ManagementGlindex(管理學(xué)術(shù)語表·)

1、.：.；Management GlindexChapter 1 Management and Organizations1、Manager：管理者Someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals .管理者是這樣的人，他經(jīng)過協(xié)調(diào)其他人的活動到達與他人一同或者經(jīng)過他人實現(xiàn)組織目的的目的。2、First-line managers :基層管理者 Managers at the lowest l

2、evel of the organization who manage the work of nonmanagerial employees who are involved With the production or the organizations products是管理著非管理人員所從事的消費和提供組織產(chǎn)品的任務(wù)，是最低層的管理者3、Middle managers :中層管理者Mangers between the first-line level and the top level of the organization who manage the work of first-

3、line managers處于基層和高層之間，管理著基層管理者。4、Top manager :高層管理者Managers at or near the top level of the organization who are responsible for making organization-wide decisions and establishing the goals and plans that affect the entire organization.處于或接近組織頂層，承當(dāng)著制定廣泛的組織決策,為整個組織制定方案和目的的責(zé)任。5、Management :管理The coo

4、rdinating work activities so that they are completed efficiently and effectively with and through other people管理是一個經(jīng)過協(xié)調(diào)任務(wù)活動以便可以有效率和有效果地同他人一同或經(jīng)過他人實現(xiàn)組織目的。6、Efficiency : 效率 Getting the most output from the least amount of inputs referred to as “doing right things是指以盡能夠少的投入獲得盡能夠多的產(chǎn)品，“通常指正確的做事“，即不浪費資源。7、

5、Effectiveness :效果Completing activities so that organizational goals are attained referred to as “doing the right things通常指“做正確的事“，即所從事的任務(wù)和活動有利于組織到達目的。8、Planning : 方案Management function that involves the process of defining goals ,establishing strategies for achieving those goals, and developing plan

6、s to integrate and coordinate activities包括定義目的，制定戰(zhàn)略以獲取目的，以及制定方案和協(xié)調(diào)活動的職能。9、Organizing : 組織Management function that involves the process of determining what tasks are to be done, who is to do them. How the tasks are to be grouped, who reports to them, and where decisions are to made.指決議應(yīng)該從事那些義務(wù)，應(yīng)該有誰來從

7、事這些義務(wù)，這些義務(wù)怎樣分類和歸集，誰向誰報告，以及在哪一級做處決策的職能。10、Leading : 指點Management function that involves motivating subordinates, influencing individuals or teams as they work, selecting the most effective communication channels or dealing in any way with employee behavior issues.指鼓勵下屬，影響任務(wù)中的個體或團隊，選擇最有效的溝通渠道，或者以任何方式處

8、置雇員的行為問題的職能。11、Controlling: 控制Management function that involves monitoring actual performance ,comparing actual to standard, and taking action, if necessary.指監(jiān)控、評價任務(wù)實踐績效并與預(yù)先設(shè)定的目的進展比較，假設(shè)出現(xiàn)偏向，著采取措施使任務(wù)績效回到正常的任務(wù)軌道上來的職能。12、Management process: 管理過程The set of ongoing decisions and work activities in which

9、managers engage as they plan ,organize, lead, and control.指一組進展中的決策和任務(wù)活動，在這個過程中管理者從事方案、組織、指點和控制。13、Management roles: 管理角色 Specific categories of managerial behavior指特定的管理行為類型14、Interpersonal roles: 人際關(guān)系角色 Managerial roles that involve people and other duties that are ceremonial and symbolic in natur

10、e.包含了人與人下級和組織外的人，以及其他具有禮儀性和意味性的職責(zé)。15、Informational roles: 信息傳送角色 Managerial roles that involve receiving, collecting, and disseminating Information.包括接受、搜集和傳播信息。16、Decisional roles: 決策制定角色 Managerial roles that revolve around making choices.是作出抉擇的活動。17、Technical skills: 技術(shù)技藝 Knowledge of and profici

11、ency in a specialized field.指熟習(xí)和知曉某種特定專業(yè)領(lǐng)域的知識。18、Human skills: 人際技藝 The ability to work well with other people individually and in a group.知道如何與員工溝通，如何鼓勵。引導(dǎo)和鼓舞員工的熱情和自信心，使員工做出最大的努力。19、Conceptual skills: 概念技藝 The ability to think and to conceptualize about abstract and complex situations是管理者對復(fù)雜和籠統(tǒng)的情況進

12、展概念化的技藝。20、organization: 組織 A deliberate arrangement of people to accomplish some specific purpose.是一種實體，他具有明確的目的，包含人員和成員以及具有某中精細的構(gòu)造。21、universality of management: 管理的普遍性 The reality that management is need in all types and sizes of organizations, at all organizational level, in all organizational a

13、reas, and in organizations in all countries around the globe.是指無論組織規(guī)模的大小，無論在組織的哪一個層次上，無論組織的任務(wù)領(lǐng)域是什么，無論這個組織位于哪一個國家，這個組織都需求管理。 Chapter 2: Management Yesterday and Today 1、Division of labor : 勞動分工The breakdown of jobs into narrow and repetitive tasks.即將任務(wù)分解為狹隘的反復(fù)性的義務(wù)。2、Industrial revolution: The advent

14、of machine power mass production , and efficient transportation.產(chǎn)業(yè)革命：機器動力的出現(xiàn)而帶來的產(chǎn)量的添加及運輸效率的提高。3、Scientific management: 科學(xué)管理 The use of scientific method to determine the “one best way for a job to be done.運用科學(xué)方法確定從事任務(wù)的“最正確方式。4、Therbligs：分類體系 A classification scheme for labeling 17 basic hand motions

15、.一個分析了17種手的動作如抓取，持握等的體系。5、General administrative theorists: 普通行政管理實際Writers who developed general theories of what managers do and what constitutes good management practice.筆者開展出了關(guān)于管理者做什么，以及什么構(gòu)成了良好的管理實際的更普通的實際。6、Principles of management : 管理原那么Fundamental rules of management that could be taught in

16、schools and applied in all organizational situations.管理的一些根本原那么， 他們可以在學(xué)院里教授這些原那么，并可用于一切的組織情景。7、Bureaucracy: 官僚行政組織 A form of organization characterized by division of labor, a clearly defined hierarchy , detailed rules and regulations, and impersonal relationships.這是一種組織方式，其特征根據(jù)勞動分工原那么，具有清楚定義的層次，詳細的

17、規(guī)那么和規(guī)章制度，以及非個人的關(guān)系。8、Quantitative approach: 數(shù)量方法： The use of quantitative techniques to improve decision making.是采用定量技術(shù)改良決策制定，這種方法也稱為 運籌學(xué)和管文科學(xué)。9、Organizational behavior (OB): 組織行為The filed of study concerned with the actions (behavior) of people at work.這個領(lǐng)域的研討涉及了任務(wù)中人的行為。 10、Hawthorne studies : 霍桑研討

18、A series of studies during the 1920s and 1930s that provided new insights in individual and group behavior.在1920-1930期間進展的提供關(guān)于個別和小組舉止行為的新見解的一系列研討。11、System: 系統(tǒng)A set of interrelated and interdependent parts arranged in a manner that produces a unified whole.是一組向互聯(lián)絡(luò)和相互依賴的組成部分，它們共同構(gòu)成一個一致的整體。12、Closed s

19、ystems: 封鎖系統(tǒng)Systems that are not influenced by or do not interact with their environment.不與它所處的環(huán)境發(fā)生作用，不受環(huán)境的影響。13、Open systems: 開放系統(tǒng) Systems that dynamically interact with their environment.動態(tài)地與它所處的環(huán)境發(fā)生作用。14、Contingency perspective: 權(quán)變觀念有時又稱為情境方式： An approach that says that organizations are differen

20、t，face different situations (contingencies), and require different ways of managing.它強調(diào)這樣一個現(xiàn)實，由于組織不同，他們所面對的情境不同，因此能夠要求不同的管理方式。15、Workforce diversity: 勞動力多元化 A workforce thats more heterogeneous in terms of gender, race, ethnicity, age, and other characteristics that reflect differences.即員工隊伍在性別，種族，民

21、族，年齡和其他特征方面更加多樣化。16、Entrepreneurship：創(chuàng)業(yè)精神 The process whereby an individual or a group of individuals uses organized efforts and means to create value and grow by fulfilling wants and needs through innovation an uniqueness, no matter what resources are currently controlled.即某個人或者某個群體經(jīng)過有組織的努力，以創(chuàng)新的和獨特

22、的方式追求時機，發(fā)明價值和謀求增長，不論這些人手中能否擁有資源。17、E-business(electronic business): 電子運營型企業(yè)A comprehensive term describing the way an organization does its work by using electronic (internet based) linkages with its key constituencies in order to efficiently and effectively achieve its goals。它描畫了一個有組織經(jīng)過電子結(jié)合與它的關(guān)鍵利益相

23、關(guān)者開展任務(wù)的方式，以便更有效率和更有效果地實現(xiàn)其目的。18、E-commerce(electronic commerce) ：電子商務(wù) The sales and marketing component of e-business.是企業(yè)與其利益方經(jīng)過電子方式進展交換與買賣的任何方式。19、Intranet：企業(yè)內(nèi)部網(wǎng)An internal organizational communication system that uses internet technology and is accessible only by organizational employees.一種組織內(nèi)部的交流系

24、統(tǒng)，它利用互聯(lián)網(wǎng)技術(shù)但是只允許組織內(nèi)部人員進入該網(wǎng)絡(luò)，與處于全球各個場所的部門和人員進展交流。20、Total quality management (TQM)：全面質(zhì)量管理A philosophy of management that is driven by customer needs and expectations and focuses on continual improvement in work processes.一種管理哲學(xué)，它被呼應(yīng)顧客需求和期望所驅(qū)動，并在任務(wù)過程中關(guān)注繼續(xù)不斷地改良。21、Learning organization：學(xué)習(xí)型組織An organizat

25、ion that has developed the capacity to continuously learn, adapt, and change.具有開展繼續(xù)學(xué)習(xí)和順應(yīng)變革的才干的組織。22、Knowledge management：知識管理Cultivating a learning culture in which organizational members systematically gather knowledge and share it with others in the organization to achieve better performance.培育一種學(xué)

26、習(xí)文化，在這種文化中組織成員可以系統(tǒng)地搜集知識和其他組織成員共享它，以便取的更好的成果。Chapter3 Organizational Culture and Environment:The Constraints1、Omnipotent view of management：管理萬能論：The view that managers are directly responsible for an organizations success or failure.管理者對組織的成敗負有直接責(zé)任。 2、Symbolic view of management ：管理意味論：The view that

27、 managers have only a limited effect on substantive organizational outcomes because of the large number of factors outside their control.管理者影響結(jié)果的才干受外部要素的制約和約束。3、Organizational culture：組織文化A system of shared meaning within an organization that determines in large degree how employees act.組織成員共有的價值和體系

28、。這一體系在很大程度上決議了組織成員的行為方式。4、Strong culture ：強文化 Organizations in which the key values are intensely held and widely shared.劇烈擁有并廣泛共享根本價值觀的文化。5、Socialization: 社會化The process that adapts employees to the organizations Culture 是指雇員順應(yīng)組織文化所閱歷的過程。6、External environment ：外部環(huán)境 Outside institutions or forces t

29、hat potentially affect an organizations performance.指可以對組織績效呵斥潛在影響的外部力量和機構(gòu)。7、Specific environment ：詳細環(huán)境 The part of the environment that is directly relevant to the achievement of an organizations goals.包括那些對管理者的決策和行動產(chǎn)生直接的影響并與實現(xiàn)組織目的直接相關(guān)的要素。8、General environment ：普通環(huán)境 Broad external conditions that m

30、ay affect the organization.包括能夠影響組織的廣泛的經(jīng)濟條件；政治/法律條件；社會文化條件；技術(shù)條件和全球條件。9、Environmental uncertainty：環(huán)境的不確定性The degree of change and complexity in an organizations environment.組織環(huán)境的變化程度和復(fù)雜程度。10、Environmental complexity：環(huán)境復(fù)雜性 The number of components in an organizations environment and the extent of an o

31、rganizations knowledge about its environmental components.組織環(huán)境中的要素數(shù)量以及組織所擁有的與這些要素相關(guān)的知識廣度。11、Stakeholders：利益相關(guān)者Any constituencies in the organizations external environment that are affected by an organizations decisions and actions (and that can influence the organization.)組織外部環(huán)境中受組織決策和行動影響的任何相關(guān)者。12、

32、Boundary spanning：跨域管理 Interacting in specific ways with various external stakeholders to gather and disseminate important information.采用更詳細的方式與各種外部利益相關(guān)者開展互動協(xié)作，以搜集和傳播重要的信息。13、Stakeholder partnerships：利益相關(guān)者同伴關(guān)系Proactive arrangements between an organization and a stakeholder to pursue common goals 為追求

33、共同目的而在組織和利益相關(guān)者之間達成的非正式協(xié)議。14、Workplace spirituality: 任務(wù)場所的精神境界A recognition of an inner life that nourishes and is nourished by meaningful work that takes place in the context of community一種對生命內(nèi)在意義的認識，這種認識培育了團體環(huán)境下任務(wù)的意義，同時也遭到后者的滋養(yǎng)Chapter 4 Managing in a global Environment1、Parochialism : 狹隘主義A narrow

34、view of the world; an inability to recognize difference between people.用狹隘的觀念和視覺看世界，認識不到人們有著不同的生活和任務(wù)方式。2、Ethnocentric attitude: 多國中心論The parochialistic belief that the best work approaches and practices are those of the home country.以為東道主的管理人員知道運營業(yè)務(wù)的最正確任務(wù)方式和慣例。3、Polycentric attitude : 民族中心論The view

35、that the managers in the host country know the best work approaches and practices for running their business.以為母國的任務(wù)方式和慣例是最好的。4、Geocentric attitude : 全球中心論 A world- oriented view that focuses on using the best approaches and people from around the globe.一種全球取向觀念即在世界范圍內(nèi)選用最正確方式和最優(yōu)秀的人才。5、European Union

36、 (EU) : 歐盟A union of European nations created as a unified economic and trade entity.由15個歐洲國家組成的一個一致的經(jīng)濟貿(mào)易實體。6、North American Free Trade Agreement (NAFTA) : 北美自在貿(mào)易協(xié)定An agreement among the Mexican, Canadian, and US. governments in which barriers to free trade have been eliminated.由墨西哥，加拿大和美國政府就消除自在貿(mào)易壁

37、壘所達成的協(xié)定。7、Association of southeast Asian Nations (ASEAN) : 東南亞國家聯(lián)盟A trading alliance of 10 Southeast Asian nations.東南亞10國的貿(mào)易聯(lián)盟。8、Multinational corporation (MNC) : 多國公司A company that maintains significant operations in multiple countries but manages them from a base in the home country.在多個國家擁有重要的運營單位

38、，但以母國為基地進展管理的組織。9、Transnational corporation (TNC) : 跨國公司A company that maintains significant operations in more than one country but decentralizesmanagement to the local country.在多個國家擁有重要的運營單位，并在從事運營的所在國分散管理的公司。10、Borderless organization : 無國界組織A global type of organization in which artificial geogr

39、aphical barriers are eliminated.消除人為地理界限的一種全球性組織。11、Exporting : 出口An approach to going global that involves making products at home and selling them overseas. 在國內(nèi)制造產(chǎn)品，并將產(chǎn)品銷往國外。12、Importing : 進口 An approach to going global by manufacturing organizations that involves giving other organizations the ri

40、ght to use your brand name, technology, or product specifications. 把海外制造的產(chǎn)品銷往國外。13、Licensing : 答應(yīng)證貿(mào)易An approach to going global by manufacturing organizations that involves giving other organizations the right to use your brand name, technology, or product specifications.經(jīng)過一次性支付或按銷售提取一定費用，從而給予其他組織商標

41、，技術(shù)或產(chǎn) 品規(guī)范的制造業(yè)組織的運用權(quán)。14、Franchising : 特許證貿(mào)易An approach to going global by service organizations that involves giving other organizations the right to use your brand name ,technology ,or product specifications.經(jīng)過一次性支付或按銷售提取一定費用，從而給予其他組織商標，技術(shù)或產(chǎn)品規(guī)范的效力業(yè)組織的運用權(quán)。15、Strategic alliances : 戰(zhàn)略同盟An approach to g

42、oing global that involves partnerships between an organization and a foreign company which both share resources and knowledge in developing new products or building production facilities.是指一個組織與外國公司建立的同伴關(guān)系，雙方在開發(fā)新產(chǎn)品或組建消費機構(gòu)時共享資源和知識。16、Joint venture : 合資企業(yè)An approach to going global that is a specific

43、type of strategic alliance in which the partners agree to form a separate ,independent organization for some business purpose.是一種特殊的戰(zhàn)略同盟，即雙方為了某個企業(yè)目的，一致贊同成立一個自主運營，獨立的組織。17、Foreign subsidiary : 外國子公司An approach to going global that involves a direct investment in a foreign country by setting up a sepa

44、rate and independent production facility or office. 在國外直接投資的一種自主運營而又獨立的消費機構(gòu)或辦事處。18、National culture : 民族文化The values and attitudes shared by individuals from a specific country that shape their behavior and beliefs about what is important.是指一個國家的居民共有的價值觀，這些價值觀塑造了他們的行為以及他們對待世界的方式。19、Individualism : 個

45、人主義A cultural dimension that describes when people are supposed to look after their own interests and those of their immediate family. 人們只關(guān)懷本人的和直系親屬的利益的一種文化維度。20、Collectivism : 集體主義A cultural dimension that describes when people expert others in their group to look after them and to protect them whe

46、n they are in trouble . 人們希望群體中的其他人再他們有困難時協(xié)助 并維護他們的一種文化維度。21、Power distance : 權(quán)益差距A cultural measure of the extent to which a society accepts the unequal distribution of power in institutions and organizations. 衡量社會接受機構(gòu)和組織內(nèi)權(quán)益分配不平等的程度的尺度。22、Uncertainty avoidance : 不確定性躲避A cultural measure of the degr

47、ee to which people tolerate risk and unconventional behavior. 衡量人們接受風(fēng)險和非傳統(tǒng)行為的程度的文化尺度。23、Quantity of life : 生活的數(shù)量A national culture attribute describing the extent to which societal values are characterized by assertiveness and materialism.一種表現(xiàn)為過分自信以及追求金錢和物質(zhì)財富的民族文化。24、Quality of life : 生活的質(zhì)量A nationa

48、l culture attribute that reflects the emphasis and concern for others.一種注重人與人之間的關(guān)系，并表現(xiàn)出對他人幸福的敏感和關(guān)懷的民族文化。25、Culture shock : 文化沖擊The feelings of confusion, disorientation ,and emotional upheaval caused by being immersed in a new culture. 處于一個新的文化時所產(chǎn)生的困惑，迷惘以及鋸烈的情打動搖的覺得。26、Organizational socialization:

49、組織社會化The process that employees go through to adapt to an organizations culture.是指雇員順應(yīng)組織文化所閱歷的過程。Chapter 5 Social Responsibility and Managerial Ethics1、Classical view: 古典觀念The view that managements only social responsibility is to maximize profits.古典觀念就是利潤最大化2、Socioeconomic view: 社會經(jīng)濟學(xué)觀念The view tha

50、t managements social responsibility goes beyond making profits to include protecting and improving societys welfare.社會經(jīng)濟學(xué)觀念以為管理當(dāng)局的社會責(zé)任不只是發(fā)明利潤，還包括維護和增進社會福利。3、Social responsibility: 社會責(zé)任 A business firms obligation. Beyond that required by low and economic, to pursue long-term goals that are good for

51、society.定義為企業(yè)追求有利于社會的長久目的的一種義務(wù)，它超越了法律和經(jīng)濟所要求的義務(wù).4、Social obligation: 社會義務(wù)The obligation of a business to meet its economic and legal responsibilities.是指一個企業(yè)承當(dāng)其經(jīng)濟。5、Social responsiveness: 社會呼應(yīng) The capacity of a firm to adapt to changing social conditions.是指一個企業(yè)順應(yīng)變化的社會情況的才干.6、Social screening: 社會屏障挑選Ap

52、plying social criteria (screens) to investment decisions.即在投資決策中運用社會規(guī)范。7、Values-based management: 以價值觀念為根底的管理 An approach to managing in which managers establish, promote, and practice an organizations shared values.是管理者建立，推行和實際組織共享價值觀的一種管理方式。8、Greening of management: 管理的綠色化The recognition of the cl

53、ose link between an organizations decisions and activities and its impact on the natural environment.是對組織謀劃和活動與組織對自然環(huán)境影響之間存在的嚴密聯(lián)絡(luò)的認識。9、Ethics: 品德Rules and principles that define right and wrong conduct.是指規(guī)定行為是非的規(guī)那么和原那么。11、Utilitarian view of ethics: 品德的功利觀A view of ethics that says that ethical deci

54、sions are made solely on the basis of their outcomes or consequences.是指完全按照結(jié)果或后果制定品德決策。12、rights view pf ethics：品德的權(quán)益觀A view of ethics thats concerned with respecting and protecting individual liberties and privileges.是關(guān)注于尊重和維護個人自在和特權(quán)的觀念，包括隱私權(quán)，思想權(quán)，言論自在，生命平安以及法律規(guī)定的各種權(quán)益。13、Theory of justice view of et

55、hics: 品德公正實際A view of ethics in which managers impose and enforce rules fairly and impartially and do so by following all legal rules and regulations.這要求管理者公正和公平地貫徹和加強規(guī)那么，并在此過程中遵守一切的法律法規(guī)。14、Integrative social contracts theory: 社會契約整合實際A view of ethics proposes that ethical decisions should be based

56、normative (what should be) factors.這種觀念以為應(yīng)該根據(jù)實證要素是什么和規(guī)范要素該當(dāng)是什么制定品德決策。14、Values: 價值觀Basic convictions about what is right and wrong.是關(guān)于什么是正確的，什么是錯誤的根本信條。15、Ego strength: 自我強度 A personality measure of a persons convictions. 是衡量個人自自信心強度的一種個性尺度。16、Iocus of control: 控制點 A personality attribute that measu

57、res the degree to which people believe the control their own fate.是衡量人們置信本人掌握本人命運程度的個性特征。17、Code of ethics: 品德準那么A formal statement of an organizations primary values and the ethical rules it expects its 是闡明一個組織期望雇員遵守的根本價值觀和品德規(guī)那么的正式文件。Chapter 6 Decision Making: The Essence of the Managers Job1、decis

58、ion: 決策A choice from two or more alternatives.在兩個或更多的方案中做出一個選擇。2、decisionmaking process: 決策制定過程 A set of eight steps including identifying a problem, selecting an alternative, and evaluating the decisions effectiveness.一個包括識別問題，選擇備案方案以及最終評價決策的結(jié)果等8個步驟的過程。3、problem: 問題A discrepancy between an existing

59、 and a desired state of affairs.現(xiàn)狀與希望形狀之間的差別。4、decision criteria: 決策規(guī)范：criteria that define whats relevant in a decision.決議什么與制定決策有關(guān)。5、implementation: 實施Conveying a decision to those affected and getting their commitment to it.將決策傳送給有關(guān)的人員和部門，并要求他們對實施結(jié)果做出承諾。6、rational decisionmaking : 理性決策制定 Describe

60、s choices that are consistent and value-maximizing within specified constraints.前后一致的，追求特定條件下價值最大化的選擇。7、bounded rationality : 有限理性Decisionmaking Behavior that is rational, but limited (bounded) by an individuals ability to process information.決策行為表現(xiàn)出有限程度的理性，由于其受制于個人處置信息才干的局限性。8、satisficing : 稱心Accep