管理学罗宾斯11版中英文对照详解

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3、 /list/10 HYPERLINK /list/113 管理学 Efficiency 效率 P8 “Doing things right” Getting the most output for the least inputs Effectiveness 效果 “Doing the right things” Attaining organizational goalsThe Manager:P44Omnipotent or Symbolic? Omnipotent View of Management管理万能论- the view that managers are directly

4、responsible for anorganizations success or failure认. 为经理直接负责组织的成功或失败 Symbolic view of Management管理象征论 - the viewthat much of an organizations success or failure is dueto external forces outside managers control认. 为一个组织的成功或失败大部分是由管理者控制之外的外部力量所造成的观点 Whats Your Global Perspective?全球观（全球视角）P71/view/10eb

5、93e7bed5b9f3f80f1cdd.html1/13 4/15/2019管理学罗宾斯11版中英文对照详解- 百度文库 Parochialism 狭 隘 主 义 - viewing the world solelythrough your own perspectives, leading to an inability torecognize differences between people. Ethnocentric Attitude民族中心论 - the parochialisticbelief that the best work approaches and practice

6、s arethose of the home countr本y. 国取向 Polycentric Attitude 多 国 论 - the view that themanagers in the host country know the best workapproaches and practices for running their busine东ss.道国取向 Geocentric Attitude全球中心论aworld-oriented viewthat focuses on using the best approaches and peoplefrom around the

7、globe全. 球取向 Multinational Corporation (MNC)跨国公司 - a broadterm that refers to any and all types of internationalcompanies that maintain operations in multiplecountries.任一或所有类型的在多国维持经营的国际性公司。 The Decision Making Process决策制定过程 P179 Identifying a problem识别决策问题 Identifying decision criteria确认决策标准 Allocat

8、ing weights to the criteria为决策标准分配权重/view/10eb93e7bed5b9f3f80f1cdd.html2/13 4/15/2019管理学罗宾斯11版中英文对照详解- 百度文库 Developingalternatives 开发备选方案 Analyzing alternatives分析备选方案 Selecting an alternative确定实施方案 Implementing the alternatives实施方案 Evaluatingdecision effectiveness评估决策结果Problem 问题 - an obstacle(障碍) t

9、hat makesit difficult toachieve a desired goal or purpose. Why Do Managers Plan为? 什么管理者要制定计划 Purposes of Planning计划的目的 Provides direction给出方向 Reduces uncertainty降低不确定性 Minimizes waste and redundancy减少重复和浪费 Sets the standards for controlling便于控制Mission:使命 P227a statement of the purpose of an organiza

10、tio对n组织目的的声明 The scope of its products and service其s产品和服务的范围Organizational Design - a process involving/view/10eb93e7bed5b9f3f80f1cdd.html3/13 4/15/2019管理学罗宾斯11版中英文对照详解- 百度文库decisions about six key element组s: 织结构设计的六大基本要素P265Work specialization工作专门化Departmentalization 部门化Chain of command指挥链Span of c

11、ontrol管理跨度Centralization and decentralization集权与分权Formalization 正规化 What Is Communication?P405 Communication 沟通 - the transfer and understandingof meaning.意义的传递和理解 Transfer means the message was received in aform that can be interpreted by the receiver. Understanding the message is not the sameas th

12、e receiver agreeing with the message. Interpersonal Communication人际沟通-communicationbetween two or more people主. 要指存在于两人或多人之间的沟通； Organizational Communication组织沟通- all thepatterns, networks, and systems ofcommunicationswithin an organization主. 要指组织中沟通的各种方式、网络/view/10eb93e7bed5b9f3f80f1cdd.html4/13 4/

13、15/2019管理学罗宾斯11版中英文对照详解- 百度文库和系统。 What Is Motivation?什么是动机 P430 Motivation 动机- the process by which a personsefforts are energized, directed, and sustained towardattaining a goal个. 体为实现目标而付出努力的强度、方向和坚持性 Maslows Hierarchy of Needs Theory马斯洛的需要层次理论: Hierarchy of needs theory 需要层次理论 - Maslowstheory tha

14、t human needs physiological 生理需要,safety 安 全 需 要,social 社交需要, esteem 尊重需要, andself-actualization 自我实现需要 form a sort of hierarch。y 五种需要可以分为低级和高级两个部分。 每个人都有五种层次的需要，这是一个由低到高的、循序渐进的、循环往复的过程。 每个需要层次必须得到实质的满足后才会激活下一个目标，更高一级的需要才会成为主导需要。 每个个体在同一时间上只可能有一个层次上的主导需要。 低级需要通过外部得到满足，高级需要通过内部得到满足。/view/10eb93e7bed5b

15、9f3f80f1cdd.html5/13 4/15/2019管理学罗宾斯11版中英文对照详解- 百度文库第二部分 精准掌握Management skills管理技能 P13 Technical skills 技术技能 Knowledge and proficiency in a specific field Human skills人际技能 The ability to work well with other people Conceptual skills概念技能 The ability to think and conceptualize aboutabstract and comple

16、x situations concerning theorganization Stakeholders 利益相关者 P50 -any constituencies in theorganizations environment that are affected by anorganizations decisions and actions. Organizational Culture组织文化P52 -The shared values,principles, traditions, and ways of doing things thatinfluence the way organ

17、izational members ac组t.织成员共有的影响其行动的价值观、行为准则、传统习俗和做事的方式 Strong Cultures强文化 - Organizational cultures inwhich key values are intensely held and widely shar重ed./view/10eb93e7bed5b9f3f80f1cdd.html6/13 4/15/2019管理学罗宾斯11版中英文对照详解- 百度文库点价值被强烈拥有和广泛共享的组织文化 Social responsibility社会责任 P125-A bussinesssintention,

18、beyond its legal and economicobligations,to do the right things and act in ways thatare good for society企业的是一种意图：它超越了法律和经济的义务，做正确的事情，按照对社会有益的方式行动。 escalation of commitment承诺升级 P184An increased commitment to a previous decision despiteevidence it may have been wron一g.种在过去决策基础上不断增加承诺和投入的现象，哪怕有证据表明已经作出

19、的决策是错误的。 Types of Problems P186 Structured Problems 结 构 化 问 题 -straightforward,familiar, and easily defined problems.Unstructured Problems非结构化问题- problems that arenew or unusual and for which information is ambiguousor incomplete Strategic Plans战略计划 P207-Plans that apply to the entIre organization a

20、nd/view/10eb93e7bed5b9f3f80f1cdd.html7/13 4/15/2019管理学罗宾斯11版中英文对照详解- 百度文库establish the organizations overall goal适s 用于整个组织,建立组织的总体目标的计划 Core competencies核心能力 P228 - theorganizations major value-creating capabilitiesthat determine its competitive weapon组s. 织的主要的创造价值的,决定它的竞争武器的能力第三部分 理解 Contingency Fa

21、ctors in Planning影响计划工作的权变因素：P211 Managers level in the organization组织的层次 Degree of environmental uncertainty环境的不确定性 Length of future commitments计划工作的时间框架 Contingency Factors affecting structural choice影响组织选择的权变因素 P274 Strategy and Structure策略 Size and Structure规模 Technology and Structure技术 Environm

22、ental Uncertainty and Structure环境不确定性/view/10eb93e7bed5b9f3f80f1cdd.html8/13 4/15/2019管理学罗宾斯11版中英文对照详解- 百度文库 Mechanistic organizational structures tend to bemost effective in stable and simple environments.机械式组织 The flexibility oforganic organizational structuresis better suited for dynamic and comp

23、lexenvironments. 有机式组织 Characteristics of effective teams有效团队的特征Clear goals目标明确,unified commitment一致的承诺,appropriate leadership合适领导力,relevant skills相关技能,mutual trust相互信赖,good communication良好的沟通能力, negotiating skills谈判技能,internal andexternal support内外在支持 Understanding Social NetworksP363 Communication

24、 process contains 7 elements P422/view/10eb93e7bed5b9f3f80f1cdd.html9/13 4/15/2019管理学罗宾斯11版中英文对照详解- 百度文库First，a sender(发送者) has a message.A message信( 息)is a purpose to be conveyed.Encoding converts amessage into symbols.A channel is the medium媒(介)a message travels along.Decoding解( 码) happenswhen the receiver接( 受者) retranslates a sender smessage.Finally,feedback(反馈) occurs. Wh