Management Glindex
Chapter 1 Management and Organizations
1、Manager：管理者
Someone who works with and through other people by coordinating their work
activities in order to accomplish organizational goals .
管理者是这样的人，他通过协调其他人的活动达到与别人一起或者通过别
人实现组织目标的目的。
2、First-line managers :基层管理者
Managers at the lowest level of the organization who manage the work of
nonmanagerial employees who are involved With the production or the
organization’s products
是管理着非管理人员所从事的生产和提供组织产品的工作，是最低层的管
理者
3、Middle managers :中层管理者
Mangers between the first-line level and the top level of the organization who
manage the work of first-line managers
处于基层和高层之间，管理着基层管理者。
4、Top manager :高层管理者
Managers at or near the top level of the organization who are responsible for
making organization-wide decisions and establishing the goals and plans that
affect the entire organization.
处于或接近组织顶层，承担着制定广泛的组织决策,为整个组织制定计划和
目标的责任。
5、Management :管理
The coordinating work activities so that they are completed efficiently and
effectively with and through other people
管理是一个通过协调工作活动以便能够有效率和有效果地同别人一起或
通过别人实现组织目标。
6、Efficiency : 效率
Getting the most output from the least amount of inputs referred to as “doing
right things”
是指以尽可能少的投入获得尽可能多的产品，“通常指正确的做事“，即不
浪费资源。
7、Effectiveness :效果
Completing activities so that organizational goals are attained referred to as
“doing the right things”
通常指“做正确的事“，即所从事的工作和活动有利于组织达到目标。
8、Planning : 计划
Management function that involves the process of defining goals ,establishing
strategies for achieving those goals, and developing plans to integrate and
coordinate activities
包括定义目标，制定战略以获取目标，以及制定计划和协调活动的职能。
9、Organizing : 组织
Management function that involves the process of determining what tasks are
to be done, who is to do them. How the tasks are to be grouped, who reports to
them, and where decisions are to made.
指决定应该从事那些任务，应该有谁来从事这些任务，这些任务怎么分类
和归集，谁向谁报告，以及在哪一级做处决策的职能。
10、Leading : 领导
Management function that involves motivating subordinates, influencing
individuals or teams as they work, selecting the most effective communication
channels or dealing in any way with employee behavior issues.
指激励下属，影响工作中的个体或团队，选择最有效的沟通渠道，或者以
任何方式处理雇员的行为问题的职能。
11、Controlling: 控制
Management function that involves monitoring actual performance ,comparing
actual to standard, and taking action, if necessary.
指监控、评估工作实际绩效并与预先设定的目标进行比较，如果出现偏差，
着采取措施使工作绩效回到正常的工作轨道上来的职能。
12、Management process: 管理过程
The set of ongoing decisions and work activities in which managers engage as
they plan ,organize, lead, and control.
指一组进行中的决策和工作活动，在这个过程中管理者从事计划、组织、
领导和控制。
13、Management roles: 管理角色
Specific categories of managerial behavior
指特定的管理行为类型
14、Interpersonal roles: 人际关系角色
Managerial roles that involve people and other duties that are ceremonial and
symbolic in nature.
包含了人与人（下级和组织外的人），以及其他具有礼仪性和象征性的职
责。
15、Informational roles: 信息传递角色
Managerial roles that involve receiving, collecting, and disseminating
Information.
包括接受、收集和传播信息。
16、Decisional roles: 决策制定角色
Managerial roles that revolve around making choices.
是作出抉择的活动。
17、Technical skills: 技术技能
Knowledge of and proficiency in a specialized field.
指熟悉和精通某种特定专业领域的知识。
18、Human skills: 人际技能
The ability to work well with other people individually and in a group.
知道如何与员工沟通，如何激励。引导和鼓舞员工的热情和信心，使员工
做出最大的努力。
19、Conceptual skills: 概念技能
The ability to think and to conceptualize about abstract and complex
situations
是管理者对复杂和抽象的情况进行概念化的技能。
20、organization: 组织
A deliberate arrangement of people to accomplish some specific purpose.
是一种实体，他具有明确的目的，包含人员和成员以及具有某中精细的结
构。
21、universality of management: 管理的普遍性
The reality that management is need in all types and sizes of
organizations, at all
organizational level, in all organizational areas, and in organizations in all
countries around
the globe.
是指无论组织规模的大小，无论在组织的哪一个层次上，无论组织的工作
领域是什么，无论这个组织位于哪一个国家，这个组织都需要管理。
Chapter 2: Management Yesterday and Today
1、Division of labor : 劳动分工
The breakdown of jobs into narrow and repetitive tasks.
即将工作分解为狭隘的重复性的任务。
2、Industrial revolution:
The advent of machine power mass production , and efficient transportation.
产业革命：机器动力的出现而带来的产量的增加及运输效率的提高。
3、Scientific management: 科学管理
The use of scientific method to determine the “one best way” for a job to be
done.
运用科学方法确定从事工作的“最佳方式”。
4、Therbligs：分类体系
A classification scheme for labeling 17 basic hand motions.
一个分析了 17 种手的动作（如抓取，持握等）的体系。
5、General administrative theorists: 一般行政管理理论
Writers who developed general theories of what managers do and what
constitutes good management practice.
笔者发展出了关于管理者做什么，以及什么构成了良好的管理实践的更一
般的理论。
6、Principles of management : 管理原则
Fundamental rules of management that could be taught in schools and applied
in all organizational situations.
管理的一些基本原则， 他们能够在学院里教授这些原则，并可用于所有
的组织情景。
7、Bureaucracy: 官僚行政组织
A form of organization characterized by division of labor, a clearly defined
hierarchy , detailed rules and regulations, and impersonal relationships.
这是一种组织形式，其特征依据劳动分工原则，具有清楚定义的层次，详
细的规则和规章制度，以及非个人的关系。
8、Quantitative approach: 数量方法：
The use of quantitative techniques to improve decision making.
是采用定量技术改进决策制定，这种方法也称为 运筹学和管理科学。
9、Organizational behavior (OB): 组织行为
The filed of study concerned with the actions (behavior) of people at work.
这个领域的研究涉及了工作中人的行为。
10、Hawthorne studies : 霍桑研究
A series of studies during the 1920s and 1930s that provided new insights
in individual and
group behavior.
在 1920-1930 期间进行的提供关于个别和小组举止行为的新见解的一系列
研究。
11、System: 系统
A set of interrelated and interdependent parts arranged in a manner that
produces a unified
whole.
是一组向互联系和相互依赖的组成部分，它们共同构成一个统一的整体。
12、Closed systems: 封闭系统
Systems that are not influenced by or do not interact with their environment.
不与它所处的环境发生作用，不受环境的影响。
13、Open systems: 开放系统
Systems that dynamically interact with their environment.
动态地与它所处的环境发生作用。
14、Contingency perspective: 权变观点（有时又称为情境方式）：
An approach that says that organizations are different ， face different
situations (contingencies), and require different ways of managing.
它强调这样一个事实，因为组织不同，他们所面对的情境不同，因此可能
要求不同的管理方式。
15、Workforce diversity: 劳动力多元化
A workforce that’s more heterogeneous in terms of gender, race,
ethnicity, age, and other characteristics that reflect differences.
即员工队伍在性别，种族，民族，年龄和其他特征方面更加多样化。
16、Entrepreneurship：创业精神
The process whereby an individual or a group of individuals uses
organized efforts and means to create value and grow by fulfilling wants and
needs through innovation an uniqueness, no matter what resources are
currently controlled.
即某个人或者某个群体通过有组织的努力，以创新的和独特的方式追求机
会，创造价值和谋求增长，不管这些人手中是否拥有资源。
17、E-business(electronic business): 电子经营型企业
A comprehensive term describing the way an organization does its work by
using electronic (internet based) linkages with its key constituencies in order to
efficiently and effectively achieve its goals。
它描述了一个有组织通过电子联结与它的关键利益相关者开展工作的方
式，以便更有效率和更有效果地实现其目标。
18、E-commerce(electronic commerce) ：电子商务
The sales and marketing component of e-business.
是企业与其利益方通过电子方式进行交换与交易的任何形式。
19、Intranet：企业内部网
An internal organizational communication system that uses internet technology
and is accessible only by organizational employees..
一种组织内部的交流系统，它利用互联网技术但是只允许组织内部人员进
入该网络，与处于全球各个场所的部门和人员进行交流。
20、Total quality management (TQM)：全面质量管理
A philosophy of management that is driven by customer needs and
expectations and focuses on continual improvement in work processes.
一种管理哲学，它被响应顾客需要和期望所驱动，并在工作过程中关注持
续不断地改进。
21、Learning organization：学习型组织
An organization that has developed the capacity to continuously learn, adapt,
and change.
具有发展持续学习和适应变革的能力的组织。
22、Knowledge management：知识管理
Cultivating a learning culture in which organizational members systematically
gather knowledge and share it with others in the organization to achieve better
performance.
培育一种学习文化，在这种文化中组织成员能够系统地收集知识和其他组
织成员共享它，以便取的更好的成绩。
Chapter3 Organizational Culture and Environment:The Constraints
1、Omnipotent view of management：管理万能论：
The view that managers are directly responsible for an organization’s success
or failure.
管理者对组织的成败负有直接责任。
2、Symbolic view of management ：管理象征论：
The view that managers have only a limited effect on substantive
organizational outcomes because of the large number of factors outside their
control.
管理者影响结果的能力受外部因素的制约和约束。
3、Organizational culture：组织文化
A system of shared meaning within an organization that determines in large
degree how employees act.
组织成员共有的价值和体系。这一体系在很大程度上决定了组织成员的行
为方式。
4、Strong culture ：强文化
Organizations in which the key values are intensely held and widely shared.
强烈拥有并广泛共享基本价值观的文化。
5、Socialization: 社会化
The process that adapts employees to the organization’s Culture
是指雇员适应组织文化所经历的过程。
6、External environment ：外部环境
Outside institutions or forces that potentially affect an organization’s
performance.
指能够对组织绩效造成潜在影响的外部力量和机构。
7、Specific environment ：具体环境
The part of the environment that is directly relevant to the achievement of an
organization’s goals.
包括那些对管理者的决策和行动产生直接的影响并与实现组织目标直接
相关的要素。
8、General environment ：一般环境
Broad external conditions that may affect the organization.
包括可能影响组织的广泛的经济条件；政治/法律条件；社会文化条件；技
术条件和全球条件。
9、Environmental uncertainty：环境的不确定性
The degree of change and complexity in an organization’s environment.
组织环境的变化程度和复杂程度。
10、Environmental complexity：环境复杂性
The number of components in an organization’s environment and the extent of
an organization’s knowledge about its environmental components.
组织环境中的要素数量以及组织所拥有的与这些要素相关的知识广度。
11、Stakeholders：利益相关者
Any constituencies in the organization’s external environment that are affected
by an organization’s decisions and actions (and that can influence the
organization.)
组织外部环境中受组织决策和行动影响的任何相关者。
12、Boundary spanning：跨域管理
Interacting in specific ways with various external stakeholders to gather and
disseminate
important information.
采用更具体的方式与各种外部利益相关者开展互动合作，以收集和传播重
要的信息。
13、Stakeholder partnerships：利益相关者伙伴关系
Proactive arrangements between an organization and a stakeholder to pursue
common goals
为追求共同目标而在组织和利益相关者之间达成的非正式协议。
14、Workplace spirituality: 工作场所的精神境界
A recognition of an inner life that nourishes and is nourished by meaningful
work that takes place in the context of community
一种对生命内在意义的认识，这种认识培育了团体环境下工作的意义，同
时也受到后者的滋养
Chapter 4 Managing in a global Environment
1、Parochialism : 狭隘主义
A narrow view of the world; an inability to recognize difference between
people.
用狭隘的观点和视觉看世界，认识不到人们有着不同的生活和工作方式。
2、Ethnocentric attitude: 多国中心论
The parochialistic belief that the best work approaches and practices are those
of the home country.
认为东道主的管理人员知道经营业务的最佳工作方式和惯例。
3、Polycentric attitude : 民族中心论
The view that the managers in the host country know the best work approaches
and practices for running their business.
认为母国的工作方式和惯例是最好的。
4、Geocentric attitude : 全球中心论
A world- oriented view that focuses on using the best approaches and people
from around the globe.
一种全球取向观点即在世界范围内选用最佳方式和最优秀的人才。
5、European Union (EU) : 欧盟
A union of European nations created as a unified economic and trade entity.
由 15 个欧洲国家组成的一个统一的经济贸易实体。
6、North American Free Trade Agreement (NAFTA) : 北美自由贸易协定
An agreement among the Mexican, Canadian, and US. governments in which
barriers to free trade have been eliminated.
由墨西哥，加拿大和美国政府就消除自由贸易壁垒所达成的协定。
7、Association of southeast Asian Nations (ASEAN) : 东南亚国家联盟
A trading alliance of 10 Southeast Asian nations.
东南亚 10 国的贸易联盟。
8、Multinational corporation (MNC) : 多国公司
A company that maintains significant operations in multiple countries but
manages them from a base in the home country.
在多个国家拥有重要的运营单位，但以母国为基地进行管理的组织。
9、Transnational corporation (TNC) : 跨国公司
A company that maintains significant operations in more than one country but
decentralizes
management to the local country.
在多个国家拥有重要的运营单位，并在从事经营的所在国分散管理的公司。
10、Borderless organization : 无国界组织
A global type of organization in which artificial geographical barriers are
eliminated.
消除人为地理界限的一种全球性组织。
11、Exporting : 出口
An approach to going global that involves making products at home and selling
them overseas.
在国内制造产品，并将产品销往国外。
12、Importing : 进口
An approach to going global by manufacturing organizations that involves
giving other organizations the right to use your brand name, technology, or
product specifications.
把海外制造的产品销往国外。
13、Licensing : 许可证贸易
An approach to going global by manufacturing organizations that involves
giving other organizations the right to use your brand name, technology, or
product specifications.
通过一次性支付或按销售提取一定费用，从而给予其他组织商标，技术或
产 品规范的制造业组织的使用权。
14、Franchising : 特许证贸易
An approach to going global by service organizations that involves giving
other organizations the right to use your brand name ,technology ,or product
specifications.
通过一次性支付或按销售提取一定费用，从而给予其他组织商标，技术或
产品规范的服务业组织的使用权。
15、Strategic alliances : 战略同盟
An approach to going global that involves partnerships between an
organization and a foreign company which both share resources and
knowledge in developing new products or building production facilities.
是指一个组织与外国公司建立的伙伴关系，双方在开发新产品或组建生产
机构时共享资源和知识。
16、Joint venture : 合资企业
An approach to going global that is a specific type of strategic alliance in
which the partners agree to form a separate ,independent organization for some
business purpose.
是一种特殊的战略同盟，即双方为了某个企业目标，一致同意成立一个自
主经营，独立的组织。
17、Foreign subsidiary : 外国子公司
An approach to going global that involves a direct investment in a foreign
country by setting up a separate and independent production facility or office.
在国外直接投资的一种自主经营而又独立的生产机构或办事处。
18、National culture : 民族文化
The values and attitudes shared by individuals from a specific country that
shape their behavior and beliefs about what is important.
是指一个国家的居民共有的价值观，这些价值观塑造了他们的行为以及他
们看待世界的方式。
19、Individualism : 个人主义
A cultural dimension that describes when people are supposed to look after
their own interests and those of their immediate family.
人们只关心自己的和直系亲属的利益的一种文化维度。
20、Collectivism : 集体主义
A cultural dimension that describes when people expert others in their group to
look after them and to protect them when they are in trouble .
人们希望群体中的其他人再他们有困难时帮助并保护他们的一种文化
维度。
21、Power distance : 权利差距
A cultural measure of the extent to which a society accepts the unequal
distribution of power in institutions and organizations.
衡量社会接受机构和组织内权利分配不平等的程度的尺度。
22、Uncertainty avoidance : 不确定性规避
A cultural measure of the degree to which people tolerate risk and
unconventional behavior.
衡量人们承受风险和非传统行为的程度的文化尺度。
23、Quantity of life : 生活的数量
A national culture attribute describing the extent to which societal values are
characterized by assertiveness and materialism.
一种表现为过分自信以及追求金钱和物质财富的民族文化。
24、Quality of life : 生活的质量
A national culture attribute that reflects the emphasis and concern for others.
一种重视人与人之间的关系，并表现出对他人幸福的敏感和关心的民族文
化。
25、Culture shock : 文化冲击
The feelings of confusion, disorientation ,and emotional upheaval caused by
being immersed in a new culture.
处于一个新的文化时所产生的困惑，迷惘以及锯烈的情感波动的感觉。
26、Organizational socialization: 组织社会化
The process that employees go through to adapt to an organization´s culture.
是指雇员适应组织文化所经历的过程。
Chapter 5 Social Responsibility and Managerial Ethics
1、Classical view: 古典观点
The view that management’s only social responsibility is to maximize profits.
古典观点就是利润最大化
2、Socioeconomic view: 社会经济学观点
The view that management’s social responsibility goes beyond making profits
to include protecting and improving society’s welfare.
社会经济学观点认为管理当局的社会责任不只是创造利润，还包括保护和
增进社会福利。
3、Social responsibility: 社会责任
A business firm’s obligation. Beyond that required by low and economic, to
pursue long-term goals that are good for society.
定义为企业追求有利于社会的长远目标的一种义务，它超越了法律和经济
所要求的义务.
4、Social obligation: 社会义务
The obligation of a business to meet its economic and legal responsibilities.
是指一个企业承担其经济。
5、Social responsiveness: 社会响应
The capacity of a firm to adapt to changing social conditions.
是指一个企业适应变化的社会状况的能力.
6、Social screening: 社会屏障筛选
Applying social criteria (screens) to investment decisions.
即在投资决策中应用社会标准。
7、Values-based management: 以价值观念为基础的管理
An approach to managing in which managers establish, promote, and practice
an organization’s shared values.
是管理者建立，推行和实践组织共享价值观的一种管理方式。
8、Greening of management: 管理的绿色化
The recognition of the close link between an organization’s decisions and
activities and its impact on the natural environment.
是对组织策划和活动与组织对自然环境影响之间存在的紧密联系的意识。
9、Ethics: 道德
Rules and principles that define right and wrong conduct.
是指规定行为是非的规则和原则。
11、Utilitarian view of ethics: 道德的功利观
A view of ethics that says that ethical decisions are made solely on the basis of
their outcomes or consequences.
是指完全按照结果或后果制定道德决策。
12、rights view pf ethics：道德的权利观
A view of ethics that’s concerned with respecting and protecting individual
liberties and privileges.
是关注于尊重和保护个人自由和特权的观点，包括隐私权，思想权，言论
自由，生命安全以及法律规定的各种权利。
13、Theory of justice view of ethics: 道德公正理论
A view of ethics in which managers impose and enforce rules fairly and
impartially and do so by following all legal rules and regulations.
这要求管理者公正和公平地贯彻和加强规则，并在此过程中遵守所有的法
律法规。
14、Integrative social contracts theory: 社会契约整合理论
A view of ethics proposes that ethical decisions should be based normative
(what should be)
factors.
这种观点认为应该根据实证因素（是什么）和规范因素（应当是什么）制
定道德决策。
14、Values: 价值观
Basic convictions about what is right and wrong.
是关于什么是正确的，什么是错误的基本信条。
15、Ego strength: 自我强度
A personality measure of a person’s convictions.
是衡量个人自信心强度的一种个性尺度。
16、Iocus of control: 控制点
A personality attribute that measures the degree to which people believe the
control their own fate.
是衡量人们相信自己掌握自己命运程度的个性特征。
17、Code of ethics: 道德准则
A formal statement of an organization’s primary values and the ethical rules it
expects its
是表明一个组织期望雇员遵守的基本价值观和道德规则的正式文件。
Chapter 6 Decision Making: The Essence of the Manager’s Job
1、decision: 决策
A choice from two or more alternatives.
在两个或更多的方案中做出一个选择。
2、decision—making process: 决策制定过程
A set of eight steps including identifying a problem, selecting an
alternative, and evaluating the decision’s effectiveness.
一个包括识别问题，选择备案方案以及最终评估决策的结果等 8 个步骤的
过程。
3、problem: 问题
A discrepancy between an existing and a desired state of affairs.
现状与希望状态之间的差异。
4、decision criteria: 决策标准：
criteria that define what’s relevant in a decision.
决定什么与制定决策有关。
5、implementation: 实施
Conveying a decision to those affected and getting their commitment to it.
将决策传送给有关的人员和部门，并要求他们对实施结果做出承诺。
6、rational decision—making : 理性决策制定
Describes choices that are consistent and value-maximizing within specified
constraints.
前后一致的，追求特定条件下价值最大化的选择。
7、bounded rationality : 有限理性
Decision—making Behavior that is rational, but limited (bounded) by an
individual’s ability to process information.
决策行为表现出有限程度的理性，因为其受制于个人处理信息能力的局限
性。
8、satisficing : 满意
Acceptance of solutions that are “good enough”.
所接受的决策方案只是“足够好”的。
9、escalation of commitment: 承诺升级：
An increased commitment to a previous decision despite evidence that it may
have been wrong.
一种在过去决策的基础上不断增加承诺的现象，尽管有证据表明，已经做
出的决策是错误的。
10、intuitive decision--making: 直觉决策
making decision on the basis of experience feeling and accumulated judgment.
基于决策者的经验，感觉以及积累的判断所做出的决策。
11、well—structured problems: 结构良好的问题
Straightforward, familiar, and easily defined problems.
一目了然的，熟悉的，容易定义的问题。
12、programmed decision: 程序化决策
A repetitive decision that can be handled by a routine approach.
可以通过例行措施处理的、可重复性使用的决策方案。
13、procedure: 程序
A series of interrelated sequential steps that can be used to respond to a
well—structured problem.
相互关联的一系列顺序的步骤，管理者遵循这些步骤对结构化的问题做出
响应。
14、rule: 规则
An explicit statement that tells managers what they can or cannot do.
一种明确的陈述，它告诉管理者能做什么和不能做什么。
15、policy: 政策
A guideline that establishes parameters for making decisions.
确立一些参数，为决策提供指南。
16、poorly structured problems: 结构不良的问题：
Problems that are new or unusual and for which information is ambiguous or
incomplete.
新颖的，不经常发生的，信息模糊的和不完整的问题。
17、nonprogrammed decisions: 非程序化决策
a unique decision that requires a custom—made solution.
唯一的，现裁现做的来解决问题的决策。
18、certainty : 确定性
A situation in which a manager can make accurate decisions because all
outcomes are known.
在这种情况下管理者可以制定出精确的决策，因为每一种方案的结果
是已知的。
19、risk: 风险性
Those conditions in which the decision maker is able to estimate the likelihood
of certain
outcomes.
在这种条件下，决策者能够估计出每一种备择方案的可能性或者结果。
20、Uncertainty : 不确定性
A situation in which a decision maker has neither certainty nor reasonable
probability.
estimates available.
在这种情况下，决策制定者既不能肯定它的结果又不能对概率做出合
理的估计。
21、directive style : 命令型风格
A decision-making style characterized by low tolerance for ambiguity and a
rational way of
thinking.
具有较低的模糊承受力的人运用理性的思维方法的一种决策制定风
格。
22、analytic style : 分析型风格
A decision—making style characterized by a high tolerance for ambiguity and
a rational way of thinking.
具有较大的模糊承受力的人运用理性的思维方法的一种决策制定风
格。
23、conceptual style : 概念型风格
A decision—making style characterized by a high tolerance for ambiguity and
an intuitive way of thinking.
具有较高的模糊承受力的人运用创造性的思维方法的一种决策制定风格。
24、behavioral style : 行为型风格
A decision—making style characterized by a low tolerance for ambiguity and
an intuitive way of thinking.
具有较低的模糊承受力的人运用创造性的思维方法的一种决策制定风格。
Chapter 7 Foundations of Planning
1、Planning : 计划工作
A process that involves defining the organization’s goals, establishing an
overall strategy for achieving those goals , and developing a comprehensive
set of plans to integrate and coordinate organizational work.
包含定义组织的目标，制定全局战略以实现目标，以及开发一组广泛的相
关计划以整合和协调组织工作。
2、Goals: 目标
Desired outcomes for individuals , groups , or entire organizations.
个体、群体和整个组织期望的产出，它提供了所有管理决策的方向，构
成了衡量标准，参照这种标准就可以度量实际工作的完成情况。
3、Plan : 计划
Documents that outline how goals are going to be met including resource
allocations , schedules , and other necessary actions to accomplish the goals.
一种文件，它规定了怎么实现目标以及通常表述了资源的分配、进度以及
其他实现目标的必要行动。
4、Stated goals : 陈述的目标
Official statements of what an organization says , and what it wants its various
stakeholders to believe ,its goals are.
一个组织向外界宣称的和试图使各种利益相关者相信的正式的陈述。
5、Real goals : 真实目标
Goals that an organization actually pursues , as defined by the actions of
its members .
一个组织真正追求的目标，以及组织成员正在做什么。
6、Strategic plan: 战略计划
Plans that apply to the entire organization, establish the organization’s overall
goals, and seek to position the organization in terms of its environment.
应用于整体组织的计划，其任务在于建立组织的全局目标和寻求组织在环
境中的定位。
7、Operational plans : 运营计划
Plans that specify details how the overall goals are to be achieved.
具体规定如何实现全局目标的细节计划。
8、Long-term plans : 长期计划
Plans with a time frame beyond three years.
超过 3 年的计划。
9、Short-term plans : 短期计划
Plans covering one year or less.
1 年或短于 1 年期的计划。
10、Specific plans : 具体计划
Plans that are clearly defined and that leave no room for interpretation.
清晰定义的和没有任何解释余地的计划。
11、Directional plans : 方向性计划
Plans that are flexible and that set out general guidelines.
一种具有灵活性的计划，它设立了一般的指导原则。
12、Single-use plan : 一次性计划
A one-time plan specifically designed to meet the needs of a unique situation .
指为满足特定情况需要而设计的一次性计划。
13、Standing plans : 持续性计划
Ongoing plans that provide guidance for activities performed repeatedly.
提供了对重复进行的活动的持续指导。
14、Traditional goal setting : 传统目标设立过程：
An approach to setting goals in which goals are set at the top lever of the
organization and then broken down into subgoals for each lever of the
organization .
首先设立组织的最高层目标，然后将其分解为每一个组织层次的目
标。
15、Means-ends chain : 手段---目的链
An integrated network goals in which the accomplishment of goals at one
level serves as the means for achieving the goals, or ends at the next level.
意味着上一层的目标或目的与下一层的目的相联系，后者成为实现上
一层目标的手段。
16、Management by objectives : 目标管理
A management system in which specific performance goals are jointly
determined by mployees and their managers, progress toward accomplishing
those goals is periodically reviewed, and rewards are allocated on basis of this
progress.
在这种管理体系下，雇员与他的管理者共同确定具体的绩效目标，然后定
期的评审实现目标方面的进展情况。
17、Mission : 使命
The purpose of an organization. .
就是组织的目的。
18、Commitment concept: 承诺概念
Plans should extend far enough to meet those commitments made when the
plans were developed.
意味着计划应该扩展到未来足够长的期限，以满足这些承诺和投入的实现。
19、Formal planning department: 正式计划部门
A group of planning specialists whose sole responsibility is helping to write
various organizational plans.
一组专职的计划专家负责制定各种各样的组织计划。
Chapter 8 Strategic Management
1、strategic management : 战略管理
That set of managerial decisions and actions that determines the long-run
performance of an organization.
战略管理是一组管理决策和行动，它决定了组织的长期绩效。
2、strategic management process: 战略管理过程
An eight-step process that encompasses strategic planning, implementation,
and evaluation.
是一个包含 8 个步骤的过程，其中包括战略计划、实施和评估。
3、opportunities : 机会
Positive trends in external environmental factors.
机会是外部环境因素的积极趋势。
4、threats : 威胁
Negative trends in external environmental factors.
威胁是外部环境因素的负面趋势。
5、Core competencies: 核心能力
An organization’s major value-creating skills , capabilities , and resources
that determine its competitive weapons.
核心能力是组织主要的价值创造技能，它决定了组织的竞争武器。
6、Strengths: 优势
Any activities the organization does well or any unique resources that it has.
优势是组织擅长的活动或者专有的资源。
7、Weaknesses: 劣势
Activities the organization does not do well or resources it needs but does not
possess.
劣势是组织不擅长的活动或者非专有的资源。
8、SWOT analysis : SWTO 分析
An analysis of the organization’s strengths, weaknesses, opportunities, and
threats.
SWTO 分析是对组织的优势、劣势、机会和威胁的分析。
9、Corporate-level strategy: 公司层战略
An organizational strategy that seeks to determine what businesses a company
should be in or wants to be in.
公司层战略寻求确定公司应该从事什么事业。
10、Stability strategy : 稳定型战略
A corporate-level strategy characterized by an absence of significant change.
稳定型战略是一种公司层战略，其特征为基本不进行重大的变革。
11、Growth strategy : 增长型战略
A corporate-level strategy that seeks to increase the level of the
organization’s operations.
增长型战略是一种公司层战略，它寻求组织的经营规模。
12、Related diversification : 相关多元化
When a company grows by merging with or acquiring firms in different but
related industries.
相关多元化是指公司通过合并或收购相关产品不同业务的公司而实现增
长。
13、Unrelated diversification : 非相关多元化
When a company grows by merging with or acquiring firms in different and
unrelated industries.
非相关多元化是指公司通过收购和兼并不同产业、不同业务的公司而实现
增长
14、Retrenchment strategy : 紧缩型战略
A corporate-level strategy designed to address organizational weaknesses
that are leading to performance declines.
紧缩型战略是一种公司层战略，它用于处理组织的劣势，这种劣势导
致绩效的下降。
15、BCG matrix : BCG 矩阵
A strategy tool that guides resource allocation decisions on the basis of
market share and growth rate of SBUs.
BCG 矩阵是由市场份额和 SBUS 的增长率而做出资源配置方案的战
略工具。
16、Business-level strategy : 事业层战略
An organizational strategy that seeks to determine how an organization
should compete in each of its businesses.
事业层战略寻求决定组织应该怎么在每项事业上展开竞争。
17、Strategic business units : 战略事业单位
Single businesses of an organization in several different businesses that are
independent and that formulate their own strategies.
战略事业单位即一个组织有多种不同的业务，每一种业务有相对独立和有
自己的战略。
18、Competitive advantage : 竞争优势
What sets an organization apart; its distinct edge.
竞争优势是使组织别具一格和有与众不同的特色。
19、Cost leadership strategy : 成本领先战略
A business-level strategy in which the lowest-cost producer in its industry.
成本领先战略是一种营销层战略，它是组织选择了成为产业的低成本生产
者的战略。
21、Differentiation strategy : 差异化战略
A business-level strategy in which a company offers unique products that are
widely valued
by customers.
差异化战略即公司实施寻求提供与众不同的产品，并得到顾客广泛认同的
战略。
22、Focus strategy : 聚焦战略
A business -level strategy in which a company pursues a cost or differentiation
advantage in a narrow industry segment.
聚焦战略就是在狭窄的市场区隔上寻求成本优势或差异化优势。
23、Stuck in the middle : 徘徊其间
A situation in which an organization hasn’t been able to develop either a low
cost or a differentiation competitive advantage.
即组织不能够开发成本或差异化优势。
24、Functional-level strategy : 职能层战略
An organizational strategy that seeks to determine how to support the
business-level strategy.
是寻求决定如何支持事业层战略的组织战略。
Chapter 9 Planning Tools and Techniques
environmental scanning : 环境扫描
The screening of large amounts of information to anticipate and environment.
收集大量的环境信息，以便预测和解释环境正在发生的变化。
competitor intelligence: 竞争对手情报
Environmental scanning activity that seeks to identify who competitors are,
what they are doing, and how their actions will affect the organization.
环境扫描的活动，它试图识别谁是竞争者，他们在做什么，竞争对手的行
动将对组织产生什么影响。
forecasts : 预测
Predictions of outcomes.
对结果的预计。
quantitative forecasting : 定量预测
Forecasting that applies a set of mathematical rules to a series of past data to
predict outcomes.
运用一组数学规则，根据过去的数据序列来预测未来的一种预测。
qualitative forecasting: 定性预测
Forecasting that uses the judgment and opinions of knowledgeable individuals
to predict outcomes.
运用判断和根据熟悉情况的人员的意见来预测结果的一种预测。
benchmarking : 标杆比较
The search for the best practices among competitors or noncompetitors that
lead to their superior performance.
寻求那些具有杰出绩效的竞争对手或非竞争对手的最佳实践。
resources : 资源
The assets of the organization including financial, physical, human, intangible,
and structural/cultural.
一个组织的资产，它包括财务资源、物质资源、人力资源、无形资产，还
有结构/文化资源。
budget: 预算
A numerical plan for allocating resources to specific activities.
一种数字性的计划，用以对特定的活动分配资源。
scheduling : 排程
Detailing what activities have to be done, the order in which they are to be
completed, who is to do each, and when they are to be completed.
详细明确从事什么活动，哪些订单需要完成，谁来完成，什么时间完成。
Gannt chart : 甘特图
A scheduling chart developed by Henry Gannt that shows actual and planned
output over a period of time.
亨利.甘特开发的一种排程图，表示整个期间上的计划产出与实际产出。
load chart: 负荷图
A modified Gantt chart that schedules capacity by entire department or specific
resources.
一种改进的甘特图，它具有能列出全部部门或者是特定的资源的能力。
PERT network: PERT 网络
A flowchartlike diagram showing the sequence of activities needed to complete
a project and the time or costs associated with each..
一种流程型的图形，它描述了项目活动的顺序和时间，有时还加入相应的
成本数据。
events: 事件
End points that represent the completion of major activities in a PERT
network.
PERT 网络图中一个代表主要活动的完成的节点。
activities: 活动
The time or resources needed to progress from one event to another in a PERT
network..
在 PERT 网络图中代表了从一个事件到另一个事件的进展，它需要花费时
间和耗费资源。
slack time: 松弛时间
The amount of time an individual activity can be delayed without delaying the
whole project.
单个活动在不影响整个项目完工期的前提下可能被推迟完成的最大时间。
critical path: 关键路线
The longest sequence of events and activities in a PERT network..
PERT 网络图中占用时间最长的一系列相互衔接的事件。
breakeven analysis：盈亏平衡分析
A technique for identifying the point at which total revenue is just sufficient to
cover total costs.
一种用以确定盈亏平衡点，即哪一点上全部投入真好弥补全部成本的技术。
18. linear programming: 线性规划
A mathematical technique that solves resource allocation problems.
一种解决资源分配问题的数学技术。
19. project: 项目
A one-time-only set of activities that has a definite beginning and ending point
in time.
一次性的一组活动，它具有明确的开始时间和结束时间。
20. project management: 项目管理
The task of getting a project’s activities done on time ,within budget, and
according to specifications.
使项目活动按时间进行、不突破预算和符合规范的一种管理活动。
21. scenario: 脚本
A consistent view of what the future is likely to be.
对未来可能是什么样的一种一贯的观点。
Chapter 10 Organizational Structure and Design
organizing : 组织工作
The process of creating an organization’s structure.
被定义为一个组织结构的创设过程。
organizational structure ：组织结构
The formal framework by which jobs tasks are divided ， grouped ， and
coordinated
组织中正式确定的使工作任务得以分解、组合和协调的框架体系。
organizational design：组织设计
Developing or changing an organization’s structure.
管理者发展或变革一个组织结构。
Work specialization : 工作专门化
The degree to which tasks in an organization are divided into separate jobs;
also known as division of labor.
描述组织中的任务被划分为各项专门工作的程度。
departmentalization: 部门化
The basis by which jobs are grouped together.
就是指将若干职位组合在一起的依据和方式。
functional departmentalization : 职能部门化
Groups jobs by functions performed.
是依据所履行的职能来组合工作。
product departmentalization : 产品部门化
Groups jobs by product line.
是依据产品线来组合工作。
geographical departmentalization : 地区部门化
Groups jobs on the basis of territory or geography.
是按照地理区域进行工作的组合。
process departmentalization: 过程部门化
Groups jobs on the basis of product or customer flow.
是依据产品或顾客流来组合工作，使各项活动沿着处理产品或为顾客提供
服务的工艺过程的顺序来组织的。
10、customer departmentalization: 顾客部门化
Groups jobs on the basis of common customers.
是依据共同的顾客来组织工作，这组顾客具有某类相同的需要或问题，要
有相应的专家才能更好地予以满足。
11、cross-functional teams : 跨职能团队
Groups of individuals who are experts in various specialties who work
together.
这是将各专业领域的专家们组合在一起协调工作。
12、chain of command : 指挥链
The continuous line of authority that extends from upper organizational levels
to the lowest and clarifies who reports to whom.
是指从组织高层延伸到基层的这样一条持续的职权线，它界定了谁向谁报
告工作。
13、authority : 职权
The rights inherent in a managerial position to tell people what to do and to
expect them to do it.
是指管理职务所固有的发布命令和希望命令得到执行的这样一种权力。
14、responsibility : 职责
The obligation to perform any assigned duties.
对完成任务的期待或义务。
15、unity of command : 统一指挥
The management principle that each person should report to only one manager.
法约尔提出的 14 条管理原则之一---使组织能保持一条持续的职权线。它
是指每个下属应当而且只能向一个上级主管直接报告工作。
16、span of control : 管理跨度
The number of employees a manager can efficiently and effectively manager.
一位管理者能够有效地管理下属数量的程度。
17、centralization : 集权化
The degree to which decision making is concentrated at a single point in
organization.
反映决策集中于组织中某一点的程度。
18、decentralization: 分权化
The degree to which lower-level employees provide input or actually make
decisions.
低层人员提供了更多的决策投入，或者实际上可以做出决策的程度。
19、formalization: 正规化
The degree to which jobs within the organization are standardized and the
extent to which employee behavior is guided by rules and procedures.
指组织中各项工作标准化以及员工行为受规则和程序约束的程度。
20、mechanistic organization: 机械式组织
An organizational design that’s rigid and tightly controlled.
是一种刻板的严密控制的结构。
21、organic organization: 有机式组织
An organizational design that’s highly adaptive and flexible.
是一种灵活的具有高度适应性的结构。
22、unit product: 单件生产
The production of items in units or small batches.
代表的是单件或小批量的生产。
23、mass production: 大批量生产
The production of items in large batches.
也就是大批、大量的生产。
24、process production: 连续生产
The production of items in continuous process.
反映连续流程的生产。
25、simple structure: 简单结构
An organizational design with low departmentalization, wide spans of control,
centralized authority, and little formalization.
就是一种低度部门化、宽管理跨度，职权集中于一人手中，且正规化程度
低的组织设计。
26、functional structure: 职能型结构
An organizational design that groups similar or related occupational specialties
together.
divisional structure: An organizational structure made up of separate,
semiautonomous units or divisions.
是一种将相似或相关职业的专家们组合在一起的组织设计。
27、Divisional Structure ：事业部型结构
An organizational structure made up of separate, semiautonomous units or
divisions.
事业部型结构是一种由相为独立的单位或事业部组成的组织结构。
28、team-based structure: 基于团队的结构
An organizational structure in which the entire organization is made up of
work groups or teams.
在基于团队的结构中，整个组织是由执行组织的各项任务的工作小组或团
队组成。
29、matrix structure: 矩阵型结构
An organizational structure that assigns specialists from different functional
departments to work on one or more projects.
是指从各职能部门中抽调有关专家，分派他们在一个或多个由项目经理领
导的项目小组中工作的这样一种专职设计。
30、project structure: 项目型结构
An organizational structure in which employees continuously work on projects.
员工持续地变换工作的工作小组。
31、autonomous internal units: 内部自治单位
Separate decentralized business units, each with its own products, clients,
competition, and profit goals.
是指独立的分权化经营的单位，每一单位都有自己的产品、顾客和竞
争对手，都对其利润目标负责。
30、boundary less organization: 无界组织
An organization whose design is not defined by ,or limited to ,the horizontal,
vertical, or external boundaries imposed by a predefined structure.
是指其横向的、纵向的或外部的边界不由某种预先设定的结构所限定或定
义的这样一种组织设计。
31、Virtual organization: 虚拟组织
An organization that consists of a small core of full-time employees and that
temporarily hires outside specialists to work on opportunities that arise.
组织雇佣少部分核心全日制雇员,当机会出现时临时雇佣外部专家一起工
作.
32、Network organization : 网络型组织
A small core organization that outsources major business functions.
一种外部资源主导经营职能的小型核心组织,
33、Modular organization: 模块型组织
A manufacturing organization that uses outside suppliers to provide
product components of modules that are then assembled into final products.
制造业组织,它利用外部供应商提供的零件和部件生产组装最终产品.
34、Learning organization: 学习型组织：
An organization that has developed the capacity to continuously adapt and
change because all members take an active role in identifying and resolving
work-related issues.
它是指由于所以组成成员都积极参与到与工作有关问题的识别与解
决中，从而使组织形成了持续适应和变革能力的这样一种组织。
Chapter 11 Managerial Communication and Information Technology
1、Communication: 沟通
The transfer and understanding of meaning.
指意义的传递和理解。
2、Interpersonal communication: 人际沟通
Communication between two or more people.
指存在于两人或多人之间的沟通。
3、Organizational communication: 组织沟通
All the patterns, networks and systems of communication within an
organizational.
指组织中沟通的各种方式，网络和系统等。
4、Message: 信息
A purpose to be conveyed.
被传递的一个意图。
5、Encoding: 编码
Converting a massage into symbols.
把信息转化为信号形式。
6、Channel : 通道
The medium a message travels along.
信息传递的中介。
7、Decoding : 解码
Retranslating a sender’s message.
接收者转译收到的信号。
8、Communication process: 沟通过程
The seven elements involved in transferring meaning form one person to
another.
指信息从一个人传递到另一个人的七个要素组成的过程。
9、Noise: 噪声
Any disturbances that interfere with the transmission receipt or feedback of a
message.
是对信息的传送和接收或反馈造成干扰的因素。
10、Nonverbal communication: 非言语沟通
Communication transmitted without words.
就是不经由言语表达的沟通。
11、Body language: 体态语言
Gestures facial expressions, and other movements of the body that convey
meaning.
指传达意义的手势，脸部表情和其他身体动作。
12、Verbal intonation: 语调
An emphasis given to words or phrases that conveys meaning.
指一个人对传达意义的某些词汇或短语的强调。
13、Filtering: 过滤
The deliberate manipulation of information to make it appear more favorable
to receiver.
指故意操纵信息，使信息显得更容易得到接受。
14、Selective perception: 选择性知觉
When people selectively interpret what they see or hear on the basis of their
interests background experience and attitudes.
指人们根据自己的兴趣，经验和态度而有选择地去解释自己所看或所听的
信息。
15、Information overload: 信息超载
The information we have to work with exceeds our processing capacity.
指我们面对的信息超过了我们的处理能力。
16、Jargon: 行话
Specialized terminology or technical language that members of a group use to
communicate among themselves.
指一组人员内部沟通中所用的专业术语或技术语言。
17、Active listening: 积极倾听
Listening for full meaning without making premature judgments or
interpretations.
指不带先入为主的判断或解释的对于信息完整意义的接受。
18、Formal communication: 正式沟通
Communication that takes place within prescribed organizational work
arrangements.
指按照规定的指挥链或者作为中国的一部分而进行的沟通。
19、Informal communication: 非正式沟通
Communication that is not defined by the organization’s structural hierarchy.
指不由组织的层次结构限定的沟通。
20、Downward communication: 下行沟通
Communication that flows downward form a manager to employees.
指一种信息从管理者流向下属人员的沟通。
21、Upward communication: 上行沟通
Communication that flows upward from employees to managers.
就是信息从下属人员流向管理者的沟通。
22、Lateral communication: 横向沟通
Communication that takes place among any employees on the same
organizational levels.
指在同一组织层次的员工之间发生的沟通。
23、Diagonal communication: 斜向沟通：
communication that cuts across work areas and organizational levels.
指发生在同时跨工作部门和跨组织层次的员工之间的沟通。
24、Communication networks: 沟通网络
The variety of patterns of vertical and horizontal flows of organizational
communication.
组织沟通信息的纵向和横向流动集合而成的各种形态。
25、Grapevine: 小道消息
The informal organizational communication network..
传播的非正式网络。
26、e-mail: 电子邮件
The instantaneous transmission of written messages on computers that are
linked together.
通过联网的计算机发送书面信息的一种邮件瞬时传递方式。
27、Instant messaging(IM): 即时信息
interactive real-time communication that takes place among computer users
logged on the computer network at the same time.
一种能够在计算机网络使用者之间实现互动的实时沟通。
28、Voice mail: 音频邮件
A communication system that digitizes a spoken message, transmits it over a
network, and stores the message on disk for the receiver to retrieve later.
是对声音信息的数字化处理，使之能通过网络传递并储存在电脑中，以方
便接收者需要时使用。
29、Fax: 传真
Communication through machines that allow the transmission of
documents containing both text and graphics over ordinary telephone lines.
包含文字和图表信息的文件得以通过普通的电话线传递。
30、Electronic data interchange(EDI): 电子数据交换
A way for organizations to exchange standard business transaction
documents using direct computer-to-computer networks.
是通过直接的计算机对计算机网络，使组织之间得以交换标准化的商务交
易文件。
31、Teleconferencing: 电话会议
Communication system that allows a group of people to confer
simultaneously using telephone or e-mail group communications software.
一群在不同地点参加会议的人员能通过电话或电子群件通信软件在同一
时间开会。
32、Videoconferencing: 可视会议
A simultaneous communication conference in which participants can see
each other.
指会议参加者能够通过电视屏幕看到对方。
33、Intranet: 内部互联网
An organizational communication network that uses internet technology and
is accessible only by organizational employees.
是一种运用互联网技术而在组织内部建立的沟通网络，只有组织的成员才
能登录该网络。
34、Extranet: 外部互联网
An organizational communication network that uses internet technology and
allows authorized uses inside the organization to communicate with certain
outsiders.
是运用互联网技术建立的组织沟通网络，它允许组织内部的使用者经授权
后可直接与组织外部的顾客，供应商进行沟通。
Chapter 12 human resource management
1．High-performance work practices:高绩效工作实务
Work practices that lead to both high individual and high organizational
performance.
一种工作实务，能导致个人绩效和组织绩效的同时提升，
2．Human resource management process:人力资源管理程序
Activities necessary for staffing the organization and sustaining high employee
performance.
组织选配到合格员工并使之保持高绩效水平所不可或缺的必要活动。
3．Labor union:工会
An organization that represents workers and protect their interests through
collective bargaining.
代表工人利益的机构，它试图通过集体讨价还价谈判保护工人的利益。
4．Affirmative action: 反优先雇佣行动计划
Programs that enhance the organizational status of members of protected
groups.
是提高被保护团体成员的地位的规则。
5．Human resource planning: 人力资源规划
The process by which managers ensure that they have the right number and
kinds of people in the right places, who are capable of effectively and
efficiently performing assigned tasks.
管理者为确保在适当的时候，为适当的职位配备适当数量和类型的工作
人员，并使他们能够有效完成所分派任务的一个过程。
6、Job analysis: 职务分析
An assessment that defines jobs and the behaviors necessary to perform them.
定义了组织中的职务及履行职务所需的行为。
7、Job description: 职务说明书
A written statement of what a jobholder does, how it is done.
是对任职者做什么、怎么做和为什么做的书面说明。
8、Job specification: 职务规范
A statement of the minimum qualifications that a person must possess to
perform a given job successfully.
指明任职者要成功地开展某项工作必须拥有何种最低限度可以接受的资
格标准。
9、Recruitment: 招聘
The process of locating, identifying, and attracting capable applicants.
就是安置、确定和吸引有能力申请者的活动过程。
10、Decruitment: 解聘
Techniques for reducing the labor supply within an organization.
减少组织中雇佣员工的活动。
11、Selection process: 甄选过程
The process of screening job applicants to ensure that the most appropriate
candidates are hired.
对申请者进行甄别和筛选，以确保最合适的候选人被雇佣的过程。
12、Validity: 效度
The proven relationship that exists between a selection device and some
relevant job criterion.
必须在甄选手段和有关工作标准之间存在能被证明的相关关系。
13、Reliability: 信度
The ability of a selection device to measure the same thing consistently.
指明一种手段是否能对同一事物作出持续一致的测量。
14、Work sampling: 工作抽样
A selection device in which job applicants are presented with a miniature
replica of a job and are asked to perform tasks that are central to it.
就是给申请者提供一项职务的缩样复制物，让他们完成该项职务的一种
或多种核心任务
15、Assessment centers: 评价中心
Places in which job candidates undergo performance-simulation tests that
evaluate managerial potential.
是用以测评职务应聘者管理潜能的另一种方式的绩效模拟测试法发生的
场所。
16、Realistic job preview(RJP):真实工作预览
A preview of a job that provides both positive and negative information about
the job and the company.
对工作的提前告之，包括关于工作与公司的有利和不利两方面的信息。
17、Orientation: 上岗引导
Introduction of a new employee to his or her job and the organization.
对新员工所做的组织与工作入门介绍。
18、Performance management system: 绩效管理系统
A process of establishing performance standards and evaluating performance
in order to arrive at objective human resource decisions as well as to provide
documentation to support those decisions.
是指建立绩效标准，据以评价员工的绩效，以便形成客观公正的人力资
源决策并提供支持这些决策的文件的过程。
19、Written essay: 书面描述发法
A performance appraisal technique in which an evaluator writes out a
description of an employee’s strengths and weaknesses, past performance, and
potential.
是指考评者以书面形式描述一个员工的所长、所短、过去的绩效和潜能，
并提供改进建议的一种绩效评估方法。
20、Critical incidents: 关键事件法
A performance appraisal technique in which the evaluator focuses on the
critical behaviors that separate effective from ineffective job performance.
考评者将注意力集中在那些区分有效的和无效的工作绩效的关键行为方
面。
21、Graphic rating scales: 评分表法
A performance appraisal technique in which an employee is rated on a set of
performance factors.
用一系列绩效因素考评员工的绩效评价技术。
22、Behaviorally anchored rating scales(BARS): 行为定位评分法
A performance appraisal technique that appraises an employee on examples
of actual job behavior.
以某人从事某项职务的具体行为为例考评员工绩效的技术。
23、Multiperson comparisons: 多人比较法
Performance appraisal techniques that compare one individual’s
performance with that of one or more other individuals.
将一个员工的工作绩效与一个或多个其他人做比较的考评技术。
24、Group order ranking: 分组排序法
A multiperson comparison that requires the evaluator to place employees into
a particular classification.
要求考评者按特定的分组将员工编入一定次序中。
25、Individual ranking: 个体排序法
A multiperson comparison that requires the evaluator to list employees in
order from lowest to highest.
要求考评者将员工按从高到低的顺序加以排列。
26、Paired comparison: 配对比较法
A multiperson comparison in which each employee is compared with every
other employee in the comparison group and rated as either the superior or
weaker member of the pair.
每个员工都一一与比较组中的其他每一位员工结对进行比较，评出其中
的优者和劣者。
27、360 degree feedback: 三百六十度反馈法
a performance appraisal method that utilizes feedback from supervisors,
employees, and co-workers.
利用从上司、员工本人、极其同事处得来的反馈意见进行绩效评估的一
种方法。
28、Skill-based pay: 基于技能的薪酬
A pay system that rewards employees for the job skills they can demonstrate.
按员工所展示的工作技巧和能力确定报酬水平。
29、Career: 职业
A sequence of positions held by a person during his or her lifetime.
一个人在其一生中所承担职务的相继历程。
30、Sexual harassment: 性骚扰
Any unwanted activity of a sexual nature that affects an individual’s
employment.
一种不期望的带有性色彩的行为。
31、Family-friendly benefits: 益于家庭的福利
Benefits that accommodate employees’ needs for work-life balance.
有利于员工需要与工作相融合、实现工作生活平衡的福利。
32、Dual-career couples: 双职工家庭
Couples in which both partners have a professional, managerial, or
administrative occupation.
夫妻双方都有工作，他们或是专业人员，或是行政人员的家庭。
Chapter 13 Managing Change and Innovation
Organizational change ： 组织变革
Any alterations in people, structure, or technology.
在人员、结构或技术方面的任何改变。
Change agents ： 变革推动者
People who act as catalysts and assume the responsibility for managing the
change process.
作为催化剂起作用的并承当变革过程管理责任的人。
Organizational development(OD) ： 组织发展
Techniques or programs to change people and the nature and quality of
interpersonal work relationship.
借以改变人员及人际间工作关系的本质和性质的各种方法或方案。
Stress ： 压力
A dynamic condition a person faces when confronted with an opportunity,
constraint, or demand related to what he or she desires and for which the
outcome is perceived to be both uncertain and important.
一个人在面临与其愿望密切相关的机会、限制或要求时的一种动态条件。
因为条件的动态性，个人视为非常重要的愿望的实现就具有不确定性。
Creativity ：创造
The ability to combine ideas in a unique way or to make unusual associations
between ideas.
以独特的方式综合各种思想或在各种思想之间建立起独特联系的这样的
一种能力。
Innovation ：创新
The process of taking a creative idea and turning it into a useful
product,service,or work method.
形成一种创造性思想并将其转换为有用的产品、服务或工作方法的过程。
Idea champion: 创新带头人
Individuals who actively and enthusiastically support new ideas, build support,
overcome resistance, and ensure that innovations are implemented.
带头人会主动而热情地将创意予以细化，并提供支持，克服阻力，确
保创新得到推行。
Chapter 14 foundations o f behavior
1、Behavior : 行为
The actions of people.
人们的活动。
2、Organizational behavior : 组织行为学
The actions of people at work.
人们在工作中的活动。
3、Attitudes : 态度
Evaluative statements . either favorable or unfavorable . concerning objects .
people,or events.
指对于物体，人物和事件的评价性陈述，这种陈述可以是赞同的也可
以是反对的。
4、Cognitive component : 认知成分
The part of attitude that’s made up of the beliefs , opinions , knowledge , or
information held by a person.
由一个人所持有的信念，观点，知识或信息构成。
5、Affective component : 情感成分
The part of an attitude that’s the emotional or feeling part.
是态度中的情绪或感受部分。
6、Behavioral component：行为成分
The part of an attitude that refers to an intention to behave in a certain way
toward someone or something.
指个人以某种方式对某人或某事做出行动的意向。
7、Job satisfaction : 工作满意度
The degree to which an employee identifies with his or her job , actively
participates in it , and considers his or her job performance to be important to
self-worth.
员工对自己工作的总体态度。指的是员工认同自己的工作，积极参与
工作，把工作绩效视为个人价值的体现的程度。
8、Organizational commitment : 组织承诺：
An employee’s orientation toward the organization in terms of his or her
loyalty to , identification with , and involvement in the organization.
代表了员工的组织取向，指的是他们对组织的忠诚度、认可程度及参
与程度。
9、Organizational citizenship behavior (OCB) : 组织公民行为
Discretionary behavior that is not part of an employee’s formal job
requirements but that nevertheless promotes the effective functioning of the
organization.
它指的是一种员工自由决定的行为，不包括在员工的正式工作要求当中，
但它无疑会促进组织的有效性。
10、Cognitive dissonance : 认知失调
Any incompatibility or inconsistency between attitudes or between behavior
and attitudes.
指的是态度之间以及态度与行为之间存在的任何不协调或不一致。
11、Attitude surveys : 态度调查
Surveys that elicit responses from employees through questions about their
jobs , work groups , supervisors , or the organization.
给员工列出一系列的陈述或问题，用于了解他们对于自己的工作小组上级
主管或组织的感觉。
12、Personality : 人格
The unique combination of psychological traits that describes a person.
是我们以描述这个人所具备的独特心理特质的总和。
13、Big-five model : 大五人格模型
Five-factor model of personality that includes extaversion , agreeableness ,
conscientiousness , emotional stability , and openness to experience.
这五项人格的特质是：外倾性、随和性、责任意识、情绪稳定性、经验的
开放性。
14、Emotional intelligence(EI) : 情绪智力
An assortment of noncognitive skills , capabilities , and competencies that
influence a person’s ability with environmental demands and pressures.
属于一种非认知的技能、潜能和素质范畴，它影响到一个人能否成功
地面队环境的要求与压力。
15、Locus of control : 控制点
The degree to which people believe they are masters of their own fate.
指这些人相信他们掌握着自己的命运。
16、Machiavellianism : 马基雅维里主义
A measure of the degree to which people are pragmatic , maintain emotional
distance , and believe that ends justify means.
讲求现实，对人保持着情感的距离，相信结果能替手段辩护
17、Self-esteem : 自尊
An individual’s degree of like or dislike for himself or herself.
人们在喜爱或不喜爱自己的程度上存在差异。
18、Self-monitoring : 自我监控
A personality trait that measures an individual’s ability to adjust his or her
behavior to external situational factors.
指的是个体根据外部情境因素调整自己行为的能力。
19、Perception : 知觉
The process of organizing and interpreting sensory impressions in order to give
meaning to the environment.
是个体为了自己所在的环境赋予意义而组织和解释自己的感觉印象的过
程。
20、Attribution theory : 归因理论
A theory used to explain how we judge people differently depending on the
meaning we attribution a given behavior.
由于我们对某一特定行为做出的归因不同，因而影响到我们对个体的判断
也十分不同。
21、Fundamental attribution error : 基本归因错误
The tendency to underestimate the influence of external factors and
overestimate the influence of internal factors when making judgments about
the behavior of others.
指判断他人的行为时，尽管有充分的事实依据，但我们总是带有一定的倾
向性，即低估外部因素的影响并高估内部或个人因素的影响。
22、Self-serving bias : 自我服务偏见
The process by which people assimilate certain bits and pieces of what they
observe , depending on their interests , external factors.
指自己的成功归因于内部因素如能力或努力，而把自己的失败归结为外部
因素如运气。
23、Selectivity : 有选择地接受
The process by which people assimilate bits and pieces of what hey observe ,
depending on their interests , background , and attitudes.
观察者依据自己的兴趣、背景、过去经验和态度进行主动的选择的结
果。
24、Assumed similarity : 假设相似性
The belief that others are like oneself.
相信与我们类似的人。
25、Stereotyping : 刻板印象
Judging a person on the basis of one’s perception of a group to which he or she
belongs.
以个体所在的团体为基础判断某人。
26、Halo effect：晕轮效应：
A general impression of an individual based on a single characteristic.
我们根据某人的某种特征而形成对其的总体印象。
27、Learning : 学习
Any relatively permanent change voluntary behavior leads to a reward or
prevents a punishment.
由于经验的结果而带来行为中出现的比较持久的变化。
28、Operant conditioning : 操作性条件反射
A tape of learning in which desired voluntary behavior leads to a reward or
prevents a punishment.
人们通过学习行为而获得他们想要的东西并逃避他们不想要的东西
29、Social learning theory : 社会学习理论：
A theory of learning that says people can learn through observation and direct
experience.
可以通过观察和直接经验进行学习的观点。
30、Shaping behavior : 行为塑造：
The process of systematically reinforcing each successive step that moves an
individual closer to the desired behavior.
通过循序渐进的方式指导个体的学习，塑造个体的行为。
Chapter 15 Understanding Groups and Teams
1、Group: 群体
Two or more interacting and interdependent individuals who come together to
achieve particular goals.
两个或两个以上相互作用，相互依赖的个体，为了实现特定的目标而组合
在一起的集合体。
2、Forming: 形成阶段
The first stage of group development in which people join the group and then
define the group’s purpose, structure and leadership.
群体发展的第一阶段，这时人们加入群体，并制定出它的目的，结构和领
导层。
3、Storming: 震荡阶段
The second stage of group development which is characterized by
intragroup conflict.
群体发展第二阶段，突显内部冲突。
4、Norming：规范阶段
The third stage of group development which is characterized by close
relationships and cohesiveness.
群体发展第三阶段，表现出密切的群内关系，形成了内聚力，群体结构比
较稳固。
5、Performing: 执行阶段
The four stage of group development when the group is fully functional.
群体发展第四阶段，真正到了群体的正常功能发挥阶段
6、Adjourning: 解体阶段
The four stage of group development for temporary groups during which group
members are
Concerned with wrapping up activities rather than task performance.
最后阶段，群体为解散作好准备，高工作业绩不再是关注的头等大事，取
而代之的是如何作好善后工作。
7、Role: 角色
A set of behavior patterns expected of someone occupying a given position in a
social unit.
指在一个社会单元中，人们对占据特定位置的个体所期望的一套行为模式。
8、Norm: 规范
Acceptable standards or expectation s shared by a group’s members.
群体成员共同认可的标准或期望 。
9、Status: 地位：
A prestige grading, position , or rank within a group.
群体内部的威望等级位置或头衔。
10、Free rider tendency : 搭便车效应
A group phenomenon in which individual members reduce their individual
efforts and contributions as the group increases in size.
随着群体的规模扩大，每个个体的努力和贡献下降。
11、Group cohesiveness : 群体内聚力
The degree to which group members are attracted to one another and share the
group’s goals.
群体成员相互吸引和共同参与群体目标的程度。
12、Conflict : 冲突
Perceived incompatible differences that result in interference or opposition.
由于某种不一致或对立状况而使人们感知到彼此不相融合的差异。
13、Traditional view of conflict: 冲突的传统观点
The view that all conflict is bad and must be avoided.
冲突都是不好的，必须避免冲突。
14、Interactionist view of conflicts: 冲突的交互作用观点
The view that some conflict is necessary for a group to perform effectively.
某些冲突是群体有效运作所必要的。
15、Functional conflicts : 积极冲突:
Conflicts that support a group’s goals and improve its performance.
支持工作群体的目标，提高群体工作水平的冲突。
16、Dysfunctional conflicts: 消极冲突
Conflicts that prevent a group from achieving its goals.
妨碍工作群体实现目标的冲突。
17、Task conflict : 任务冲突：
Conflicts over content and goads of the work.
关于工作内容和工作目标的冲突.
18、Relationship conflict : 关系冲突
Conflicts based on interpersonal relationships.
以人际关系为基础的冲突.
19、Process conflict: 过程冲突
Conflict over how work gets done.
关于如何完成工作的冲突.
20、Groupthink: 群体思维
A type of conformity in which group members withhold deviant, minority ,or
unpopular views in order to appear in agreement.
群体成员为了达到表面上的统一一致而隐藏分歧意见或不受欢迎的观点
的现象。
21、Work team: 工作团队
Formal groups made up of interdependent individuals who are responsible for
the attainment of a goal.
由一些为了实现一个目标而相互依赖的个体组合而成的正式群体
22、Functional team : 职能型团队
A type of work team composed of a manager and his or her subordinates from
a particular functional area.
由一名管理者及来自特定职能领域的若干下属组成.
23、Self-managed team : 自我管理团队
A type of work team that operates without a manager and is responsible for a
complete work process or segment.
没有一个管理者负责整个或局部的工作流程。
24、Virtual team : 虚拟工作团队
A type of work team that uses computer technology to link physically
dispersed members in order to achieve a common goal.
指那些利用计算机技术把实际上分散的的成员联系起来以实现共同目标
的团队
25、Cross-functional team: 跨职能团队
A type of work team that’s a hybrid grouping of individuals who are experts in
various specialties and who work together on various tasks.
由来自不同领域的专家组成的一个混合体，目的是并肩作战完成各种各样
的任务。
26、Gainsharing : 收益分成
A group incentive program that shares the gains of the efforts of group
members with those group members.
让工作群体共同分享通过努力而得到的收益来激励群体
Chapter 16 Motivating Employees
1、Motivation : 动机
the willingness to exert high levels of effort to reach organizational
goals,conditioned by the effort’s ability to satisfy some individual need.
个体希望通过高水平的努力而实现组织目标的愿望，其前提条件是这种努
力能够满足个体的某些需要。
2、Need : 需要
An intermal state that makes certain outcomes appear attractive.
指的是一种内部状态，它使人感到某种结果具有吸引力。
3、Hierarchy of needs theory : 需要层次理论
Maslow’s theory that there is a hierarchyof five human needs:physiological ,
safety, social, esteem, and self-actualization.
马斯洛的理论包含了人类五个层次的需要：生理、安全、社交、尊重和自
我实现。
4、Physiological needs: 生理需要
A person’s needs for food, drink, shelter, sexual satisfaction, and other
physical needs.
包括食物、水、栖身之地、性以及其他方面的身体需要。
5、Safety needs: 安全需要
A person’s needs for security and protection from physical and emotional
harm.
保护自己免受身体和情感伤害，同时能保证生理需要得到持续满足的需要。
6、Social needs: 社交需要
A person’s needs for affection, belongingness, acceptance, and friendship.
包括爱情、归属、接纳、友谊的需要。
7、Esteem needs: 尊重需要
A person’s needs for internal factors such as self-respect.
achievement. and external factors such as status. recognition. and attention.
内部尊重因素包括自尊、自主和成就感等；外部尊重因素包括地位、认可
和关注等。
8、Self-actualization needs: 自我实现需要
A person’s need to become what he or she is capable of becoming.
成长与发展、发挥自身潜能、实现理想的需要。这是一种要成为自己能够
成为的人的内驱力（追求个人能力极限的内驱力）。
9、Theory X: X 理论
The assumption that employees dislike work, are lazy, avoid responsibility,
and must be coerced to perform.
主要代表了一种对人的消极观念，它认为工人没有雄心大志，不喜欢工作，
只要有可能就会逃避责任，为了保证工作效果必须要严格监控。
10、Theory Y: Y 理论
The assumption that employees are creative, enjoy work,seek responsibility,
and can exercise self-direction.
提供了一种积极的人性观点，它认为工人可以自我指导，他们接受甚至主
动寻求工作责任，他们把工作视为一项自然而然的活动。
11、Motivation-hygiene theory: 激励—保健理论
The motivation theory that intrinsic factors are related to job satisfaction and
motivation, whereas extrinsic factors are associated with job dissatisfaction.
内部因素与工作满意和动机有关，外部因素与工作不满意有关。
12、Hygiene factors: 保健因素
Factors that eliminate job dissatisfaction but don’t motivate.
这些因素只能安抚员工，不能激励员工，赫茨伯格称这些为导致工作不满
意感的外部因素。
13、Motivators: 激励因素
Factors that increase job satisfaction and motivation.
增加员工的工作满意感和积极性。
14、Three-needs theory: 三种需要理论
The motivation theory that says three needs—achievement, power, and
affiliation—are major motives in work.
这种激励理论认为三种需要——成就、权力和归属感是工作中的主要动机。
15、Need for achievement (nAch): 成就需要
The drive to excel to achieve in relation to a set of standards, and to strive to
succeed.
达到标准、追求卓越、争取成功的需要。
16、Need for power (nPow): 权利需要
The need to make others behave in a way that they would not have behaved
otherwise.
左右他人以某种方式行为的需要。
17、Need for affiliation (nAff): 归属需要（needs for affiliation）：
The desire for friendly and close interpersonal relationships.
建立友好和亲密的人际关系的愿望。
18、Goal-setting theory: 目标设置理论
The proposition that specific goals increase performance and that difficult
goals, when accepted, result in higher performance than do easy goals.
具体的目标回提高工作成绩；另外，困难的目标一旦被人们接受，将会比
容易目标导致更高的工作绩效。
19、Self-efficacy: 自我效能感
An individual’s belief that he or she is capable of performing a task.
个体对于自己能否完成任务的信念。
20、Reinforcement theory: 强化理论
The theory that behavior is a function of its consequences.
它提出行为是结果的函数。
21、Reinforces: 强化物
Any consequence immediately following a response that increases the
probability that the behavior will be repeated.
如果行为之后紧接着给予一个积极的强化物，则会提高该行为重复的比率。
22、job design：工作设计
the way tasks are combined to form complete jobs
将各种任务组合起来构成全部工作的方法。
23、Job scope: 工作范围
The number of different tasks required in a job and the frequency with which
those tasks are repeated.
在一个工作中所要求的任务数量，以及这些任务被重复的频率。
24、Job enlargement: 工作扩大化
The horizontal expansion of a job by increasing job scope.
这种将工作范围扩大的设计类型称为工作扩大化。
25、Job enrichment: 工作丰富化
The vertical expansion of a job by adding planning and evaluating
responsibilities.
通过增加计划和评估责任而使工作纵向发展的一种具有激励作用的工作
设计方法。
26、Job depth: 工作深度
The degree of control employees have over their work.
员工对于自己工作的控制程度。
27、Job characteristics model (JCM): 工作特征模型 t
A framework for analyzing and designing jobs that identifies five primary job
characteristics, their interrelationships, and their impact on outcomes.
给我们提供了这样一个框架，设计和分析了五种主要的工作特点，并分析
了这些特点之间的关系，以及它们对员工生产率、积极性和满意感的影响。
28、Skill variety: 技能多样性
The degree to which a job requires a variety of activities so that an employee
can use a number of different skills and talents.
指一项工作中要求员工使用各种技能和才干以完成不同类型活动的程度。
29、Task identity: 任务完整性
The degree to which a job requires completion of a whole and identifiable
piece of work.
指一项工作中要求完成一件完整的和可辨识的任务的程度。
30、Task significance: 任务重要性
The degree to which a job has a substantial impact on the lives or work of
others people.
指一项工作对员工生活或其他人工作的实际影响程度。
31、Autonomy: 工作自主性
The degree to which a job provides substantial freedom, independence, and
discretion to the individual in scheduling work and determing the procedures to
be used in carrying it out.
指一项工作给任职者在安排工作内容、确定工作程序方面，实际上提供了
多大的自由度、独立性及自主权。
33、Feedback: 工作反馈
The degree to which carrying out work activities required by a job results in
the individual’s obtaining direct and clear information about his or her
performance effectiveness.
指员工在完成任务的过程中，可以直接而明确地获得有关自己工作绩效信
息的程度。
34、Equity theory: 公平理论
The theory that an employee compares his or her job’s inputs-outcomes ratio
with that of relevant others and then corrects any inequity.
这一理论认为员工首先把自己在工作情境中得到的结果与自己的努力进
行比较，然后再将自己的所得—付出比与他人的所得—付出比进行比较，
如果员工感到自己的比率与他人的比率是等同的，则为公平状态。
35、Referents: 参照对象
The persons, systems, or selves against which individuals compare themselves
to assess equity.
是公平理论中十分重要的变量，它可以划分为三种类型：“他人”、“系统”和
“自我”。
36、Expectancy theory: 期望理论
The theory that an individual tends to act in a certain way based on the
expectation that the act will be followed by a given outcome and on the
attractiveness of that outcome to the individual.
它认为当人们预期某种行为能带给个体某种特定的结果，而且这种结果对
个体具有吸引力时，个体就倾向于采取这种行为，
37、Compressed workweek: 压缩工作周
A workweek in which employees work longer hours per day but fewer days
per week.
指的是员工每周的工作日较少，但每天的工作时间相对较长。
38、Flexible work hours (flextime): 弹性工作制
A scheduling system in which employees are required to work a certain
number of hours per week but are free, within limits, to vary the hours of work.
这种时间安排系统要求员工每周工作一定数量的时间，并且要遵守一些限
制条件，至于什么时候工作可以自己灵活安排。
39、Job sharing: 工作分担
The practice of having two or more people split a full-time job.
即由两名或多名员工共同承担一个全日制的工作任务。
40、Telecommuting: 远距离办公
A job approach in which employees work at home and are linked to the
workplace by computer and modem.
员工可以待在家里，通过电脑和调制调解器与工作单位保持联系。
41、Pay-for-performance programs: 绩效工资方案
Compensation plans that pay employees on the basis of some performance
measure.
指的是在绩效测量的基础上支付员工工资的薪酬方案，诸如计件工资方案、
奖励工资制度、利润分成、包干奖金等等。
42、Open-book management: 账目公开管理
A motivation approach in which an organization’s financial statements(the
“books”) are shared with all employees.
通过公开财务报表（即“账目”）方式，让员工参与决策，与员工共享信息，
使员工更积极地作出有利于工作的决策，更好的理解自己的工作内容和工
作方式对公司的意义。
Chapter 17 Leadership
1、Leader: 领导者
Someone who can influence others and who has managerial authority.
领导者是那些能够影响他人并拥有管理职权的人.
2、Leadership: 领导
The process of influencing a group toward the achievement of goals.
领导是一个影响群体成功地实现目标的过程.
3、Behavioral theories: 行为理论
Leadership theories that identified behaviors that differentiated effective
leaders from Ineffective leaders.
识别使有效领导者区别于无效领导者的行为特征的领导理论。
4、Autocratic style: 独裁型风格
A leader who tended to centralize authority, dictate work methods, make
unilateral decisions, and limit employee participation.
领导倾向于集权管理，采用命令方式告之下属使用什么样的工作方法，作
出单边决策，限制员工参与。
5、Democratic style: 民主型风格
A leader who tended to involve employees in decision making, delegate
authority, encourage participation in deciding work methods and goals, and use
feedback as an opportunity for coaching employees.
领导倾向于在决策时考虑员工的利益，实施授权管理，鼓励员工参与有关
工作方法与工作目标的决策，把反馈当作指导员工工作的机会。
6、Laissez-faire style : 放任型领导
A leader who generally gave the group complete freedom to make decisions
and complete the work in whatever way it saw fit.
领导总体来说给群体充分的自由，让他们自己作出决策，并按照他们认
为合适的做法完成工作。
7、Initiating structure: 定规维度
The extent to which a leader was likely to define and structure his or her role
and the roles of group members in the search for goal attainment.
指的是为了实现目标，领导者界定和构造自己与下属角色的程度。
8、Consideration: 关怀维度
The extent to which a leader had job relationships characterized by mutual trust
and respect for group members ideas and feeling.
指的是管理者在工作中尊重下属的看法与情感并与下属建立相互信任的
程度。
9、High-high leader: 高-高型领导
A leader high in both initiating structure and consideration behaviors.
指在定规维度和关怀维度均高的领导者。
10、Managerial grid:
A two-dimensional grid of two leadership behaviors-concern for people and
concern for production-which resulted in five different leadership styles.
一种由关注人和关注工作两种领导行为维度构成的二维方格，形成五种不
同的领导风格。
11、Country Club Management: 乡村俱乐部型
Thoughtful attention to needs of people for satisfying relationship leads to a
comfortable friendly organization atmosphere and work tempo.
对员工的需求关怀备至,创造了一个舒适、友好的组织氛围和工作基调
12、Impoverished Management: 贫乏型管理
Exertion of minimum effort to get required work done is appropriate to sustain
organization membership.
以最低限度的努力完成必需的工作,从而维持组织成员的身份
13、Team Management: 团队型（战斗集体式）
Work accomplished is form committed people; interdependence through a
“common stake” in organization purpose leads to relationships of trust and
respect.
工作由具有奉献精神的员工完成,由于组织目标的”共同利益关系”而形成
了相互信赖,带来了信任与尊重的关系
14、Middle-of-the-Road Management: 中庸之道式
Adequate organization performance is possible through balancing the
necessity to get out work with maintaining morale of people at a satisfactory
level.
在必须完成的工作与维持令人满意的士气水平之间保持平衡，使组织绩效
得以充分实现成为可能。
15、Task Management: 任务型管理
Efficiency in operations results from arranging conditions of work in such a
way that human elements interfere to a minimum degree.
由于工作条件的安排从而使工作实现高效运做,使人的因素的干预降至最
低程度。
16、Fiedler contingency model: 菲德勒的模型
A leadership theory that proposed that effective group performance depended
on the proper match between a leader’s style of interacting with hid or her
followers and the degree to which the situation allowed the leader to control
and influence.
有效的群体绩效取决于两个方面的恰当匹配：其一是与下属发生相互作用
的领导风格，其二是领导者能够控制和影响情境的程度。
17、Readiness: 成熟度
The extent to which people have the ability and willingness to accomplish a
specific task.
Readiness
人们完成特定任务的能力与意愿
18、Leader participation model: 领导参与模型
A leadership contingency model that related leadership behavior and
participation in decision making.
指出了领导行为和决策参与之间的关系权变领导模型
19、Path-goal theory: 途径目标理论
A leadership theory that says it’s the leader’s job to assist his or her followers
in attaining their goals and to provide the direction or support needed to ensure
that their goals are compatible with the overall objectives of the group or
organization.
领导者的工作是帮助下属达到他们的目标.领导者要提供必要的指导和支
持,确保下属各自的目标和组织的总目标保持一致.
20、Transactional leaders: 事务型领导
Leaders who guide or motivate their followers in the direction of established
goals by clarifying role and task requirements.
领导者通过澄清工作角色和工作任务要求,指导并激励下属向着既定目标
方向前进.
21、Transformational leaders: 变革型领导
Leaders who provide individualized consideration, intellectual stimulation, and
possess charisma.
他们鼓励下属为了组织利益而超越自身利益,并能对下属产生超乎寻常的
深远影响.
22、Charismatic leader: 魅力型领导
An enthusiastic, self-confident leader whose personality and actions influence
people to behave in certain ways.
热情、自信的领导者，他的人格魅力和活动能力影响着人们以某种特定方
式活动。
23、Visionary leadership: 愿景规划型领导
The ability to create and articulate a realistic, credible, and attractive vision of
the future that improves upon the present situation.
有能力设计一个现实的、可信的、诱人的前景目标，并向人们清晰明确地
指出，这种目标建立在当前的条件基础上，人们只要经过努力就会实现。
24、Legitimate power: 法定权力
The power a leader has as a result of his or her position in the organization.
即职权,领导者在组织中身处某个职位而获得的权
25、Coercive power: 强制权力
The power a leader has because of his or her ability to punish or control.
这种权力依赖于领导者是否拥有惩罚或控制的能力
26、Reward power: 奖赏权力
The power a leader has because of his or her ability to give positive benefits or
rewards.
是一种基于领导可以给予积极效益或奖赏的能力。
27、Expert power: 专家权力
Influence that’s based on expertise, special skills, or knowledge.
是基于专业技术、特殊技能或知识的影响力
28、Referent power: 参照权力(感召权力):
Power that arises because of a person’s desirable resources or personal traits.
源自个人所具备的令人羡慕的资源或人格特征的权力
29、Credibility:
The degree to which followers perceive someone as honest, competent, and
able to inspire.
30、Trust:
The belief in the integrity, character, and ability of a leader.
31、Empowerment:
Increasing the decision-making discretion of workers.
Chapter 18 Foundations of Control
1、Control：控制
The process of monitoring activities to ensure that they are being accomplished
as planned and of correcting any significant deviations.
是对各项活动的监视，从而保证各项行动按计划进行并纠正各种显著偏差
的过程。
2、Market control：市场控制
An approach to control that emphasizes the use of external market mechanisms
to establish the standards used in the control system.
是一种强调使用外在市场机制，在系统中建立使用标准来达到控制的方法。
3、Bureaucratic control：官僚控制
An approach to control that emphasizes organizational authority and relies on
administrative rules, regulations, procedures, and policies.
是一种强调组织的权威，依靠管理规章、制度、过程及政策来实现控制系
统的方法。
4、Clan control：小集团控制
An approach to control in which employee behavior is regulated by the shared
values, norms, traditions, rituals, beliefs, and other aspects of the
organization’s culture.
在小集团控制下，员工的行为靠共同的价值、规范、传统、仪式、信念及
其他组织文化方面的东西来调节。
5、Control process：控制过程
A three-step process including measuring actual performance, comparing
actual performance against a standard, and taking managerial action to correct
deviations or inadequate standards.
控制过程可以划分为三个步骤：（1）衡量实际绩效；（2）将实际绩效与
标准进行比较；（3）采取管理行为来纠正偏差或不足。
6、Management by walking around (MBWA)：走动管理
A team used to describe when a manager is out in the work area, interacting
directly with employees, and exchanging information about what’s going on.
描述的是管理者到达工作现场，直接与员工交流，交换关于工作如何进展
的信息
7、Range of variation：. 偏差范围
The acceptable parameters of variance between actual performance and the
standard
是实际工作成绩与标准之间可接受的偏差参数。
8、Immediate corrective action：直接纠正行动
Corrective action that corrects problems at once to get performance back on
track.
是指立即将出现问题的工作矫正到正确的轨道上；
9、Basic corrective action：彻底纠正行动
Corrective action that looks at how and why performance deviated and then
proceeds to correct the source of deviation.
则首先要弄清工作中的偏差是如何产生的，为什么会产生，然后再从产生
偏差的地方开始进行纠正行动。
10、Feedforward control：前馈控制
A type of control that focuses on preventing anticipated problems since it takes
place in advance of the actual work activity.
是发生在实际工作开始之前，能避免预期出现的问题的控制类型。
11、Concurrent control：同期控制
A type of control that takes place while a work activity is in progress.
是发生在工作活动进行之中的控制类型。
12、Feedback control：反馈控制
A type of control that takes place after a work activity is done.
是控制作用发生在行动之后的控制类型。
13、Employee theft：员工偷窃
Any unauthorized taking of company property by employees for their personal
use.
就是指任何未经允许将公司财产拿出作为员工个人使用的行为。
1．
14、Operations management：作业管理
The design, operation, and control of the transformation process that converts
resources into finished goods or services.
是指将资源变成最终产品和服务的转换过程中的设计、作业和控制。
15、manufacturing organizations：制造型组织
Organizations that produce physical goods
生产有形产品的组织形式
16、service organizations ：服务型组织
Organizations that produce nonphysical outputs in the form of services.
生产的是以服务形式出现的无形输出的组织形式。
17、productivity：生产率
The overall output of goods or services produced divided by the inputs need to
generate that output.
产出的所有产品或服务除以得到这些产出所需的全部投入。
18、value：价值
The performance characteristics, features and attributes, and any other aspects
of goods and services for which customers are willing to give up resources.
价值是行为的特征、特性或属性，以及顾客愿意放弃资源来换取产品或服
务的任何内容。
19、value chain：价值链
The entire series of organizations work activities that add value at each step
beginning with the processing of raw materials and ending with finished
product in the hands of end users.
价值链就是从原材料加工到产成品的到达最终用户手中的过程中，所有增
加价值的步骤所组成的全部有组织的一系列活动。
20、value chain management：价值连管理
The process of managing the entire sequence of integrated activities and
information about product flows along the entire value chain.
管理关于在价值连上流动的产品的有序的相互关联的活动和信息的全部
过程。
21、business model：商业模式
A strategic design for how a company intends to profit from its broad array of
strategies,
process, and activities.
一个公司如何从它的宽广的战略、过程和活动的组合中获取利润的战略设
计。
22、organizational processes：组织运行方式
The way that organizational work is done
组织工作运行的方式
23、intellectual property：知识产权
Proprietary company information that’s critical to its efficient and effective
functioning and competitiveness.
组织能达到高效率和高效益运行所需要的东西.
24、quality：质量
The ability of a product or service to reliably do what it’s supposed to do and
to satisfy customer expectations.
产品或服务的很可靠的能达到预期要求与满足客户期望的一种能力。
25、ISO 9000
A series of international quality management standards that set uniform
guidelines for processes to ensure that products conform to customer
requirements.
ISO9000 是国际标准化组织建立的一组为了更好的使产品满足客户的需要
的质量管理标准。
26、Six Sigma：6 Sigma
A quality standard that establishes a goal of no more than defects per
million parts or procedures.
6 Sigma 是这样一个质量标准，即产品的不合格率不高于百万分之三点四。
27、 performance：绩效
The end result of an activity.
绩效是一项活动的最终结果。
28、organizational performance：组织绩效
The accumulated end results of all the organization’s work processes and
activities.
组织中所有工作流程和活动的最终累积结果。
29、asset management：资产管理
The process of acquiring, managing, renewing ,and disposing of assets as
needed , and of designing business models to exploit the value from these
assets.
是资产的获取，管理，更新，处置和从这些资产中获取价值的商业模
式设计的过程。
30、organizational knowledge： 组织知识
Knowledge that’s created by collaborative information sharing and social
interaction that lead to organizational members taking appropriate actions
是通过共享合作性信息和社会性互动而导致组织成员采取合适行动而创
造的知识
31、productivity：生产率
The overall output of goods or services produced divided by the inputs needed
to generate that output.
商品和服务的总产出除以产生那些产出的总投入。
32、organizational effectiveness：组织有效性
A measure of how appropriate organizational goals are and how well an
organization is achieving those goals.
组织效力是一个组织目标有多合适以及组织达到那些目标有多好的
衡量标准。
33、economic value added(EVA)：经济附加值（EVA）
A financial tool for measuring corporate and divisional performance
calculated by taking after-tax operating profit minus the total annual cost of
capital.
经济附加值是一个衡量全体和各个部分绩效的金融工具。是把税后经
营利润减去总的资本年成本。
34、market value added (MVA)：市场附加值（MVA）
A financial tool that measures the stock market’s estimate of the value of
a firm’s past and expected investment projects.
它是衡量股市对一个公司过去或预期的资本投资项目的价值评价的
一种金融工具。
35、management information system (MIS)：管理信息系统（MIS）
A system used to provide management with needed information on a regular
basis.
一个在正常的基础上用来为管理提供必要的信息的系统。
36、data；数据
Raw, unanalyzed facts.
数据是未加工的，未分析的东西。
37、information：信息
Processed and analyzed data.
是经过分析和处理后的数据。
38、balanced scorecard ：平衡计分卡
A performance measurement tool that looks at four areas-financial,
customer, internal processes ,and people / innovation / growth assets- that
contribute to a company’s performance.
它是一种绩效衡量工具，它关注以下四个领域：财务，顾客，处在过
程和人力/改革
资产增长. 并对组织绩效作出了贡献.
39、benchmarking：标杆比较
The search for the best practicing among competitors or noncompetitors
that lead to their superior performance.
标杆比较是从竞争者和非竞争者中寻找导致他们成功的最佳实践。
