Managementhandbuch-管理手册中英文对照
仓库管理模块基本中英文对应
仓库管理模块基本中英文对应Plant －工厂Storage Location －存储地点Warehoue Number －仓库号Storage Type －存储类型Storage Section －存储分区Picking Area －拣货区Staging Area －集结区Door －门Storage Bin －仓位Bin Type －货架类型Storage Unit －托盘Storage Unit Type －托盘类型Quant －份Tranfer Order －转储单Tranfer Requirement －转储申请仓库号定义在WM模块中，一个完整的仓库会定义在单独一个仓库号下面。
你可以使用一个仓库号管理多个独立的仓库建筑，我们通常称之为：仓库联合。
应用仓库号是一个复杂的仓库联合体在系统组织结构层次和物理方面的有机统一体。
例如，在仓库号级别可以定义仓库管理使用的单位，定义WM和PP等其他模块的接口等。
推荐使用一个仓库号来管理某一地域一组仓库建筑群（仓库联合体）。
如果几个仓库设施在地理区域上隔得很远就可以考虑使用分别的仓库号来管理。
一般同一个工厂区会用一个仓库号。
例如XYZ公司的仓库包括：Goods receipt area－收货区Goods issue area－发货区Hall with high rack shelves－高架货架区Bulk storage area－堆放区Picking area with fixed bins固定仓位拣货区外部存储区域（特别货物存储区，或者溢出区）上述每一个区域在仓库管理中都是一个存储类型。
WM把上述所有的存储类型/存储区域用一个仓库号来管理。
存储类型定义存储类型实际上称作存储区域更合适，它指的就是一个存储区域，包括仓储设备和仓储区。
存储区域在仓库号下面定义。
存储区域可以是物理的也可以是逻辑的区域，是根据仓储技术（例如自动仓，半自动仓，高架货架等），使用空间区域，组织形式或者功能等对复杂的仓库联合体进行的分割定义单元。
项目管理术语中英文对照
项目管理术语中英文对照项目管理术语中英文对照ACWP Actual Cost of Work Performed 已执行工作实际成本AD Activity Description 工作描述ADM Arrow Diagramming Method 箭线图示解法AF Actual Finish Date 实际完成日期AOA Activity-On-Arrow 双代号网络图AON Activity-On-Node 单代号网络图AS Actual Start Date 实际开始日期BAC Budget At Completion 在完成时的预算BCWP Budgeted Cost of work Performed 已执行工作预算成本BCWS Budgeted Cost of work Scheduled 计划完成工作预算成本CCB Change Control Board 变更控制委员会CPFF Cost Plus Fixed Fee 成本加固定费用（合同）CPIF Cost Plus Incentive Fee 成本加奖励费用（合同）CPI Cost Performance Index 成本执行指数CPM Critical Path Method 关键线路法CV Cost Variance 成本偏差DD Data Date 数据日期DU Duration 持续时间，工期EAC Estimate At Completion 在完成时的估算EF Early Finish date 最早完成日期ES Early Start date 最早开始日期ETC Estimate (or Estimated) To Complete 到完成时的估算EV Earned Value 挣值法FF Free Float or Finish-to-Finish 自由时差，或完成到完成关系FFP Firm Fixed Price 完全固定总价合同FPIF Fixed Price Incentive Fee 固定价加奖励费用FS Finish-to-Start 完成到开始关系GERT Graphical Evaluation and Review Technique 图示评审技术IFB Invitation For Bid 邀标LF Late Finish Date 最晚完成日期LOE Level of Effort 投入水平LS Late Start date 最晚开始日期MPM Modern Project Management 现代项目管理OBS Organization(al) Breakdown Structure 组织分解结构PC Percent Complete 完成百分比PDM Precedence Diagramming Method 优先图示法PERT Program Evaluation and Review Technique 计划评审技术PF Planned Finish date 计划完成日期PM Project Management or Project Manager 项目管理或项目经理PMBOK Project Management Body of Knowledge 项目管理知识体系PMP Project Management Professional 项目管理专业人员PS Planned Start date 计划开始日期QA Quality Assurance 质量保障QC Quality Control 质量控制RAM Responsibility Assignment Matrix 责任分配矩阵RDU Remaining DUration 剩余工期RFP Request For Proposal 请求建议书RFQ Request For Quotation 请求报价单SF Scheduled Finish date or Start-to-Finish 计划完成日期或开始到完成关系SOW Statement of Work 工作说明SPI Schedule Performance Index 进度执行指数SS Scheduled Start date or Start-to-Start 计划开始日期或开始到开始关系SV Schedule Variance 进度偏差TC Target Completion date 目标完成日期TF Total Float or Target Finish date 总时差，或目标完成日期TS Target Start date 目标开始日期TQM Total Quality Management 全面质量管理WBS Work Breakdown Structure 工作分解结构定义这里定义的许多词，在词典的定义中具有更广泛的意义，在某些情况下具有不同的意义。
管理操作手册英文
Management Operations ManualIntroductionThe Management Operations Manual serves as a comprehensive guide for all employees and managers within the organization. It outlines the procedures, policies, and practices that are essential for effective management and decision-making across all departments.Table of Contents1.Overview2.Leadership– 2.1. Managerial Responsibilities– 2.2. Decision-Making Authoritymunication– 3.1. Internal Communication Protocols– 3.2. External Communication Guidelines4.Human Resources– 4.1. Recruitment and Selection Process– 4.2. Performance Management– 4.3. Training and Development5.Finance– 5.1. Budgeting Process– 5.2. Expense Approval Procedures6.Operations– 6.1. Workflow Management– 6.2. Resource Allocation7.Risk Management–7.1. Risk Assessment–7.2. Crisis Management Planpliance–8.1. Regulatory Compliance–8.2. Code of Conduct9.Technology–9.1. IT Systems and Infrastructure–9.2. Data Security Protocols10.Quality Assurance–10.1. Quality Control Standards–10.2. Continuous Improvement InitiativesOverviewThe Management Operations Manual is designed to provide a framework for consistent and efficient management practices within the organization. It covers a wide range of topics including leadership, communication, human resources, finance, operations, risk management, compliance, technology, and quality assurance.LeadershipEffective leadership is crucial for the success of any organization. Managers are expected to lead by example, inspire their teams, and make informed decisions that align with the company’s goals and values. They are re sponsible for setting clear objectives, delegating tasks, providing feedback, and promoting a positive work culture.CommunicationClear and effective communication is essential for collaboration and teamwork. Managers should establish open channels of communication within their teams and across departments. They should ensure that important information is shared in a timely manner and that feedback is encouraged and acted upon.Human ResourcesThe organization’s most valuable asset is its employees. Human resources policies and practices should be designed to attract, retain, and develop top talent. Managers are responsible for recruiting the right people, providing ongoing training and development opportunities, and conducting regular performance evaluations.FinanceFinancial management is a key aspect of effective management. Managers should be familiar with budgeting processes, expense approval procedures, and financial reporting requirements. They should strive to make informed financial decisions that support the long-term sustainability of the organization.OperationsEfficient operations are essential for meeting customer needs and achieving organizational objectives. Managers should focus on optimizing workflows, allocating resources effectively, and monitoring performance metrics to identify areas for improvement. They should be proactive in addressing operational challenges and driving continuous process improvements.Risk ManagementEvery organization faces risks that can impact its operations and reputation. Managers should conduct regular risk assessments, develop contingency plans, andestablish clear protocols for crisis management. They should prioritize the safety and security of employees, customers, and other stakeholders.ComplianceCompliance with legal and regulatory requirements is non-negotiable. Managers should ensure that their teams adhere to all applicable laws, industry standards, and company policies. They should promote a culture of ethics and integrity and address any compliance issues promptly and effectively.TechnologyTechnology plays a vital role in modern business operations. Managers should stay informed about the latest IT systems and tools that can improve efficiency and productivity. They should also prioritize data security and privacy to protect sensitive information from unauthorized access or misuse.Quality AssuranceMaintaining high-quality products and services is essential for customer satisfaction and loyalty. Managers should establish quality control standards, monitor performance indicators, and implement continuous improvement initiatives. They should foster a culture of excellence and encourage employees to strive for quality in everything they do.ConclusionThe Management Operations Manual is a valuable resource for managers at all levels of the organization. By following the guidelines outlined in this document, managers can enhance their leadership skills, improve communication, optimize operations, mitigate risks, ensure compliance, leverage technology, and maintain high standards of quality. By consistently applying these best practices, managers can contribute to the overall success and growth of the organization.。
Managementhandbuch-管理手册中英文对照
BOGE Rubber & Plastics博戈橡塑管理手册Management Manual版本：2.0出版序号：2015-07The Board of Division Management demonstrates its obligation to develop and implement the management system as well as to continuously improve its effectiveness by:Imparting the importance of meeting customer requirements as well as legal and government requirementsDefining the quality/environmental/safety/energypolicy and ensuring that quality/environmental/ safety/energy objectives are definedCarrying out a management evaluationEnsuring the availability of resources. This is documented in the management processes of the BOGE Rubber & Plasticsprocess landscapes.The BOGE Rubber & PlasticsManagement Board has appointed aquality-/environmental-/energy representative who has been granted authority to:Ensure that the Management system is established, implemented and maintained in accordance with relevant standards.Give the Board ofManagement an overview of how the management system is performing as a basis for its improvement.Ensure that awareness of customer requirements is promoted.The Quality Representative of BOGE Rubber & Plasticsis the head of the "Quality, Environment/Energy, Safety" department of BOGE Rubber & Plastics.The Quality Representative of the locations is the head of the "Quality" department of the respective location.The Quality Management Organization of BOGE Rubber & Plasticswill ensure technical access of the Quality Representative to all of the BOGE Rubber & Plasticssites.-The Quality Manager of BOGE Rubber & Plasticshas the authority to issue instructions with regard to technical issues vis-a-vis:the Quality Managers of the sites.all of the Quality Assurancedepartments outside of the QualityOrganization (e.g. in theDevelopment Department, in thePurchasing Department ...).all of the issues involving themanagement system.He reports directly to the chairperson of the management board.-Each BOGE Rubber & Plasticssite has a Quality Manager. He is a member of the。
项目管理专业术语中英文对照表
信管网资料项目管理专业术语中英文对照表验收- (Acceptance)指客户检查接受项目交付物的过程。
活动- (Activity)指在项目中的任何消耗资源（人力、物理和设施）、产生相应成本并且生产出一项或多项产品的过程。
活动通常会在项目工作分解结构（WBS）中明确展示。
现货- (Actuals)指项目或其他活动中的实际成本和消耗。
这是一个测量值，通常会被用来与计划或预期值做比较。
假设- (Assumption)预先接受为正确但缺乏证据的事物或定义。
假设通常会发生在项目规划阶段并且被用来作为估算的基础。
应当将所有的假设都记录下来；如果某假设在后期被证明不正确，可以对计划和估算做出相应地调整。
基线- (Baseline)基线是一个快照：一个被记录在案的项目所处位置或状态。
尽管项目所处的位置以后可能会被更新，但基线始终保持不变，并可被作为原始状态的参照与当前项目位置的对照。
基线产品，例如软件系统，应当被永久地记录在案，以便于在将来的任何时间召回。
预算- (Budget)经分配的、用于执行项目工作的款额及其他资源。
商业论证- (Business Case)指启动和继续一个项目的原因和依据。
商业论证应当定义出项目可产生的商业及其他收益，以及项目的成本和时长。
商业论证同时还指出如何衡量项目的成功商业需求- (Business Requirements)指的是利益相关者对完成项目的商业要求。
在项目起始阶段，商业需求处于较高等级，但随着项目的发展，这些需求被不断地提炼并最终被细致地记录在正式的文件中。
变更控制- (Change Control)指按照计划的范围、工期和预算来管理控制变更。
在小型项目中变更控制可能采用非书面的、非正式的方式，但是在大型项目中，变更控制意味着一个牵涉很多项目利益相关者的、正式的过程（变更控制委员会）变更控制委员会- (Change Control Board (CCB))由利益相关者组成的团体，负责批准或否决对项目基线的变更。
管理学双语课程中英文简介
《管理学》课程中英文简介Management课程代码：020013A Course Code：020013A课程名称：管理学Course Name：Management学时：48 Periods：48学分：3 Credits：3考核方式：考试Assessment：Examination先修课程：无Preparatory Courses：None管理学是经济、管理类专业的专业基础课程和核心课程，是一门系统地研究管理过程的普遍规律、基本原理和一般方法的科学。
本课程详细讲解了计划、组织、领导与控制等管理职能的客观规律和实施方法。
课程采用课堂教学、科研和实践活动一体化的教学方式，以课堂教学为主，科研和社会实践活动为辅，加强学生对管理学理论和知识的理解和认识，增强学生参与管理实践的意识。
本课程的任务是使学生能够系统地掌握管理学的知识体系，能综合运用管理学的基本理论和方法，并分析和解决管理中的实际问题，为后续专业课程的学习奠定管理学基础。
Management, the basic and core discipline of economics and management students, is a science which systematically studies the universal law, basic principles and general methods of the management process. This course teaches the objective laws and methods of the management functions in details, such as planning, organizing, leading and controlling etc. In order to strengthen the students‟ understanding of the management‟s theory and knowledge and enhance awareness of participating in the management practices, the course uses a teaching method including classroom teaching，researching and social practicing. Classroom teaching is the main part, while others are auxiliary. This course‟s target is to enable students to master the management‟s knowledge system, to apply basic theories and methods, to analyze and solve practical problems in management and lay a good management foundation for follow-up study of major disciplines.《管理学》（双语）课程中英文简介Management（double-language）课程代码：020023A Course Code：020023A课程名称：管理学（双语）Course Name：Management（double-language）学时：48 Periods：48学分：3 Credits：3考核方式：考试Assessment：Examination先修课程：经济学Preparatory Courses：Economics教学目标:本课程是工商管理专业(实验班)的学科基础课，它通过传授管理学的基本概念、基本理论和基本方法，使学生掌握管理的基本规律，具备管理者的基本素质和技能，为进一步学习专业管理课程和从事管理工作奠定基础。
Managementhandbuch 管理手册中英文对照说课材料
M a n a g e m e n t h a n d b u c h管理手册中英文对照BOGE Rubber & Plastics博戈橡塑管理手册Management Manual版本：2.0出版序号：2015-07Figure 1: Process and document structure andapplicability表一过程及文档的组成结构及适用性。
The exact structure of the management system is described in GP “Structure of the Managementsystem of BOGE Rubber & Plastics”.具体的管理体系组织机构在通用注释“博戈橡塑管理体系结构图”中描述。
4.2The BOGE Rubber & Plastics ProcessModel4.2 博戈橡塑过程模型The BOGE Rubber & Plasticsprocess model is comprised of management, core and support processes. It forms the highest common level of the process landscapes for all locations.博戈橡塑过程模型是由各个管理过程组成，包括主要过程以及支持过程。
它总成了各个工厂的最高过程管理水平。
4.3Process Landscapes of the BOGE Rubber& Plasticslocations4.3 博戈橡塑过程划分The process landscapes of the BOGE Rubber & Plasticslocations are based on the process model of BOGE Rubber & Plastics. They contain the location-specific processes as well as the overarching standard processes GP “Structure of the Managementsystem of BOGE Rubber & Plastics”.博戈橡塑的过程划分是基于博戈橡塑的过程模型来进行的。
公司手册(中英文)
Company manual1. General总则1-1 Purposes目的1-1。
1In order that employees have something to follow in the factory during working and living to keep our company’s production and living order and make sure our company’s smooth operation, we hereby worked out this employee handbook。
为了使员工在工厂的工作和生活有所遵循，维持公司的生产生活秩序并确保公司正常运转，特制定本员工手册。
1-1。
2‘Without dividers，no circle’。
Any healthily developing company couldn’t live without sound and scientific regulations and good staffs. This employee handbook specifies the working disciplines that employees should obey，basic limit of working conditions. “没有规矩，不成方圆”。
任何一家健康发展的企业，都离不开健全、科学的管理制度和优秀的员工.本手册规定了员工应遵守的工作纪律、劳动条件的基准及员工在本厂从事生产、生活之基本准则和劳动纪律.1—2 Application Scope适用范围This employee handbook is applied to all employees，including those under probation period。
本手册适用于全体员工，包括试用期内的员工。
管理手册管理制度英文缩写
管理手册管理制度英文缩写1. IntroductionThe purpose of this management manual and system is to provide a comprehensive guide for the management team to effectively and efficiently manage the organization. This manual will outline the key management principles, policies, and procedures that will govern the operation of the organization.2. Management Principles2.1 LeadershipThe management team should provide strong and effective leadership to inspire and motivate the employees. They should lead by example and set a clear vision for the organization.2.2 CommunicationOpen and effective communication is essential for the success of the organization. The management team should ensure that there are clear lines of communication throughout the organization.2.3 AccountabilityThe management team should hold themselves and their employees accountable for their actions and decisions. This will help ensure that everyone is working towards the same goals and objectives.2.4 EmpowermentEmpowering employees to make decisions and take ownership of their work is important for the success of the organization. The management team should provide the necessary support and resources for employees to succeed.2.5 Continuous ImprovementThe management team should promote a culture of continuous improvement and innovation. They should be open to new ideas and be willing to embrace change for the betterment of the organization.3. Management Policies3.1 Human Resources ManagementThe management team should have clear policies and procedures in place for hiring, training, and performance management. They should ensure that all employees are treated fairly and consistently.3.2 Financial ManagementThe management team should be responsible for the financial management of the organization. They should have clear policies and procedures in place for budgeting, accounting, and financial reporting.3.3 Operations ManagementThe management team should ensure that the organization’s operations are efficient and effective. They should have clear policies and procedures in place for production, quality control, and logistics.3.4 Risk ManagementThe management team should identify and mitigate risks to the organization. They should have clear policies and procedures in place for risk assessment, risk mitigation, and crisis management.3.5 Information Technology ManagementThe management team should ensure that the organization’s IT systems are secure and reliable. They should have clear policies and procedures in place for data security, IT infrastructure, and software management.4. Management Procedures4.1 Decision MakingThe management team should have clear procedures in place for making decisions. They should ensure that decisions are made in a timely manner and are based on sound information.4.2 Performance ManagementThe management team should have clear procedures in place for monitoring and evaluating employee performance. They should provide regular feedback and support to help employees improve their performance.4.3 Conflict ResolutionThe management team should have clear procedures in place for resolving conflict. They should ensure that conflicts are addressed in a fair and timely manner.4.4 Project ManagementThe management team should have clear procedures in place for managing projects. They should ensure that projects are planned, executed, and monitored effectively.4.5 Crisis ManagementThe management team should have clear procedures in place for managing crises. They should ensure that the organization is prepared to respond to unforeseen events.5. ConclusionThis management manual and system will serve as a valuable resource for the management team as they work to lead the organization to success. By following the principles, policies, and procedures outlined in this manual, the management team can ensure that the organization operates effectively and efficiently.。
安全管理手册(中英)精品资料
安全管理手册Safety Management Manual中国南海工程有限公司China National Nanhai Engineering Co., Ltd.前言Preface全体员工All personnel请记住：Please remember安全第一Safety first人命关天Life vital安全就是效益Safety leading to profit让我们一起按《安全手册》要求来做！Let us abide by the safety handbook requirement!总经理：General Manager: Fan Fu Sheng安全标志Safety symbol目录dialogue·安全政策Safety Policy·安全教育Safety Education·现场安全技术交底Technical Examination for safety in site ·个人防护Individual protection·现场临时用电field temporary electricity·高处作业operation in high level·洞口防护open protection·临边防护edge guard·起重作业hoist operation·脚手架scaffold·机具设备tools and equipment·现场车辆transportation in site·梯子安全使用safely with of ladders·登高作业许可证Permit of working in height·动火许可证Permit of fire·入罐许可证Permit of entering container·动土许可证Permit for excavation·现场消防fire protection at site·现场文明施工civil construction in site保护环境environment protection·安全检查safety examination·尊章守纪observing the rules and regulations·安全警句safety remarks安全政策Safety policy●安全生产方针：安全第一，预防为主。
一汽大众项目管理-中外文教学教材
Level 1 产品战略管理部
Produktstrategiemgmt.
产品部 规划部 销售 质保部 物流 控制部
PE
PL
SC QA
LO
CT
Level 1/Level 2
平台经理1
Plattformmanager1 PQ34
项目经理 Project manager
平台经理2 PQ32/PQ35
平台经理3 PQ35/PQ46
一汽-大众产品项目管理模式 Projektmanagemodell FAW-VW
一汽大众项目管理-中外文
一 汽-大 众 FAW－VOLKSWAGEN
1 of 27
一汽-大众产品项目管理模式 Projektmanagemodell FAW-VW
Audi公司与一汽－大众公司项目管理现状比较 Vergleich zwischen AUDI AG und FAW-VW bezueglich Projektmanagement
建立项目管理机构，并在实践中不断完善和发展
Aufbau der Organisationsstruktur fuer Projektmanagement, kontinuierliche Optimierung und Entwicklung
2.人员Personal
2. 人员Personal
具有项目管理经验的专业团队 Qualifizierte Fachmannschaft mit Projektmanagement-erfahrung
实线及其他相关说明 Erklaerung der Bedeutung von Linien und entsprechende Anweisung
实线表示行政隶属关系，即各平台经理在行政上隶属于产品战略管理部，向 产品战略管理部部长汇报。 Die Linie bedeutet disziplinarische Beziehung. D.h. Plattformmanager gehoeren disziplinarisch zu PM, und berichten an Senior Manager PM. 产品战略管理部部长与总经理签订KPI ，然后产品战略管理部部长再将KPI 指标分解到各个平台经理和其他科室。 Senior Manager PM unterzeichnet KPI mit Praesident. Dann bricht er die KPI-Kennzahlen an Plattformmanager und Unterabteilung unter. 车型经理、助理、翻译以及业务人员由产品管理部管理和提供 Produktmanager, Assistent, Dolmetscher und Sachbearbeiter werden von PM-Abteilung verwaltet und zu Verfuegung gestellt.
管理学专业术语(中英文对照)
1.管理与组织导论管理者:(manager)基层管理者:(first-line managers)中层管理者:(middle managers)高层管理者:(top managers)管理:(management)效率:(efficiency)效果:(effectiveness)计划:(planning)组织:(organizing)领导:(leading)控制:(controlling)管理角色:(management roles)人际关系角色:(interpersonal roles)信息传递角色:(informational roles)决策制定角色:(descisional roles)技术技能:(technical skills)人际技能:(human skills)概念技能:(conceptual skills)管理的普遍性:(universality of management)2.管理的历史劳动分工:(division of labor)工作专业化:(job specialization)工业革命:(industrific revolution)科学管理:(scientific management)一般行政管理理论:(general administrative theory) 管理原则:(principles of management)官僚行政组织:(bureaucracy)定量方法:(quantitative approach)组织行为:(organizational behavior)霍桑研究系统:(Hawthorne studies systems)封闭系统:(closed systems)开放系统:(open systems)权变理论:(contingency approach)劳动力多元化:(workforce diversity)电子企业:(e-business)电子商务:(e-commerce)内部网:(intranet)学习型组织:(learning organization)知识管理:(knowledge management)质量管理:(quality management)3.组织文化与环境管理万能论:(omnipotent view of management) 管理象征论:(symbolil view of management) 组织文化:(organization culture)强文化:(strong cultures)社会化:(socialization)工作场所精神境界:(workplace spirituality)外部环境:(external environment)具体环境:(specific environment)一般环境:(general environment)环境的不确定性:(environment uncertainty)环境的复杂性:(environment complexity)利益相关群体:(stakholders)4.全球环境中的管理狭隘主义:(parochialism)民族中心论:(ethnocentric attitude)多国中心论:(polycentric attitude)全球中心论:(geocentric attitude)跨国公司:(multinational corporation)多国公司:(multidomestic corporation)全球公司:(global company)跨国或无边界组织:(transnational or boredrless organization) 初始全球化组织:(born globals)全球外购:(global sourcing)出口:(exporting)进口:(importing)许可证经营:(licensing)许可经营:(franchising)战略同盟:(strategic alliance)合资企业:(joint venture)外国子公司:(foreign subsidiary)市场经济:(market economy)计划经济:(command economy)民族文化:(national culture)5.社会责任与管理道德古典观点:(classical view)社会经济学观点:(socioeconomic view)社会义务:(social obligation)社会响应:(social responsiveness)社会责任:(social responsinility)社会屏障筛选:(social screening)管理的绿色化:(gerrning of management)以价值观为基础的管理:(values-based management) 道德:(ethics)自我强度控制点:(ego strength locus of control)道德准则:(code of ethics)社会企业家:(social entrepreneur)社会影响管理:(social impact management)6.制定决策决策:(decisions)决策制定过程:(decision-making process)决策标准问题:(decision criteria problem)理性的:(rational)有限理性:(bounded rationality)满意的承诺升级:(satisfied escalation of commitment) 直觉决策:(intuitive decision making)结构良好问题:(structured problems)程序化决策:(programmed decision)程序:(procedure)规则:(rule)政策:(policy)结构不良问题:(unstructured problems)非程序化决策:(nonprogrammed decisions) 确定性:(certainty)风险性:(risk)命令型风格:(directive style)分析型风格:(analytic style)概念型风格:(conceptual style)行为型风格:(behavioral style)启发法:(heuristics)7.计划的基础陈述目标:(stated goals)真实目标:(real goals)战略计划:(strategic plans)运营计划:(operational plans)长期计划:(long-term plans)短期计划:(short-term plans)具体计划:(specific plans)方向性计划:(directional plans)一次性计划:(single-used plans)持续性计划:(standing plans)传统目标:(traditional goal setting)手段-目标链:(means-ends chain)目标管理:(management by objectives)使命:(mission)承诺概念:(commitment concept)正式计划部门:(formal planning department) 8.战略管理战略管理:(strategic management)组织战略商业模式:(strategies business model ) 战略管理过程:(strategic management process) 机会:(opportunities)威胁:(threats)资源:(resources)能力:(capabilities)核心竞争力:(core competencies)SWOT分析法:(SWOT analysis)公司层战略:(corporate strategy)增长战略:(growth strategy)相关多元化:(related diversification)非相关多元化:(unrelated diversification)稳定性战略:(stability strategy)更新战略:(renewal strategies)紧缩战略:(retrenchment strategy)扭转战略:(turnaround strategy)BCG矩阵:(BCG matrix)业务层战略:(business strategy)战略业务单元:(strategic business units) 竞争优势:(competitive advantage)成本领先战略:(cost leadership strategy) 遵循差异化战略:(differentiation strategy) 聚焦战略:(focus strategy)徘徊其间:(stuck in the middle)战略灵活性:(strategic flexibility)市场先入者:(first mover)9.计划的工具技术环境扫描:(environment scanning)竞争对手情报:(competitor intelligence) 预测:(forecasts)定量预测:(quantitative forecasting)定性预测:(qualitative forecasting)标杆比较:(benchmarking)资源:(resources)预算:(budget)甘特图:(Gantt chart)负荷图:(load chart)事件:(events)计划评审技术:(the program evaluation and review technique) 活动:(activities)松弛时间:(slack time)关键路径:(critical path)盈亏平衡分析:(breakeven analysis)线性规划:(linear programming)项目管理:(project management)脚本:(scenario)10.组织结构与设计组织结构设计:(organazational structure design)工作专门化:(work specialization)职能部门化:(functional departmentalization)产品部门化:(product departmentalization)地区部门化:(geographical departmentalization)过程部门化:(process departmentalization)顾客部门化:(customer departmentalization)跨职能团队:(cross-functional teams)指挥链:(chain of command)职权:(authority)职责:(responsibility)统一指挥:(unity of command)管理跨度:(span of control)集权化:(centralization)分权化:(decentralization)员工授权:(employee empowerment)正规化:(formalization)机械式组织:(mechanistic organization) 有机式组织:(organic organization)单件生产:(unit production)大批量生产:(mass production)连续生产:(process production)简单结构:(simple structure)职能型结构:(flanctional structure)事业部型结构:(divisional structure)团队结构:(team structure)矩阵型结构:(matrix structure)项目型结构:(project structure)无边界组织:(boundaryless organization) 虚拟组织:(virtual organization)学习型组织:(learning organization)组织结构图:(organizational charts)11.沟通与信息技术沟通:(communication)人际沟通:(interpersonal communication) 组织沟通:(organizational communication) 信息:(message)编码:(encoding)解码:(decoding)沟通过程:(communication process)噪声:(noise)非语言沟通:(nonverbal communication) 体态语言:(body language)语调:(verbal intonation)过滤:(filtering)信息超载:(information overload)积极倾听:(active listening)正式沟通:(formal communication)非正式沟通:(informal communication) 下行沟通:(upward communication)横向沟通:(lateral communication)斜向沟通:(diagonal communication)沟通网络:( communication networks)小道消息:(grape-vine)电子邮件:()即时消息:(instant messaging)音频邮件:(voic)电子数据交换:(electrinic data interchange)电话会议:(teleconferencing)可视会议:(videoconferencing)网络会议:(webconferencing)内部互联网:(intranet)外部互联网:(Extranet)实践社区:(communities practive)12.人力资源管理高绩效工作实务:(high-performance work practices)人力资源管理过程:(human resource management process) 工会(labor union)反优先雇佣行动计划:(affirmative action)人力资源规划:(human resource planning)职务分析:(job analysis)职务说明书:(job description)职务规范:(job specification)招聘:(recruitment)解聘:(decriuitment)甄选:(selection)效度:(validity)信度:(reliability)工作抽样:(work samping)评估中心:(assessment centers)真实工作预览:(relistic job preview)上岗培训:(orientation)绩效管理系统:(performance management system)书面描述法:(written essay)关键事件法:(critical incidents)评分表法:(graphic rating scales)行为定位评分法:(behaviorally anchored rating scales) 多人比较法:(multiperson comparisons)360度反馈法:(360-degree feedback)基于技能薪酬:(skill-based pay)浮动工资:(variable pay)精简机构:(downsizing)性骚扰:(sexual harassment)基于家庭的福利:(family-friendly benefits)13.变革与创新管理组织变革:(organizational change)变革推动者:(change agent)组织发展:(organizational development)压力:(stress)14.行为的基础行为:(behavior)组织行为学:(organizational behavior)员工生产率:(employee productivity)离职率:(turnover)组织公民行为:(organizational citizen behavior)工作满意度:(job satisfaction)工作场所不当行为态度:(workplace misbehavior attitudes) 认知行为:(cognitive component)情感成分:(affective component)行为成分:(behavior component)组织承诺:(organizational commitment)组织支持感:(perceived organizational support)认知失调:(cognitive dissonance)态度调查:(attitude surveys)人格:(personality)马基雅维里主义:(machiavellianism)自尊:(self-esteem)自我控制:(self-monitoring)印象管理:(impression management)情绪:(emotion)情绪智力:(emotional Intelligence)知觉:(perception)归因理论:(attribution theory)基本归因错误:(fundamental attribution error) 自我服务偏见:(self-serving bias)假设相似性:(assumed similarity)刻板印象:(stereotyping)晕轮效应:(halo effect)操作性条件反射:(operant conditioning)社会学习理论:(social learning theory)行为塑造:(shaping behavior)15.理解群体与团队群体:(group)形成阶段:(forming)震荡阶段:(storming)规范阶段:(norming)执行阶段:(performing)解体阶段:(adjourning)群体思维:(groupthink)地位:(status)社会惰化:(social loafing)群体内聚力:(group cohesiveness)冲突:(conflict)冲突的传统观点:(traditional view of conflict)冲突的人际关系观点:(human relations view of conflict) 冲突的交互作用观点:(interactionist view of conflict) 积极冲突:(functional conflict)消极冲突:(disfunctional conflict)任务冲突:(task conflict)关系冲突:(relationship conflict)过程冲突:(process conflict)工作团队:(workteams)自我管理团队:(self-managed work teams)跨职能团队:(cross-functional team)虚拟团队:(virtual team)社会网络构造:(social network structure)16.激励员工动机:(motivation)需要层次理论:(hierarchy of needs theory) 双因素理论:(two-factor theory)保健因素:(hygiene factors)激励因素:(motivators)三种需要理论:(three-needs theory)成就需要:(need for achievement)权力需要:(need for power)归属需要:(need for affiliation)目标设置理论:(goal-setting theory)自我效能感:(self-efficacy)强化理论:(reinforcement theory)强化物:(reinforcer)工作设计:(job design)工作扩大化:(job enlargement)工作丰富化:(job enrichment)工作深度:(job depth)工作特征模型:(job characteristics model) 公平理论:(equity theory)参照对象:(referents)分配公平:(distributive justice)程序公平:(procedural justice)期望理论:(expectancy theory)压缩工作周:(compressed workweek)弹性工作制:(flexible work hours)弹性时间制:(flextime)工作分担:(job sharing)远程办公:(telecommuting)账目公开管理:(open-book management)员工认可方案:(employee recognition programs) 绩效工资方案:(pay-for-performance program) 股票期权:(stock options)17.领导领导者:(leader)领导:(leadership)行为理论:(behavioral theories)独裁型风格:(authoeratic style)民主型风格:(democratic style)放任型风格:(laissez-faire style)定规维度:(initiating strueture)关怀维度:(consideration)高-高型领导者:(high-high leader)管理方格:(managerial grid)权变模型:(contingency model)最难共事着问卷:(least-preferred co-worker questionnaire) 情境领导理论:(situational leadership theory)成熟度:(readiness)领导者参与模型:(leader participation model)路径-目标理论:(path-goal theory)交易型领导者:(transactional leaders)变革型领导者:(transformational leaders)领袖魅力型领导者:(charismatic leader)愿景规划型领导:(visionary leadership)法定权利:(legitimate power)强制权利:(coercive power)奖赏权力:(reward power)专家权利:(expert power)参照权利:(referent power)信誉:(credibility)信任:(trust)授权:(empowerment)18.控制的基础控制:(controlling)市场控制:(market control)官僚控制:(bureaucratic control)小集团控制:(clan control)控制过程:(control process)偏差范围:(range of variation)直接纠正行动:(immediate corrective)彻底纠正行动:(basic correvtive action)绩效:(performance)组织绩效:(organizational performance)生产率:(productivity)组织有效性:(organizational effectiveness)前馈控制:(feedforward control)同期控制:(concurrent control)走动管理:(management by walking around)反馈控制:(feedback control)经济附加值:(economic value added)市场附加值:(market valueadded)平衡计分卡:(balanced scorecard)管理信息系统:(management information system)- - -标杆比较:(benchmarking)员工偷窃:(employee theft)服务利润链:(service profit chain)公司治理:(corporate governance)19.运营与价值链管理运营管理:(operations management)制造型组织:(manufacturing organizations)服务型组织:(service organizations)价值链:(value chain)价值链管理:(value chain management)组织过程:(organizational processes)知识产权:(intellectual processes)质量:(quality)批量定制:(mass customization)- - 总结资料。
精益生产的管理资料——英汉互译
Drive and implement Lean manufacturing across the operations in order to eliminate waste, minimize inventory and maximize flow• Develop procedures in partnering with suppliers in order to achieve Lean manufacturing• Reducing system response time and ensure the production system was capable of immediately changing and adapting to market demands.• Required to collect and analyze data for determining an improvement strategy.• Facilitate and teach Lean manufacturing tools and techniques. Coach existing and new teams with Lean projects.• Ability to strategically prioritize and manage process improvement opportunities in alignment with business goals and objectives.• Working hand in hand with internal six-sigma expert in developing and drive Lean Sigma.• Acts as change agent to instill Lean Sigma culture throughout organization• Must have the ability to lead, work with teams, and understand team dynamics.OEE（Overall Equipment Effectiveness）--- 全局设备效率OEE = (Running time / Loading time) x (Actual Output / Theoretical output) x (Good Output / Actual out put)世界级企业的全局设备效率OEE为85%或更好。
管理类名词中英文对照
管理类名词中英文对照5S : 5S管理ABC : 作业制成本制度(Activity-Based Costing)ABB : 实施作业制预算制度(Activity-Based Budgeting)ABM : 作业制成本管理(Activity-Base Management)APS : 先进规画与排程系统(Advanced Planning and Scheduling) ASP : 应用程序服务供货商（Application Service Provider）ATP : 可承诺量(Available To Promise)AVL : 认可的供货商清单(Approved Vendor List)BOM : 物料清单(Bill Of Material)BPR : 企业流程再造(Business Process Reengineering)BSC : 平衡记分卡(Balanced ScoreCard)BTF : 计划生产(Build To Forecast)BTO : 订单生产(Build To Order)CPM : 要径法(Critical Path Method)CPM : 每一百万个使用者会有几次抱怨(Complaint per Million)CRM : 客户关系管理(Customer Relationship Management)CRP : 产能需求规划(Capacity Requirements Planning)CTO : 客制化生产(Configuration To Order)DBR : 限制驱导式排程法(Drum-Buffer-Rope)DMT : 成熟度验证(Design Maturing Testing)DVT : 设计验证(Design Verification Testing)DRP : 运销资源计划(Distribution Resource Planning)DSS : 决策支持系统(Decision Support System)EC : 设计变更／工程变更(Engineer Change)EC : 电子商务(Electronic Commerce)ECRN : 原件规格更改通知(Engineer Change Request Notice)EDI : 电子数据交换(Electronic Data Interchange)EIS : 主管决策系统(Executive Information System)EMC : 电磁相容(Electric Magnetic Capability)EOQ : 基本经济订购量(Economic Order Quantity)ERP : 企业资源规划(Enterprise Resource Planning)FAE : 应用工程师(Field Application Engineer)FCST : 预估(Forecast)FMS : 弹性制造系统(Flexible Manufacture System)FQC : 成品质量管理(Finish or Final Quality Control)IPQC: 制程质量管理(In-Process Quality Control)IQC : 进料质量管理(Incoming Quality Control)ISO : 国际标准组织(International Organization for Standardization) ISAR: 首批样品认可(Initial Sample Approval Request)JIT : 实时管理(Just In Time)KM ：知识管理(Knowledge Management)L4L : 逐批订购法(Lot-for-Lot)管理类名词中英文对照（二）LTC : 最小总成本法(Least Total Cost)LUC : 最小单位成本(Least Unit Cost)MES : 制造执行系统(Manufacturing Execution System)MO : 制令(Manufacture Order)MPS : 主生产排程(Master Production Schedule)MRO : 请修(购)单(Maintenance Repair Operation)MRP : 物料需求规划(Material Requirement Planning)MRPII : 制造资源计划(Manufacturing Resource Planning) NFCF : 更改预估量的通知Notice for Changing ForecastOEM : 委托代工(Original Equipment Manufacture)ODM : 委托设计与制造(Original Design & Manufacture)OLAP : 在线分析处理(On-Line Analytical Processing)OLTP : 在线交易处理(On-Line Transaction Processing)OPT : 最佳生产技术(Optimized Production Technology)OQC : 出货质量管理(Out-going Quality Control)PDCA : PDCA管理循环(Plan-Do-Check-Action)PDM : 产品数据管理系统(Product Data Management)PERT : 计划评核术(Program Evaluation and Review Technique) PO : 订单(Purchase Order)POH : 预估在手量(Product on Hand)PR : 采购申请Purchase RequestQA : 品质保证(Quality Assurance)QC : 质量管理(Quality Control)QCC : 品管圈(Quality Control Circle)QE : 品质工程(Quality Engineering)RCCP : 粗略产能规划(Rough Cut Capacity Planning)RMA : 退货验收Returned Material ApprovalROP : 再订购点(Re-Order Point)SCM : 供应链管理(Supply Chain Management)SFC : 现场控制(Shop Floor Control)SIS : 策略信息系统(Strategic Information System)SO : 订单(Sales Order)SOR : 特殊订单需求(Special Order Request)SPC : 统计制程管制(Statistic Process Control)TOC : 限制理论(Theory of Constraints)TPM : 全面生产管理Total Production ManagementTQC : 全面质量管理(Total Quality Control)TQM : 全面品质管理(Total Quality Management)WIP : 在制品(Work In Process)BP 业务流程外包business process outsourcing.EAI: 企业应用集成enterprise application integrationMIS: 管理信息系统management information system 。
人力资源管理专业英语—工作说明书
人力资源管理专业英语—工作说明书第一篇：人力资源管理专业英语—工作说明书Job DescriptionJOB TITLE: supermarket sales personGeneral description of job: do all the work related to the goods the supermarket sales,including goods and service check the amout of all kinds of subjects ,clean up the storeroom, lay the new arrivals on the shelf tidily.lead and help the customers,help promote the goods.1.checking,cleaning and laying.Every day,when the new arrival comes,the staff should do the counting and lay them on the sales shelf.They should do the cleaning with the sales place as well as the storeroom,They should check the amount of all kinds of subjucts at the end of the day and take notes.2.serviceExcept the tasks with the product,service is also important.The sales person should help the customers find their target,giving them some advise or guide.The sales person also have the responsibility to promote the goods especially the new ones and those less favourite.A Job specificationSince supermarket sales person is not a professional job,and it is easy to learn,some professional skills is not needed by doing this job.The demands are following:Knowledge：simle math,communicationAbility:be familiar with account cleaning and communicationgExperience:more than 1 year working experience about sales Grade levels:senior high school degree or aboveAge：between 20 and 40Sex:lady first第二篇：人力资源管理专业英语人力资源管理师专业英语词汇词汇中译词意 Acceptability可接受性 2 Achievement tests成就测试3 Action plan行动计划 Action steps行动步骤 Adventure learning 探险学习法 6 Adverse impact负面影响 7 Agency shop工会代理制Alternative dispute resolution(ADR)建设性争议解决方法 9 Analytic approach分析法10 Appraisal politics评价政治学11 Apprenticeship学徒制12 Arbitrary仲裁Assessment评价Assessment center评价中心Attitude awareness and change program态度认知与改变计划16 Attitudinal structuring态度构建17 Audiovisual instruction视听教学18 Audit approach审计法Balanced scorecard综合评价卡 20 Basic skills基本技能 Behavior-based program行为改变计划22 Behavior modeling行为模拟23 Benchmarks基准 24 Benchmarking评判 25 Benefits收益 26 Bonus 奖金 Boycott联合抵制 28 Career职业 Career counseling职业咨询Career curves(maturity curves)职业曲线（成熟曲线）31 Career management system职业管理系统 32 Career support职业支持 33 Centralization集权化 34 Coach教练Cognitive ability认知能力Cognitive outcomes认知性结果Collective bargaining process劳资谈判过程 38 Community of practice演练小组 39 Compa-ratio比较比率Compensable factors报酬要素 41 Competency assessment能力评估42 Competitive advantage竞争优势43 Concentration strategy集中战略Concurrent validation同时效度Consumer price index, CPI消费者价格指数46 Content validation内容效度47 Continuous learning持续学习48 Contributory plan投入计划 49 Coordination training合作培训Core competencies核心竞争力 51 Criterion-related validity效标关联效度 52 Critical incident关键事件Critical incident method关键事件法54 Cross-cultural preparation跨文化准备55 Cross-training交叉培训56 Cultural environment文化环境57 Cultural shock文化冲击58 Customer appraisal顾客评估 59 Data flow diagram数据流程图 60 Database 数据库Decentralization分散化Decision support systems决策支持系统63 Defined-benefit plan养老金福利计划Defined-contribution plan资方养老金投入计划 65 Delayering 扁平化 66 Depression沮丧Development planning system开发规划系统68 Differential piece rate差额计件工资 69 Direct costs直接成本 70 Discipline纪律Disparate impact差别性影响 72 Disparate treatment差别性对待 73 Diversity training多元化培训 74 Downsizing精简Downward move降级Efficiency wage theory效率工资理论Electronic performance support system(EPSS)电子绩效支持系统 78 Employee empowerment员工授权 79 Employee leasing员工租借Employee survey research雇员调查与研究Employee wellness programs(EWPs)雇员健康修炼计划82 Entrepreneur企业家Equal employment opportunity(EEO)公平就业机会84 Essay method书面方式 85 Ethics道德Expatriate外派雇员87 Expert systems专家系统88 External analysis外部分析External growth strategy外边成长战略90 External labor market外部劳动力市场91 Factor comparison system因素比较法92 Feedback反馈Flexible benefits plans(cafeteria plans)灵活的福利计划（自助福利方案）94 Flextime灵活的时间Forecasting（劳动力供求）预测Formal education programs正规教育计划97 Frame of reference参照系Functional job analysis, FJA职能工作分析99 Gain sharing plans收益分享计划 100 Globalization全球化 101 Goals目标Goals and timetables目标和时间表Graphic rating-scale method图式评估法 104 Group-building methods团队建设法 105 Group mentoring program群体指导计划106 Hay profile method海氏剖析法High-leverage training高层次培训High-performance work systems高绩效工作系统Hourly work计时工资制 110 Human capital人力资本Human resource information system(HRIS)人力资源信息系统112 Human resource management人力资源管理113 Human resources planning, HRP人力资源计划 114 Indirect costs间接成本Individualism/collectivism个人主义/集体主义 116 Input投入Instructional design process指导性设计过程118 Internal analysis内部分析Internal growth strategy内部成长战略 120 Internal labor force 内部劳动力Internet互联网Internship programs实习计划Interview面试Intraorganizational bargaining组织内谈判 125 Job analysis工作分析Job classification system工作分类法 127 Job description工作描述 128 Job design工作设计Job enlargement工作扩大化 130 Job enrichment工作丰富化131 Job evaluation工作评价Job experiences工作经验 133 Job involvement工作认同Job posting and bidding工作张贴和申请135 Job progressions工作提升Job ranking system工作重要性排序法 137 Job rotation工作轮换 138 Job satisfaction工作满意度 139 Job specification工作规范140 Job structure工作结构 141 Key jobs关键工作Labor market劳动力市场Labor relations process劳动关系进程Leaderless group discussion无领导小组讨论法145 Learning organization学习型组织Long-term-short-term orientation长期-短期导向147 Maintenance of membership会员资格维持 148 Management by objectives, MBO目标管理 149 Management forecasts管理预测Management prerogatives管理特权151 Manager and / or supervisor appraisal经理和/或上司评估152 Managing diversity管理多元化 153 Markov analysis马克夫分析法 154 Mediation调解 155 Mentor导师156 Merit guideline绩效指南 157 Minimum wage最低工资158 Motivation to learn学习的动机159 Needs assessment（培训）需要评价 160 Negligence疏忽161 Nepotism裙带关系162 Ombudsman调查专员163 On-the-job training, OJT在职培训164 Opportunity to perform实践的机会165 Organizational analysis组织分析166 Organizational capability组织能力 167 Orientation导向培训168 Outplacement counseling重新谋职咨询 169 Output产出170 Outsourcing外包171 Panel interview小组面试172 Pay-for-performance standard按绩效的报酬标准 173 Pay grade工资等级 174 Pay level工资水平175 Pay-policy line工资政策线 176 Pay structure工资结构 177 Peer appraisal同事评估178 Performance appraisal绩效评价179 Performance feedback绩效反馈180 Performance management绩效管理181 Performance planning and evaluation(PPE)绩效规划与评价系统 182 Perquisites津贴183 Person analysis个人分析184 Person characteristics个人特征 185 Personnel selection 人员甄选 186 Point system积分法187 Position analysis questionnaire, PAQ职位分析问卷调查188 Power distance权力差距189 Predictive validation预测效度190 Profit sharing利润分享 191 Promotion晋升192 Protean career多变的职业193 Psychological contract心理契约194 Psychological support心理支持 195 Range spread工资范围跨度 196 Readability 易读性197 Readiness for training培训准备 198 Reasoning ability推理能力 199 Recruitment招募200 Reengineering流程再造201 Relational database关联数据库 202 Reliability信度203 Repatriation归国准备204 Replacement charts替换表205 Request for proposal(REP)（培训）招标书 206 Return on investment(ROI)投资回报 207 Role ambiguity角色模糊208 Role analysis technique角色分析技术 209 Role play角色扮演210 School-to-work从学校到工作 211 Selection甄选212 Self-appraisal自我评估 213 Self-efficacy自信心214 Situational interview情景面试 215 Skill-based pay技能工资 216 Skill inventories技能量表 217 Specificity明确性 218 Spot bonus即时奖金219 Staffing tables人员配置表220 Strategic choice战略选择221 Strategic congruence战略一致性222 Strategic human resource management(SHRM)战略性人力资源管理223 Strategy formulation战略形成224 Strategy implementation战略执行 225 Task analysis任务分析226 Team leader training团队领导培训227 360-degree feedback process 360度反馈过程 228 T otal quality management(TQM)全面质量管理 229 Training培训230 Training administration培训管理 231 Training outcomes 培训结果 232 Transaction processing事务处理 233 Trend analysis 趋势分析 234 Utility效用235 Utility analysis效用分析236 Validity效度 237 Verbal comprehension语言理解能力 238 Vesting既得利益239 Virtual reality现实虚拟 240 Voicing发言241 Wage and salary survey薪资调查242 Wage-rate compression工资压缩 243 Web-based training网上培训244 Work permit/ work certificate就业许可证245 World Wide Web万维网 246 Yield ratio成功率人力资源管理:(Human Resource Management ,HRM)人力资源经理:(human resource manager)高级管理人员:(executive)职业:(profession)道德标准:(ethics)操作工:(operative employees)专家:(specialist)人力资源认证协会:(the Human Resource Certification Institute,HRCI)外部环境:(external environment)内部环境:(internal environment)政策:(policy)企业文化:(corporate culture)目标:(mission)股东:(shareholders)非正式组织:(informal organization)跨国公司:(multinational corporation,MNC)管理多样性:(managing diversity)工作:(job)职位:(posting)工作分析:(job analysis)工作说明:(job description)工作规范:(job specification)工作分析计划表:(job analysis schedule,JAS)职位分析问卷调查法:(Management Position Description Questionnaire,MPDQ)行政秘书:(executive secretary)地区服务经理助理:(assistant district service manager)人力资源计划:(Human Resource Planning,HRP)战略规划:(strategic planning)长期趋势:(long term trend)要求预测:(requirement forecast)供给预测:(availability forecast)管理人力储备:(management inventory)裁减:(downsizing)人力资源信息系统:(Human Resource Information System,HRIS)招聘:(recruitment)员工申请表:(employee requisition)招聘方法:(recruitment methods)内部提升:(Promotion From Within ,PFW)工作公告:(job posting)广告:(advertising)职业介绍所:(employment agency)特殊事件:(special events)实习:(internship)选择:(selection)选择率:(selection rate)简历:(resume)标准化:(standardization)有效性:(validity)客观性:(objectivity)规范:(norm)录用分数线:(cutoff score)准确度:(aiming)业务知识测试:(job knowledge tests)求职面试:(employment t interview)非结构化面试:(unstructured interview)结构化面试:(structured interview)小组面试:(group interview)职业兴趣测试:(vocational interest tests)会议型面试:(board interview)组织变化与人力资源开发人力资源开发:(Human Resource Development,HRD)培训:(training)开发:(development)定位:(orientation)训练:(coaching)辅导:(mentoring)经营管理策略:(business games)案例研究:(case study)会议方法:(conference method)角色扮演:(role playing)工作轮换:(job rotating)在职培训:(on-the-job training ,OJT)媒介:(media)企业文化与组织发展企业文化:(corporate culture)组织发展:(organizationdevelopment,OD)调查反馈:(survey feedback)质量圈:(quality circles)目标管理:(management by objective,MBO)全面质量管理:(Total Quality Management,TQM)团队建设:(team building)职业计划与发展职业:(career)职业计划:(career planning)职业道路:(career path)职业发展:(career development)自我评价:(self-assessment)职业动机:(career anchors)绩效评价:(Performance Appraisal,PA)小组评价:(group appraisal)业绩评定表:(rating scales method)关键事件法:(critical incident method)排列法:(ranking method)平行比较法:(paired comparison)硬性分布法:(forced distribution method)晕圈错误:(halo error)宽松:(leniency)严格:(strictness)反馈:(-degree feedback)叙述法:(essay method)集中趋势:(central tendency)报酬与福利报酬:(compensation)直接经济报酬:(direct financial compensation)间接经济报酬:(indirect financial compensation)非经济报酬:(no financial compensation)公平:(equity)外部公平:(external equity)内部公平:(internal equity)员工公平:(employee equity)小组公平:(team equity)工资水平领先者:(pay leaders)现行工资率:(going rate)工资水平居后者:(pay followers)劳动力市场:(labor market)工作评价:(job evaluation)排列法:(ranking method)分类法:(classification method)因素比较法:(factor comparison method)评分法:(point method)海氏指示图表个人能力分析法:(Hay Guide Chart-profile Method)工作定价:(job pricing)工资等级:(pay grade)工资曲线:(wage curve)工资幅度:(pay range)福利和其它报酬问题福利(间接经济补偿)员工股权计划:(employee stock ownership plan,ESOP)值班津贴:(shift differential)奖金:(incentive compensation)分红制:(profit sharing)安全与健康的工作环境安全:(safety)健康:(health)频率:(frequency rate)紧张:(stress)角色冲突:(role conflict)催眠法:(hypnosis)酗酒:(alcoholism)员工和劳动关系工会:(union)地方工会:(local union)行业工会:(craft union)产业工会:(industrial union)全国工会:(national union)谈判组:(bargainingunion)劳资谈判:(collective bargaining)仲裁:(arbitration)罢工:(strike)内部员工关系:(internal employee relations)纪律:(discipline)纪律处分:(disciplinary action)申诉:(grievance)降职:(demotion)调动:(transfer)晋升:(promotion)第三篇：人力资源管理专业英语退休金计划 pension plan 科学管理 scientific management 任务设计 task design 集体谈判 collective bargaining 职工 staff 业务部门 operational departments 作业设计 job design医疗保健福利health-care benefits 机构重组organizational restructuring 员工参与管理法 participative management 工作丰富化 job enrichment 免职，撤换 displacement人力资源管理 Human Resource Management 惩戒 discipline 企业内部互联网intranet 外包outsourcing 新职介绍outplacement劳动法的遵守 labor law compliance 档案记录 record keeping 失业补偿金unemploymentcompensation 福利管理benefits administration 工作描述 job description高级管理人员报酬 executive compensation 激励工资 incentive pay工作评价 job evaluation休假管理vacation-leave administration 退休计划retirement plan 利润分享 profit sharing 股权计划 stock plan雇员援助计划employee assistance program 雇员的重新安置relocation service 自我服务self-service 员工态度调查attitude surveys 劳工关系 laborrelations 修炼 wellness精神契约psychologicalcontract 工作配置jobposting 工资payrolladministration基层部门经理linemanager 成本-收益效用cost-benefit utility 职业病 occupational disease 压力综合症 stress-related illnesses 晋升制度 advancement system 合理解雇 termination for cause 减员reductioninforce 甄选程序 selection process 受贿 take bribes索要回扣 demand kickbacks 档案审核 reference checks 账本底线 bottom line人力资源规划human resource planning 福利管理benefits administration 人员档案记录personnel record keeping 零库存管理just-in-time inventory control 全面质量管理Total Quality Management 质量圈 quality circles 授权 empowerment 规模经济economies of scale 裁减 downsizing 技能储备 skill inventory 继任计划，接班人计划succession planning 绩效评估performance appraisal 工作家族job family 工作规范job specification 问卷调查法 questionnaire method 访谈法 interview method现场工作日记、日志法 participant diary/logs method工作公告和工作投标 job posting and bidding 个人证明材料检查reference checks 实际岗位演习Realistic Job Preview 事业高原career plateau 裁员 downsizing行为构建级别 behaviorally based scales 行为观察级别 Behavior Observation Scales 强迫分配法 forced distribution联合规划委员会 joint planning session目标管理法 Management-By-Objective360度反馈系统 360-degree feedback system职业规划 career planning翻译：交叉培训cross-training 工作轮换，职位轮流job rotation 角色扮演，角色模仿role playing 任务确定法task identification1、What traditionally were called“ personnel departments” now are usually termed “humanresource departments.”But more than the name has changed.The focus of such departments has shifted ,and their responsibilities have expanded.传统中的被称作“人事部门”的部门现在通常被称为“人力资源部”。
管理制度手册英语模板
Table of Contents1. Introduction2. Purpose of the Management System3. Scope of the Management System4. References5. Definitions and Acronyms6. Organization Structure7. Policies and Objectives8. Responsibilities and Authority9. Management System Framework9.1 Quality Policy9.2 Quality Objectives9.3 Management Responsibility9.4 Resources9.5 Planning9.6 Support9.7 Operation9.8 Performance Evaluation9.9 Improvement10. Quality Management System (QMS) Documentation11. Document Control12. Internal Audits13. Management Review14. Non-Conformity and Corrective Actions15. Continuous Improvement16. Appendices---1. IntroductionThis Management System Handbook (MSH) serves as a comprehensive guide to the organization’s management system. It outlines the policies, procedures, and practices that are in place to ensure the organization meets its quality objectives and complies with relevant standards and regulations.2. Purpose of the Management SystemThe purpose of the management system is to provide a framework for the organization to effectively manage its operations, enhance customer satisfaction, and continuously improve its performance. It ensures that the organization operates in a systematic and controlled manner,aligning with its strategic goals.3. Scope of the Management SystemThe management system applies to all activities of the organization, including design, development, production, marketing, sales, and service. It covers all products and services offered by the organization and is applicable to all personnel.4. ReferencesThis section includes references to all relevant documents, standards, and regulations that form the basis of the management system, such as ISO 9001:2015, ISO 14001:2015, and other applicable standards.5. Definitions and AcronymsThis section defines terms and abbreviations used throughout the handbook to ensure clarity and consistency.6. Organization StructureA diagram of the organization’s structure is provided, including the roles and responsibilities of key personnel involved in the management system.7. Policies and ObjectivesThe organization’s quality policy and objectives are outlined, reflecting its commitment to continuous improvement, customer satisfaction, and compliance with applicable standards.8. Responsibilities and AuthorityThis section defines the responsibilities and authorities of all personnel within the organization, ensuring clear lines ofaccountability and decision-making.9. Management System FrameworkThe management system framework is presented, including the following components:9.1 Quality Policy: A statement of the organization’s commitment to quality, as approved by top management.9.2 Quality Objectives: Specific, measurable goals that support the quality policy and are periodically reviewed and updated.9.3 Management Responsibility: The roles and responsibilities of top management in ensuring the effectiveness of the management system.9.4 Resources: The necessary human, financial, and physical resources required to implement and maintain the management system.9.5 Planning: The process of establishing objectives and planning the necessary actions to achieve them.9.6 Support: The activities necessary to ensure the availability of resources and the competence of personnel.9.7 Operation: The processes that transform inputs into outputs, including production, service delivery, and support activities.9.8 Performance Evaluation: The systematic monitoring and measurement of the management system’s performance against objectives and targets.9.9 Improvement: The activities and processes aimed at enhancing the effectiveness of the management system.10. Quality Management System (QMS) DocumentationThis section describes the documentation required to support the management system, including procedures, work instructions, records。
质量手册翻译中英文对照
质量手册翻译中英文术语表3.1.1质量quality3.1.2要求requirement3.1.3等级grade3.1.4顾客满意customer satisfaction3.1.5能力capability3.2.1体系(系统)system3.2.2管理体系management system3.2.3质量管理体系quality management system 3.2.4质量方针quality policy3.2.5质量目标quality objective3.2.6管理management3.2.7最高管理者top management3.2.8质量管理quality management3.2.9质量策划quality planning3.2.10质量控制quality control3.2.11质量保证quality assurance3.2.12质量改进quality improvement3.2.13持续改进continual improvement3.2.14有效性effectiveness3.2.15效率efficiency3.3.1组织organization3.3.2组织结构organizational structure3.3.3基础设施infrastructure3.3.4工作环境'77ork environment 3.3.5顾客customer3.3.6供方supplier3.3.7相关方interested party3.4.1过程process3.4.2产品product3.4.3项目project3.4.4设计和开发design and development 3.4.5程序procedure3.5.1特性characteristic3.5.2质量特性quality characteristic 3.5.3可信性dependability3.5.4可追溯性traceability3.6.1合格（符合）conformity3.6.2不合格（不符合）nonconformity 3.6.3缺陷defect3.6.4预防措施preventive action3.6.5纠正措施corrective action3.6.6纠正correction3.6.7返工rework3.6.8降级regrade3.6.9返修repair3.6.10报废scrap3.6.11让步concession3.6.12偏离许可deviation permit3.6.13放行release3.7.1信息information3.7.2文件document3.7.3规范specification3.7.4质量手册quality manual3.7.5质量计划quality plan3.7.6记录record3.8.1客观证据objective evidence3.8.3试验test3.8.4验证verification3.8.5确认validation3.8.6鉴定过程qualification process3.8.7评审review3.9.1审核audit3.9.2审核方案audit programme3．9．3审核准则audit criteria3．9．4审核证据audit evidence3．9．5审核发现audit findings3．9．6审核结论audit conclusion3．9．7审核委托方audit client3．9．8受审核方auditee3．9．9审核员auditor3．9．10审核组audit team3．9．11技术专家technical expert3．9．12能力competence3.10.1测量控制体系measurement control system 3.10.2测量过程measurement process3.10.3计量确认metrological confirmation3.10.4测量设备measuring equipment3.10.5计量特性metrological characteristic 3.10.6计量职能metrological function Aaudit3.9.1审计audit client 3.9.7客户审计audit conclusion3.9.6审计结论audit criteria3.9.3审计标准audit evidence3.9.4审计证据audit findings3.9.5audit programme3.9.2审计大纲audit team3.9.10审计团队auditee3.9.8auditor3.9.9Ccapability3.1.5characteristic3.5.1concession3.6.11conformity3.6.1continual improvement3.2.13 correction3.6.6corrective action3.6.5customer 3.3.5customer satisfaction3.1.4 competence3.9.12Ddefect3.6.3dependability 3.5.3design and development3.4.4deviation permit3.6.12document 3.7.2Eeffectiveness 3.2.14efficiency3.2.15Ggrade3.1.3Iinformation3.7.1infrastructure3.3.3inspection3.8.2interested party3.3.7Mmanagement3.2.6management system3.2.2 measurement control system3.10.1 measurement process 3.10.2 measuring equipment 3.10.4 metrological characteristic3.10.5 metrological confirmation3.10.3 metrological function3.10.6Nnonconformity 3.6.2Oobjective evidence3.8.1客观证据organization3.3.1organizational structure3.3.2Ppreventive action3.6.4 procedure3.4.5process3.4.1product3.4.2project3.4.3Qqualification process3.8.6 quality3.1.1quality assurance3.2.11quality characteristic3.5.2 quality control3.2.10quality improvement 3.2.12 quality management3.2.8quality management system3.2.3 quality manual3.7.4quality objective3.2.5quality plan 3.7.5quality planning3.2.9质量计划quality policy3.2.4Rrecord3.7.6记录regrade3.6.8release3.6.13放行repair3.6.9requirement3.1.2review3.8.7rework3.6.7返工Sscrap3.6.10specification 3.7.3supplier 3.3.6供应商system3.2.1系统Ttechnical expert<audit>3.9.11技术出口test3.8.3测试top management3.2.7高层管理traceability3.5.4可塑性Vvalidation3.8.5verification3.8.4验证Wwork environment3.3.4工作环境质量管理体系基础和术语Quality management syst ems－－Fundamentals and vocabulary质量管理和质量保证标准第2部分:GB/T19001、GB /T19002和GB/T19003实施通用指南Quality mana gement and quality assurance standards－－Part 2:Generic guidelines for the application of GB /T19001、GB/T19002and GB/T19003质量管理和质量保证标准第3部分:GB/T19001在计算机软件开发、供应、安装和维护中的使用指南Qu ality management and quality assurance standard s－－Part3:Guidelines for the application of GB/T19001to the development,supply,installa tion and maintenance of computer software质量管理和质量保证标准第4部分:可信性大纲管理指南Quality management and quality assurance s tandards－－Part4:Guide to dependability prog ramme management质量管理体系要求Quality management systems－－Requirements质量管理体系业绩改进指南Quality management sy stems－－Guidelines for performance improvement s质量管理和质量体系要素第2部分:服务指南Quali ty management and quality system elements－－Pa rt2:Guidelines for services质量管理和质量体系要素第3部分:流程性材料指南Quality management and quality system elements －－Guidelines for processed materials质量管理和质量体系要素第4部分:质量改进指南Q uality management and quality system elements－－Guidelines for quality improvement质量管理质量计划指南Quality management－－Gui delines for quality plans质量管理项目管理质量指南Quality management－－Guidelines to quality in project management 质量管理技术状态管理指南Quality management－－Guidelines for configuration management质量体系审核指南审核Guidelines for auditing q uality systems－－Part1:Auditing质量体系审核指南质量体系审核员的评定准则Guide lines for auditing quality systems－－Part2:Q ualification criteria for quality systems audit ors质量体系审核指南审核工作管理Guidelines for au diting quality systems－－Part3:Management of audit programmes测量设备的质量保证要求第一部分:测量设备的计量确认体系Quality assurance requirements for mea suring equipment Part1:Metrological confirmat ion system for measuring equipment测量设备的质量保证第2部分:测量过程控制指南Q uality assurance for measuring equipment－－Par t2:Guidelines for control of measurement proc esses质量手册编制指南Guidelines for developing qual ity manuals质量经济性管理指南Guidelines for managing the economics of quality质量管理培训指南Quality management－－Guideli nes for trainingEnglish Chinesereceipt（入厂）接受，验收，进货handling搬运packaging包装storage保存protection保护comparison比较identification标识replacement of identification mark标识标志更换maintenance of identification标识的保持records of identification control标识控制记录tender标书normative document标准文件supplemental补充nonconforming product不合格品control of nonconforming product不合格品控制control procedure of nonconforming products不合格品控制程序tendency of nonconformance不合格倾向purchasing采购verification of purchased product采购的产品验证purchasing process采购过程purchasing control procedure采购控制程序purchasing information采购信息reference standard参照标准reference instructions参照细则stockhouse仓库measurement,analysis and improvement测量，分析和改进measurement result测量结果control procedure of monitoring and measuring d evices测量设备控制程序planning策划preservation of product产品保护control procedure for maintenance,replacement and records of product identification产品标识的保持,更换及记录控制程序procedure for product identification and tracea bility产品标识和可追溯性程序conformity of product产品的符合性monitoring and measurement of product产品的监督和测量product plan产品方案control procedure for product preservation产品防护控制程序method of product release产品放行方法conformity of product,product conformity产品符合性product realization产品实现planning of product realization产品实现策划product characteristics产品特性input to product requirements产品要求的输入product status产品状态final acceptance of product产品最后验收procedure程序program documents程序文件continual improvement持续改进procedure for continual improvement of quality management system持续改进质量体系程序adequacy充分性storage location存放地点agency personnel代理人员submission of tenders递交标书adjustment调整，调节statutory and regulatory requirements法律法规要求rework,vt返工repair,vt返修subcontractor分承包方annex附录improvement改进improvement actions改进措施on-the-job training岗位技能培训responsibility of individual department and pos t各部门,各岗位职责change identification更改标记change order number更改单编号process sheets工艺单process specification工艺规程procedure(process card)工艺规程(工艺卡) process characteristics工艺特性Job Description Format工种描述单work environment工作环境impartiality公正性functional requirements功能要求supplier供方supplier evaluation procedure供方评价程序supplier provided special processes供方提供的特殊过程verification at supplier's premises供方现场验证supply chain供应链criteria for supplier selection,evaluation and re-evaluation供应商选择、评估和再评估准则communication沟通customer顾客customer property顾客财产control procedure for customer property顾客财产控制程序customer feedback顾客反馈Customer Service Contact Form顾客服务联系表customer communications顾客沟通customer satisfaction顾客满意statistical analysis of customer satisfaction 顾客满意度统计分析customer complaint顾客投诉identification of customer requirements顾客要求的识别management review管理评审records from management review管理评审记录management review control procedure管理评审控制程序management representative管理者代表management responsibility管理职责specified limits of acceptability规定的可接受界限specified use规定的用途process过程complexity of processes过程的复杂性monitoring and measurement of processes过程的监视和测量operation of process过程的运行status of processes过程的状态process approach过程方法process controls过程控制process control documents过程控制文件process performance过程业绩appropriateness合适性changes to contractor合同的更改contract review control procedure合同评审控制程序internet sales互联网销售environmental conditions环境条件monogram pragram requirements会标纲要要求type of activities活动类型infrastructure基础建设infrastructure基础设施fundamentals and vocabulary基础与词汇control of records记录控制technical specificaion技术规范process trace sheet加工跟踪单monitoring and measurement监视和测量monitoring and measuring device监视和测量装置control of monitoring and measuring devices监视和测量装置控制check method检查方法frequency of checks检查频次calibration status检定状态inspection and test control procedure检验和试验控制程序identification procedure for inspection and tes t status检验和试验状态标识程序inspection witness point检验见证点inspection hold point检验停止点buildings建筑物delivery交付post-delivery activities交付后的活动delivery activities交付活动interface接口acceptance of contract or orders接受合同或定单type of medium介质类型experience经验correction action纠正措施Corrective action response time纠正措施答复时间，纠正措施响应时间management procedure for corrective actions纠正措施管理程序corrective action response times纠正措施响应时间development activity开发活动traceability mark可追溯性标志objectivity客观性Customer Service Log客户服务记录簿control feature控制特性，控制细节control features控制细则periodic assessment of stock库存定期评估justification理由routine例程，惯例，常规质量职能分配表论证范围internal communication内部沟通internal audit内部审核internal audit procedure内部审核程序internally controlled standard内控标准internal audit内审results of internal and external audits内外部审核结果competence能力training培训training needs培训需要evaluate评价records of the results of the review评审结果的记录review output评审输出review input评审输入Purchase Requisition请购单authority权限validation确认concession让步human resources人力资源job training of personnel人员岗位培训qualification of personnel人员资格equipment control procedure设备控制程序device type设备类型order of design changes设计更改通知单design and development control procedure设计和开发控制程序design and development设计开发design and development planning设计开发策划control of design and development changes设计开发更改控制design and development review设计开发评审design and development validation设计开发确认design and development outputs设计开发输出design and development inputs设计开发输入design and development verification设计开发验证design validation设计确认design documentation设计文件编制design acceptance criteria设计验收准则design verification设计验证audit program审核大纲conduct of audits审核行为audit criteria审核准则production process control生产过程控制production process control procedure生产过程控制程序production and service provision生产和服务提供control of production and service provision生产和服务提供的控制validation of processes for production and serv ice provision生产和服务提供过程的确认production order生产令identification and traceability识别和可追溯性identification and traceability maintenance and replacement识别和可追溯性维护与替换invalidate使失效market survey市场调研suitability适宜性scope适用范围controlled condition受控状态terms and definitions术语与定义analysis of data数据分析sequence顺序transfer of ownership所有权转移system document体系文件statistical technique统计方法outsource(vt)a process外包过程external source外部来源documents of external origin外来文件outsource,vt外协unique identification唯一的标识maintenance维护Document Change Control文件更改控制Request For Document Change(RDC)文件更改需求单control of documents文件控制documentation requirements文件要求enquiry问询，询价field nonconformity analysis现场不符合分析relevance相关性interaction相互作用detail design详细设计，详图设计，零件设计，施工设计sales department销售部sales contract销售合同checklist校验表，一览表，检查一览表calibration校准submission of action plans行动计划的递交documented procedures形成文件的程序documented statement形成文件的声明performance requirements性能要求licensee responsibilities许可证持有者责任acceptance criteria验收准则verification arrangement验证安排verification results验证结果customer focus以客户为关注点，以客户为焦点awareness意识introduction引言，概述，介绍normative references引用标准application应用visit to user用户访问review of requirements related to the product 有关产品的要求评审competent有能力的effectiveness有效性determination of requirements related to the pr oduct与产品有关的要求的确定customer-related processes与顾客有关的过程preventive action预防措施management procedure for preventive actions预防措施管理程序planned results预期的结果intended use预期的用途procedure for competence,knowledge and trainin g of personnel员工能力,知识和培训程序personnel training procedure员工培训程序supporting services支持性服务functions职能部门responsibility职责assignment of responsibility职责分工workmanship制造工艺manufacturing acceptance criteria制造验收准则quality policy质量方针quality programs质量纲领quality management system质量管理体系quality management system planning质量管理体系策划performance of the quality management system质量管理体系业绩quality plan质量计划quality records质量记录quality objectives质量目标quality audit质量审核quality manual质量手册quality problem handling form质量问题处理单quality requirements质量要求allocation table of quality responsibilities质量职能分配表availability of resources资源的可获得性resource management资源管理allocation of resources资源配置provision of resources资源提供general requirements总要求，一般要求constituent part组成部件organization组织continual improvement of the organization组织的持续改进size of organization组织的规模Organizational Diagram组织机构图final acceptance最终验收work instructions作业指导书。
中英对照项目管理规范
中英对照项目管理规范Project Management Guidelines in Chinese and English项目管理是一项重要的工作，旨在确保项目能够按时、按质、按成本完成。
为了更好地促进国际间的交流与合作，中英双语对照的项目管理规范在跨国项目中具有重要意义。
本文将探讨中英对照的项目管理规范，包括项目组织、沟通、风险管理等方面的内容。
一、项目组织项目经理是项目的核心，承担着统筹协调、管理资源、决策等职责。
在中文项目管理规范中，项目经理被称为"项目组长"，在英文中则被称为"Project Manager"。
除此之外，项目团队成员、项目指导委员会等角色在中英两种规范中的名称也存在差异。
二、项目计划与控制项目计划与控制是项目管理的基石，用以确保项目顺利进行。
在中文项目管理规范中，项目计划和执行被称为"计划"和"实施"；而在英文项目管理规范中，这两个概念分别称为"Planning"和"Execution"。
此外，项目控制包括进度控制、成本控制和质量控制，在中英两种规范中的表达方式也会有所不同。
三、项目沟通有效的沟通对于项目的成功至关重要。
中英两种项目管理规范在沟通方式和内容上存在差异。
例如，在中文规范中，会强调项目组成员之间的密切沟通，注重团队合作；而英文规范则可能更加注重与客户和利益相关者的沟通。
四、风险管理项目风险是项目中的不确定性因素，需要进行及时识别、评估和控制。
在中文项目管理规范中，风险管理被称为"风险控制"，这涉及到制定风险管理计划、风险识别和分析等方面的工作。
而在英文规范中，风险管理则被称为"Risk Management"，同样包括风险计划、风险识别和分析等内容。
五、项目变更管理项目在实施过程中，变更是不可避免的。
《管理英语教程》翻译
第一部分基础第一单元管理与管理者Ⅰ管理的定义管理是指这样一种过程：通过与他人协作，有效地做好正确的事。
这里的“过程”指管理者履行的基础管理职能。
效率指正确地完成任务，同时也指投入与产出之间的关系。
例如，在给定投入的情况下，更高的产出就意味着效率得到了提高。
由于可供管理者们投入的都是稀缺资源，他们就必须考虑如何高效率地利用这些资源。
因此，管理者们要考虑的问题是如何将所投入的资源成本最小化。
尽管效率很重要，但仅仅顾及到效率还不够。
管理者还必须考虑效果的问题。
效果是指作正确的事。
在一个组织中，效果即指达成组织目标。
虽然效率与效果是两个不同的术语，但它们却相互联系。
例如，如果忽略效率则更容易做到有效果。
举例来说，一些政府部门常常受到批评的原因是他们的工作效果良好，但效率极其低下。
换言之，这些政府部门达成了工作目标，但为此所投入的成本过高。
那么一个组织是否会只有效率而无效果可言呢？例如，高效率地完成错误的任务。
因此，称职的管理者会同时考虑达成目标与尽可能高地提高效率。
Ⅱ管理的基本职能管理有四大基本职能：计划、组织、领导和控制。
我们常常将每个过程看成是独立的任务，但管理者必须能够同时执行这四大职能，并且认识到这四大职能会相互影响。
计划包括确定组织目标，规划整体战略，进一步制定可以整合与协调各种活动的具体计划。
制定目标可以使事情重点突出，并且使组织成员的注意力集中在最重要的问题上。
组织包括决定要完成的任务，由谁来做，任务如何分组，下级向谁报告以及在组织的哪个层级做出决策。
领导包括激励雇员，指导员工活动，组建最有效的沟通渠道，化解雇员之间的矛盾。
管理职能的第四项是控制。
在确定目标，制订计划，理清工作安排之后，仍然会有一些事情出现差错。
为了保证所有的行动都能按照计划进行，管理者必须监督组织的绩效表现。
必须要把组织的实际表现与所做出的计划相对比，如果两者之间出现明显的背离，管理者就有责任将组织活动纠正到正确的轨道上来。
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5Responsibilities................பைடு நூலகம்......................................5
5、职责权限...............................................................5
本手册中阐述的说明及过程适用于中国南车时代新材料科技股份有限公司及其下属子公司：博戈橡塑（BRP）。
2.2Purpose
2,2 目的
This manual describes the integrated management system of the BOGE Rubber & Plastics.
-Chapter 7.2: “Group related Addendum on Environmental Protection” deleted
与前一版本相比，修改项点如下：
2.2 增加标准
2.3 删除“保留”，增加能源责任
2.4 新增
3 组织机构图
4.1 增加文件/图表标题，修改通用注释
4.3 通用注释修改
6General Definitions.....................................................6
6、总体定义.............................................................6
Additional valid Instructions and Addenda....................9
BOGE Rubber & Plastics
博戈橡塑 管理手册
Management Manual
版本：2.0
出版序号：2015-07
1Content, Modifications, Approval
1目录、修改说明、审批
1.1Content
The Management Manual is comprised of the following chapters:
-Chapter 5.6:department code changed
-Chapter 5.8 environmental and energy policyand targetsadded
-Chapter 6.3: Energy added
-Chapter 7.1:Title of the documents, local documentation in N5
4.4通用注释修改
5.4 更改部门代号，增加分场所质量职能
5.5 增加环境及能源管理职责
5.6 更改部门代号
5.8 增加环境及能源管理政策及目标
6.3 增加能源管理
7.1 文件名称以及分场所记录更改
7.2 删除“环境保护相关的附录：
1.3Approval
1.3审批
This version of the Management Manual is valid as ofJuly1st, 2015.
本管理手册版本自2015年1月1日起发布实施
2General
2总则
2.1Applicability
2.1适用范围
The instructions and processes described in this manual are applicable toCSR New Material Technologies GmbH and its subsidiaries, following called out asBOGE Rubber & Plastics(BRP).
-Chapter 2.2: norm added
-Chapter 2.3: “Retention” deleted / Energy responsibility added
-Chapter 2.4: added
-Chapter 3: organization charts in N5
-Chapter 4.1: Title of the documents / pyramid / note to GP changed
1.1目录
管理手册由以下各部分组成章节
Chapter
章节
2General............................................................3
2、总则..............................................................3
3Organization.............................................................4
3、组织机构...............................................................4
4Management system...........................................4
-Chapter 4.3: note to GP changed
-Chapter 4.4: note to GPs changed
-Chapter 5.4: department code changed, Q responsibility of the location added
-Chapter 5.5: Environmental and energy responsibility added
附加说明及附录...............................................................9
1.2 Purpose
1.2修订说明
The following modifications have been made to the previous edition:
The objectives of the system are:
-to ensure that all our products and services meet the requirements of our customers,