管理学原理英译汉复习资料

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管理学原理题库(英文)

Chapter 1 – Introduction to Management and OrganizationsTrue/False QuestionsThe four contemporary functions of management are planning, organizing, leading, and controlling.True (easy)Effectiveness refers to the relationship between inputs and outputs.False (moderate)Efficiency is often referred to as "doing things right."True (moderate)When managers meet organizational goals, they are efficient and effective.False (difficult)According to Mintzberg’s management roles, the informational role involves receiving, collecting, and disseminating information.True (moderate)Technical skills become less important as a manager moves into higher levels of management.True (moderate)The systems perspective underscores and emphasizes the fact that organizations are different, face different circumstances, and thus may require different ways of managing.False (moderate)Multiple Choice_____________ are organizational members who integrate and coordinate the work of others.a. Managers (easy)b. Team leadersc. Subordinatesd. Operativese. AgentsTypically, in organizations it is the _____________ who are responsible for making organizational decisions and setting policies and strategies that affect all aspects of the organization.a. team leadersb. middle managersc. first-line managersd. top managers (easy)e. subordinates_____________ distinguishes a managerial position from a nonmanagerial one.a. Manipulating othersb. Concern for the lawc. Increasing efficiencyd. Coordinating and integrating others' work (moderate)e. Defining market shareWhich of the following is NOT an example of a decisional role according to Mintzberg?a.spokesperson (moderate)b.entrepreneurc.disturbance handlerd.resource allocatore.negotiatorWhich of the following skills are more important at lower levels of management since these managers are dealing directly with employees doing the organization’s work?a.human skillsb.technical skills (easy)c.conceptual skillsd.empirical skillsUnderstanding building codes would be considered a _____________ skill for a building contractor.a. humanb. technical (easy)c. conceptuald. empiricale. functionalWhich of the following phrases is best associated with managerial conceptual skills?a. decision-making (easy)b. communicating with customersc. motivating subordinatesd. product knowledgee. technical skillsAccording to the text, _____________ are not influenced by and do not interact with their environment.a.open systemsb.closed systems (easy)c.flextime systemsd.reverse systemse.forward systemsThe _____________ view of a manager's job implies that decisions and actions taken in one organizational area will impact other areas.a. systems (moderate)b. contingencyc. conceptuald. functionale. environmentalWhich of the following best describes the concept that management is needed in all types and sizes of organizations,at all organizational levels and in all organizational work areas, and in all organizations, no matter what country they’re located in?a.the partiality of managementb.the segmentation of managementc.the universality of management (moderate)d.the cultures of managementScenarios and QuestionsThe Busy Day (Scenario)Don Eskew, plant manager at Control Systems, Inc., sighed as he sipped his first cup of coffee at 5 a.m. and read his agenda for the day. He is giving two company tours in the morning; the first to a newspaper reporter who is writing a story on the new plant expansion and has several questions, and the second to a group of Control Systems, Inc., managers from the east coast. He then has a meeting with unit manager, Phil Johnson, to discuss Phil's recent drop in performance (a task he always hates). Next, he is spending a couple of hours reviewing the trade journals he receives from his high-tech association and writing up a brief synopsis for his presentation next week to the Division President. Finally, in late afternoon, he will be reviewing the new equipment malfunction and deciding whether to bring in extra people to get the equipment running as soon as possible. Whew! Just another day in the glamorous life of a manager. Together, all of these behaviors performed by Don during his busy day correspond to the management roles discovered in the late 1960s by which of the following management scientists?a. Herzbergb. Skinnerc. Mintzberg (easy)d. Fayole. MaslowWhen Don was meeting with Phil to discuss his performance concerns, he was operating in which management role?a. leader (difficult)b. figureheadc. monitord. disturbance handlere. spokesperson114. What role was Don performing when he gave the plant tour to the newspaper reporter?a. monitorb. figureheadc. disseminatord. spokesperson (difficult)e. resource allocator115. When Don was reviewing the new equipment malfunction, what management role was he playing when deciding whether to bring in extra people?a. monitorb. disseminatorc. resource allocator (moderate)d. disturbance handlere. figureheadEssay QuestionsIn a short essay, discuss the difference between efficiency and effectiveness and include a specific example to support each concept.Answera.Efficiency refers to getting the most output from the least amount of inputs. Because managers deal withscarce inputs—including resources such as people, money, and equipment—they are concerned with theefficient use of resources. For instance, at the Beiersdorf Inc. factory in Cincinnati, where employees makebody braces and supports, canes, walkers, crutches, and other medical assistance products, efficient manufacturing techniques were implemented by doing things such as cutting inventory levels, decreasingthe amount of time to manufacture products, and lowering product reject rates. From this perspective,that is, not wasting resources.efficiency is often referred to a s “doing things right”—that is, those work activities that will help theb.Effectiveness is often described as “doing the right things”—organization reach its goals. For instance, at the Biersdorf factory, goals included open communication between managers and employees, and cutting costs. Through various work programs, these goals werepursued and achieved. Whereas efficiency is concerned with the means of getting things done, effectiveness is concerned with the ends, or attainment of organizational goals.(moderate)In a short essay, list and explain the four basic functions of management.Answera.Planning –involves the process of defining goals, establishing strategies for achieving those goals, anddeveloping plans to integrate and coordinate activities.anizing – involves the process of determining what tasks are to be done, who is to do them, how thetasks are to be grouped, who reports to whom, and where decisions are to be made.c.Leading – when managers motivate subordinates, influence individuals or teams as they work, select themost effective communication channel, or deal in any way with employee behavior issues, they are leading.d.Controlling – to ensure that work is going as it should, managers must monitor and evaluate performance.The process of monitoring, comparing, and correcting is what is meant by the controlling function.(moderate)In a short essay, list and discuss the three essential skills according to Katz that managers need to perform the duties and activities associated with being a manager.Answera.Technical skills – include knowledge of an proficiency in a certain specialized field, such as engineering,computers, accounting, or manufacturing. These skills are more important at lower levels of management since these managers are dealing directly with employees doing the organizationb.Human skills –involve the ability to work well with other people both individually and in a group.Managers with good human skills are able to get the best out of their people. They know how to communicate, motivate, lead, and inspire enthusiasm and trust. These skills are equally important at alllevels of management.c.Conceptual skills – these are the skill that managers must have to think and to conceptualize about abstractand complex situations. Using these skills, managers must be able to see the organization as a whole, understand the relationships among various subunits, and visualize how the organization fits into its broaderenvironment. These skills are most important at the top management levels.(moderate)Chapter 2 – Management Yesterday and TodayTrue/FalseAccording to Adam Smith, division of labor was an important concept.True (easy)In the Industrial Revolution, machine power began substituting for human power.True (easy)“Principles of Scientific Management” was written by Frederick Taylor.True (moderate)Frank Gilbreth’s best-known contribution to scientific management concerned selecting the best worker.False (moderate)。

管理学英文术语

［转载］管理学核心概念中英文对照原文地址：管理学核心概念中英文对照作者:jaywang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。

管理学翻译真题及答案解析

管理学翻译真题及答案解析管理学是一个广泛应用于组织管理和领导的学科，涉及诸多的理论和实践。

对于学习管理学的同学们来说，翻译真题及答案解析是提高语言和理解能力的重要途径。

本文将为大家提供一些常见的，帮助大家更好地应对相关考试。

1. "The process of planning, organizing, leading, and controlling resources within an entity with the overall aim of achieving organizational goals efficiently and effectively."这个句子是对管理学的基本定义进行的翻译。

其中，“planning”可以翻译为“计划”，“organizing”可以翻译为“组织”，“leading”可以翻译为“领导”，“controlling”可以翻译为“控制”，“resources”可以翻译为空间，“entity”可以翻译为“实体”，“organizational goals”可以翻译为“组织目标”，“efficiently”可以翻译为“高效地”，“effectively”可以翻译为“有效地”。

因此，完整的翻译可以是：“在一个实体内规划、组织、领导和控制资源的过程，其总体目标是高效地、有效地实现组织目标。

”2. "The ability to understand and work well with individuals, groups, and entire organizations to accomplish identified goals."这个句子强调了管理学的一个关键能力，即与个体、团体和整个组织合作以实现既定目标。

其中，“ability”可以翻译为“能力”，“understand”可以翻译为“理解”，“work well with”可以翻译为“与...合作良好”，“individuals”可以翻译为“个体”，“groups”可以翻译为“团体”，“entire organizations”可以翻译为“整个组织”，“accomplish”可以翻译为“完成”，“identified goals”可以翻译为“既定目标”。

《管理学英语》参考译文Unit 1

Unite 1. Precursors in Management Theory管理理论的先驱们Read the following questions first, which will help you understand the text below better, and then answer the questions after reading the text carefully.先看看下面的问题，这些问题将有助于你更好地理解后面的课文，仔细地读完课文后再回答这些问题。

l. Why did Kenneth Feld consider management as "the greatest job on earth"?为什么肯尼斯-费尔德把管理看做地球上最伟大的工作？2. How can work be done most efficiently according to your opinion based on management knowledge?根据自己的管理知识，你认为怎样工作才能最有效率？3. What is the real meaning of the phrase –“management theory jungle”?术语“管理理论丛林”的真正含义是什么？4. Why is Frederick Winslow Taylor regarded as the Father of Scientific Management?为什么人们把弗雷德里克-温斯洛-泰勒视作科学管理之父？5. What is the main idea of Taylor's famous book, The Principles of Scientific Management?泰勒著名的《科学管理原理》一书，主要观点是什么？Dating back to the ancient times, we may discover that the basic principles of management had their beginnings in the birth of civilization, when people first began to live in groups and first sought to improve their lot in life. Ever since people began forming groups to accomplish aims they could not achieve as individuals, managing has been essential to ensure the coordination of individual efforts. Kenneth Feld, president of Ringling Bro. and Barnum & Bailey Circus, once described management as "the greatest job on earth", for one of the most important human activities is managing.追溯到古代时候，我们可以发现管理的基本原理在文明起源之时就已经开始了（存在了），（在那时）当人们最早开始群体生活，最早寻求改善生活。

管理学期末复习(中英文汇总)

在传统结构的组织中，管理者可以被划分为基层、中层和高层管理者。

组织的三个特征：一个明确的目标；由人员组成；一种精细的结构1.3 广义上，管理就是管理者所从事的工作。

管理者协调和监管其他人以有效率、有效果的方式完成他们的工作或任务。

管理学考前复习资料英文名词解释+中文简答题目完全版——来自首经贸

U3 Organizational Culture and EnvironmentThe organization’s cultureA system of shared meanings and common beliefs held by organizational members that determines, in a large degree, how they act towards each other.U4 幻灯片11Adopting a Global Perspective1)Ethnocentric Attitude: The parochialistic belief that the best workapproaches and practices are those of the home country.2)Polycentric Attitude: The view that the managers in the hostcountry know the best work approaches and practices for running their business.U5 Social Responsibility and Managerial Ethics Ethics:Rules and principles that define right and wrong conduct. Managerial ethicsFour view of ethics1)Utilitarian view2)Rights view3)Theory of justice view4)Integrative social contracts theorySocial ResponsibilityIs a business’s intention, beyond its legal and economic obligations, to do the right things and act in ways that are good for society.U6 幻灯片30Intuitive Decision MakingMaking decisions on the basis of experience, feelings and accumulated judgment. Described as “Unconscious reasoning”.U7 幻灯片14Strategic Plans (long-term)Are plans that apply to an entire organization and establish the organization’s overall goals.S-stress W-witness O-Opportunity T-threatU9 幻灯片47Network OrganizationA small core organization that outsources its major business functions (e.g., manufacturing) in order to concentrate what it does best.U11Team（团队）A group whose members work intensely on a specific common goal using their positive synergy, individual and mutual accountability, and complementary skills.Group（群体）Two or more interacting and interdependent individuals who come together to achieve specific goals.U12CreativityThe ability to combine ideas in a unique way or to make an unusual association.InnovationTurning the outcomes of the creative process into useful products, services, or work methods.U13 幻灯片9Jobs satisfactionThe individual’s general attitude toward his or her job Organizational citizenship Behavior (OCB)Discretionary behavior that is not a part of an employee’s formal job requirements, but which promotes the effective functioning of the organization.U14CommunicationThe transfer and understanding of meaning.U15MotivationIs the process by which a person’s e fforts are energized , directed and sustained towards attaining a goal.U16LeadershipLeader – Someone who can influence others and who has managerial authorityLeadership – What leaders do; the process of influencing a group to achieve goalsU17 幻灯片25Feedforward ControlA control that prevents anticipated problems before actual occurrences of the problem.Concurrent ControlA control that takes place while the monitored activity is in progressz. U18Value Chain ManagementThe process of managing the entire sequence of integrated activities and information about product flows along the entire value chain.变革变革过程风平浪静观：成功的变革是可以规划的，并且要求对现状予以解冻，变革为一种新状态，然后实施再冻结以使这次变革的效果得以长久延续。

管理学原理英文教材中文翻译精简版

一、战略管理的重要性1、什么是战略管理？战略管理是一组管理决策和行动，它决定了组织的长期绩效。

战略管理包括几乎所有的基本管理职能，也就是组织的战略必须被计划、组织、实施和控制。

2、战略管理的目的战略管理包含了许多重要的管理决策，各种商业期刊上报道的绝大多数企业当前的重大事件都涉及战略管理。

对战略计划和战略管理有效性的研究还发现，具有正式战略管理体系的公司，其财物回报要高于那些没有战略管理系统的公司。

二、战略管理过程战略管理包含6个步骤：步骤1：确定组织当前的使命、目标和战略每一个组织都需要使命，使命是对组织目的的陈述，使命回答了如下的问题，即企业存在的理由是什么？定义组织的使命会迫使管理者仔细的确定企业的产品和服务的范围。

案例：普赖姆公司是美国密苏里州的卡车运输公司，它的使命是通过向其顾客提供卓越的服务来实现公司的成长。

案例：博迪商店国际公司的使命是这样陈述的：专心致志于我们的事业，以跟上社会和环境变革的步伐。

确定一个组织的目的或存在的理由，对于非营利性组织来说也是同样重要的。

步骤2：外部因素分析外部环境对管理者是一个重要的约束。

外部因素分析是战略过程的一个关键步骤，因为组织的环境在很大程度上定义了管理者的选择范围。

成功的战略将是与环境吻合的战略。

每一个组织的管理者都需要分析环境。

例如：竞争的情况、拟议中的法律法规的影响、对地的劳动力供给情况等。

在分析外部环境时，管理者应当检查具体的、特定的和一般的环境，以发现正在发生的趋势和变化。

在分析环境之后，管理者需要评估机会和组织面临的威胁。

机会是外部环境因素的积极趋势，威胁是负面趋势。

注意：同样的环境可能对处以同一产业的不同公司意味着机会或者威胁，这是因为每家公司的资源或管理能力不一样。

步骤3：内部因素分析我们从外部环境转向考察组织的内部。

内部分析主要是对组织的资源进行评估，比如：金融资本、技术能力、熟练雇员、经验丰富的管理者等。

管理者必须要认识到，每一个组织，不管是大型的还是成功的，都在某种程度上受到它所拥有的资源和能力的限制。

管理学术语英文对照解释

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。

管理学英语参考译文

管理学英语参考译文U n i t(总22页)本页仅作为文档封面，使用时可以删除This document is for reference only-rar21year.MarchUnit 3 The First Function of Management管理的首要职能and then answer the questions after reading the text carefully.先看看下面的问题，这些问题将有助于你更好地理解后面的课文，仔细地读完课文后再回答这些问题。

1. Do you agree with the saying "Planning is the first function of management"你同意“计划是管理的首要职能”这一说法吗2. Why do you think planning in an organizational setting is more complex为什么你认为计划在组织设置（体系）中是最复杂的吗3. What do managers usually do while they are making plans for their enterprises当管理者为他们的企业制定计划时，通常他们会做什么呢4. How do you understand the sentence "Planning involves selecting the missions and objectives as well as the actions to achieve them"你怎么理解“计划包括选择任务和目标以及实现它们的相关行动”这句话5. What does the last sentence in the passage "A necessary first step in planning is to这篇文章的最后一句话“计划中必要的第一步是要”干什么steps involved seem simple. The basic planning process consists of assessing the environment and prediction of the future, setting goals, developing alternative courses of action, selecting the best one, implementing it, and monitoring progress.计划是管理的首要职能。

英文管理学原理重点整理(二)

英文管理学原理重点整理(二) Introduction:In Part II of the management principles, we will delve deeper into various aspects of management, including planning, organizing, leading, and controlling. These principles are essential for effective management and contribute to the success of organizations. This summary will provide a comprehensive understanding of each principle, with a focus on practical applications and realworld examples.1. Planning:Planning is the process of setting goals, determining the best course of action, and allocating resources to achieve those goals. It is the foundation of all management functions and provides direction for the organization.a. Types of Plans:Strategic Plans: Longterm plans that define the organization's mission, vision, and objectives.Tactical Plans: Shortterm plans that outline specific actions to achieve strategic goals.Operational Plans: Daytoday plans that guide routine activities and processes.b. Planning Techniques:SWOT Analysis: Analyzing an organization's strengths, weaknesses, opportunities, and threats.Scenario Planning: Developing alternative plans based on different possible future scenarios.Decision Trees: Graphical representation of decisions and their potential outcomes.c. Importance of Planning:Reduces uncertainty: Planning helps anticipate future challenges and allows for proactive decisionmaking.Enhances coordination: It ensures that different departments and individuals work towards common goals.Improves resource allocation: Planning helps in efficient allocation of resources, leading to cost savings and increased productivity.2. Organizing:Organizing involves arranging and structuring the resources and activities of an organization to achieve its goals. It ensures that the right tasks are assigned to the right individuals and departments.a. Organizational Structure:Functional Structure: Departments are grouped based on functions or activities (e.g., marketing, finance).Divisional Structure: Organizational units are created based on products, services, or geographic regions.Matrix Structure: A combination of functional and divisional structures, where employees report to multiple managers.b. Delegation of Authority:Delegation is the process of granting decisionmaking authority to subordinates.It allows managers to focus on strategic issues and empowers employees, increasing their motivation and job satisfaction.c. Span of Control:The number of subordinates a manager can effectively supervise.A wide span of control promotes efficiency, while a narrow span allows for closer supervision and greater control.3. Leading:Leading involves influencing, motivating, and guiding individuals and teams towards the achievement of organizational goals. Effective leadership is crucial for creating a positive work environment and driving performance.a. Leadership Styles:Autocratic Leadership: A leader makes decisions without consulting subordinates.Democratic Leadership: Involves subordinates in decisionmaking and values their input.Transformational Leadership: Inspires and motivates followers to exceed their own selfinterests for the good of the organization.b. Motivation Theories:Maslow's Hierarchy of Needs: Identifies five levels of human needs, from basic physiological needs to selfactualization.Herzberg's TwoFactor Theory: Explains that hygiene factors (e.g., salary, job security) prevent dissatisfaction, while motivators (e.g., recognition, growth opportunities) lead to satisfaction and increased performance.c. Communication:Effective communication is essential for leadership.It involves listening, conveying messages clearly, and ensuring understanding among team members.4. Controlling:Controlling is the process of monitoring, evaluating, and correcting activities to ensure that organizational goals are achieved. It provides feedback on performance and enables continuous improvement.a. Performance Standards:Establishing clear, measurable standards against which performance can be assessed.Standards can be based on quality, quantity, cost, or time.b. Performance Evaluation:Regular assessments of individual and team performance.Methods include performance appraisals, selfassessments, and 360degree feedback.c. Corrective Actions:Taking corrective measures when performance deviates from standards.This may involve additional training, coaching, or changes in processes or resources.Conclusion:This detailed summary of management principles (Part II) provides an indepth understanding of planning, organizing, leading, and controlling. These principles are interconnected and crucial for effectivemanagement. By applying these principles, managers can enhance organizational performance, foster a positive work environment, and achieve strategic goals. Remember, management is both an art and a science, requiring a combination of theoretical knowledge and practical skills.。

管理学期末复习(中英文汇总)

〔construction of the Egyptian pyramids〕以及威尼斯的兵工厂〔arsenal of Venice〕中，我们可以看到管理实践的早期事例。

一个重要的历史事件是亚当·〔Adam Smith〕?国富论?〔Wealth of Nations〕的出版。

在这本著作中亚当·〔division of labor/job specialization〕的好处。

另一个历史事件是工业革命〔industrial revolution〕，它使得在工厂里制造产品比在家庭内生产更加经济。

于是，就需要管理者来管理这些工厂，而管理者那么需要正规的管理理论〔formal management theories〕来指导他们。

〔classical approach〕中的各种理论。

弗雷德里克·温斯洛·泰勒〔Frederick W.Taylor)被称为“科学管理之父〔father of scientific management〕〞，他运用科学的原那么〔principles〕(即用来改良生产效率production efficiency 〔The Gilbreths’) 的最主要奉献是找出有效率的手部和躯体动作(hand-and-body motions)以及设计适宜的工具和设备以使工作绩效最优化(optimizing work performance〕。

法约尔〔Fayol〕认为管理职能普遍存在于所有商业组织〔business endeavors〕中，但截然不同于其他商业职能〔functions〕。

法约尔提出了14条管理原那么〔principles of management〕，而今天的许多管理概念〔concepts〕都源于这些原那么。

韦伯〔Weber〕描述了一种理想的组织类型，他将之称为官僚行政组织〔bureaucracy〕，而今天的许多大型组织仍然具有这种组织类型的特征〔characteristics〕basic工作任务时，运用时间和动作〔time-and-motion study〕研究来消除多余动作〔eliminate wasted motions〕时，为某个工作岗位雇用最优秀的人选时，以及设计基于产出的鼓励体系〔incentive systems based on output〕时，他们正使用科学管理的许多概念。

管理学专业词汇英中对照译文

AAction learning：行动学习Alternation ranking method：交替排序法Annual bonus：年终分红Application forms：工作申请表Appraisal interview：评价面试Aptitudes：资质Arbitration：仲裁Attendance incentive plan：参与式激励计划Authority：职权BBehavior modeling：行为模拟Behaviorally anchored rating scale (bars)：行为锚定等级评价法Benchmark job：基准职位Benefits：福利Bias：个人偏见Boycott：联合抵制Bumping/layoff procedures：工作替换/临时解雇程序Burnout：耗竭CCandidate-order error：候选人次序错误Capital accumulation program：资本积累方案Career anchors：职业锚Career cycle：职业周期Career planning and development：职业规划与职业发展Case study method：案例研究方法Central tendency：居中趋势Citations：传讯Civil Rights Act：民权法Classes：类Classification (or grading) method：归类（或分级）法Collective bargaining：集体谈判Comparable worth：可比价值Compensable factor：报酬因素Computerized forecast：计算机化预测Content validity：内容效度Criterion validity：效标效度Critical incident method：关键事件法DDavis-Bacon Act (DBA)：戴维斯―佩根法案Day-to-day-collective bargaining：日常集体谈判Decline stage：下降阶段Deferred profit-sharing plan：延期利润分享计划Defined benefit：固定福利Defined contribution：固定缴款Department of Labor job analysis：劳工部工作分析法Discipline：纪律Dismissal：解雇；开除Downsizing：精简EEarly retirement window：提前退休窗口Economic strike：经济罢工Edgar Schein：艾德加•施恩Employee compensation：职员报酬Employee orientation：雇员上岗引导Employee Retirement Income Security Act (ERISA) ：雇员退休收入保障法案Employee services benefits：雇员服务福利Employee stock ownership plan (ESOP) ：雇员持股计划Equal Pay Act：公平工资法Establishment stage：确立阶段Exit interviews：离职面谈Expectancy chart：期望图表Experimentation：实验Exploration stage：探索阶段FFact-finder：调查Fair day's work：公平日工作Fair Labor Standards Act：公平劳动标准法案Flexible benefits programs：弹性福利计划Flex place：弹性工作地点Flextime：弹性工作时间Forced distribution method：强制分布法Four-day workweek：每周4天工作制Frederick Taylor：弗雷德里克•泰罗Functional control：职能控制Functional job analysis：功能性工作分析法GGeneral economic conditions：一般经济状况Golden offerings：高龄给付Good faith bargaining：真诚的谈判Grade description：等级说明书Grades：等级Graphic rating scale：图尺度评价法Grid training：方格训练Grievance：抱怨Grievance procedure：抱怨程序Group life insurance：团体人寿保险Group pension plan：团体退休金计划Growth stage：成长阶段Guarantee corporation：担保公司Guaranteed fair treatment：有保证的公平对待Guaranteed piecework plan：有保障的计件工资制Gain sharing：收益分享HHalo effect：晕轮效应Health maintenance organization (HMO) ：健康维持组织IIllegal bargaining：非法谈判项目Impasse：僵持Implied authority：隐含职权Incentive plan：激励计划Individual retirement account (IRA) ：个人退休账户In-house development center：企业内部开发中心Insubordination：不服从Insurance benefits：保险福利Interviews：谈话；面谈JJob analysis：工作分析Job description：工作描述Job evaluation：职位评价Job instruction training (JIT) ：工作指导培训Job posting：工作公告Job rotation：工作轮换Job sharing：工作分组Job specifications：工作说明书John Holland：约翰•霍兰德Junior board：初级董事会LLayoff：临时解雇Leader attach training：领导者匹配训练Lifetime employment without guarantees：无保证终身解雇Line manager：直线管理者Local market conditions：地方劳动力市场Lockout：闭厂MMaintenance stage：维持阶段Management assessment center：管理评价中心Management by objectives (MBO) ：目标管理法Management game：管理竞赛Management grid：管理方格训练Management process：管理过程Mandatory bargaining：强制谈判项目Mediation：调解Merit pay：绩效工资Merit raise：绩效加薪Mid career crisis sub stage：中期职业危机阶段NNondirective interview：非定向面试OOccupational market conditions：职业市场状况Occupational orientation：职业性向Occupational Safety and Health Act：职业安全与健康法案Occupational Safety and Health Administration (OSHA) ：职业安全与健康管理局Occupational skills：职业技能On-the-job training (OJT) ：在职培训Open-door：敞开门户Opinion survey：意见调查Organization development(OD) ：组织发展Outplacement counseling：向外安置顾问PPaired comparison method：配对比较法Panel interview：小组面试Participant diary/logs：现场工人日记/日志Pay grade：工资等级Pension benefits：退休金福利Pension plans：退休金计划People-first values："以人为本"的价值观Performance analysis：工作绩效分析Performance Appraisal interview:工作绩效评价面谈Personnel (or human resource) management：人事（或人力资源）管理Personnel replacement charts：人事调配图Piecework：计件Plant Closing law：工厂关闭法Point method/Policies：政策Position Analysis Questionnaire (PAQ) ：职位分析问卷Position replacement cards：职位调配卡Pregnancy discrimination act：怀孕歧视法案Profit-sharing plan利润分享计划Programmed learning：程序化教学QQualifications inventories：资格数据库Quality circle：质量圈RRanking method：排序法Rate ranges：工资率系列Ratio analysis：比率分析Reality shock：现实冲击 Reliability：信度Retirement：退休Retirement benefits：退休福利Retirement counseling：退休前咨询Rings of defense：保护圈Role playing：角色扮演SSkip-level interview：越级谈话Social security：社会保障Speak up! ：讲出来！Special awards：特殊奖励Special management development techniques：特殊的管理开发技术Stabilization sub stage：稳定阶段Staff (service) function：职能（服务）功能Standard hour plan：标准工时工资Stock option：股票期权Straight piecework：直接计件制Strategic plan：战略规划Stress interview：压力面试Strictness/leniency：偏紧/偏松Strikes：罢工Structured interview：结构化面试Succession planning：接班计划Supplement pay benefits：补充报酬福利Supplemental unemployment benefits：补充失业福利Salary surveys：薪资调查Savings plan：储蓄计划Scallion plan：斯坎伦计划Scatter plot：散点分析Scientific management：科学管理Self directed teams：自我指导工作小组Self-actualization：自我实现Sensitivity training：敏感性训练Serialized interview：系列化面试Severance pay：离职金Sick leave：病假Situational interview：情境面试Survey feedback：调查反馈Sympathy strike：同情罢工System Ⅳ组织体系ⅣSystem I：组织体系ⅠTTask analysis：任务分析Team building：团队建设Team or group：班组Termination：解雇；终止Termination at will：随意终止Theory X：X理论Theory Y：Y理论Third-party involvement：第三方介入Training：培训Transactional analysis (TA) ：人际关系心理分析Trend analysis：趋势分析Trial sub stage：尝试阶段UUnsafe conditions：不安全环境Unclear performance standards：绩效评价标准不清Unemployment insurance：失业保险Unfair labor practice strike：不正当劳工活动罢工Unsafe acts：不安全行为VValidity：效度Value-based hiring：以价值观为基础的雇佣Vroom-Yetton leadership trainman：维罗姆-耶顿领导能力训练Variable compensation：可变报酬Vestibule or simulated training：新雇员培训或模拟Vesting：特别保护权Voluntary bargaining：自愿谈判项目Voluntary pay cut：自愿减少工资方案Voluntary time off：自愿减少时间WWage carve：工资曲线Work samples：工作样本Work sampling technique：工作样本技术Work sharing：临时性工作分担Worker involvement：雇员参与计划Worker's benefits：雇员福利。

管理学原理英文教材(清华大学出版社)中文翻译精简版

第二章管理的昨天和今天管理实践总是要反映时代和社会的环境。

一、管理与其他研究领域的联系管理学具有来自人文和社会科学的丰富遗产，它们对管理理论和实践有着直接的影响。

人类学是研究社会的学科，它有助于了解人类及其活动。

人类学有助于管理者更好的理解不同国家和不同组织中人们基本的价值观、态度和行为的差异。

经济学关于资源配置的学科，提供了理解变化中的经济以及竞争和自由的全球市场环境的作用。

理解自由贸易和保护政策对于在全球市场上运作的任何管理者都是绝对必要的。

哲学考察事物的本质，特别是价值观和伦理道德。

道德直接涉及组织的存在以及什么行为对一个组织是适当的命题。

洛克的自由伦理理论认为自由、平等、正义和私有财产是法定的权利。

卡尔文的新教伦理鼓励个人努力工作获得成功，亚当斯密认为市场和竞争而不是政府才应该是经济活动的唯一调节者。

政治学研究个人或群体在政治环境中的行为，主要包括：在经济系统中权利的分配，个人如何为了自己的利益而操纵权力。

管理者受到一个国家政府的组成形式的影响，也就是这个国家是否允许公民拥有财产，是否通过公民介入和强化契约的能力来实现他们权利。

一个国家在财产契约方面立场，会决定它的组织的形式和政策。

另外，心理学和社会学和管理学也存在联系，不能忽视。

二、管理的历史背景负责计划、组织、领导和控制活动的专门人员的指挥下所做的组织性的努力，已经存在了几千年。

埃及的金字塔、中国长城、威尼斯的早期企业雏形。

组织早在几千年前就存在，管理也付诸实施。

20世纪前两件事情在促进管理研究方面扮演着重要的角色。

1）1766年亚当斯密《国富论》，主张组织和社会将从劳动分工中获得经济利益，即将工作分解为狭窄的、重复性的任务。

2）始于18世纪英国的工业革命，工业革命的主要贡献是以机械力代替了人力，从而使在工厂中生产商品比在手工作坊中生产更经济。

大型公司的发展要求建立正式的管理系统，于是，产生了正式的管理理论以指导管理者运行这类组织。

【精品】管理学复习纲要英文版

【关键字】精品De Chapter 11. The context of managementManagement is the process of planning, organizing, leading and controlling the use of the resources to accomplish performance goals.2.The context of mangerA manager is a person who supports and is responsible for the work of others.3.6M in managementManpower（人力）Machinery（机械设备）Materials（物料）Methods（方法）Mother-nature（环境）Measurement（测量）4.Levels and types of the managersLevels of managersTop managers（高层管理者）Middle managers（中层管理者）Supervisors or team leaders（团队领导者）Types of mangersLine managers（生产线管理者）Line managers are responsible for work activities that make a direct contribute to the organization's outputs.Staff managers（参谋管理者）Staff managers use special technical expertise to advice and support line workers.Functional managers（职能管理者）General managers（综合管理者）Administrators（行政官）5.Management activities and rolesInterpersonal roles（人际角色）Figurehead（首脑）Leader（领导者）Liaison（联络）Informational rolesMonitorDisseminatorSpokespersonDecisional rolesEntrepreneurDisturbance handlerResource allocatorNegotiator6.Functions of managementPlanning sets the objectives and determines what should be done to accomplish them.Organization assigns tasks, allocates resources, and coordinates work activities.Leading arouses enthusiasm and inspires efforts to achieve goalsControlling measures performance and takes action to ensure desired results.7.Managerial skills in different managerial levelsHarvard scholar Robert L Katz has classified the essential skills of managers into three categories: technical, human, and conceptual. Although all three skills are necessary for managers, he suggests that their relative importance tends to vary by level of managerial responsibility. Technical skills are very important at career entry levels.Human skills are consistently important across all the managerial levels.Conceptual skills gain in relative importance for top managers.Chapter 21.Scientific management（科学管理）Scientific management proposed by Federick W Taylor (father of scientific management)in 1911, emphasizes careful selection and training of workers and supervisory support.2.Administrative managementIn 1916, Henri Fayol published Administration Industrielle et Generale, which identifies the five "rules" or "duties" of management, which closely resemble the four functions of management.(1)Foresight(2)Organization(3)Command(4)Coordination(5)Controlmon assumption shared by classical approachesPeople at work act in a rational manner that is primarily driven by economic concerns. Workers are expected to rationally consider opportunities made available to them and do whatever is necessary to achieve the greatest personal and monetary gain.4.Behavioral management approachesThe human resource or behavioral approaches shifted attention toward the human factors as a key element in organizational performance.The historic Hawthorne studies suggested that work behavior is influenced by social and psychological forces and that work performance may be improved by better "human relations". Abraham Maslow's hierarchy of human needs introduced the concept of self- actualization and the potential for people to experience self-fulfillment in their work.(理论图见P42 Figure 3.2) Douglas McGregor urged managers to shift away from Theory X toward Theory Y thinking, which views people as independent, responsible, and capable of self-direction in their work.(理论文字见P43)Chris Argyris pointed out that people in the workplace are adults and may react negatively when constrained by strict management practices and rigid organizational structures.Maslow’s theory of needs（马斯洛的需要层次理论）马斯洛的需要层次理论5 The value chainThe value chain is a specific sequence(顺序、排序) of activities that transforms raw materials into a finished good or service.The process of organizational value chain(1)Resources and materials flow in(2)Materials received and organized for use(3)People and technology create producrs(4)Finished products distributed(5)Customers served6 Theory Z : William Ouchi（“Z理论” 威廉·大内）Theory Z describes management emphasizing long-term employment, slower promotions and more lateral job movement, greater attention to career planning and development, more use of consensus decision making and emphasis on use of teamwork and employee involvement“Z理论”管理方法的精华包括：长期雇用、缓慢提升、更多的岗位横向流动，更关注职业计划和发展，更多地使用一致通过决策制，高度强调团队合作和员工参与。

管理学原理资料整理(中英文版)

特别说明，以下笔记版权所有，要外传或转发请知会本人，得到本人允许方可进行！Made by Rae.L管理学原理（Management ）1.Management:The process of coordinating work activities so that they are completed efficientlyand effectively with and through other people.(同别人一起，或通过别人使活动完成得更有效的过程。

)2.随着企业的扩大，企业必将走向规范化，而不再是纯粹的人情化。

group.Management is the art of removing blocks to such performance.Management is the art of creation an environment in such an organized group where people can perform as individuals and yet cooperate toward …4.Management:Elements of definition(要素)：①Efficiency --getting the most output from the least amount of inputs.(以最少的投入得到最大的收入)②Effectively —completing activities so that organizational goals are attained.效果（管理者完整地实现了组织的目标）*企业越大，风险越大！理念是企业生存的重要要素！！！--“doing the right things ”--concerned with ends△效率可以弥补，但效果却无可挽救！5.Mission 对于一个企业非常重要。

（动力、计划性、实际性等。

管理学原理英文教材(清华大学出版社)中文翻译精简版

第六章制定决策：管理者工作的本质一、决策制定过程每个人不论是在组织内或组织的哪个领域中，都在制定决策，也就是说他们要在两个或更多的方案中做出选择。

决策制定过程（decision-making process）的步骤，包括8个步骤：识别决策问题、确定决策标准、以及为每个决策标准分配权重，然后进入开发、分析和选择备择方案，这些方案要能够解决你的问题。

接下来是实施备择方案，以及最终评估决策的结果。

步骤1：识别决策问题决策制定过程开始于一个存在的问题，也就是开始于现状与希望状态之间的差异。

问题的识别不那么简单，在事情被确认为问题之前，管理者需要意识到问题，感到有采取行动的压力，以及拥有采取行动的资源。

步骤2、确认决策标准对于解决问题来说，确认决策标准非常重要，管理者必须决定什么与制定决策有关。

无论决策标准是否被清晰的陈述，每一个决策者都会有某些标准来指导他的决策。

步骤3、为决策标准分配权重决策标准并非都是同等重要，因而决策制定者必须为每一项标准分配权重，以便正确的规定它们的优先次序。

采用你个人的偏好来排列指标的优先次序，这些指标是你在决策过程第2步确认的。

步骤4、开发备择方案决策制定者列出可供选择的决策方案，这些方案要能够解决决策所面对的问题，无需对这一步所列出的方案进行评估，只需要列出它们既可。

步骤5、分析备择方案一旦确认了备择方案，决策制度者必须认真的分析每一种方案，对每一种方案的评价是将其与决策标准进行比较，通过比较，每一种备择方案的优点和缺点就变得明显了。

步骤6、选择备择方案从所有备择方案中选择最佳方案是很重要的。

步骤7、实施备择方案实施（implementation）包含了将决策传送给有关人员和部门，并要求他们对实施结果作出承诺。

步骤8、评估决策结果评估决策结果，看看问题是否得到解决。

二、决策的普遍性制定决策是管理者所有四个职能的组成部分，这也是管理者在计划、组织、领导和控制时通常被称为决策制定者的原因。

管理学原理英文教材(清华大学出版社)中文翻译精简版

第十七章领导一、管理者与领导者领导：是一个影响他人并拥有管理职权的人。

二、早期的领导理论：管理方格：使用“关心人”和“关心生产”两个维度，并对领导者对这些行为的使用进行了评估。

在坐标轴上从1到9标度它们。

根据这两个维度把管理者方格分为五种类型：贫乏型管理（1，1）：以最低限度的努力完成必须的工作，从而维持组织成员的身份。

任务型管理（9，1）：由于工作条件的安排从而使工作实现高效运作，使人的因素的干预降到最低程度。

中庸之道型管理（5，5）：在必须完成的工作与维持令人满意的士气水平之间保持平衡，使组织绩效得以充分实现成为可能。

乡村俱乐部型管理（1，9）：对员工的需要关怀备至，创造了一个舒适、友好的组织氛围和工作基调。

团队型管理（9，9）：工作由具有奉献精神的员工完成，由于组织目标的“共同利益关系”而形成了相互信赖，带来了信任与尊重的关系。

在五种风格中，（9，9）型管理者工作效果最佳。

但没有研究证据支持9,9风格在所有情景下都是最有效的。

三、权变的领导理论费德勒的权变模型：有效的群体绩效取决于两个方面的恰当匹配：其一是与下属发生相互作用的领导者风格；其二是领导者能够控制和影响情境的程度。

该模型基于这样的前提假设：在不同类型的情境中，总有某种领导风格最为有效。

这一理论的关键在于首先界定领导风格以及不同的情境类型，然后建立领导风格与情境的恰当组合。

费德勒认为，影响领导成功与否的关键因素之一是个体的基本领导风格，他进一步指出个体风格属于两类之一：任务取向或关系取向。

费德勒开发了“最难共事者”（LPC）问卷，如果领导者对最难共事的同事用一些较为接纳和喜欢的词来描述（LPC得分高），那么这个领导属于关系取向型。

如果你对最难共事者用贬义词描述（LPC得分低），你的领导风格属于任务取向型。

费德勒认为一个人的领导风格是固定不变的。

接下来去评估情境，并将领导者与情境进行匹配。

费德勒的研究给出了确定情境因素的三项权变维度：领导者—成员关系：领导对下属的信任、信赖和尊重的程度。

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英译汉联系Conceptual skills:理念技能
T echnical skills:技术技能；专业技术能力
Political skills:政治技能
T op maangers：高层管理者
Middle managers：中层管理者
First-line managers：基层管理者
Effectiveness ：效果
Efficiency：效率
Strategic plans:战略计划
T actical plans：战术计划
Specific plans：专项计划
Directional plans：指导性计划
Single-use plans：一次性计划
Standing plans：经常性计划
Management by objectives：目标管理
SWOT analysis：SWOT分析法
Growth strategies：成长战略
Stability strategies：维持战略
Retrenchment strategy：收缩战略
Cost leadership strategy：成本领先战略Differentiation strategy：差别化战略
Focus strategy：集中战略
Decision-marking process：决策过程
W ell-structured problems:结构性问题
Ill- structured problems：非结构性问题
Programmed decision：程序化决策Nonprogrammed decision：非程序化决策Brainstorming ：头脑风暴
Nominal group technique：名义群体技术
Electronic meeting：电子会议
Decision trees：决策树
Authority：职权
Responsibility：职责
Line authority：直线职权
Staff authority：参谋职权
Centralization：集权
Decentralization：分权
Functional departmentalization：按职能划分部门Product departmentalization：按产品划分部门Customer departmentalization：按顾客划分部门Geographic departmentalization：按地区划分部门Process departmentalization：按流程划分部门Functional structure：职能式结构
Divisional structure：分公司式结构
Matrix structure：矩阵式结构
Job analysis：工作分析
Job description：工作说明书
Job specification：工作规范
Hygiene factors：保健因素
Motivators：激励因素
Three-need theory：三需求理论
Equity theory：公平理论
Expectancy theory：期望理论
Behavioral theories of leadership approach：领导的行为理论。

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管理学原理英文教材(清华大学出版社)中文翻译精简版

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