工商管理專業(yè)英語unit8

1工商管理專業(yè)英語unit82Glossaryutilization:n.making(good)useof利用；使用mesh:v.toconnect;beheld(together)接合；相合representative:n.apersonactinginplaceofoneormoreothers代表；代理capital:n.(asumof)moneyusedforstartingabusiness資金primary:adj.chief;main主要的supervisor:n.onewhoisinchargeofaparticulardepartmentorunit,asinagovernmentalagencyorschoolsystem監(jiān)督；管理人員cosmetic:n.apreparationsuchasaface-cream,body-powder,etc.,intendedtomaketheskinorhairmorebeautiful化裝品substantive:adj.(ingrammar)expressingexistence〔文法〕表示存在的insight:n.thepowerofusingone’smindtounderstandsomethingdeeply,withouthelpfromoutsideinformation洞察力；見識catalyst:n.asubstancewhich,withoutitselfchanging,causechemicalactivitytoquicken催化劑energizer:n.somethingorsomebodythatgiveenergyto使活潑的人或物3Glossaryquit:v.infmltostop(doingsomething)andleave〔非正式〕停止；辭職recruit:n.Someonewhohasjustjoinedoneofthearmedforces,esp.ofhisownwillandisstillbeingtrained;anewmember(ofanyorganization).V.Tofindrecruit;toget(someone)asarecruit.新兵，新手；征募〔新兵〕，招聘，招工mission:n.agroupofpeople,esp.peopleactingfortheircountry,whoaresentabroadforspecialreason;thedutyorpurposeforwhichthesepeoplearesent使團，代表團；任務(wù)，使命Plague:v.Tocausecontinualdiscomfort,suffering,ortrableto;tomakeratherangry折磨，煩惱；使得災(zāi)禍Compensate:v.Toprovide(someoneorsomething)withabalancingeffectforsomelossorsomethinglacking;makeasuitablepaymentforsomeloss補償，賠償，報酬；n.賠償金，賠償費，賠償物self-esteem:n.One'sgoodortoogoodopinionofone'sownworth.自尊(心)；自大，自負4KeyTermsandConceptsHumanresourcemanagement(HRM)utilizationofhumanresourcestoachieveorganizationalobjectives.humanresourcemanagerindividualswhonormallyactsinanadvisory(staff),capacitywhenworkingwithother(line)managersregardinghumanresourcematters.Humanresourceplanning(HRP)theprocessofsystematicallyreviewinghumanresourcerequirementstoensurethattherequirednumbersofemployees,withtherequiredskills,areavailablewhentheyareneeded.PayThemoneythatapersonreceivesforperformingajob.BenefitsAdditionalfinancialrewardsotherthanbasepay,suchaspaidvacations,sickleave,holidays,andmedicalinsuranceNonfinancialNonmonetaryrewards,suchasenjoymentoftheworkperformedorapleasantworkingenvironment.5TextHUMANRESOURCEMANAGEMENTANDTHEHUMANRESOURCEMANAGERThefieldofhumanresourcemanagementchangeddramaticallyduringthe1980s,inwaysthatcreatedagreatlyexpandedroleforthehumanresourcemanager.Inordertounderstandthisdevelopment,wemustmakeadistinctionbetweenhumanresourcemanagementandthehumanresourcemanager.6textHumanresourcemanagement(HRM)istheutilizationofhumanresourcestoachieveorganizationalobjectives.Consequently,managersatalllevelsmustconcernthemselveswithhumanresourcemanagementatleasttosomeextent.Basicallymanagersgetthingsdonethroughtheeffortsofothers,whichrequireseffectivehumanresourcemanagement.Inamanufacturingfirm,forinstance,theproductionmanagermeshesphysicalandhumanresourcestoproducegoodsinsufficientnumbersandquality;themarketingmanagerworksthroughsalesrepresentativestosellthefirm’sproducts;andthefinancemanagerobtainscapitalandmanagesinvestmentstoensuresufficientoperatingfunds.Theseindividualsarecalled“l(fā)ine〞managersbecausetheyhaveformalauthorityandresponsibilityforachievingtheirfirm’sprimaryobjectives.Althoughinvolvedinhumanresourcemanagement,theyarenothumanresourcemanagers.Theyareresponsibleprimarilytospecificfunctionalareasofthebusiness.CarlEdwards,theconveniencestoresupervisorinSacramento,fullyunderstandsthechallengesthatalinemanagerfaceswithhumanresourcesbecausehewillhavetoworkFridaynightifhecannotfindareplacement.7textAhumanresourcemanagerisanindividualwhonormallyactsinanadvisory,or“staff,〞capacity,workingwithothermanagerstohelpthemdealwithhumanresourcematters.Inthefirstthreeeditionsofthisbook,theterm“personnelmanager〞denotedtheindividualwhoperformedstafffunctionssimilartothosenowperformedbythehumanresourcemanager.ThisevolvingchangeinterminologyreflectstheexpandedroleofHRMandanincreasingawarenessthathumanresourcesarethekeytoasuccessfulorganization.Althoughonlycosmeticinsomeinstances,thischangehasbeensubstantiveinmostcases.Thusitreflectsanewandcontinuallyexpandingroleforthehumanresourcemanager.ThecurrentfunctionsofmanychiefhumanresourcemanagersisillustratedbyKathrynMcKee,seniorvice-president,humanresources,forFirstInterstateBank,Ltd.AsshestatesinExecutiveInsights,“Iamnowastrategicpartnerwithlinemanagementandparticipateinbusinessdecisionswhichbringhumanresourcesperspectivestothegeneralmanagementofthecompany.〞8textThehumanresourcemanagerisprimarilyresponsibleforcoordinatingthemanagementofhumanresourcestohelptheorganizationachieveitsgoals.JaneKay,formerlyvice-presidentofemployeerelationsforDetroitEdisonCompany,states,“Thehumanresourcemanageractsmoreinanadvisorycapacity,butshouldbeacatalystinproposinghumanrelationspoliciestobeimplementedbylinemanagers.〞WilliamB.Pardue,seniorvice-presidentforAmericanGeneralLifeInsuranceCompany,says:“Therealhumanresourcemanagementgameisplayedbythelinemanager.Thehumanresourcemanager'sroleistodeveloppoliciesandprogramstherulesofthegame--andtofunctionasacatalystandenergizeroftherelationshipbetweenlinemanagementandemployees.〞Thedistinctionbetweenhumanresourcemanagementandthehumanresourcemanagerisclearlyillustratedbythefollowingaccount:9textBillBrown,theproductionsupervisorforAjaxManufacturing,hasjustlearnedthatoneofhismachineoperatorsquit.HeimmediatelycallsSandraWilliams,thehumanresourcemanager,andsays,“Sandra,IjusthadaClassAmachineoperatorquitdownhere.Canyoufindsomequalifiedpeopleformetointerview?〞“SureBill,〞Sandrareplies.“I'llsendtwoorthreedowntoyouwithintheweek,andyoucanselecttheonethatbestfitsyourneeds.〞10textInthisinstance,bothBillandSandraareconcernedwithaccomplishingorganizationalgoals,butfromdifferentperspectives.Sandra,asahumanresourcemanager,identifiesapplicantswhomeetthecriteriaspecifiedbyBill.Yet,Billwillmakethefinaldecisionastowhoishiredbecauseheisresponsibleforthemachineoperator’sperformance.Hisprimaryresponsibilityisproduction.Hersishumanresources.Asahumanresourcemanager,SandramustconstantlydealwiththemanyproblemsrelatedtohumanresourcesBillandtheothermanagersface.Herjobistohelpthemmeetthehumanresourceneedsoftheentireorganization.Insomefirmsherfunctionisalsoreferredtoaspersonnel,employeerelations,orindustrialrelations.11textHUMANRESOURCEMANAGEMENTFUNCTIONSToday'shumanresourceproblemsareenormousandappeartobeeverexpanding.Thehumanresourcemanagerfacesamultitudeofproblems,rangingfrommotivatingaconstantlychangingworkforcetocopingwiththeever-presentscoresofgovernmentregulations?Becauseofthecriticalnatureofhumanresourceproblems,theyarereceivingincreasedattentionfromuppermanagement.Therefore,thehumanresourceexecutivewhoisabletodealeffectivelywiththoseproblemsoftenbecomesoneofthefirm'stopmanagers.12textHumanresourcemanagersdevelopandworkthroughahumanresourcemanagementsystem.Sixfunctionalareasareassociatedwitheffectivehumanresourcemanagement.AmajorstudyconductedforthePersonnelAccreditationInstitutein1988confirmedthattheseareasrevealthewayhumanresourcepositionsarestructuredregardingknowledgerequirementsSoundmanagementpracticesarerequiredforsuccessfulperformanceineacharea.Wediscussthesefunctionsnext.13textHumanResourcePlanning,Recruitment,andSelectionAnorganizationmusthavequalifiedindividualsinspecificjobsatspecificplacesandtimesinordertoaccomplishitsgoals.Obtainingsuchpeopleinvolveshumanresourceplanning,recruitment,andselection.14textHumanresourceplanning(HRP)istheprocessofsystematicallyreviewinghumanresourcerequirementstoensurethattherequirednumbersofemployees,withtherequiredskills,areavailablewhentheyareneeded.Recruitmentistheprocessofattractingsuchindividualsinsufficientnumbersandencouragingthemtoapplyforjobswiththeorganization.Selectionistheprocessthroughwhichtheorganizationchooses,fromagroupofapplicants,thoseindividualsbestsuitedbothforopenpositions,andforthecompany.Successfulaccomplishmentofthesethreetasksisvitaliftheplantistobecomeoperationalandaccomplishitsmission.15textHumanResourceDevelopmentHumanresourcedevelopment(HRD)assistsindividuals,groups,andtheentireorganizationinbecomingmoreeffective.Humanresourcedevelopmentisneededbecausepeople,jobs,andorganizationsarealwayschanging.Thedevelopmentprocessshouldbeginwhenindividualsjointhefirmandcontinuethroughouttheircareers.Large-scaleHRDprogramsarereferredtoasorganizationdevelopment(OD).ThepurposeofODistoaltertheenvironmentwithinthefirmtohelpemployeesperformmoreproductively.16textOtheraspectsofHRDincludecareerplanningandperformanceappraisal.Careerplanningisaprocessofsettinghumanresourcegoalsandestablishingthemeanstoachievethem.Individualcareersandorganizationalneedsarenotseparateanddistinct.Organizationsshouldassistemployeesincareerplanningsothattheneedsofbothcanbesatisfied.Throughperformanceappraisal,employeesareevaluatedtodeterminehowwelltheyareperformingtheirassignedtasks.Performanceappraisalaffordsemployeestheopportunitytocapitalizeontheirstrengthsandovercomeidentifieddeficiencies,therebybecomingmoresatisfiedandproductiveemployees.17TextThroughoutthistext,butespeciallyintheHRDchapters,weusetheterm"operative"workersoremployees.Operativeemployeesareallworkersinanorganizationexceptmanagersandprofessionalssuchasengineersoraccountants.Steelworkers,secretaries,truckdrivers,andwaitersareexamplesofoperativeemployees.CompensationandBenefitsThequestionofwhatconstitutesafairday'spayhasplagued

management,unions,andworkersforalongtime.Awellthoughtoutcompensation

systemprovidesemployeeswithadequateandequitablerewardsfortheircontributionstomeetingorganizationalgoals.Asusedinthisbook,compensationincludesallrewardsthatindividualsreceiveasaresultoftheiremployment.Therewardmaybeoneoracombinationofthefollowing:18textPay

Themoneythatapersonreceivesforperformingajob.BenefitsAdditionalfinancialrewardsotherthanbasepay,suchaspaidvacations,sickleave,holidays,andmedicalinsurance.NonfinancialNonmonetaryrewards,suchasenjoymentoftheworkperformedorapleasantworkingenvironment.Althoughcompensationisdefinedasallrewardsthatindividualsreceiveasaresultoftheiremployment,theincreasingimportanceofbenefitswarrantsseparatetreatment.WediscussmanyaspectsofcompensationinChapter12andaddressbenefitsinChapter13.19textSafetyandHealthSafetyinvolvesprotectingemployeesfrominjuriescausedbywork-relatedaccidents.Healthreferstotheemployees'freedomfromillnessandtheirgeneralphysicalandmentalwellbeing.Theseaspectsofthejobareimportantbecauseemployeeswhoworkinasafeenvironmentandenjoygoodhealtharemorelikelytobeproductiveandyieldlong-termbenefitstotheorganization.Forthisreason,progressivemanagershavelongadvocatedandputinplaceadequatesafetyandhealthprograms.Today,becauseoffederalandstatelegislation,whichreflectsocietalconcerns,mostorganizationshavebecomeattentivetotheiremployees'safetyandhealth.20TextEmployeeandLaborRelationsIn1987,unionsrepresented17percentofallnonfarmworkers.Bytheyear2000,unionswilllikelyrepresentonly13percentofallnonfarmworkers.Evenso,abusinessfirmisrequiredbylawtorecognizeaunionandbargainwithitingoodfaith,ifthefirm'semployeeswanttheuniontorepresentthem.Inthepast,thisrelationshipwasanacceptedwayoflifeformanyemployers.ButaccordingtoarecentConferenceBoardsurveyoflabor-managementrelations,preventingthespreadofunionismanddevelopingeffectiveemployeerelationssystemsarenowmoreimportanttosomemanagersthanachievingsoundcollectivebargainingresults.21textAsJudyLynley,industrialrelationsmanagerforAxtonPneumotives,discovered,dealingwithaunionoftenpresentsdifficultproblems.Duringthestressfulbargainingprocess,JudymayhavetendedtoagreewiththeConferenceBoardsurveyconclu