence竞争情报Competitive strategy 竞争战略Conceptual skills 概念技能，抽象能力Conceptual style of decision making 概念型决策制定风格Concurrent control 并行控制，同期控制Conflict management 冲突管理Conflict managers 冲突管理者Conflict 冲突Conscientiousness 正直，尽责Consideration 关心，关怀Consistency 一贯性Consultants 顾问，咨询者Contingency approach 权变观念，权变学派Contingency theories of leadership 权变领导理论Contingency variable 权变变量Contingent workforce 应急工，临时工Continuous improvement 持续改进，不断改进Contract workers 合同工Control 控制Controlling 控制职能Cooperativeness 合作取向（划分解决冲突风格的维度）Core competency 核心能力，核心专长第 5 页Core employees 核心员工Cost-leadership strategy成本领先战略Creative-thinking skills创造思维能力Creativity 创造力Critical incidents 关键事件法Critical path scheduling analysis 关键路径计划分析法Critical path 关键路径Crossword comprehension填字游戏，纵横字谜理解Current ratio 流动比率Customer departmentalization 按顾客划分部门Customer service 顾客服务Customer-responsive culture 顾客响应文化DData Protection Act 数据保护法案Debt to assets ratio 资产负债率Decentralization 分权，分散Decision criteria 决策准则Decision implementation 决策实施Decision making 决策制定Decision-making process决策制定过程Decision-making styles 决策风格Decision trees 决策树Decisional entrepreneur决策方面的创业家角色Decoding 解码Delegation 授权Democratic style of leadership 民主式领导Democratic-consultative leader 民主咨询式领导者Democratic-participativeleader 民主参与式领导者Departmentalization 划分部门，部门化Design 设计Deterrence-based trust 基于威慑的信任Devil’s advocate吹毛求疵者Differentiation strategy差异化战略Direct supervision 直接监督Directional plans 指导性计划Directive leader 指示型领导者Directive style of decision-making 指示型决策制定风格Discipline 纪律Disseminator 传播者Distinctiveness 独特性Distributive bargaining分配型讨价还价，零和分配争价Disturbance handler 故障排除者Division of labor 劳动分工Downsizing 缩小规模Dysfunctional conflict 功能失调的冲突，不利的冲突Ee-business 电子企业，虚拟企业e-commerce 电子商务Economic order quantity (EOQ) 经济定货批量Economics 经济学Effectiveness 效果Efficiency 效率Elderly 年长者，老年人Electronic meeting 电子会议第 7 页E-mail 电子邮件E-manufacturing 电子制造Emotional intelligence (EI) 情商Emotional stability 情绪稳定Emotions 情绪Employee assessment 员工评价Employee assistance programs (EAPs) 员工帮助计划Employee benefits 员工福利Employee counseling 员工咨询Employee oriented 员工导向的Employee theft 员工偷窃Employee training 员工培训Employment planning 招聘计划，雇佣计划Empowerment skills 赋权技巧Empowerment 赋权Encoding 编码English-only rules 仅使用英语进行交流Entrepreneurs 企业家，创业家Entrepreneurship 创业Environmental scanning 环境扫描e-organization 虚拟组织Equal Pay Act 平等工资法案Equity theory 公平理论Escalation of commitment过度承诺Esteem needs 尊重需要Ethics 道德Events 事件Expectancy theory 期望理论Expert power 专家权力，专长权Expert systems 专家系统Expertise 专业知识，专门技术Extinction 消除Extranets 企业外网，广域网Extroversion 外向FFair labor standards Act公平劳动标准法案Family and Medical Leave Act家庭和医疗假期法案Federal Electronic Communications Privacy Act 联邦电子通讯隐私法案Feedback 反馈Feedback control 反馈控制Feedforward control 前馈控制Fiedler contingency leadership model 菲德勒权变领导模型Figurehead 挂名首脑Filtering （信息）过滤First-line managers 基层管理者，一线管理者Fixed-point reordering system 定点定货系统Flexibility 灵活性Flextime 弹性工作时间Focus strategy 集中化战略Forcing 强制（对待冲突的策略）Formal planning 正式计划Free-market democracies自由市场经济Functional conflict 有利的冲突Fundamental attribution error 基本归因错误Future orientation 未来导向GGantt Chart 甘特图Gender differences 性别差异General administrative第 9 页theorists 一般行政管理理论家Geographic departmentalization 按地区划分部门Global Leadership and Organizational Behavioral Effectiveness (GLOBE) 全球领导与组织行为效果Global village 地球村Globalization 全球化Goal-setting theory 目标设定理论Gossip 流言Grand strategies 总体战略Grapevine 小道消息Great Depression 大萧条Group 群体，小组Group behavior 群体行为Group cohesiveness 群体内聚力，群体凝聚力Group decision making 群体决策Group-order ranking 分组排序法Groupthink 趋同思维Growth strategy 增长战略HHalo effect 晕轮效应Harvesting 收回（投资）Heuristics 取巧途径，倾向Hierarchy of needs theory 需要（求）层次理论Homicide 行凶，杀人Honest 诚实Hostile environment 敌对的环境Human relations view of conflict 冲突的人际观Human resource inventory report 人力资源储备报告Human resource management(HRM)人力资源管理Humane orientation 人本导向Hygiene factors 保健因素IIdentification-based trust 基于认同的信任Ill-structured problems非结构化问题Immediate corrective action 立即纠错行动Immigration Reform and Control Act 移民改革和控制法案Individual ranking 个人排序法Individualism vs. collectivism 个人主义与集体主义Industrial engineering 工业工程Industrial Revolution 产业革命，工业革命Industrialization wave 工业化阶段，工业时代Informal planning 非正式计划Information handling 信息处理Information overload 信息超载Information technologists信息技术专家Information technology (IT) 信息技术Information wave 信息化阶段，信息时代Informational monitor 信息方面的监控者角色In-group collectivism 圈内集体主义，圈内合作Initiating structure 定规结构Innovation 创新Integrative bargaining整合型讨价还价，共赢争价Integrity 正直Intellectual property 智力资源第 11 页Interactionist view of conflict 冲突的互动观Intergroup development 团际发展，组际发展Internet 因特网Interpersonal demands 人际需求Interpersonal skills 人际技能Interview 面试，访谈Intranets 企业内网，局域网Intrapreneurs 内企业家，内部创业者Intrinsic task motivation内在工作动机Inventory turnover ratios库存周转率ISO 9000 series ISO 9000 系列JJargon 技术用语，行话Job analysis 职务分析，工作分析Job characteristics model (JCM)职务特征模型，工作特征模型Job description 职务描述，工作描述Job enrichment 职务丰富化，工作丰富化Job involvement 工作投入Job satisfaction 工作满意度Job sharing 职务分担，工作分担（分享）Job specification 职务说明，工作说明Just-in-time (JIT) inventory systems 准时制库存系统KKaizen 改善Kanban 看板Karoshi 劳累过度而猝死Knowledge-based trust 基于了解的信任Knowledge management 知识管理Knowledge workers 知识工人LLabor relations 劳工关系Labor supply 劳动力供应Laissez-faire style of leadership 放任式领导Language 语言Layoffs 裁员Layoff-survivor sickness裁员幸存者心态（综合症）Leader-participation model 领导者参与模型Leaders 领导者Leadership 领导Leading 领导职能Learning 学习Learning organization s学习型组织Least-preferred co-worker (LPC) questionnaire 最难共事者问卷Legitimate power 法定权力，法定权Leverage ratios 财务杠杆比率Leverage test 杠杆能力测试Liaison 联络者Line authority 直线职权Linear programming 线性规划Liquidity 流动Liquidity test 流动性测试Load chart 负荷图Locus of control 控制中心，控制点Long-term plans 长期计划Long-term vs. short-term orientation 长期（短期）倾向Loyalty 忠心，忠诚MMachiavellianism (“Mach”)第 13 页马基雅维里主义Management 管理Management by objectives (MBO) 目标管理Management by walking around (MBWA) 走动管理Management charter initiative (MCI) 管理宪章运动（英国研究管理能力的组织）Management competencies 管理能力Management processes 管理过程，管理职能Management science 管理科学Management workshop 管理研讨与实践Managerial grid 管理方格Managerial roles 管理者角色Managers 管理者，经理Mandatory Retirement Act 强制退休法案Manufacturing organization 生产企业，制造企业Market control 市场控制Mass production 大量生产Matrix structure 矩阵制组织结构Measurement 度量，衡量Mechanistic organization机械式组织Merger 兼并Message 消息，信息Middle managers 中层管理者Minimum-wage employees 最低工资员工Mission statement 使命陈述Motivation 动机，激励Motivation-hygiene theory激励保健理论，双因素理论Motivators 激励因素Motor reproduction process 机械再现过程，动力复制过程Multinational corporations (MNCs) 多国公司Myers-Briggs Type Indicator (MBTI) 迈耶—布里格斯类型指标NNational culture 民族文化National Labor Relations Act 全国劳工关系法案Need 需要Need for achievement 成就需要Need for affiliation 归属需要Need for power 权力需要Negative reinforcement 负强化Negotiation 谈判Negotiator 谈判者Networked communication capabilities 网络沟通能力Networked computer systems计算机网络系统Neural network 神经网络Neutralizers 中和New Deal 新政Nominal group technique名义群体（决策）技术Nonprogrammed decisions非程序化决策Nonverbal cues 非语言暗示Norms 规范Not-for-profit organizations 非赢利性组织OOn-the-job training 在职培训Open systems 开放系统Opening comments 开场白Openness 开放Operant conditioning 操作性条件反射，操作制约Operating ratios 经营比率Operations management 作业第 15 页管理Operations research (OR)运筹学Operations Research Society of America 美国运筹学会Operations test 运营能力测试Operatives 操作者，作业人员Opportunities (Strategic)机会（战略的）Oral reports 口头报告Organic organization 有机式组织Organization culture 组织文化Organization design 组织设计Organization development (OD) 组织发展Organization structure 组织结构Organizational behavior (OB) 组织行为Organizational change 组织变革Organizational citizenship 组织公民Organizational commitment组织承诺Organizational leadership组织领导Organizational processes组织过程Organizational strategy组织战略Organizations 组织Organizing 组织职能Orientation 导向，定向Outsourcing 业务外包PPaired comparison approach 两两比较法，配对比较法Parochialism 狭隘观念Part-time employees 兼职员工Path-goal theory 目标路径理论Pay-for-performance programs按业绩付酬，业绩工资制Payoff matrices 工资矩阵Perception 知觉Performance appraisal methods 绩效评估方法Performance-based compensation 基于业绩的薪酬Performance management 绩效管理Performance management system 绩效管理系统Performance orientation绩效导向Performance-simulation tests 绩效模拟测试Personal differences 个体差异Personal growth and development 个人成长与发展Personal observation 亲自观察Personality 个性PERT network analysis 计划评审技术网络分析方法Philosophy 哲学Physiological needs 生理需要Planning 计划职能Policy 政策Political science 政治科学Political skills 政治技能Polygraph Protection Act测谎器（使用）保护法案Positive reinforcement 正强化Power 权力Power distance 权力差距Pregnancy Discrimination Act第 17 页（反）孕期歧视法案Presentations 演讲Principles of management管理原则Privacy Act 隐私权法案Proactive personality 主动个性Problem 问题Procedure 程序Process 过程，流程Process approach 过程观念，过程学派Process consultation 过程咨询Process departmentalization 按流程划分部门Process production 流程生产Product departmentalization 按产品划分部门Production oriented 面向生产的，生产导向Productivity 生产率Profit margin on revenues ratio 边际销售利润率Profit organizations 盈利性组织Profitability 盈利性，收益性Profitability ratios 收益性比率Programmed decisions 程序化决策Project 项目Project management 项目管理Protégé新手，学生Psychological symptoms 心理表征Psychology 心理学Punishment 惩罚Pygmalion effect 皮格马利翁效应QQuality 质量Quality control 质量控制Quality management 质量管理Quantitative approach to management 管理定量方法Quantity of life vs. quality of life 生活的数量（质量），追求物质（质量）的生活观念Queuing theory 排队论RRailroad Unemployment Insurance Act 铁路工人失业保险法案Range of variation （允许）差异范围，偏差范围Ratio analysis 比率分析Rational 理性的，合理的Rational decision making理性决策Realistic job preview (RJP) 真实的工作预览，面试时向求职者提供真实的信息Recruitment 招聘Referent 参量，参照对象Referent power 感召权力，感召权Reinforcement processes强化过程Reliability 信度，可靠性Representative heuristic只依据自己熟悉的事物判断与决策的取巧途径，以偏盖全倾向Resistance to change 变革抵制力量，变革障碍Resource allocator 资源分配者Responsibility 职责，责任Resume preparation 简历准备Retention processes 保持过程Retrenchment strategy 收缩战略Return on investment ratio 投资收益率第 19 页Reverse mentoring 反向指导Reward power 奖赏权力，奖赏权Rewards 奖励，奖赏Rightsizing 规模调整Ringisei 全票通过，一致同意Risk 风险Risk taking 风险承担Role 角色Role ambiguity 角色模糊Role conflicts 角色冲突Role demands 角色要求Role overload 角色超载，任务超负荷Rule 准则，规则Rumors 谣传，流言SSafety needs 安全需要Sarbanes-Oxley Act 萨班斯－奥克斯利法案Satisfice 满意决策Scheduling tools 计划工具Scientific management 科学管理Selection process 选择过程，甄选过程Selective perception 选择性知觉Selectivity 选择性Self-actualization needs自我实现需要Self-Assessment Library (S.A.L)自我测试库Self-esteem (SE) 自尊Self-fulfilling prophecy自证预言Self-monitoring 自我监控Self-serving bias 自我服务偏见，自利偏见Senior Citizen’s Freedom to Work Act 年长公民自由工作法案Service organization 服务型组织Sexual harassment 性骚扰Short-term plans 短期计划Simple structure 简单式组织结构Single-use plans 一次性计划，单项计划Situational approach 情境（权变）观念，情境（权变）学派Situational leadership (SL) theory 情境领导理论Six sigma 六σ（一种管理理念）Skill variety 技能多样性Slack time 松弛时间，富余时间Small business 小企业Social learning theory 社会学习理论Social loafing 滥竽充数现象Social needs 社会需要Social obligation 社会义务Social responsibility 社会责任Social responsiveness 社会响应Social security 社会安全Sociology 社会学Span of control 管理幅度，控制跨度Specific plans 具体计划Spokesperson 发言人Stability strategy 稳定战略Staff authority 参谋职权Stakeholders 利害相关者，利益相关者Standard 标准Standing plans 常用性计划，标准计划Statistical reports 统计报告第 21 页Status 地位Stem cell research 干细胞研究Stereotyping 墨守陈规，因循守旧Stock options 股票期权Strategic alliances 战略联盟Strategic human resource management process 战略人力资源管理过程Strategic management process 战略管理过程Strategic planning 战略规划Strategic plans 战略计划Strategic problem solving战略性的问题解决Strengths (Strategic) 优势（战略的）Stress 压力Stress interview 压力面试Stressor 压力因素，压力源Structural differentiation 结构差异Subcontractors 转包商Supervisors 监督者Supply chain management供应链管理Supportive leader 支持型领导者Survey feedback 调查反馈SWOT analysis SWOT分析Systems approach 系统观念，系统学派TTactical plans 战术计划Task identity 任务同一性Task significance 任务重要性Team leaders 团队领导者Team leadership 团队领导Team-based structure 基于团队的组织结构Team-building 团队建设Technical skills 技术技能Technology 技术Telecommuting 远程办公，电子通勤Teleconferencing 电子会议，电信会议Temporary employees 临时员工Theory X X 理论Theory Y Y 理论Therbligs 基本动作Threats 威胁360-degree appraisal360评估Three-needs theory 三种需要理论Time interest earned ratio 已获利息倍数Tomorrow’s workforce 未来的劳动力Top managers 高层管理者Total assets turnover ratio总资产周转率Traditional view of conflict 冲突的传统点Trait theories of leadership 特质领导理论Transactional leaders 事务型领导者Transformation process 变革过程，转换过程Transformational leaders变革型领导者Transnational corporations (TNCs) 跨国公司Troubleshooters 麻烦解决者Trust 信任Turnover 流动，周转Type A personality A型个性Type B personality B型个性UUncertainty 不确定性Uncertainty avoidance 不确定性规避第 23 页Unit coordinators 单位（部门）协调者Unit production 小批量生产Unity of command 统一指挥Unsatisfactory performance 令人不满意的业绩U.S. labor shortage 美国劳动力短缺VValidity 效度Valuation techniques 评价方法Value 价值Value chain 价值链Value chain management 价值链管理Verbal intonation 语调Videoconferencing 视频会议，电视会议Visionary leadership 富于远见的领导Vocational Rehabilitation Act职业恢复法案WWeaknesses 劣势Wellness programs 福利计划Well-structured problems结构化问题“White-water rapids” metaphor “急流险滩”观“Whiz Kids”“神童”Wireless communications无限通讯Women 妇女Work councils 员工委员会，工会Work process engineering工作流工程Work specialization 工作专业化，劳动分工Worker Adjustment and Retraining Notification Act 工人调整与再培训告知法案Workforce diversity 劳动力多样化，员工多样化Workplace violence 工作场所暴力Written essay 书面总结Written reports 书面报告Written tests 书面测试，笔试希望以上资料对你有所帮助，附励志名言3条：1、生命对某些人来说是美丽的，这些人的一生都为某个目标而奋斗。
管理学英文版,重点大集合（概念、图表）
管理学英文版,重点大集合（概念、图表）第一章1.管理职能：计划、组织、领导、控制。
management functions: planning、organizing、leading、controlling.2.管理角色（management roles）、①人际关系角色：挂名首脑、领导者、联络者Interpersonal：figurehead、leader、liaison②信息传递角色：监听者、传播者、发言人Informational: monitor、disseminator、spokesperson③决策制定角色：企业家、混乱驾驭者、资源分配者、谈判者Decisional: entrepreneur、disturbance handler、resource allocator、negotiator3、管理技能（management skills）概念技能、沟通技能、效果技能、人际技能Conceptual、communication、effectiveness、interpersonal4、组织的特点①有明确的目的（distinct purpose）②有人员构成（people）③有精细的结构（deliberate structure）第二章1、管理理论（management theories）：科学管理（scientific management）一般行政管理理论（general administrative theorists）定量方法（quantitative approach）组织行为（organizational behavior）系统观（systems approach）权变理论（contingency approach）第三章1、管理万能论（omnipotent view of management）管理象征论（symbolic view of management）2、组织文化的七个维度（dimensions）关注细节，成果导向，员工导向，团队导向，进取性，稳定性，创新与风险承受力Attention to detail, outcome orientation, people organization, team organization，aggressiveness，stability，innovation and risk taking 3、文化传播给员工的途径：故事，仪式，有形信条，语言Stories，ritual，material symbols，language4、创新的文化的特点①．挑战与参与（challenge）②. 自由（freedom）③. 信任和开发（trust and openness）④. 计划时间（idea time）⑤. 幽默（playfulness/humor）⑥. 冲突解决（conflict resolution）⑦. 讨论（debates）⑧. 冒险（risk taking）第六章1、决策制定过程（the decision-making process）①.识别决策问题（identification of a problem ）②.确定决策标准（identification of decision criteria ）③.为决策标准分配权重（allocation of weight to criteria ）④.开发备份方案（development of alternatives ）⑤.分析备份方案（analysis of alternatives ）⑥.选择备择方案（selection of an alternatives ）⑦.实施备择方案（implementation of the alternatives ）⑧.评估决策结果（evaluating decision effectiveness ）2、决策制定的错误（decision-making errors and biases ）：自负（overconfidence ）后见（hindsight ）自利型（self-serving ）沉没成本（sunk costs ）随机性（randomness ）典型性（representation ）有效性（availability ）框架效应（framing ）证实（confirmation ）选择性认知（selective perception ）锚定效应（anchoring effect ）即时满足（immediate gratification ） 3、4、计划工作（planning ）：①、定义组织目的（defining the organization ’s goals ）②、制定全局战略（establishing an overall strategy ）③、开发一组广泛的相关计划（developing plans ）决策制定（decision-making process ）问题和解决类型（types of problems and decisions ）结构良好——程序化Well structured —programmed 结构不良——非程序化Unstructured —nonprogrammed 决策制定方式（decision-making approach ）理性（rationality ）有限理性（bounded rationality ）直觉（intuition ）决策制定条件（decision —making conditions ）确定性（certainty）风险性（risk ）不确定性（uncertainty ）决策者风格（decision maker ’s style ）命令型（directive ）分析型（analytic ）概念型（conceptual ）行为型（behavioral ）决策制定的错误和偏见Decision-making errors and biases 决策选择最佳方案(Choosing best alternative) ——最大化(maximizing)——满意(satisficing)实施(implementing)评估(evaluating)5、计划的目的（purposes of planning）:①、它给出了管理者和非管理者努力的方向（planning provides direction to managers and nonmanagers alike）②、它通过迫使管理者具有前瞻性来降低不确定性（planning reduce uncertainty by forcing managers to look ahead, anticipate change, consider the impact of change, and develop appropriate responses）③、计划可以减少活动的重复和浪费（planning minimizes waste and redundancy）④、计划设定目标和标准，可以用于控制（planning establishes the goals or standards used in controlling）6、计划和绩效（planning and performance）①正式的计划工作通常带来较高的绩效、较高的资产回报率，以及其他积极的财富Formal planning is associated with positive financial results such as higher profits, higher return on assets, and so forth.②计划工作的质量以及实现计划的适当措施，通常要比计划工作本身对绩效的贡献更大Doing a good job of planning and implementing those plans play a bigger part in high performance than does the extent and amount of planning done.③正式计划并不必然的导致至高绩效，外部环境的影响通常是更关键的Formal planning didn’t lead to higher performance, the external environment often was the culprit.④计划与绩效的关系还受到计划时间结构的影响。
管理学复习纲要(英文版)
De Chapter 11. The context of managementManagement is the process of planning, organizing, leading and controlling the use of the resources to accomplish performance goals.2.The context of mangerA manager is a person who supports and is responsible for the work of others.3.6M in managementManpower（人力）Machinery（机械设备）Materials（物料）Methods（方法）Mother-nature（环境）Measurement（测量）4.Levels and types of the managersLevels of managersTop managers（高层管理者）Middle managers（中层管理者）Supervisors or team leaders（团队领导者）Types of mangersLine managers（生产线管理者）Line managers are responsible for work activities that make a direct contribute to the organization's outputs.Staff managers（参谋管理者）Staff managers use special technical expertise to advice and support line workers.Functional managers（职能管理者）General managers（综合管理者）Administrators（行政官）5.Management activities and rolesInterpersonal roles（人际角色）Figurehead（首脑）Leader（领导者）Liaison（联络）Informational rolesMonitorDisseminatorSpokespersonDecisional rolesEntrepreneurDisturbance handlerResource allocatorNegotiator6.Functions of managementPlanning sets the objectives and determines what should be done to accomplish them. Organization assigns tasks, allocates resources, and coordinates work activities.Leading arouses enthusiasm and inspires efforts to achieve goalsControlling measures performance and takes action to ensure desired results.7.Managerial skills in different managerial levelsHarvard scholar Robert L Katz has classified the essential skills of managers into three categories: technical, human, and conceptual. Although all three skills are necessary for managers, he suggests that their relative importance tends to vary by level of managerial responsibility. Technical skills are very important at career entry levels.Human skills are consistently important across all the managerial levels.Conceptual skills gain in relative importance for top managers.Chapter 21.Scientific management（科学管理）Scientific management proposed by Federick W Taylor (father of scientific management)in 1911, emphasizes careful selection and training of workers and supervisory support.2.Administrative managementIn 1916, Henri Fayol published Administration Industrielle et Generale, which identifies the five "rules" or "duties" of management, which closely resemble the four functions of management.(1)Foresight(2)Organization(3)Command(4)Coordination(5)Controlmon assumption shared by classical approachesPeople at work act in a rational manner that is primarily driven by economic concerns. Workers are expected to rationally consider opportunities made available to them and do whatever is necessary to achieve the greatest personal and monetary gain.4.Behavioral management approachesThe human resource or behavioral approaches shifted attention toward the human factors as a key element in organizational performance.The historic Hawthorne studies suggested that work behavior is influenced by social and psychological forces and that work performance may be improved by better "human relations". Abraham Maslow's hierarchy of human needs introduced the concept of self- actualization and the potential for people to experience self-fulfillment in their work.(理论图见P42 Figure 3.2) Douglas McGregor urged managers to shift away from Theory X toward Theory Y thinking, which views people as independent, responsible, and capable of self-direction in their work.(理论文字见P43)Chris Argyris pointed out that people in the workplace are adults and may react negatively when constrained by strict management practices and rigid organizational structures.Maslow’s theory of needs（马斯洛的需要层次理论）马斯洛的需要层次理论5 The value chainThe value chain is a specific sequence(顺序、排序) of activities that transforms raw materials into a finished good or service.The process of organizational value chain(1)Resources and materials flow in(2)Materials received and organized for use(3)People and technology create producrs(4)Finished products distributed(5)Customers served6 Theory Z : William Ouchi（“Z理论”威廉·大内）Theory Z describes management emphasizing long-term employment, slower promotions and more lateral job movement, greater attention to career planning and development, more use of consensus decision making and emphasis on use of teamwork and employee involvement“Z理论”管理方法的精华包括：长期雇用、缓慢提升、更多的岗位横向流动，更关注职业计划和发展，更多地使用一致通过决策制，高度强调团队合作和员工参与。
英文管理学原理重点整理(二)
英文管理学原理重点整理(二) Introduction:In Part II of the management principles, we will delve deeper into various aspects of management, including planning, organizing, leading, and controlling. These principles are essential for effective management and contribute to the success of organizations. This summary will provide a comprehensive understanding of each principle, with a focus on practical applications and realworld examples.1. Planning:Planning is the process of setting goals, determining the best course of action, and allocating resources to achieve those goals. It is the foundation of all management functions and provides direction for the organization.a. Types of Plans:Strategic Plans: Longterm plans that define the organization's mission, vision, and objectives.Tactical Plans: Shortterm plans that outline specific actions to achieve strategic goals.Operational Plans: Daytoday plans that guide routine activities and processes.b. Planning Techniques:SWOT Analysis: Analyzing an organization's strengths, weaknesses, opportunities, and threats.Scenario Planning: Developing alternative plans based on different possible future scenarios.Decision Trees: Graphical representation of decisions and their potential outcomes.c. Importance of Planning:Reduces uncertainty: Planning helps anticipate future challenges and allows for proactive decisionmaking.Enhances coordination: It ensures that different departments and individuals work towards common goals.Improves resource allocation: Planning helps in efficient allocation of resources, leading to cost savings and increased productivity.2. Organizing:Organizing involves arranging and structuring the resources and activities of an organization to achieve its goals. It ensures that the right tasks are assigned to the right individuals and departments.a. Organizational Structure:Functional Structure: Departments are grouped based on functions or activities (e.g., marketing, finance).Divisional Structure: Organizational units are created based on products, services, or geographic regions.Matrix Structure: A combination of functional and divisional structures, where employees report to multiple managers.b. Delegation of Authority:Delegation is the process of granting decisionmaking authority to subordinates.It allows managers to focus on strategic issues and empowers employees, increasing their motivation and job satisfaction.c. Span of Control:The number of subordinates a manager can effectively supervise.A wide span of control promotes efficiency, while a narrow span allows for closer supervision and greater control.3. Leading:Leading involves influencing, motivating, and guiding individuals and teams towards the achievement of organizational goals. Effective leadership is crucial for creating a positive work environment and driving performance.a. Leadership Styles:Autocratic Leadership: A leader makes decisions without consulting subordinates.Democratic Leadership: Involves subordinates in decisionmaking and values their input.Transformational Leadership: Inspires and motivates followers to exceed their own selfinterests for the good of the organization.b. Motivation Theories:Maslow's Hierarchy of Needs: Identifies five levels of human needs, from basic physiological needs to selfactualization.Herzberg's TwoFactor Theory: Explains that hygiene factors (e.g., salary, job security) prevent dissatisfaction, while motivators (e.g., recognition, growth opportunities) lead to satisfaction and increased performance.c. Communication:Effective communication is essential for leadership.It involves listening, conveying messages clearly, and ensuring understanding among team members.4. Controlling:Controlling is the process of monitoring, evaluating, and correcting activities to ensure that organizational goals are achieved. It provides feedback on performance and enables continuous improvement.a. Performance Standards:Establishing clear, measurable standards against which performance can be assessed.Standards can be based on quality, quantity, cost, or time.b. Performance Evaluation:Regular assessments of individual and team performance.Methods include performance appraisals, selfassessments, and 360degree feedback.c. Corrective Actions:Taking corrective measures when performance deviates from standards.This may involve additional training, coaching, or changes in processes or resources.Conclusion:This detailed summary of management principles (Part II) provides an indepth understanding of planning, organizing, leading, and controlling. These principles are interconnected and crucial for effectivemanagement. By applying these principles, managers can enhance organizational performance, foster a positive work environment, and achieve strategic goals. Remember, management is both an art and a science, requiring a combination of theoretical knowledge and practical skills.。
管理知识点总结英语
管理知识点总结英语In today's dynamic and unpredictable business environment, effective management is crucial for the success and sustainability of any organization. Management is the process of planning, organizing, leading, and controlling resources to achieve the organizational goals and objectives. It involves making decisions, coordinating activities, and directing people to achieve the desired results. In this article, we will discuss the key management knowledge points that managers need to master in order to be successful in their roles.1. PlanningPlanning is the fundamental management function that involves setting goals, developing strategies, and outlining the steps needed to achieve the goals. It requires managers to anticipate future events and make decisions about what needs to be done to achieve the organizational objectives. The planning process includes defining goals, identifying resources, assessing risks, and creating a plan of action. Effective planning ensures that the organization is well-prepared to address challenges and capitalize on opportunities.2. OrganizingOrganizing involves structuring the organization's resources, including people, finances, and materials, to achieve the desired results. It requires creating formal structures, assigning roles and responsibilities, and establishing communication channels. Organizing also involves creating systems and processes to streamline operations and improve efficiency. By organizing effectively, managers can ensure that the right people are in the right positions and that resources are used effectively to achieve the organization's goals.3. LeadingLeading involves motivating, influencing, and guiding people to achieve the organization's goals. It requires effective communication, coaching, and decision-making skills. Leaders must inspire and empower their team members to perform at their best and achieve their potential. Effective leadership creates a positive work environment, fosters teamwork, and encourages innovation and creativity. It also involves setting a positive example and acting with integrity and fairness.4. ControllingControlling involves monitoring and evaluating the organization's performance to ensure that it is on track to achieve its goals. It requires setting performance standards, measuring performance, and taking corrective actions when necessary. Controlling also involves identifying deviations from the plan and implementing changes to address them. Effective control systems help managers to identify problems early and make timely adjustments to ensure that the organization stays on course.5. Decision makingDecision making is a critical management skill that involves choosing the best course of action from the available alternatives. It requires gathering information, analyzing options, and assessing the potential outcomes of each decision. Effective decision making involves considering the long-term implications of the decision and weighing the risks and benefits. It also involves making timely decisions and taking responsibility for the outcomes.6. CommunicationCommunication is a key skill for managers, as it involves conveying information, ideas, and instructions to others. Effective communication involves speaking clearly and concisely, listening actively, and using nonverbal cues to convey messages. It also involves being sensitive to the needs and concerns of others and adapting communication styles to different audiences. Effective communication fosters understanding, builds trust, and encourages collaboration.7. Team buildingBuilding and leading effective teams is an essential management skill that involves creating a positive work environment and fostering teamwork. It requires selecting the right people for the team, establishing clear goals and expectations, and providing support and resources to help the team succeed. Team building also involves resolving conflicts, motivating team members, and celebrating achievements. Effective teams are more innovative, creative, and productive than individuals working alone.8. Conflict resolutionConflict is inevitable in any organization, and managers need to be skilled at resolving conflicts and promoting a harmonious work environment. Conflict resolution involves understanding the root causes of the conflict, listening to all parties involved, and finding mutually acceptable solutions. It also involves being fair and impartial, and addressing conflicts proactively to prevent them from escalating.9. Change managementIn today's fast-paced business environment, organizations are constantly facing change, and managers need to be skilled at managing change effectively. Change management involves anticipating and planning for changes, communicating the reasons for change, and involving employees in the change process. It also involves providing support and resources to help employees adapt to the change and monitoring the progress of the change initiative.10. Time managementTime management is a critical skill for managers, as it involves prioritizing tasks, setting deadlines, and managing one's time effectively. It requires being organized, setting clear goals, and focusing on high-priority activities. Time management also involves delegating tasks, avoiding procrastination, and minimizing distractions. Effective time management enables managers to accomplish more in less time and reduces stress and frustration.In conclusion, effective management requires a combination of technical, interpersonal, and conceptual skills. Managers need to master the key management knowledge points discussed above in order to lead their organizations to success. By applying these skills, managers can create a positive work environment, foster teamwork, and achieve the organization's goals and objectives.。
管理学专业词汇英中对照译文
AAction learning：行动学习Alternation ranking method：交替排序法Annual bonus：年终分红Application forms：工作申请表Appraisal interview：评价面试Aptitudes：资质Arbitration：仲裁Attendance incentive plan：参与式激励计划Authority：职权BBehavior modeling：行为模拟Behaviorally anchored rating scale (bars)：行为锚定等级评价法Benchmark job：基准职位Benefits：福利Bias：个人偏见Boycott：联合抵制Bumping/layoff procedures：工作替换/临时解雇程序Burnout：耗竭CCandidate-order error：候选人次序错误Capital accumulation program：资本积累方案Career anchors：职业锚Career cycle：职业周期Career planning and development：职业规划与职业发展Case study method：案例研究方法Central tendency：居中趋势Citations：传讯Civil Rights Act：民权法Classes：类Classification (or grading) method：归类（或分级）法Collective bargaining：集体谈判Comparable worth：可比价值Compensable factor：报酬因素Computerized forecast：计算机化预测Content validity：内容效度Criterion validity：效标效度Critical incident method：关键事件法DDavis-Bacon Act (DBA)：戴维斯―佩根法案Day-to-day-collective bargaining：日常集体谈判Decline stage：下降阶段Deferred profit-sharing plan：延期利润分享计划Defined benefit：固定福利Defined contribution：固定缴款Department of Labor job analysis：劳工部工作分析法Discipline：纪律Dismissal：解雇；开除Downsizing：精简EEarly retirement window：提前退休窗口Economic strike：经济罢工Edgar Schein：艾德加•施恩Employee compensation：职员报酬Employee orientation：雇员上岗引导Employee Retirement Income Security Act (ERISA) ：雇员退休收入保障法案Employee services benefits：雇员服务福利Employee stock ownership plan (ESOP) ：雇员持股计划Equal Pay Act：公平工资法Establishment stage：确立阶段Exit interviews：离职面谈Expectancy chart：期望图表Experimentation：实验Exploration stage：探索阶段FFact-finder：调查Fair day's work：公平日工作Fair Labor Standards Act：公平劳动标准法案Flexible benefits programs：弹性福利计划Flex place：弹性工作地点Flextime：弹性工作时间Forced distribution method：强制分布法Four-day workweek：每周4天工作制Frederick Taylor：弗雷德里克•泰罗Functional control：职能控制Functional job analysis：功能性工作分析法GGeneral economic conditions：一般经济状况Golden offerings：高龄给付Good faith bargaining：真诚的谈判Grade description：等级说明书Grades：等级Graphic rating scale：图尺度评价法Grid training：方格训练Grievance：抱怨Grievance procedure：抱怨程序Group life insurance：团体人寿保险Group pension plan：团体退休金计划Growth stage：成长阶段Guarantee corporation：担保公司Guaranteed fair treatment：有保证的公平对待Guaranteed piecework plan：有保障的计件工资制Gain sharing：收益分享HHalo effect：晕轮效应Health maintenance organization (HMO) ：健康维持组织IIllegal bargaining：非法谈判项目Impasse：僵持Implied authority：隐含职权Incentive plan：激励计划Individual retirement account (IRA) ：个人退休账户In-house development center：企业内部开发中心Insubordination：不服从Insurance benefits：保险福利Interviews：谈话；面谈JJob analysis：工作分析Job description：工作描述Job evaluation：职位评价Job instruction training (JIT) ：工作指导培训Job posting：工作公告Job rotation：工作轮换Job sharing：工作分组Job specifications：工作说明书John Holland：约翰•霍兰德Junior board：初级董事会LLayoff：临时解雇Leader attach training：领导者匹配训练Lifetime employment without guarantees：无保证终身解雇Line manager：直线管理者Local market conditions：地方劳动力市场Lockout：闭厂MMaintenance stage：维持阶段Management assessment center：管理评价中心Management by objectives (MBO) ：目标管理法Management game：管理竞赛Management grid：管理方格训练Management process：管理过程Mandatory bargaining：强制谈判项目Mediation：调解Merit pay：绩效工资Merit raise：绩效加薪Mid career crisis sub stage：中期职业危机阶段NNondirective interview：非定向面试OOccupational market conditions：职业市场状况Occupational orientation：职业性向Occupational Safety and Health Act：职业安全与健康法案Occupational Safety and Health Administration (OSHA) ：职业安全与健康管理局Occupational skills：职业技能On-the-job training (OJT) ：在职培训Open-door：敞开门户Opinion survey：意见调查Organization development(OD) ：组织发展Outplacement counseling：向外安置顾问PPaired comparison method：配对比较法Panel interview：小组面试Participant diary/logs：现场工人日记/日志Pay grade：工资等级Pension benefits：退休金福利Pension plans：退休金计划People-first values："以人为本"的价值观Performance analysis：工作绩效分析Performance Appraisal interview:工作绩效评价面谈Personnel (or human resource) management：人事（或人力资源）管理Personnel replacement charts：人事调配图Piecework：计件Plant Closing law：工厂关闭法Point method/Policies：政策Position Analysis Questionnaire (PAQ) ：职位分析问卷Position replacement cards：职位调配卡Pregnancy discrimination act：怀孕歧视法案Profit-sharing plan利润分享计划Programmed learning：程序化教学QQualifications inventories：资格数据库Quality circle：质量圈RRanking method：排序法Rate ranges：工资率系列Ratio analysis：比率分析Reality shock：现实冲击 Reliability：信度Retirement：退休Retirement benefits：退休福利Retirement counseling：退休前咨询Rings of defense：保护圈Role playing：角色扮演SSkip-level interview：越级谈话Social security：社会保障Speak up! ：讲出来！Special awards：特殊奖励Special management development techniques：特殊的管理开发技术Stabilization sub stage：稳定阶段Staff (service) function：职能（服务）功能Standard hour plan：标准工时工资Stock option：股票期权Straight piecework：直接计件制Strategic plan：战略规划Stress interview：压力面试Strictness/leniency：偏紧/偏松Strikes：罢工Structured interview：结构化面试Succession planning：接班计划Supplement pay benefits：补充报酬福利Supplemental unemployment benefits：补充失业福利Salary surveys：薪资调查Savings plan：储蓄计划Scallion plan：斯坎伦计划Scatter plot：散点分析Scientific management：科学管理Self directed teams：自我指导工作小组Self-actualization：自我实现Sensitivity training：敏感性训练Serialized interview：系列化面试Severance pay：离职金Sick leave：病假Situational interview：情境面试Survey feedback：调查反馈Sympathy strike：同情罢工System Ⅳ组织体系ⅣSystem I：组织体系ⅠTTask analysis：任务分析Team building：团队建设Team or group：班组Termination：解雇；终止Termination at will：随意终止Theory X：X理论Theory Y：Y理论Third-party involvement：第三方介入Training：培训Transactional analysis (TA) ：人际关系心理分析Trend analysis：趋势分析Trial sub stage：尝试阶段UUnsafe conditions：不安全环境Unclear performance standards：绩效评价标准不清Unemployment insurance：失业保险Unfair labor practice strike：不正当劳工活动罢工Unsafe acts：不安全行为VValidity：效度Value-based hiring：以价值观为基础的雇佣Vroom-Yetton leadership trainman：维罗姆-耶顿领导能力训练Variable compensation：可变报酬Vestibule or simulated training：新雇员培训或模拟Vesting：特别保护权Voluntary bargaining：自愿谈判项目Voluntary pay cut：自愿减少工资方案Voluntary time off：自愿减少时间WWage carve：工资曲线Work samples：工作样本Work sampling technique：工作样本技术Work sharing：临时性工作分担Worker involvement：雇员参与计划Worker's benefits：雇员福利。
大三上学期管理英语复习资料
大三上学期管理英语复习资料专业英语1.Focus on -------concentrate on 聚焦在....上面2.Be divided into ------- be broken into parts, be separated 被细分为3.Put off --------postpone delat 推迟4.Enroll in ----- become or make sb a member 登记报名参加5.Bring about ---- cause sth into happen 使事物发生6.Accused of ----- to charge with a shortcoming or error 控告7.Count on ------ rely on sth/sb with confidence 信赖8.Give up ---------abandon an attempt 放弃9.Engaged in ------- be occupied in 参加某事10.Deal with ------- have business or social relation with sb/sth 和某人打交道11.Responsible for ----------- legally or morally obliged to take care of sb 对...负责任12.Play the role of ------- take on the function of13.Be involved in --- be concerned with 有关联的14.Point out ----direct attention to sth15.Cope with ------manage successfully 注意某事物16.Lead to -------induce 导致17.Rely on -------count or depend on 指望或依赖别人18.Participate in ---- take part in 参加19.Be committed to ------be devoted to 对...........尽忠的20.Derive from ----- obtain sth from sth .从....中得到21.Down the road -----be going to happen 即将要发生22.Abound in ----be rich in 含量丰富/doc/de1146830.html,e up with -------- findor produce 找到相出24.Contribute to -----help to cause sth 促成某事物25.Regradless of ---------paying no attention to 不管不顾26.Be accountable ------- be responsible for 对某人负责专业词汇1.个体目标：individual objective2.市场份额：market share3.董事会：board of directors4.管理层次：managerial hierarchy5.人力资源部：human resource department6.初级经理：first-line manager7.概念技能：conceptual skills8.场景分析：situational analysis9.备选目标：alternative goals10.质量控制系统：quality control system11.战略问题：strategic issue12.组织任务：organization’s mission13.监管机构：regulatory agency14.行业协会：trade association15.利益相关者：stakeholder16.绩效指标：performance indicator17.风险资本：venture capital18.成本有效性：cost effectiveness19.投资基金：stock market20.公开上市：go public21.不动产税：estate tax22.扁平型组织：flat organization23.矩阵型组织：matrix organization24.研发：research and development25.职务分析：job analysis26.营业额：turnover27.绩效考评：28.失业保险：unemployment insurance翻译句子1.经理通过协调他人的工作来完成对于个人来说可能是无法完成的目标The manager coordinates the work of others to accomplish goals that might not be achievable by an individual2.组织目标代表了管理层中执行人员的想法Organization objectives represent the thinking of the executive level of management3.指导意味着建立一个由被激励的下属组成的有效的团队Directing also means building an effective group of subordinates who are motivated to perform4.将三个层次的经理与其余非经理人员相区分的最基础的因素是做决定The cornerstone that separates the three levels of managers from nonmanagers is dicision making5.经理是一个组织的神经中枢，他应该有大局观，知道组织的优点和缺点以及其需要The manager is the never center,or focal point ,of a group. He or she should have a total picture of the group,its strength and weaknesses and its needs6.在一个成功的组织里面，工作环境中的人际关系是最关键的因素。
管理学知识(全英文版的)
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)
• Adam Smith
Published “The Wealth of Nations” in 1776
Advocated the division of labor (job specialization) to increase the productivity of workers
• Industrial Revolution
Major 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.
2–10
Scientific Management
• Fredrick Winslow Taylor
The “father” of scientific management Published Principles of Scientific Management (1911) The theory of scientific management
管理学英语参考译文
管理学英语参考译文U n i t(总22页)本页仅作为文档封面，使用时可以删除This document is for reference only-rar21year.MarchUnit 3 The First Function of Management管理的首要职能and then answer the questions after reading the text carefully.先看看下面的问题，这些问题将有助于你更好地理解后面的课文，仔细地读完课文后再回答这些问题。
1. Do you agree with the saying "Planning is the first function of management"你同意“计划是管理的首要职能”这一说法吗2. Why do you think planning in an organizational setting is more complex为什么你认为计划在组织设置（体系）中是最复杂的吗3. What do managers usually do while they are making plans for their enterprises当管理者为他们的企业制定计划时，通常他们会做什么呢4. How do you understand the sentence "Planning involves selecting the missions and objectives as well as the actions to achieve them"你怎么理解“计划包括选择任务和目标以及实现它们的相关行动”这句话5. What does the last sentence in the passage "A necessary first step in planning is to这篇文章的最后一句话“计划中必要的第一步是要”干什么steps involved seem simple. The basic planning process consists of assessing the environment and prediction of the future, setting goals, developing alternative courses of action, selecting the best one, implementing it, and monitoring progress.计划是管理的首要职能。
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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）。
基层管理者lower-level managers技术技能最重要；高层管理者top managers概念技能最重要；对所有管理人人际技能同样重要。
其他的一些管理技能：管理人力资本managing human capital，激发员工的认同感inspiring，管理变革managing change，利用目标明确的人际关系网络using purposeful networking1.4对管理者工作产生影响的变化：全球经济global economic和政治的不确定性political uncertainties，不断变化的工作场所changing workplaces，道德事项ethical issues，安全威胁security threats，以及不断进步的技术changing technology。
管理者必须重视对顾客的服务，强调创新，关注可持续性1.5学习管理的原因：1、管理的普遍性2、工作的现实3、作为一名管理者的回报和挑战管理史描述一些早期的管理事例。
对历史的研究是很重要的，因为这有助于我们发现当今管理实践management practices 的起源，以及认识到什么是有效的和什么是无效的。
从金字塔的建造（construction of theEgyptian pyramids）以及威尼斯的兵工厂（arsenal of Venice）中，我们可以看到管理实践的早期事例。
一个重要的历史事件是亚当·斯密（Adam Smith）《国富论》（Wealth of Nations）的出版。
在这本著作中亚当·斯密提出了劳动分工（division of labor/job specialization）的好处。
另一个历史事件是工业革命（industrial revolution），它使得在工厂里制造产品比在家庭内生产更加经济。
于是，就需要管理者来管理这些工厂，而管理者则需要正规的管理理论（formal management theories）来指导他们。
解释古典管理方法（classical approach）中的各种理论。
弗雷德里克·温斯洛·泰勒（Frederick W.Taylor)被称为“科学管理之父（father of scientific management）”，他运用科学的原则（principles）(即用来改进生产效率production efficiency 的指导原则)来研究体力劳动，以寻找一种最佳方法来从事这些工作。
吉尔布雷斯夫妇（The Gilbreths’) 的最主要贡献是找出有效率的手部和躯体动作(hand-and-body motions)以及设计合适的工具和设备以使工作绩效最优化(optimizing work performance）。
法约尔（Fayol）认为管理职能普遍存在于所有商业组织（business endeavors）中，但截然不同于其他商业职能（functions）。
法约尔提出了14条管理原则（principles of management），而今天的许多管理概念（concepts）都源于这些原则。
韦伯（Weber）描述了一种理想的组织类型，他将之称为官僚行政组织（bureaucracy），而今天的许多大型组织仍然具有这种组织类型的特征（characteristics）。
当今天的管理者分析将被实施的基本basic工作任务时，运用时间和动作（time-and-motion study）研究来消除多余动作（eliminate wasted motions）时，为某个工作岗位雇用最优秀的人选时，以及设计基于产出的激励体系（incentive systems based on output）时，他们正使用科学管理的许多概念。
当他们履行管理职能和设计组织结构(structure)以使各种资源使用得有效率和有效果时.他们正在使用一般管理理论（general administrative theory)。
讨论行为方法（behavioral approach）的发展和运用组织行为学（organizational behavior）的早期倡导者（advocates）(罗伯特·欧文Robert Owen、雨果·芒斯特伯格Hugo Munsterberg、玛丽·帕克·福克莱特Mary Parker Follett、切斯特·巴纳德Chester Barnard)贡献了不同的观点和理念，但他们都认为人是组织最重要的资产asset，并且受到相应的管理（managed accordingly）。
霍桑研究（Hawthorne Studies）显著地影响了管理界对人在组织中的作用所持的看法，从而导致人们在进行管理时强调人的行为因素（human behavior factor）。
行为方法在很大程度决定了今天的组织是如何被管理的。
当前许多关于动机motivation、领导leadership、群体行为group behavior和开发development，以及其他一些行为事项的理论都可以追溯到组织行为学的早期倡导者和从霍桑研究中得出的结论。
描述管理的定量方法（quantitative approach）。
定量方法涉及将统计学statistic、优化模型optimization models、信息模型information models和计算机模拟computer simulation运用于管理活动。
今天的管理者在计划和控制工作任务时(例如配置资源allocating resources、改进质量improving quality、编制工作进度scheduling work或确定最优库存水平determining optimum inventory levels)，尤其是制定决策making decisions时，会运用定量方法。
全面质量管理（total quality management）—一种致力于持续改进及对顾客需求和期望（continual improvement and responding to customer needs and expectations）作出快速应对的管理哲学philosophy，也运用定量方法来实现自己的目标。
解释当代管理方法中的各种理论。
系统方法systems approach认为，一个组织从环境中获取输入inputs(资源resources)，将这些资源转化transform或加工processes为输出outputs，而这些输出又被分配distribute到环境中。
这种方法提供了一个框架framework，帮助管理者理解所有那些相互依赖的组成部分（independent units work）如何共同合作以实现组织的目标，以及帮助他们认识到组织的某个部分所采取的决策和行为将会影响组织的其他部分。
通过这种方法，管理者能够认识到组织并不是自给自足的self-contained，而是依赖于它们所处的环境，以获取至关重要的输入和分配它们的输出。
权变方法contingency approach认为组织各不相同，面临着不同的情境，因而需要不同的管理方法。
它能够帮助我们理解管理，因为它强调不存在简单化simplistic的或普遮适用的universal管理原则可供管理者遵循。
相反，管理者必须研究他们面临的情境，并且确定当处于何种情境时，进行管理的最佳方法是什么。
第二章2. 1根据管理万能论【omnipotent view]和管理象征论来比较管理者的行为。
在管理万能论看来，管理者对组织的成或负有直接责任。
管理象征论则认为组织的成负在很大程度上归因于管理者无法控制的外部[external]力量[force]。
对管理者的判断力[discretion]形成制约的两种约束[constraint]是组织文化(内部的internal)和环境(外部的）。
管理者并不是被这两种因素完全限制住[constrain].因为他们能够而且也确实在影响他们的组织文化和环境。
2.2描述管理者在当今的外部环境中面临的约束和挑战。
外部环境包括组织之外能够影响组织政绩[performance]的那些因素和力。
外部环境的构成要素[component]，包括经济的、人口的[demographic]、政治的/法律的、社会文化的[sociocultural]、技术的，以及全球的部分。