管理学名词解释.doc

第一单元Manager：Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished管理者：通过协调和监管其他人的工作活动以实现组织目标的人员First-line Managers ：Individuals who manage the work of non-managerial employees.Middle Managers：Individuals who manage the work of first-line managers.Top Managers：Individuals who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.基层管理者：最底层的管理人员，他们管理着非管理雇员所从事的工作 。中层管理者：对基层管理者进行管理的人员。高层管理者：负责为整个组织制定决策、计划和目标并进而影响整个组织的管理人员。Management：coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively.管理：协调和监管他人的工作活动，从而使其有效率、有效果地完成工作。Efficiency： Doing things right，or Getting the most output for the least inputs效率：正确地做事，或者以尽可能少的投入获得尽可能多的产出Effectiveness： Doing the right things，or Attaining organizational goals效果：做正确的事情，或者实现组织的目标Planning:management function that involves setting goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate activities.Organizing: management function that involves arranging and structuring work to accomplish organizational goals.Leading : management function that involves working with and through people to accomplish organizational goals.Controlling: management function that involves monitoring, comparing, and correcting work performance计划 ：设定目标，确定实现这些目标的战略，并且制定计划以整合和协调各种活动 组织： 安排各项工作，以实现组织目标领导： 同他人合作并通过他人去实现目标 控制：对员工的工作进行监控、比较和纠正Management Roles: specific actions or behaviors expected of a manager.Interpersonal roles: managerial roles that involve people and other duties that are ceremonial and symbolic in nature.Informational roles: managerial roles that involve collecting,receiving,and disseminating information.Decisional roles: managerial roles that revolve around making choices.管理角色：管理者按照人们的预期在实践中展示的具体行为或表现人际关系角色:人与人的关系以及其他礼仪性的和象征性的职责。信息传递角色：收集、接受和传播信息决策制定角色：作出决策和选择Technical skills:job-specific knowledge and techniques needed to proficiency perform work tasks.Human skills:The ability to work well with other people individually and in a group.Conceptual skills:The ability to think and to conceptualize about abstract and complex situations 技术技能:某个特定领域的知识和专业技术人际技能:与他人和睦相处、密切配合的能力概念技能:对组织面临的抽象、复杂情况进行思考和概念化的能力Organization：A deliberate arrangement of people assembled to accomplish some specific purpose组织：是对人员的一种精心安排，以实现某个特定目的 。(这个目的是个体无法单独实现的）Sustainability :a companys ability to achieve its business goals and increase long-term shareholder value by integrating economic, environmental, and social opportunities into its business strategies.可持续性 ：公司通过将经济的、环境的和社会的机遇整合到公司战略以实现公司目标并为股东增加长期价值的能力。Universality of Management:The reality that management is needed in all types and sizes of organizations,at allorganizational levels ,in all organizational areas,and in all organizations, regardless of location管理的普遍性:在现实世界中，管理是不可或缺的在所有类型和规模的组织中，在所有的组织层级中，在所有的组织领域中，在所有的组织中，无论该组织位于哪里。第二单元Omnipotent View of Management： the view that managers are directly responsible for an organizations success or failure.Symbolic view of Management ： the view that much of an organizations success or failure is due to external forces outside managers control.管理万能论：认为管理者对组织的成败承担直接责任管理象征论：认为组织的成败在很大程度上归因于管理者无法控制的外部力量。Organizational Culture：The shared values, principles, traditions, and ways of doing things that influence the way organizational members act.Strong Cultures：Organizational cultures in which key values are intensely held and widely shared.组织文化：组织成员共有的、能够影响其行为方式的价值观、原则、传统和做事方式强文化：其核心价值观被组织成员们强烈坚持和广泛共享的组织文化Socialization ：The process that helps employees adapt to the organizations culture.社会化：帮助新员工学会本组织做事方法的一个过程Workplace Spirituality ：a culture where organizational values promote a sense of purpose through meaningful work that takes place in the context of community职场精神：它是一种文化，在这种文化中，组织的价值观提倡员工通过在集体环境中从事有意义的工作来感知人生目的。External Environment：those factors and forces outside the organization that affect its performance.外部环境：组织之外能够对该组织的绩效产生影响的因素和力量Environmental Uncertainty：the degree of change and complexity in an organizations environment. 环境的不确定性：一个组织的外部环境的变化程度和复杂程度Environmental Complexity： the number of components in an organizations environment and the extent of the organizations knowledge about those components.环境的复杂性：一个组织的外部环境的构成要素数量以及该组织对这些构成要素的了解程度Stakeholders：any constituencies in the organizations environment that are affected by an organizations decisions and actions.利益相关者：组织的外部环境中被组织的决策和行动所影响的任何相关者。第三单元Parochialism：viewing the world solely through your own perspectives, leading to an inability to recognize differences between people.Ethnocentric Attitude： the parochialistic belief that the best work approaches and practices are those of the home country.Polycentric Attitude ：the view that the managers in the host country know the best work approaches and practices for running their business.Geocentric Attitude：a world：oriented view that focuses on using the best approaches and people from around the globe.狭隘主义：仅仅用自己的眼睛和视角来看待这个世界，从而无法意识到人与人之间的差异民族中心论：狭隘地认为自己母国拥有世界上最佳的工作方法和实践。多国中心论：认为东道国的管理者知道如何以最佳的工作方法和实践来经营其业务全球中心论：一种全球取向的观点，强调使用来自全世界的最佳方法和人员European Union (EU)：a union of 27 European nations created as a unified economic and trade entityEuro： a single common European currency欧盟：由27个欧洲国家组成一个统一的经济和贸易联合体欧元：欧洲单一货币Nations (ASEAN) ：a trading alliance of 10 Southeast Asian nations.North American Free Trade Agreement (NAFTA) ：an agreement among the Mexican, Canadian, and U.S. governments in which certain barriers to trade have been eliminated.东南亚国家联盟（东盟）：由10个东南亚国家组成的一个贸易联盟北美自由贸易协定：墨西哥、加拿大和美国政府签署的一项旨在消除贸易壁垒的协定。World Trade Organization (WTO) ：a global organization of 153 countries that deals with the rules of trade among nations.International Monetary Fund (IMF)：an organization of 185 countries that promotes international monetary cooperation and provides advice, loans, and technical assistance.世界贸易组织：一个由153个成员国组成的负责处理国家间贸易规则的全球组织国际货币基金组织：一个由185个国家组成的组织，旨在促进国际货币合作，并且为成员国提供建议、贷款和技术援助。World Bank Group：a group of five closely associated institutions that provides financial and technical assistance to developing countries.Organization for Economic Cooperation and Development (OECD)： an international economic organization that helps its 30 member countries achieve sustainable economic growth and employment.世界银行集团：一个由5家紧密相连的机构组成的集团，主要为全世界的发展中国家提供金融和技术援助经济发展与合作组织：一个旨在帮助其30个成员国实现可持续经济增长和就业的国际经济组织Multinational Corporation (MNC)：a broad term that refers to any and all types of international companies that maintain operations in multiple countries.Multidomestic Corporation： an MNC that decentralizes management and other decisions to the local country.跨国公司：一个广泛的术语，指的是在多个国家开展业务的任何类型的国际公司多国化公司：指的是把管理权和其他决策权下放给东道国的跨国公司Global Company：an MNC that centralizes management and other decisions in the home country.Transnational or Borderless Organization ： an MNC in which artificial geographical barriers are eliminated.全球公司：指的是把管理权和其他决策权都集中在母国的跨国公司无国界公司：消除了人为地理界线的跨国公司Global Sourcing： purchasing materials or labor from around the world wherever it is cheapest.Exporting ： making products domestically and selling them abroad.Importing ： acquiring products made abroad and selling them domestically.Licensing ： an organization gives another organization the right to make or sell its products using its technology or product specifications.全球采购：从全世界最廉价的地方采购原材料或劳动力出口：在国内制造产品并且把它们销往国外进口：采购国外制造的产品并且在国内销售许可证经营：一家组织授权另一家组织采用自己的技术或产品说明书来制造或销售自己的产品Franchising ： an organization gives another organization the right to use its name and operating methods. 特许经营：一家组织授权另一家组织采用自己的品牌和运营方式Strategic Alliance ： a partnership between an organization and one or more foreign company partner(s) in which both share resources and knowledge in developing new products or building production facilities.Joint Venture ： a specific type of strategic alliance in which the partners agree to form a separate, independent organization for some business purpose.战略联盟：一家组织与外国公司建立的一种伙伴关系，使双方在开发新产品或建设生产设施时可以共享资源和知识合资企业：一种特定类型的战略联盟，各合作方为了某个商业目的而共同组建一个自主经营的、独立的组织Foreign Subsidiary：directly investing in a foreign country by setting up a separate and independent production facility or office.外国子公司：通过建立自主经营的、独立的生产机构或办事处而在某个海外国家直接投资Free Market Economy：an economic system in which resources are primarily owned and controlled by the private sector.Planned Economy ： an economic system in which economic decisions are planned by a central government.自由市场经济：一种主要由私营部门拥有和控制各种资源的经济体系计划经济：一种由一个中央政府来规划经济决策的经济体系National Culture ： the values and attitudes shared by individuals from a specific country that shape their behavior and beliefs about what is important.Global Leadership and Organizational Behavior Effectiveness (GLOBE) program ： a research program that studies cross-cultural leadership behaviors.民族文化：由一个特定国家的个体国民共享的价值观和态度，这些价值观和态度将塑造他们的行为和他们对什么是重要事项的看法全球领导和组织行为效力（GLOBE）研究计划：一项考察跨文化领导行为的研究计划Cultural Intelligence ： cultural awareness and sensitivity skills.Global Mind-Set ： attributes that allow a leader to be effective in cross-cultural environments.文化智能：文化感悟和敏感性技能全球心智：使一位领导者能够在跨文化环境中实施有效管理的各种品质第五单元Social Obligation ： the obligation of a business to meet its economic and legal responsibilities and nothing more.Social Responsiveness ： when a firm engages in social actions in response to some popular social need.Social Responsibility ： a businesss intention, beyond its legal and economic obligations, to do the right things and act in ways that are good for society.社会义务：一家公司有义务履行特定的经济和法律责任，除此之外则撒手不管社会响应：公司为应对某种普遍的社会需要而从事的社会活动社会责任：一家组织在其法律和经济义务之外愿意去做正确的事情并以有益于社会的方式行事的意向The Classical View: the view that managements only social responsibility is to maximize profitsThe Socioeconomic View: the view that managements social responsibility goes beyond making profits to include protecting and improving societys welfare.古典观点：管理层的唯一社会责任就是根据公司股东的最佳利益来经营公司，追求利润最大化（实现财务回报）社会经济学观点：管理者的社会责任不只是盈利，还包括保护和改善整个社会的福利Social Screening ： applying social criteria (screens) to investment decisions.Green Management ： managers consider the impact of their organization on the natural environment.社会屏障筛选：运用社会和环境标准来制定投资决策绿色管理：管理者考虑本组织对自然环境的影响Ethics ： principles, values, and beliefs that define right and wrong behavior.Values ： basic convictions about what is right and wrong.道德：对正确行为和错误行为予以界定的原则、价值观和信念价值观：对是非对错的基本信念Ego Strength ： a personality measure of the strength of a persons convictions.Locus of Control ： a personality attribute that measures the degree to which people believe they control their own fate.自我强度：一种性格属性，用以衡量一个人所持信念的力量控制点：一种性格属性，用以衡量人们相信自己能够控制自我命运的程度Values-Based Management ： an approach to managing in which managers establish and uphold an organizations shared values.基于价值观的管理：一种管理方式，管理者通过建立和坚持本组织共享的价值观来进行管理Code of Ethics ： a formal statement of an organizations primary values and the ethical rules it expects its employees to follow.道德准则：一个组织对期望其员工遵循的重要价值观和道德规定的正式声明。Whistle-blower ： individuals who raise ethical concerns or issues to others.Social Entrepreneur ： an individual or organization who seeks out opportunities to improve society by using practical, innovative, and sustainable approaches.告密者：举报他人道德问题或事项的人社会企业家：通过使用切合实际的、创新的和可持续的方法来设法改善整个社会的个体或组织第六单元Organizational Change ： any alterations in the people, structure, or technology of an organization.Change Agents ： persons who act as catalysts and assume the responsibility for managing the change process.组织变革：组织的人员、结构或技术的任何变动变革推动者：充当催化剂并且负责对变革过程实施管理的人Organizational Development (OD) ： techniques or programs to change people and the nature and quality of interpersonal work relationships.组织发展（OD）：用来改变员工及工作中的人际关系的性质和质量的技巧或方案Stress ： the adverse reaction people have to excessive pressure placed on them from extraordinary demands, constraints, or opportunities. 压力：人们对特别的要求、约束或机会给他们施加的国度压迫感所产生的一种不良反应Creativity ： the ability to combine ideas in a unique way or to make an unusual association.Innovation ： turning the outcomes of the creative process into useful products, services, or work methods.创造力：以某种独特的方式综合各种思想或者在两种思想之间建立独特联系的能力创新：将创造过程得出的结果转化为有用的产品、服务或工作方法Idea Champions ： individuals who actively and enthusiastically support new ideas, build support, overcome resistance, and ensure that innovations are implemented.创意领袖：积极、热情地支持新创意，提供支持并克服抵制，而且确保创新得到贯彻执行的人Global OD ： OD techniques that work for U.S. organizations may be inappropriate in other countries and cultures. 全球的组织发展：适用于美国组织的组织发展技巧可能并不适用于其他国家和文化Stressors ： factors that cause stress. 应激源：导致压力的那些因素Role Conflicts ： work expectations that are hard to satisfy.Role Overload ： having more work to accomplish than time permits.Role Ambiguity ： when role expectations are not clearly understood.角色冲突：难以调和或满足的工作期望角色过载：在规定的时间内从事过多工作角色模糊：无法清楚、明确地理解角色期望Type A personality ： people who have a chronic sense of urgency and an excessive competitive drive.Type B personality ： people who are relaxed and easygoing and accept change easily.A型人格：具有这种人格的个体会长期感觉到一种时间紧迫感，具有一种过度的竞争驱动力。B型人格：具有这种人格的个体比较放松和随和，容易接受变革。第七单元Decision criteria: criteria that define whats important or relevant to resolving a problem.决策标准Rational Decision-Making ： describes choices that are logical and consistent while maximizing value.Bounded Rationality ： decision making thats rational, but limited (bounded) by an individuals ability to process information.Satisfice ： accepting solutions that are “good enough.”理性决策：作出符合逻辑的、前后一致的选择以实现价值最大化有限理性：决策是理性的，但这种理性被决策者处理信息的能力所限制（局限）满足：接受“足够好”的解决方案Escalation of commitment:an increased commitment to a previous decision despite evidence it may have been wrong.承诺升级Intuitive decision making：Making decisions on the basis of experience, feelings, and accumulated judgment.直觉决策：根据经验、感觉和所积累的判断力来制定决策Evidence-based management (EBMgt):the systematic use of the best available evidence to management practice.循证管理Structured Problems ： straightforward, familiar, and easily defined problems. 结构化问题：直截了当的、习以为常的和容易定义的问题Programmed Decision ： a repetitive decision that can be handled by a routine approach.Nonprogrammed Decisions ： unique and nonrecurring decisions that require a custom：made solution. 程序化决策：可以通过某种例行方法来作出的某种重复性决策非程序化决策：独特的、非重复发生的、需要量身定制解决方案的决策Procedure ： a series of interrelated steps that a manager can use to apply a policy in response to a structured problem.Rule ： an explicit statement that limits what a manager or employee can or cannot do.Policy ： a general guideline for making a decision about a structured problem.程序：管理者用来应对某个结构化问题的一系列连续步骤规定：告诉管理者或员工能做什么或不能做什么的明确声明政策：为某个结构化问题制定决策时的指导方针和原则Unstructured Problems ： problems that are new or unusual and for which information is ambiguous or incomplete.开放式问题：崭新的、不同寻常的、相关信息很模糊或不完整的问题Certainty：a situation in which a manager can make an accurate decision because the outcome of every alternative choice is known.Risk：a situation in which the manager is able to estimate the likelihood (probability) of outcomes that result from the choice of particular alternatives.确定性：制定决策时的一种理想情况，管理者能够制定精确的决策，因为每种备选方案的结果都是已知的。风险：制定决策时所面临的一种更为普遍的情况，管理者能够估计某些特定方案实现某种特定结果的可能性Linear Thinking Style ： a persons tendency to use external data/facts; the habit of processing information through rational, logical thinking.Nonlinear Thinking Style ： a persons preference for internal sources of information; a method of processing this information with internal insights, feelings, and hunches.线性思维模式：个体偏好于使用外部的数据和事实，并且通过理性的、逻辑的思维来处理这些信息非线性思维模式：个体偏好于使用内在的信息来源（感觉和直觉）以及通过内在的洞察力、感觉和直觉来处理这些信息Heuristics ： using “rules of thumb” to simplify decision making. 启发法（偏见）：利用“经验法则”来简化决策制定过程Decision ： making a choice from two or more alternatives.Problem ： an obstacle that makes it difficult to achieve a desired goal or purpose.决策：从两个或更多备选方案中做出选择问题：使得人们难以实现理想目标或目的的障碍Overconfidence Bias ： holding unrealistically positive views of oneself and ones performance.Immediate Gratification Bias ： choosing alternatives that offer immediate rewards and avoid immediate costs.自负偏见：对自己以及自己的表现持有一种不切实际的正面看法即时满足偏见：选择能够提供即时回报和避免即时成本的备选方案Anchoring Effect ： fixating on initial information and ignoring subsequent information.Selective Perception Bias ： selecting, organizing and interpreting events based on the decision makers biased perceptions.Confirmation Bias ： seeking out information that reaffirms past choices while discounting contradictory information.锚定效应偏见：把最初获得的信息固定为起始点，忽略后来获得的信息选择性认知偏见：基于自己有偏见的认知去选择性地组织和解读有关事件证实偏见：设法寻找那些能够证实其以往选择的信息，忽略与以往判断相左的信息Framing Bias ： selecting and highlighting certain aspects of a situation while ignoring other aspects.Availability Bias ： losing decision：making objectivity by focusing on the most recent events.Representation Bias ： drawing analogies and seeing identical situations when none exist.Randomness Bias ： creating unfounded meaning out of random events.取景效应偏见：有重点地选择和强调某种情况的其中一些方面并摒弃其他方面可获得性偏见：决策者通常只记得最近发生的、在他们脑海里生动形象的事情，从而在决策时失去客观性典型性偏见：使用类推法来观察相似的情况，但实际上这两者并无相同之处随机性偏见：决策者竭力从随机事件中归纳出并不存在的意义Sunk Costs Errors ： forgetting that current actions cannot influence past events and relate only to future consequences.Self-Serving Bias ： taking quick credit for successes and blaming outside factors for failures.Hindsight Bias ： mistakenly believing that an event could have been predicted once the actual outcome is known (after-the-fact).沉淀成本错误：决策者忘记了这一点，即现在的选择并不能影响以往的时间而只能导致未来的结果自利性偏见：决策者把成功的功劳迅速归于自己名下而把失败归咎于外部因素后见偏见：错误地认为一旦某个事件的结果已知，自己原本就可以准确预测该事件的结果（事后聪明）第八单元Planning：