管理学—员工激励(英文)
管理学中英文单词对照
第一章管理总论Manager 管理者First-line managers 基层管理者Middle managers 中层管理者Top managers 高层管理者Management 管理Efficiency 效率Effectiveness 效果Planning 计划Organizing 组织Leading 领导Controlling 控制Management process 管理过程Management roles 管理角色Interpersonal roles 人际关系角色Informational roles 信息传递角色Decisional roles 决策制定角色Technical skills 技术技能Human skills 人事技能Conceptual skills 概念技能System 系统Closed systems 封闭系统Open systems 开放系统Environment 环境Special environment 具体环境General environment 一般环境Contingency perspective 权变观Organization 组织Universality of management 管理的普遍性Nonmanagerial employees / Operatives 操作者第二章管理的历史Division of labor 劳动分工Industrial revolution 产业革命Scientific management 科学管理Therbligs 基本动作元素General administrative theorists 一般行政管理理论家Principles of management 管理原则Bureaucracy 官僚行政组织、层级组织Quantitative approach 定量方法Organizational behavior (OB) 组织行为Hawthorne Studies 霍桑研究Workforce diversity 员工多样化Entrepreneurship 企业家e—business （electronic business）电子商务e—commerce (electronic commerce) 电子贸易、电子商务Intranet 内部互联网Total quality management （TQM) 全面质量管理Learning organization 学习型组织Knowledge management 知识管理Workplace spirituality 团队精神第三章计划Decision 决策Decision-making process 决策过程Problem 问题Decision criteria 决策标准Implementation 实施Rational decision making 理性决策Bounded rationality 有限理性Satisficing 满意Escalation of commitment 承诺升级Intuitive decision making 直觉决策Well—structured problems 结构良好问题Programmed decision 程序化决策Procedure 程序Rule 规则Policy 政策Poorly structured problems 结构不良问题Nonprogrammed decisions 非程序化决策Certainty 确定性Risk 风险性Uncertainty 不确定性Directive style 指导性风格Analytic style 分析性风格Conceptual style 概念性风格Behavioral style 行为性风格Planning 计划Goals 目标Plans 计划Strategic plans 战略计划Operational plans 作业计划Long—term plans 长期计划Short-term plans 短期计划Specific plans 具体性计划Directional plans 指导性计划Single-use plan 单一目标计划Standing plans 标准计划Traditional goal setting 传统目标设定Means-ends chain 手段－结果链Management by objectives (MBO）目标管理Mission 使命Commitment concept 承诺概念Formal planning department 正式计划部门Strategic management 战略管理Strategic management process 战略管理过程Opportunities 机会Threats 威胁Core competencies 核心能力Strengths 优势Weaknesses 劣势SWOT analysis SWOT分析Corporate—level strategy 公司层战略Stability strategy 稳定战略Growth strategy 增长战略Related diversification 相关领域多元化经营Unrelated diversification 不相关领域多元化经营Retrenchment strategy 收缩战略BCG matrix BCG矩阵波士顿咨询集团矩阵Business-level strategy 事业层战略Strategic business units 战略经营单位Competitive advantage 竞争优势Cost leadership strategy 成本领先战略Differentiation strategy 差异化战略Focus strategy 集中化战略Functional-level strategy 职能层战略Environmental Scanning 环境扫描Competitor intelligence 竞争者情报、竞争者信息Forecasts 预测Quantitative forecasting 定量预测Qualitative forecasting 定性预测Forecasting Techniques 预测技术Benchmarking 基准化、标杆Resources 资源Budget 预算Revenue Budgets 收入预算Expense Budgets 费用预算Profit Budgets 利润预算Cash Budgets 现金预算Scheduling 进度计划、规划Gantt Charts 甘特图Load Charts 负荷图PERT network 计划评审技术网络Events 事件Activities 活动Slack time 松弛时间Critical path 关键线路Breakeven analysis 盈亏平衡分析Linear programming 线性规划Project 项目Project Management 项目管理Scenario 设想方案第四章组织Organizing 组织Organizational structure 组织结构Organizational design 组织设计Work specialization 劳动分工Departmentalization 部门化Functional departmentalization 职能部门化Product departmentalization 产品部门化Geographical departmentalization 地区部门化Process departmentalization 过程部门化Customer departmentalization 顾客部门化Cross-functional teams 跨职能团队Chain of command 指挥链Authority 职权Responsibility 职责Unity of command 统一指挥Span of control 管理幅度Centralization 集权化Decentralization 分权化Formalization 正规化Mechanistic organization 机械式组织Organic organization 有机式组织Unit production 单件生产Mass production 大量生产Process production 连续生产Simple structure 简单结构Functional structure 职能型结构Divisional structure 分部型结构Team-based structure 团队结构Matrix structure 矩阵结构Project structure 项目结构Autonomous internal units 内部自治单位Boundaryless organization 无边界组织Learning organization 学习型组织High—performance work practice 高绩效的工作实践Human resource management process 人力资源管理过程Labor union 工会Human resource planning 人力资源规划Job analysis 职务分析Job description 职务说明书Job specification 职务规范Recruitment 招聘Decruitment 解聘Selection process 甄选过程Validity 效度Reliability 信度Work sampling 工作抽样Assessment centers 测评中心Orientation 定向、导向Performance management system 绩效管理系统Written essay 书面描述法Critical incidents 关键事件法Graphic rating scales 评分表法Behaviorally anchored rating scales （BARS）行为定位评分法Multiperson comparisons 多人比较法Group order ranking 分组排序法Individual ranking 个体排序法Paired comparison 配对比较法360 degree feedback 360度反馈skill—based pay 按技能付酬Career 职业生涯、职业Organizational change 组织变革Change agents 变革推动者Organizational development （OD）组织发展Stress 压力Creativity 创造Innovation 创新第五章领导Behavior 行为Organizational behavior 组织行为学Attitudes 态度Cognitive component 认知成分Affective component 情感成分Behavioral component 行为成分Job satisfaction 工作满意度Job involvement 工作投入Organizational commitment 组织承诺Organizational citizenship behavior (OCB) 组织公民行为Cognitive dissonance 认知失调Attitude surveys 态度调查Personality 人性Big—five model 重要的五大模型Emotional intelligence （EI）情感智商Locus of control 控制点Machiavellianism 马基雅维里主义Self—esteem 自尊Self—monitoring 自我监控Perception 知觉Attribution theory 归因理论Fundamental attribution error 基本归因错误Self—serving bias 自我服务偏见Selectivity 有选择地接受、选择性Assumed similarity 假设相似性Stereotyping 刻板印象Learning 学习Operant conditioning 操作性条件反射Social learning theory 社会学习理论Shaping behavior 行为塑造Motivation 动机Need 需要Hierarchy of needs theory 需要层次理论Physiological needs 生理需要Safety needs 安全需要Social needs 社会需要Esteem needs 尊重需要Self-actualization needs 自我实现需要Theory X X理论Theory Y Y理论Motivation-hygiene theory 激励－保健理论Hygiene factors 保健因素Motivators 激励因素Three-needs theory 三种需要理论Need for achievement （nAch）成就需要Need for power (nPow）权力需要Need for affiliation (nAff）归属需要Goal-setting theory 目标设定理论Reinforcement theory 强化理论Reinforcers 强化物Job design 职务设计Job scope 职务范围Job enlargement 职务扩大化Job enrichment 工作丰富化Job depth 职务深度Job characteristic model (JCM）职务特征模型Skill variety 技能多样性Task identity 任务同一性Task significance 任务重要性Autonomy 自主性Feedback 反馈Equity theory 公平理论Referents 参照对象Expectancy theory 期望理论Compressed workweek 压缩工作周Flexible work hours 弹性工作制Job sharing 职务分担Contingent workers 应急工Telecommuting 电子通信，远程办公Pay-for performance programs 基于绩效的薪酬管理Open-book management 公开帐簿管理Leader 领导者Leadership 领导Behavioral theories 行为理论Autocratic style 权威式Democratic style 民主式Laissez-faire style 放任式Initiating structure 定规维度Consideration 关怀维度High—high leader 高－高型领导者Managerial grid 管理方格论Fiedler contingency model 菲德勒权变模型Least—preferred co-worker (LPC） questionnaire 最难共事者问卷Leader-member relations 领导者－成员关系，上下级关系Task structure 任务结构Position power 职位权力Situational leadership theory (SLT) 情景领导理论Readiness 准备状态Maturity 成熟度Leader participation model 领导者参与模型Path-goal theory 路径－目标理论Transactional leaders 事务型领导者Transformational leaders 变革型领导者Charismatic leader 超凡魅力的领导者Visionary leadership 愿景领导者Legitimate power 法定权Coercive power 强制权Reward power 奖赏权Expert power 专长权Referent power 模范权Credibility 可信度Trust 诚信、信任Empowerment 授权Communication 沟通Interpersonal communication 人际沟通Organizational communication 组织沟通Message 信息Encoding 编码Channel 通道、渠道Decoding 解码Communication process 沟通过程Noise 噪音Nonverbal communication 非言语沟通Body language 体态语言Verbal intonation 语调Filtering 过滤Selective perception 选择性知觉Information overload 信息超载Jargon 行话Active listening 积极倾听Formal communication 正式沟通Informal communication 非正式沟通Downward communication 下行沟通、向下交流Upward communication 上行沟通、向上交流Lateral communication 平行沟通、横向交流Diagonal communication 斜行沟通、越级交流Communication networks 沟通网络Grapevine 小道信息、谣言E—mail 电子邮件Instant messaging （IM) 即时信息Voice mail 声音邮件Fax 传真Electronic data interchange （EDI）电子数据交换Teleconferencing 电信会议Videoconferencing 视频会议Intranet 内部互联网Extranet 外部互联网第六章控制Control 控制Market control 市场控制Bureaucratic control 官僚组织控制、层级控制Control process 控制过程Management by walking around (MBWA) 走动式管理Range of variation 偏差范围Immediate corrective action 立即纠正行动Basic corrective action 彻底纠正行动Feedforward control 前馈控制Concurrent control 同期控制、现场控制Feedback control 反馈控制。
管理学词汇中英文对照
管理学词汇中英文对照Accountability 责任感Achievement-oriented leadership 成就取向型领导Activity ratio 活动比率Adaptive organization (horizontal corporation) 自适应组织Administrative management 行政管理Affiliation needs 归属的需要Aggregate planning 综合计划Alternative courses of action 可供选择的行动Artifacts 人工环境Assessment center 评价中心Assets 资产Attitudes 态度Authority 职权Autonomy 自治Balance sheet 资产负债表BCG matrix 波士顿咨询集团矩阵Behavior modification 行为修正Behavioral approach 行为法Behavioral decision model 行为决策模型Boundary-spanning roles 跨界角色Bounded rationality 有限理性Brainstorming 头脑风暴法Breakeven analysis 头脑风暴法Budgets 预算Bureaucratic control 官僚控制Bureaucratic management 官僚管理Business ethics 商业道德Business portfolio matrix 商业资产组合矩阵Business strategy 商业策略Cash cows 金钱牛Chain of command 指挥链Changing 变革Charismatic authority 魅力权威模式Classical perspective 古典管理理论Closed system 封闭系统Code of ethics 伦理规范Coercive power 强制力Cohesiveness 凝聚力Communication 沟通Communication network 沟通网Compensation 报酬Competitive advantage 竞争优势Computer-aided software engineering (CASE) 计算机辅助设计Conceptual skill 概念能力Concurrent control 并行控制Constraints 强制，约束Contingency approaches 随即制宜法Contingency perspective 权变观Contingency planning 随即计划Continuous schedule of reinforcement 连续性奖励Continuous-flow production system 连续生产系统controlling 控制职能Controls 控制Corporate social responsibility 公司社会责任Corporate strategy 公司战略Cost leadership strategy 成本领先战略Current assets 流动资产Current liabilities 流动负债Customer divisional structure 消费者多样化结构Data 数据Debt ratios 负债比率Decision making 决策Decision support system (DSS) 决策制定系统Decision tree 决策树(体系)Decision varialbes 决策变量decisional roles 决策角色Decoding 解码Delegation 授权Delphi technique 魔鬼提倡法Devil's advocacy 唱反调的人Dialectical inquiry 辩证探求法Differention strategy 差异化战略Directive leadership 指示领导Diversity 多样化Divisional structure 部门是结构Dogs 瘦狗Downward communication 下行沟通Dynamic network 动态网络Economic feasibility 经济可行性Effectiveness 效果Efficiency 效率Electronic data interchange (EDI) EDI电子数据交换Electronic funds transfer (EFT) 电子资金转换Electronic mail (e-mail) 电子邮件Employee assistance programs (EAPs) 员工辅助项目顾问Employee-centered work redesign 员工工作再设计Employment test 就业测试Empowering employees 职工授权Encoding 编码End users 终极用户Entropy 衰退趋势Escalation of commitment 递增效忠Esteem needs 尊重的需要Ethical behavior 道德表现Ethical dilemma 伦理困境Ethics 伦理Expectancy 期望Expected monetary value (EMV) 预期货币价值Expected value 预期价值Expert power 专家权力Expert system 专家系统External communication 外部环境External customer 外部顾客External forces 外部力量Extinction 废止Feedback 反馈Feedback 反馈Feedback 反馈Feedback (corrective) control 反馈校正控制Feedback controls 反馈控制Feedforward (preventive) control 前馈预防控制Feedforward controls 前馈控制Fixed assets 固定资产Fixed-interval schedule 定时给奖Fixed-position layout 定位式布置Fixed-ratio schedule 定比给奖Focus strategy 集中战略Force-field analysis 立场分析Formal groups 正式群体Functional manager 职能管理者Functional strategy 职能管理者Functional structure 职能式战略GE matrix 职能式结构General environment 一般环境General manager 总经理Generic strategies 一般性策略Geographic divisional structure 全球多样化战略Global strategy 全球化战略Goal setting 目标结构Goals 目标Grand strategy 主战略Grapevine 藤状网络式沟通Group 群体Groupthink 群体思想Groupware 群件Halo-and-horn effect 月晕效应Hawthorne effect 关注作用Human resource information systems (HRISs) 人力资源信息系统Human resource management 人力资源管理Human resource planning 人力资源计划Human rights approach 人权方法Human skills 人工技巧Hybrid layout 混合式布置Hygiene factors 保健因素hyperchange 极度改变Income statement 损益表Informal groups 非正式群体Information 信息Information overload 信息过量Information power 信息权力Information technology 信息技术Informational roles 信息角色Inputs 投入Instrumental values 工具价值Instrumentality 媒介;工具;手段Intangible costs 无形成本Integrating mechanisms 结合机制Interdependence 互相依赖Internal customer 内部顾客Internal forces 内力Internal network 内部网络Interpersonal roles 人际交往能力Intuition 直觉Jargon 行话Job analysis 工作分析;工种分析Job depth 工作深度Job description 工作说明Job description 工作说明Job design 工作设计Job enlargement 工作扩大化Job enrichment 工作丰富化Job rotation 岗位轮换Job satisfaction 工作满意Job scope 工作丰富化Job specifications 工作规范;操作规程Job-shop production system 职务专业化Justice approach 公正合理观Just-in-time (JIT) inventory management 及时存货系统Labor-management relations 劳工管理关系Language systems and metaphors 语言习惯Lateral communication 横向沟通Law of effect 效应法则Law of requisite variety 必要多样性定律Leadership 领导Leadership substitutes 领导替代leading 领导Least preferred coworker (LPC)scale 最不喜欢的同事Legitimate power 法定权利Liabilities 负债Line personnel 线形人事管理Liquidity ratios 流动率Local-area network (LAN) 局域网Locus of control 控制点Locus of decision making 局域网Long-term liabilities 长期债务Machiavellian personality 马基雅弗利人格理论Management 管理Management by exception 例外管理Management by objectives (MBO) 目标管理责任制Management information system (MIS) 信息管理系统Managers 经理Master production schedule 主生产排程Matket growth rate 市场增长率Matrix structure 矩阵结构Mechanistic systems 机械式组织Medium 载体Messages 消息Motivation 激励Motivator factors 激励因素Multidomestic strategy 多元化策略Myths 虚构的故事Need for achievement 成就需要Negative reinforcement 消极强化Network structure 网络结构Noise 噪声Nominal group technique (NGT) 名义群体技术Nonprogrammed decision 非程序化决策Nonverbal communicationa 非语言沟通Norms 标准;规范;典范;限额Objectives 目标Objectives function 目标函数Open system 开放系统Operational feasibility 造作可行性Operational plan 作业计划Operational planing 作业计划职能Opportunity 机遇Oral communication 口头交流Organic (clan) control 有机控制Organic system 有机系统organization 组织安排Organizational change 组织变革Organizational control 组织控制Organizational culture 组织文化Organizational design 住址决策Organizational development (OD) 组织发展Organizational feasibility 组织可行性Organizational mission 组织使命Organizational structure 组织结构Organizing 组织Orientation 定位Outputs 产出Owner's equity 所有者权益Partial schedule of reinforcement 间断性奖励Participative leadership 参与型领导Participative management 参与管理Path-goal model 途径-目标模型Payoff table 决定(因素)表;结算表;成果表Payoffs 发工资Performance appraisal 绩效考评Personality 性格PERT(program Evaluation and review technique) 计划审评技术Physiological needs 生理的需要Plan 计划planning 计划,部署Policies 政策Pooled interdependence 共有相互依存Positive reinforcement 正强化Power 权利Problem 问题Procedures 程序Process consultation 过程咨询Process layout 工艺式布置Product divisional structure 生产部门式结构Product layout 产品式布置Productivity 生产力Profitability ratios 收益比率Programmed decision 程序化决策Programs 规划Project production system 工程生产系统Projects 项目Protected class 受保护一类Punishment 惩罚Quality assurance 质量保证Quality circle QC小组Quality control 质量管理;质量控制Quality management 质量管理Question marks 问号Rational-economic decision model 理性经济决策模型Rational-legal authority 法理权威模式Reciprocal interdependence 交互性的互赖性Recruitment 招聘Reengineering 工程再造Referent power 指示权力Refreezing 再冻结阶段Relationship orientation 关系导向Relationship-orientation roles 关系导向角色Relative market share 相关市场份额Repetitive, assembly-line, or mass-production system 重复性、流水线、大量生产系统Responsibility 职责Restraining forces 阻力Reward power 奖励权力Rites 仪式Robotics 机器人技术Roles 任务，角色Rules 规则Satisficing 满意性Scalar principle 等级原则Schedules of reinforcement 强化时间表Scientific management 科学管理Security needs 安全的需要Selection 选拔Selective perception 选择性理解Self-actualization needs 自我实现需要Self-esteem 自尊Self-management teams 自我管理小组Self-management teams 自我管理小组Self-monitoring 自我控制Self-oriented roles 自我取向角色Sequential interdependence 顺序式互赖Sexual harassment 性骚扰Single-use plans 一次性计划Skill vareity 多种技能SLT model 情境领导模型Social context 社会关联性Span of control 控制幅度，管理幅度Special-purpose team 特殊目标小组Stable environment 环境稳定Stable network 稳固网络Staff personnel 员工人事管理Staffing 人员雇佣；职工配备Stakeholders 利益相关者Standing plans 长设计划Stars 明星States of nature 自然状态Stereotyping 典型化Stories 事迹Strategic analysis 战略分析Strategic control 战略控制Strategic decision-making matrix 战略决策矩阵Strategic goals 战略目标Strategic plan 战略计划Strategic plan 战略计划Strategic planning 战略计划职能Strategic planning 战略计划职能Strategy formulation 战略制定Strategy Implementation 战略实施Supportive leadership 支持型领导Survey feedback 调查反馈Synergy 共同作用Systems analysis 系统分析Systems development life cycle (SDLC) 发展周期系统Tangible costs 可收回成本Task environment 任务环境Task identity 任务说明Task orientation 任务导向型Task significance 任务重要性Task-oriented roles 任务导向型角色Team building 团队建设Technical feasibility 技术可行性Technical skills 技术技能Telecommuting 远程办公Terminal values 终极价值Theory X (管理)X理论Theory Y (管理)Y理论Theory Z (管理)Z理论Total quality management (TQM) TQM全面质量管理Total quality management (TQM) TQM全面质量管理Traditional authority 传统权威模式Training 培训Trait approach 特征途径Transactional leadership 执行性领导Transformation process 变革过程Turbulent environments 动荡环境Type A orientation A型意向者Type B orientation B型意向者Unfreezing 解冻Unity of command 统一指挥Upward communication 上行沟通Utility approach 功利主义观Valence 效价Validity 效度Values 价值Variable-ratio schedule 变动比率增时制Variance reporting 视频会议Videoconferencing 视频会议Vigilance 警戒Whistleblower 揭发Wide-area network (WAN) 局域网Written communication 笔头交流。
《管理学》专业词汇中英文对照ABC
第二部分专业词汇中英文对照AAbsenteeism 缺勤，旷工Acceptance of authority权威的认可Accommodation 顺应（对待冲突的策略）Achievement-oriented leader 成就导向型领导者Acid test ratios 速动比率Acquisition 并购，收购Active listening 积极倾听Activities 活动Adjective rating scales描述性评分表Affective component of an attitude 态度的情感成分Affirmative action programs 确认行动计划，积极行动方案Age Discrimination in Employment Act 反就业年龄歧视法案Agreeableness 随和Agriculture wave 农业化阶段，农业时代Americans with Disabilities Act 美国人对待残疾法案Analytic decision-making style 分析型决策制定风格Answering questions 回答问题Anthropology 人类学Assaults 袭击，攻击Assertiveness 专断，肯定，强制取向（划分解决冲突风格的维度）Assumed similarity 假定相似性Attentional processes 注意过程Attitudes 态度Attribution theory 归因理论Authority 职权，权威Autocratic style of leadership 专制式领导，独裁式领导Autonomy 自主，自主权Availability heuristic 只利用现有信息决策的取巧途径，以易代难倾向Avoidance 回避，规避BBaby boomers 婴儿潮Bargaining strategies 争价策略，谈判策略Barriers to communication沟通障碍Basic corrective action彻底纠错行动Behavioral component of an attitude 态度的行为成分Behavioral science theorists 行为科学理论家Behavioral style of decision making 行为型决策制定风格Behavioral theories of leadership 行为领导理论Behaviorally anchored rating scales (BARS) 行为定位评分法Behavior-related symptoms行为表征Benchmarking 标杆瞄准，基准化Big five model 五因素模型，大五模型Board representatives 员工代表Body language 身体语言“Boiled frog phenomenon”“煮青蛙现象”Borderless organizations无边界组织（内部）Boundaryless organization无界组织Bounded rationality 有限理性Brainstorming 头脑风暴法Break-even analysis 盈亏平衡分析Broad-banding 基于员工能力付酬的一种方式Bureaucracy 官僚行政组织Bureaucratic control 行政控制Business evaluation method 企业评估方法C“Calm waters” metaphor“风平浪静”观Career 职业生涯Centralization 集权，集中Certainty 确定性Chain of command 指挥链Change agent 变革推动者Change 变革，改革，变化Changing economy 变化的经济Channel 渠道，媒介Charismatic leadership theory 魅力型领导理论Civil Rights Act 民权法案Clan control 文化控制Classical approach 经典观念，经典学派Closed system 封闭系统Coach 教练Code of ethics 道德规范Coercive power 强制权力，强制权Cognitive component of an attitude 态度的认知成分Cognitive dissonance 认知失调Collaboration 合作（对待冲突的策略）Combination strategy 组合战略Communication differences沟通差异Communication process 沟通过程Communications 沟通Compensation 薪酬Compensation administration薪酬管理Competence 技能，专长，能力，胜任特征Competency-based compensation 基于能力的报酬Competitive advantage 竞争优势Competitive intelligence竞争情报Competitive strategy 竞争战略Conceptual skills 概念技能，抽象能力Conceptual style of decision making 概念型决策制定风格Concurrent control 并行控制，同期控制Conflict management 冲突管理Conflict managers 冲突管理者Conflict 冲突Conscientiousness 正直，尽责Consideration 关心，关怀Consistency 一贯性Consultants 顾问，咨询者Contingency approach 权变观念，权变学派Contingency theories of leadership 权变领导理论Contingency variable 权变变量Contingent workforce 应急工，临时工Continuous improvement 持续改进，不断改进Contract workers 合同工Control 控制Controlling 控制职能Cooperativeness 合作取向（划分解决冲突风格的维度）Core competency 核心能力，核心专长Core employees 核心员工Cost-leadership strategy成本领先战略Creative-thinking skills创造思维能力Creativity 创造力Critical incidents 关键事件法Critical path scheduling analysis 关键路径计划分析法Critical path 关键路径Crossword comprehension填字游戏，纵横字谜理解Current ratio 流动比率Customer departmentalization 按顾客划分部门Customer service 顾客服务Customer-responsive culture 顾客响应文化DData Protection Act 数据保护法案Debt to assets ratio 资产负债率Decentralization 分权，分散Decision criteria 决策准则Decision implementation 决策实施Decision making 决策制定Decision-making process决策制定过程Decision-making styles 决策风格Decision trees 决策树Decisional entrepreneur决策方面的创业家角色Decoding 解码Delegation 授权Democratic style of leadership 民主式领导Democratic-consultative leader 民主咨询式领导者Democratic-participativeleader 民主参与式领导者Departmentalization 划分部门，部门化Design 设计Deterrence-based trust 基于威慑的信任Devil’s advocate吹毛求疵者Differentiation strategy差异化战略Direct supervision 直接监督Directional plans 指导性计划Directive leader 指示型领导者Directive style of decision-making 指示型决策制定风格Discipline 纪律Disseminator 传播者Distinctiveness 独特性Distributive bargaining分配型讨价还价，零和分配争价Disturbance handler 故障排除者Division of labor 劳动分工Downsizing 缩小规模Dysfunctional conflict 功能失调的冲突，不利的冲突Ee-business 电子企业，虚拟企业e-commerce 电子商务Economic order quantity (EOQ) 经济定货批量Economics 经济学Effectiveness 效果Efficiency 效率Elderly 年长者，老年人Electronic meeting 电子会议E-mail 电子邮件E-manufacturing 电子制造Emotional intelligence (EI) 情商Emotional stability 情绪稳定Emotions 情绪Employee assessment 员工评价Employee assistance programs (EAPs) 员工帮助计划Employee benefits 员工福利Employee counseling 员工咨询Employee oriented 员工导向的Employee theft 员工偷窃Employee training 员工培训Employment planning 招聘计划，雇佣计划Empowerment skills 赋权技巧Empowerment 赋权Encoding 编码English-only rules 仅使用英语进行交流Entrepreneurs 企业家，创业家Entrepreneurship 创业Environmental scanning 环境扫描e-organization 虚拟组织Equal Pay Act 平等工资法案Equity theory 公平理论Escalation of commitment过度承诺Esteem needs 尊重需要Ethics 道德Events 事件Expectancy theory 期望理论Expert power 专家权力，专长权Expert systems 专家系统Expertise 专业知识，专门技术Extinction 消除Extranets 企业外网，广域网Extroversion 外向FFair labor standards Act公平劳动标准法案Family and Medical Leave Act家庭和医疗假期法案Federal Electronic Communications Privacy Act 联邦电子通讯隐私法案Feedback 反馈Feedback control 反馈控制Feedforward control 前馈控制Fiedler contingency leadership model 菲德勒权变领导模型Figurehead 挂名首脑Filtering （信息）过滤First-line managers 基层管理者，一线管理者Fixed-point reordering system 定点定货系统Flexibility 灵活性Flextime 弹性工作时间Focus strategy 集中化战略Forcing 强制（对待冲突的策略）Formal planning 正式计划Free-market democracies自由市场经济Functional conflict 有利的冲突Fundamental attribution error 基本归因错误Future orientation 未来导向GGantt Chart 甘特图Gender differences 性别差异General administrativetheorists 一般行政管理理论家Geographic departmentalization 按地区划分部门Global Leadership and Organizational Behavioral Effectiveness (GLOBE) 全球领导与组织行为效果Global village 地球村Globalization 全球化Goal-setting theory 目标设定理论Gossip 流言Grand strategies 总体战略Grapevine 小道消息Great Depression 大萧条Group 群体，小组Group behavior 群体行为Group cohesiveness 群体内聚力，群体凝聚力Group decision making 群体决策Group-order ranking 分组排序法Groupthink 趋同思维Growth strategy 增长战略HHalo effect 晕轮效应Harvesting 收回（投资）Heuristics 取巧途径，倾向Hierarchy of needs theory 需要（求）层次理论Homicide 行凶，杀人Honest 诚实Hostile environment 敌对的环境Human relations view of conflict 冲突的人际观Human resource inventory report 人力资源储备报告Human resource management(HRM)人力资源管理Humane orientation 人本导向Hygiene factors 保健因素IIdentification-based trust 基于认同的信任Ill-structured problems非结构化问题Immediate corrective action 立即纠错行动Immigration Reform and Control Act 移民改革和控制法案Individual ranking 个人排序法Individualism vs. collectivism 个人主义与集体主义Industrial engineering 工业工程Industrial Revolution 产业革命，工业革命Industrialization wave 工业化阶段，工业时代Informal planning 非正式计划Information handling 信息处理Information overload 信息超载Information technologists信息技术专家Information technology (IT) 信息技术Information wave 信息化阶段，信息时代Informational monitor 信息方面的监控者角色In-group collectivism 圈内集体主义，圈内合作Initiating structure 定规结构Innovation 创新Integrative bargaining整合型讨价还价，共赢争价Integrity 正直Intellectual property 智力资源Interactionist view of conflict 冲突的互动观Intergroup development 团际发展，组际发展Internet 因特网Interpersonal demands 人际需求Interpersonal skills 人际技能Interview 面试，访谈Intranets 企业内网，局域网Intrapreneurs 内企业家，内部创业者Intrinsic task motivation内在工作动机Inventory turnover ratios库存周转率ISO 9000 series ISO 9000 系列JJargon 技术用语，行话Job analysis 职务分析，工作分析Job characteristics model (JCM)职务特征模型，工作特征模型Job description 职务描述，工作描述Job enrichment 职务丰富化，工作丰富化Job involvement 工作投入Job satisfaction 工作满意度Job sharing 职务分担，工作分担（分享）Job specification 职务说明，工作说明Just-in-time (JIT) inventory systems 准时制库存系统KKaizen 改善Kanban 看板Karoshi 劳累过度而猝死Knowledge-based trust 基于了解的信任Knowledge management 知识管理Knowledge workers 知识工人LLabor relations 劳工关系Labor supply 劳动力供应Laissez-faire style of leadership 放任式领导Language 语言Layoffs 裁员Layoff-survivor sickness裁员幸存者心态（综合症）Leader-participation model 领导者参与模型Leaders 领导者Leadership 领导Leading 领导职能Learning 学习Learning organization s学习型组织Least-preferred co-worker (LPC) questionnaire 最难共事者问卷Legitimate power 法定权力，法定权Leverage ratios 财务杠杆比率Leverage test 杠杆能力测试Liaison 联络者Line authority 直线职权Linear programming 线性规划Liquidity 流动Liquidity test 流动性测试Load chart 负荷图Locus of control 控制中心，控制点Long-term plans 长期计划Long-term vs. short-term orientation 长期（短期）倾向Loyalty 忠心，忠诚MMachiavellianism (“Mach”)马基雅维里主义Management 管理Management by objectives (MBO) 目标管理Management by walking around (MBWA) 走动管理Management charter initiative (MCI) 管理宪章运动（英国研究管理能力的组织）Management competencies 管理能力Management processes 管理过程，管理职能Management science 管理科学Management workshop 管理研讨与实践Managerial grid 管理方格Managerial roles 管理者角色Managers 管理者，经理Mandatory Retirement Act 强制退休法案Manufacturing organization 生产企业，制造企业Market control 市场控制Mass production 大量生产Matrix structure 矩阵制组织结构Measurement 度量，衡量Mechanistic organization机械式组织Merger 兼并Message 消息，信息Middle managers 中层管理者Minimum-wage employees 最低工资员工Mission statement 使命陈述Motivation 动机，激励Motivation-hygiene theory激励保健理论，双因素理论Motivators 激励因素Motor reproduction process 机械再现过程，动力复制过程Multinational corporations (MNCs) 多国公司Myers-Briggs Type Indicator (MBTI) 迈耶—布里格斯类型指标NNational culture 民族文化National Labor Relations Act 全国劳工关系法案Need 需要Need for achievement 成就需要Need for affiliation 归属需要Need for power 权力需要Negative reinforcement 负强化Negotiation 谈判Negotiator 谈判者Networked communication capabilities 网络沟通能力Networked computer systems计算机网络系统Neural network 神经网络Neutralizers 中和New Deal 新政Nominal group technique名义群体（决策）技术Nonprogrammed decisions非程序化决策Nonverbal cues 非语言暗示Norms 规范Not-for-profit organizations 非赢利性组织OOn-the-job training 在职培训Open systems 开放系统Opening comments 开场白Openness 开放Operant conditioning 操作性条件反射，操作制约Operating ratios 经营比率Operations management 作业管理Operations research (OR)运筹学Operations Research Society of America 美国运筹学会Operations test 运营能力测试Operatives 操作者，作业人员Opportunities (Strategic)机会（战略的）Oral reports 口头报告Organic organization 有机式组织Organization culture 组织文化Organization design 组织设计Organization development (OD) 组织发展Organization structure 组织结构Organizational behavior (OB) 组织行为Organizational change 组织变革Organizational citizenship 组织公民Organizational commitment组织承诺Organizational leadership组织领导Organizational processes组织过程Organizational strategy组织战略Organizations 组织Organizing 组织职能Orientation 导向，定向Outsourcing 业务外包PPaired comparison approach 两两比较法，配对比较法Parochialism 狭隘观念Part-time employees 兼职员工Path-goal theory 目标路径理论Pay-for-performance programs按业绩付酬，业绩工资制Payoff matrices 工资矩阵Perception 知觉Performance appraisal methods 绩效评估方法Performance-based compensation 基于业绩的薪酬Performance management 绩效管理Performance management system 绩效管理系统Performance orientation绩效导向Performance-simulation tests 绩效模拟测试Personal differences 个体差异Personal growth and development 个人成长与发展Personal observation 亲自观察Personality 个性PERT network analysis 计划评审技术网络分析方法Philosophy 哲学Physiological needs 生理需要Planning 计划职能Policy 政策Political science 政治科学Political skills 政治技能Polygraph Protection Act测谎器（使用）保护法案Positive reinforcement 正强化Power 权力Power distance 权力差距Pregnancy Discrimination Act（反）孕期歧视法案Presentations 演讲Principles of management管理原则Privacy Act 隐私权法案Proactive personality 主动个性Problem 问题Procedure 程序Process 过程，流程Process approach 过程观念，过程学派Process consultation 过程咨询Process departmentalization 按流程划分部门Process production 流程生产Product departmentalization 按产品划分部门Production oriented 面向生产的，生产导向Productivity 生产率Profit margin on revenues ratio 边际销售利润率Profit organizations 盈利性组织Profitability 盈利性，收益性Profitability ratios 收益性比率Programmed decisions 程序化决策Project 项目Project management 项目管理Protégé新手，学生Psychological symptoms 心理表征Psychology 心理学Punishment 惩罚Pygmalion effect 皮格马利翁效应QQuality 质量Quality control 质量控制Quality management 质量管理Quantitative approach to management 管理定量方法Quantity of life vs. quality of life 生活的数量（质量），追求物质（质量）的生活观念Queuing theory 排队论RRailroad Unemployment Insurance Act 铁路工人失业保险法案Range of variation （允许）差异范围，偏差范围Ratio analysis 比率分析Rational 理性的，合理的Rational decision making理性决策Realistic job preview (RJP) 真实的工作预览，面试时向求职者提供真实的信息Recruitment 招聘Referent 参量，参照对象Referent power 感召权力，感召权Reinforcement processes强化过程Reliability 信度，可靠性Representative heuristic只依据自己熟悉的事物判断与决策的取巧途径，以偏盖全倾向Resistance to change 变革抵制力量，变革障碍Resource allocator 资源分配者Responsibility 职责，责任Resume preparation 简历准备Retention processes 保持过程Retrenchment strategy 收缩战略Return on investment ratio 投资收益率Reverse mentoring 反向指导Reward power 奖赏权力，奖赏权Rewards 奖励，奖赏Rightsizing 规模调整Ringisei 全票通过，一致同意Risk 风险Risk taking 风险承担Role 角色Role ambiguity 角色模糊Role conflicts 角色冲突Role demands 角色要求Role overload 角色超载，任务超负荷Rule 准则，规则Rumors 谣传，流言SSafety needs 安全需要Sarbanes-Oxley Act 萨班斯－奥克斯利法案Satisfice 满意决策Scheduling tools 计划工具Scientific management 科学管理Selection process 选择过程，甄选过程Selective perception 选择性知觉Selectivity 选择性Self-actualization needs自我实现需要Self-Assessment Library自我测试库Self-esteem (SE) 自尊Self-fulfilling prophecy自证预言Self-monitoring 自我监控Self-serving bias 自我服务偏见，自利偏见Senior Citizen’s Freedom to Work Act 年长公民自由工作法案Service organization 服务型组织Sexual harassment 性骚扰Short-term plans 短期计划Simple structure 简单式组织结构Single-use plans 一次性计划，单项计划Situational approach 情境（权变）观念，情境（权变）学派Situational leadership (SL) theory 情境领导理论Six sigma 六σ（一种管理理念）Skill variety 技能多样性Slack time 松弛时间，富余时间Small business 小企业Social learning theory 社会学习理论Social loafing 滥竽充数现象Social needs 社会需要Social obligation 社会义务Social responsibility 社会责任Social responsiveness 社会响应Social security 社会安全Sociology 社会学Span of control 管理幅度，控制跨度Specific plans 具体计划Spokesperson 发言人Stability strategy 稳定战略Staff authority 参谋职权Stakeholders 利害相关者，利益相关者Standard 标准Standing plans 常用性计划，标准计划Statistical reports 统计报告Status 地位Stem cell research 干细胞研究Stereotyping 墨守陈规，因循守旧Stock options 股票期权Strategic alliances 战略联盟Strategic human resource management process 战略人力资源管理过程Strategic management process 战略管理过程Strategic planning 战略规划Strategic plans 战略计划Strategic problem solving战略性的问题解决Strengths (Strategic) 优势（战略的）Stress 压力Stress interview 压力面试Stressor 压力因素，压力源Structural differentiation 结构差异Subcontractors 转包商Supervisors 监督者Supply chain management供应链管理Supportive leader 支持型领导者Survey feedback 调查反馈SWOT analysis SWOT分析Systems approach 系统观念，系统学派TTactical plans 战术计划Task identity 任务同一性Task significance 任务重要性Team leaders 团队领导者Team leadership 团队领导Team-based structure 基于团队的组织结构Team-building 团队建设Technical skills 技术技能Technology 技术Telecommuting 远程办公，电子通勤Teleconferencing 电子会议，电信会议Temporary employees 临时员工Theory X X 理论Theory Y Y 理论Therbligs 基本动作Threats 威胁360-degree appraisal 360?评估Three-needs theory 三种需要理论Time interest earned ratio 已获利息倍数Tomorrow’s workforce 未来的劳动力Top managers 高层管理者Total assets turnover ratio总资产周转率Traditional view of conflict 冲突的传统点Trait theories of leadership 特质领导理论Transactional leaders 事务型领导者Transformation process 变革过程，转换过程Transformational leaders变革型领导者Transnational corporations (TNCs) 跨国公司Troubleshooters 麻烦解决者Trust 信任Turnover 流动，周转Type A personality A型个性Type B personality B型个性UUncertainty 不确定性Uncertainty avoidance 不确定性规避Unit coordinators 单位（部门）协调者Unit production 小批量生产Unity of command 统一指挥Unsatisfactory performance 令人不满意的业绩. labor shortage 美国劳动力短缺VValidity 效度Valuation techniques 评价方法Value 价值Value chain 价值链Value chain management 价值链管理Verbal intonation 语调Videoconferencing 视频会议，电视会议Visionary leadership 富于远见的领导Vocational Rehabilitation Act职业恢复法案WWeaknesses 劣势Wellness programs 福利计划Well-structured problems结构化问题“White-water rapids” metaphor “急流险滩”观“Whiz Kids”“神童”Wireless communications无限通讯Women 妇女Work councils 员工委员会，工会Work process engineering工作流工程Work specialization 工作专业化，劳动分工Worker Adjustment and Retraining Notification Act 工人调整与再培训告知法案Workforce diversity 劳动力多样化，员工多样化Workplace violence 工作场所暴力Written essay 书面总结Written reports 书面报告Written tests 书面测试，笔试。
管理学10章(激励)
三、奥尔德弗（Alderfer）的 ERG理论
（一）“ERG”理论的主要观点：
人们共存在三种核心的需要，即生存需 要Existence、相互联系需要 Relationship、发展需要Growth。
u
生存需要，与我们基本的物质生存需
要有关。生理、安全
u
相互联系需要，指我们对于保持重要
的人际关系的要求。社交、受人尊重中的
3、可以通过培训激发员工的成就需要。
【思考题】对于下列人来说，成就激励理论 是否实用？经营自己的企业、管理大公司 中的一个独立部门、处理销售业务。
五、佛鲁姆（Vroom）的期望理论
（一）基本内容
1、人是理性的人，对于生活与事业的发 展，他们有既定的信仰和基本的预测； 一个人决定采取何种行为，与这种行 为能够带来什么、结果对他来说是否 重要有关。
关系I
关系II 关系III
个
取
组
个人
人
得
织
需要
努
绩
奖
满足
力
效
励
程度
（三）有益的启示
1、管理者不要泛泛地抓一般的激励措施，而 应当抓多数组织成员认为效价最大的激励 措施。
2、设置某一激励目标时应尽可能加大其效价 的综合值，如果每月的奖金多少不仅意味 着当月收入的状况，而且与年终分配、工 资调级和获得先进工作者称号挂钩，则将 大大增大效价的综合值。
2、过程型（解释人们的行为是如何形成，又 是如何发展的过程，以及行为与员工的满 意程度、工作业绩之间的关系，以便提供 相应的条件来引导员工的行为）。
二、赫茨伯格（Herzberg）的双 因素理论
（一）主要观点：
1、表示满意程度的四种状态：满意的对 立面是没有满意，不满意的对立面则 是没有不满意；
管理学术语英文对照解释
Management Glindex(Stephen P. Robbins & Mary Coulter)(Eighth Edition)（英汉对照）管理学原理双语组编写2007年3月Chapter 1 Management and Organizations1、Manager：管理者Someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals .管理者是这样的人，他通过协调其他人的活动达到与别人一起或者通过别人实现组织目标的目的。
2、First-line managers :基层管理者Managers at the lowest level of the organization who manage the work of nonmanagerial e mployees who are involved With the production or the organization’s products是管理着非管理人员所从事的生产和提供组织产品的工作，是最低层的管理者3、Middle managers :中层管理者Mangers between the first-line level and the top level of the organization who manage the work of first-line managers处于基层和高层之间，管理着基层管理者。
4、Top manager :高层管理者Managers at or near the top level of the organization who are responsible for making organization-wide decisions and establishing the goals and plans that affect the entire organization.处于或接近组织顶层，承担着制定广泛的组织决策,为整个组织制定计划和目标的责任。
管理学专业术语(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。
管理学原理领导力与员工激励英文稿
Discuss the function of leadership and team building inemployees’encourageAbstractFacing with the changing environment and fierce challenges, the article explains that when encouraging employees how can leadership and team building play a role with an organic combination by taking two different roles played by leadership and team building in employees’encourage as the starting point, and the article also discusses the question that how can company makes employees work better with the encourage of leadership and team building。
Key words: Leadership Team building Encourage CoexistenceContents1 Introduction (1)2 The functions of Leadership and Team Building on motivating staffs (3)2。
1 The concept and importance of motivation (3)2。
2 The functions of leadership encourage (3)2.3 The functions of team building encourage (4)3 Discuss whether Leadership and Team building can coexist or not (4)4 Case study (6)5 Conclusion (6)References： (7)1 IntroductionWith the development of leaderships and the deep exploration of people on leadership practice，many scholars has already concluded series of leader method and leader styles from various points of view. For example, Daniel·Gorman summarized six kinds of leadership methods that existed widely all over the world by taking global 20 thousand professional managers database as the sample，namely forced leadership，authoritative leadership, union leadership，the democratic leadership, coach leadership and lead leadership. As the leader of the enterprise, it will be good for them establishing their own and unique methods of leadership and leadership styles if they can fully understand all the advantages and disadvantages of these different methods of leadership and leadership styles, then they can motivate employees' potential abilities, affecting the performance of the entireenterprise。
管理学—员工激励英文
Need of affiliation (nAff) – The desire for interpersonal relationships
© 2019 Prentice Hall, Inc. All rights reserved.
© 2019 Prentice Hall, Inc. All rights reserved.
16–3
L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.
LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter.
What Is Motivation?
• Define motivation. • Explain motivation as a need-satisfying process.
Early Theories of Motivation
• Describe Maslow’s hierarchy of needs and how it can be used to motivate.
• Discuss how Theory X and Theory Y managers approach motivation.
© 2019 Prentice Hall, Inc. All rights reserved.
考研管理学题库完整版
考研管理学题库完整版一、组织与组织行为1. 什么是组织（Organization）？组织是指通过人员、物质、技术和信息等资源相互协调、相互结合并以一定的目标为导向进行活动的社会关系系统。
在组织中，人员通过明确的角色和职责来实现协作，共同达成组织的目标。
2. 什么是组织行为学（Organizational Behavior，简称OB）？组织行为学是研究个体、团队和组织之间行为关系的学科。
它关注个体决策、团队协作、组织设计和文化等方面的现象，通过研究这些行为来分析组织绩效和员工满意度，进而提出相应的管理策略和方法。
3. 请解释组织的设计原则（Organizational Design Principles）。
组织的设计原则是指在组织的构建过程中需要遵循的一些基本原则，这些原则能够帮助管理者实现清晰的组织结构、明确的工作职责和高效的协作。
常见的组织设计原则包括分工原则、统一指挥原则、权责一致原则等。
4. 什么是组织文化（Organizational Culture）？组织文化是指组织内部的共同信念、价值观、行为规范和思维方式等方面的共同特征。
它可以通过形成共同的价值观和共享的标识符（如组织标志、理念等）来凝聚组织成员之间的认同感和归属感，进而影响组织内部的行为和绩效。
二、领导与管理1. 请解释领导（Leadership）和管理（Management）的区别。
领导和管理是两个不同但相互关联的概念。
领导强调影响力和激励他人实现共同目标，追求变革和创新；而管理则侧重于规划、组织、协调和控制各项资源，以实现组织的目标。
领导强调对人的关注，而管理更注重对事务的处理。
2. 请介绍几种具体的领导风格。
（1）强制性领导风格：强制性领导风格强调对下属的严格要求和指导，通过明确的指令和规定来管理团队。
（2）激励性领导风格：激励性领导风格注重激发下属内在的动力和积极性，通过正向激励和鼓励来推动团队发展。
（3）参与式领导风格：参与式领导风格强调与下属的合作和共同决策，通过团队的参与和共识来增强团队成员的归属感和动力。
格里芬管理学英文题库领导职能及其答案
格里芬管理学英文题库：领导职能第16章员工激励与绩效的管理1、Individual job performance is determined by motivation and environment.1)TRUE2)FALSE2、The motivation process begins with1)Efforts to fulfill needs.2)A need deficiency.3)Evaluation of need satisfaction.4)Performance.5)None of the above 3、Hygiene factors are related to the1)Work content.2)Work environment.3)Esteem needs.4)Growth needs.4、According to Maslow, when the needs at a particular level are met, these needs are no longer a motivator, and the next higher level of needs becomes operative.1)TRUE2)FALSE5、Self-actualization needs are the most difficult for a manager to address.1)TRUE2)FALSE6、The Japanese used to have lifetime employment with one company. But in the 90s the Japanese economy experienced serious setbacks and Japanese workers were forced to address _____ needs previously almost guaranteed.1)Physiological2)Belongingness3)Security4)Self-actualization7、According to Herzberg’s two-factor theory of motivation, which of the following is a motivator?1)Pay2)Working conditions3)Hygiene factors4)An opportunity to show what you can do5)A quality supervisor8、Ellen claims her job is so easy she goes to work to relax after a busy weekend. She says she’ll never retire. Using Herzberg’s theory of motivation1)Ellen needs to satisfy her actualization need.2)Existence is the need most important to Ellen.3)Hygiene factors are more important to Ellen than motivators.4)The need for affiliation motivates Ellen.5)Ellen has a high effort-to-performance expectancy level.9、Students who want their exams graded and returned as soon as possible probably have a high need for1)Power.2)Affiliation.3)Security.4)Achievement.10、People with a strong need for power prefer jobs that offer a chance to make friends.1)TRUE2)FALSE11、The extent to which an individual wants a particular outcome is1)Valence.2)Outcome.3)Expectancy.4)Performance.12、Which of the following factors would most likely cause an employee to havea low effort-to-performance expectancy?1)The company keeps its pay schedules secret.2)The employee perceives his or her ability as low. Management increases standards for receiving a bonus when workers start increasing productivity.3)It is a well-known fact that the organization pays below industry standards.4)The employee feels that the organization’s reward is not adequate.13、Treating everyone the same is fair according to equity theory.1)TRUE2)FALSE14、When A&P employees earn large bonuses based upon high rates of efficiency, this is an example of addressing __________ expectancy.1)Effort-to-valence2)Effort-to-performance3)Performance-to-outcome4)Performance-to-valence15、Nate perceives that no matter how much he studies he won’t do as well as Carol on the test. What makes it worse is Carol doesn’t even study. According to equity theory Nate will1)Study harder.2)Lower his goal.3)Tell Carol to study.4)Study with Carol.5)None of the above16、The least productive way to get employees to perform desired behaviors is to use1)Positive reinforcement.2)Avoidance.3)Punishment.4)Extinction.17、Raj sells office-management software to people in the medical profession. His sales manager has advised Raj that one of his goals this year should be to increase the time he spends on after-the-sale service. Raj sees after-the-sale service as a poor use of time that could be used to sell. In terms of the goal-setting theory, the likelihood that Raj will achieve his sales manager’s goal is low due to a lack of goal1)Consistency and uniformity.2)Congruity and consistency.3)Acceptance and commitment.4)Difficulty and acceptance.5)Conformity and flexibility.18、Positive reinforcement will strengthen behavior.1)TRUE2)FALSE19、Behavior modification is a technique of applying the concepts of the __________ model of motivation.1)Reinforcement2)Equity3)Goal-setting4)Porter-Lawler20、At the U. S. Military Academy cadets receive demerits if they show up to class late,don’t keep their rooms clean, and numerous other offenses. This is an example of1)Positive reinforcement.2)Punishment.3)Avoidance.4)Extinction.5)An extrinsic reward.21、A fixed-interval schedule provides the least incentive for good work.1)TRUE2)FALSE22、The two methods of reducing the frequency of behavior are punishment and avoidance.1)TRUE2)FALSE23、Oscar likes to pass along gossip about coworkers to his supervisor. However, his supervisor just ignores his comments and keeps talking about work-related issues. His supervisor is using _____ to weaken Oscar’s behavior.1)Punishment2)Extinction3)Avoidance4)Resentment5)Denial24、Robyn sells real estate for a large franchised organization. She likes the fact that she is allowed to set her own work goals, make decisions, and solve problems having to do with the houses that her customers are buying and selling. The real estate company for which Robyn works uses _____ to enhance employee motivation.1)Empowerment2)Autonomy3)Self-relevance4)Employees’ need for affiliation5)Employees’ need for self-actualization 25、Flexible work schedules, the 4/40 workweek, job sharing, and home-based work are all examples of what the text calls1)Work redesign plans.2)Goal-setting theory issues.3)Alternative work arrangements.4)Behavior modification plans.5)Organizational modifications.26、Employees work harder when earnings are1)Based upon seniority.2)Higher than average.3)Based upon performance.4)Equal for everyone in the organization.27、Incentive pay plans result in permanent increases to an employee’s base compensation at the end of the year.1)TRUE2)FALSE28、An organization that pays two workers doing the same job a different wage because one has the ability to perform more tasks than the other is using a gain-sharing pay system.1)TRUE2)FALSE29、Which of the following is a basic characteristic of an effective reward system?1)Rewards are distributed fairly.2)The reward system offers various ways to satisfy individual needs.3)The rewards satisfy employees’ basic needs.4)The rewards are comparable to those offered by other organizations in the immediate area.5)All of the above30、Employee Stock Ownership Plans (ESOPs) represent a group-level performance plan whereby employees are gradually given a stake in ownership of a corporation.1)TRUE2)FALSE第17章领导和影响的过程1、Leadership is1)A process.2)A property.3)Using influence to shape behavior without using force.4)A set of characteristics found in people who are leaders.5)All of the above.2、A person cannot be a manager without also being a leader.1)TRUE2)FALSE3、Which of the following is an example of an individual who is leading?1)A person identifying defects2)A person organizing staff functions3)A friend convincing you to try a new restaurant4)A person planning detailed evaluations5)All of the above4、All managers have legitimate power.1)TRUE5、Using power by the method of information distortion is sometimes considered unethical.1)TRUE2)FALSE6、Power derived from one’s position within the organizational hierarchy is referred to as__________ power.1)Referent2)Expert3)Legitimate4)Authority7、A boss ni cknamed the “Ax Man” by his employees would most likely use _____ power frequently.1)Expert2)Legitimate3)Referent4)Reward5)Coercive8、Actor Ronald Regan became a president. Wrestler Jessie Ventura became a governor. There is a political theory that because of the _____ powers these men have, their election to public office was virtually guaranteed.1)Referent2)Expert3)Legitimate4)Coercive5)Reward9、When an employee does what she is asked to do because she wants to earn a bonus, her behavior is in fluenced primarily by the leader’s use of _____ power.1)Reward2)Coercive3)Expert5)Legitimate10、The more a manager uses coercive power, the more1)Power he/she has.2)Authority he/she has.3)He/she is not leading.4)He/she is leading.11、Andrea, the deputy director of public relations, has been with the firm 27 years. Her primary power is1)Referent.2)Expert.3)Legitimate.4)Coercive.5)Reward.12、A person can have power without using it.1)TRUE2)FALSE13、The trait approach to leadership has identified a small set of personal characteristics that accurately predict leader success.1)TRUE2)FALSE14、Favorableness of situation is determined from the point of view of the1)Subordinates.2)Leader.3)Peers.4)Organization.15、Situational models assume there is one best style of leadership.1)TRUE2)FALSE16、When a leader’s style and the situation do not match, Fiedler argues that the manager should change his/her style.1)TRUE2)FALSE *correct answer17、A participative leader would be preferred by an employee with a high internal locus of control.1)TRUE2)FALSE18、Daniel has been appointed leader of a project task force. His legitimate power in this position is minimal. The task is unstructured since no guidelines exist for the project. Also, Daniel has had some personality clashes with some of the task force members, so leader-member relations are poor. According to Fiedler’s LPC theory, what type of leadership style is appropriate in this situation?1)Relationship-oriented2)Task-oriented3)Participative4)Transformational leadership5)None of the above19、Frank refers to Dan as his “go to guy.” When the project is critical Dan gets the job.This is an example of_____ approach to leadership.1)Path-goal2)Leader-member exchange3)Vroom-Yetton-Jago4)Substitutes for leadership5)Life cycle theory20、One of the problems with many family-owned businesses is that the father or mother who started the business uses a(n) _____ leader behavior. Sons and daughters who are brought into the business are still treated as children rather than as equals. The members of the newer generation are told what to do, how to do it, and when it should be done.1)Directive2)Supportive3)Participative4)Achievement-oriented5)Relationship-oriented21、An important situational variable in Vroom’s decision tree model is1)Number of subordinates.2)Time.3)Locus of control.4)Self-efficacy.22、Subordinates who are in the in-group tend to have better job performance.1)TRUE2)FALSE23、President Clinton was an example of a _____ leader who set high expectations for the country and energized others to achieve his expectations while maintaining a high level of sympathy and understanding with the American public, although his overall success is debatable.1)Charismatic2)Figurehead3)Symbolic4)Integrative5)Participative24、A formal, inflexible reward system may neutralize leader behavior.1)TRUE2)FALSE25、Self-confidence is an important characteristic of __________ leadership.1)Task2)Employee-centered3)Substitute4)Charismatic26、Charismatic leaders would make extensive use of their referent power.1)TRUE2)FALSE27、Which of the following forms of political behavior is most likely to involve giving something to someone in exchange for that person’s support?1)Persuasion2)Inducement3)Creation of an obligation4)Coercion5)Campaigning28、Direct and intentional efforts to enhance one’s image in the eyes of others is1)Impression management.2)Creation of an obligation.3)A leader-member exchange.4)Use of legitimate power.29、Managers can reduce political behavior by1)Using coercive power.2)Providing feedback to subordinates.3)Keeping tight control of subordinates.4)Keeping arguments behind closed doors.30、Political behavior occurs at all levels and in all directions within organizations.1)TRUE2)FALSE第18章人际关系与沟通的管理1、The difference between communication and effective communication is mutual understanding.1) TRUE2) FALSE2、Managers spend more than half of their time communicating.1) TRUE2) FALSE3、Good interpersonal relations within an organization are often a source of1) Conflict.2) Synergy.3) Entropy.4) Jealousy.4、Combining oral and written communication is often too confusing to be effective.1) TRUE2) FALSE5、When the message to an employee is personal, non-routine, and brief, the most appropriate form of communication is a formal letter.1) TRUE2) FALSE6、One disadvantage of oral communication is that it can lack accuracy.1) TRUE2) FALSE7、“Noise” during communication occurs1) All during the process.2) During transmission of the message.3) During encoding.4) During decoding.8、Non-managers use horizontal communication more often than managers.1) TRUE2) FALSE9、In your office, it is not necessary for all members of your staff to communicate directly with each other. In fact, the most effective communication takes place when each subordinate talks only with you because the work to be done is relatively simple. According to the research on communications networks, what type of network would be most effective in your office?1) Chain2) Y3) Circle4) All-channel5) Wheel10、The content of __________ communication is often suggestions and complaints.1) Downward2) Horizontal3) Upward4) Nonverbal11、A manager not physically in the office is likely to be cut out of the grapevine; which is good because the grapevine is gossip.1) TRUE2) FALSE12、Managers who rely heavily upon electronic communication give up valuable1) Informal communication.2) Time.3) Feedback.4) Encoding.13、You have a job interview in which you and the interviewer sit in two armchairs with nothing between you. The room is bright and tastefully decorated. These characteristics are all part of the form of nonverbal communication called image.1) TRUE2) FALSE14、When a line supervisor of the day shift coordinates with the line supervisor of the night shift they are engaging in _____ communication.1) Vertical2) Upward3) Downward4) Horizontal5) Transactional15、A work team composed of various functional managers would tend to encourage1) Horizontal communication.2) Professional jargon.3) Downward communication.4) Effective communication.5) A managerial grapevine.16、Which of the following is an example of downward communication?1) Employee suggestion box2) Expense account filed by a sales representative with her supervisor3) Standard operating procedure4) Letter to the editor in the company newsletter5) Absenteeism report from the clerk who keeps employee records17、Which of the following is likely to occur if electronic communication is used at the expense of face-to-face meetings and conversations?1) It will be harder to build a strong organization culture.2) It will be harder to develop solid working relationships.3) It will be harder to create a mutually supportive atmosphere of trust andcooperation.4) It will be easier for members of the organization to work from widelyseparated locations.5) All of the above18、A common individual barrier to communication is1) Semantics.2) Timing.3) Noise.4) Inconsistency.19、Recent research has shown that the information carried in the organizational grapevine is very inaccurate.1) TRUE2) FALSE20、Over 90 percent of the meaning of a message is transmitted through nonverbalcommunication.1) TRUE2) FALSE21、When a CEO meets with the board of directors, this is an example of management by wandering around.1) TRUE2) FALSE22、If a manager decided to respond to a grapevine by _____, it would most likely be a waste of his or her time.1) Determining who the key people in it are2) Trying to get information from it3) Testing employee reactions to various bits of untrue gossip4) Attempting to control the kind of information in it5) Attempting to eliminate it23、Grapevines are found only in very large organizations.1) TRUE2) FALSE24、Edward Lewis, CEO of Essence Communications, strolls around the organization and starts spontaneous conversations with employees and others involved with the company. He says it allows him to keep his finger on the pulse of the organization. Lewis engages in1) Management by objective.2) Formal grapevine management.3) Management by exception.4) Management by wandering around.5) Participative management.25、If you want to engage in successful negotiations, one of the important rules to follow is to have the negotiation meeting held in your offices rather than in the office of the party with whom you are negotiating. This is an example of the use of1) Nonverbal communication.2) Transactional communication.3) Oral communication.4) Status differences as a barrier to communication.5) Noise.26、Maurice asked Lyle if he had calculated the activity ratios for the last quarter. Lyle said that he had because he had calculated turnover ratios. The much broader definition of activity ratios that Maurice assigned to the term led to a communication problem caused by1) Jargon.2) Semantics.3) Synergetics.4) Overload.5) Dialog.27、Bill and Dave are working on a problem, but they are having trouble getting through to each other because one of them thinks the problem is a promotional problem and the other thinks it is a distribution problem. The barrier causing this ineffective communication is different perceptions.1) TRUE2) FALSE28、When Bill arrived at work he had 159 email messages. He quickly deleted most of them. But accidentally deleted an important one. His mistake was most likely due to1) Overload.2) Poor listening skills.3) Status or power differences.4) Semantics.5) Reluctance to communicate.29、Which of the following sender techniques for improving communication is probably most important?1) Maintaining credibility2) Being sensitive to the other person’s position3) Being aware of the meanings others may place on words4) Providing channels for feedback5) Practicing30、Ramon plays golf with his coworkers every Friday. Managers should _____ such informal interaction because _____.1) Encourage; it promotes strong culture and enhances understanding2) Discourage; it promotes gossip3) Encourage; golf relaxes people4) Discourage; it promotes the grapevine5) Discourage; some people are too competitive at golf and it will causefriction格里芬管理学英文题库答案领导职能第16章1 ~10：2，2，2，1，1；3，4，3，4，2；11~20：1，2，2，3，2；3，3，1，1，2；21~30：1，2，2，1，3；3，2，2，5，1。
管理学英文版-重点大集合(概念、图表)
第一章1.管理职能：计划、组织、领导、控制。
management functions: planning、organizing、leading、controlling.2.管理角色〔management roles〕、①人际关系角色：挂名首脑、领导者、联络者Interpersonal：figurehead、leader、liaison②信息传递角色：监听者、传播者、发言人Informational: monitor、disseminator、spokesperson③决策制定角色：企业家、混乱驾驭者、资源分配者、谈判者Decisional: entrepreneur、disturbance handler、resource allocator、negotiator3、管理技能〔management skills〕概念技能、沟通技能、效果技能、人际技能Conceptual、communication、effectiveness、interpersonal4、组织的特点①有明确的目的〔distinct purpose〕②有人员构成〔people〕③有精细的结构〔deliberate structure〕第二章1、管理理论〔management theories〕：科学管理〔scientific management〕一般行政管理理论〔general administrative theorists〕定量方法〔quantitative approach〕组织行为〔organizational behavior〕系统观〔systems approach〕权变理论〔contingency approach〕第三章1、管理万能论〔omnipotent view of management〕管理象征论〔symbolic view of management〕2、组织文化的七个维度〔dimensions〕关注细节，成果导向，员工导向，团队导向，进取性，稳定性，创新与风险承受力Attention to detail, outcome orientation, people organization, team organization， aggressiveness， stability，innovation and risk taking 3、文化传播给员工的途径：故事，仪式，有形信条，语言Stories，ritual，material symbols，language4、创新的文化的特点①．挑战与参与〔challenge〕②. 自由〔freedom〕③. 信任和开发〔trust and openness〕④. 计划时间〔idea time〕⑤. 幽默〔playfulness/humor〕⑥. 冲突解决〔conflict resolution〕⑦. 讨论〔debates〕⑧. 冒险〔risk taking〕第六章1、决策制定过程〔the decision-making process〕①.识别决策问题〔identification of a problem〕②.确定决策标准〔identification of decision criteria〕③.为决策标准分配权重〔allocation of weight to criteria〕④.开发备份方案〔development of alternatives〕⑤.分析备份方案〔analysis of alternatives〕⑥.选择备择方案〔selection of an alternatives〕⑦.实施备择方案〔implementation of the alternatives〕⑧.评估决策结果〔evaluating decision effectiveness〕2、决策制定的错误〔decision-making errors and biases〕：自负〔overconfidence〕后见〔hindsight〕自利型〔self-serving〕沉没成本〔sunk costs〕随机性〔randomness〕典型性〔representation〕有效性〔availability〕框架效应〔framing〕证实〔confirmation〕选择性认知〔selective perception〕锚定效应〔anchoring effect〕即时满足〔immediate gratification〕4、计划工作〔planning〕：①、定义组织目的〔defining the organization’s goals〕②、制定全局战略〔establishing an overall strategy〕③、开发一组广泛的相关计划〔developing plans〕5、计划的目的〔purposes of planning〕:①、它给出了管理者和非管理者努力的方向〔planning provides direction to managers and nonmanagers alike〕②、它通过迫使管理者具有前瞻性来降低不确定性〔planning reduce uncertainty by forcing managers to look ahead, anticipate change, consider the impact of change, and develop appropriate responses〕③、计划可以减少活动的重复和浪费〔planning minimizes waste and redundancy〕④、计划设定目标和标准，可以用于控制〔planning establishes the goals or standards used in controlling〕6、计划和绩效〔planning and performance〕①正式的计划工作通常带来较高的绩效、较高的资产回报率，以与其他积极的财富Formal planning is associated with positive financial results such as higher profits, higher return on assets, and so forth.②计划工作的质量以与实现计划的适当措施，通常要比计划工作本身对绩效的贡献更大Doing a good job of planning and implementing those plans play a bigger part in high performance than does the extent and amount of planning done.③正式计划并不必然的导致至高绩效，外部环境的影响通常是更关键的Formal planning didn’t lead to higher performance, the external environment often was the culprit.④计划与绩效的关系还受到计划时间结构的影响。
管理学第十二章 激励理论
麦克兰对成就需要和工作绩 效的关系进行了十分有说服 力的推断。 力的推断。
高成就需要者喜欢能独立负责、 高成就需要者喜欢能独立负责、 可以获得信息反馈和中度冒险的 工作环境。在这种环境下， 工作环境。在这种环境下，他们 可以被高度激励。不少证据表明， 可以被高度激励。不少证据表明， 高成就需要者在企业中颇有建树。 高成就需要者在企业中颇有建树。
赫兹伯格提出， 赫兹伯格提出，影响人们行为 的因素有两类：保健因素和 的因素有两类：保健因素和激励 因素。 因素。 保健因素是那些和人们的不满 保健因素是那些和人们的不满 情绪有关的因素。 情绪有关的因素。 激励因素和工作内容有关 和工作内容有关。 激励因素和工作内容有关。 这两类因素与员工对工作的满 意度之间的关系如下图： 意度之间的关系如下图：
（六）公平理论（亚当斯）
察觉到的比率比较
所得A 付出A 所得B 付出B Nhomakorabea员工的评价
不公平
说明： *参照对象 *不公平时的反应
付出指一个人对组织所作的贡 付出 指一个人对组织所作的贡 它包括努力、 时间、 才能、 献 ， 它包括努力 、 时间 、 才能 、 额外的投入和良好的品格等。 额外的投入和良好的品格等。 所得指在工作中所得到的 指在工作中所得到的， 所得 指在工作中所得到的 ， 包 括工资、 福利、 满意度、 安全感、 括工资 、 福利 、 满意度 、 安全感 、 工作分配、奖励或惩罚等。 工作分配、奖励或惩罚等。
迪娜十分惊讶。她的大多数员工不到30岁。而年 均收入为35000美元，这已超过本镇从事相似工作的员 工收入的20%。对于她自己来说，如果年收入已达 35000美元，再让她在钱和休闲时间之间进行选择的话， 她毫无疑问选择后者。 迪娜为此事召开了全公司会议听听大家意见。她 问大家“多少人赞成四天工作制？”6只手举了起来。 “多少人赞成5天工作制而额外获得4000美元的奖金”。 另外的6只手举了起来。
激励员工英文作文
激励员工英文作文英文：Motivating employees is an essential part of being a successful manager. As a manager, I have found that there are several ways to motivate employees. Firstly, I believe that recognizing and rewarding employees for their hard work and achievements is essential. This can be done through bonuses, promotions, or even just a simple thank you. Secondly, providing employees with opportunities for growth and development can also be motivating. This can include training programs, job rotations, or even just giving employees more responsibility. Finally, creating a positive work environment where employees feel valued and supported is crucial. This can be achieved by promoting open communication, encouraging teamwork, and providing a comfortable and safe workspace.One example of how I have motivated my employees is by implementing a recognition program. Each month, I choose anemployee who has gone above and beyond in their work and publicly recognize them in front of the team. This recognition includes a small gift and a personal thank you from me. This program has not only motivated the recognized employee but has also encouraged other employees to work harder and strive for recognition.Another example is providing employees with opportunities for growth and development. One of my employees expressed an interest in learning more about marketing, so I enrolled her in a marketing course and provided her with on-the-job training. This not only motivated her to work harder but also improved her skills and made her a more valuable employee.Overall, motivating employees is an ongoing processthat requires effort and dedication. By recognizing and rewarding hard work, providing opportunities for growth and development, and creating a positive work environment, managers can motivate their employees to achieve their full potential.中文：激励员工是成为成功经理的重要组成部分。
激励员工学习方案及奖励范文
激励员工学习方案及奖励范文(中英文实用版)Title: Employee Motivation Learning Program and Reward Example 激励员工学习方案及奖励范文In order to motivate our employees to continue their learning and development, we have developed a comprehensive learning program that includes various training courses, workshops, and seminars.为了激励员工持续学习和成长，我们制定了一套全面的学习计划，包括各种培训课程、研讨会和工作坊。
In addition, we have also established a reward system to recognize and appreciate the efforts and achievements of our employees in their learning journey.This reward system includes monthly performance evaluations, annual bonuses, and other incentives such as gift certificates, paid time off, or even career advancement opportunities.此外，我们还建立了一套奖励制度，用以认可和感激员工在学习过程中的努力和成就。
该制度包括月度绩效评估、年终奖金以及其他激励措施，如礼品券、带薪休假，甚至职业晋升机会。
We believe that by investing in our employees" learning and development, we are not only enhancing their skills and knowledge, but also building a stronger and more productive team as a whole.我们相信，通过投资员工的学习和发展，我们不仅提高了他们的技能和知识，也构建了一个更加强大和高效的整体团队。
管理学—员工激励(英文)
Contemporary Theories of Motivation
• Describe the three needs McClelland proposed as being present in work settings.
Early Theories of Motivation
• Describe Maslow’s hierarchy of needs and how it can be used to motivate.
• Discuss how Theory X and Theory Y managers approach motivation.
❖ Satisfied needБайду номын сангаас will no longer motivate. ❖ Motivating a person depends on knowing at what level that
person is on the hierarchy.
➢ Hierarchy of needs
16–6
Early Theories of Motivation
• Maslow’s Hierarchy of Needs Theory
➢ Needs were categorized as five levels of lower- to higher-order needs.
❖ Individuals must satisfy lower-order needs before they can satisfy higher order needs.
HR激励员工的英文作文
HR激励员工的英文作文Title: HR Strategies for Employee Motivation。
Employee motivation is a crucial aspect of organizational success. As businesses strive to enhance productivity and achieve their goals, human resource (HR) departments play a pivotal role in implementing effective strategies to motivate employees. In this essay, we will explore various methods and approaches that HR professionals can utilize to inspire and incentivize employees.First and foremost, recognition and rewards are powerful tools for motivating employees. HR can establish recognition programs that acknowledge employees for their outstanding performance, dedication, and contributions to the organization. This can take the form of Employee of the Month awards, peer recognition programs, or performance-based bonuses. By publicly acknowledging and rewarding employees for their hard work, HR can foster a culture ofappreciation and encourage others to strive for excellence.Furthermore, providing opportunities for career development and advancement can significantly boost employee motivation. HR can work closely with managers to identify employees' career goals and aspirations and provide them with the necessary resources and support to achieve them. This can include offering training programs, sponsoring certifications, or providing mentorship opportunities. When employees see a clear path for growth within the organization, they are more likely to remain engaged and motivated in their roles.In addition to career development, fostering a positive work environment is essential for employee motivation. HR can promote open communication, collaboration, and teamwork among employees. This can be achieved through team-building activities, regular feedback sessions, and creating channels for employees to voice their opinions and ideas. When employees feel valued and supported by their colleagues and supervisors, they are more likely to be motivated to perform at their best.Moreover, work-life balance is a critical factor in employee motivation and satisfaction. HR can implement policies and initiatives that promote flexibility and allow employees to manage their work and personalresponsibilities effectively. This can include offering flexible work hours, remote work options, and generous vacation and leave policies. By prioritizing employee well-being and accommodating their individual needs, HR can create a conducive work environment where employees feel motivated and fulfilled.Another effective strategy for motivating employees is fostering a sense of purpose and alignment with the organization's mission and values. HR can communicate the company's vision, goals, and values clearly andconsistently to all employees. This can be done through regular meetings, internal communications, and employee engagement activities. When employees understand how their work contributes to the overall success of the organization and aligns with its core values, they are more likely to feel motivated and committed to their roles.In conclusion, employee motivation is a complex but essential aspect of organizational success. HR professionals play a crucial role in designing and implementing strategies to inspire and incentivize employees. By leveraging recognition and rewards, providing opportunities for career development, fostering a positive work environment, promoting work-life balance, and aligning employees with the organization's mission and values, HR can create a motivated and engaged workforce that drives the organization towards its goals.。
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• Describe the cross-cultural challenges of motivation. • Discuss the challenges managers face in motivating
unique groups of workers. • Describe open-book management, employee recognition,
Early Theories of Motivation
• Describe Maslow’s hierarchy of needs and how it can be used to motivate.
• Discuss how Theory X and Theory Y managers approach motivation.
Need for power (nPow) – The need to influence the behavior of others
Need of affiliation (nAff) – The desire for interpersonal relationships
© 2007 Prentice Hall, Inc. All rights reserved.
© 2007 Prentice Hall, Inc. All rights reserved.
16–10
Exhibit 16–2 Herzberg’s Motivation-Hygiene Theory
© 2007 Prentice Hall, Inc. All rights reserved.
16–11
• McGregor’s Theory X and Theory Y
Theory X
Assumes that workers have little ambition, dislike work, avoid responsibility, and require close supervision.
• Maslow’s Hierarchy of Needs Theory
Needs were categorized as five levels of lower- to higher-order needs.
Individuals must satisfy lower-order needs before they can satisfy higher order needs.
Exhibit 16–3 Contrasting Views of Satisfaction-Dissatisfaction
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16–12
Contemporary Theories of Motivation
16–14
Exhibit 16–4 Examples of Pictures Used for Assessing Levels of nAch, nAff, and nPow
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16–15
Motivation and Goals
LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter.
What Is Motivation?
• Define motivation. • Explain motivation as a need-satisfying process.
16–2
L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.
Contemporary Theories of Motivation
• Describe the three needs McClelland proposed as being present in work settings.
Hygiene factors: extrinsic (environmental) factors that create job dissatisfaction.
Motivators: intrinsic (psychological) factors that create job satisfaction.
© 2007 Prentice Hall, Inc. All rights reserved.
16–7
Exhibit 16–1 Maslow’s Hierarchy of Needs
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16–8
Early Theories of Motivation (cont’d)
• Maslow’s Hierarchy of Needs • MacGregor’s Theories X and Y • Herzberg’s Two-Factor Theory
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16–6
Early Theories of Motivation
Attempted to explain why job satisfaction does not result in increased performance.
The opposite of satisfaction is not dissatisfaction, but rather no satisfaction.
STEPHEN P. ROBBINS
ninth edition
MARY COULTER
16 Chapter Motivating Employees
© 2007 Prentice Hall, Inc. All rights reserved.
PowerPoint Presentation by Charlie Cook The University of West Alabama
Is the process by which a person’s efforts are energized, directed, and sustained towards attaining a goal.
Energy: a measure of intensity or drive. Direction: toward organizational goals Persistence: exerting effort to achieve goals.
© 2007 Prentice Hall, Inc. All rights reserved.
16–3
L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.
© 2007 Prentice Hall, Inc. All rights reserved.
16–9
Early Theories of Motivation (cont’d)
• Herzberg’s Motivation-Hygiene Theory
Job satisfaction and job dissatisfaction are created by different factors.
• Describe Herzberg’s motivation-hygiene theory. • Explain Herzberg’s views of satisfaction and
dissatisfaction.
© 2007 Prentice Hall, Inc. All rights reserved.
Motivation works best when individual needs are compatible with organizational goals.
© 2007 Prentice Hall, Inc. All rights reserved.
16–5
Early Theories of Motivation
Theory Y
Assumes that workers can exercise self-direction, desire responsibility, and like to work.
Assumption:
Motivation is maximized by participative decision making, interesting jobs, and good group relations.
• Three-Needs Theory • Goal-Setting Theory • Reinforcement Theory • Designing Motivating Jobs • Equity Theory • Expectancy Theory
© 2007 Prentice Hall, Inc. All rights reserved.
• Discuss the motivation implications of equity theory.
• Contrast distributive justice and procedural justice.