名词解释组织（organizing)：以结构化和协作形式共同工作来实现一系列目标的群体管理（management)：根据组织资源（人力、财务、物质和信息）所进行的一系列活动（包括规划与决策、组织、领导和控制），其目的是以有效率的和有效能的方式实现组织的目标效率（efficient)：聪明地利用资源和实现成本效益效能（effective)：制定正确的决策并且成功地予以实施规划（planning)：设定组织目标和决定如何最有效地实现这些目标决策（decision making)：规划过程的一部分，从多种可能中选择行动的路线领导（leading）：带领组织成员共同工作促进组织利益的一组过程控制（controlling）：对组织朝着目标前进的过程进行监督系统（system）：一组内在相关的执行整体功能的要素协同（synergy）：组织内单位（或子系统）在共同工作时通常会比分别工作时更加成功经济因素：组织一般环境中的经济因素是组织所在的经济系统的总体健康程度和有效性技术环境：一般环境中的技术环境指的是将资源转化为产品或服务的方法社会文化环境：一般环境中的社会文化环境包括组织所在社会的顾客、习俗、价值和人口因素政治法律环境：一般环境中的政治法律环境指的是政府对商业的管制及企业和政府的关系国际环境：一般指环境中的国际环境指的是组织参与其他国家的商业或受其他国家商业的影响竞争对手（competitor)：同组织竞争资源的其他组织顾客（customer）：为购买组织产品和服务支付货币的人或组织供应商（supplier)：为其他组织提供资源的组织战略合作伙伴（strategic partners allies)：两家或更多的公司在合资公司或其他形式的伙伴关系中共同合作管制者：在任务环境中可能控制、立法限制或以其他方式影响组织的政策和实践的要素所有者（owner)：对企业拥有法律上的财产权利的人董事会（board of directors)：有股东选举出来的负有监督管理者、保证企业按符合股东利益最大化要求经营的治理实体组织文化（organization culture)：一组价值观、信仰、行为、习惯和态度，它帮助组织成员理解组织的立场、行为方式和组织所关心的问题兼并：两家或更多的企业合并成为一家新的企业收购：一家企业购买另一家企业，被收购的企业将不复存在，成为收购企业的一部分，或者作为收购企业的子公司继续存在伦理（ethics)：就某一行为、行动或决定作出是非判断的个人信念伦理行为：符合一般可接受的社会规范的行为国际化企业（international business)：主要在一国内经营，但从其它国家采购相当多的资源或从其他国家获得相当多的收入（或者两者兼备）的企业战略联盟（strategic alliance)：两家或更多的企业共同经营以获得共同收益许可（licensing)：一家企业允许另一家企业使用其品牌名称、商标、技术、专利、版权或其他资产关税（tariff）：通过一国边界的商品征收的税配额（quotas)：限制允许贸易的商品数量或价值玻璃天花板（glass ceiling)：阻止女性进入许多组织中最高管理层的障碍目标（goal)：组织意图实现的一种未来的状态或目的最优化（optimizing)：认识到目标之间的冲突并进行平衡应急规划（contingency planning)：是一种重要的规划类型，它是当原定的行动规划被打乱或者无法实施时采用何种替代方案的决定危机管理（crisis management)：在灾难或其他未见到的不幸事件发生后组织启动的一组程序战略（strategy)：实现组织目标的全面规划直觉（intuition)：对事物的一种内在的信念，不需要经过有意识的思考承诺升级（escalation of commitment)：在特定的情况下，决策者作出一个决定并且过分执着于这一决定，即使已经证明是错误的也认识不到联合（coalition)：为了实现共同目标的个人和团体的非正式联盟创业（entrepreneurship)：规划、组织、运营和承担企业风险的过程先行者优势（first mover advantage)：由于一家企业比其他企业更早利用一个市场机会所带来的优势特许协议（franchising agreement)：允许被许可方销售许可方（母公司）产品的协议组织工作（organizing)：配置组织活动和资源的最优决策工作设计（job design)：与个人有关的工作职责的确定工作专业化（job specialization)：将组织认为分解为小的构成成分的程度工作轮换（job rotation)：有计划地调换员工的工作工作扩大化（job enlargement):增加员工工作任务的工作设计方法工作丰富化（job enrichment)：在增加员工工作数量的同时提高员工对工作本身的控制工作特性模式（job characteristics approach)：一种照顾到工作体系和员工偏好的工作专业化方法职能部门化：将同类的或类似的职位组合在一起产品部门化：围绕产品和产品群组来组织和安排业务活动的顾客部门化：围绕同特定顾客或顾客群体的响应和互动组织自己的业务地域部门化：根据规定的区域组织业务活动指挥链（chain of command)：组织内各职位间清楚而明确的命令关系管理幅度（span of management）：有多少人向一位经理报告职权（authority）：组织合法授予的权力授权（delegation）：管理者将部分工作转移给他人的过程分权（decentralization)：组织内系统化地将权力和职权授权给中层和基层管理者的过程协调（coordination）：将组织内不同部门的业务链接起来业务职位（line position）：直接位于指挥链上的职位，对实现组织目标负责支持职位（staff position)：向业务职位提供专业咨询、建议和支持行政密度（administrative intensity)：支持职位在全部管理性职位中所占的比例组织规模（organization size)：指全职或相当于全职工作的员工的总数矩阵设计（matrix design)：由两种部门化类型重叠而成的组织形式学习型组织（learning organization)：协助员工终身学习和个人发展，同时持续对变化的需求作出反应的组织组织变革（organization change)：对组织中任何一部分所实行的重大调整规划的变革（planned change)：对预期到的未来事件所作的按部就班的设计和实施的变革反应式的变革（reactive change)：对环境变化的随机应变的一次性反应业务流程改变（business process change)：对业务各个方面彻底重新设计以实现成本、服务或时效方面的重大收益人力资源管理（HRM—human resource management)：组织吸引、开发和保持一支有效的员工队伍的活动工作分析（job analysis)：组织内对工作的系统分析工作说明（job description)：明确职位的责任、工作的条件和完成工作所用到的工具、材料以及设备工作规范（job specification)：明确职位所要求的技能、能力、知识和其它条件招聘（recruiting)：吸引合格人才申请加入空缺职位的过程培训（training)：教会运营性或技术性员工做好自己的工作发展（development)：教会经理和专业人员完成当前或未来工作所需要的技能行为锚定等级评价法（BARS—behaviorally anchored rating scale)：首先找出重要的绩效维度，然后明确锚定对象——每种绩效层次具体的、可观察的行为近期性误差（recency error)：按照下属最近的表现作出判断的倾向晕轮效应（halo error)：将员工在某一方面的评估延展到其他方面职位评估（job evaluation)：评估某一职位相对于另一职位的价值福利（benefits)：组织向员工提供的薪酬之外的价值人职匹配（person-job fit）：个体同组织诱因之间的匹配程度心理契约（psychologic contract)：个体就自己对组织的贡献以及组织对个体贡献回报的总体期待人格（personality)：构成人与人之间相互区别的一组相对稳定的心理特性“大五”人格特性（“Big Five” personality traits)：宜人性、责任感、情绪稳定性、外向性、开放性宜人性（agreeableness)：同他人相处的能力责任感（conscientiousness)：一个人所专注的目标数量高情绪稳定性（less negative emotionality)：镇静、平静、坚韧和安全感低情绪稳定性（more negative emotionality)：更容易激动、产生不安全感、过度反应和陷入极端情绪外向性（extraversion)：人在关系中的舒适程度开放性（openness)：信仰和兴趣的僵化程度控制点（locus of control)：人们确信行为影响结果的程度自我效能（self-efficacy)：同控制点类似但有细微的不同权威主义（authoritarianism)：个体认同等级社会系统权力和地位差异的程度自尊感（seif-esteem)：个体相信自我价值的程度风险倾向（risk propensity)：个体抓住机会和作出有风险的决策的意愿情绪智力（emotional intelligence)/情商（EQ）：个体管理自我意识、情绪、自我激励、表现同情心和掌握社交技能的水平态度（attitude)：人们对具体观念、情境或他人的信念和感觉的综合体知觉（perception)：个体意识和解释环境信息的一组过程直觉性选择（selective perception)：识别导致不舒服或同本身信仰冲突的信息刻板印象(stereotyping)：根据单一特性进行分类和标记的过程归因（attribution)：观察行为并将其归属于某种原因的机理压力（stress)：个体对强烈刺激的反应倦怠（burnout)：如果持续受到过多的压力，个体会产生一种衰竭的感受绩效行为（performance behavior)：组织期望个体表现出来的同工作相关的行为的总和缺勤（absenteeism)：个体不出现在工作场所的行为离职（turnover)：指人们离开他们的职位机能障碍行为（dysfunctional behaviors)：对组织造成减损而不是贡献的行为激励：引导人们作出特定行为的力量的组合成就（achievement)：比过去更有效地完成工作或任务的愿望亲和（affiliation)：对人类同伴和接受的需要权力（power)：影响群体和控制环境的愿望努力—绩效期望（effort-to-performance expectancy）:个体对努力能够导致绩效的可能性的知觉绩效—成果期望（performance-to-outcome expectancy)：个体对绩效将导致某一具体成果的知觉公平理论（equity theory）：在因绩效而获得奖励时人们受到寻求社会公平的激励目标难度：目标的挑战性和达成目标所需要的努力目标具体化：目标要清晰和准确授权（empowerment)：让员工自行设定工作目标、制定决策以及在责任和权力范围内解决问题参与（participation )：让员工在涉及自己工作的决策中发挥作用工作分担（job sharing)：由两名兼职员工分担一整天的工作远程工作（telecommuting)：允许员工在一定时间里不在办公室上班奖励系统（reward system)：定义、评估和奖励员工绩效的正式的和非正式的机制股票期权（stock option pian)：授予公司高管在未来以一个事先协议的价格购买公司股票的权力合法权力（legitimate power）：来自组织层级的权力，由组织根据具体的职位定义奖励权力（reward power)：给予和撤销奖励的权力强制权力（coercive power）：通过心理、情绪或身体威胁要求服从的权力参考权力（referent power）：以身份、模仿、忠诚或魅力为基础的，追随者可能作出友好的反应专家权力（expert power）：以信息与专长为基础的权力以工作为中心的领导行为（job-centered leader behavior)：注意下属的工作，解释工作程序，对结果表现出极大兴趣以员工为中心的领导行为（employee-centered leader behavior）：关注建立和谐的工作群体，保持员工对工作的满意创建结构行为（initiating-structure behavior）：领导清楚地规定领导—下属关系，人人都知道自己应当做什么，建立正式的沟通机制，并且决定如何完成任务关怀行为（consideration behavior）：领导表现出对下属的关心，试图建立温暖、友好和支持的气氛魅力（charisma）：能够激发支持和接受的一种人际吸引力。
课程思政《管理学（全英）》课程教学大纲一、课程基本信息课程代码：18220743课程名称：《管理学（全英）》英文名称：《Management》课程类别：学科基础课学时：48学分：3适用对象:2019财务管理1班（2+2中外合作人才培养实验班）考核方式：考试先修课程：西方经济学等二、课程简介Management is a basic course for management majors,which is set for junior students of management majors.This course serves as an introduction to the discipline of management.It is designed to integrate the accepted theories in the area with real world applications to provide students with the basic knowledge and skills needed for managing others.This course begins with a discussion of the current issues in management and then proceeds to cover the traditional functions of management:planning,organizing,leading, and controlling.Lecture and class assignments given in the course are intended to help students understand the needs of modern public and private organizations,including emerging national and international trends.三、课程性质与教学目的The course“management(all English)”aims to give a comprehensive and preliminary introduction to management and arouse students'thinking on current management issues. This course is a basic course for the related major of management,which provides the foundation for the study of subsequent subjects.This course will systematically expound the four basic aspects of management:planning,organization,leadership and control,andwill try to apply the theory into case analysis under the guidance of teachers.At the end of the course,students should be able to analyze problems in the management field from a more professional perspective and master common technical terms in the field.Due to the basic course of management,the study of this course also lays a foundation for the subsequent study of related courses,such as strategic management,human resource management,e-commerce,organizational behavior,etc.This course uses English textbooks and the classroom language is English.Therefore,it has a higher requirement for the teaching object.Students should generally have a high level of English,and have strong oral English ability.Through the study of this course,four teaching objectives can be achieved:1.The construction of management knowledge system:to enable students to master thebasic concepts and connotations of management,various management theories, knowledge construction and curriculum system construction.2.The improvement of various skills:to enable students to think and analyze themanagement phenomenon in today's business environment with all kinds of knowledge, and break through traditional knowledge to achieve thinking innovation.3.The improvement of English listening,speaking,reading and writing ability:as thiscourse is an all-English teaching form,it will have requirements on students'English skills in all aspects.4.The strengthening of ideological and political education:to enable students tocomprehensively and objectively understand contemporary China and look at the outside world,be good at distinguishing right from wrong,and form a stand,viewpoint and method for observing and understanding contemporary world and contemporary China.四、教学内容及要求Chapter1The introduction of management：history，concepts and framework Chapter main Contents:1.Tell who managers are？2.What three characteristics do all organizations share?3.What’s the definition of management?4.Make comparison between managers and non-managerial employees.5.Three ways to look at what managers do.6.Explain why it’s important to study management.7.Describe the factors that are reshaping and redefining management.8.Scientific Management,General Administrative Theory,Behavioral Approach,Systems Approach.Chapter Objectives:Emphasis：1.Understand three Common Characteristics of Organizations.2.what’s the difference between Managers and non-managerial Employees?Difficulties:what does a manager do?Elements of ideological and political education:patriotismChapter Assignments：Please list at least three kinds of job titles in modern company and attribute these titles to four management levels.Chapter2The management environment analyses and applicationChapter main Contents:1.Explain what the external environment is and why it’s important?2.Discuss how the external environment affects managers?3.Define what organizational culture is?4.Describing the dimensions of organizational culture.5.How organizational culture affects managers?Chapter Objectives:Emphasis：what does external environment include?And how these factors affect the management?Difficulties:know the organizational culture?And how to evaluate an organization’s culture?Elements of ideological and political education:an international visionChapter Assignments：Please select one industry you are interested in and make the analyses about it’s external environment?Chapter3Integrative managerial issuesChapter main Contents:1.How to understand the concept of“globalization”and its reflection.2.What’s the influence of globalization on organizations?3.How organizations go global?And what are the different types of globalorganizations?4.What managers need to know about the management in global business?5.Discuss how society’s expectations are influencing managers and organizations.6.Discuss the factors that lead to ethical and unethical behavior in organizations.7.Describe how the workforce is changing and its impact on the way organizations aremanaged.Chapter Objectives:Emphasis：1.The meaning of globalization and it’s effect on management2.the diversity of workforceDifficulties:understanding the effect of firm globalization on company management.Elements of ideological and political education:an holistic viewChapter Assignments：Please conclude the effects of globalization effects on company management.Chapter4Foundation of decision makingChapter main Contents:1.Describe the decision-making process and some points about every step.2.What common errors are committed in the decision-making process?(12commondecision errors)3.Explain the three approaches managers can use to make decisions.4.Describe the types of decisions and decision-making conditions managers face.5.Discuss group decision-making,knowing the advantage and disadvantage of groupdecision making.6.When are groups most effective?7.Discuss contemporary issues in managerial decision making(national culture，creativity and design thinking，big data)Chapter Objectives:Emphasis：The three levels of analysis in the OB model.Difficulties:The need for a contingency approach to the study of OB.Elements of ideological and political education:socialism with Chinese characteristicsChapter Assignments：Think over whether you have made some errors in decision making?What’s it?Chapter5Foundation of planningChapter main Contents:1.Discuss the nature and purposes of planning?2.Since changing is ever-stopping,is the formal planning necessary?3.Explain what strategic includes and what managers do in the strategic managementprocess?4.What strategies do mangers use?pare approaches to goal setting and planning.6.How do managers set goals and develop plans?7.What contemporary issues in planning do managers face?Chapter Objectives:Emphasis：1.The company strategy system2.The content of MBO3.The steps and methods of goal-settingDifficulties:1.The essence of MBO2.The company strategy systemElements of ideological and political education:confidence in our path,in our theoriesChapter Assignments：If“The don’t change thing is change itself”is the real fact，what’s the meaning of planning？Chapter6Organizational structure and designChapter main Contents:1.What are the six key elements in organizational design?(specialization,departmentalization,authority,span of control,centralization,formalization)2.Identify the contingency factors that favor either the mechanistic model or theorganic model of organizational design.pare traditional and contemporary organizational designs.4.Discuss the design challenges faced by today’s organizations.(keep employeesconnected,global difference,building a learning organization,flexible workarrangement and so on)Chapter Objectives:Emphasis：The six key elements in organizational design.Difficulties:The design challenges faced by today’s organizations.Elements of ideological and political education:confidence in our systemChapter Assignments：Do you think the traditional hierarchical structure still have life today? Chapter7Managing human resourcesChapter main Contents:1.Describe the key components of the human resource management process andthe important influences on that process.2.What’s employment planning?And what’s the two steps of it?3.How do organizations recruit employees?And how to handle layoffs?4.How do managers select competent employees?5.What is employees are provided with needed skills and knowledge?6.Describe strategies for retaining competent,high-performing employees.7.Discuss contemporary issues in managing human resources.Chapter Objectives:Emphasis：1.The process of human resource management;2.How to compensate the employees;3.How to retain competent,high-performing employees.Difficulties:Grasping the process of HRM and how to match the job requirements and employee?Elements of ideological and political education:China’s national conditionChapter Assignments：How to retain the90s and00s employees?Chapter8Managing change and innovationChapter main Contents:1.Define organizational change and the categories of organizational change.2.what forces lead to organizations make change?pare the change process.(CALM WATERS VS.WHITE-WATERMETAPHOR)4.what forces resist the organization change?5.Explain how to manage resistance to change?6.What managers need to know about employee stress?7.Discuss techniques for stimulating innovation.Emphasis：1.What’s organizational change are companies confronted with?2.What can the companies do to eliminate the employees’stress?3.How to create innovation?Difficulties:What can companies do to make the organization more creative?Elements of ideological and political education:a sense of prideChapter Assignments：1.What method do you know about prompting one more creative?2.Do you have some method to decrease the stress?Chapter9Group and managing work teamsChapter main Contents:1.What’s the definition of group and what are the stages of group development?2.Describe the five major concepts of group behavior.(roles,norms andconformity,status systems,group size,group cohesiveness)3.How groups are turned into effective teams?From context,composition,workdesign and process perspectives.4.What contemporary issues do managers face in managing teams?(managingglobal team,)Chapter Objectives:Emphasis：1.how to build an effective work team?2.what issues does a manager must confronted with in new environments?Difficulties:How to build an effective work team?Elements of ideological and political education:organization confidenceChapter Assignments：Do you want to work in team or work individually?Why?Chapter10Motivating and rewardingChapter main Contents:1.Define and explain motivation and what’s three elements of motivation?pare four early theories of motivation(Maslow’s Hierarchy of NeedsTheory,X-Y Theory,Two-Factor Theory,McClelland’s Three-needs Theory)3.What’s goal-setting theory?4.How does job design influence motivation?5.What’s equity theory?6.What current issues do managers face in motivating employees?Chapter Objectives:Emphasis：Compare and integrate the classical and modern motivation theoryDifficulties:How to apply these motivation theories to realities?Elements of ideological and political education:responsibilityChapter Assignments：What factors can motivate you working harder?Chapter11Leadership and trustChapter main Contents:1.Who is leader and what is leadership?2.What traits do leaders have according trait theory?3.What behaviors do leaders exhibit?4.Describe the four major contingency leadership theories.5.Describe modern views of leadership and the issues facing today’s leaders.6.Why trust is the essence of leadership?Chapter Objectives:Emphasis：How to understand the contingency leadership theory?Difficulties:How to understand the essence role of trust in leadership?Elements of ideological and political education:integrity and honestyChapter Assignments：Imaging you are a leader,what do you want to do to build the trust relationship with employees?Chapter12Managing communication and informationChapter main Contents:1.Describe what managers need to know about communicating effectively.2.Explain how technology affects managerial communication.3.Discuss contemporary issues in communication.Chapter Objectives:Emphasis：1.What’s the process of communication?paring written communications and verbal communication.3.Which factors will lead to the ineffectiveness in communication?4.How to enhance the communication effect?5.Understanding the effects of some technology on managing communication.6.What communication issues do managers face today?Difficulties:How to tackle the resistance when communication?Elements of ideological and political education:development and innovationChapter Assignments：Please recall the last low-efficient communication case in your daily life and analyze the reason.Chapter13Foundation of controlChapter main Contents:1.What is control and why control is important?2.Describe the three steps in the control process.(get measuring,compare actualperformance to planned goals,take actions)3.When does control take place?4.Discuss the types of controls organizations and managers use.5.What contemporary control issues do managers confront?Chapter Objectives:Emphasis：Grasp three kinds of control.Difficulties:When does control take place?Elements of ideological and political education:ideal and faithChapter Assignments：Which method do you think is most effective when controlling?why?五、各教学环节学时分配Presentation and debate033 Chapter9Group and managing work teams33 Chapter10Motivating and rewarding(I)33 Chapter10Motivating and rewarding(II)213 Chapter11Leadership and trust33 Chapter12Managing communication and213 informationChapter13Foundation of control33 Review and answering033六、推荐教材和教学参考资源1、《21世纪的管理挑战》，彼得.德鲁克著2、《创新者的窘境》&《创新者的解答》，克莱顿•克里斯坦森著3、《竞争战略》迈克尔.波特著4、《影响力》罗伯特.西奥迪尼著5、《定位》艾·里斯，杰克·特劳特著6、《商战》杰克•特劳特/阿尔•里斯著7、《联盟：互联网时代的人才变革》里德·霍夫曼著8、《重新定义管理》布赖恩·罗伯逊著七、其他说明大纲修订人：田野修订日期：2020/12/10大纲审定人：赵明审定日期：2020/12/16。
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Closed systems 封闭系统Open systems 开放系统Special environment 具体环境General environment 一般环境Contingency perspective 权变观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-making process 决策过程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Business-level strategy 事业层战略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Interpersonal communication 人际沟通Organizational communication 组织沟通Encoding 编码Decoding 解码Channel 通道、渠道Communication process 沟通过程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Instant messaging (IM) 即时信息Voice mail 声音邮件Electronic data interchange (EDI) 电子数据交换Tele conferencing 电信会议Video conferencing 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 反馈控制管理学英语专业词汇目标mission/ objective内部环境internal environment外部环境external environment集体目标group objective计划planning组织organizing人事staffing领导leading控制controlling步骤process原理principle方法technique经理manager总经理general manager行政人员administrator主管人员supervisor企业enterprise商业business产业industry公司company效果effectiveness效率efficiency企业家entrepreneur权利power职权authority职责responsibility科学管理scientific management现代经营管理modern operational management行为科学behavior science生产率productivity激励motivate动机motive法律law法规regulation经济体系economic system管理职能managerial function产品product服务service利润profit满意satisfaction归属affiliation尊敬esteem自我实现self-actualization人力投入human input盈余surplus收入income成本cost资本货物capital goods机器machinery设备equipment建筑building存货inventory经验法the empirical approach人际行为法the interpersonal behavior approach集体行为法the group behavior approach协作社会系统法the cooperative social systems approach社会技术系统法the social-technical systems approach决策理论法the decision theory approach数学法the mathematical approach系统法the systems approach随机制宜法the contingency approach管理任务法the managerial roles approach经营法the operational approach人际关系human relation心理学psychology态度attitude压力pressure冲突conflict招聘recruit鉴定appraisal选拔select培训train报酬compensation授权delegation of authority协调coordinate业绩performance考绩制度merit system表现behavior下级subordinate偏差deviation检验记录inspection record误工记录record of labor-hours lost销售量sales volume产品质量quality of products先进技术advanced technology 顾客服务customer service 策略strategy 结构structure 领先性primacy 普遍性pervasiveness 忧虑fear 忿恨resentment 士气morale 解雇layoff批发wholesale 零售retail 程序procedure 规则rule规划program 预算budget 共同作用synergy 大型联合企业conglomerate 资源resource 购买acquisition 增长目标growth goal 专利产品proprietary product 竞争对手rival 晋升promotion 管理决策managerial decision 商业道德business ethics 有竞争力的价格competitive price 供货商supplier 小贩vendor 利益冲突conflict of interests 派生政策derivative policy 开支帐户expense account 批准程序approval procedure病假sick leave 休假vacation 工时labor-hour 机时machine-hour 资本支出capital outlay 现金流量cash flow 工资率wage rate 税收率tax rate 股息dividend 现金状况cash position 资金短缺capital shortage总预算overall budget 资产负债表balance sheet 可行性feasibility投入原则the commitment principle 投资回报return on investment 生产能力capacity to produce 实际工作者practitioner 最终结果end result 业绩performance个人利益personal interest 福利welfare 市场占有率market share 创新innovation 生产率productivity 利润率profitability社会责任public responsibility 董事会board of director 组织规模size of the organization 组织文化organizational culture 目标管理management by objectives 评价工具appraisal tool 激励方法motivational techniques 控制手段control device 个人价值personal worth 优势strength 弱点weakness 机会opportunity 威胁threat个人责任personal responsibility 顾问counselor 定量目标quantitative objective 定性目标qualitative objective 可考核目标verifiable objective 优先priority 工资表payroll 策略strategy 政策policy 灵活性discretion 多种经营diversification 评估assessment 一致性consistency应变策略consistency strategy 公共关系public relation 价值value 抱负aspiration 偏见prejudice 审查review 批准approval 主要决定major decision 分公司总经理division general manager 资产组合距阵portfolio matrix 明星star 问号question mark 现金牛cash cow 赖狗dog 采购procurement 人口因素demographic factor 地理因素geographic factor 公司形象company image产品系列product line 合资企业joint venture 破产政策liquidation strategy紧缩政策retrenchment strategy 战术tactics 追随followership个性individuality 性格personality 安全safety 自主权latitude 悲观的pessimistic 静止的static 乐观的optimistic 动态的dynamic 灵活的flexible 抵制resistance 敌对antagonism 折中eclectic 激励motivation 潜意识subconscious 地位status 情感affection 欲望desire 压力pressure满足satisfaction自我实现的需要needs for self-actualization 尊敬的需要esteem needs 归属的需要affiliation needs 安全的需要security needs 生理的需要physiological needs 维持maintenance 保健hygiene 激励因素motivator 概率probability 强化理论reinforcement theory 反馈feedback 奖金bonus 股票期权stock option 劳资纠纷labor dispute 缺勤率absenteeism 人员流动turnover 奖励reward 特许经营franchise 热诚zeal 信心confidence 鼓舞inspire 要素ingredient 忠诚loyalty 奉献devotion 作风style 品质trait适应性adaptability 进取性aggressiveness 热情enthusiasm毅力persistence 人际交往能力interpersonal skills行政管理能力administrative ability智力intelligence 专制式领导autocratic leader 民主式领导democratic leader 自由放任式领导free-rein leader 管理方格图the managerial grid 工作效率work efficiency 服从obedience 领导行为leader behavior支持型领导supportive leadership 参与型领导participative leadership指导型领导instrumental leadership成就取向型领导achievement-oriented leadershipAutomated inspection 自动化检验automatic assembly system 自动化装配系统applied biomechanics 应用生物力学CAD/CAM 计算机辅助设计与制造computer integrated manufacturing system 计算机整合制造系统data structure 数据结构data base management system 数据库管理系统decision analysis 决策分析engineering economy 工程经济engineering statistics 工程统计facilities planning 设施规划factory diagnoisis and improvement method 工厂诊断与改善方法financial and cost analysis 财务与成本分析fuzzy theory and application 模糊理论与应用human-computer interaction (HCI)人因工程与计算机系统human factors engineering 人因工程human information processing 人类讯息处理human-machine system design 人机系统设计human resource management 人力资源管理human system diagnosis and improvement 人体系统诊断与改善industrial environment evaluation 工业环境评估industrial organizations and management 工业组织与管理industrial safety 工业安全information technology 信息技术intellectual property laws 智慧财产权法knowledge engineering 知识工程linear algebra 线性代数manufacturing automation 制造自动化manufacturing engineering 制造工程manufacturing management 制造管理manufacturing process 制造程序manufacturing systems and management 制造系统与管理market and marketing 市场与行销material flows automation 物流自动化mathematical programming 数学规划multicriteria decision making 多目标规划multi-criteria decision methods 多准则决策分析network analysis 网络分析numerical analysis 数值分析organization and management 组织与管理product and technology development management 产品与技术开发管理production management 生产管理production planning and control 生产计划与管制quality control 质量管理quality engineering 品质工程quality management techniques and practice 品质管理queueing theory 等候线理论reliability engineering 可靠度工程research，development and innovation management 研究发展管理semiconductor production management 半导体生产管理sequencing and scheduling 排序与排程simulation 模拟分析statistical method 统计方法stochastic processes 随机系统strategic management of technology 技术策略system analysis and design in large scale 大型系统分析与设计system performance evaluation 系统绩效评估技术system quality assurance engineering 系统品质保证工程systems engineering 系统工程systems simulation 系统仿真vision and colors 视觉与色彩work physiology 工作生理学work study 工作研究Accounting Assistant 会计助理Accounting Clerk 记帐员Accounting Manager 会计部经理Accounting Stall 会计部职员Accounting Supervisor 会计主管Administration Manager 行政经理Administration Staff 行政人员Administrative Assistant 行政助理Administrative Clerk 行政办事员Advertising Staff 广告工作人员Airlines Sales Representative 航空公司定座员Airlines Staff 航空公司职员Application Engineer 应用工程师Assistant Manager 副经理Bond Analyst 证券分析员Bond Trader 证券交易员Business Controller 业务主任Business Manager 业务经理Buyer 采购员Cashier 出纳员Chemical Engineer 化学工程师Civil Engineer 土木工程师Clerk/Receptionist 职员/接待员Clerk Typist & Secretary 文书打字兼秘书Computer Data Input Operator 计算机资料输入员Computer Engineer 计算机工程师Computer Processing Operator 计算机处理操作员Computer System Manager 计算机系统部经理Copywriter 广告文字撰稿人Deputy General Manager 副总经理Economic Research Assistant 经济研究助理Electrical Engineer 电气工程师Engineering Technician 工程技术员English Instructor/Teacher 英语教师Export Sales Manager 外销部经理Export Sales Staff 外销部职员Financial Controller 财务主任Financial Reporter 财务报告人F.X. (Foreign Exchange)Clerk 外汇部职员F.X. Settlement Clerk 外汇部核算员Fund Manager 财务经理General Auditor 审计长General Manager/ President 总经理General Manager Assistant 总经理助理General Manager's Secretary 总经理秘书Hardware Engineer 计算机硬件工程师Import Liaison Staff 进口联络员Import Manager 进口部经理Insurance Actuary 保险公司理赔员International Sales Staff 国际销售员Interpreter 口语翻译Legal Adviser 法律顾问Line Supervisor 生产线主管Maintenance Engineer 维修工程师Management Consultant 管理顾问Manager 经理Manager for Public Relations 公关部经理Manufacturing Engineer 制造工程师Manufacturing Worker 生产员工Market Analyst 市场分析员Market Development Manager 市场开发部经理Marketing Manager 市场销售部经理Marketing Staff 市场销售员Marketing Assistant 销售助理Marketing Executive 销售主管Marketing Representative 销售代表Marketing Representative Manager 市场调研部经理Mechanical Engineer 机械工程师Mining Engineer 采矿工程师Music Teacher 音乐教师Naval Architect 造船工程师Office Assistant 办公室助理Office Clerk 职员Operational Manager 业务经理Package Designer 包装设计师Passenger Reservation Staff 乘客票位预订员Personnel Clerk 人事部职员Personnel Manager 人事部经理Plant/ Factory Manager 厂长Postal Clerk 邮政人员Private Secretary 私人秘书Product Manager 生产部经理Production Engineer 产品工程师Professional Staff 专业人员Programmer 电脑程序设计师Project Staff 项目策划人员Promotional Manager 推售部经理Proof-reader 校对员Purchasing Agent 采购进货员Quality Control Engineer 质量管理工程师Real Estate Staff 房地产职员Recruitment Co-ordinator 招聘协调人Regional Manger 地区经理Research＆.Development Engineer 研究开发工程师Restaurant Manager 饭店经理Sales and Planning Staff 销售计划员Sales Assistant 销售助理Sales Clerk 店员、售货员Sales Coordinator 销售协调人Sales Engineer 销售工程师Sales Executive 销售主管Sales Manager 销售部经理Salesperson 销售员Seller Representative 销售代表Sales Supervisor 销售监管School Registrar 学校注册主任Secretarial Assistant 秘书助理Secretary 秘书Securities Custody Clerk 保安人员Security Officer 安全人员Senior Accountant 高级会计Senior Consultant/Adviser 高级顾问Senior Employee 高级雇员Senior Secretary 高级秘书Service Manager 服务部经理Simultaneous Interpreter 同声传译员Software Engineer 计算机软件工程师Supervisor 监管员Systems Adviser 系统顾问Systems Engineer 系统工程师Systems Operator 系统操作员Technical Editor 技术编辑Technical Translator 技术翻译Technical Worker 技术工人Telecommunication Executive电讯（电信）员Telephonist / Operator 电话接线员、话务员Tourist Guide 导游Trade Finance Executive 贸易财务主管Trainee Manager 培训部经理Translation Checker 翻译核对员Translator 翻译员Trust Banking Executive 银行高级职员Typist 打字员Wordprocessor Operator 文字处理操作员Aaccess discrimination 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 intelligence 人工智能工巧匠avoiding learning 规避性学习ambidextrous approach 双管齐下策略Bbalance sheet 资产负债表bcg matrix 波士顿咨询集团矩阵bona fide occupation qualifications 善意职业资格审查bounded rationality 有限理性bureaucracy 官僚机构benchmarking 标杆瞄准bounded rationality perspective 有限理性方法boundary-spanning roles 跨超边界作用Ccomputer-aided design and computer-automated manufacturing(cad/cam)计算机辅助设计与计算机自动生产confrontation 对话consortia 企业联合change agent 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cohesiveness 凝聚力collaborative management 合作型管理comparable worth 可比较价值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 performance 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current assets 流动资产current liabilities 流动负债culture strength 文化强度creative department 创造性部门craft technology 技艺性技术contextual dimension 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coalition 联合团体collaborative 协作网络centrality 集中性centraliazation 集权化charismatic authority 竭尽忠诚的权力Ddecentralization 分权democracy management 民主管理departmentalization 部门化differential 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 interlock 直接交叉divisional form 事业部模式differentiation strategy 差别化战略decision premise 决策前提dual-core approach 二元核心模式Eelectronic data-processing(edp) 电子数据处理employee-oriented style 员工导向型风格empowerment 授权encoding 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expectancy theory 期望理论expense budget 支出预算expense center 费用中心external audit 外部审计external stakeholders 外部利益相关者extrinsic rewards 外部奖励ethic ombudsperson 伦理巡视官external adaption 外部适应性elaboration stage 精细阶段entrepreneurial stage 创业阶段escalating commitment 顽固认同Ffamily group 家庭集团financial statement 财务报表flat hierarchies 扁平型结构flexible budget 弹性预算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 channel of communication 正式沟通渠道Ggame theory 博弈论general financial condition 一般财务状况geocentric manager 全球化管理者general manager 总经理globalization 全球化gossip chain 传言链grapevine 传言网global strategic partnership 全球战略伙伴关系general environment 一般环境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hiring specification 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 environments 高倍速环境Iimpoverished management 放任式管理income statement 损益表information transformation 信息转换infrastructure 基础设施integrative process 整合过程intelligent enterprises 智力企业internal audit 内部审计internal stakeholder 内部相关者internship 实习intrapreneurship 内部企业家精神intrinsic reward 内在报酬inventory 库存, 存货internal integration 内部整合interorganization relationship 组织间的关系intergroup conflict 团体间冲突interlocking directorate 交叉董事会institutional perspective 机构的观点intuitive decision making 直觉决策idea champion 构思倡导者incremental change 渐进式变革informal organizational structure 非正式组织结构informal performance 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 performance 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 production 大批量生产lateral communication 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liaison 联络者line authority 直线职权liquidity 流动性liaison role 联络员角色long-linked technology 纵向关联技术losses from conflict 冲突带来的损失low-cost leadership 低成本领先Mmanagement by objective 目标管理Managerial Grid 管理方格matrix bosses 矩阵主管management champion 管理倡导者materials-requirements planning(MRP) 物料需求计划Mslow,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 道德准则management by walking around(MBW A) 走动式管理matrix structure 矩阵结构multinational enterprise(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mediating technology 调停技术N naïve relativism 朴素相对主义need-achievement 成就需要norming 规范化norms 规范nonprogrammed decisions 非程序化决策nonsubstitutability 非替代性nonroutine technology 非例行技术niche 领地Ooff-the-job training 脱产培训on-the-job training 在职培训operational budget 运营预算order backlog 订单储备organic system 有机系统organizational development(OD) 组织发展orientation 定位outcome interdependence 结果的相互依赖性outplacement services 外延服务organization ecosystem 组织生态系统Pparadox 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paradox of individuality 个性的矛盾paradox of regression 回归的矛盾partial productivity 部分生产率participativemanagement 参与式管理path-goal model 路径目标模型peer recruiter 同级招聘political action committees(PACs) 政治活动委员会polycentric manager 多中心管理者portfolio framework 业务组合框架portfolio investment 资产组合投资positive reinforcement 正强化production flexibility 生产柔性profitability 收益率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 问题识别problemistic search 问题搜寻population 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Rrational model of decision making 理性决策模式realistic job preview(RJP) 实际工作预览reciprocal interdependence 相互依存性resource dependence 资源依赖理论routine technology 例行技术retention 保留rational approach 理性方法rational model 理性模型rational-legal authority 理性—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 单向传言链situational approach 情境方法situational force 情境力量situational leadership theory 情境领导理论sliding-scale budget 移动规模预算small-batch production 小规模生产sociotechnical approaches 社会科技方法span of management 管理幅度staff authority 参谋职权standing plan 长设计划step budget 分步预算stewardship principle 管家原则stimulus 刺激storming 调整阶段strategic management 战略管理strategic partnering 战略伙伴关系strategy formulation 战略制定strategy implementation 战略实施strategic control 战略控制strategic contingencies 战略权变satisficing 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 changes 战略与结构变革symptoms of structural deficiency 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 independence 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 Management 全面质量管理training positions 挂职培训training program 培训程序transactional leaders 交易型领导transformational leaders 变革型领导treatment discrimination 歧视待遇two-factory theory 双因素理论two-boss employees 双重主管员工technical or product champion 技术或产品的倡导者Uunfreezing 解冻unit production 单位产品Vvariation 变种子variety 变量valence 效价variable costs 可变成本vertical communication 纵向沟通vertical integration 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Wwin-lose situation 输赢情境win-winsituation 双赢情境workforce literacy 员工的读写能力work in progress 在制品work flow redesign 工作流程再造成work flow automation 工作流程自动化whistle blowing 揭发Zzero-sum 零---和zone of indifference(area of acceptance) 无差异区域(可接受区域)。
管理学关键词中英文对照1．管理Manage2．管理的目标Management goal3．组织绩效Organization performance4．效益Effectiveness5．效率Efficiency6．管理的二重性Twoness of management7．管理职能Management functions8．计划Plan9．组织Organize10．指挥Command11．协调Coordinate12．控制Control13．计划职能Planning14．组织职能Organizing15．领导职能Leading16．控制职能Controlling17．管理学Management18．管理者Manager19．高层管理者Top managers20．中层管理者Middle managers21．基层管理者Fist-line managers22．组织层次Organizational levels23．管理者的角色The Role of the manager24．人际关系角色Interpersonal roles25．信息情报方面的角色Informational roles26．挂名首脑Figurehead27．监听者Monitor28．谈判者Negotiator29．决策方面的角色Decisional roles30．组织规模Organizational sale31．价值取向Value orientation32．管理者的素质Stuff of managers33．智力商数Intelligence Quotient, IQ34．情商Emotional Intelligence, EI35．情绪Mood36．情感智力Emotional Quotient, EQ37．管理技能Management skill38．技术技能Technical skill39．人际技能Human skill40．概念技能Conceptual skill41．劳动分工Divide of labor42．劳动生产力Prolificacy of work43．劳动时间Time of work44．科学管理理论Scientific management theory 45．工业革命Industrial revolution46．泰罗制Taylor’s Principles47．时间研究Labor time study48．动作研究Motion study49．一般管理理论General administrative theory 50．管理原则Principles of management51．行政组织理论Administrative organization theory 52．古典组织理论Classical organization theory 53．行政管理Administrative management54．官僚制Bureaucracy55．官僚行政组织Bureaucracy56．行为科学Behavior science57．霍桑效应Hawthorne effect58．组织行为Organization behavior59．行为科学理论Behavior school60．X –Y 理论Theory X Y61．X理论Theory X62．Y理论Theory Y63．管理理论丛林Management theory jungle64．管理过程学派Management process school 65．人际关系学派Human relation school66．人际关系Human relation67．群体行为学派Group behavior school68．经验（或案例）学派Experience school69．社会合作系统学派Social technical systems theory 70．社会技术系统学派Social technical systems theory 71．系统管理学派Systems theory school72．决策理论学派Decision theory school 73．管理科学学派Management science school 74．权变理论学派Contingencies theory school 75．权变Contingencies76．经理角色学派Manager role school77．企业文化Organization culture78．愿景Vision79．共同愿景Shared vision80．文化冲击Culture shock81．公司再造Company Reengineering82．准时生产（JIT）Just-in-time83．计算机集成制造系统（CIM）Computer integrated manufacturing 84．精益生产Lean manufacturing85．学习型组织Learning organization86．管理环境Managerial environment87．外部环境External environment88．内部环境Internal environment89．一般环境因素General environmental factors90．宏观环境因素Macro environmental factors91．直接作用因素Direct-action factors92．间接作用因素Indirect-action factors93．环境的复杂性Environmental complexity94．动态环境Dynamic environment95．PEST分析法, PEST(polictial,economic,social,technological) 96．政治与法律环境Political & Legal environment97．特殊任务环境Specific environment98．供应商Suppliers99．服务对象Service object100．顾客Customer101．竞争对手Competitors102．潜在竞争对手Potential competitors103．竞争环境Competitive environment104．竞争意识Competitive intelligence105．进入障碍Barriers to entry106．规模经济Economies of scale107．范围经济Economies of scope108．政府管理部门Government Management department109．特殊利益团体Special-interest groups110．组织内部环境Organizational environment111．组织文化Organizational culture112．使命Mission113．凝聚力Cohesiveness114．合作Collaboration115．核心竞争力Core competence116．环境设计Design for environment117．组织设计Organizational design118．社会责任Social responsibility119．社会义务Social obligation120．社会响应Social responsiveness121．管理道德Management ethics122．道德规范Morality rule123．伦理Ethics124．可持续发展Sustainable development125．全球化Globalization126．全球组织模式Global organization model127．全球性组织Global organization128．全球性外包Global outsourcing129．全球战略Global strategy130．组织利益相关者Stakeholders131．组织Organization132．组织绩效Organizational performance133．生产型组织Manufacture organization134．服务型组织Service organization135．私人组织Private organization136．公共组织Commonality organization137．正式组织Formal organization138．非正式组织Informal organization139．实体组织Entity organization140．虚拟组织Virtual organization141．商业计划Business plan142．企业家Entrepreneur143．企业家才能Entrepreneurship144．创业Entrepreneurship145．创业机会分析Opportunity analysis146．组织目标Organizational goals147．研究与开发(R&D)Research and development 148．目标管理（MBO）Management by objective 149．企业Enterprise150．小企业Small business151．企业法人Corporation152．组织的法律形式Legal forms of organization 153．独资企业Solely- invested enterprise154．个人业主制企业 Sole proprietorship155．合伙制企业Partnership enterprise156．公司制企业Corporation157．有限责任公司Limited liability partnership 158．股份有限公司Limited liability Company 159．无限公司Unlimited company160．两合公司Limited partnership161．企业集团Group company162．劳动密集型企业Labor denseness enterprise 163．资金密集型企业Capital denseness enterprise 164．知识密集型企业Knowledge denseness enterprise 165．股东Shareholder166．董事Director167．董事会Directorate168．监事Monitor169．总经理General manager170．首席执行官（CEO）Chief executive officer171．非营利性组织Nonprofit organitation172．企业生命周期The corporate lifecycles173．发展Development174．萌芽阶段Embryonic stage175．衰退阶段Decline stage176．环境的不确定性Environmental uncertainty 177．组织变革Organization transform178．障碍Obstacle179．核心能力Core competencies180．战略Strategy181．战略管理Strategic management182．战略单位Strategic business units183．企业战略Enterprise strategy184．业务战略Business stratagem185．战略实施Strategy implementation186．差异化Differentiation187．差异化战略Differentiation strategy188．集中战略Concentration strategy189．一体化Intgeration190．纵向一体化V ertical integration191．同业多样化战略Concentric diversification strategy 192．战略联盟Strategic alliance193．合作战略Cooperative strategies194．机会Opportunities195．威胁Threats196．优势Strengths197．劣势Weaknesses198．风险Venture199．SWOT分析SWOT analysis200．成长战略Growth strategies201．稳固战略Stability strategies202．撤退战略Retrenchment strategies203．战略方针Strategic policy204．战略目标Strategic goles205．战略步骤Strategic process206．战略重点Strategic keystone207．战略措施Strategic measure208．预测Forecasting209．长期预测Long-time forecast210．中期预测Metaphase forecast211．短期预测Short-time forecast212．定性预测方法Qualitative forecast213．定量预测方法Quantitative forecast214．德尔菲法Dalphi Method215．讨论Discussion216．集合意见法Jury of opinion217．头脑风暴法Brainstorming218．时间序列法Time series analysis models 219．因果分析法Cause and effect analysis models 220．回归分析预测法Regression modals221．决策Decision222．决策过程Decision –making process 223．问题Problem224．决策标准Decision criteria225．权重Weights226．备选方案Alternatives227．最优化决策Optimum decision228．满意Satisfied229．评价Evaluating230．直觉决策Intuitive decision231．定性决策Qualitative decision232．定量决策Quantitative decision233．战略决策Stratagem decision making234．战术决策Tactics decision235．程序化决策Programmed decision236．非程序化决策Nonprogrammed decision 237．确定型决策Certain decision238．风险型决策Risk decisions239．不确定型决策Uncertain decision240．长期决策Long-term decision241．中期决策Intermediate-term decision242．短期决策Short-term decision243．个人决策Person decision244．集体决策Group decision245．有限理性Bounded rationality246．量本利分析法Breakeven analysis247．盈亏平衡点Breakeven point248．固定成本Fixed costs249．变动成本Variable costs250．决策树Decision tree251．悲观决策法Pessimistic decision252．乐观决策法Optimistic decision253．折衷决策法Compromise decision254．机会均等决策法Occasion equalization decision 255．最小后悔值决策法Regardless decision 256．计划Plan257．执行计划Execute plan258．宗旨Aim259．使命Mission260．目标Goal261．战略Stratagem262．政策Policy263．程序Process264．规则Rule265．规划Program266．项目Project267．预算Budget268．环境扫描Environmental scanning269．长期计划Long-term plans270．中期计划Intermediate-term plans271．短期计划Short-term plans272．战略计划Strategic plans273．业务计划Operational plans274．综合计划Synthetic plans275．局部计划Department plans276．项目计划Project plans277．高层管理计划Top management plans278．中层管理计划Middle management plans279．基层管理计划Fist-line management plans280．生产计划Manufacture281．供应计划Provide plans282．新产品开发计划New product plan283．营销计划Marketing plans284．财务计划Finance plans285．人事计划Human plans286．情境计划Scenario planning287．后勤保障计划Service ensure plans288．指令性计划Mandatory plans289．指导性计划Directional plans290．派生（辅助）计划Derivative plans291．甘特图Gantt chart292．滚动计划方法Rolling plan technique293．网络计划技术Network plan technique294．项目评审法(PERT) Program Evaluation and review techniques 295．线性规划Linear programming296．组织Organizing297．组织结构Organizational structure298．组织工作Organize299．劳动分工Division of labor300．统一指挥Unity of command301．职权Authority302．职责Accountability303．直线权力Line authority304．参谋权力Staff authority305．职能权力Function authority306．组织设计Organizational design307．组织结构设计Organizational structure design 308．组织手册Organization handbook309．职位说明书Job description310．组织系统图Organization system chart 311．组织规模Organization scale312．机械式的结构Mechanistic organization 313．单件生产Unit production314．小量生产Small production315．成批生产Process production316．大量生产Mass production317．连续生产Continuum production318．目标原则Goal principle319．管理幅度Span of control320．指控链Chain of command321．管理层次Chain of command322．岗位设定Job design323．工作分析Job analysis324．岗位设定Job design325．岗位轮换Job rotation326．多样化培训Diversity training327．岗位扩大化Job enlargement328．岗位丰富化Job enrichment329．部门划分Departmentalization330．部门化Departmentalization331．职能部门Functional department332．产品部门化Product departmentalization 333．地区划分部分Geographical departmentalization 334．顾客划分部门Customer departmentalization 335．管理者的能力Ma nager’s ability336．扁平型组织Flattening organization337．锥型组织Awl organization338．组织构架Organizational architecture339．机械式组织Mechanistic organization340．有机式组织Organic organization341．集权Centralization of state power342．集权组织Centralized organization343．分权Decentralization of state power344．分权组织Decentralized organization345．委员会制Committee system346．直线制组织结构Line strcture347．职能制组织结构Functional structure348．直线职能制组织结构Line-functional structure349．事业部制组织机构Divisional structure350．矩陈制组织结构Matrix structure351．专门工作组Bottlegging352．模拟分权制组织Simulation Decentralized organization 353．网络结构Network structure354．领导Leading355．领导Leadership356．职位权力Position power357．个人影响Referent power358．合法权Legitimate authority359．奖赏权Reward power360．惩罚权Punish right361．模范权Exemplary right362．专长权Specialty right363．魅力权Glamour right364．感情权Affection right365．士气Morale366．领导风格Leadership styles367．专制作风Autocratic styles368．民主作风Democratic styles369．放任作风Laissez-faire styles370．领导行为理论Behavioral approach371．管理方格图Managerial grid chart372．贫乏型管理Impoverished management373．任务型管理Task management374．俱乐部型管理Country club management375．中庸型的管理Middle –of –the- road management 376．团队型的管理Team management377．领导权变理论Contingency theory378．菲德勒的权变理论Fiedler contingency model379．“任务导向型”的领导方式Task –oriented leadership 380．“关系导向型”的领导方式Relationship-oriented leadership 381．菲德勒模型The Fiedler model382．情境领导理论Situational leadership theory383．途径——目标理论Path –goal theory384．教练Coach385．指导Coaching386．授权Authorization387．沟通Communicate388．消息Message389．渠道Channel390．传言链Grapevine chains391．语言沟通Verbal communication392．非语言沟通Nonverbal communication393．身体语言Body language394．过滤Filtering395．正式沟通Formal communication396．非正式沟通Informal communication397．小道消息Grapevine398．横向沟通Horizontal communication399．单向沟通One –way communication400．对上沟通Upward communication401．对下沟通Downward communication402．斜向沟通Diagonal communication403．沟通网络Communication network404．链式沟通网络Chain communication network 405．环式沟通网络Round communication network 406．Y式沟通网络Y communication network407．纵向沟通网络Vertical communication network 408．轮式沟通网络Wheel communication network 409．全通道式沟通网络All channel communication network 410．团队管理Team management411．激励Motivation412．激励因素Motivators413．需求Needs414．诱因Inducement415．动机Motivation416．行为Action417．绩效Performance418．激励理论Motivation theory419．内容型激励理论Content motivation theory420．积极性Enthusiasm421．需求层次理论Hierarchy of needs theory422．需求Need423．需求层次Need hierarchy424．生理需要Physiological needs425．安全需要Safety needs426．社交需要Social need427．尊重需要Esteem need428．自我实现需要Self –actualization needs 429．“ERG”理论ERG theory430．存在需要Existence need431．关系需要Relatedness need432．成长需要Growth need433．成就激励论Three-need theory434．成就需要Need for achievement435．权力需要Need for power436．合群需要Need for affiliation437．双因素理论Two –factors theory438．激励——保健理论Motivation –Hygiene theory 439．保健因素Hygiene factors440．激励因素Motivation factors441．满意Satisfaction442．不满意Dissatisfaction443．过程型激励理论Process motivation theory 444．期望Expectancy445．期望理论Expectancy theory446．效价Valence447．努力Make great efforts448．期望Expectation449．公平理论Equity theory450．投入Input451．产出Outcomes452．公平Equity453．不公平Inequity454．外在强化Extrinsic rewards455．内在强化Intrinsic rewards456．强化理论Reinforcement theory457．正强化Positive reinforcement458．负强化Negative reinforcement459．规避性学习Avoidance learning460．修正行为Behavior modification461．搭便车Hitchhike462．投机心理Venture psychology463．消退Fade away464．目标激励法Goal –setting theory465．报酬激励法Reward –setting theory466．工资Wage467．津贴Allowance468．认可Certificate469．赞赏Admiration470．奖惩Rewards and punishment471．惩罚Punishment472．考评Appraise473．控制Control474．控制系统Control system475．信息Information476．反馈Feedback477．信息反馈Information feedback478．控制论Cybernectics479．偏差Warp480．纠正Rectify481．前馈控制Feedforward control482．实时控制Real-time control483．反馈控制Feedback control484．业绩考核Performance appraisals 485．财务报表Financial statement486．资产负债表Balance sheet487．损益表Income statement488．现金流量表Statement of cash flow 489．预算Budgeting490．预算控制Budgeting control491．财务预算Financial budget492．业务预算Operation budget493．销售预算Sell budget494．生产预算Production budget495．生产进度日程表Production schedule table 496．内部审计Internal audit497．外部审计External audit498．创新Innovation499．技术创新Technoiogical innovations 500．产品创新Product innovation501．流程再造Process reengineering502．产品设计Product design503．首席技术官Chief technology officier。
