skills-matrix

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Sample-Annual-Review-Form-v81-2绩效考核模板(外企)

--------------------------------------------------------------------------------------------------------------------------------------------- Sample Form -Annual Performance AppraisalAppraisal Score Overall Score: / 5.0 EMPLOYEE INFORMATIONName: Job Title:Manager Name:Department:Hire Date: Last Appraisal Date:Evaluated By:DEFINITION OF RATINGSEXCEPTIONAL (5): Consistently exceeds all relevant performance standards. Provides leadership,fosters teamwork, is highly productive, innovative, responsive and generates top quality work. Active in industry-related professional and/or community groups.EXCEEDS EXPECTATIONS (4): Consistently meets and often exceeds all relevant performancestandards. Shows initiative and versatility, works collaboratively, has strong technical & interpersonalskills or has achieved significant improvement in these areas.MEETS EXPECTATIONS (3): Meets all relevant performance standards. Seldom exceeds or fallsshort of desired results or objectives. Lacks appropriate level of skills or is inexperienced/still learningthe scope of the job.BELOW EXPECTATIONS (2): Sometimes meets the performance standards. Seldom exceeds andoften falls short of desired results. Performance has declined significantly, or employee has notsustained adequate improvement, as required since the last performance review or performanceimprovement plan.NEEDS IMPROVEMENT (1): Consistently falls short of performance standards.INSTRUCTIONSDescribe the employee's contributions in each of the performance categories below. It isIMPERATIVE that you illustrate specific, detailed examples since the last performanceevaluation. Ratings MUST support and be substantiated by narrative comments.PERSONAL ATTRIBUTES(Matrix format) Score: / 5.0 %--------------------------------------------------------------------------------------------------------------------------------------------Competency Ratings Scale Comments: Score /5.0QualityCompletes high quality work according to specifications. Thoroughly follows standards and procedures. Keeps complete records. Pays attention to details. Has a strong sense of quality and knows how to achieve it.(0%)Desire to Improve QualityContinually looks for ways to improve and promote quality. Applies feedback to improve performance.(0%)Job KnowledgePossesses skills and knowledge to perform the job competently.(0%)CommunicationOrganizes and expresses ideas and information clearly, using appropriate and efficient methods of conveying the information.(0%)Interpersonal SkillsIs sensitive to the needs, feelings and capabilities of others. Approaches others in a non-threatening and pleasant manner and treats them with respect.(0%)Conflict ResolutionExpresses alternative points of view in a non-threatening way. Knows when it is appropriate to compromise and when it is important to take a stand.(0%)TeamworkWorks on projects as part of a team, exchanging ideas and contributing skills that complement those of the other team members. Fulfills commitments to team members.(0%)EthicsMaintains high level of character and a professional attitude. Is able to conform and promote the company’s standards of conduct.(0%)InitiativeStrives to learn and improve. Seeks out ways to better themselves and the company. Takes on responsibilities. Does not remain idle – is hard working. Self-motivated.(0%)SUMMARY SCOREPERSONAL ATTRIBUTES(Matrix format) Score: 0.0 1.3 2.5 3.8 5.0 QualityDesire to improve qualityJob KnowledgeCommunicationInterpersonal SkillsConflict ResolutionTeamworkEthicsInitiative--------------------------------------------------------------------------------------------------------------------------------------------PERSONAL ATTRIBUTES(Short format) Employee Score: Manager Score: / 5.0 % Initiative Employee Score:Manager Score:/ 5.0 (0%)Works independently to solve problems. Looks for opportunities to take on more responsibility. ExceptionalExceeds Expectations Meets Expectations Below Expectations Needs Improvement Not applicableSelf: N/AComments:Development Plan:Innovative Thinking Employee Score:Manager Score:/ 5.0 (0%)Looks for ways to improve effectiveness by implementing new ideas and more efficient approaches ExceptionalExceeds Expectations Meets Expectations Below Expectations Needs Improvement Not applicableSelf: N/AComments:Development Plan:Seeking Feedback Employee Score:Manager Score:/ 5.0 (0%)Proactively seeks performance feedback and identifies approaches to improve performance ExceptionalExceeds Expectations Meets Expectations Below Expectations--------------------------------------------------------------------------------------------------------------------------------------------Needs ImprovementNot applicableSelf: N/AComments:Development Plan:PERSONAL ATTRIBUTES(Extended Matrix format) Score: / 5.0 % R = Ratings Scale 5 – Exceptional; 4 – Exceeds Expectations; 3 – meets Expectations; 2 – Below Expectations; 1 – Needs Improvement.Rating 1st Quarter 2nd Quarter 3rd Quarter 4th Quarter Score/5.0R R R RQualityCompletes high quality work according to specifications. Thoroughly follows standards and procedures. Keeps complete records. Pays attention to details. Has a strong sense of quality and knows how to achieve it.❍ 5❍ 4❍ 3❍ 2❍ 1❍ 5❍ 4❍ 3❍ 2❍ 1❍ 5❍ 4❍ 3❍ 2❍ 1❍ 5❍ 4❍ 3❍ 2❍ 1(0%)Comments:Desire to Improve QualityContinually looks for ways to improve and promote quality. Applies feedback to improve performance.❍ 5❍ 4❍ 3❍ 2❍ 1❍ 5❍ 4❍ 3❍ 2❍ 1❍ 5❍ 4❍ 3❍ 2❍ 1❍ 5❍ 4❍ 3❍ 2❍ 1(0%)Comments:Job KnowledgePossesses skills and knowledge to perform the job competently.❍ 5❍ 4❍ 3❍ 2❍ 1❍ 5❍ 4❍ 3❍ 2❍ 1❍ 5❍ 4❍ 3❍ 2❍ 1❍ 5❍ 4❍ 3❍ 2❍ 1(0%)Comments:CommunicationOrganizes and expresses ideas and information clearly, using appropriate and efficient methods of conveying the information.❍ 5❍ 4❍ 3❍ 2❍ 1❍ 5❍ 4❍ 3❍ 2❍ 1❍ 5❍ 4❍ 3❍ 2❍ 1❍ 5❍ 4❍ 3❍ 2❍ 1(0%)Comments:--------------------------------------------------------------------------------------------------------------------------------------------Interpersonal SkillsIs sensitive to the needs, feelings and capabilities of others. Approaches others in a non-threatening and pleasant manner and treats them with respect.❍ 5❍ 4❍ 3❍ 2❍ 1❍ 5❍ 4❍ 3❍ 2❍ 1❍ 5❍ 4❍ 3❍ 2❍ 1❍ 5❍ 4❍ 3❍ 2❍ 1(0%)Comments:Conflict ResolutionExpresses alternative points of view in anon-threatening way. Knows when it is appropriate to compromise and when it is important to take a stand.❍ 5❍ 4❍ 3❍ 2❍ 1❍ 5❍ 4❍ 3❍ 2❍ 1❍ 5❍ 4❍ 3❍ 2❍ 1❍ 5❍ 4❍ 3❍ 2❍ 1(0%)Comments:TeamworkWorks on projects as part of a team, exchanging ideas and contributing skills that complement those of the other team members. Fulfills commitments to team members.❍ 5❍ 4❍ 3❍ 2❍ 1❍ 5❍ 4❍ 3❍ 2❍ 1❍ 5❍ 4❍ 3❍ 2❍ 1❍ 5❍ 4❍ 3❍ 2❍ 1(0%)Comments:EthicsMaintains high level of character and a professional attitude. Is able to conform and promote the company’s standards of conduct.❍ 5❍ 4❍ 3❍ 2❍ 1❍ 5❍ 4❍ 3❍ 2❍ 1❍ 5❍ 4❍ 3❍ 2❍ 1❍ 5❍ 4❍ 3❍ 2❍ 1(0%)Comments:InitiativeStrives to learn and improve. Seeks out ways to better themselves and the company. Takes on responsibilities. Does not remain idle – is hard working. Self-motivated.❍ 5❍ 4❍ 3❍ 2❍ 1❍ 5❍ 4❍ 3❍ 2❍ 1❍ 5❍ 4❍ 3❍ 2❍ 1❍ 5❍ 4❍ 3❍ 2❍ 1(0%)Comments:INSTRUCTIONS FOR NEW GOALSIdentify a minimum of two new objectives. These objectives must be those that the employee agreed to accomplish over the coming year and address any one of the following areas:Project Goals are specific assignments to participate in or manage ongoing or future projects. When--------------------------------------------------------------------------------------------------------------------------------------------setting project oriented goals, outline the scope of the role the employee is to play, lists resources and completion time frame and define the desired result.Enter additional goals (to a maximum of 5 in total) by clicking on the "Add New" button.NEW GOALSObjectives Weight Title:Action Items/StepsMeasures of SuccessTitle:Action Items/StepsMeasures of SuccessINSTRUCTIONS FOR RATING PAST GOALSEvaluate past goals by assessing the accomplishments achieved in each category. Enter additional past goals (to a maximum of 5 in total) by clicking on the "Add New" button.--------------------------------------------------------------------------------------------------------------------------------------------Past goals that have been entered in the system can be accessed from the employee record using the "Copy from Clipboard" icon to the left of each goal field.PAST GOALS Employee Score: Manager Score: / 5.0 %Goals Accomplishments Score WeightN/A N/A Title:Action Items/Steps AccomplishmentsMeasures of Success AccomplishmentsN/A N/A Title:Action Items/Steps AccomplishmentsMeasures of Success AccomplishmentsPAST GOALS (NOT RATED)Goals Accomplishments--------------------------------------------------------------------------------------------------------------------------------------------Title:Action Items/Steps AccomplishmentsMeasures of Success AccomplishmentsTitle:Action Items/Steps AccomplishmentsMeasures of Success AccomplishmentsINSTRUCTIONS FOR DEVELOPMENT PLANSEnter development plans to be worked on for the upcoming review period. Click on the "SelectDevelopment Plan" link to the left of the development field to choose from a list of available training courses/programs.Click on the "Add New" button to add up to a total of 5 development plans.Development PlanObjectivesTitle:--------------------------------------------------------------------------------------------------------------------------------------------Title:Ad d New...EMPLOYEE COMMENTSI agree with this evaluation I do not agree with this evaluationMANAGER COMMENTSComments。

剑桥商务英语词汇大全

剑桥商务英语词汇大全.Unit 1 the 3 sectors of economy经济的三个部分Infrastructure 基础结构Lean produce 精益生产Warehouse 仓库Industrial units 工业区Residential building 住宅区Agricultural land 农耕区Housing estate地产Managing director 董事总经理，总裁Wholesale outlet 批发商店Retail outlet 零售店Calculation of price 价格计算Added value 增值Smelt 熔炼，提炼Mill 磨Weld 焊接Ex works 出厂价Up stream 上游Down stream 下游Total picture 全局Maintenance 保养，维修Bauxite 铝土矿Coil 线圈Cement 水泥Labor cost 劳力成本Semi-finished 半成品Finished product 成品Department of health 卫生部Primary sector 第一产业Secondary sector 第二产业Tertiary sector 第三产业Raw material 原材料Administration 管理Law 司法Computing 计算机操作Personnel 人事Distribute 分配，配送Health care 医疗卫生Logistics 物流Assemble 装配Disassemble 拆卸Assembling line 生产线Iron ore 铁矿石Division of labor 劳动分工Heavy industry 重工业Light industry 轻工业Marketing 市场营销Chain of command 指挥系统，行政管理系统Core technology 核心技术Know-how 技术诀窍Labor-intensive 劳动密集型Technology-intensive 技术密集型Capital-intensive 资本密集型Hinterland 内地，腹地Initial outlay 初期投资Garments 服装Unit 2 management 管理Manager’s job= planning+ organizing+ leading+ con trolling Allocate resources 分配资源Pay and promotion 薪酬和晋升Modify 修正Line manager 一线经理Immediate line manager 直接下属的一线经理Top manager 高层经理Top management 高层管理Middle management 中层管理Supplier 供应商Public authorities 政府部门Be advised 听取意见Distributor 分销商Swiss franc 瑞士法郎Appreciate 升值Depreciate 贬值Component of economy 经济部门Good will resource 商誉Human resource 人力资源Natural resource 自然资源Market share 市场份额Monopoly in/ of/ on 垄断，专利品Management skills 管理技能Management tactics 管理技巧Decision-making 决策Board of directors 董事会Chairman of the board 董事长High-performance car 高性能汽车Tangible/ physical resources 有形资源Capital resources 资本资源Superior 上级Subordinate 下属Senior manager 资深经理Junior manager 初级经理Corporate culture 公司文化Check and balance 制衡Hardware 五金，硬件Monopoly/ lock 垄断Interchangement 互换Solution provider 方案提供商Chain store 连锁店Work experience 工作经历Working hour 工作时间Price v. 定价；比价Chief operation office 首席运营官Operation management 作业管理Financial management 财务管理HR management 人力资源管理Marketing management 销售管理Logistics management 物流管理OTC= over the counter 成药Arts 文科Science 理科Engineering 工科Simulate 仿造，模仿High-end product 高端产品Rock bottom price 最低价Frills 虚饰Target market 目标市场Empowerment 赋权Ad hoc 特别，专门Task force 特遣部队，特别行动组Cash and assets 现金和资产Buffer= cushion 起缓冲作用的人或物Leeway 余地，余裕Product 产品Productivity 生产率Produce 生产；特产local produce 地方特产Delegation 代表团Corporate statement = mission statement 公司主旨Aim/ vision 愿景Corporate image 公司形象For here 堂食To go 带走Focus group 焦点小组Innovation 创新，革新Manageable 可管理的，可处理的Set objective 设置目标Safety net 安全网Dismiss 解职，开除Expertise 专门技术Merchandise 商品，货物Verify 检验，核实IBM= International Business MachinesThe retail sector 零售业Predescribed quantities 预先定好的数量Layout 布局Sales staff 销售人员Working environment 工作环境Day-to-day logistics 日常物流，后勤Day-to-day running of the store 商店的日常运营Strategic management 战略管理Formulating strategy 制定战略Delegation 授权Parameter 参数High street= main street 大众的（商品）Replenish→replenishment （货物的）补充Members of staff 公司职员Voice your consent 抱怨Inventory = stock 库存Policy 保单（a contract of insurance）Philosophy 理念Regular meeting 例会，常规会议Accountability 问责性Unit 3 company structure 公司结构Recruitment 雇佣，招募Remuneration 报酬Department of legal affairs 法务部Purchase 采购部IT 信息技术部R&D 研发部Tooling 加工部Immediate boss 直接上司Immediate subordinate 直接下属Autonomous 自制的Decentralization 分散化，权力下放，分权Function 功能Hierarchy 等级Line authority 直线职权Report to 向……负责Subordinates 下属Matrix 矩阵Assistant manager 助理经理Manager assistant 经理助理Functional structure 机能结构= production+ finance+ marketing市场营销+ sales+ personnel/ HRLead time 订货交付时间Reorganization 改组Operating division 运营段，运营分部Overlap 重叠Commercial division 商业银行Private banking 私人理财International division 国际银行Investment division 投资银行Inherent problem 固有的问题Product manager 产品经理Market segment 市场细分Autonomy 自治权Priority 优先权Dimensional 四维基质的Sales force 销售队伍Commission 提成Optional features 可选功能，可选装置Cash balance 现金平衡Credit facility 信用工具Profit margin 利益空间Research and development spending 研发投入Self-financing 使用自有资金，自筹资金Organization chart 组织结构图Market research 市场调研（部）Teller 出纳Advertising and promotion 广告与促销Publicity 宣传Industrial belt 工业带Corporate ethos 公司风气Collaboration 协作Insulated = isolated 隔绝的Fragmentation 分裂Subsidiary 分公司Openness 开放性Downsizing 裁员Downturn 下滑Recession 衰退Chief financial officer 财务总监Unit 4 work and motivation工作和动机Induce 劝诱，促使Incentive 动力，刺激Labor relations 劳资关系Labor union 工会Benefit 福利，津贴Perk 津贴，补贴Supplement 额外费用Bureaucracy 官僚主义Job safety 工作安全性Job security 工作稳定性Sales promotion 促销Remuneration 薪水Psychological well-being 心理满足Administration 行政管理Working condition 工作条件Paid holiday 带薪假日Sick pay 病假工资Pension 养老金Psychology of work 工作心理学Recognition 认可，承认Checkout till 结账柜台的现金出纳机Checkout 结账柜台Till 现金出纳机Cash till 收银台Cash register 收银处Product line 生产线Product line-up 产品系列User-friendly 易于使用的Go round 分配Creature comfort 物质享受Interface 界面程序Annual bonus 年度奖金Corporate culture 公司文化= values价值观+ beliefs信条+ norms标准Dead-end job 没前途的工作Stock order = replenishment 货物补充Hygiene 卫生Play pool 打台球Health screening program 健康检查Sales floor 店面Trade floor 交易所Bus depot 汽车总站Profit-sharing programme 收益分享Career training 职业培训Working week 工作周Pre-school age children 学前儿童Premise 工作场所Subsidize 补贴Tinned food 罐装食物Piecework system 计件系统Pay scheme 薪酬计划Unit 5 management and cultural diversity 管理与文化多样性Localization 本地化Globalization 全球化Pay-for-performance 绩效工资Collectivist 集体主义的Sales rep 商品经销代理Universalist 普爱论者Particularist 排他主义者Glocalization 全球地方化Multinational 跨国公司Unit 6 recruitment 招聘Applicant 申请人Application 申请Application form 申请表Candidate 候选人Curriculum vitae = resume 简历Employment agency 职介机构Job description 职责描述Job vacancy 职务空缺Reference 推荐信Short-list 列入最后候选名单Covering letter= cover letter 附函Give notice 预先通知（辞退）A form of headhunters 猎头公司Follow up 跟进Preliminary selection 初选Testimonials 证明书，推荐书Synchronized sewing 同步缝纫Traineeship 培训Referee 介绍人，推荐人Controlling stake 控股权Contingency 意外事件Contingency plan 应变计划Contingency fund 以外开支准备金Core competence 核心竞争力Home provider 持家者Stereotype 成见Maternity leave 产假Sick pay 病假The trade 同行Trade union = labor union 工会Working class 无产阶级，工薪族Child-bearingChild-rearingAffirmative action 倾向性法案Positive discrimination 积极差别Corporate affairs 公司事务Allowances 津贴，补贴Unit 7 labor relationship劳资关系Trade union= labor union 工会Motorway 高速公路Collective bargaining 集体谈判Go-slow= slowdown 怠工Working-to-rule 按章工作Industrial action 劳工行动Picket 纠察Rate of production 生产速率Premises 企业的房屋建筑及附属场地Outsource 外包Subcontract 转包Subcontractor 承包商Out of house 机构外部的In-house 机构内部的Backstreet 偏僻街道Bill 开出账单，收取费用Staff levels 人员配备情况Bargaining power 议价权Conglomerate 联合大公司，企业集团Arch-rival 主要竞争对手Penalty point 违章扣分记录Pay-as-you-go 打多少交多少话费Auditor 审计员Adversary 对手，敌手Working hours gongzuoshij Working practices 工作惯例Uneconomic job 不赚钱的工作Tyranny 专制Deregulation 解除管制Work force 劳动力Public sector 共有部门Unit 8 production生产Flexible production line 柔性生产线Trade-off 妥协，协调，平衡Opportunity cost 机会成本Sunk cost 沉没成本Raw materials 原材料Semi-finished 半成品Finished 成品Product defect 质量缺陷Excess capacity 剩余产能Fixed cost 固定成本Variable cost 可变成本Cash flow 现金流Information flow 信息流Material flow 物料流Logistics 物流Lost sales 销售损失Market share 市场份额Production run 生产周期Mother-board 主板Hard disc 硬盘Chip 芯片Chassis （汽车）底盘Call center 呼叫中心OEM= original equipment manufacter 设备原产商，贴牌制造商Lean production 精益生产= stockless production 零库存生产= JIT= just-in-time production 准时制生产= continuous flow manufacture 连续流程生产PPM= piece per million 每百万件瑕疵率Continuous improvement= kaizen= kaizan 改善哲学Deming cycle= PDCA= plan-do-check-act 德明环ERP= enterprise resources planning 企业资源计划Scientific outlook 科学发展观No slack 无松懈，无容余Hi-fi= high fidelity 高保真Wi-fi= wireless fidelity 无线保真Operation manager 操作经理，运营经理Lead time 交付时间，订货到收货时间间隔Outsourcing= contracting out 外包Plant 工厂Subcontractor 承包商，分包商Economies of scale 规模经济Handling 搬运Depreciation 贬值Set-up 机器设置Obsolescence 过时，废弃Theft 盗窃，偷盗Breakage 破损Leakage 渗漏Under-utilizing 开工不足Defective 次品Quantity discount 大宗购买折扣Stimulate demand 刺激需求Sabotage 蓄意破坏Throughput 生产量，加工阶段Throughput time 输入到输出的加工阶段所需时间Product mix 产品组合Product line 产品系列，产品线Product range 产品范围QC department= quality department 质量部Knock-on 附带效果，间接影响，累积效果Knock-on effect 连续反应Circuit board 电路板Implant 植入Transplant 移植Refine process 完善Refinery 精炼厂TQM= Total quality management 全面质量管理Assembling 组装Distribute 分销Equipment 设备，（企业除了房产以外的）固定资产Facility 设备Joint venture 合资企业Location 位置，选址Operation 操作，运营Parts 零件Recall 召回Storage 贮藏（量）Work in process 正在进行的工作Unit 9 products产品Launch a product 发布产品Brand loyalty 品牌忠诚度Brand awareness 品牌知名度Brand preference 品牌偏爱度Brand switcher 转换不同牌子的人Product line 产品线Product line-up 全系列产品Product mix 产品组合（一种产品的不同形式）Product range 产品范围PLC= Product life cycle 产品生命周期Niche 缝隙Niche market 缝隙市场Line-stretching 产品线的扩展Line filling 产品系列的填补Market segment 细分市场Segmentation of the market 市场细分High-end market 高端市场Low-end market 低端市场Up-market 向高端市场Down-market 向低端市场Product image 产品形象Corporate image 公司形象Shelf life 货架期，存活期Sell-by date 销售期限Expiration date= expire date 产品有效期Eye-soreAround the clock 24小时营业Portion 一客Dehydrate 使脱水Shareholder= stockholder 股东Stakeholder 利益一致者，风险共担体制Logo 标志Slogan 口号Service station （高速公路旁的）服务站Desktop machine 台式机器Financing 融资Economics 经济情况，经济因素Color scheme 色彩主题，色彩搭配Credit facility 信用工具Warranty = guarantee 保修Maintenance 维修保养After-sales service 售后服务Brand name 品牌Brand 商标，牌子Shelf space 货架空位Product development 产品研发Profitability 利润率Vending machine 自动售货机Prototype 原型，雏形Augmented 扩张的Delivery 交货，交付Initiative 主动积极性Market share 市场份额，市场占有率Multi-brand strategy 多品牌策略Vandalize 蓄意损坏公物Retailer 零售商Colgate 高露洁Philips 飞利浦Procter & Gamble 宝洁Unilever 联合利华Yamaha 雅马哈Unit 10 marketing市场营销Marketing mix市场营销组合，营销要素组合= product+ promotion+ price+ placePromotion 促销= advertising+ word of mouth+ public relations+ point of saleMarketing= advertising 广告+ personal selling 人员推销+ sales promotion 促销+ publicity and public relations 宣传和公共关系Optional 选择（配置）Standard 标准（配置）Personal selling 人员推销Direct marketing 直销Direct mail 直邮Business market= producer market= industrial 商务市场，生产资料市场Consumer market 消费市场List price 标价= suggested retail price= recommended retail price 建议零售价Management consulting 管理咨询Tie range 领带系列Texture 质地Lycra 莱卡Take remedial action 采取补救措施Qualitative analysis 定性分析Quantitive research 定量分析Internal research 内部分析Raw/ primary/ first-hand data 一手数据Secondary/ second-hand data 二手数据Academic journal 学术期刊Trade journal 行业期刊Wine testing session 品酒会Sample v. 尝试，品尝Distribution channel 分销渠道，配送渠道Market research= marketing research 市场研究，市场调研Centrality 集中性Console 控制台Focus group 焦点小组Head office 公司总部Market opportunity 市场机会Integration 整合Marketer 营销人员Publicity 宣传Questionnaire 调查问卷Sales promotion 促销活动Selling 推销Target customer 目标顾客Hard-sell 硬性推销Market segmentation 市场细分Point of sale 销售点Product concept 产品概念Product features 产品功能Sales representative 销售代理B2B= business to business 企业对企业Selling concept 销售概念Marketing concept 行销概念Differential advantage 差异优势Integrated marketing 整合营销Discount 折扣Payment periodCredit terms 信用调侃Product manager 产品经理Brand manager 品牌经理Annual report 年报Unit11 advertising广告Advertising account 广告客户Advertising agent 广告公司Advertising campaign 广告宣传，广告攻势Brief 摘要Budget 预算Commercial 广播或电视广告Comparative-parity method 相对平等方法，比较奇偶方法Cost per thousand= CPM 每一千个成本Counter-cyclical advertising 非循环的广告Diminishing returns 收益递减Exposure 暴露Frequency 频率Institutional advertising 机构广告= prestige advertising 声望广告Media plan 媒体计划Media space 媒体空间Message 讯息，广告词OTS= opportunity to see 可见机会Prospective customer 潜在顾客Sales revenue 销售收入Sponsorship 赞助Target market 目标市场Threshold effect 门槛效应Turnover 流通量，营业额，周转Word-of-mouth advertising 口口相传，口碑Billboard = hoarding 广告牌Classified advertisement 分类广告Paid advertising 付费广告Advertising strategy 广告策略Poster 海报Purchasing frequency 购买平率Buyer turnover 新入场客户Match 追平Excessive advertising 过度广告Voiceover 画外音Unit12 promotional tools促销工具Promotion tools 促销工具= advertising 广告+ personal selling 人员推销+ sales promotion 提升销量+public relations 公共关系Brand awareness 品牌知名度Brand loyalty 品牌忠诚度Coupon 优惠券Introduction stage 引入期Growth stage 增长期，上升阶段Maturity stage 成熟期Decline stage 衰退期，下降阶段Loss leader 特价商品Planning 计划Positioning 定位Price-conscious 对价格敏感的Sales force 销售队伍Salespeople 售货员Sample 样品Trial 尝试Free trial 免费试用Publicity 宣传Paid advertising 付费广告Novel product 新产品Aim 指向Reduction 降价Rebate 回扣Promotional strategy 促销策略Promotional tactic 促销技巧Reduced-price pack 经济装Distributor 分销商Retailer 零售商Dealer 代理商Off-season 淡季Unit 13 accounting and financial statements 会计和财务报表Accountancy 会计师Accountant 会计师Accounting equation 会计恒等式Accounting 会计学Accrue 自然增加Accrued expenses 应计费用Accumulate 累计Amortization 摊销Annual report 年度报告Appreciate 增值Auditing 审计Bookkeeping 簿记Capitalization 资本化Cash flow 现金流Cost accounting 成本会计Creative accounting 粉饰财务状况Credit 信用，贷方Creditors债权人= accounts payable 应付账款Debit 借方Debt 债务Debtors债务人= accounts receivable 应收账款Depreciation 折旧Dividend 股息，红利Double-entry bookkeeping 复式簿记，复式记账法Earnings 收益Expenditure 支出，花费Expenses 费用，开支Financial statement 财务决算，财务报表Finished products 成品，产品Fixed assets 固定资产Current assets 流动资产Going concern 持续经营Goodwill 商誉Income 收益Interest 利息Long term liabilities 长期负债Current liabilities 流动负债，短期负债Managerial accounting 管理会计Market capitalization 市场资本化Nominal value 票面价值Market value 市场价值Quantify 量化Retained earnings 留存收益Revenue （销售）收入Self proprietorship 独资企业Shareholder= stockholder 股东Stock= inventory 库存Liability for tax 税务负担Transaction 交易Managerial accounting 管理会计Tax accounting 税务会计Cost accounting 成本会计Prepare budget 编制预算Financial report 财务报表Value v 定价Income & expenditure 收入和支出Debits & credits 借与贷Assets & liabilities 资产与负债Unit cost 单位成本Auditing 审计IRS= Internal Revenue Service 美国税务署Tax authority 税务局CPA= Certificated Public Accountant 注册会计师File a tax return 报税Income tax return 所得税表Income tax 所得税Sales tax 销售税Self-proprietorship 个体户Partnership 合伙，合股Tax break 减免税Turnover 销售收入，总收入Charged against profits 从利润中扣除On credit 赊账Overheads= overhead 固定费用Variable cost 可变成本Shareholder= stockholder 股东Pay liabilities 偿债Purchase price 购买价Depreciation charge 折旧费Understate 低估Overstate 高估Inflation 通货膨胀Deflation 通货紧缩Historical cost accounting 历史成本会计Net book value 净账面价值= purchase value – depreciation chargeCurrent cost accounting 时价会计Replacement cost accounting 重置成本会计Specify v. 规定Profit and loss account= income statement 损益表(shows earnings & expenditure, i.e. turnover+ costs+ expensed+ overheads )Balance sheet 资产负债表(shows financial situation on particular date, i.e. assets+ long-term & short-term liabilities+ shareholder’s funds)Financial year 财政年度Assets 资产= debtors/ accounts receivable + intangible assetsIntangible assets 无形资产=patents 专利+ goodwill 商誉+ copyrights 版权+ trade marks 商标Liabilities 负债=creditors/ account payableLong-term liabilities= loans 贷款+ bonds 债券Short-term liabilities=taxes+ interests 利息Assets=liabilities+ owners’ equity 资本主权，业主产权（股东对资产清偿所有债务之后剩余价值的所有权）Assets-liabilities= owners’ equity/ net as sets 净资产Share capital 股本，股份资本Share premium= paid-in surplus 股份溢价（超过股票票面价值的所得）Market capitalization 市场资本总值，市场资本总额Reserves 储量profit→taxation, dividend, retained profitFunds flow statement 资金流量表Source and application of funds statement 资金来源和应用表Statement of changes in financial position 财务状况变动报表Consolidated financial statement 合并财务报表IAS= International Accounting Standards 国际会计标准Cash and cash equivalents at beginning of period 期初现金Net cash from operating activities 运营净现金Net profit 净利润Retained earnings 留存收益Non-current assets 非流动资产Pre-paid expenses 预付费用Treasury shares 回购股票Translation differences 折算差Deferred tax liabilities 递延税负债Interest-bearing liabilities 有息贷款VAT= value added tax 增值税Associated company 关联公司Minority interests 少数股权Proceeds 所得收入Unit 14 banking 银行业务Personal banking 个人银行业务Cash card 现金卡，借记卡Credit card 信用卡Cash dispenser= ATM= automatic teller machine 自动取款机，自动柜员机Home banking 家庭银行（网银+电话银行）Loan 贷款Mortgage 抵押贷款，按揭Overdraft= overdraw 透支Current account= checking account 活期账户Deposit account= time account= notice account 定期账户Standing order= direct debit 长期委托书The banking industry 银行业Commercial bank= retail bank 商业银行，零售银行Foreign currency 外币Foreign exchange 外汇Spread= margin 差额Credit 借贷Note 纸币Cheque= check 支票Coin 硬币Yield & risk 收益与风险Liquidity 资产流动性Maturity 到期Investment bank= merchant bank 投资银行Issue securities 发行证券Underwrite securities 包销，分销证券Merger 并购Takeover 收购，接管Stockbroker 股票经纪人Portfolio management 投资组合Fee and commission 佣金Universal bank 综合银行Central bank 中央银行Minimum interest rate 最低利率Discount rate 贴现利率Blue chip borrower 蓝筹公司Base rate= prime rate 基本利率Credit standing= credit rating= creditworthiness 信用评价Solvency 偿付能力Collateral 抵押品，担保物Foreign bank 外国银行，外资银行Eurocurrency 外国持有的欧洲货币Petrodollar 石油美元Unit 15 stocks and shares股票Unlimited liability 无限责任Limited liability 有限责任Creditor 债权人Legal entity 法律实体Wound up 中止Liquidate 清算Venture capital 风险投资Memorandum of Association= Certificate of Incorporation 公司执照Article of Association= bylaws 公司条令Director 董事Public listed company= listed company= Publicly quoted company上市公司Shareholder= stockholder 股东Registrar of companies 公司登记处Over-the-counter market 场外交易市场Alternative Investment Market (London) 另类投资市场NasdaqBe quoted= be listed 上市Stock exchange 股票交易所Issue share 发行股票First Public Offering =IPO=Make a flotation= float a company首次公开募股Investment bank 投资银行Underwrite the issue 包销Rights issue 权利股发行Capitalize 资本化Bonus issue 红股发行Annual General Meeting= Annual Meeting of Stockholders 股东年会Residual value 残留价值Liquidation 清算Secondary market 二级市场Nominal value= face value= par value 票面价值Share= stock= equity 股票Blue chip 蓝筹Defensive stock 防御性股票Growth stock 成长性股票Insider share-dealing 内部交易Institutional investor 机构投资者Mutual fund 互惠基金，互利基金Market-maker 造市商Portfolio 组合投资Stockbroker 股票经纪人Cyclical trend 周期性趋势Pension fund 养老基金Insurance company 保险公司Unit 16 bonds 债券Obligation 负债Opportunity cost 机会成本Issue bonds 发行债券Blue chip company 蓝筹公司Rate 评价，估值Rating company 评估公司Standard & Poors 标准普尔Investment grade 投资评级Bearer certificate 不记名债券Primary market 一级市场Secondary bond market 二级债券市场Liquid 变现的Par 面值Coupon 息票Debt financing 负债融资Equity financing 股票融资Tax shield 税收挡避Debt-equity ratio 负债与权益比率Receipts 收入Gilt-edged securities 金边证券Treasury bond 长期国库债券Short-term treasury bill 短期国库券Circulation 流通Redeem 赎回Convertible bond 可转换债券Junk bond 垃圾债券Unit 17 futures and derivativesFutures 期货交易，期货合约Financial asset 金融资产Option 期权Commodities 大宗商品Derivatives 衍生物Hedging 对冲，套期保值Speculation 投机(Write a) Call option 看涨期权Put option 看跌期权Discount store 打折店Spot market 现货市场Futures market 期货市场Forward contract 远期合约Premium 溢价Exchange rate 汇率Interest rate 利率London International Financial Futures Exchange=LIFFE 伦敦国际金融期货交易所Exercise price= strike price 执行价Swap 掉期Currency swap 外汇掉期Interest rate swap 利率掉期Preferential rate 优惠汇率Profit and loss account 损益表Securities and Exchange Commission=SEC 证券交易管理委员会International Swaps and Derivatives Association=ISDA 国际掉期与衍生物协会End user 最终用户Corporate governance 公司监管Stop-loss limit 止损点Scenario analysis 情景分析Sensitivity analysis 敏感度分析Front line personnel 一线人员Police vt. 监管Code of conduct 行为规范Unsolicited 主动提供的Shoot through the floor 涨疯了Unit 18 market structure and competitionDurable consumer goods 耐用消费品Market leader 市场领导者Market follower 市场跟从者Market challenger 市场挑战者Market share 市场份额Market segmentation 市场细分Differential advantage 差别又是Unique selling point=USP 独特卖点Submarket 刺激市场Potential customer 潜在客户Barrier to entry 进入门槛Cartel 卡特尔Dominant-firm oligopoly 寡头垄断Economies of scale 规模经济Monopolistic competition 垄断竞争Monopoly 垄断Monopsony 买家垄断Natural monopoly 自然垄断Oligopoly 寡头垄断Perfect competition 完全竞争Homogenous 同类的，同质的Public utility 公用事业Marginal cost 边际成本Unit 19 takeovers, mergers and buyoutsMergers and acquisition 并购Backward integration 向后合并Forward integration 向前合并Horizontal integration 横向合并Vertical integration 纵向合并Innovate 创造发明Diversify 多样化Raid 企图收购Takeover 收购出价Politics 权术，勾心斗角Optimum 最合适的Scanning electron microscope 扫描电子显微镜Craftsmanship 技术，技艺Leica 莱卡World-class player 世界级的玩家，世界级角色Rightsize 精简机构人员，合理简化On a day’s notice 提前一天通知On short notice 突然Leveraged buyouts=LBO 杠杆收购Management buyout= MBO 管理层收购Synergy 协同Asset-stripping 资产剥离Equity capital 股本Junk bond 垃圾债券UNIT 20 efficiency and employmentComputerization 计算机化Flexibility 灵活性Public services 公共服务Self-employment 自我雇佣Decentralization 分权Free trade 自由贸易Job-sharing 工作分享Rationalization 精简增效Deregulation 解除管制Productivity 生产效率Restructuring 重组Structural change 结构改变Welfare 福利Monetary policy 货币政策Private rent sector 私人租赁市场Downturn 下滑Recession 衰退Tenure 任期Downsizing 减员Agency employmentRhetoric 说辞Received wisdom 流行观点Unemployment benefit 失业救济Sack 解雇Job insecurity 工作不稳定性Employability 可雇佣性Structural unemployment 结构性失业Frictional unemployment 摩擦性失业Cyclical unemployment 周期性失业Structural shift 结构性改变Job retention rate 工作留用率UNIT 21 Business cycleClassical economic theory 古典经济理论Welfare capitalism 福利资本主义Vitality 活力Perfect competition 完全竞争，自由竞争Free enterprise 自由市场Well-being 幸福Unit 22 the role of governmentMarket forces 市场力量Health Department 卫生部National Health Service 全民医疗Undercurrent 潜流Good society 良性社会State action 国家行为Health care 医疗服务Underclass 底层The affluent 富人Planned economy 计划经济Central economic planning 中央经济规划Intervention 干预Coerce vt. 强迫Mortician 殡葬业者A host of 很多Dispose of 用掉，用光Industry 实业Department of Trade and Industry= DTI 贸易工业部Unit 23 central banking, money and taxationFiscal policy 财政政策Monetary policy 货币政策Open market operation 开放市场操作Bank run 挤兑Liquidity ratio 现金比率Branch of the government 政府部门Budgetary policy 预算政策Budget deficit 预算赤字US Federal Reserve 美联储Price stability 价格稳定，物价稳定Declare （海关）申报Levy tax at… 对……征税Income tax 所得税Direct tax 直接税Indirect tax 间接税Value-added tax 增值税Regressive tax 递减税Progressive tax 递增税Sales tax 销售税Capital gains tax 资本所得税Capital transfer tax 资本转移税Wealth tax 财富税Tax evasion 逃税，漏税Tax avoidance 避税Government expenditure 政府支出Excise duties 消费税，国内货物税Corporation tax 公司税Marginal rate 边际率Black economy= underground economy 黑色经济，地下经济，非法经济Moonlighting 兼差Self-employed 自雇Family firm 家庭企业Gross national production= GNP 国民生产总值Loophole 漏洞Life insurance人寿保险Tax shelter 减免税收合法手段Tax loss 负税亏损Capital expenditure 资本支出，基本建设费用Money laundering 洗钱Unit 24 exchange rates 外汇利率The Bretton Woods agreement 布雷顿森林体系Fixed exchange rate 固定利率Floating exchange rate 浮动利率Peg against 挂钩Promissory note 本票International Monetary Fund 国际货币基金组织Devaluation 贬值Revaluation 升值Gold convertibilityFreely/ clean floating exchange rate 清洁浮动利率Managed/ dirty floating exchange rate 管制/肮脏浮动利率。

经管类英语词汇大全

主题：管理英语目标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 尊敬esteem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销售量sales volume 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现金流量cash flow 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策略strategy 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折中eclectic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毅力persistence 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第一章Manager 管理者First-line managers 基层管理者Middle managers 中层管理者Top managers 高层管理者Management 管理Efficiency 效率Effectiveness 效果Planning 计划Organizing 组织Leading 领导Controlling 控制Management process 管理过程Management roles 管理角色Interpersonal roles 人际关系角色Informational roles 信息传递角色Decisional roles 决策制定角色Technical skills 技术技能Human skills 人事技能Conceptual skills 概念技能System 系统Closed systems 封闭系统Open systems 开放系统Environment 环境Special environment 具体环境General environment 一般环境Contingency perspective 权变观Organization 组织Universality of management 管理的普遍性Nonmanagerial employees / Operatives 操作者第二章Division of labor 劳动分工Industrial revolution 产业革命Scientific management 科学管理Therbligs 基本动作元素General administrative theorists 一般行政管理理论家Principles of management 管理原则Bureaucracy 官僚行政组织、层级组织Quantitative approach 定量方法Organizational behavior (OB) 组织行为Hawthorne Studies 霍桑研究Workforce diversity 员工多样化Entrepreneurship 企业家e-business (electronic business) 电子商务e-commerce (electronic commerce) 电子贸易、电子商务Intranet 内部互联网Total quality management (TQM) 全面质量管理Learning organization 学习型组织Knowledge management 知识管理Workplace spirituality 团队精神第三章Decision 决策Decision-making process 决策过程Problem 问题Decision criteria 决策标准Implementation 实施Rational decision making 理性决策Bounded rationality 有限理性Satisficing 满意Escalation of commitment 承诺升级Intuitive decision making 直觉决策Well-structured problems 结构良好问题Programmed decision 程序化决策Procedure 程序Rule 规则Policy 政策Poorly structured problems 结构不良问题Nonprogrammed decisions 非程序化决策Certainty 确定性Risk 风险性Uncertainty 不确定性Directive style 指导性风格Analytic style 分析性风格Conceptual style 概念性风格Behavioral style 行为性风格Planning 计划Goals 目标Plans 计划Strategic plans 战略计划Operational plans 作业计划Long-term plans 长期计划Short-term plans 短期计划Specific plans 具体性计划Directional plans 指导性计划Single-use plan 单一目标计划Standing plans 标准计划Traditional goal setting 传统目标设定Means-ends chain 手段－结果链Management by objectives (MBO) 目标管理Mission 宗旨Commitment concept 承诺概念Formal planning department 正式计划部门Strategic management 战略管理Strategic management process 战略管理过程Opportunities 机会Threats 威胁Core competencies 核心能力Strengths 优势Weaknesses 劣势SWOT analysis SWOT分析Corporate-level strategy 公司层战略Stability strategy 稳定战略Growth strategy 增长战略Related diversification 相关领域多元化经营Unrelated diversification 不相关领域多元化经营Retrenchment strategy 收缩战略BCG matrix BCG矩阵波士顿咨询集团矩阵Business-level strategy 事业层战略Strategic business units 战略经营单位Competitive advantage 竞争优势Cost leadership strategy 成本领先战略Differentiation strategy 差异化战略Focus strategy 集中化战略Functional-level strategy 职能层战略Environmental Scanning 环境扫描Competitor intelligence 竞争者情报、竞争者信息Forecasts 预测Quantitative forecasting 定量预测Qualitative forecasting 定性预测Forecasting Techniques 预测技术Benchmarking 基准化、标杆Resources 资源Budget 预算Revenue Budgets 收入预算Expense Budgets 费用预算Profit Budgets 利润预算Cash Budgets 现金预算Scheduling 进度计划、规划Gantt Charts 甘特图Load Charts 负荷图PERT network 计划评审技术网络Events 事件Activities 活动Slack time 松弛时间Critical path 关键线路Breakeven analysis 盈亏平衡分析Linear programming 线性规划Project 项目Project Management 项目管理Scenario 设想方案第四章Organizing 组织Organizational structure 组织结构Organizational design 组织设计Work specialization 劳动分工Departmentalization 部门化Functional departmentalization 职能部门化Product departmentalization 产品部门化Geographical departmentalization 地区部门化Process departmentalization 过程部门化Customer departmentalization 顾客部门化Cross-functional teams 跨职能团队Chain of command 指挥链Authority 职权Responsibility 职责Unity of command 统一指挥Span of control 管理幅度Centralization 集权化Decentralization 分权化Formalization 正规化Mechanistic organization 机械式组织Organic organization 有机式组织Unit production 单件生产Mass production 大量生产Process production 连续生产Simple structure 简单结构Functional structure 职能型结构Divisional structure 分部型结构Team-based structure 团队结构Matrix structure 矩阵结构Project structure 项目结构Autonomous internal units 内部自治单位Boundaryless organization 无边界组织Learning organization 学习型组织High-performance work practice 高绩效的工作实践Human resource management process 人力资源管理过程Labor union 工会Human resource planning 人力资源规划Job analysis 职务分析Job description 职务说明书Job specification 职务规范Recruitment 招聘Decruitment 解聘Selection process 甄选过程Validity 效度Reliability 信度Work sampling 工作抽样Assessment centers 测评中心Orientation 定向、导向Performance management system 绩效管理系统Written essay 书面描述法Critical incidents 关键事件法Graphic rating scales 评分表法Behaviorally anchored rating scales (BARS) 行为定位评分法Multiperson comparisons 多人比较法Group order ranking 分组排序法Individual ranking 个体排序法Paired comparison 配对比较法360 degree feedback 360度反馈skill-based pay 按技能付酬Career 职业生涯、职业Organizational change 组织变革Change agents 变革推动者Organizational development (OD) 组织发展Stress 压力Creativity 创造Innovation 创新第五章Behavior 行为Organizational behavior 组织行为学Attitudes 态度Cognitive component 认知成分Affective component 情感成分Behavioral component 行为成分Job satisfaction 工作满意度Job involvement 工作投入Organizational commitment 组织承诺Organizational citizenship behavior (OCB) 组织公民行为Cognitive dissonance 认知失调Attitude surveys 态度调查Personality 人性Big-five model 重要的五大模型Emotional intelligence (EI) 情感智商Locus of control 控制点Machiavellianism 马基雅维里主义Self-esteem 自尊Self-monitoring 自我监控Perception 知觉Attribution theory 归因理论Fundamental attribution error 基本归因错误Self-serving bias 自我服务偏见Selectivity 有选择地接受、选择性Assumed similarity 假设相似性Stereotyping 刻板印象Learning 学习Operant conditioning 操作性条件反射Social learning theory 社会学习理论Shaping behavior 行为塑造Motivation 动机Need 需要Hierarchy of needs theory 需要层次理论Physiological needs 生理需要Safety needs 安全需要Social needs 社会需要Esteem needs 尊重需要Self-actualization needs 自我实现需要Theory X X理论Theory Y Y理论Motivation-hygiene theory 激励－保健理论Hygiene factors 保健因素Motivators 激励因素Three-needs theory 三种需要理论Need for achievement (nAch) 成就需要Need for power (nPow) 权力需要Need for affiliation (nAff) 归属需要Goal-setting theory 目标设定理论Reinforcement theory 强化理论Reinforcers 强化物Job design 职务设计Job scope 职务范围Job enlargement 职务扩大化Job enrichment 工作丰富化Job depth 职务深度Job characteristic model (JCM) 职务特征模型Skill variety 技能多样性Task identity 任务同一性Task significance 任务重要性Autonomy 自主性Feedback 反馈Equity theory 公平理论Referents 参照对象Expectancy theory 期望理论Compressed workweek 压缩工作周Flexible work hours 弹性工作制Job sharing 职务分担Contingent workers 应急工Telecommuting 电子通信，远程办公Pay-for performance programs 基于绩效的薪酬管理Open-book management 公开帐簿管理Leader 领导者Leadership 领导Behavioral theories 行为理论Autocratic style 权威式Democratic style 民主式Laissez-faire style 放任式Initiating structure 定规维度Consideration 关怀维度High-high leader 高－高型领导者Managerial grid 管理方格论Fiedler contingency model 菲德勒权变模型Least-preferred co-worker (LPC) questionnaire 最难共事者问卷Leader-member relations 领导者－成员关系，上下级关系Task structure 任务结构Position power 职位权力Situational leadership theory (SLT) 情景领导理论Readiness 准备状态Maturity 成熟度Leader participation model 领导者参与模型Path-goal theory 路径－目标理论Transactional leaders 事务型领导者Transformational leaders 变革型领导者Charismatic leader 超凡魅力的领导者Visionary leadership 愿景领导者Legitimate power 法定权Coercive power 强制权Reward power 奖赏权Expert power 专长权Referent power 模范权Credibility 可信度Trust 诚信、信任Empowerment 授权Communication 沟通Interpersonal communication 人际沟通Organizational communication 组织沟通Message 信息Encoding 编码Channel 通道、渠道Decoding 解码Communication process 沟通过程Noise 噪音Nonverbal communication 非言语沟通Body language 体态语言Verbal intonation 语调Filtering 过滤Selective perception 选择性知觉Information overload 信息超载Jargon 行话Active listening 积极倾听Formal communication 正式沟通Informal communication 非正式沟通Downward communication 下行沟通、向下交流Upward communication 上行沟通、向上交流Lateral communication 平行沟通、横向交流Diagonal communication 斜行沟通、越级交流Communication networks 沟通网络Grapevine 小道信息、谣言E-mail 电子邮件Instant messaging (IM) 即时信息Voice mail 声音邮件Fax 传真Electronic data interchange (EDI) 电子数据交换Teleconferencing 电信会议Videoconferencing 视频会议Intranet 内部互联网第六章Control 控制Market control 市场控制Bureaucratic control 官僚组织控制、层级控制Control process 控制过程Management by walking around (MBWA) 走动式管理Range of variation 偏差范围Immediate corrective action 立即纠正行动Basic corrective action 彻底纠正行动Feedforward control 前馈控制Concurrent control 同期控制、现场控制Feedback control 反馈控制Extranet 外部互联网总公司Head Office 分公司Branch Office营业部Business Office人事部Personnel Department(人力资源部)Human Resources Department总务部General Affairs Department财务部General Accounting Department销售部Sales Department促销部Sales Promotion Department国际部International Department出口部Export Department进口部Import Department公共关系Public Relations Department广告部Advertising Department企划部Planning Department产品开发部Product Development Department研发部Research and Development Department(R&D) 秘书室Secretarial Pool注：Department可简写为Dept.Accounting Assistant会计助理Accounting Clerk记帐员Accounting Manager会计部经理Accounting Stall会计部职员Accounting Supervisor会计主管Administration Manager行政经理Administration Staff行政人员Administrative Assistant行政助理Administrative Clerk行政办事员Advertising Staff广告工作人员Airlines Sales Representative航空公司定座员Airlines Staff航空公司职员Application Engineer应用工程师Assistant Manager副经理Bond Analyst证券分析员Bond Trader证券交易员Business Controller业务主任Business Manager业务经理Buyer采购员Cashier出纳员Chemical Engineer化学工程师Civil Engineer土木工程师Clerk/Receptionist职员／接待员Clerk Typist&Secretary文书打字兼秘书Computer Data Input Operator计算机资料输入员Computer Engineer计算机工程师Computer Processing Operator计算机处理操作员Computer System Manager计算机系统部经理Copywriter广告文字撰稿人Deputy General Manager副总经理Economic Research Assistant经济研究助理Electrical Engineer电气工程师Engineering Technician工程技术员English Instructor/Teacher英语教师Export Sales Manager外销部经理Export Sales Staff外销部职员Financial Controller财务主任Financial Reporter财务报告人F.X.(Foreign Exchange)Clerk外汇部职员F.X.Settlement Clerk外汇部核算员Fund Manager财务经理General Auditor审计长General Manager/President总经理General Manager Assistant总经理助理General Manager‘s Secretary总经理秘书Hardware Engineer（计算机）硬件工程师Import Liaison Staff进口联络员Import Manager进口部经理Insurance Actuary保险公司理赔员International Sales Staff国际销售员Interpreter口语翻译Legal Adviser法律顾问Line Supervisor生产线主管Maintenance Engineer维修工程师Management Consultant管理顾问Manager经理Manager for Public Relations公关部经理Manufacturing Engineer制造工程师Manufacturing Worker生产员工Market Analyst市场分析员Market Development Manager市场开发部经理Marketing Manager市场销售部经理Marketing Staff市场销售员Marketing Assistant销售助理Marketing Executive销售主管Marketing Representative销售代表Marketing Representative Manager市场调研部经理Mechanical Engineer机械工程师Mining Engineer采矿工程师Music Teacher音乐教师Naval Architect造船工程师Office Assistant办公室助理Office Clerk职员Operational Manager业务经理Package Designer包装设计师Passenger Reservation Staff乘客票位预订员Personnel Clerk人事部职员Personnel Manager人事部经理Plant/Factory Manager厂长Postal Clerk邮政人员Private Secretary私人秘书Product Manager生产部经理Production Engineer产品工程师Professional Staff专业人员Programmer电脑程序设计师Project Staff（项目）策划人员Promotional Manager推销部经理Proof-reader校对员Purchasing Agent采购（进货）员Quality Control Engineer质量管理工程师Real Estate Staff房地产职员Recruitment Coordinator招聘协调人Regional Manger地区经理Research&Development Engineer研究开发工程师Restaurant Manager饭店经理Sales and Planning Staff销售计划员Sales Assistant销售助理Sales Clerk店员、售货员Sales Coordinator销售协调人Sales Engineer销售工程师Sales Executive销售主管Sales Manager销售部经理Salesperson销售员Seller Representative销售代表Sales Supervisor销售监管School Registrar学校注册主任Secretarial Assistant秘书助理Secretary秘书Securities Custody Clerk保安人员Security Officer安全人员Senior Accountant高级会计Senior Consultant/Adviser高级顾问Senior Employee高级雇员Senior Secretary高级秘书Service Manager服务部经理Simultaneous Interpreter同声传译员Software Engineer（计算机）软件工程师Supervisor监管员Systems Adviser系统顾问Systems Engineer系统工程师Systems Operator系统操作员Technical Editor技术编辑Technical Translator技术翻译Technical Worker技术工人Telecommunication Executive电讯（电信）员Telephonist/Operator电话接线员、话务员Tourist Guide导游Trade Finance Executive贸易财务主管Trainee Manager培训部经理Translation Checker翻译核对员Translator翻译员Trust Banking Executive银行高级职员Typist打字员Word Processing Operator文字处理操作员accountant: 会计actor: 男演员actress: 女演员airline representative: 地勤人员anchor: 新闻主播announcer: 广播员architect: 建筑师artist: 艺术家associate professor: 副教授astronaut: 宇航员.attendant: 服务员auditor: 审计员auto mechanic : 汽车技工baker: 烘培师barber: 理发师(男) baseball player: 棒球选手bell boy: 门童bellhop: 旅馆的行李员binman: 清洁工,垃圾工blacksmith: 铁匠boxer: 拳击手broker (agent) : 经纪人budgeteer: 预算编制者bus driver: 公车(巴士)司机butcher: 屠夫,肉商buyer: 采购员carpenter:木匠cartoonist: 漫画家cashier: 出纳chef: 厨师chemist : 化学师clerk : 店员clown :小丑cobbler: 制(补)鞋匠computer programmer : 程序员construction worker : 建筑工人cook: 厨师cowboy :牛仔customs officer :海关官员dancer : 舞者dentist: 牙科医生designer: 设计师desk clerk: 接待员detective 侦探doctor: 医生door-to-door salesman: 推销员driver: 司机dustman: 清洁工editor : 编辑electrician :电工engineer:工程师farmer: 农夫fashion designer: 时装设计师fireman (firefighter): 消防员fisherman: 渔夫florist: 花商flyer: 飞行员Foreign minister : 外交部长gardener花匠(园丁)gas station attendant : 加油工geologist : 地质学家guard :警卫guide: 导游hiredresseer: 理发师,美容师(女) housekeeper : 管家housewife : 家庭主妇interpreter :口译员janitor : 清洁工journalist: 记者judge 法官lawyer :律师librarian: 图书管理员. life guard :救生员magician :魔术师masseur : 男按摩师masseuse : 女按摩师mathematician : 数学家mechanic: 机械师,机修工miner: 矿工model: 模特儿monk : 和尚,教士movie director: 导演movie star : 电影明星musician : 音乐家nun : 尼姑nurse: 护士office clerk : 职员office staff 上班族operator: 接线员parachutist: 跳伞人. pharmacist药剂师photographer:摄影师pilot: 飞行员planner: 计划员policeman: 警察postal clerk: 邮政人员postman :邮差President: 总统priest: 牧师processfor: 教授real estate agent: 房地产经纪人receptionist :接待员repairman :修理工人reporter : 记者sailor: 船员，水手salesman/ selespeople/ salesperson: 售货员scientist: 科学家seamstress 女装裁缝师secretary: 秘书singer: 歌手soldiery: 士兵,军人statistician : 统计员surveyor: 测量技师tailor: 裁缝师taxi driver计程车司机teacher: 教师technician : 技术人员tour guide: 导游traffic warden: 交通管理员. translator: 翻译（笔译）TV producer: 电视制作人typist: 打字员vet: 兽医veterinarian兽医waiter: 侍者(服务生) waitress: 女侍者(服务生) welder : 焊接工writer: 作家ABC Activity Based Costing 基于活动的成本核算ABM Activity Based Management 基于活动的管理ACWP Actual Cost of Work Performed 已完成工作实际成本ADM Arrow Diagram Method 箭线图方法ADP Automated Data Processing 自动化数据处理ADR Alternative Dispute Resolution 替代争议解决方案AF Actual Finish Date 实际完成日期AFE Application for Expenditure 支出申请AFE Authority for Expenditure 开支权ALAP As-Late-As-Possible 尽可能晚AMR Advanced Material Release 材料提前发布AOA Activity on Arc 弧线表示活动双代号网络AOA Activity on Arrow 箭线表示活动双代号网络AON Activity on Node 节点表示活动单代号网络AOQ Average Outgoing Quality 平均出厂质量AOQL Average Outgoing Quality Limit 平均出厂质量限度APMA Area of Project Management Application 项目管理的应用领域APR Acquisition Plan Review 采购计划评审AQL Acceptable Quality Level 可接受质量水平AS Actual Start Date 实际开始日期ASAP As-Soon-As-Possible 尽快ATP Acceptance Test Procedure 验收测试过程AUW Authorized Unpriced Work 批准的未定价工作BAC Budget at Completion 完工预算BAC Baseline at Completion 完成/完工基线BATNA Best Alternative to Negotiated Agreement 协议外最佳方案BCM Business Change Manager 商业变更经理BCWP Budgeted Cost of Work Performed 已完工作预算成本BCWS Budgeted Cost of Work Scheduled 计划工作的预算成本BEC Elapsed Cost 计划工作的预算成本BOOT Build, Own, Operate, Transfer 建造拥有经营转让BPA Blanket Purchase Agreement 一揽子采购协议BSA Balanced Scorecard Approach 平衡记分卡方法C/SCSC Cost/Schedule Control System Criteria 成本控制系统标准?C/SSR Cost/Schedule Status Report 成本/进度状态报告CA Control Account 控制帐目CAD Computer Aided Drafting/Design 计算机辅助制图/设计CAM Cost Account Manager 成本帐目经理CAM Computer Aided Manufacturing 计算机辅助制造CAM Control Account Manager 控制帐目经理CAP Cost Account Plan 成本帐目计划CAP Control Account Plan 控制帐目计划CAR Capital Appropriation Request 资本划拨请求CBD Component-Based Development 基于构件的开发CBS Cost Breakdown Structure 成本分解结构CCB Change Control Board 变更管理委员会CCDR Contractor Cost Data Report 承包商成本数据报告CDR Critical Design Review 关键设计评审CI Configuration Item 配置项CM Configuration Management/Construction Management 配置管理/施工管理CPFFC Cost Plus Fixed Fee Contract 成本加固定费用合同CPI Cost Performance Index 成本绩效指数CPI Cost Performance Indicator 成本绩效指数CPIFC Cost Plus Incentive Fee Contract 成本加奖励费用合同CPM Critical Path Method 关键路径法CPN Critical Path Network 关键路径网络图CPPC Cost Plus Percentage of Cost Contract 成本加成本百分比合同CPR Cost Performance Ratio 成本绩效比率CPR Cost Performance Report 成本绩效报告CPU Central Processing Unit 中央处理单元CR Change Request 变更请求CSCI Computer Software Configuration Item 计算机软件配置CSF Critical Success Factors 关键的成功因素CTC Contract Target Cost 合同目标成本CTP Contract Target Price 合同目标价格CTR Cost-Time Resource Sheet 成本时间资源表CV Cost Variance 成本偏差CWBS Contract Work Breakdown Structure 合同工作分解结构DBA Database Administrator 数据库管理员DBM Dynamic Baseline Model 动态基线模型DBMS Database Management System 数据库管理系统DCE Distributed Computing Environment 分布式计算环境DCF Discounted Cash Flow 折现现金流DD Data Date 数据日期DID Data Item Description 工作项描述DRD documentation Requirements Description 文档要求说明DU Duration 工期持续时间EAC Estimated Actual at Completion 实际完工估算ECC Estimated Cost to Complete 尚未完成的成本估算ECP Engineering Change Proposal 工程变更建议书EF Early Finish Date 最早完成日期EFC Estimated Final Cost 估算的最终成本EMR Expenditure Management Report 支出管理报告EPS Enterprise Project Structure 企业项目结构ERP Enterprise Resource Planning 企业资源规划ERPS Enterprise Resource Planning Systems 企业资源规划系统ES Early Start Date 最早开始日期ESAR Extended Subsequent Applications Review 扩展后续应用评审ETC Estimate To Complete 尚未完成/完工的估算EV Expected value 期望值EVMS Earned value Management System 挣值管理系统FAC Forecast At Completion 完工预测FF Free Float 自由浮动时间FFP Firm Fixed Price Contract 严格固定价格合同FIFO First In, First Out 先进先出FM Functional Manager 职能经理FP Fixed Price Contract 固定价格合同FPPIF Fixed Price Plus Incentive Fee Contract 固定价格加激励酬FTC Forecast to Completion 完工尚需预测FTP File Transfer Protocol 文件传输协议G&A General and Administrative Costs 综合行政管理成本G&A General and Administrative 综合行政管理费GAAP Generally Accepted Accounting Principles 公认会计原则GERT Graphical Evaluation and Review Technique 图形评审技术GUI Graphical User Interface 图形用户界面personal system 人事制度personal management 人事管理casual leave 例假；事假sick leave 病假office hours 办公时间work hour 工作时间eight-hour shift 8小时工作制shift 轮班morning session 上午班evening/night shift 小/大夜班day shift 日班attendance book 签到本late book 迟到本coffee break 上班中的休息时间work day 工作日day off 休息日working conditions 工作环境work permit 工作证work overtime 加班salary 薪水wages 工资salary raise 加薪windfall 外快recruitment招聘annual pension 年薪year-end bonus 年终奖overtime pay 加班费punch the clock 打卡time recorder 打卡机sneak out 开溜on probation 试用probation staff 试用人员agreement of employment 聘书evaluation of employee 考绩employee evaluation form 考绩表dock pay 扣薪unpaid leave 无薪假take-home pay （税后）净薪release pay 遣散费salary deduction 罚薪orientation 入职培训traveling allowance(for official trip) 差旅费work experience 工作经历occupational history 工作经历professionalhistory 职业经历experience 具体经历responsibilities 职责second job 第二职业achievements 工作成就，业绩administer 管理assist 辅助adapted to 适应于accomplish 完成（任务等）appointed 被认命的adept in 善于analyze 分析authorized 委任的；核准的behave 表现break the record 打破纪录breakthrough 关键问题的解决control 控制conduct 经营，处理cost 成本；费用create 创造demonstrate 证明，示范decrease 减少design 设计develop 开发，发挥devise 设计，发明direct 指导double 加倍，翻一番earn 获得，赚取effect 效果，作用eliminate 消除enlarge 扩大enrich 使丰富exploit 开发（资源，产品）enliven 搞活establish 设立（公司等）；使开业evaluation 估价，评价execute 实行，实施expedite 加快；促进generate 产生good at 擅长于guide 指导；操纵improve 改进，提高initiate 创始，开创innovate 改革，革新invest 投资integrate 使结合；使一体化justified 经证明的；合法化的launch 开办（新企业）maintain 保持；维修modernize 使现代化negotiate 谈判nominated 被提名；被认命的overcome 克服perfect 使完善；改善perform 执行，履行profit 利润be promoted to 被提升为be proposed as 被提名（推荐）为realize 实现（目标）获得（利润）reconstruct 重建recorded 记载的refine 精练，精制registered 已注册的regenerate 更新，使再生replace 接替，替换retrieve 挽回revenue 收益，收入scientific 科学的，系统的self-dependence 自力更生serve 服务，供职settle 解决（问题等）shorten 减低……效能simplify 简化，精简spread 传播，扩大standard 标准，规格supervises 监督，管理supply 供给，满足systematize 使系统化test 试验，检验well-trained 训练有素的valuable 有价值的target 目标，指标working model 劳动模范advanced worker 先进工作者objective 目标position desired 希望职位job objective 工作目标employment objective 工作目标career objective 职业目标position sought 谋求职位position wanted 希望职位position appliedfor 申请职位离职原因for more specialized work 为更专门的工作for prospects of promotion 为晋升的前途for higher responsibility 为更高层次的工作责任for wider experience 为扩大工作经验due to close-downof company 由于公司倒闭due to expiryof employment 由于雇用期满sought a betterjob 找到了更好的工作to seek a betterjob 找一份更好的工作业余爱好hobbies 业余爱好play the guitar 弹吉他reading 阅读play chess 下棋play 话剧long distance running 长跑play bridge 打桥牌collecting stamps 集邮play tennis 打网球jogging 慢跑sewing 缝纫travelling 旅游listening to symphony 听交响乐do some clay scultures 搞泥塑able 有才干的，能干的adaptable 适应性强的active 主动的，活跃的aggressive 有进取心的ambitious 有雄心壮志的amiable 和蔼可亲的amicable 友好的analytical 善于分析的apprehensive 有理解力的aspiring 有志气的，有抱负的audacious 大胆的，有冒险精神的capable 有能力的，有才能的careful 办理仔细的candid 正直的competent 能胜任的constructive 建设性的cooperative 有合作精神的creative 富创造力的dedicated 有奉献精神的dependable 可靠的diplomatic 老练的，有策略的disciplined 守纪律的dutiful 尽职的well--educated 受过良好教育的efficient 有效率的energetic 精力充沛的expressivity 善于表达faithful 守信的，忠诚的frank 直率的，真诚的generous 宽宏大量的genteel 有教养的gentle 有礼貌的humorous 有幽默impartial 公正的independent 有主见的industrious 勤奋的ingenious 有独创性的motivated 目的明确的intelligent 理解力强的learned 精通某门学问的logical 条理分明的methodical 有方法的modest 谦虚的objective 客观的precise 一丝不苟的punctual 严守时刻的realistic 实事求是的responsible 负责的sensible 明白事理的sporting 光明正大的steady 踏实的systematic 有系统的purposeful 意志坚强的sweet-tempered 性情温和的temperate 稳健的tireless 孜孜不倦的name 姓名in. 英寸pen name 笔名ft. 英尺alias 别名street 街Mr. 先生road 路Miss 小姐district 区Ms （小姐或太太）house number 门牌Mrs. 太太lane 胡同，巷age 年龄height 身高bloodtype 血型weight 体重address 地址born 生于permanent address 永久住址birthday 生日province 省birthdate 出生日期city 市birthplace 出生地点county 县home phone 住宅电话prefecture 专区office phone 办公电话autonomous region 自治区business phone 办公电话nationality 民族；国籍current address 目前住址citizenship 国籍date of birth 出生日期。

最准确银行常用单词中英文对照

最准确银行常用单词中英文对照第一篇：最准确银行常用单词中英文对照本外币活期存款 RMB/foreign currency current deposit、本外币定期存款RMB/foreign currency time deposit 本外币通知存款RMB/foreign currency call deposit 协定存款 agreement deposit 固定资产贷款fixed asset loan 房地产开发贷款housing developing loan 单位流动资金贷款 working capitals loan 转贷款 transfers loan 银团贷款syndicated loan 委托贷款entrusted loan 票据贴现bill discount 证券公司股票质押贷款stock mortage loan 进口押汇import finance 出口押汇 export finance 打包贷款 packaging loan 外币存单质押贷款foreign exchange deposit certificate mortage loan 现金收付业务 cash/non-cash receiving and paying 银行汇票banks bill of exchange 银行本票banks promissory note 支票check 商业汇票commercial bill of exchange 汇兑（信汇、电汇）transfers（mail transfers、telegraphic transfers）票据承兑acceptance of bill 资信证明业务credit proof 代发工资wages paying 代理发行 agency of issuing 兑付债券 redeeming bond 代收公用事业费public utility charge collection 网上银行业务online banking 进口开证import letter of credit 进口代收import collection 出口信用证通知 advice of export letter of credit 出口信用证议付negotiation of export letter of credit 出口托收export collection 外汇光票托收 foreign exchange bill collection 外汇汇入汇款 foreign exchange outgoing remittance 外汇汇出汇款 foreign exchange incoming remittance 提货担保 shipping guarantee 银行保函 letter of guarantee 备用信用证standly letter of credit 结售汇money exchange 活期储蓄 current saving 定期储蓄 time saving 个人通知存款 individual call deposit 定期一本通 fixed time book 兴业卡存取款 depositing/drawing though XINGYE card POS消费转帐业务 POS consumptive transfers 银证通 transfer between bankand security company 银期通 transfer between bank and futures company 个人外汇买卖 personal money exchange 个人存款证明业务personal deposit proof 个人住房按揭贷款Personal housing mortgage loan 住房装修贷款 house renovation loan 个人有价单证质押贷款 personal valued certificate mortgage loan 汽车消费贷款automobile consumptive loan 个人旅游贷款personal travelling loan 个人商用房贷款 personal commercial housing loan 个人授信额度贷款 personal credit facility第二篇：管理学中英文单词对照[范文]第一章管理总论 Manager 管理者First-line managers 基层管理者 Middle managers 中层管理者Top managers 高层管理者Management 管理Efficiency 效率Effectiveness 效果Planning 计划Organizing 组织Leading 领导Controlling 控制Management process 管理过程 Management roles 管理角色Interpersonal roles 人际关系角色 Informational roles 信息传递角色Decisional roles 决策制定角色Technical skills 技术技能Human skills 人事技能 Conceptual skills 概念技能 System 系统Closed systems 封闭系统Open systems 开放系统Environment 环境Special environment 具体环境 General environment 一般环境Contingency perspective 权变观 Organization 组织 Universality of management 管理的普遍性Nonmanagerial employees / Operatives 操作者第二章管理的历史Division of labor 劳动分工Industrial revolution 产业革命Scientific management 科学管理Therbligs 基本动作元素General administrative theorists 一般行政管理理论家Principles of management 管理原则 Bureaucracy 官僚行政组织、层级组织Quantitative approach 定量方法Organizational behavior(OB)组织行为Hawthorne Studies 霍桑研究Workforcediversity 员工多样化 Entrepreneurship 企业家e-business(electronic business)电子商务e-commerce(electronic commerce)电子贸易、电子商务Intranet 内部互联网Total quality management(TQM)全面质量管理Learning organization 学习型组织Knowledge management 知识管理Workplace spirituality 团队精神第三章计划 Decision 决策Decision-making process 决策过程 Problem 问题Decision criteria 决策标准Implementation 实施Rational decision making 理性决策Bounded rationality 有限理性Satisficing 满意Escalation of commitment 承诺升级 Intuitive decision making 直觉决策Well-structured problems 结构良好问题Programmed decision 程序化决策 Procedure 程序 Rule 规则 Policy 政策Poorly structured problems 结构不良问题Nonprogrammed decisions 非程序化决策 Certainty 确定性 Risk 风险性Uncertainty 不确定性 Directive style 指导性风格 Analytic style 分析性风格 Conceptual style 概念性风格 Behavioral style 行为性风格 Planning 计划 Goals 目标 Plans 计划Strategic plans 战略计划Operational plans 作业计划Long-term plans 长期计划 Short-term plans 短期计划 Specific plans 具体性计划 Directional plans 指导性计划 Single-use plan 单一目标计划 Standing plans 标准计划Traditional goal setting 传统目标设定 Means-ends chain 手段－结果链Management by objectives(MBO)目标管理 Mission 使命Commitment concept 承诺概念Formal planning department 正式计划部门Strategic management 战略管理Strategic management process 战略管理过程Opportunities机会 Threats 威胁Core competencies 核心能力 Strengths 优势 Weaknesses 劣势SWOT analysis SWOT分析Corporate-level strategy 公司层战略 Stability strategy 稳定战略 Growth strategy 增长战略Related diversification 相关领域多元化经营Unrelated diversification 不相关领域多元化经营 Retrenchment strategy 收缩战略BCG matrix BCG矩阵波士顿咨询集团矩阵Business-level strategy 事业层战略Strategic business units 战略经营单位Competitive advantage 竞争优势 Cost leadership strategy 成本领先战略 Differentiation strategy 差异化战略 Focus strategy 集中化战略Functional-level strategy 职能层战略 Environmental Scanning 环境扫描Competitor intelligence 竞争者情报、竞争者信息 Forecasts 预测Quantitative forecasting 定量预测 Qualitative forecasting 定性预测 Forecasting Techniques 预测技术 Benchmarking 基准化、标杆 Resources 资源 Budget 预算Revenue Budgets 收入预算 Expense Budgets 费用预算 Profit Budgets 利润预算 Cash Budgets 现金预算 Scheduling 进度计划、规划 Gantt Charts 甘特图 Load Charts 负荷图PERT network 计划评审技术网络Events 事件Activities 活动Slack time 松弛时间 Critical path 关键线路Breakeven analysis 盈亏平衡分析 Linear programming 线性规划 Project 项目Project Management 项目管理 Scenario 设想方案第四章组织Organizing 组织Organizational structure 组织结构 Organizational design 组织设计 Work specialization 劳动分工 Departmentalization 部门化Functional departmentalization 职能部门化Product departmentalization 产品部门化Geographical departmentalization 地区部门化Process departmentalization 过程部门化Customer departmentalization 顾客部门化Cross-functional teams 跨职能团队 Chain of command 指挥链 Authority 职权Responsibility 职责Unity of command 统一指挥Span of control 管理幅度Centralization 集权化Decentralization 分权化Formalization 正规化Mechanistic organization 机械式组织 Organic organization 有机式组织Unit production 单件生产Mass production 大量生产Process production 连续生产 Simple structure 简单结构 Functional structure 职能型结构 Divisional structure 分部型结构 Team-based structure 团队结构 Matrix structure 矩阵结构 Project structure 项目结构Autonomous internal units 内部自治单位Boundaryless organization 无边界组织 Learning organization 学习型组织High-performance work practice 高绩效的工作实践Human resource management process 人力资源管理过程 Labor union 工会Human resource planning 人力资源规划 Job analysis 职务分析Job description 职务说明书Job specification 职务规范Recruitment 招聘 Decruitment 解聘Selection process 甄选过程 Validity 效度 Reliability 信度 Work sampling 工作抽样 Assessment centers 测评中心 Orientation 定向、导向Performance management system 绩效管理系统Written essay 书面描述法Critical incidents 关键事件法Graphic rating scales 评分表法Behaviorally anchored rating scales(BARS)行为定位评分法Multiperson comparisons 多人比较法 Group order ranking 分组排序法 Individual ranking 个体排序法 Paired comparison 配对比较法360 degree feedback 360度反馈skill-based pay 按技能付酬Career 职业生涯、职业Organizational change 组织变革Change agents 变革推动者Organizational development(OD)组织发展Stress 压力Creativity 创造 Innovation 创新第五章领导 Behavior 行为Organizational behavior 组织行为学 Attitudes 态度Cognitive component 认知成分 Affective component 情感成分Behavioral component 行为成分Job satisfaction 工作满意度Job involvement 工作投入Organizational commitment 组织承诺Organizational citizenship behavior(OCB)组织公民行为Cognitive dissonance 认知失调Attitude surveys 态度调查Personality 人性Big-five model 重要的五大模型 Emotional intelligence(EI)情感智商 Locus of control 控制点Machiavellianism 马基雅维里主义Self-esteem 自尊Self-monitoring 自我监控 Perception 知觉Attribution theory 归因理论Fundamental attribution error 基本归因错误 Self-serving bias 自我服务偏见 Selectivity 有选择地接受、选择性 Assumed similarity 假设相似性 Stereotyping 刻板印象 Learning 学习Operant conditioning 操作性条件反射 Social learning theory 社会学习理论 Shaping behavior 行为塑造 Motivation 动机 Need 需要Hierarchy of needs theory 需要层次理论 Physiological needs 生理需要Safety needs 安全需要Social needs 社会需要Esteem needs 尊重需要Self-actualization needs 自我实现需要 Theory X X理论 Theory Y Y理论Motivation-hygiene theory 激励－保健理论Hygiene factors 保健因素 Motivators 激励因素Three-needs theory 三种需要理论Need for achievement(nAch)成就需要Need for power(nPow)权力需要Need for affiliation(nAff)归属需要 Goal-setting theory 目标设定理论 Reinforcement theory 强化理论 Reinforcers 强化物 Job design 职务设计Job scope 职务范围Job enlargement 职务扩大化Job enrichment 工作丰富化 Job depth 职务深度Job characteristic model(JCM)职务特征模型 Skill variety 技能多样性Task identity 任务同一性Task significance 任务重要性Autonomy 自主性 Feedback 反馈Equity theory 公平理论 Referents 参照对象 Expectancy theory 期望理论 Compressed workweek 压缩工作周 Flexible work hours 弹性工作制Job sharing 职务分担Contingent workers 应急工Telecommuting 电子通信，远程办公Pay-for performance programs 基于绩效的薪酬管理Open-book management 公开帐簿管理 Leader 领导者 Leadership 领导Behavioral theories 行为理论Autocratic style 权威式Democratic style 民主式Laissez-faire style 放任式Initiating structure 定规维度 Consideration 关怀维度High-high leader 高－高型领导者 Managerial grid 管理方格论Fiedler contingency model 菲德勒权变模型Least-preferred co-worker(LPC)questionnaire 最难共事者问卷Leader-member relations 领导者－成员关系，上下级关系Task structure 任务结构 Position power 职位权力Situational leadership theory(SLT)情景领导理论 Readiness 准备状态 Maturity 成熟度Leader participation model 领导者参与模型 Path-goal theory 路径－目标理论Transactional leaders 事务型领导者Transformational leaders 变革型领导者 Charismatic leader 超凡魅力的领导者 Visionary leadership 愿景领导者 Legitimate power 法定权 Coercive power 强制权 Reward power 奖赏权 Expert power 专长权 Referent power 模范权 Credibility 可信度 Trust 诚信、信任Empowerment 授权 Communication 沟通Interpersonal communication 人际沟通Organizational communication 组织沟通 Message 信息 Encoding 编码 Channel 通道、渠道 Decoding 解码Communication process 沟通过程 Noise 噪音Nonverbal communication 非言语沟通 Body language 体态语言 Verbal intonation 语调 Filtering 过滤Selective perception 选择性知觉 Information overload 信息超载 Jargon 行话Active listening 积极倾听Formal communication 正式沟通Informal communication 非正式沟通 Downward communication 下行沟通、向下交流Upward communication 上行沟通、向上交流Lateral communication平行沟通、横向交流Diagonal communication 斜行沟通、越级交流 Communication networks 沟通网络 Grapevine 小道信息、谣言 E-mail 电子邮件Instant messaging(IM)即时信息 Voice mail 声音邮件 Fax 传真Electronic data interchange(EDI)电子数据交换Teleconferencing 电信会议Videoconferencing 视频会议Intranet 内部互联网 Extranet 外部互联网第六章控制 Control 控制Market control 市场控制Bureaucratic control 官僚组织控制、层级控制 Control process 控制过程Management by walking around(MBWA)走动式管理 Range of variation 偏差范围Immediate corrective action 立即纠正行动Basic corrective action 彻底纠正行动 Feedforward control 前馈控制Concurrent control 同期控制、现场控制 Feedback control 反第三篇：银行常用语中英文对照中国民生银行新街口支行China Minsheng Banking.Cop., LTD 网银体验区E-Banking Experience Zone 暂停服务，请稍后Out of Service, Please Wait 自动存取款机Automatic Withdraw/Deposit Machine 请刷卡 Please Swipe Card 营业时间 Business Hour 对公 For Corporate 储蓄 Saving 24小时自助服务Hour Self Service中国银行 Bank of China 新街口对公业务CORPRATE BANKING（拼写错误）节假日不办理Public Holiday Closed 个人业务 PRIVATE BANKING 节假日营业时间 Public Holiday Opening Hours 理财服务 Wealth Management 私人金融业务 Personal Banking 领取汇票 To draw the draft here 汇兑 EXCHANGE & TRANSFER 印鉴挂失 Report of lost seal 密码挂失Report of lost password 存款证明 Certificate of Deposit 10元/笔/份/张RMB 10 per item 退汇Refunding 挂失止付（汇票）Loss reporting and payment stopping(draft)存入收款人现汇账户Credit the payee’s amount of spot exchange 代售Agency sale 买汇Exchange purchase 光票托收Clean collection 现钞托收Banknote collection 退票Dishonor 年费Annual Fee 工本费（包括开卡和补发）Service Charge(card issue and replacement)个人人民币汇款Personal RMB remittance(CASH)人民币对公结算The Corporate settlement of RMB 外币对公结算The Corporate settlement of Foreign Exchanges 银行卡服务业务The custom service of bank card 服务星级SERVICE LEVEL 您对本次服务的评价PLEASE LEAVE YOUR VALUABLE OPINIONS 满意SATISFACTORY 基本满意AVERAGE 不满意DISSATISFIED 代保管业务SAFE DEPOSIT DEPT.货币兑换EXCHANGE 24小时自助服务hour self-service banking 理财Wealth Management 兑换机EXCHANGE MACHINE 自动取款机AUTOMATIC TELLER MACHINE 请将银行卡正确插入插卡处Insert your card into the slot correctly 输入正确密码（请注意安全防止他人窃取）Input your correct password(watch out to avoid being peeped)按屏幕提示进行转账、存折补登、代缴费、查询业务Make transfer, entry account to passbook, payment, and query according to the direction on the screen.出门请按钮（一按即放）PLEASE PRESS THE BUTTON(PRESS THEN REALASE)灭火器箱FIRE EXTINGGUISHER BOX东亚银行 The Bank of East Asia（China）Ltd.新街口 24小时自助服务Hour Banking Services 南京分行 Nanjing branch 营业时间Banking Hour 投诉箱 Complain Box 小心地滑Slippery Floor 请在此排队Please Queue Here 个人理财服务 Personal Financial Services 企业银行服务Corporate Banking 企业及银团贷款部Corporate Lending and Syndication Department 房地产贷款部Property Lending Department 贸易融资部Trade Finance Department 柜台服务Counter Services 小心地滑CAUTION WET FLOOR交通银行 Bank of Communications新街口 24小时自助服务Self Service Banking进门请刷卡，无需输密码Please Insert Your Card For Entry 营业时间Business Hour星期六、日休息Closed on Saturday and Sunday 储蓄时间Business Hours for Savings Deposits 存取款一体机Cash Recycling Machine 金融快线BOCOM EXPRESS 自动终端Multimedia Self Banking 现金服务Cash-related Services 对公服务Corporate Banking 交行理财BOCOM Fortune 交通银行湖南路对私服务Private Banking 理财服务Financing Service 外汇兑换Foreign Exchange 注意自动门Caution Automatic Door 中国建设银行China Construction Bank 新街口外汇储蓄营业点Foreign Currency Deposit Taking Office 24小时自助服务Hour Self Banking 中山路支行Zhongshan Road Sub-branch 对公服务Corporate Banking 节假日不办理Public Holiday Close 个人业务Private Banking 周一至周五Monday to Friday 节假日营业时间Public Holiday Operate Hours 个人理财中心Personal Finance Center 现役军人优先Servicemen Priority 大堂经理Lobby Leader 客户服务电话Customer Service Hotline 残疾人优先窗口Particular Counter for the Disabled 个人业务顾问Personal Banker 叫号机Queuing Machine 存款机Cash Deposit Machine 自动门Automatic江苏银行Bank of Jiangsu 总行营业部Headquarters Business Dept.广东发展银行玄武支行Guangdong Development Bank对公业务CORPORAT SERVICE拼写错误储蓄业务PRIVATE SERVICE 营业时间BUSINESS HOURS 24小时自助服务HOURS SELF-SERVICE 银行提示REMINDER请妥善保管银行卡和密码Please Safeguard Your Bank Cards and PIN 安全提示 SafetyHints 个人服务 Personal Banking 对公服务 Corporate Banking VIP服务VIP Banking 等候区Waiting Area上海浦东发展银行Shanghai Pudong Development Bank新街口对公业务Corporate Banking 个人业务Personal Banking 营业时间Business Hour 理财经理Financial Planner 叫号机Cueing Machine 24小时自助服务 Self Service Banking 现金业务Teller Counter 公司业务Corporate Account 等待区Waiting Area 理财专区Wealth Management Service 自助银行Self-service Banking 大堂经理Duty Manager中国工商银行Industrial and Commercial Bank of China 自助服务银行Self-service Banking 大堂经理CLIENT MANEGER 现金服务 CASH SERVICE华夏银行Huaxia Bank 新街口对公业务Wholesale Banking Service 对私业务Retail Banking Service 等待区Waiting Areas 保管箱Safe Deposit Box 自助银行区Self-service Areas长江路支行储蓄*出纳Savings 出纳Cash 涉外服务For Foreigners 保管箱Safe keeping box 收费项目Items 开卡工本费Administrative charge for card activation 补卡工本费Administrative charge for card replacement 卡挂失手续费Administrative charge for card loss reporting.免费Free of charge 每笔十元The charge is 10 yuan per transaction 外汇业务Foreign Exchange Business 汇入/汇出汇款Inward/Outward Remittance 多币种汇款Multiple currency remittance 电子邮件通知Email Notification 强行改密（密码挂失）Overriding change of password(loss of password)异地柜台存款Exterritorial counter deposit 取款Withdrawal 卡卡转账Card-Card Transfer 跨行取款Inter-bank withdrawal 跨行查询Inter-bank enquiry 退汇Rejected Remittance 止付Payment termination 自动取款机Self-Drawing 自动存款机Self-Saving 服务流程图Service Flow Chart 华夏银行湖南路营业时间Opening Time 节假日不营业Weekend/Holiday Closed渣打银行Standard Charted Bank 新街口业务办理时间Banking Hours 理财咨询时间Financial Consultancy Hours 投诉热线Complaint Hotline 电话银行服务Phone Bank Service中国邮政储蓄China Postal Savings浮桥外币储蓄点Foreign Deposit Service Available 意见箱Suggestion Box 业务办理Postal Service深圳发展银行Shenzhen Development Bank新街口自动查询缴费机Automatic Inquiry Payment Machine 营业时间Business Hours 存取款一体机CRS 大堂经理Lobby Manage 填单处Form Filling Area 业务咨询处Information 个人柜台Personal Banking Counter 本行网址Bank Web Address 网点咨询电话Network Information 非本行人员莫入Only Stuff自动取款机操作指引ATM Operational Guide 服务热线Service Line 存取款机操作指引CRS Operation Guide招商银行China Merchants Bank 营业时间Business Hours 个人营业时间Personal Business Hours 对公营业时间Corporate Business Hours 节假日照常营业Holiday Business as Usual 自助服务区Self Service Area 监督Oversight 理财中心Premier Customers 投诉Complaints 全国统一客户服务电话China Client Service Telephone 综合业务Integrated Services 代发业务Salary Release Service 现金快速通道Fast Track Deposit and Withdrawal 接待区Reception 理财服务区Financial Services 个人贷款业务咨询Personal Loan Business Consultant 会计结算Accounting Settlement 个人理财专柜Wealth Management Area 一卡通金卡业务All-in-one-card gold card service.储蓄专柜Cashier Service 因您而变We are here just for you光大银行China Everbright Bank新街口营业时间Customer Service 个人业务Retail Service 出纳Cashier 会计结算Accounting 理财缴费机Self Help Machine for Paying Bill 现金存取款机Cash Deposit & Drawing Machine 现金取款机Cash Drawing Machine 多媒体查询机Multi-media Checking Machine 取款机操作提示Note for ATM Operation南京银行Bank of Nanjing 新街口综合业务General Services 私人业务Personal Banking 公司业务Corporate Banking 国际业务International Banking 大堂经理Reception Manager 现金取款机Cash Drawing Machine 现金存取款机Cash Deposit & Drawing Machine 自助服务终端Self-help Service Terminal 操作说明Operating Instruction中信银行China Citic Bank湖南路营业时间Business Time 储蓄时间Deposit Time 大堂经理HALL MANAGER 对公业务Corporating Banking Business 对私业务Retail Banking Business 现金结算Cash Settlement 24小时服务热线Hour Hotline 紧急按钮Emergency Button中国农业银行Agricultural Bank of China 现金服务区Cash Service 自助服务区Self-Service Area 客户等候区Customer Waiting Area 咨询引导区Consulting Area 保管箱Lock Box 24小时自助服务Hours Banking 自助服务终端Self-service Terminal 操作指南Operation Instructions 插卡Insert card 输入密码Key in PIN湖南路查询Inquiry 转账Account Transfer 改密Modify PIN 挂失Reporting a loss 理财卡Wealth Management Card 查询子帐户Inquiry Subaccount 通知存款Call Deposit 外汇查询Foreign Exchange Inquiry 市价交易Market price transaction 委托Request 银证Banxecurity第三方存款The third partysafe keeping 银期转账Bank-option account transfer 银行转期货Bank-to-futures 查期方余额Inquiry the balance of the future 输入账号、密码Input account number, password 代缴费Charging service as agents 存折补登The passbook renewed 交易结束Transaction end 退出、取卡或存折Exit, take card or passbook 无卡存折Non-card deposit 核对户名Check Username 放入现金Put in Banknote 核对张数、金额Check up number of sheets, account 确认存款Confirm the deposit 活期存折Demand account for passbook 活期/定期Demand account/Time account 自动存取款机Automatic Deposit and Withdrawal Machine 自动取款机Automatic Teller Machine 自助服务终端使用说明User’s guides for Self-service Terminal 本机只受理农行金穗系列卡和存折等业务Kin card series and passbook of Agriculture Bank of China only 本机不能办理存取款业务Non-cash Business 客户热线Custom Service Hot-line 本机可受理加入“银联”的其他银联卡This machine can handle any “union pay” card 请妥善保管好银行卡和密码，在使用时请用时候身体挡住他人视线，谨防他人窥视您的密码Please take of your bank card and PIN, guide against others peeping your PIN while using the card 每次取款上限2000元，每日累计最多取款十次，每日累计取款限额20000元Ceiling of 2000 yuan per withdrawal, with 10 times at most, for amount of 20000 limit per day 存款现钞面额仅限100元Deposit domination: 100 yuan only 请不要将残币、不平整的钞票或其他异物放入本机Please do not put the damaged, untidy banknotes or things other banknotes into this machine.如遇机器吞卡，请于次日持本人有效证件到营业厅柜台领取In case of card-swallowing, please go to the business hall with your own identity documents to take back your card the next day恒丰银行Evergrowing Bank湖南路中国人寿保险股份有限公司China Life Insurance Company Limited第四篇：各类茶叶品种中英文单词翻译对照(音标)茶学专业英语词汇茶叶品种 Tea varietiesTea 茶Green tea 绿茶 Black tea 红茶White tea 白茶Scented tea花茶Pu'er tea；Pu Erh tea；Puu Eel tea普洱茶 Yellow tea 黄茶Dark tea黑茶 Sincha 新茶Yü-chien tea 雨前茶 Teabag 袋泡茶Mugi-cha 大麦茶 Herbal tea [ˈɜ:rbl]花草茶Jasmine tea 茉莉花茶 Chrysanthemum tea [krɪˈsænθəməm,-ˈzæn-]菊花茶Block Puer tea 普洱（砖）Aged Pu'er tea 陈年普洱Oolong tea；Oulung tea 乌龙茶 Bohea tea [boʊ'hi:] 武夷茶Hyson Tea 熙春茶 Kungfu Tea；Gongfu Tea 功夫茶Twankay Tea [ˈtwæŋkei]屯溪茶 Keemun Tea;Qimen tea 祁门茶Loungjing Tea； Longjing Tea；Lung Ching tea 龙井茶Drogon Well 是对“龙井”这一名词的非正规翻译，不建议使用。

英语版的五种方法使你更自信

5 Ways to Instantly Appear MoreConfidentToday I’m going to teach how you to appear more confident.Why? Because confidence is one of the most important skills in life that you can acquire (other than learning to use the Force, obviously).Now, I’m not teaching you this stuff just so you can become some sleazy pickup artist. I’m teaching you because I know how important even a little bit of confidence can be in everyday situations, whether it’s negotiating with your boss for a raise, buying a car, giving a presentation, or meeting your fiance’s parents.We’re naturally attracted to and will have our opinions swayed by those who have (or appear to have) a lot of confidence. Nerds usually get the short end of the stick in the “naturally confident” department,but that doesn’t mean we can’t acquire it like a new skill, Matrix-style! If you’ve started losing weight, I’m sure part of you still feels like the old you, even if you’ve changed physically –it’s time to take pride in yourself and truly be comfortable in your own skin.Here are five steps that you can take to start seeing a difference immediately.Stop slouchingIf you can develop good posture, a trait that always seems to bypass nerds, you’ll appear approximately 145% more confident within seconds (I definitely made up that stat, by the way).I used to have awful posture through most of my life (which caused lots of lower back pain). It wasn’t until I made a conscious effort to focus on standing up straight and strengthening my lower back that the pain went away. In order to stay on target, I actuallyhung a “POSTURE!” post-it on my bedroom door so I wouldn’t forget each morning. Here’s how you can get started:Stand up as TALL as you can, like you’re a puppet and somebody just pulled the string that’s a ttached to the top of your nogginPull your shoulder blades down and back as far as possible – This will feel really weird if you spend a lot of time hunched over a deskPick your chin up and look straight ahead – stop looking down while walking around,th ere’s a whole world out there for you to seeIf you have trouble pulling your shoulder blades back, try doing two back exercises (say, lat pull downs and dumbbell rows) for every one chest exercise in your workout. This will build up the muscles in your upper back and allow you to actually pull those shoulder blades back together. Want something easier? Try standing with your heels, butt, and head against a wall, and then pull your shoulder blades back until they’re touching the wall too. Do this daily and increase the length of the stretch each time.If you spend all day in a chair, try this: sit down in your chair, and then stand back up WITHOUT having to rock forward. If you have to lean forward even slightly, you’re doing it wrong. Sit straight up like y ou’re always ready to stand without having to lean forward. Your lower back will probably get tired as hell sitting like this because it’s not used to the new position – work on it. Do planks every other day (working your way up to two minutes), and you’ll have a rock-solid core and incredibly strong lower back.This is probably the hardest step of all, as you’ve probably spent years and years developing poor posture without even thinking about it. Spend a month making a concerted effort to have better post ure however, and you’ll be well on your way to a more confident appearance. Pretty soon you won’t even have to think about it!Slow downI am terrified of public speaking. Seriously, I hate being in front of even a small crowd. However, at my old job I was put on stage in front of thousands of people to introduce bands and I sounded like I belonged up there. You know how I did it? By taking a deep breath, slowing down, and practicing. I still get really nervous, but I’ve learned to manage it so well that nobody notices.What’s the importance of slowing down? When you get nervous, your voice tends to go up a few notes and you’ll talk faster than you realize. These are two dead ringers for “scaredy cat.”I’ll never forget presenting my senior business proposal back in college. About thirty seconds into my presentation – which I thought was going well – I noticed my friend Deepa in the back of the room frantically waiving her arms at me, mouthing “SLOOOWWW DOWNNNN.” I quickly readjusted my speech, talked WAY slo wer than I thought I needed to, and took longer breaths between sentences. She later told me that she couldn’t understand the beginning at all but the rest of it came out perfectly. The rest of that class was molded by that presentation, so thanks Deepa for saving my ass!If you get nervous in front of people no matter how big or small the group, talk slower than you think you need to, and don’t forget to breathe. In your head it might seem way too slow, but out loud it’s just right.People don’t smile enough these days, so we’re bringing it back. When dealing with any situation or scenario where you’re uncomfortable, it’s easy to get caught up in your head, which means you probably have a stupidly sad look on your face. Pretty soon, you’ll develop the reput ation of “that creepy guy in the corner who smells like cheese.” Now, if you don’t smell like cheese, you’re already halfway home!We’ll just work on the other half: smile.Not a fake smile, not a creepy smile, but a genuine smile.Don’t know how to smile correctly? Stand in front of a mirror, close your eyes, and look down. Look up, smile, and open your eyes at the same time. See that smile right there? THAT’S a genuine smile. Just like Butters.Win the staring contestUnless you work at home in your underwear and only interact with your cat (my day is way different than that – shut up), you probably have quite a few conversations with people on a daily basis:Your coworkers at the water coolerThe lady behind the counter at CVSYour waitress at lunchRandom strangers that you pass on the street.When was the last time you looked somebody in the eye until THEY looked away first? If you’re like me, you’ve probably always been the first to “flinch.”I say no more!Starting right now, you’re going to be the person that doesn’t look away. Think of each interaction as a mini-battle –your eyes against theirs. As long as you’re smiling and blinking, you won’t come across as creepy…unless, of course, you’re actually a creep. If you’ve always been shy, the first few times doing this will be absolutely nerve-wracking –power through it. Once you start to be the non-flincher consistently, you’ll quickly learn that everybody else is nervous as hell too and will quickly look away given enough time.Get out of your headAf ter going through some physical changes, it’s going to take time for you to adjust how you feel on the inside versus how you look on the outside. I sometimes still feel like the5-foot, 100-pound high-school sophomore with braces even though I haven’t look ed like that for over a decade. I have friends who used to be fat guys who still feel huge even though they have a single digit body fat percentage.It’s time to stop living inside your head.If you feel out of place in a situation, everybody around you probably does too. We all have our own insecurities; it’s those of us that can exist outside of our brains and project confidence that usually get what we’re chasing. As a fellow nerd and chronic over-thinker, I know this is tough to do: stop thinking so damn much and just go for it.Once you spot somebody you’re interested in, don’t give yourself more than three seconds before approaching him/her. Anything beyond that will cause you to over-analyze the situation in your head and probably end up doing nothing. You’ll quickly learn that “if you don’t ask, the answer is always no, ” so you have nothing to lose.Introduce yourself immediately to strangers at a party – get the awkward out of the way immediately, and you’ll come across as cool and collected.Once y ou have your speech or presentation prepared, don’t give yourself hours to get nervous –concentrate on something else to occupy your mind until it’s time to present. Don’t over-think, just follow the plan and talk slowly.Ralph Waldo Emerson once said: “H e who is not everyday conquering some fear has not learned the secret of life.”I bet those three things listed above seem scary to 95% of the population (they all scare the bajeezus out of me, which is precisely why I force myself to do them). Part of building confidence is taking risks and having the ability (and the guts) to do stuff that scares you.Your missionAs you follow these five steps, you’ll start to appear more confident, which will make some of your encounters more successful, which will instill more confidence in you, which will then make even MORE of your encounters successful, and so on. Think of your confidence like a giant snowball with lots of inertia –tough to get started, but once it’s rolling the momentum will take over.Your homework for today - while walking down the street with your head held high, shoulders back, and a big smile on your face, make direct eye contact with at least five strangers that walk by and give them a simple “hi.” Remember, they have to be the ones to look away first, not you.The first few times will feel really awkward, but who cares –you’ll never see them again. As you get more “missions” under your belt, you can progress to other more challenging objectives, like striking up a conversation with a stranger, giving a speech, robbing a bank, etc.One last thing: with great power comes great responsibility. There is a fine line between having confidence and being cocky – nobody likes the cocky guy who is full of himself, so cool it with the cheesy pick up lines, stories proclaiming your awesomeness, and creepy seduction techniques. Fear and nervousness are easy to detect, but so is being transparently fake.Don’t change what you are, just be learn to be more confident in who you are.So, what tips did I miss or mess up? Any other words of wisdom to pass along? Us nerds need all the help we can get!。

护理管理学名词解释

管理（management）是管理者通过计划、组织、人事、领导、控制等各项职能工作，合理有效利用和协调组织管理所拥有的资源要素，与被管理者共同实现组织目标的过程。

管理学（management）是研究管理活动基本规律与方法的一门综合性应用科学。

“角色”（role）是描述一个人在某个位置或状况下被他人期望的行为总和。

循证医学实践（evidence based medical practice）是指卫生保健人员审慎地、准确地、明智地应用最佳科学证据，并使之与熟悉的临床知识和经验相结合，参照病人的愿望，在某一特定领域做出符合病人需求的临床变革的过程。

学习型组织（learning organization）就是指通过弥漫于整个组织的学习气氛而建立起来的符合人性的、邮寄的、扁平的组织。

管理原理（theory of management）是对管理工作的本质及其基本规律的科学分析和概括。

管理原则（principle of management）是根据管理原理的认识和理解而引申出的管理活动中必须遵循的行为规范。

系统（system）是指由若干相互联系、相互作用的要素组成的，在一定环境中具有特定功能的有机整体。

计划（plan）是为实现组织目标而对未来的行为进行设计设计的活动过程。

计划有狭义和广义之分。

长期计划（long-term plan）一般指5年以上的计划。

中期计划（medium-term plan）一般指2-4年的计划。

短期计划（short-term plan）一般指1年或1年以下饿计划。

目标是在宗旨和任务的指导下，组织要达到的可测量的、最终的具体成果。

目标管理（management by objectives，MBO）是由组织中的管理者和被管理者共同参与目标的制定，在工作中由员工实行自我控制并努力完成工作目标的管理方法。

时间管理（time management）是指同样的时间消耗情况下，为提高时间的利用效率而进行的一系列活动，它包括对时间进行的计划和分配，以保证重要工作的顺利完成，并留出足够的余地处理那些突发事件或紧急变化。

Technical trainging and development procedure(技术类员工培训与发展程序)

Title Technical Training and Development Procedure NO.HR-TRAINING-009版本号Rev 1.0发布日期Released Date18 Apr, 2006页次Page1 of 7修订记录Revision History编制人Author发放日期Release Date生效日期EffectiveDate修订内容Change Description版本号RevJocelyn Shi18 Apr, 2006 18 May, 2006First release 1.0批准Approvals职位Position签名Name日期DateCorporate Training &Development ManagerQinna 18 Apr, 2006Title Technical Training and Development Procedure NO.HR-TRAINING-009版本号Rev 1.0发布日期Released Date18 Apr, 2006页次Page2 of 71. PURPOSE目的The procedure serves to standardize a set of workflow to ensure technical staffs acquire essential functional skills规范公司技术类员工的培训与发展流程2. SCOPE范围All Hi-P group of companies所有赫比公司3. DEFINITIONS定义3.1 Technical Staff: The staff who is responsible for design, processing, equipment troubleshootingetc with technical operation技术类员工：从事设计、加工、工艺制定、设备维修等进行技术类工种操作的员工。

Training 2 - Skill_Matrix overview (Gemba Academy Presentation)

Skill MatrixOverview of ModuleThe skill matrix is a visual chart showing theversatility of your workforce in terms of thenumber of different jobs or skills each personcan perform, and to what level. For thisreason it’s also called a “versatility chart.”It’s very important to remember that the skillmatrix is not just a record keeping documentfor cross training which stays filed away in a drawer, or in a computer. Instead, it’s a tool of visual management.Why Use a Skill Matrix?The skill matrix can help identify where succession planning gaps exist. As the diagram above shows only one office worker is able to do all the tasks. If this individual were sick or left the company many this company could struggle mightily.The skill matrix is mainly used to develop a multi-skilled workforce through cross training. In a market with customers who change their minds rapidly, we need to be flexible, increasing or decreasing the volume of our work and even the variety and mix of the work we do on any given day.Cross training is also key to ensuring process cycle times are balanced with takt time since all employees must be flexible and able to adapt to any job that needs to be done.Lastly, there’s a proven link between education, training and how much a person can earn. You see a well-trained and educated person makes much more than a person who has not had the opportunity or has not continuously educated themselves and developed their skills.How to Use a Skill Matrix1.First, we need to decide who’ll be cross trained. Start with one team or area with a relativelystable process, a stable team and a team leader who knows the work and can train peopleeffectively. Make a list of the people in the area across all shifts and put it on the verticalcolumn. It is also a great idea to add their photo to make the skill matrix more personal.2.Second, identify the processes you want to cross train. Again, some people try to do toomuch at once, defining every process in great detail. Apply the 80/20 rule at first and turn the continuous improvement cycle rapidly. Start with the most common processes defined interms that everyone can agree with. You can always revisit these process boundary definitions later.3.Third, we need to decide whether a simple two-level “trained, not trained” is good enough orif we want to show who is just starting training and can help out, who is able to do it on their own and who are the master trainers. We recommend using 4 or 5 levels as shown here.4.Fourth, we need to put it all together by assessing people’s skills in various jobs. This is onearea where we need to exercise some respect for people. In many cases people’s feelings can be hurt when it’s exposed that they have very few skills compared to other people. But this can also be motivation for them to learn new skills and rapidly progress.5.Once you have created a first pass skill matrix, you’ll begin to see gaps. The team leader ofthe area should set goals to fill these gaps based on the needs of the business, the interests of the individual team members and the day to day priorities of the team. Once you have these targets set, you’re ready to begin cross-training on the job.Getting Started with Cross TrainingJob Instruction is a four-step method for supervisors and team leaders to effectively train people in their job. Whether you follow the Job Instruction method or another very similar method, before you get started using a skill matrix it’s necessary to make sure your trainers are adequately skilled in training others.A job instruction timetable is simply a chart for the trainer to keep track of who he or she will train in which element of which job at what time.Once we have the trainer, the trainee and the training plan, what we need next is an opportunity. Unfortunately this is one place where well-intentioned companies fall down. One of the first things to do when planning for cross training is to create an opportunity for people to learn on the job by rotating into other jobs. The rotation can be several times per week at first, then as you get more cross trained it can be daily and even every two hours, synchronized with break times.Barriers to Cross TrainingBecause using a skill matrix means that people will be learning to do jobs in different processes or even different departments, the existence of multiple pay grades or job classifications can sometimes prevent people from freely working in other areas.The lack of documented standards, as mentioned earlier, can also lead to ambiguity when defining the levels of training and it can also make training slower and less effective. There are certainly other possible barriers but these are some of the most common ones to be aware of when getting started with the skill matrix.Key Terms•Skill Matrix: A visual chart showing the versatility of your workforce in terms of the number of different jobs or skills each person can perform, and to what level.•Job Instruction: A four-step method for supervisors and team leaders to effectively train people in their job.。

PM Qualification matrix技能矩阵20120309

Department 部门:PMDate 日期:R e q u i r e m e n t s 需求B a s i c o p e r a t i o n o fC N C m a c h i n e 机床基本操作O c c u p a t i o n a l S a f e t y职业安全E n v i r o n m e n t a l P r o t e c t i o n 环境保护R e a d i n g p r o d u c t i o n d r a w i n g s 读图技能K n o w l e d g e o f w o r k p r o c e s s e s (i n o w n a r e a )工作程序知识（本岗位）K n o w l e d g e o f i n t e r f a c e s (u p s t r e a m /d o w n s t r e a m o f o w n a r e a )工作接口知识（本岗位的上下游接口）F i t f o r Q u a l i t y 投身质量E m p l o y m e n t r e c o r d s a n d d o c u m e n t s工作记录和档案P r o d u c t i o n S h i f t L E A D E R M a n a g e m e n t 一线班组长管理M O V E b a s i c t r a i n i n g M o v e基础培训M O V E l e a r n i n g f a c t o r y L I G H T t r a i n i n g M o v e学习工厂培训O p e r a t i o n a n d r e c t i f i c a t i o n o f p r o c e s s f a u l t s 流程故障排除R e t o o l i n g 机械重组T e s t i n g a n d i n s p e c t i n g 测试与检查R e p a i r w o r k 修理工作S I P R O (c l e a n i n g a n d m a i n t e n a n c e o f o p e r a t i n g e q p t .)设备维修现场的清洁和维护S 7 P L C s o f t w a r e k n o w l e d g e S 7 P L C 软件知识B a s i c m e c h a n i c a l c o m p o n e n t 基本机械零部件识别使用B a s i c e l e c t r i c a l c o m p o n e n t 基本电气元件识别使用p o s i t i o n c e r t i f i c a t e 岗位资格证书B e f a m i l i a r w i t h M i c r o s o f t o f f i c e s o f t w a r e a n d E R P 能够熟练使用M i c r o s o f t 办公软件和E R PP r o c e s s c o n t r o l 流程控制M e a s u r i n g m e t e r & t o o l i n g e m p l o y 测量仪及工具使用P n e u m a t i c s 、H y d r a u l i c c o n t r o l s y s t e m 气动、液压控制l u b r i c a t i o n s y s t e m 润滑系统E l e c t r i c 、G a s 、A r g o n a r c w e l d i n g s k i l l 电、气、氩弧焊M a n a g e g o o d s o f c o m p o n e n t w a r e h o u s e 管理仓库各种物料S t o c k t a k i n g t i m e l y a n d u p d a t e t h e d a t a o f E R P 定期盘点，及时维护E R P 系统数据法拿克数控系统F A N U C s y s t e m西门子数控系统Mechanical Supervisor,Electrical Supervisor例如：机械主管，电气主管B3B2B2B3B3B3B2B1B2B2B2B3B3B3B3B2B3B3B3B3B3B3B3B3B2杜军 Du,JunK K K T T K K K K K K KK TTK K K TTK杨国宏 Yang,Guo Hong KK K TT K K K KK KKKKTGM KK GME.g.Statistician 例如：统计文书B2B2B2B2B2B2B2B2B2B2王德艳 Wang,De Yan KK KK K K K GMK KE.g.Mechanic 例如：维修钳工B2B2B2B2B2B2B2B2B2B2B1B1B1B2B1B1B2B2B1B1B1B1B1李小平 Li,Xiao Ping K K K K K K K K K K K K K K K K K K K K K K 韩亮 Han,Liang K K K K K K K K K KK K K K K K K K K K 周振轻 Zhou,Zhen Qing K K K K K K K K K K K K K K K KK K K K K万海峰 Wan Haifeng K K K K K K K K K K K K K K K K K K K 成建平 Cheng Jianping K K K K K K K K K K K K K K K K K K K 陈峰 Chen Feng K K K K K K K K K K K K K K K K K K K 李宁 Li Ning K K K K K K K K K K K K K K K K K K K 李波 liBoK K K K K K K K K K K K K K K K KK K K K 吴学智 Wu Xuezhi K K K K K K K K K K K K K K K K K K K 林升Lin Seng K K K K K K K K K GMK K K K K K K K K K 田龙Tian Long KKKKKKKKKKKKKKKKKKKE.g.Electrician 例如：维修电工B1B1B1B1B1B1B1B1B2B1B1B1B2B1B1B1B2B1B3B1B2李哲 Li,Zhe K K K K K K K K K K K K K K K GM K K 姬瑞军 Ji,Rui Jun K K K K K K K K K K K K K K K K GM K K 王楠 Wang,Nan K K K K K K K K K K K K K K K K GM K K K孙峰 Sun Feng K K K K K K K K K K K K K K K GM K K GM杜亮 Du Liang K K K K K K K K K KK K K K K K GM K K 孙承钢 Sun Chenggang K K K K K K K K K K K K K K K GM K K 张凯 Zhang Kai K K K K K K K K K K K K K K K K K K 李明Li Ming K K K K K K K K K K K K K K K K K K 李锋Li Meng K K K K K K K K K K K K K K K GM K K GM寇玉杰Kou Yujie K K K K K K K K K GMK K K K K K K K K 曹自立Cao Zili K K K K K K K K K K K K K K K GM K K 高伟信Gao Weixin KKKKKKKKKKKKKKKGMKKE.g.Facility例如：公用设施B2B2B2B3B2B3B2B3B2B2B1B3B2B2B2B2B3B3B2B2B3B2B2B2B2高俊杰 Gao,Jun Jie K K K T K K K K K K K KK K K KK K K KKK白晓明 Bai,Xiao Ming KKKTKKKKGMKKKKKKTGMKKGME.g. tools warehouse,Fixture Room例如：工具库，工装库B2B2B2B2B2B3B2B2B2B2B2吴淑静 Wu,Shu Jing K K K K K K K GMK K K 赵良东 Zhao Liangdong K K K K K K K KK K 杨宗妍 Yang ZongyanKKKKKKKKKKB1Knowledge required for the low level 职位所需技能（低水平）B2Knowledge required for the middle level 职位所需技能（中水平）B3Knowledge required for the high level 职位所需技能（高水平）S SV K Knowledge already acquired (no training necessary) 技能已具备(不需再培训)GM Training planned 培训已计划TIs able to pass on knowledge (instructional seminars/training) ( 具备讲师资格)Training effect verified 培训以验证Training already received 已接受培训Knowledge of machinery &systems机械和系统知识Schaeffler (Ningxia) Co., Ltd.Knowledge of processes工艺流程知识Qualification Matrix 技能矩阵General knowledge一般技能2012-3-9Version: DRF OP/TCG-HR 00004-2 Qualification Matrix1/1。

Essential Digital Skills - Entry Level 3 指导手册说明书

Essential Digital Skills – Entry Level 3Delivery GuideIntroduction:The purpose of this guide is to give you an overview of how you could holistically deliver the full range of standards, from the Essential Digital Skills through the delivery of a single project.When delivering any qualification, it is always useful to look at the full range of standards and consider how they are or could be linked together to give your delivery a more realistic and holistic approach.A holistic approach will provide you with a structured plan to teach the students how a range of standards work together, providing them with understanding of how skills and knowledge link together in a real life scenario.This approach to delivery will also help prepare your students for their summative assessment. To support this we have structured this guide in-line with the final assessment; giving your students the opportunity explore ideas and develop an understanding of the content, to practice and refine their skills, and gain an understanding of the depth and breadth that will be required in their final assessment. The project consists of six tasks covering a wide range of the standards. Each task includes several activities that students can carry out individually or in groups. If working within a group, we would advise that students contribute to each of the tasks, in order to gain the experience and skills required for the external assessment. The activities are designed to help teach the skills required within each of the tasks and give the opportunity for students to practice before their final assessment.The intention is that the students will be taught a range of knowledge and skills within each of the units and then carry out a series of tasks, linked to a scenario. Completion of each of the tasks successfully will demonstrate understanding and competency of the identified standards.Make-up of the guideThe first section of the guide goes through the scenario and provides details of the company that will form the context of the project.Following this is a pack of teaching and learning activities, structured as 6 tasks, for all the content that needs to be taught, as well as activities to reinforce learning for the scenario.ScenarioYour family are the proud owners of a vintage caravan and plan to run several catering events for local festivals and craft fairs. The festivals are happening near you in Newcastle, North of England. They have asked if you would like to be involved in the business and you have accepted. You are very excited at working in the family business and very keen to get started and help wherever possible.The family have decided on a company name for the business……”Tea To Go”.“Tea To Go” will sell hot drinks such as teas, coffees and hot chocolate as well and selling cakes, sandwiches and scones. The idea is to provide everything needed or a traditional afternoon tea.Project BriefThe family are getting prepared for the first festival event and Brooke Patterson (Manager) has called a meeting. At the meeting Brooke has identified several tasks that need to be carried out before the festival events begin.Through discussion and agreement, you have been allocated the following jobs:Your TasksTask 1 – Search for a new boilerTask 2 – Amend the menuTask 3 – Amend the spreadsheet to show the new prices of the cakesTask 4 – Create a posterTask 5 – Use social media to advertise the eventTask 6 – Email the organiser of the festival to confirm the date and timeTask 1“T ea To Go” needs to purchase a new 10 litre boiler as the existing boiler is unreliable:1.Search the internet and find 3 possible options2.Record your findings in a table, including the website link and the price (minimumof 2 columns)3.Identify your chosen boiler and justify why you have made this recommendation Standards Covered:Extension Activities:Level 1 produce a spreadsheet with the data or a table using word with possible payment options or pricing plans, extended warranty, services etcEmail a short summary to colleagues about the differing options and costTask 2“Tea To Go” has decided to update their menu and add a few more cakes to the menu. It has also been decided that the menu needs to look more attractive and you have been given the responsibility of improving this.1.Open document named “Menu Jan 2020”2.Add the new changes in the relevant sections•Lemon Drizzle Cake - £2.50•Chocolate Brownie - £2.20•Millionaire Shortbread - £3.003.Make at least 2 formatting enhancements to the menu to make it eye catching4.Save the menu with a relevant file nameStandards Covered:Extension Activities:Put together a short presentation to the family and present the new menuSave a PDF versions and share on Social mediaCreate a short promotional voice over and share on YouTube, social mediaTask 3“Tea To Go” have been looking at the prices and a decision has been made to increase the price of all hot drinks. The price list has not been updated since December 2019.1.Open the spreadsheet named “Price List”2.Amend the spreadsheet with the price changes below:•White Coffee - £2.00•Latte – £2.00•Fruit Tea - £2.003.Ensure all data is visible in all columns4.Merge and centre the title5.Format all data6.Make 1 other formatting enhancement to the spreadsheet to make it clear andeasy to read7.Save the spreadsheet with a meaningful filenameExtension Activities:Create a more detailed spreadsheet showing portion cost, retail value, and % profit and a weekly sales chart for each product, calculate busiest quietest daysPresent to family cost and profitTask 4“Tea To Go” are not very good at advertising their services and a decision has been made to create a poster. The poster will be posted in local shops and restaurants and hopes to attract people’s attention that have bought tickets to the festival. “Tea To Go” know that they need to be better with marketing and are relying on you to help with this important role.e suitable software to create a poster2.Insert the company logo from Image fileing the Image file, insert 3 suitable images4.Copy the text from the “information” file5.Evaluate the poster and ensure it is fit for purpose6.Save the poster with a meaningful filenameExtension Activities:Create a version suitable for displaying on social Media, Pinterest, Facebook Linked in for marketing locally, share with friends and family & communityEmail campaign to local medium and large size business include delivery service for office parties and conferencesTask 5“Tea To Go” have never used social media to promote themselves. They recently attended a meeting with the organisers of the event, who told them they had doubled the ticket sales by advertising on Facebook and Instagram. “Tea To Go” have made the decision to advertise on a social media platform and join the 21st century.e the internet to find 3 social media sites, suitable for advertising2.List the 3 social media platforms and identify why you would possibly use theplatform1.Decide on a social media platform in which to advertise the festival2.Create a n exciting post for the festival and “Tea To Go” – encourage people tovisit the vintage caravan for food and drinkExtension Activities:Marketing Campaign on a number social media sites with product launch offers, discount vouchers or codes when visiting the venue at a festival. Loyalty membership cards e.g. 4 coffees 1 freeTask 61.Email the organiser, to confirm the date and time that “Tea To Go” can set up forthe event2.Ask the organiser if they can advertise the menu on their website3.Attach a copy of the new menu to the emailExtension Activities:Create menu online, email campaign to organisations。

Guide to Mitrefnch Skills Matrix说明书

Guide To Mitre nch Skills MatrixContents/contact-us /contact-us1 Mitre nch Skills Matrix 31.1 What is it? 31.2 What is it used for? 31.3 How does it work? 41 . Mitre nch Skills Matrix1.1 What is it?The Mitre nch Skills Matrix is an enhanced Resource Planning function available in the Mitre nch Time Management System.This quick and easy‐to‐use tool assists with the management, control and monitoring of skills levels within your organization.The Mitre nch Skills Matrix displays all current team members and the skills that have been assigned to them.1.2 What is it used for?The Mitre nch skills Matrix can:• Examine what your strengths and weaknesses are• Identify speci c training needs• Quickly identify available skills and possible future requirements• Organize adequate cover for vacation and sick leaveIn addition, when used in conjunction with the Mitre nch Future Work Planner and Group Rules within the Time Management System, the Mitr nch Skills Matrix allows managers to plan workforce availability based on sta skills.Skills can also be linked to the real‐time Onsite List, enabling managers/supervisors to clearly see who is onsite at a given time/contact-us/contact-us1.3 How does it work?Within the Mitre nch Time Management System, once you select Mitre nch Skills Matrix from the Group menu, you will see a list of all the members of your selected department, showing the skills that have been assigned to them (e.g. First Aid practitioners).You can still update any skills that an employee has acquired by ticking the relevant box and then clicking Apply. The total number of people in the department credited with each skill is shown at the bottom of the table./contact-us /contact-us With the Mitre nch Time Management System you can now link this to training records so that when you double click on a skill it will take you through to the associated training panel as well as adding a training record against that employee which you can edit.You can also customize the appearance of the skills matrix to show any value from the training record in the grid.Skills can be viewed at point in time e.g. who from the current rst aiders will still have his certi cate valid in January next year.To conduct an in‐depth assessment of your workforceskills you can use the arrow buttons to select the skillsfor which you wish to search in the relevant group.You can change the range of your search to the entiredatabase or a speci c group via the drop‐down list atthe bottom./contact-us/contact-usSAPPI Fine Paper Township of Brick Friendly’s Ice CreamLahey HealthBehavioral SciencesCountry - WideInsurance CompanyL&T InfotechWadhams Enterprises, Inc.Finger LakesMedical AssociatesChemprene MamaMia Produce LLCDavid E ZellerInsurance AgencyEnterasys NYU Hospitals Center A Selection of our customersChoice Logistics Heritage Automative Group/contact-us/contact-usAbout Mitre nchToday, Mitre nch products comprise an innovative collection of tools that can be con gured to suit an organization’s exact workforce management needs. Whether you have one particular goal to meet, or whether you are looking for a turnkey system designed to fully integrate all aspects of your organization’s workforce management, Mitre nch delivers.Mitre nch products includes:• Time & Attendance Systems• Employee Scheduling• Cloud Hosted Solutions• Absence Management• HR Management Software• Employee Self Service• Biometric Systems• Mobile Phone Clocking‐In• Performance Management• Auto ID Card Production• Fire Evacuation• Visitor ManagementContact details:Boston79A Chapel StreetNewton, MA 02458New York104 West 40th Street, Suite 400 New York, NY 10018Toll Free: (888) 238-8704Email: info@mitre Web Address: www.mitre Dallas9330 LBJ Freeway, Suite 900 Dallas, TX 75243La Jolla O ce888 Prospect Street, Suite 200 La Jolla, CA 92037。

评分矩阵的英语

评分矩阵的英语Performance evaluation matrices are a critical tool used by organizations to assess the effectiveness and efficiency of their employees. These matrices provide a structured and systematic approach to measuring an individual's contributions, skills, and overall performance within the workplace. The primary purpose of a performance evaluation matrix is to establish clear expectations, provide feedback, and identify areas for improvement, ultimately leading to enhanced organizational productivity and employee development.At the heart of a performance evaluation matrix lies a grid or table that outlines various performance criteria, typically categorized into different dimensions or competencies. These dimensions may include factors such as job knowledge, problem-solving abilities, communication skills, teamwork, initiative, and adaptability, among others. Each dimension is then assigned a specific weight or importance level, reflecting the organization's strategic priorities and the particular requirements of the role or department.The evaluation process typically involves a periodic review, often conducted annually or semi-annually, where managers or supervisors assess an employee's performance against the established criteria. This assessment is usually based on a combination of quantitative and qualitative measures, such as key performance indicators (KPIs), peer feedback, and observed behaviors. The resulting scores or ratings for each dimension are then compiled into an overall performance evaluation matrix, providing a comprehensive snapshot of the employee's strengths, weaknesses, and areas for development.One of the primary advantages of using a performance evaluation matrix is the objectivity and transparency it brings to the performance review process. By clearly defining the evaluation criteria and their relative importance, organizations can ensure that the assessment is based on measurable and observable factors, rather than subjective or biased opinions. This approach helps to minimize the potential for favoritism or inconsistency in the evaluation process, fostering a sense of fairness and trust among employees.Moreover, the performance evaluation matrix serves as a valuable tool for employee development and growth. By identifying an employee's areas of strength and weakness, the matrix can inform targeted training and development initiatives, enabling individuals to enhance their skills and address any performance gaps. This, in turn,can lead to improved job satisfaction, increased motivation, and a stronger alignment between individual and organizational goals.Another key benefit of the performance evaluation matrix is its ability to support strategic decision-making within the organization. The data gathered from these matrices can be used to inform talent management strategies, such as succession planning, career progression, and compensation decisions. By understanding the strengths and weaknesses of the workforce, organizations can make more informed decisions about talent allocation, promotions, and the identification of high-potential employees.However, the effective implementation of a performance evaluation matrix is not without its challenges. One common issue is the potential for bias or subjectivity in the evaluation process, despite the use of a structured framework. Factors such as personal relationships, cultural biases, or even cognitive biases can influence the way managers or supervisors assess their employees. To mitigate these challenges, organizations must invest in robust training and calibration processes for their evaluators, ensuring consistency and objectivity in the assessment.Additionally, the performance evaluation matrix must be regularly reviewed and updated to align with the organization's evolving business needs and strategic priorities. As the workplace and jobrequirements change over time, the evaluation criteria and their relative weights may need to be adjusted to ensure that the matrix remains relevant and effective.Another potential pitfall of the performance evaluation matrix is the risk of over-emphasis on numerical scores or ratings, which can lead to a reductive and impersonal approach to performance management. While the matrix provides a structured framework, it is essential to balance the quantitative aspects with qualitative feedback, open communication, and a focus on employee development and growth.Despite these challenges, the performance evaluation matrix remains a valuable tool in the arsenal of effective performance management. By providing a structured and transparent approach to performance assessment, organizations can foster a culture of accountability, feedback, and continuous improvement. When implemented effectively, the performance evaluation matrix can contribute to the overall success and competitiveness of an organization, while also supporting the professional development and engagement of its employees.In conclusion, the performance evaluation matrix is a powerful tool that enables organizations to assess and manage the performance of their employees in a systematic and objective manner. By aligningindividual goals with organizational priorities, identifying areas for growth, and supporting strategic decision-making, the performance evaluation matrix can be a crucial component of a comprehensive talent management strategy. As organizations navigate the ever-changing business landscape, the effective use of performance evaluation matrices will continue to be a critical factor in driving organizational success and cultivating a high-performing workforce.。

人员技能矩阵管理流程

人员技能矩阵管理流程1.人员技能矩阵管理是组织管理中重要的一环。

The management of personnel skill matrix is an important part of organizational management.2.为了更好地了解员工的技能情况，需要建立完善的技能矩阵管理流程。

In order to better understand the skills of employees, it is necessary to establish a complete skill matrix management process.3.把员工的技能记录在矩阵中可以帮助组织更好地规划人力资源。

Recording the skills of employees in the matrix can help the organization better plan human resources.4.技能矩阵管理流程需要明确责任人和执行流程。

The skill matrix management process requires clear responsibilities and execution processes.5.组织需要对员工进行技能评估，定期更新技能矩阵。

Organizations need to assess employees' skills and update the skill matrix regularly.6.员工的技能矩阵可以帮助组织找到合适的人选进行岗位安排。

Employees' skill matrix can help organizations find suitable candidates for position arrangement.7.技能矩阵管理流程要保证数据的准确性和及时性。

The skill matrix management process should ensure the accuracy and timeliness of data.8.需要建立一套完善的技能评估标准，确保评估结果客观公正。

科尔尼-矩阵式管理报告ATKEARNEY-matrix structure

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Waging War on Complexity
Although CEOs have overwhelmingly favored the various forms and states of the matrix, there is little empirical evidence to support (or discredit) its success. Most of the information is subjective and anecdotal, and, rather than increasing understanding, it simply promotes widespread confusion. To establish a more fact-based understanding of the matrix, A.T. Kearney conducted a study. The primary research consisted of interviews and group discussions with more than 200 executives and managers from seven major U.S.-based corporations in six industries. Companies selected for the study had operated within a matrix structure for anywhere from three years to more than 20 years, and were either in the initial stage of implementing a matrix structure, in the process of restructuring their matrix structure, or had been hailed as a high-performing matrix organization. Participants were asked about the challenges and benefits of working in the matrix. Answers were categorized and used to develop insights about characteristics of the matrix and to identify key success factors. In this paper, we highlight the study findings and offer some insight into the matrix that, for the first time, blends concrete fact with stories from the front lines. It begins with a brief discussion about the matrix and identifies reasons why CEOs adopt a matrix organizational structure (see sidebar). We then describe the three predominant types of matrix organizations, all of which have evolved over time. Finally, we identify the challenges and key success factors of top matrix organizations, including best practices. We look at what works in matrix organizations, what doesn’t work — and, more important, offer reasons why. Having gained acceptance in the aerospace industry more than half a century ago, the matrix has thrived ever since. At its best, the matrix helps to reduce complexity, enable the smooth sharing of resources across a company, and establish economies of scale. A company that adopts a matrix structure gains agility, and is able to react more quickly to market and customer demands. At its worst, the matrix can actually increase complexity, but only if it is not implemented properly. Various factors influence a CEO’s decision to adopt a matrix — growth, mergers, acquisitions — factors that are inevitably linked to complexity reduction. Any company that has experienced a growth spurt, for example, can attest to the subsequent division of labor and the formation of various business groups that ensue. The result, especially when it is brought on by multiple, and sometimes conflicting, business goals, is always the same: complexity. As the current trend in industry consolidation continues, and as more organizations expand their global reach, companies will continue to turn to the matrix structure. Similarly, in today’s fast changing Internet environment, information is critical for an organization’s survival and prosperity. Yet most companies continue to operate in a traditional hierarchical structure in which information flows vertically through selected communication points that filter and distribute the information to the appropriate recipients. In a stable environment, this communication process works; in a turbulent environment, organizations quickly become paralyzed by information overload. Once again, complexity reduction is key.

Skill matrix Training material

8. 完成部门 Overall Form
7.统计每个工序/ 技能的实际人数、胜任百分比
Sample1: QA Skill matrix （09Y））
___QA____ Dept. Skills Matrix
Section
For Staff
Professional skills关键岗位技能关键岗位技能
1.熟悉Skill matrix 的评估要求 2.取空白的 Skill matrix 表单 3.制定工序/技能目录 4.填写职员工名单
10. 完成Action Plan，并跟进直至对策全部落实。 9. 对低于100%需求的工序/技能，采取相应对策培养人员，以期人力资源满足工作需求
5.评估每个工序/ 技能最低要求的人数 6.评估每个职员工的技能水平
Min No of Competent Staff Required有能力胜任该工序最低要求人数 Actual No of Competent Staff有能力胜任该工序实际人数 Competence Gap差距
2 2 2 2 1 2 2 2 2
2 2 2 2
3 2 2 2 2 2 2 2 2
2 2 2 2
For IDL
updated: 2009.4.15 Overall OQA
CO Sensitivity Test/Calibrate TEICO灵敏度测试/校对TEI Oven/Bath/Pull TEST测试/爆破测试/ 拉力测试 Function test 功能测试
Item
Key Skills
二、技能要求：
工序/技能最低要求的人数：能使工作/流程顺利进行所需配置的人力资源有能力胜任该工序实际人数：技能为“2”或“3”的人员胜任百分比% = 工序最低需求人数 / 胜任实际人数 *100% Overall: 各工序的人数相加的总和、总需求人数/总胜任人数的百分比

Time Management Skills

Time Management SkillsTime management skills are essential for success in both personal and professional life. Being able to effectively manage one's time can lead to increased productivity, reduced stress, and a better work-life balance. However, many people struggle with time management, often feeling overwhelmed by the demands of their daily lives. In this response, we will explore the importance of time management skills, common challenges people face in managing their time, and strategies for improving time management. One of the key reasons why time management skills are important is that they allow individuals to make the most of their time. By prioritizing tasks, setting goals, and creating a schedule, people can ensure that they are focusing on the most important activities and using their time efficiently. This can lead to increased productivity and a sense of accomplishment, as individuals are able to complete tasks in a timely manner and meet deadlines. Another benefit of effective time management is reduced stress. When people feel like they are constantly rushing to meet deadlines or struggling to keep up with their responsibilities, it can lead to feelings of overwhelm and anxiety. By managing their time effectively, individuals can create a sense of control over their workload and reduce the stress that comes with feeling like there is never enough time in the day. Furthermore, good time management skills can also lead to a better work-life balance. Many people struggle to find time for themselves outside of work or school, leading to feelings of burnout and dissatisfaction. By prioritizing self-care and setting boundaries around work hours, individuals can ensure that they have time for activities that bring them joy and fulfillment. This can lead to improved mental health and overall well-being. Despite the benefits of effective time management, many people struggle to implement these skills in their daily lives. One common challenge is procrastination, where individuals put off tasks until the last minute, leading to a cycle of stress and rushed work. Procrastination can be difficult to overcome, as it often stems from deeper issues such as fear of failure or perfectionism. However, by breaking tasks down into smaller, more manageable steps and setting realistic deadlines, individuals can overcome procrastination and improve their time management skills. Another common challenge in time management is poorprioritization. Many people struggle to determine which tasks are most important and end up wasting time on activities that are not essential. By using techniques such as the Eisenhower Matrix, individuals can categorize tasks based on their urgency and importance, allowing them to focus on high-priority activities and delegate or eliminate tasks that are less crucial. In conclusion, time management skills are crucial for success in both personal and professional life. By prioritizing tasks, setting goals, and creating a schedule, individuals can make the most of their time, reduce stress, and achieve a better work-life balance. However, many people struggle with time management due to challenges such as procrastination and poor prioritization. By implementing strategies such as breaking tasks into smaller steps, using the Eisenhower Matrix, and setting realistic deadlines, individuals can overcome these challenges and improve their time management skills. Ultimately, effective time management can lead to increased productivity, reduced stress, and a greater sense of fulfillment in all areas of life.。

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Can do without assistance or reference to the Standard Operation. Can complete the Standard Operation, in 1.5x Cycle Time or quicker Can build to the required specification without reference to the Standard Operation.
Tom
Dick
65sec 50sec 175sec 65sec 120sec 65sec 60sec 350sec 950sec
Harry
60sec 40sec 175sec 55sec 95sec 55sec 60sec 290sec 830sec 95sec 75sec 300sec 85sec 160sec 75sec 90sec 450sec 1340sec
No Experience
Can identify related specification errors.
Can train others to the required specification.
Quality Specification & Key Points
No Experience
Can achieve required quality standards & can demonstrate reasons for key points.
10
•Possible Key Performance Indicator
•Practitioner •Developer •Coach
How do we Quantify the Skill Levels?
Untrained: No experience of the skill/task/work instruction/package. Learner: Being taught the skill/task/work instruction/package. Practitioner: Can carry out the skill/task/work instruction/package: » Safely. » To the correct quality standards, first time. » Without assistance. » To 1.5 times the standard cycle time i.e. is still not up to speed. Developer: Can improve the skill/task/work instruction/package: » Safely. » To the correct quality standards, first time. » Work to the standard cycle time. Coach: Someone who has the skill level of a Developer, but can train & develop others in carrying out the skill/task/work instruction/package: » Safely. » To the correct quality standards, first time. Continued, Please Turn Over....
How do we Quantify the Skill Levels?
• In setting skill levels our aim is to be:
» Objective. » Consistent » Fair to all employees.
• Use our procedures, these should have necessary information on:
60 Seconds 40 Seconds 180 seconds 60 Seconds 100 Seconds 60 Seconds 60 Seconds 300 Seconds 860 Seconds
1.5 x Standard =1290 Seconds
1.5xStd Std
>1.5xStd
What Skill Level do they have (assuming they have done the jobs safely & to the correct quality first time)?
Training Pack
People Management Skills Matrix
Purpose of Module
To enable attendees to visually recognise varying levels of ability in a structured way. To develop focused training plans to maximise flexibility and to enhance the development of every individual.
Can improve the Standard Operation.
Can train others in the Standard Operation.
No Experience
Can work to the Standard Cycle Time or quicker.
Can work to the Standard Cycle Time or quicker.
What is a Skills Matrix?
• It is an integral part of our Visual Management System (VMS). • It is a simple visual tool to aid in the management, control & monitoring of skill levels. • It displays all tasks & skills required to work in an area or team. • It displays all current team members. • For each team member it displays current competency/ability levels for each task. • It is a simple tool to aid resource planning.
•Riveting
•Name
•Tom •Dick •Harry
14 24
24 35 •Skills/Task 3 8 8 5 4 7 Scoring 12 12 12 12 12 12 72 •Score
•Skill Level Key
•Un-Trained •Learner
Off Sick or on Holiday
Agenda
• What is a Skills Matrix? • What are the key elements of a Skills Matrix? • How to we quantify the Skill Levels • What is a Skills Matrix used for? • How Skills Matrices focus training plans? • How to develop a Skills Matrix. • How to Skills Matrices drive improvements. • Monitoring and control of plans. • Skills Matrix Standard Format. • Who should own the Skill Matrix? • Upkeep of the Skills Matrix
Can take corrective quality actions.
Can train others in the quality standards.
Example of Comparison Std Times
• Example: A Drilling Skill could consist of the following procedures: Standard
No Experience
Can do with assistance & reference to the Standard Operation. Can complete the Standard Operation, slower than 1.5x Cycle Time Can build to required specification only with assistance & reference to the Standard Operation. Understands quality specification & key points, but can not demonstrate them.
Practitioner Developer Learner
What is a Skills Matrix Used for?
• To establish all skills required in an area or team. • To visually share information. • To quickly identify current available skills and future requirements. • To examine where our strengths & weaknesses are. • As a day to day planning tool to use skills where they are most needed. • As a planning tool to organise adequate cover for holiday & sickness. • If done fairly, to keep employees motivated & reduce boredom. Continued, Please Turn Over....