管理學(xué)羅賓斯11版中英文對照詳解

1、 | HYPERLINK / 百度首頁 HYPERLINK /v2/?login 登錄 HYPERLINK /cashier/browse/vipcashier?dqStatCode=topnav_joinvip&cashier_code=topnav_joinvip VIP意見反饋 HYPERLINK /apps?fr=1011 下載客戶端4/15/2019管理學(xué)羅賓斯11版中英文對照詳解- 百度文庫 HYPERLINK /?fr=nav 首頁 HYPERLINK javascript:void(0); 分類 HYPERLINK javascript:void(0); 精品內(nèi)容 HYPERL

2、INK /wenkuverify?from=1 申請認(rèn)證 HYPERLINK javascript:void(0); 機(jī)構(gòu)合作 HYPERLINK javascript:void(0); 頻道專區(qū) HYPERLINK /xtopic/wkback 百度智慧課堂 HYPERLINK /user/browse/vip/ 百度教育VIP第一部分 HYPERLINK /?fr=crumbs 百度文庫 HYPERLINK /?fr=crumbs HYPERLINK /edu/index 教育專區(qū) HYPERLINK /edu/index HYPERLINK /list/10 高等教育 HYPERLINK

3、 /list/10 HYPERLINK /list/113 管理學(xué) 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管理萬能論- the view that managers are directly

4、responsible for anorganizations success or failure認(rèn). 為經(jīng)理直接負(fù)責(zé)組織的成功或失敗 Symbolic view of Management管理象征論 - the viewthat much of an organizations success or failure is dueto external forces outside managers control認(rèn). 為一個組織的成功或失敗大部分是由管理者控制之外的外部力量所造成的觀點(diǎn) Whats Your Global Perspective?全球觀（全球視角）P71/view/10eb

5、93e7bed5b9f3f80f1cdd.html1/13 4/15/2019管理學(xué)羅賓斯11版中英文對照詳解- 百度文庫 Parochialism 狹 隘 主 義 - viewing the world solelythrough your own perspectives, leading to an inability torecognize differences between people. Ethnocentric Attitude民族中心論 - the parochialisticbelief that the best work approaches and practice

6、s arethose of the home countr本y. 國取向 Polycentric Attitude 多 國 論 - the view that themanagers in the host country know the best workapproaches and practices for running their busine東ss.道國取向 Geocentric Attitude全球中心論aworld-oriented viewthat focuses on using the best approaches and peoplefrom around the

7、globe全. 球取向 Multinational Corporation (MNC)跨國公司 - a broadterm that refers to any and all types of internationalcompanies that maintain operations in multiplecountries.任一或所有類型的在多國維持經(jīng)營的國際性公司。 The Decision Making Process決策制定過程 P179 Identifying a problem識別決策問題 Identifying decision criteria確認(rèn)決策標(biāo)準(zhǔn) Allocat

8、ing weights to the criteria為決策標(biāo)準(zhǔn)分配權(quán)重/view/10eb93e7bed5b9f3f80f1cdd.html2/13 4/15/2019管理學(xué)羅賓斯11版中英文對照詳解- 百度文庫 Developingalternatives 開發(fā)備選方案 Analyzing alternatives分析備選方案 Selecting an alternative確定實(shí)施方案 Implementing the alternatives實(shí)施方案 Evaluatingdecision effectiveness評估決策結(jié)果Problem 問題 - an obstacle(障礙) t

9、hat makesit difficult toachieve a desired goal or purpose. Why Do Managers Plan為? 什么管理者要制定計劃 Purposes of Planning計劃的目的 Provides direction給出方向 Reduces uncertainty降低不確定性 Minimizes waste and redundancy減少重復(fù)和浪費(fèi) Sets the standards for controlling便于控制Mission:使命 P227a statement of the purpose of an organiza

10、tio對n組織目的的聲明 The scope of its products and service其s產(chǎn)品和服務(wù)的范圍Organizational Design - a process involving/view/10eb93e7bed5b9f3f80f1cdd.html3/13 4/15/2019管理學(xué)羅賓斯11版中英文對照詳解- 百度文庫decisions about six key element組s: 織結(jié)構(gòu)設(shè)計的六大基本要素P265Work specialization工作專門化Departmentalization 部門化Chain of command指揮鏈Span of c

11、ontrol管理跨度Centralization and decentralization集權(quán)與分權(quán)Formalization 正規(guī)化 What Is Communication?P405 Communication 溝通 - the transfer and understandingof meaning.意義的傳遞和理解 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人際溝通-communicationbetween two or more people主. 要指存在于兩人或多人之間的溝通； Organizational Communication組織溝通- all thepatterns, networks, and systems ofcommunicationswithin an organization主. 要指組織中溝通的各種方式、網(wǎng)絡(luò)/view/10eb93e7bed5b9f3f80f1cdd.html4/13 4/

13、15/2019管理學(xué)羅賓斯11版中英文對照詳解- 百度文庫和系統(tǒng)。 What Is Motivation?什么是動機(jī) P430 Motivation 動機(jī)- the process by which a personsefforts are energized, directed, and sustained towardattaining a goal個. 體為實(shí)現(xiàn)目標(biāo)而付出努力的強(qiáng)度、方向和堅持性 Maslows Hierarchy of Needs Theory馬斯洛的需要層次理論: Hierarchy of needs theory 需要層次理論 - 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 自我實(shí)現(xiàn)需要 form a sort of hierarch。y 五種需要可以分為低級和高級兩個部分。 每個人都有五種層次的需要，這是一個由低到高的、循序漸進(jìn)的、循環(huán)往復(fù)的過程。 每個需要層次必須得到實(shí)質(zhì)的滿足后才會激活下一個目標(biāo)，更高一級的需要才會成為主導(dǎo)需要。 每個個體在同一時間上只可能有一個層次上的主導(dǎo)需要。 低級需要通過外部得到滿足，高級需要通過內(nèi)部得到滿足。/view/10eb93e7bed5b

15、9f3f80f1cdd.html5/13 4/15/2019管理學(xué)羅賓斯11版中英文對照詳解- 百度文庫第二部分 精準(zhǔn)掌握Management skills管理技能 P13 Technical skills 技術(shù)技能 Knowledge and proficiency in a specific field Human skills人際技能 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 利益相關(guān)者 P50 -any constituencies in theorganizations environment that are affected by anorganizations decisions and actions. Organizational Culture組織文化P52 -The shared values,principles, traditions, and ways of doing things thatinfluence the way organ

17、izational members ac組t.織成員共有的影響其行動的價值觀、行為準(zhǔn)則、傳統(tǒng)習(xí)俗和做事的方式 Strong Cultures強(qiáng)文化 - Organizational cultures inwhich key values are intensely held and widely shar重ed./view/10eb93e7bed5b9f3f80f1cdd.html6/13 4/15/2019管理學(xué)羅賓斯11版中英文對照詳解- 百度文庫點(diǎn)價值被強(qiáng)烈擁有和廣泛共享的組織文化 Social responsibility社會責(zé)任 P125-A bussinesssintention,

18、beyond its legal and economicobligations,to do the right things and act in ways thatare good for society企業(yè)的是一種意圖：它超越了法律和經(jīng)濟(jì)的義務(wù)，做正確的事情，按照對社會有益的方式行動。 escalation of commitment承諾升級 P184An increased commitment to a previous decision despiteevidence it may have been wron一g.種在過去決策基礎(chǔ)上不斷增加承諾和投入的現(xiàn)象，哪怕有證據(jù)表明已經(jīng)作出

19、的決策是錯誤的。 Types of Problems P186 Structured Problems 結(jié) 構(gòu) 化 問 題 -straightforward,familiar, and easily defined problems.Unstructured Problems非結(jié)構(gòu)化問題- problems that arenew or unusual and for which information is ambiguousor incomplete Strategic Plans戰(zhàn)略計劃 P207-Plans that apply to the entIre organization a

20、nd/view/10eb93e7bed5b9f3f80f1cdd.html7/13 4/15/2019管理學(xué)羅賓斯11版中英文對照詳解- 百度文庫establish the organizations overall goal適s 用于整個組織,建立組織的總體目標(biāo)的計劃 Core competencies核心能力 P228 - theorganizations major value-creating capabilitiesthat determine its competitive weapon組s. 織的主要的創(chuàng)造價值的,決定它的競爭武器的能力第三部分 理解 Contingency Fa

21、ctors in Planning影響計劃工作的權(quán)變因素：P211 Managers level in the organization組織的層次 Degree of environmental uncertainty環(huán)境的不確定性 Length of future commitments計劃工作的時間框架 Contingency Factors affecting structural choice影響組織選擇的權(quán)變因素 P274 Strategy and Structure策略 Size and Structure規(guī)模 Technology and Structure技術(shù) Environm

22、ental Uncertainty and Structure環(huán)境不確定性/view/10eb93e7bed5b9f3f80f1cdd.html8/13 4/15/2019管理學(xué)羅賓斯11版中英文對照詳解- 百度文庫 Mechanistic organizational structures tend to bemost effective in stable and simple environments.機(jī)械式組織 The flexibility oforganic organizational structuresis better suited for dynamic and comp

23、lexenvironments. 有機(jī)式組織 Characteristics of effective teams有效團(tuán)隊的特征Clear goals目標(biāo)明確,unified commitment一致的承諾,appropriate leadership合適領(lǐng)導(dǎo)力,relevant skills相關(guān)技能,mutual trust相互信賴,good communication良好的溝通能力, negotiating skills談判技能,internal andexternal support內(nèi)外在支持 Understanding Social NetworksP363 Communication

24、 process contains 7 elements P422/view/10eb93e7bed5b9f3f80f1cdd.html9/13 4/15/2019管理學(xué)羅賓斯11版中英文對照詳解- 百度文庫First，a sender(發(fā)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( 碼) happenswhen the receiver接( 受者) retranslates a sender smessage.Finally,feedback(反饋) occurs. Wh