(完整版)管理学罗宾斯11版中英文对照详解

第一部分•Efficiency效率P8–“Doingthingsright”–Gettingthemostoutputfortheleastinputs•Effectiveness效果–“Doingtherightthings”–AttainingorganizationalgoalsTheManager:P44OmnipotentorSymbolic?•OmnipotentViewofManagement管理万能论-theviewthatmanagersaredirectlyresponsibleforanorganization’ssuccessorfailure.认为经理直接负责组织的成功或失败•SymbolicviewofManagement管理象征论-theviewthatmuchofanorganization’ssuccessorfailureisduetoexternalforcesoutsidemanagers’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•What’sYourGlobalPerspective?全球观（全球视角）P71•Parochialism狭隘主义-viewingtheworldsolelythroughyourownperspectives,leadingtoaninabilitytorecognizedifferencesbetweenpeople.•EthnocentricAttitude民族中心论-theparochialisticbeliefthatthebestworkapproachesandpracticesarethoseofthehomecountry.本国取向•PolycentricAttitude多国论-theviewthatthemanagersinthehostcountryknowthebestworkapproachesandpracticesforrunningtheirbusiness.东道国取向•GeocentricAttitude全球中心论–aworld-orientedviewthatfocusesonusingthebestapproachesandpeoplefromaroundtheglobe.全球取向•MultinationalCorporation(MNC)跨国公司-abroadtermthatreferstoanyandalltypesofinternationalcompaniesthatmaintainoperationsinmultiplecountries.任一或所有类型的在多国维持经营的国际性公司。•TheDecisionMakingProcess决策制定过程P179•Identifyingaproblem识别决策问题•Identifyingdecisioncriteria确认决策标准•Allocatingweightstothecriteria为决策标准分配权重

•Developingalternatives开发备选方案•Analyzingalternatives分析备选方案•Selectinganalternative确定实施方案•Implementingthealternatives实施方案•Evaluatingdecisioneffectiveness评估决策结果Problem问题-anobstacle(障碍)thatmakesitdifficulttoachieveadesiredgoalorpurpose.•WhyDoManagersPlan?为什么管理者要制定计划•PurposesofPlanning计划的目的–Providesdirection给出方向–Reducesuncertainty降低不确定性–Minimizeswasteandredundancy减少重复和浪费–Setsthestandardsforcontrolling便于控制Mission:使命P227astatementofthepurposeofanorganization对组织目的的声明•Thescopeofitsproductsandservices其产品和服务的范围•OrganizationalDesign-aprocessinvolving

decisionsaboutsixkeyelements:组织结构设计的六大基本要素P265••••••Workspecialization工作专门化Departmentalization部门化Chainofcommand指挥链Spanofcontrol管理跨度Centralizationanddecentralization集权与分权Formalization正规化•WhatIsCommunication?P405•Communication沟通-thetransferandunderstandingofmeaning.意义的传递和理解•Transfermeansthemessagewasreceivedinaformthatcanbeinterpretedbythereceiver.•Understandingthemessageisnotthesameasthereceiveragreeingwiththemessage.•InterpersonalCommunication人际沟通-communicationbetweentwoormorepeople.主要指存在于两人或多人之间的沟通；•OrganizationalCommunication组织沟通-allthepatterns,networks,andsystemsofcommunicationswithinanorganization.主要指组织中沟通的各种方式、网络和系统。•WhatIsMotivation?什么是动机P430•Motivation动机-theprocessbywhichaperson’seffortsareenergized,directed,andsustainedtowardattainingagoal.个体为实现目标而付出努力的强度、方向和坚持性•Maslow’sHierarchyofNeedsTheory马斯洛的需要层次理论:•Hierarchyofneedstheory需要层次理论-Maslow’stheorythathumanneeds—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—formasortofhierarchy。••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。

第二部分精准掌握Managementskills管理技能P13•Technicalskills技术技能–Knowledgeandproficiencyinaspecificfield•Humanskills人际技能–Theabilitytoworkwellwithotherpeople•Conceptualskills概念技能–Theabilitytothinkandconceptualizeaboutabstractandcomplexsituationsconcerningtheorganization•Stakeholders利益相关者P50-anyconstituenciesintheorganization’senvironmentthatareaffectedbyanorganization’sdecisionsandactions.•OrganizationalCulture组织文化P52-Thesharedvalues,principles,traditions,andwaysofdoingthingsthatinfluencethewayorganizationalmembersact.组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•StrongCultures强文化-Organizationalculturesin

whichkeyvaluesareintenselyheldandwidelyshared.重点价值被强烈拥有和广泛共享的组织文化•Socialresponsibility社会责任P125-Abussiness’sintention,beyonditslegalandeconomicobligations,todotherightthingsandactinwaysthataregoodforsociety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。•escalationofcommitment承诺升级P184Anincreasedcommitmenttoapreviousdecisiondespiteevidenceitmayhavebeenwrong.一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的决策是错误的。•TypesofProblemsP186•StructuredProblems结构化问题-straightforward,familiar,andeasilydefinedproblems.UnstructuredProblems非结构化问题-problemsthatareneworunusualandforwhichinformationisambiguousorincomplete•StrategicPlans战略计划P207

-PlansthatapplytotheentIreorganizationandestablishtheorganization’soverallgoals适用于整个组织,建立组织的总体目标的计划•Corecompetencies核心能力P228•-theorganization’smajorvalue-creatingcapabilitiesthatdetermineitscompetitiveweapons.组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•ContingencyFactorsinPlanning影响计划工作的权变因素：P211•Manager’slevelintheorganization组织的层次•Degreeofenvironmentaluncertainty环境的不确定性•Lengthoffuturecommitments计划工作的时间框架•ContingencyFactorsaffectingstructuralchoice影响组织选择的权变因素P274•StrategyandStructure策略•SizeandStructure规模•TechnologyandStructure技术•EnvironmentalUncertaintyandStructure环境不确定性•Mechanisticorganizationalstructurestendtobemosteffectiveinstableandsimpleenvironments.机械式组织•Theflexibilityoforganicorganizationalstructuresisbettersuitedfordynamicandcomplexenvironments.有机式组织•Characteristicsofeffectiveteams有效团队的特征Cleargoals目标明确,unifiedcommitment一致的承诺,appropriateleadership合适领导力,relevantskills相关技能,mutualtrust相互信赖,goodcommunication良好的沟通能力,negotiatingskills谈判技能,internalandexternalsupport内外在支持•UnderstandingSocialNetworksP363•Communicationprocesscontains7elementsP422First，asender(发送者)hasamessage.Amessage(信息)isapurposetobeconveyed.Encodingconvertsamessageintosymbols.Achannelisthemedium(媒介)amessagetravelsalong.Decodi