管理英语

管理英语（含答案）题目：Even the best continually seek ways to ______ their skills.A: sharp B: sharpener C: sharpen答案：C题目：______we can't compete in terms of size I do believe we hold an advantage in terms of dedication to customer service.A: Therefore B: But C: Although答案：C题目：I think things have been a bit difficult for us the last couple of months.____________We've been working hard, but still getting behind.A: You're right. B: I'm afraid. C: I don't think so.答案：A题目：_____________ I'd like to have this film developed.A: What's it? B: May I help you? C: What do you want?答案：B题目：An effective leader sets the tone for the team, encourages a positive workplace culture and is able to ________ cultural change.A: bring down B: bring about C: bring up答案：B题目：There is no _____ the fact that he is the best student in the class.A: deny B: denies C: denying答案：C题目：An effective leader sets the tone for the team, encourages a positive workplace culture and is able to ________ cultural change.A: bring about B: bring down C: bring up答案：A题目：The majority of these team challenges ______ anywhere.A: can deliver B: are delivered C: can be delivered答案：C题目：Companies are ______ interested in your soft skills ______ they are in your hard skills. A: so…that…B: as…as…C: not…until…答案：B题目：The demands and requirements placed on the CEO of Sony are different from ______ on the manager of your local Wendy's restaurant.A: these B: those C: which答案：B题目：An appreciated gift and the gesture of providing it will ______ your coworker's day. A: look up B: lift to C: light up答案：C题目：Reading is the best way to pass time on the train. _____________________, I never go traveling without a book.A: You are joking B: That's true C: It sounds like fun答案：B题目：We would be grateful ______ any information you can give us.A: for B: with C: to答案：A题目：Without his assistance, I _______ the research last month.A: would not have completed B: could not finish C: should not finish答案：A题目：Jack, I'd like to have your opinions about my written report. _____________________. But I have one suggestion.A: It looks fine to me B: You are too modest C: That's a good idea答案：A题目：If demand is rising but the firm _______from allocative communication failure, then stocks will fall and there will be understaffing.A: has been suffering B: is going to suffer C: is suffering答案：C题目：Good work ________ good pay.A: deserves B: requests C: deserts答案：A题目：An employee may express their different understanding and, at the same time, a willingness to ________ with any constructive suggestions.A: comply B: complete C: compose答案：A题目：You'd better not push yourself too hard. You can ask the team and listen.____________A: You are right. B: No, we can't do that. C: I think it will kill our time.答案：A题目：_____ there is smoke, there is fire.A: If B: When C: Where答案：C题目：Would you ______ her novels as serious literature or mere entertainment?A: distinguish B: classify C: mistake答案：B题目：To build the reservoir（水库），thousands of people have to be .A: relocated B: repeated C: reopened答案：A题目：Concentrate on being _______ and real.A: distinct B: disastrous C: decisive答案：A题目：Terribly sorry to interrupt, but may I use your dictionary? Yes, ____________A: of course. B: it doesn't matter. C: no hurry.答案：A题目：I think the primary ______ factor is there's been so much absence lately.A: concerning B: causing C: affecting答案：A题目：This project is too big for me to finish on time. ____________A: Please do me a favor. B: You may ask for help. C: I'll give you a hand.答案：C题目：I think I have made a great mistake. ____________A: I don't think so. You really made an error. B: I don't think so. It's really terrible. C: I don't think so. It's not your fault.答案：C题目：Fifty-five per cent of the respondents said that praise and attention from their supervisor would make them feel ______ the company cared about them and their well-being. A: even if B: as if C: like答案：B题目：What you need to do is to keep things short and sweet, just the.A: questions B: topics C: highlights答案：C题目：The responsibilities in handbook ______ that managers have to be concerned with efficiency and effectiveness in the work process.A: imply B: indicate C: interrupt答案：A题目：I will ask them to _____a new design ,something a bit more toned down.A: come in B: come across C: come up with答案：C题目：______ on the hilltop, you could enjoy the scenery of the city bathed in the sun.A: Standing B: Stand C: Stood答案：A题目：Excuse me, but smoking isn't allowed here. ____________________ .A: Oh, sorry. I didn't know B: That's all right C: Yes, we certainly do答案：A题目：Is it possible for you to work out the plan tonight?____________A: I'll do that. B: I think so. C: I'd love to.答案：B题目：What are you going to do this weekend? _____________________. If time permits, I may go to Shanghai with my friends.A: Don't mention it B: It doesn't matter C: It depends答案：C题目：We are interested in the weather because it ______ us so directly what we wear, what we do, and even how we feel.A: benefits B: affects C: effects答案：B题目：______ the reactions of top managers, middle managers remained silent or provided optimistic, filtered information.A: Fearing B: Feared C: Fear答案：A题目：______ managers spend most of their time in face-to-face contact with others, but they spend much of it obtaining and sharing information.A: Not only B: Do not only C: Not only do答案：C题目：In competitive markets, leaders are ________ increased pressure to maintain a positive work culture.A: under B: below C: beneath答案：A题目：Will you help me arrange a meeting with Mr. Brown, please?____________A: No, no way. B: No, I can't. C: Sorry I can't I have to finish my project right now.答案：C题目：Who was ______ the meeting？A: chairing B: leading C: charging答案：A题目：Cultural differences ________ four categories: religion, nationality, region and lifestyle. A: fall down B: fall off C: fall into答案：C题目：I think a big part of it is ______ we know how to have fun on the job.A: that B: which C: why答案：A题目：Keep a _____ attitude and don't let yourself drown in uncertainty.A: negative B: positive C: neutral答案：B题目：Supervisors should ______ their employees in two-way communication so that understanding takes place.A: enable B: engage C: encourage答案：B题目：At a rough ________, we will take another four weeks to finish this plan.A: value B: estimate C: account答案：B题目：Let your values __________ in your communication.A: come out B: look through C: come through答案：C题目：Current opinion among politicians is that she is______, stands for her principles.A: encourage B: courage C: courageous答案：C题目：The Human Resource Managing Department at Honda is given specific instructions ______ employ the best possible workers.A: how to B: on what to C: on how to答案：C题目：What's the noise? It sounds as if it comes from upstairs. _____________________ . It must be the window-cleaner working, next door.A: I don't think so B: I'd rather not C: I'm not sure答案：A题目：It's about my new role as project coordinator that I'm taking ______.A: off B: on C: away答案：B题目：It is through enthusiasm and quiet intensity ______ we transform creativity and vision into the technologies.A: that B: / C: which答案：A题目：Don't keep water running when you wash hands._____________________.A: I hope so. B: I'm afraid not. C: Sorry, I won't.答案：C题目：Although we can't compete in terms of size, I _____ believe we hold an advantage in terms of dedication to customer service.A: did B: do C: have答案：B题目：How did your meeting go yesterday?____________actually, it was really frustrating. A: Not so good B: Very good C: Nothing special答案：A题目：We need ________ communication skills: listen carefully, think before you speak and manage conflicts diplomatically.A: outstanding B: plain C: general答案：A题目：I would recommend that you ______ on following through with projects.A: worked B: work C: would work答案：B题目：AT&T found that employees with better planning and decision-making skills were ______ to be promoted into management jobs.A: more likely B: more like C: more unlikely答案：A题目：______ employees keep leaving and joining the company, they also retire from time to time leaving empty places in various positions.A: Although B: If C: As答案：C题目：It's no secret that good leaders are also good communicators. Indeed, communication and leadership are inextricably tied. How can you galvanize, inspire or guide others if you don't communicate in a clear, credible and authentic way? Here are 5 essential communication practices of effective leaders: Mind the say-do gap. Trust is the bedrock of effective leadership your behavior is your single greatest mode of communication, and it must be congruent with what you say. If your actions don't align with your words, you are storing up trouble for the future. Make the complex simple. Effective leaders distill complex thoughts and strategies into simple, memorable terms that colleagues and customers can grasp and act upon. The most important thing is to clarify what you want to say, look out for technical jargon and avoid business speak, which add complexity. Say what you mean in as few words as possible. Find your own voice. Use language that's distinctly your own; let your values come through in your communication. Correct use of language and grammar are important, of course, but don't become overly fixated on eloquence for eloquence's sake; concentrate on being distinct and real. People want real, people respect real, people follow real. Be visible. Visibility is about letting your key stakeholders get a feel for who you are and what you care about. Don't hide behind a computer and only interact with people electronically see them face to face and voice to voice, and interact with them in a real, substantial way. In today's environment, where people are often burned out, it's important for employees to have a personal connection with you and the work you believe in. Show the people that work for you that you're engaged and that you care about them and their work. Listen with your eyes as well as your ears. Effective communication is a two-way process, and good leaders know how to ask good questions, and then listen with both their eyes and their ears. Because you are in a position of authority, others may be reluctant to express their real opinions to you directly. You won't always get direct feedback, so you need to also be able to read between the lines and look for the non-verbal munication and leadership dont always go hand in hand.TFThe say-do gap happens when people misunderstand their leaders intention.TFUsing technical jargon makes a leader convincing.TFCommunicating sincerely is always the best.TFObservation is as important as communication when you want to know what people really think.TF答案： B B B A A题目：The employee and the supervisor are clear about the employee's goals, required outcomes or outputs, and how the success of the contributions will be assessed. The goal in employee evaluation is to motivate a high level of quality and quantity in the work that the employee produces.The goals of the best employee performance evaluations also include employee development and organizational improvement. The employee performance evaluation helps employees accomplish both personal development and organizational goals. The act of writing down the goals takes the employee one step closer to accomplishing them.In the event that an employee is not succeeding or improving his job performance, the performance evaluation documentation can be used to develop a Performance Improvement Plan.This plan provides more detailed goals with more frequent feedback to an employee who is struggling toperform. The goal of a PIP is the improvement of the employee's performance, but non-performance can lead to disciplinary action up to and including employment termination.In many organizations, numeric rankings are used to compare an employee's performance with the performance of other employees. Numeric ratings are frequent components of these systems, too.No matter how fair and non-discriminatory, these ratings are made to appear through the endless establishment of criteria for rating, and they boil down to the manager's opinion of an employee's performance. This is why numeric components in an employee performance evaluation process are not recommended.What is the goal in employee evaluation?To motivate outcomes of the employeeTo punish inabilities of the employeeTo reduce costs of the employeeWhat is NOT the goal of the best employee performance evaluation?Employee anization improvement.Employment termination.What does PIP in Para. 6 stand for?Personal Improvement PlanPerformance Improvement PlanPromotion Improvement PlanWhat is the goal of PIP?To improve the employees performance.To protect both the employee and the employer.To create accurate appraisal documentation.What is the purpose of numeric rankings?To perform consistent, regular, non-discriminatory employee performance evaluations.To ensure equitable measurement of an employee's contribution.To compare an employees performance with the performance of other employees.答案： A C B A C题目：Teamwork is extremely important for the success of a company. Teamwork Multiplies Success: Teamwork has often been described as one plus one equals three. On teams, people can work together and accomplish much more than they could by themselves. Your company can also accomplish great things when everyone is working together toward a common goal. Teamwork Makes the Job Easier: Employees now specialize in areas and contribute to the team through the work they produce. By specializing in areas like merchandising or accounting, they become more expert at their tasks and make your team more effective as a result. Working in teams also teaches your associates to work together more effectively and frequently. The new ways of doing things are discovered by team members working together to solve a problem. Teamwork Maximizes Strengths and Reduces Weaknesses: Individual weaknesses can be minimized through the efforts of the team. In your company, you place your people where their strengths can be best used. Weaknesses can be reduced when your people concentrate on their areas of strength. Teamwork Makes Work Fun: Work is more fun when you are a part of a team. You can build on other people's ideas and share in completing the assignment together. You also have another pair of eyes to look at the work, which further reduces mistakes. Studies have also shown that laughter and fun reduce stress, which can also increase effectiveness on the job. Teams that enjoy working together can accomplish great things for your company.Whats function of the phrase one plus one equals three in Para.2?It shows that teamwork has its advantages and disadvantages.It tries to explains that working in a teamwork is better than working individually.It is a humorous way to explain how important the teamwork is in a company.The word associates can probably be replaced by the word ________ in the sentence Working in teams also teaches your associates to work together in Para.3.merchandisersaccountantscolleaguesWhich of the following statements is TREUE according to the passage?Personal shortcomings can be reduced through the efforts of the whole team.Working in a team you might be replaced by a salesman oraccountant.Weaknesses can be increased when your team members focus attention on their strength.Which of the following statements is FLASE according to the passage?Working in a team you can share in completing the assignment together.Working in a team you can improve effectiveness on the job.Working in a team you must be careless because you know somebody can help you.Whats the best title for this passage?The Tips for TeamworkThe Importance of TeamworkThe Advantages and Disadvantages of Teamwork答案： B C A C B题目：Project managers are change agents: they make project goals their own and use their skills and expertise to inspire a sense of shared purpose within the project team. They enjoy new challenges and the responsibility of driving business results. They work well under pressure and are comfortable with change and complexity in dynamic environments. They can shift readily between the big picture and the small-but-crucial details, knowing when to concentrate on each. Project managers cultivate the people skills needed to develop trust and communication among all of a project's stakeholders: its sponsors, those who will make use of the project's results, those who command the resources needed, and the project team members. They have a broad and flexible toolkit of techniques, resolving complex, interdependent activities into tasks and sub-tasks that are documented, monitored and controlled. They adapt their approach to the context and constraints of each project, knowing that no one size can fit all the variety of projects. And they are always improving their own and their teams' skills through lessons-learned reviews at project completion. Project managers are found in every kind of organization -- as employees, managers, contractors and independent consultants. With experience, they may become program managers (responsible for multiple related projects) or portfolio managers (responsible for selection, prioritization and alignment of projects and programs with an organization's strategy). And they are in increasing demand worldwide. For decades, as the pace of economic and technological change has quickened, organizations have been directing more and more of their energy into projects rather than routine operations.Which of the following is NOT enjoyed by project managers?Challenges.Responsibility.Status quo.Which of the following is NOT concerned by project managers?The overall situation.The non-crucial details.The crucial details.Which of the following is a TRUE statement about project managers?They do not need to keep contact with all of a projects stakeholders.They use one model to solve problems in various projects.They improve their skills after completion of each project.Which of the following is NOT mentioned as a career possibility for experienced project manager?Becoming general manager of an organization.Running several projects at the same time.Allocating projects to other project managers.Which of the following can be an alternative title for the passage?Requirements of project managers.Future development of project managers.Career development of project managers.答案： C B C A A题目：When Jack Welch, the Chairman and CEO at General Electric (GE) retired in 2001, he could look back at a very successful career. He became CEO in 1981 at the age of 45. At that time, GE had a very complex organizational structure with considerably bureaucratic rules. One of hisfirst changes was to initiate a strategy formulation process with the guideline that each of the businesses should be number 1 or 2 in their respective areas. If this was not the case, managers had the options of fixing the problem, selling their particular business, or closing it. In an effort to streamline the organization, Welch removed the sector level and eliminated thousands of salaried and hourly employee positions. The restructuring was followed by changing the organizational culture and the managerial styles of GE's managers. One such program was the Work-Out（群策群力）.Groups of managers were assembled to share their views openly in three-day sessions. At the beginning of the meetings, the superior presented the challenges for his or her organizational unit. Then the superior had to leave, requesting the groups to find solutions to the problems. Facilitators (会议主持人) helped these discussions. On the last day, the superior was presented with proposed solutions. He or she then had three choices: to accept the proposal, not to accept it, or to collect more information. This process put great pressure on the superior to make decisions. Another program to improve effectiveness and efficiency was Best Practices. The aim was to learn from other companies how they obtained customer satisfaction, how they related to their suppliers, and in what ways they developed new products. This helped the GE people to focus on the processes in their operations that would improve the company's performance. Jack Welch was personally involved in developing managers at GE's training center in Crotonville. Leaders, Welch suggested, are not only those who achieve results but also those who share the values of the company.Jack Welch retired at the age of 65.TFJack Welch insisted that each of the businesses should be at least number 3 in their respective area.TFIf the business could not meet Welchs change requirements, its manager had 3choices.TFThe restructuring went before changing the organizational culture and the managerial styles of GEs managers.TFThe Work Out lasted a week.TF答案： A B A A B题目：When you think of team building, do you immediately picture your group off at a resort playing games or hanging from ropes? Traditionally, many organizations approach team building in this way but, then, they wonder why that wonderful sense of teamwork that had been displayed at the retreat or the seminar fails to impact long term beliefs and actions back at work. I'm not averse to retreats, planning sessions, seminars and team building activities in fact I lead them but they have to form part of a much larger teamwork effort. You will not build teamwork by retreating as a group for a couple of days each year, instead you need to think of team building as something you do every single day.Form teams to solve real work issues and to improve real work processes. Provide training in systematic methods so the team expends its energy on the project, not on trying to work out how to work together as a team to approach the problem.Hold department meetings to review projects and progress, to obtain broad input, and to coordinate shared work processes. If there is friction between team members, examine the work processes they mutually own the problem is not usually their personalities; instead, it is often the fact that the team members haven't agreed on how they will deliver a product or service, or the steps required to get something done.Build fun and shared occasions into the organization's agenda hold pot luck lunches, take the team to a sporting event, sponsor dinners at a local restaurant, go hiking or go to an amusement park. Hold a monthly company meeting, sponsor sports teams and encourage cheering team e ice breakers and teamwork exercises at meetings these helpteam members get to know each other, share details about each other's lives, and have a laugh together.Celebrate team successes publicly. There are many ways you could do this, for instance by buying everyone the same t-shirt or hat, putting team member names in a draw for company merchandise and gift certificates. The only thing limiting you is your imagination. If you do the types of teamwork building listed above, you'll be amazed at the progress you will make in creating a teamwork culture, a culture that enables individuals to contribute more than they ever thought possible together.Team building event is traditionally related to playing games at resort.TFThe author claims that playing games together is as important as form teams to solve real work issues and to improve real work processes for team building.TFRetreat in the first paragraph means withdrawal of troops after a defeat.TFIce breaking motivates team members compete with each other.TFA good teamwork culture enables individuals make more efforts together.TF答案： A B B B A题目：Write a composition with at least 100 words on My Dream Job. Your writing should include the followings.（1）Position: customer service representative（2）Ability: communication and customer service skills（3）Reason: an expert in the product line and strong relationships with customers答案：作文评分标准1．评分原则1）本题总分为20分,按6个档次给分。

管理类英语词汇目标missi on/ objective 内部环境in ternal en vir onment 夕卜部环境exter nal environment 集体目标group objective 计戈U planning 组织organizing人事staffi ng 领导lead ing 控希9 con troll ing 步骤process 原理prin ciple 方法tech nique 经理manager 总经理general manager 行政人员administrator 主管人员supervisor 企业en terprise 商业bus in ess产业in dustry 公司compa ny 效果effective ness效率efficiency 企业家entrepreneur 权禾U power职权authority 职责resp on sibility 科学管理scie ntific man ageme nt现代经营管理modern operational management 行为科学behavior scienee生产率productivity 激励motivate 动机motive 法律law 法规regulation 经济体系economic system 管理职能man agerial fun cti on 产品product 服务service利润profit 满意satisfact ion 归属affiliati on尊敬esteem 自我实现self-actualizati on 人力投入huma n in put盈余surplus 收入in come 成本cost 资本货物capital goods机器machinery 设备equipment 建筑building 存货inventory经验法the empirical approach 人际行为法the interpersonal behavior approach集体行为法the group behavior approach 协作社会系统法the cooperative social systems approach社会技术系统法the social-technical systems approach 决策理论法the decision theory approach数学法the mathematical approach 系统法the systems approach随机制宜法the con ti ngency approach 管理任务法the man agerial roles approach经营法the operational approach 人际关系human relation心理学psychology 态度attitude 压力pressure 冲突con flict招聘recruit 鉴定appraisal 选拔select 培训train扌报酬I compe nsati on 授权delegati on of authority 协调coord in ate 业绩performa nee 考绩制度merit system 表现behavior 下级subord in ate 偏差deviati on检验记录inspection record 误工记录record of labor-hours lost 销售量sales volume 产品质量quality of products 先进技术adva need tech no logy 顾客服务customer service 策略strategy 结构structure 领先性primacy 普遍性pervasiveness 忧虑fear 忿恨resentment 士气morale 解雇layoff批发wholesale 零售retail 程序procedure 规则rule规划program 预算budget 共同作用syn ergy 大型联合企业con glomerate 资源 resource 购买 acquisition增长目标 growth goal 专利产品 proprietary product 竞争对手 rival 晋升 promoti on 管理决策 man agerial decisi on商业道德 bus in essethics 有竞争力的价格 competitive price 供货商supplier 小贩ven dor 利益冲突 conflict of interests派生政策 derivative policy开支帐户 expense account 批准程序 approval procedure病假 sick leave 休假 vacati on 工时 labor-hour 机时 mach in e-hour 资本支出capital outlay 现金流量 cash flow 工资率 wage rate 税收率 tax rate | 股息 divide nd 现金状况 cash position资金短缺 capital shortage总预算 overall budget 资产负债表 balanee sheet 可行性 feasibility投入原贝U the commitment principle 投资回报 return on investment 生产能力capacity to produce 实际工作者 practitioner 最终结果 end result 业绩performa nee福禾U welfare 市场占有率 market share 仓U 新 innovation社会责任 public responsibility 董事会 board of director组织规模 size of theorganization 组织文化 organizational culture 目标管理 management by objectives 评价工具 appraisal tool激励方法 motivational techniques控制手段 controldevice 个人价值 pers onal worth 优势 stre ngth 弱点 weak ness 机会 opport unity 威 胁' threat个人禾U 益 personal interest生产率 productivity 利润率 profitability个人责任 personal responsibility 顾问 counselor 定量目标 quantitative objective 定性目标 qualitative objective可考核目标 verifiable objective 优先 priority 工资表payroll 策略strategy 政策policy 灵活性discreti on 多种经营diversificati on评估 assessme nt —致性 con siste ncy应变策略 consistency strategy 公共关系 public relation 价值 value 抱负aspiration 偏见 prejudice 审查 review 批准 approval 主要决定 major decision 分公司总经理 division general manager资产组合距阵 portfolio matrix 明星 star 问号 question mark 现金牛 cash cow 赖狗 dog 采购 procurement 人口因素 demographic factor 地理因素 geographic factor公司形象 company image产品系歹U product line 合资企业joint venture个性 in dividuality 性格 perso nality 安全 safety 自主权 latitude 悲观的pessimistic 静止的 static 乐观的 optimistic 动态的 dynamic 灵活的 flexible 抵希 9 resista nee 敌对 an tag onism 折中 eclectic 激励 motivati on 潜意识subconscious 地位 status 情感 affection 欲望 desire 压力 pressure 满足satisfacti on自我实现的需要 needs for self-actualization affiliation needs安全的需要 security needsmaintenance 保健 hygiene 激励因素 motivator reinforcement theory反馈 feedback 奖金 bonus 股票期权 stock option 劳资纠纷labor dispute 缺勤率 absenteeism 人员流动 turnover 奖励 reward 特许经营fran chise 热诚 zeal 信心 con fide nee鼓舞 in spire 要素 in gredie nt破产政策 liquidati on strategy紧缩政策 retrenchment strategy战术 tactics 追随 followership尊敬的需要esteem needs 归属的需要 生理的需要physiological needs 维持 概率probability 强化理论忠诚loyalty 奉献devotion 作风style 品质trait适应性adaptability 进取性aggressive ness 热情en thusiasm行政管理能力admi ni strative ability智力intelligenee 专制式领导autocratic leader 民主式领导democratic leader 自由放任式领导free-rein leader 管理方格图the man agerial grid 工作效率work efficiency 服从obedienee 领导行为leader behavior支持型领导supportive leadership 参与型领导participative leadership指导型领导instrumental leadership成就取向型领导achievement-oriented leadershipAutomated in specti on 自动化检验automatic assembly system 自动化装配系统applied biomecha nics 应用生物力学CAD/CAM计算机辅助设计与制造computer in tegrated manu facturi ng system计算机整合制造系统data structure 数据结构data base man ageme nt system 数据库管理系统decisi on an alysis 决策分析engin eeri ng economy 工程经济engin eeri ng statistics 工程统计facilities pla nning 设施规戈Ufactory diag noisis and improveme nt method 工厂诊断与改善方法fuzzy theory and applicatio n 模糊理论与应用huma n-computer in teraction (HCI) 人因工程与计算机系统huma n factors engin eeri ng 人因工程huma n in formatio n process ing 人类讯息处理huma n-mach ine system desig n 人机系统设计human resource management 人力资源管理huma n system diag no sis and improveme nt 人体系统诊断与改善in dustrial en vir onment evaluati on 工业环境评估in dustrial orga ni zatio ns and man ageme nt 工业组织与管理in dustrial safety 工业安全in formatio n tech no logy 信息技术in tellectual property laws 智慧财产权法kno wledge engin eeri ng 知识工程linear algebra 线性代数manu facturi ng automati on 希9造自动化manu facturi ng engin eeri ng 希9造工程manufacturing management 希9造管理manu facturi ng process 制造程序manufacturing systems and management 制造系统与管理market and marketi ng 市场与行销material flows automati on 物流自动化mathematical program ming 数学规戈Umulticriteria decisi on maki ng 多目标规划multi-criteria decisi on methods 多准则决策分析n etwork an alysis 网络分析nu merical an alysis 数值分析orga ni zatio n and man ageme nt 组织与管理product and tech no logy developme nt man ageme nt 产品与技术开发管理producti on man ageme nt 生产管理producti on pla nning and con trol 生产计戈U与管希9quality con trol 质量管理quality engin eeri ng 品质工程quality man ageme nt tech niq ues and practice 品质管理queue ing theory 等候线理论reliability engin eeri ng 可靠度工程research ，development and innovation management 研究发展管理semic on ductor product ion man ageme nt 半导体生产管理seque ncing and scheduli ng 排序与排程simulatio n 模拟分析statistical method 统计方法stochastic processes 随机系统strategic man ageme nt of tech no logy 技术策略system an alysis and desig n in large scale大型系统分析与设计system performa nee evaluati on 系统绩效评估技术system quality assura nee engin eeri ng 系统品质保证工程systems engin eeri ng 系统工程systems simulatio n 系统仿真visio n and colors 视觉与色彩work physiology 工作生理学work study 工作研究Acco un ti ng Assista nt 会计助理Accou nting Clerk 记帐员Acco un ti ng Man ager 会计部经理Accou nti ng Stall 会计部职员Acco un ti ng Supervisor 会计主管Admi nistrati on Man ager 行政经理Admi nistrati on Staff 行政人员Admi nistrative Assista nt 行政助理Admi nistrative Clerk 行政办事员Advertisi ng Staff 广告工作人员Airli nes Sales Represe ntative 航空公司定座员Airli nes Staff 航空公司职员Applicati on Engin eer 应用工程师Assista nt Man ager 副经理Bond An alyst 证券分析员Bond Trader 证券交易员Busi ness Con troller 业务主任Business Manager 业务经理Buyer采购员Chemical Engin eer 化学工程师Civil Engin eer 土木工程师Clerk/Recepti on ist 职员/ 接待员Admi nistrative Clerk 行政办事员Clerk Typist & Secretary 文书打字兼秘书Computer Data In put Operator 计算机资料输入员Computer Engineer 计算机工程师Computer Process ing Operator 计算机处理操作员Computer System Manager计算机系统部经理Copywriter广告文字撰稿人Deputy Ge neral Ma nager 副总经理Econo mic Research Assista nt 经济研究助理Electrical Engin eer 电气工程师Engin eeri ng Tech nician 工程技术员En glish In structor/Teacher 英语教师Export Sales Man ager 外销部经理Export Sales Staff 外销部职员Finan cial Con troller 财务主任Finan cial Reporter 财务报告人F.X. (Foreign Excha nge)Clerk 外汇部职员F.X. Settlement Clerk 外汇部核算员Fund Ma nager财务经理Gen eral Man ager/ Preside nt 总经理General Man ager Assista nt 总经理助理General Man ager's Secretary 总经理秘书Hardware En gi neer计算机硬件工程师Import Liais on Staff 进口联络员Import Manager 进口部经理In sura nee Actuary 保险公司理赔员In ternatio nal Sales Staff 国际销售员In terpreter 口语翻译Legal Adviser 法律顾问Line Supervisor 生产线主管Maintenance Engin eer 维修工程师Management Consultant 管理顾问Man ager 经理Man ager for Public Relatio ns 公关部经理Manu facturi ng Engin eer 希9造工程师Manu facturi ng Worker 生产员工Market An alyst 市场分析员Market Developme nt Ma nager 市场开发部经理Marketi ng Man ager市场销售部经理Marketi ng Staff 市场销售员Marketi ng Assista nt 销售助理Marketi ng Executive 销售主管Market ing Represe ntative 销售代表Marketi ng Represe ntative Man ager 市场调研部经理Mecha nical Engin eer 机械工程师Mining En gi neer 采矿工程师Music Teacher音乐教师Naval Architect 造船工程师Office Assista nt 办公室助理Office Clerk 职员Operatio nal Man ager 业务经理Package Designer 包装设计师Passe nger Reservatio n Staff 乘客票位预订员Personnel Manager 人事部经理Pla nt/ Factory Man ager 厂长Postal Clerk 邮政人员Private Secretary 私人秘书Product Manager生产部经理Productio n Engin eer 产品工程师Professio nal Staff 专业人员Programmer电脑程序设计师Project Staff 项目策划人员Promotio nal Man ager 推售部经理Proof-reader 校对员Purchasi ng Age nt 采购进货员Quality Control En gi neer 质量管理工程师Real Estate Staff 房地产职员Regional Manger 地区经理Research & .Developme nt Engin eer 研究开发工程师Restaura nt Man ager 饭店经理Sales and Pla nning Staff 销售计划员Sales Assista nt 销售助理Sales Clerk 店员、售货员Sales Coordi nator 销售协调人Sales Engin eer 销售工程师Sales Executive 销售主管Sales Manager销售部经理Salesperson 销售员Seller Represe ntative 销售代表Sales Supervisor 销售监管School Registrar 学校注册主任Secretarial Assista nt 秘书助理Secretary 秘书Securities Custody Clerk 保安人员Security Officer 安全人员Senior Acco untant 高级会计Senior Employee 高级雇员Senior Secretary 高级秘书Service Ma nager服务部经理Simulta neous In terpreter 同声传译员Software En gi neer 计算机软件工程师Supervisor 监管员Systems Adviser 系统顾问Systems Engineer 系统工程师Systems Operator 系统操作员Tech nical Editor 技术编辑Tech ni cal Tran slator 技术翻译Tech nical Worker 技术工人Telecommu ni cati on Executive 电讯（电信）员Telepho nist / Operator 电话接线员、话务员Tourist Guide 导游Trade Finance Executive 贸易财务主管Trainee Manager培训部经理Tran slation Checker 翻译核对员Tran slator 翻译员Trust Banking Executive 银行高级职员Typist 打字员Wordprocessor Operator 文字处理操作员Aaccess discrim in atio n 进入歧视action research 动作研究adjourning 解散adhocracy 特别结构administrative principle 管理原则artifacts 人工环境artificial in tellige nce 人工智能工巧匠avoiding learning 规避性学习ambidextrous approach 双管齐下策略balanee sheet 资产负债表bcg matrix 波士顿咨询集团矩阵bona fide oeeupati on qualificati ons 善意职业资格审查boun ded rati on ality 有限理性bureaucracy 官僚机构ben chmark ing 标杆瞄准boun ded rati on ality perspective 有限理性方法boun dary-spa nning roles 跨超边界作用Ccomputer-aided desig n and computer-automated manu facturi ng(cad/cam)计算机辅助设计与计算机自动生产confron tati on 对话con sortia 企业联合cha nge age nt 变革促进者chaos theory 混沌理论charismatic leaders 魅力型领导者charity principle 博爱原则coercive power 强制权cohesive ness 凝聚力competitive benchmarking 竞争性基准confrontation meeting 碰头会constancy of purpose 永久性目标contingency approach 权变理论corporate social performanee 公司社会表现corporate social responsibility公司社会责任corporate social responsiveness 公司社会反应critical incident 关键事件curre nt assets 流动资产curre nt liabilities 流动负债culture strength 文化强度creative department 仓U造性部门craft tech no logy 技艺性技术con textual dime nsion 关联性维度continuous process production 连续加工生产collectivity stage 集体化阶段clan control 小团体控制clan culture 小团体文化coalitio n 联合团体collaborative 协作网络cen trality 集中性cen traliazati on 集权化charismatic authority 竭尽忠诚的权力Ddecentralization 分权democracy management 民主管理departme ntalizatio n 咅部门化differe ntial rate system差别报酬系统dialectical inquiry methods 辩证探求法division of labor 劳动分工downward mobility 降职流动dynamic engagement 动态融合dynamic network 动态网络domain 领域direct in terlock 直接交叉divisio nal form 事业部模式differen tiati on strategy 差别化战略decisi on premise 决策前提ethic ombudsperson 伦理巡视官external adaption 夕卜部适应性 elaborati on stage 精纟田阶段 en trepre neurial stage 仓 U 业阶段escalat ing commitme nt 顽固认同Fflat hierarchies扁平型结构 flexible budget 弹性预算dual-core approach 二元核心模式electronic data-processing(edp)电子数据处理 employee-oriented style 风格 empowerme nt 授权 en cod ing 解码end-user computing 终端用户计算系统 entrepreneurship 企业家精神equity 净资产equity theory 公平理论espoused value 信仰价值ethnocentric manager 种族主义的管理者expecta ncy theory 期望理论 expe nse budget 支出预算expense center 费用中心 external audit 夕卜部审计员工导向型external stakeholders 夕卜部禾U 益相关者 extrinsic rewards 夕卜部奖励force-field theory 场力理论formal authority 合法权力formal systematic appraisal 正式的系统评估franchise 特许经营权formalization stage 规范化阶段functional grouping 职能组合formal cha nnel of com muni cati on 正式沟通渠道Ggame theory 博弈论general financial condition —般财务状况geocentric manager 全球化管理者general manager 总经理globalizati on 全球化gossip cha in 传言链grapevine 传言网global strategic partnership 全球战略伙伴关系general environment —般环境generalist 全面战略geographic grouping 区域组合global company 全球公司global geographic structure 全球区域结构Hhawthorne effect 霍桑效应heuristic principles 启发性原理hierarchy 科层制度hiri ng specificati on 招聘细则horizontal linkage model 横向联系模型hybrid structure 混合结构high tech 高接触high-velocity en vir onments 高倍速环境Iimpoverished man ageme nt 放任式管理in come stateme nt 损益表in formatio n tran sformati on 信息转换in frastructure 基础设施integrative process 整合过程intelligent enterprises 智力企业in ternal audit 内部审计in ternal stakeholder 内部相关者intern ship 实习in trapre neurship 内部企业家精神in tri nsic reward 内在报酬inventory 库存,存货internal in tegrati on 内部整合in terorga nizatio n relati on ship 组织间的关系in tergroup con flict 团体间冲突in terlock ing directorate 交叉董事会in stituti onal perspective 机构的观点intuitive decision making 直觉决策idea champi on 构思倡导者in creme ntal cha nge 渐进式变革in formal orga ni zati onal structure 非正式组织结构in formal performa nee appraisal 非正式业绩评价Jjob description 职务描述job design 职务设计job enlargement 职务扩大化job enrichment 职务丰富化job rotation 职务轮换job specialization 职务专业化Kkey performanee areas 关键业务区key result areas 关键绩效区Llabor productivity index 劳动生产力指数laissez management 自由化管理large batch producti on 大批量生产lateral com muni cati on 横向沟通leadership style 领导风格least preferred co-worker(lpc) 最不喜欢的同事legitimate power 合法权力liability 负债liquidity 流动性liais on role 联络员角色liais on 联络者line authority 直线职权Ion g-l in ked tech no logy 纵向关联技术losses from conflict low-冲突带来的损失cost leadership 低成本领先man ageme nt by objective 目标管理Man agerial Grid 管理方格matrix bosses 矩阵主管management champion 管理倡导者materials-requireme nts pla nnin g(MRP) 物料需求计戈UMslow,s hierarchy of needs 马斯洛需求层次论marketing argument 管理文化多元化营销观multiculturalism 文化多元主义multidivisional firm 多部门公司moral rules 道德准贝Umanagement by walking around(MBWA)走动式管理matrix structure 矩阵结构mult in atio nal en terprise(MNE) 跨国公司moral relativism 道德相对主义mechanistic system 机械式组织middle-of-the-road management 中庸式管理meso theory 常态理论multidomestic strategy 多国化战略mediat ing tech no logy 调停技术na?ve relativism 朴素相对主义need-achievement 成就需要norming 规范化norms 规范non programmed decisi ons 非程序化决策non substitutability 非替代性nonro uti ne tech no logy 非例行技术ni che 领地Ooff-the-job training 脱产培训on-the-job training 在职培训operatio nal budget 运营预算order backlog 订单储备organic system 有机系统organizational development(OD) 组织发展orie ntati on 定位outcome in terdepe ndence 结果的相互依赖性outplaceme nt services 夕卜延服务organi zati on ecosystem 组织生态系统paradox of authority 权威的矛盾paradox of creativity 创造力的矛盾paradox of disclosure 开放的矛盾paradox of identify 身份的矛盾political acti on committees(PACs) 政治活动委员会paradox of in dividuality 个性的矛盾paradox of regression 回归的矛盾partial productivity 咅E分生产率participative management 参与式管理path-goal model 路径目标模型peer recruiter 同级招聘programmed decisions 程序化决策 psychoanalytic view 精神分析法 paradigm 范式 personal ratios 人员比例pooled dependence 集合性依存 professional bureaucracy 专业官僚机构problem identification 问题识另S problemistic search 问题搜寻 populati on ecology model 种群生态模型Qquality 质量 quality circle 质量圈question mark 问题类市场 quid pro quo 交换物ratio nal model of decisi on maki ng 理性决策模式 realistic job preview(RJP) 实际工作预览polyce ntric man ager portfolio in vestme nt production flexibility 多中心管理者portfolio framework 业务组合框架 资产组合投资 positive reinforcement 正强化 生产柔性profitability 收益率political acti on committees(PACs) 政治活动委员会reciprocal in terdepe ndence 相互依存性resource depe ndence 资源依赖理论routi ne tech no logy 例行技术rete nti on 保留ratio nal approach 理性方法rati onal model 理性模型ratio nal-legal authority 理性一合法权威Ssemivariable cost 准可变成本sense of potency 力量感sensitivity training 敏感性训练sexual harassment 性骚扰short-run capacity changes 短期生产能力变化single-strand chain situati onal approach 情境方法situati onal force 情境力量情境领导理论sliding-scale budgetspan of management 管理幅度staff authority 参谋职权standing plan 长设计戈U step budget 分步预算stewardship principle 管家原贝U stimulus 刺激stormi ng 调整阶段strategic man ageme nt 战略管理单向传言链移动规模预算社会科技方法situati on al leadership theorystrategic part nering 战略伙伴关系strategy formulation 战略制定political acti on committees(PACs) 政治活动委员会strategy impleme ntati on 战略实施strategic control战略控制tech ni cal or product champi on 技术或产品的倡导者strategic con ti ngen cies 战略权变satisfici ng 满意度subsystems子系统subunits 子单位synergy 协同system boundary 系统边界structure dimension 结构性维度sequential interdependence 序列性依存self-directed team 自我管理型团队specialist 专门战略strategy and structure cha nges 战略与结构变革symptoms of structural deficie ncy 结构无效的特征Ttall hierarchies 高长型科层结构task force or project team 任务小组或项目团队task independenee 任务的内部依赖性task management 任务型管理task-oriented style 任务导向型管理风格total productivity 全部生产率Total Quality Ma nageme nt 全面质量管理trai ning positio ns 挂职培训trai ning program 培训程序tran sacti on al leaders 交易型领导tran sformati on al leaders 变革型领导treatme nt discrim in ati on 歧视待遇two-factory theory 双因素理论two-boss employees 双重主管员工Uun freez ing 解冻un it producti on 单位产品Vvariatio n 变种子variety 变量vale nee 效价variable costs 可变成本vertical com muni catio n 纵向沟通vertical in tegrati on 纵向一体化vestibule training 仿真培训volume flexibility 产量的可伸缩性vertical linkage 纵向连接venture team 风险团队value based leadership 基于价值的领导win-lose situati on 输赢情境win-win situation 双赢情境workforce literacy 员工的读写能力work in progress 在制品work flow redesig n 工作流程再造成work flow automation 工作流程自动化whistle blowi ng 揭发zero-sum 零--- 和tech ni cal or product champi on 技术或产品的倡导者无差异区域（可接受区域）zone of indifference(area of acceptance)( 编辑：admin)。

《管理英语4》课程教学大纲为指导全国开放大学管理类专业（本科）开设的《管理英语4》课程建设与教学工作，根据开放大学利用现代信息技术手段进行教学的特点和成人学生群体学习的实际需求，特制订本大纲。

大纲的各项规定可作为教材编写、教学安排、教学质量检查与评估、教学资源建设、教学支持服务的依据。

第一部分大纲说明一、课程性质和任务1.课程性质《管理英语4》是为国家开放大学管理类专业（专科起点本科）开设的公共英语课程；计3学分，54学时，开设一学期，建议第二学期开设。

本课程将英语学习与与行政管理、公共事业管理、教育管理、工商管理、农村行政管理等专业的职场活动相结合，以真实的语言素材为载体创设职场情景，在进行英语语言基础知识和基本技能训练的同时，培养学生在职场情景下使用英语进行交流的能力。

2.课程任务通过《管理英语4》课程的学习，学生应能掌握一定英语语言基础知识和基本技能，具有一定的读、听、说、写能力；同时，了解管理活动中最基本的英语词语及表达方式，能在涉及与行政管理、公共事业管理、教育管理、工商管理、农村行政管理等专业的职场活动中进行基本交流；并为今后职场英语应用能力的进一步提高奠定基础。

3.教学对象《管理英语4》课程的教学对象为国家开放大学管理类的行政管理、公共事业管理、教育管理、工商管理、农村行政管理等专业的成人学生和具有同等英语水平的业余学习者。

4.课程的衔接《管理英语》(4) 为英语基础段最后一门课程。

学有余力的学生可以继续选学跟专业、职业更加密切相关的专门用途性质的英语课程。

二、课程教学基本要求《管理英语4》课程在加强学生的英语语言基础知识和基本技能训练的同时，使学生接触并了解与职业相关的基本知识，培养学生在管理事务活动中使用英语进行交际的实际能力。

本课程不同维度的基本要求如下：1.语言基础知识●在词汇认知方面，应能认知4,000个左右的词汇（含前期认知的3,200个左右）及其常见短语或固定搭配，以及一定量的职场相关词汇和短语；●在词汇掌握方面，应能熟练使用其中的2,600个左右词汇（含前期掌握的2,100个左右）及其常见短语或固定搭配，以及一定量的职场相关词汇和短语；●在语法知识方面，应能掌握基础语法知识（见教材细目表）；●在功能意念方面，应能掌握常见功能意念（见教材细目表）及其惯用表达方法等。

管理的英语表达
管理的英语表达包括许多常见的词汇和短语，这些词汇和短语在商业和管理领域中非常常见，因此对于那些想要在这些领域中成功的人来说是必不可少的。

以下是一些常见的管理英语表达：
1. Management: 管理
2. Leadership: 领导力
3. Teamwork: 团队合作
4. Communication: 沟通
5. Performance: 绩效
6. Productivity: 生产力
7. Efficiency: 效率
8. Strategy: 战略
9. Planning: 计划
10. Delegation: 委派
11. Motivation: 动机
12. Innovation: 创新
13. Problem-solving: 解决问题
14. Decision-making: 决策
15. Time management: 时间管理
16. Project management: 项目管理
17. Risk management: 风险管理
18. Budget management: 预算管理
19. Performance evaluation: 绩效评估
20. Employee development: 员工发展
以上是一些常见的管理英语表达，掌握这些词汇和短语可以使你在商业和管理领域中更加自信地交流和工作。

管理英语怎么写管理英语的写法主要有两种：Management和Administration。

1. Management：Management 是一个通用的词汇，可以涵盖许多不同的管理方面，比如组织管理、人力资源管理、项目管理等等。

从简单到复杂，它可以指导个人、团队或者整个组织的运作。

在组织管理方面，Management包括制定目标、规划、组织资源、指导、协调和控制等各个方面。

它是确保组织顺利运转和达成目标的关键要素。

在人力资源管理方面，Management涵盖了员工招聘、培训和发展、绩效管理、薪酬管理等工作。

通过对员工的有效管理，可以提高工作效率和员工满意度，并使组织取得成功。

在项目管理方面，Management主要包括项目的规划、执行、监控和收尾等各个环节。

良好的项目管理可以确保项目按时交付，并达到预期的质量和效益。

2. Administration：Administration更强调于机构或政府运作中的管理方面。

它指的是实施关于政策、规章制度的任务，并为组织者提供支持。

它涉及到决策制定、资源配置、规章制度的执行和绩效监察等方面的工作。

在政府方面，Administration涵盖了政策制定、行政运作、财政管理、人员管理等各个层面。

政府部门的高效管理对于公共事务的运行至关重要。

在学校或大学方面，Administration指的是管理机构，包括校长、院长、教务处、学生事务处等，他们负责学校的日常运营和管理。

他们需要制定学校规章制度、招生、课程安排、财务管理等等。

两种写法均在英语中常用，并且在不同的场景中的含义和用法也有所区别。

无论是Management还是Administration，都是为了保持组织的良好运作和实现预定目标的关键。

所以在使用时，需要根据具体的情境和含义来选择合适的词汇。

管理的英语是什么在他的管理下，联合国的声望得到了极大提升。

下面为大家带来管理的英语意思和相关用法，欢迎大家一起学习!管理的英语意思manage;supervise;administrate;Administration管理的英语例句我想着重指出，我们愿意在任何时候与管理部门会谈。

I would like to emphasize that we are ready to meet the management at any time.资源管理是一项重要的经营技能。

Resources management is an important business skill.由于管理有方，农场兴旺发达。

The farm prospered through good management.在他的父亲生病不在的时候，他管理公司。

He managed the company when his father was away ill.一个管理人员应该让职员感到平易近人。

A manager should be accessible to his staff.项目管理首要任务是管理项目(废话)。

项目管理的隐含目标是还在于管理一系列特定的资源。

Project management is all about managing people.企业需要按本身的商业目标，建立本身的项目管理需求，而不是模仿别人的方法或模式，需要'强化'企业本身的管理机制，'简化'管理工作，以提升效率，最后'统一'企业的管理模式。

I even cajoled my grandparents into getting me the nike shoes.本文对太太药业医院销售推广队伍的销售管理模式进行了分析，并结合现代化销售管理及市场营销理论，力争总结出切合实际的销售管理模式，以利于那些具有相同性质的公司引以借鉴。