Chapter 1 Managers and Managing
第 1 章 管理者和管理

Describe what management is, why management is important, what managers do, and how managers use organizational resources efficiently and effectively to achieve organizational goals.
描述什么是管理、为什么管理很重要、管理者做什么以及管理者如何有效地利用组织资源来实现组织目标。

Distinguish among planning, organizing, leading, and controlling (the four principal managerial tasks), and explain how managers’ ability to handle each one affects organizational performance.
区分计划、组织、领导和控制（四项主要管理任务），并解释管理者处理每一项的能力如何影响组织绩效。

Differentiate among three levels of management, and understand the tasks and responsibilities of managers at different levels in the organizational hierarchy.
区分三个级别的管理，并了解组织层次结构中不同级别的经理的任务和职责。

Distinguish among three kinds of managerial skill, and explain why managers are divided into different departments to perform their tasks more efficiently and effectively.
区分三种管理技能，并解释为什么管理者被划分为不同的部门以更有效地执行任务。

Discuss some major changes in management practices today that have occurred as a result of globalization and the use of advanced information technology (IT).
讨论当今管理实践中的一些重大变化，这些变化是由于全球化和高级信息技术 （IT） 的使用而发生的。

Discuss the principal challenges managers face in today’s increasingly competitive global environment.
讨论管理者在当今竞争日益激烈的全球环境中面临的主要挑战。

Keyword: Organizations, Manager, Managerment, Resources, Organizational Performance, Efficiency, Effectiveness, Planning, Organizing, Leading, Controlling, Managerial Roles, Department, First-line manager, Middle managers, Top managers, Conceptual Skills, Human Skills, Technical Skills, Core Competency, Restructuring, Outsourcing, Empowermrnt, Innovation, Turnaround Management
关键词： 组织， 管理者， 管理者， 资源， 组织绩效， 效率， 有效性， 规划， 组织， 领导， 控制， 管理角色， 部门， 一线经理， 中层管理者， 高层管理者， 概念技能， 人际技能， 技术技能， 核心竞争力， 重组， 外包， 赋权， 创新， 周转管理

What is manage?
什么是管理？

Finding effective ways for managers to manage in organizations
寻找管理者在组织中的有效管理.

Organizations 组织

Organizations are collections of people who work together and coordinate their actions to achieve a wide variety of goals or desired future outcomes.
组织是人们的集合，他们一起工作并协调他们的行动以实现各种目标或期望的未来结果。

All managers work in organizations.
所有经理都在组织中工作。

Managers 管理者

Managers are the people responsible for supervising the use of an organization’s resources to meet its goals.
经理是负责监督组织资源使用以实现其目标的人员。

Regardless of how we view managers, they all share important characteristics.
无论我们如何看待经理，他们都有重要的特征。

First, they all work in organizations.
首先，他们都在组织中工作。

Second, they are the people responsible for supervising and making the most of an organization’s human and other resources to achieve its goals.
其次，他们是负责监督和充分利用组织的人力和其他资源来实现其目标的人。

They must have an understanding of the organization, finance, communication, and the specific market.
他们必须了解组织、财务、沟通和特定市场。

Management 管理
管理管理

Management includes the planning, organizing, leading, and controlling of human and other resources to achieve organizational goals effectively and efficiently.
管理包括规划、组织、领导和控制人力和其他资源，以有效和高效地实现组织目标。

It involves both problem-solving and decision-making.
它涉及解决问题和决策。

Management is about the organization – how to focus tasks.
管理是关于组织的 – 如何集中任务。

Mangers are about motivating and inspiring their subordinates.
经理是关于激励和启发他们的下属的。

Resources 资源
资源 资源

Include assets such as:
包括以下资产：

People and their skills, know-how, and experience.
人员及其技能、专业知识和经验。

Machinery.
机械。

Raw materials.
原材料。

Computers and information technology.
计算机和信息技术。

Patents, financial capital, and loyal customers and employees.
专利、财务资本以及忠诚的客户和员工。

Achieving High Performance: A Manager’s Goal
实现高绩效：经理的目标

Organizational performance 组织绩效

A measure of how efficiently and effectively managers use available resources to satisfy customers and achieve organizational goals
衡量管理者如何高效地利用可用资源来满足客户并实现组织目标

One of the most important goals that organizations and their members try to achieve is to provide some kind of good or service that customers value or desire.
组织及其成员试图实现的最重要目标之一是提供客户重视或渴望的某种商品或服务。

It takes a balance of the quality needs of customers against the pressure to be cost-effective.
它需要在客户的质量需求与成本效益的压力之间取得平衡。

Efficiency 效率
效率 效率

A measure of how well or how productively resources are used to achieve a goal
衡量资源用于实现目标的程度或生产力

衡定一定目标下,资源被利用情况和产出能力的尺度。
衡定一定目标下，资源被利用情况和产出能力的尺度。

Effectiveness 效果

A measure of the appropriateness of the goals an organization is pursuing and the degree to which the organization achieves those goals
衡量组织所追求的目标的适当性以及组织实现这些目标的程度的指标

衡量组织所追求目标的适宜性和组织目标实现程度的一个尺度

Efficiency, Effectiveness, and Performance in an Organization
组织中的效率、有效性和绩效

Efficiency, Effectiveness, and Performance in an Organization
组织中的效率、有效性和绩效

Organizational performance is a measure of how efficiently and effectively managers
组织绩效是衡量管理者效率和效果的指标

use available resources to satisfy customers and achieve organizational goals.
利用可用资源来满足客户并实现组织目标。

Organizational performance increases in direct proportion to increases in efficiency and effectiveness.
组织绩效的提高与效率和有效性的提高成正比。

Why Study Management?
为什么选择 Study Management？

The more efficient and effective use of scarce resources that organizations make of those resources, the greater the relative well-being and prosperity of people in that society.
组织对稀缺资源利用得越有效，该社会中人们的相对福祉和繁荣就越大 。

Helps people deal with their bosses and coworkers
帮助人们与老板和同事打交道

Opens a path to a well-playing job and a satisfying career
开辟通往一份好工作和令人满意的职业的道路

Individuals generally learn through personal experience or the experiences of others.
个人通常通过个人经验或他人的经验来学习。

The economic benefits of becoming a good manager are also impressive. In the United States, general managers earn a median wage of $99,310 with a projected growth rate in job openings of 5 % to 9% between now and 2026.
成为一名优秀的经理的经济利益也令人印象深刻。在美国，总经理的工资中位数为 99,310 美元，预计从现在到 5 年，职位空缺的增长率为 9% 至 2026%。

Learning management principles can help you make good decisions in nonwork contexts.
学习管理原则可以帮助您在非工作环境中做出正确的决策。

Because managers decide how to use many of a society’s most valuable resources, they directly impact the well-being of a society and the people in it. Understanding what managers do and how they do it is of central importance to understanding how a society creates wealth and affluence for its citizens.
因为管理者决定如何使用社会中最宝贵的资源，所以他们直接影响到社会和其中人们的福祉。了解管理者做什么以及他们如何做，对于了解一个社会如何为其公民创造财富和富裕至关重要。

Studying management reveals how to understand other people at work and make decisions and take actions that win the attention and support of the boss and coworkers, solve conflicts between them, achieve team goals, and, thus, increase performance.
学习管理揭示了如何理解工作中的其他人，并做出决策并采取行动赢得老板和同事的关注和支持，解决他们之间的冲突，实现团队目标，从而提高绩效。

Four Task of Management
管理的四大任务

Planning
规划:

Choose appropriate organizational goals and courses of action to best achieve those goals.
选择适当的组织目标和行动方案，以最好地实现这些目标。

Organizing
组织:

Establish task and authority relationships that allow people to work together to achieve organization goals.
建立任务和权限关系，使人们能够协同工作以实现组织目标。

Leading
主导:

Motivate, coordinate, and energize individuals and groups to work together to achieve organizational goals.
激励、协调和激励个人和团体共同努力实现组织目标。

Controlling
控制:

Establish accurate measuring and monitoring systems to evaluate how well the organization has achieved its goals
建立准确的衡量和监控系统，以评估组织实现其目标的程度

4.Steps in the Planning Process
4.规划过程中的步骤

Deciding which goals the organization will pursue
决定组织将追求的目标

Deciding what strategies to adopt to attain those goals
决定采用哪些策略来实现这些目标

Deciding how to allocate organizational resources.
决定如何分配组织资源。

Managers identify and select appropriate organizational goals and develop strategies for how to achieve high performance.
管理者确定和选择适当的组织目标，并制定如何实现高绩效的战略。

The outcome of planning is a strategy, a cluster of decisions about what goals to pursue, what actions to take, and how to use resources to achieve goals.
规划的结果是一种策略，是关于追求什么目标、采取什么行动以及如何使用资源来实现目标的一系列决策。

Planning strategy is complex and difficult, especially because planning is done in the midst of uncertainty, when the result is unknown, so that either success or failure is a possible outcome of the planning process.
规划策略是复杂和困难的，特别是因为规划是在不确定性中完成的，当结果未知时，因此成功或失败都是规划过程的可能结果。

5.Organizing
5.组织

Organizing involves grouping people into departments according to the kinds of job-specific tasks they perform.
组织涉及根据人员执行的特定工作任务的类型将人员分组到部门中。

Managers lay out lines of authority and responsibility
管理者布置了权力和责任线

Decide how best to organize resources, particularly human resources
决定如何最好地组织资源，尤其是人力资源

Organizing 组织
组织组织

Structuring working relationships so organizational members interact and cooperate to achieve organizational goals
构建工作关系，以便组织成员互动和合作以实现组织目标

Managers deciding how best to organize resources, particularly human resources
管理者决定如何最好地组织资源，尤其是人力资源

Organizing people into departments according to the kinds of job-specific tasks they perform lays out the lines of authority and responsibility
根据人们执行的特定工作任务的类型将他们组织到部门中，从而划分了权力和责任线

Organizational structure 组织结构
组织结构 组织结构

A formal system of task and reporting relationships that coordinates and motivates organizational members so that they work together to achieve organizational goals
一个正式的任务和报告关系系统，用于协调和激励组织成员，以便他们共同努力实现组织目标

The outcome of organizing is the creation of an organizational structure, a formal system of task and reporting relationships that coordinates and motivates members so they work together to achieve organizational goals.
组织的结果是创建一个组织结构，一个正式的任务和报告关系系统，协调和激励成员，以便他们共同努力实现组织目标。

6.Leading
6.领先

Leading 领导

Articulating a clear vision and energizing and enabling organizational members so they understand the part they play in achieving organizational goals
阐明清晰的愿景，激励和赋能组织成员，使他们了解自己在实现组织目标中的作用

An organization’s vision is a short, succinct, and inspiring statement of the organization’s future state
组织的愿景是对组织未来状态的简短、简洁和鼓舞人心的陈述

Leadership involves managers using their power, personality, influence, persuasion, and communication skills to coordinate people and groups
领导力 i涉及经理利用他们的权力、个性、影响力、说服力和沟通技巧来协调人员和团队

It revolves around encouraging all employees to perform at a high level
它围绕着鼓励所有员工发挥高水平

Outcome of leadership is highly motivated and committed workforce
领导层的结果是积极进取和敬业的员工队伍

Controlling
控制

Controlling 控制
控制

Evaluating how well an organization is achieving its goals and taking action to maintain or improve performance
评估组织实现其目标的情况并采取行动来维持或提高绩效

Managers monitor performance of individuals, departments, and the organization as a whole to determine if they are meeting performance standards
经理监控个人、部门和整个组织的绩效，以确定他们是否达到绩效标准

The outcome of the control process is the ability to measure performance accurately and regulate organizational efficiency and effectiveness.
控制过程的结果是能够准确衡量绩效并调节组织效率和有效性。

Managers must decide which goals to measure.
管理者必须决定要衡量哪些目标。

Managerial Roles Identified
确定的管理角色

Levels and Skills of Managers
管理者的级别和技能

Department 部门
部门 部门

A group of managers and employees who work together and possess similar skills or use the same knowledge, tools, or techniques
一组一起工作并拥有相似技能或使用相同的知识、工具或技术的经理和员工

First-line managers (often called supervisors)
一线经理（通常称为主管）

基层管理者（通常称为主管） 监督

Responsible for the daily supervision of the nonmanagerial employees
负责非管理人员的日常监督

Middle managers 中层管理者

Supervises first-line managers
监督一线经理

Responsible for finding the best way to use resources to achieve organizational goals
负责寻找利用资源实现组织目标的最佳方式

为了改进管理效果，中层管理者要评估组织所追求的目标是否恰当，并向高层管理者建议改变目标的方法。

Responsible for the performance of all departments
负责各部门的绩效

Establish organizational goals
建立组织目标

Decide how different departments should interact
决定不同部门应如何交互

Monitor how well middle managers in each department use resources to achieve goals
监控每个部门的中层管理人员利用资源实现目标的能力

They have cross-departmental responsibility.
他们承担跨部门的责任。

The chief executive officer (CEO) is a company’s most senior and important manager, the one all other top managers report to. The term chief operating officer (COO) often refers to the top manager who is being groomed to take over as CEO.
首席执行官 （CEO） 是公司最高级和最重要的经理，所有其他高层经理都向他汇报。首席运营官 （COO） 一词通常是指被培养接任 CEO 的高层经理。

Together the CEO and COO are responsible for developing good working relationships among the top managers of various departments; usually these top managers have the title “vice president.”(副总裁）
CEO和COO共同负责在各部门的高层管理人员之间建立良好的工作关系，通常这些高层管理人员有“副总裁”的头衔。（副总裁）

The relative importance of planning, organizing, leading, and controlling—the four principal managerial tasks—to any particular manager depends on the manager’s position in the managerial hierarchy.
计划、组织、领导和控制这四项主要管理任务对任何特定管理者的相对重要性取决于管理者在管理层次结构中的地位。

10.Managerial Skills
10.管理技能

Conceptual skills 概念技能

The ability to analyze and diagnose a situation and distinguish between cause and effect
分析和诊断情况并区分因果关系的能力

Top managers require the best conceptual skills because their primary responsibilities are planning and organizing.
高层管理者需要最好的概念技能，因为他们的主要职责是规划和组织。

Formal education and training are important in helping managers develop conceptual skills.
正规教育和培训对于帮助管理者发展概念技能非常重要。

Human skills 人际技能

The ability to understand, alter, lead, and control the behavior of other individuals and groups
理解、改变、领导和控制其他个人和群体行为的能力

The ability to communicate, to coordinate, and to motivate people, and to mold individuals into a cohesive team, distinguishes effective from ineffective managers.
沟通、协调和激励员工的能力，以及将个人塑造成一个有凝聚力的团队的能力，是有效管理者与低效管理者之间的区别。

These skills can be learned through education and training, as well as through experience.
这些技能可以通过教育和培训以及经验来学习。

Technical skills 技术技能

Job-specific skills required to perform a particular type of work or occupation at a high level
在高水平上执行特定类型的工作或职业所需的特定工作技能

The array of technical skills managers need depends on their position in their organizations.
管理者需要的技术技能范围取决于他们在组织中的职位。

Managers and employees who possess the same kinds of technical skills typically become members of a specific department.
拥有相同类型技术技能的经理和员工通常会成为特定部门的成员。

Core competency 核心竞争力

Specific set of departmental skills, abilities, knowledge and experience that allows one organization to outperform its competitors
特定的部门技能、能力、知识和经验，使一个组织能够超越其竞争对手

Skills for a competitive advantage
获得竞争优势的技能

Outsourcing 外包
外包

Contracting with another company, usually in a low-cost country abroad, to perform a work activity the company previously performed itself
与另一家公司签订合同，通常在国外的低成本国家/地区，以执行公司以前自己进行的工作活动

Outsourcing increases efficiency by lowering operating costs and freeing up money and resources that can now be used in more effective ways.
外包通过降低运营成本和释放现在可以以更有效方式使用的资金和资源来提高效率。

Restructuring 重组
重组 重组

Downsizing an organization by eliminating the jobs of large numbers of top, middle, and first-line managers and nonmanagerial employees
通过裁减大量高层、中层和一线经理和非管理人员的工作来缩小组织规模

Involves simplifying, shrinking, or downsizing an organization’s operations to lower operating costs
涉及简化、缩减或缩小组织的运营规模以降低运营成本

Restructuring can reduce the morale of remaining employees
重组会降低剩余员工的士气

Empowerment 授权

Empowerment involves giving employees more authority and responsibility over how they perform their work activities.
赋权包括赋予员工更多的权力和责任来决定他们如何执行工作活动。

Self-managed team 自我管理团队

A group of employees who assume collective responsibility for organizing, controlling and supervising their own work activities.
承担组织、控制和监督自身工作活动的集体责任的一组员工。

Challenges for Management in a Global Environment
全球环境中管理的挑战

Five major challenges stand out for managers in today’s world:
当今世界，管理者面临五大挑战：

Building a competitive advantage
建立竞争优势

Maintaining ethical standards
维护道德标准

Managing a diverse work force
管理多元化的员工队伍

Utilizing new information systems and technologies
利用新的信息系统和技术

Practicing global crisis management
实践全球危机管理

Building Competitive Advantage
建立竞争优势

Competitive advantage 竞争优势
竞争优势

Ability of one organization to outperform other organizations because it produces desired goods or services more efficiently and effectively than its competitors
一个组织超越其他组织的能力，因为它比竞争对手更高效、更有效地生产所需的商品或服务

Innovation 创新
创新 创新

The process of creating new or improved goods and services or developing better ways to produce or provide them
创造新的或改进的商品和服务，或开发更好的生产或提供它们的方法的过程

The four building blocks of competitive advantage are superior
竞争优势的四个组成部分是卓越的:

Efficiency
效率

Quality
质量

Speed, flexibility, and innovation
速度、灵活性和创新

Responsiveness to customers
对客户的响应能力

Increasing efficiency
提高效率

Reducing the quantity of resources used to produce goods or services
减少用于生产商品或服务的资源数量

Increasing Quality
提高质量

Improving the skills and abilities of the workforce
提高员工的技能和能力

Introducing total quality management
全面质量管理简介

Increasing speed, flexibility, and innovation
提高速度、灵活性和创新

How fast a firm can bring new products to market
公司将新产品推向市场的速度

How easily a firm can change or alter the way they perform their activities
公司改变或更改其开展活动的方式的难易程度

Turnaround Management
周转管理

Turnaround management 重建管理

Creation of a new vision for a struggling company using a new approach to planning and organizing to make better use of a company’s resources to allow it to survive and eventually prosper
使用新的规划和组织方法为陷入困境的公司创建新的愿景，以更好地利用公司的资源，使其能够生存并最终繁荣

13. Maintaining Ethical and Socially Responsible Standards
13.维持道德和社会责任标准

Managers are under considerable pressure to make the best use of resources.
管理者在充分利用资源方面承受着相当大的压力。

Too much pressure may induce managers to behave unethically and even illegally.
太大的压力可能会诱使管理者做出不道德甚至非法的行为。

14.Managing a Diverse Workforce
14.管理多元化的员工队伍

To create a highly trained and motivated workforce, managers must establish human resource management (HRM) procedures that are legal and fair and do not discriminate against organizational members.
为了培养一支训练有素、积极进取的员工队伍，管理人员必须建立合法、公平且不歧视组织成员的人力资源管理 （HRM） 程序。

15.Utilizing New Technologies
15.利用新技术

An efficient and effective IT system may improve an organization’s performance.
高效且有效的 IT 系统可以提高组织的绩效。

16.Practicing Global Crisis Management
16.实践全球危机管理

Create teams to facilitate rapid decision- making and communication.
创建团队以促进快速决策和沟通。

Establish the organizational chain of command and reporting relationships necessary to mobilize a fast response.
建立动员快速响应所需的组织指挥链和报告关系。

Recruit and select the right people to lead and work in such teams.
招募并选择合适的人来领导和在这样的团队中工作。

Develop bargaining and negotiating strategies to manage the conflicts that arise.
制定讨价还价和谈判策略来管理出现的冲突。

The causes of global crises or disasters fall into two main categories:
全球危机或灾难的原因分为两大类：

Natural causes—crises that arise because of natural causes, including hurricanes, earthquakes, famines, and diseases.
自然原因 — 由于自然原因而引起的危机，包括飓风、地震、饥荒和疾病。

Human causes—human-created crises result from factors such as industrial pollution, poor attention to worker and workplace safety, global warming, and the destruction of the natural habitat or environment, and geopolitical tensions and terrorism.
人为原因 — 人为造成的危机是由工业污染、对工人和工作场所安全关注不足、全球变暖、自然栖息地或环境破坏、地缘政治紧张局势和恐怖主义等因素造成的。

Summary and Review
总结与回顾

LO1-1 WHAT IS MANAGEMENT?
LO1-1 什么是管理？

A manager is a person responsible for supervising the use of an organization’s resources to meet its goals. An organization is a collection of people who work together and coordinate their actions to achieve a wide variety of goals. Management is the process of using organizational resources to achieve organizational goals effectively and efficiently through planning, organizing, leading, and controlling. An efficient organization makes the most productive use of its resources. An effective organization pursues appropriate goals and achieves these goals by using its resources to create goods or services that customers want.
经理是负责监督组织资源使用以实现其目标的人。组织是一群人一起工作并协调他们的行动以实现各种各样的目标。管理是通过规划、组织、领导和控制，利用组织资源有效和高效地实现组织目标的过程。高效的组织最有效地利用其资源。一个有效的组织追求适当的目标，并通过利用其资源创造客户想要的商品或服务来实现这些目标。

LO1-2 ESSENTIAL MANAGERIAL TASKS
LO1-2 基本管理任务

The four principal managerial tasks are planning, organizing, leading, and controlling. Managers at all levels of the organization and in all departments perform these tasks. Effective management means managing these activities successfully.
四个主要的管理任务是计划、组织、领导和控制。组织的所有级别和所有部门的经理都执行这些任务。有效的管理意味着成功地管理这些活动。

LO1-3, 1-4 LEVELS AND SKILLS OF MANAGERS
LO1-3， 1-4 管理者的级别和技能

Organizations typically have three levels of management. First-line managers are responsible for the day-to-day supervision of nonmanagerial employees. Middle managers are responsible for developing and utilizing organizational resources efficiently and effectively. Top managers have cross- departmental responsibility. Three main kinds of managerial skills are conceptual, human, and technical. The need to develop and build technical skills leads organizations to divide managers into departments according to their job-specific responsibilities. Top managers must establish appropriate goals for the entire organization and verify that department managers are using resources to achieve those goals.
组织通常具有三个管理级别。一线经理负责非管理员工的日常监督。中层管理人员负责高效和有效地开发和利用组织资源。高层管理人员承担跨部门责任。三种主要类型的管理技能是概念、人力和技术。发展和构建技术技能的需求导致组织根据经理的工作特定职责将经理划分为多个部门。高层管理人员必须为整个组织建立适当的目标，并验证部门经理是否正在使用资源来实现这些目标。

LO1-5 RECENT CHANGES IN MANAGEMENT PRACTICES
LO1-5 管理实践的近期变化

To increase efficiency and effectiveness, many organizations have altered how they operate. Managers have restructured and downsized operations and outsourced activities to reduce costs. Companies are also empowering their workforces and using self-managed teams to increase efficiency and effectiveness. Managers are increasingly using IT to achieve these objectives.
为了提高效率和有效性，许多组织已经改变了他们的运营方式。经理们重组和缩小了运营规模，并将活动外包以降低成本。公司还为其员工赋能，并使用自我管理的团队来提高效率和有效性。管理者越来越多地使用 IT 来实现这些目标。

LO1-6 CHALLENGES FOR MANAGEMENT IN A GLOBAL ENVIRONMENT
LO1-6 全球环境中管理的挑战

Today’s competitive global environment presents many interesting challenges to managers. One of the main challenges is building a competitive advantage by increasing efficiency; quality; speed, flexibility, and innovation; and responsiveness to customers. Other challenges include behaving in an ethical and socially responsible way toward people inside and outside the organization, managing a diverse workforce, utilizing new technologies, and practicing global crisis management.
当今竞争激烈的全球环境给管理者带来了许多有趣的挑战。主要挑战之一是通过提高效率、质量、速度、灵活性和创新以及对客户的响应能力来建立竞争优势。其他挑战包括以合乎道德和社会责任感的方式对待组织内外的人员、管理多元化的员工队伍、利用新技术以及实施全球危机管理。

Chapter 2 The Evolution of Management Thought
第 2 章 管理思想的演变

Describe how the need to increase organizational efficiency and effectiveness has guided the evolution of management theory.
描述提高组织效率和有效性的需求如何指导管理理论的演变。

Explain the principle of job specialization and division of labor, and tell why the study of person–task relationships is central to the pursuit of increased efficiency.
解释工作专业化和劳动分工的原则，并说明为什么研究人-任务关系是追求提高效率的核心。

Identify the principles of administration and organization that underlie effective organizations.
确定构成有效组织基础的管理和组织原则。

Trace the changes in theories about how managers should behave to motivate and control employees.
追踪关于管理者应该如何表现来激励和控制员工的理论变化。

Explain the contributions of management science to the efficient use of organizational resources.
解释管理科学对有效利用组织资源的贡献。

Explain why the study of the external environment and its impact on an organization has become a central issue in management thought.
解释为什么对外部环境及其对组织的影响的研究已成为管理思想的中心问题。

1.Scientific Management Theory
1.科学的管理理论

Job Specialization and the Division of Labor
工作专业化和劳动分工

Adam Smith (18th-century economist)
亚当·斯密（Adam Smith，18 世纪经济学家）

Observed that firms manufactured pins in one of two different ways:.
观察到公司以两种不同的方式之一制造别针：.

- Craft-style—each worker did all steps(个体户 1人18道工序）
- Craft-style—each worker done all steps（个体户 1人18道工序）

- Production—each worker specialized in one step（大工厂 10人18道工序）
- 生产—各工人专攻10人18道工序）

Smith found that the performance of the factories in which workers specialized in only one or a few tasks was much greater than the performance of the factory in which each worker performed all 18 pin-making tasks.
史密斯发现，工人只专注于一项或几项任务的工厂的绩效远高于每个工人执行所有 18 项别针制造任务的工厂的绩效。

Workers who specialized became much more skilled at their specific tasks.
专业化的工人在他们的特定任务中变得更加熟练。

Job specialization 工作专业化（术有专攻）

Process by which a division of labor occurs as different workers specialize in different tasks over time----improves efficiency and leads to higher organizational performance
随着时间的推移，不同的员工专注于不同的任务时，会发生分工的过程----提高效率并提高组织绩效

3.F.W. Taylor（科学管理之父） and Scientific Management（对工作的研究）
3.F.W. Taylor（科学管理之父） and Scientific Management（对工作的研究）

Scientific management 科学管理(以工作为中心)流水线操作工人
科学管理科学管理（以工作为中心）流水线操作工人

The systematic study of the relationships between people and tasks for the purpose of redesigning the work process to increase efficiency
系统研究人与任务之间的关系，以重新设计工作流程以提高效率

Taylor believed that if the amount of time and effort that each worker expends to produce a unit of output (a finished good or service) can be reduced by increasing specialization and the division of labor, the production process will become more efficient.
泰勒认为，如果可以通过提高专业化和劳动分工来减少每个工人生产单位产出（成品或服务）所花费的时间和精力，那么生产过程将变得更加高效。

Principles of Scientific Management
科学管理原则

Study the way workers perform their tasks, gather all the informal job knowledge that workers possess, and experiment with ways of improving how tasks are performed.
研究工人执行任务的方式，收集工人拥有的所有非正式工作知识，并尝试改进任务执行方式的方法。

Codify the new methods of performing tasks into written rules and standard operating procedures.(SOP)标准操作程序
将执行任务的新方法编入书面规则和标准操作程序（SOP）标准操作程序

Carefully select workers who possess skills and abilities that match the needs of the task, and train them to perform the task according to the established rules and procedures（产生岗位）
仔细选择拥有与任务需求相匹配的技能和能力的工人，并根据既定的规则和程序培训他们执行任务（产生岗位）

Establish a fair or acceptable level of performance for a task, and then develop a pay system that provides a reward for performance above the acceptable level
为任务建立公平或可接受的绩效水平，然后制定一个薪酬系统，为高于可接受水平的绩效提供奖励

4.Problems with Scientific Management
4.科学管理存在的问题

Many workers experiencing the reorganized work system found that as their performance increased, managers required that they do more work for the same pay.
许多经历重组工作制度的工人发现，随着他们的绩效提高，经理们要求他们以相同的工资做更多的工作。

Scientific management brought many workers more hardship than gain and a distrust of managers who did not seem to care about workers’ well-being.
科学管理给许多工人带来的苦难多于得，以及对似乎不关心工人福祉的经理的不信任。

Managers frequently implemented only the increased output side of Taylor’s plan
经理们经常只实施 Taylor 计划的增加产出侧

Workers did not share in the increased output
工人没有分享增加的产量

Specialized jobs became very boring and dull
专业工作变得非常无聊和乏味

Workers ended up distrusting the Scientific Management method
工人们最终不信任科学管理方法

From a performance perspective, the combination of the two management practices—(1) achieving the right worker–task specialization and (2) linking people and tasks by the speed of the production line—produces the huge cost savings and dramatic output increases that occur in large organized work settings.
从绩效的角度来看，两种管理实践的结合——（1） 实现正确的工人任务专业化和 （2） 通过生产线的速度将人和任务联系起来——产生了巨大的成本节约和巨大的产出增加，这在大型有组织的工作环境中发生。

The Gilbreths
吉尔布雷斯一家

Followers of Taylor: Frank and Lillian Gilbreth
泰勒的追随者：弗兰克和莉莲·吉尔布雷斯

Analyze every individual action necessary to perform a particular task and break it into each of its component actions.
分析执行特定任务所需的每个单独操作，并将其分解为每个组件操作。

Find better ways to perform each component action.
找到更好的方法来执行每个组件操作。

Reorganize each of the component actions so that the action as a whole could be performed more efficiently------at less cost in time and effort.
重新组织每个组件操作，以便可以更高效地执行整个操作------同时减少时间和精力成本。

6.Administrative Management Theory
6.行政管理理论

Administrative management 行政管理理论
行政管理 行政管理理论

The study of how to create an organizational structure and control system that leads to high efficiency and effectiveness
研究如何创建导致高效和有效性的组织结构和控制系统

Max Weber
马克斯·韦伯

Developed the principles of bureaucracy（官僚主义） as a formal system of organization and administration designed to ensure efficiency and effectiveness
将官僚主义原则发展为一种正式的组织和管理系统，旨在确保效率和效果

Authority 职权

The power to hold people accountable for their actions and to make decisions concerning the use of organizational resources
要求员工对其行为负责并做出有关组织资源使用的决策的权力

1.A manager’s formal authority derives from the position he holds in the organization.
1.经理的正式权力来自他在组织中担任的职位。

Authority gives manager the right to direct and control their subordinates’ behavior to achieve organizational goals.
授权赋予管理者指导和控制下属行为以实现组织目标的权利。

Obedience is owed to a manager not because of any personal qualities – such as personality, wealth, or social status- but because the manager occupies a position that is associated with a certain level of authority and responsibility.
对经理的服从不是因为任何个人品质——比如个性、财富或社会地位——而是因为经理所占据的职位与一定程度的权威和责任有关。 

2.People should occupy positions because of their performance, not because of their social standing or personal contacts.
2.人们应该根据他们的表现来占据职位，而不是因为他们的社会地位或个人关系。

Often ignored, some organizations and industries are still affected by social networks in which personal contacts and relations, not job-related skills, influence hiring and promotional decisions.
一些组织和行业经常被忽视，但仍然受到社交网络的影响，在这些社交网络中，个人联系和关系，而不是与工作相关的技能，影响着招聘和晋升决策。

3.The extent of each position’s formal authority and task responsibilities and its relationship to other positions should be clearly specified.
3.应明确规定各岗位的正式权限和任务职责范围及其与其他岗位的关系。

Managers and workers know what is expected of them and what to expect from each other; the organization can hold all its employees strictly accountable for their actions.
经理和员工知道对他们的期望以及对彼此的期望;该组织可以要求其所有员工对他们的行为严格负责。

4.Authority can be exercised effectively when positions are arranged hierarchically, so employees know whom to report to and who reports to them.
4.当职位分层排列时，可以有效地行使权力，因此员工知道向谁报告以及谁向他们报告。

5.Managers must create a well-defined system of rules, standard operating procedures, and norms so they can effectively control behavior .
5.管理者必须创建一个定义明确的规则、标准操作程序和规范系统，以便他们能够有效地控制行为。

Rules 规则

Formal written instructions that specify actions to be taken under different circumstances to achieve specific goals
正式的书面说明，指定在不同情况下为实现特定目标而应采取的行动

Standard operating procedures (SOPs) 标准化操作程序
标准操作程序 （SOPs） 标准化操作程序

Specific sets of written instructions about how to perform a certain aspect of a task
有关如何执行任务的某个方面的特定书面说明

A rule might state that at the end of the workday employees are to leave their machines in good order, and a set of SOPs would specify exactly how they should do so, itemizing which machine parts must be oiled or replaced.
规则可能会规定，在工作日结束时，员工要让他们的机器保持良好状态，并且一组 SOP 将明确规定他们应该如何做到这一点，逐项列出哪些机器部件必须上油或更换。

Norms 规范
规范规范

Unwritten, informal codes of conduct that prescribe how people should act in particular situations and are considered important by most members of a group or an organization
不成文的非正式 行为准则，规定了人们在特定情况下应如何行动，并被团体或组织的大多数成员认为是重要的

7.Fayol’s(现代管理之父） Principles of Management
7.Fayols（现代管理之父） 管理原则

8.Behavioral Management Theory
8.行为管理理论

Behavioral management行为管理
行为管理行为管理

The study of how managers should personally behave to motivate employees and encourage them to perform at high levels and be committed to the achievement of organizational goals
研究管理者应该如何以个人行为来激励员工，鼓励他们发挥高水平表现并致力于实现组织目标

Mary Parker Follett
玛丽·帕克·福莱特

Concerned that Taylor ignored the human side of the organization
担心泰勒忽视了组织人性的一面

Suggested workers help in analyzing their jobs
建议的工作人员帮助分析他们的工作

Suggested if workers have relevant knowledge of the task they should
建议员工是否具备任务的相关知识，他们应该
be in control of the work process
掌控工作流程

Follett pointed out that management often overlooks the multitude of ways in which employees can contribute to the organization.
Follett 指出，管理层经常忽视员工可以为组织做出贡献的多种方式。

She argued that because workers know the most about their jobs, they should be involved in job analysis, and managers should allow them to participate in the work development process.
她认为，因为工人最了解他们的工作，所以他们应该参与工作分析，管理者应该让他们参与工作发展过程。

She advocated “cross-functioning”: members of different departments working together in cross-departmental teams to accomplish tasks.
她提倡“跨职能”：不同部门的成员在跨部门团队中一起工作以完成任务。

Follett proposed that knowledge and expertise, and not managers’ formal authority, should decide who will lead at any particular moment -- a horizontal view of power and authority.
Follett 提出，知识和专业技能，而不是管理者的正式权威，应该决定谁将在任何特定时刻领导——权力和权威的横向观点。

9.The Hawthorne Studies and Human Relations
9.霍桑研究与人际关系

Studies of how characteristics of the work setting affected worker fatigue and performance at the Hawthorne Works of the Western Electric Company from 1924-1932
研究了 1924 年至 1932 年西部电气公司霍桑工厂的工作环境特征如何影响工人的疲劳和绩效

Worker productivity measured at various levels of light illumination
在各种光照水平下测得的工人生产率

The Hawthorne Studies and Human Relations
霍桑研究与人际关系

Hawthorne effect 霍桑效应

Workers’ performance affected by their attitudes about their managers
工人的绩效受他们对经理的态度影响

Led to the human relations movement
引领了人际关系运动

Human relations movement 人际关系运动

A management approach that advocates the idea that supervisors should receive behavioral training to manage subordinates in ways that elicit their cooperation and increase their productivity
一种管理方法，倡导主管应该接受行为培训，以引起下属合作和提高生产力的方式管理下属

Behavior of managers and workers in the work setting is as important in explaining the level of performance as the technical aspects of the task(人和科学一样重要）
在解释绩效水平时，管理者和工人在工作环境中的行为与任务的技术方面一样重要（人和科学一样重要）

Demonstrated the importance of understanding how the feelings, thoughts, and behavior of work-group members and managers affect performance（入乡随俗）
展示了了解工作组成员和经理的感受、想法和行为如何影响绩效的重要性（入乡随俗）

Informal organization非正式组织
非正式组织

The system of behavioral rules and norms that emerge in a group（非正式群体）
在群体中出现的行为规则和规范系统（非正式群体）

Organizational behavior 组织行为学

The study of the factors that have an impact on how individuals and groups respond to and act in organizations
研究影响个人和群体在组织中的反应和行为的因素

Theory X and Theory Y
理论 X 和理论 Y

Douglas McGregor proposed two different sets of assumptions about workers
Douglas McGregor 提出了关于工人的两组不同的假设

Theory X X理论

A set of negative assumptions about workers that leads to the conclusion that a manager’s task is to supervise workers closely and control their behavior
对工人的一系列负面假设，导致得出结论，即经理的任务是密切监督工人并控制他们的行为

Assumes the average worker is lazy, dislikes work, and will try to do as little as possible
假设普通工人很懒惰，不喜欢工作，并且会尽量少做

To keep worker’s performance at a high level, the manager must supervise workers closely and control their behavior by means of “the carrot and stick”—rewards and punishments.
为了将工人的绩效保持在较高水平，管理者必须密切监督工人，并通过“胡萝卜加大棒”——奖惩来控制他们的行为。

Managers who accept the assumptions of Theory X design and shape the work setting to maximize their control over workers’ behaviors and minimize workers’ control over the pace of work.
接受 X 理论假设的管理者设计和塑造工作环境，以最大限度地控制工人的行为，并最大限度地减少工人对工作节奏的控制。

Theory Y Y理论

A set of positive assumptions about workers that leads to the conclusion that a manager’s task is to create a work setting that encourages commitment to organizational goals and provides opportunities for workers to be imaginative and to exercise initiative and self-direction
关于员工的一组积极假设，这些假设导致得出结论，即管理者的任务是创造一个鼓励致力于组织目标的工作环境，并为员工提供发挥想象力、发挥主动性和自我指导的机会

Assumes workers are not inherently lazy, do not naturally dislike work, and will do what
假设工人天生并不懒惰，天生不会讨厌工作，并且会做什么

Managers who believe workers are motivated to help the organization reach its goals can decentralize authority and give more control over the job to workers. is good for the organization
相信员工有动力帮助组织实现其目标的管理者可以下放权力，并赋予员工对工作的更多控制权。对组织有好处

Theory X vs. Theory Y
理论 X 与 理论 Y

Theory X assumes the average worker is lazy, dislikes work and will do as little as possible.
理论 X 假设普通工人很懒惰，不喜欢工作，并且会尽可能少地做。

Workers have little ambition and wish to avoid responsibility.
工人没有什么野心，希望逃避责任。

Managers must closely supervise and control through reward and punishment.
管理者必须通过奖惩严密监督和控制。

Theory Y assumes workers are not lazy, want to do a good job, and the job itself will determine if the worker likes the work.
Y 理论假设工人不懒惰，想把工作做好，工作本身将决定工人是否喜欢这份工作。

Managers should allow workers greater latitude, and create an organization to stimulate the workers.
管理者应该给工人更大的自由度，并创建一个组织来激励工人。

11.Management Science Theory
11.管理科学理论

Management science theory 管理科学理论

Contemporary approach to management that focuses on the use of rigorous quantitative techniques to help managers make maximum use of organizational resources to produce goods and services
现代管理方法，侧重于使用严格的定量技术来帮助管理者最大限度地利用组织资源来生产商品和服务

Quantitative management 定量管理
定量管理

Utilizes mathematical techniques, like linear programming, modeling, simulation, and chaos theory
利用数学技术，如线性规划、建模、仿真和混沌理论

Operations management 运营管理

Gives managers a set of techniques they can use to analyze any aspect of an organization’s production system to increase efficiency
为管理人员提供一套技术，他们可以使用这些技术来分析组织生产系统的任何方面以提高效率

Management information systems（MIS）管理信息系统

Give managers information about events occurring inside the organization as well as in its external environment—information that is vital for effective decision making
为管理人员提供有关组织内部和外部环境中发生的事件的信息，这些信息对于有效决策至关重要

Organizational environment 组织环境
组织环境

The set of forces and conditions that operate beyond an organization’s boundaries but affect a manager’s ability to acquire and utilize resources
超出组织边界但影响管理者获取和利用资源的能力的一组力量和条件

存在于组织边界之外，但对管理者获取和利用资源的能力具有影响的力量和条件的组合

Total quality management（TQM）全面质量管理
全面质量管理

focuses on analyzing an organization’s input, conversion, and output activities to increase product quality
专注于分析组织的输入、转化和输出活动，以提高产品质量

12.The Open-Systems View
12.开放系统视图

A system that takes resources for its external environment and transforms them into goods and services that are then sent back to that environment where they are bought by customers
一个系统，它为外部环境获取资源并将其转化为商品和服务，然后将其发送回客户购买的环境

从外部环境中输入各种资源，将其转化为产品或服务，然后重新将这些产品和服务返回外部环境中，供消费者购买的系统

组织对其外部环境是开放的。

Input stage 输入阶段

The organization acquires resources such as raw materials, money, and skilled workers to produce goods and services.
该组织获取原材料、资金和熟练工人等资源来生产商品和服务。

Conversion stage 转换阶段

Inputs are transformed into outputs of finished goods and services.
投入转化为成品和服务的产出。

Output stage 输出阶段

Finished goods are released to the external environment.
将成品发放到外部环境。

Closed system 封闭系统

A self-contained system that is not affected by changes in its external environment
不受外部环境变化影响的独立系统

不受外部环境变化影响的自给自足的系统

Entropy 熵变

The tendency to lose its ability to control itself and, thus, dissolve and disintegrate
失去自我控制能力的倾向，因此，溶解和瓦解

系统倾向于丧失自我控制能力，逐渐走向解体和分裂

Synergy 协同效应 1+1>2
协同效应1+1>2

The performance gains that result from the combined actions of individuals and departments
个人和部门联合行动带来的绩效提升

Possible only in an organized system
仅在有组织的系统中才有可能

因个人和部门通力协作所产生的绩效提高

Contingency Theory
权变理论

Contingency theory 权变理论

Contingency theory is the idea that the organizational structures and control systems managers choose depend on characteristics of the external environment in which the organization operates.
权变理论是组织结构和控制系统管理者根据组织运作的外部环境特征选择的想法。

“There is no one best way to organize.”
“没有一种最好的组织方式。”

Rapidly changing environments create a greater need for managers to respond quickly and effectively.
快速变化的环境使管理人员更需要快速有效地做出响应。

权变理论认为，管理者选择的组织结构和控制系统取决于组织运行的外部环境的特点。

How managers design the organizational hierarchy, choose a control system, and lead and motivate their employees is contingent on the characteristics of the organizational environment
管理者如何设计组织层次结构、选择控制系统以及领导和激励员工取决于组织环境的特点

Type of Structure
结构类型

Mechanistic structure 机械结构
机械结构 机械结构

An organizational structure in which authority is centralized, tasks and rules are clearly specified, and employees are closely supervised
集中权限、明确规定任务和规则、密切监督员工的组织结构

Most efficient in a stable environment
在稳定的环境中最高效

Organic structure 有机结构(扁平化 互联网化）
有机结构 有机结构（扁平化 互联网化）

An organizational structure in which authority is decentralized to middle and first-line managers, and tasks and roles are left ambiguous to encourage employees to cooperate and respond quickly to the unexpected
一种组织结构，其中权力下放给中一线经理，任务和角色不明确，以鼓励员工合作并快速应对意外情况

Most efficient in a rapidly changing environment
在快速变化的环境中最高效

Dynamic Capabilities Theory
动态能力理论

Dynamic Capabilities 动态能力

Organizations have the ability to build, integrate, and reconfigure processes to address rapidly changing internal and external environments.
组织能够构建、集成和重新配置流程，以应对快速变化的内部和外部环境。

These capabilities are unique to each organization
这些功能对于每个组织都是独一无二的

组织有能力构建、集成和重新配置流程，以应对快速变化的内部和外部环境。

Sensing
传感

Identifying and assessing opportunities outside the company
识别和评估公司外部的机会

Seizing
抓住

The action of mobilizing company resources to capture value for the organization
动员公司资源为组织获取价值的行动

Transforming
转化

Organization’s ability to continue making changes as needed to maintain success
组织根据需要继续做出改变以保持成功的能力

Summary and Review
总结与回顾

In this chapter we examined the evolution of management theory and research over the last century. Much of the material in the rest of this book stems from developments and refinements of this work. Indeed, the rest of this book incorporates the results of the extensive research in management that has been conducted since the development of the theories discussed here.
在本章中，我们研究了上个世纪管理理论和研究的演变。本书其余部分的大部分材料都源于这项工作的发展和完善。事实上，本书的其余部分结合了自本文讨论的理论发展以来进行的管理学广泛研究的结果。

LO2-1, 2-2 SCIENTIFIC MANAGEMENT THEORY
LO2-1、2-2 科学管理理论

The search for efficiency started with the study of how managers could improve person–task relationships to increase efficiency. The concept of job specialization and division of labor remains the basis for the design of work settings in modern organizations. New developments such as lean production and total quality management are often viewed as advances on the early scientific management principles developed by Taylor and the Gilbreths.
对效率的追求始于对管理者如何改善人与任务关系以提高效率的研究。工作专业化和劳动分工的概念仍然是现代组织工作环境设计的基础。精益生产和全面质量管理等新发展通常被视为对 Taylor 和 Gilbreths 开发的早期科学管理原则的进步。

LO2-3 ADMINISTRATIVE MANAGEMENT THEORY
LO2-3 行政管理理论

Max Weber and Henri Fayol outlined principles of bureaucracy and administration that are as relevant to managers today as they were when developed at the turn of the 20th century. Much of modern management research refines these principles to suit contemporary conditions. For example, the use of cross-departmental teams and the empowerment of workers are issues that managers also faced a century ago.
Max Weber 和 Henri Fayol 概述了官僚主义和管理原则，这些原则与今天的管理者在 20 世纪之交发展时一样相关。许多现代管理研究都对这些原则进行了改进，以适应当代情况。例如，使用跨部门团队和赋予员工权力是管理者在一个世纪前也面临的问题。

LO2-4 BEHAVIORAL MANAGEMENT THEORY
LO2-4 行为管理理论

Researchers have described many different approaches to managerial behavior, including Theories X and Y. Often the managerial behavior that researchers suggest reflects the context of their own historical eras and cultures. Mary Parker Follett advocated managerial behaviors that did not reflect accepted modes of managerial behavior at the time, and her work was largely ignored until conditions changed.
研究人员描述了许多不同的管理行为方法，包括 X 理论和 Y 理论。研究人员建议的管理行为通常反映了他们自己的历史时代和文化的背景。玛丽·帕克·福莱特 （Mary Parker Follett） 提倡的管理行为不能反映当时公认的管理行为模式，她的工作在很大程度上被忽视，直到情况发生变化。

LO2-5 MANAGEMENT SCIENCE THEORY
LO2-5 管理科学理论

The various branches of management science theory provide rigorous quantitative techniques that give managers more control over each organization’s use of resources to produce goods and services.
管理科学理论的各个分支提供了严格的定量技术，使管理者能够更好地控制每个组织对资源生产商品和服务的使用情况。

LO2-6 ORGANIZATIONAL ENVIRONMENT THEORY
LO2-6 组织环境理论

A main focus of contemporary management research is to find methods to help managers improve how they use organizational resources and compete in the global environment. The importance of studying the organization’s external environment became clear after the development of open-systems and contingency theories during the 1960s. More recent management approaches have emerged, including dynamic capabilities.
当代管理研究的一个主要重点是找到帮助管理者改进他们使用组织资源和在全球环境中竞争的方式的方法。在 1960 年代开放系统和权变理论的发展之后，研究组织的外部环境的重要性变得清晰起来。最近的管理方法已经出现，包括动态能力。

Chapter 3 Values, Attitudes, Emotions, and Culture: The Manager as a Person
第 3 章 价值观、态度、情感和文化：作为一个人的经理

Describe the various personality traits that affect how managers think, feel, and behave.
描述影响管理者思维、感受和行为方式的各种人格特征。

Explain what values and attitudes are, and describe their impact on managerial action.
解释什么是价值观和态度，并描述它们对管理行为的影响。

Appreciate how moods and emotions influence all members of an organization.
了解情绪和情绪如何影响组织的所有成员。

Describe the nature of emotional intelligence and its role in management.
描述情商的性质及其在管理中的作用。

Define organizational culture, and explain how managers both create and are influenced by organizational culture.
定义组织文化，并解释管理者如何创造组织文化并受组织文化影响。

1.Personality Traits
1.性格特征

Personality traits 个性特征

Particular tendencies to feel, think, and act in certain ways that can be used to describe the personality of every individual
以某种方式感受、思考和行为的特殊倾向，可以用来描述每个人的个性

Managers’ personalities influence their behavior and their approach to managing people and resources.
管理者的个性会影响他们的行为以及他们管理人员和资源的方法。

Their personalities account for their different approaches; research suggests that:
他们的个性解释了他们不同的方法;研究表明：

The way people react to different conditions depends, in part, on their personalities.
人们对不同情况的反应方式在一定程度上取决于他们的个性。

Personality traits may even predict job performance in certain situations.
在某些情况下，性格特征甚至可以预测工作绩效。

2.Big Five Personality Traits
2.大五人格特质

Personality traits that enhance managerial effectiveness in one situation may actually impair it in another.
在一种情况下提高管理效率的人格特征实际上可能会在另一种情况下损害它。

Tendency to experience positive emotions and moods and feel good about oneself and the rest of the world
倾向于体验积极的情绪和情绪，并对自己和世界其他人感觉良好

Managers who are high on extraversion (extraverts) tend to be sociable, affectionate, outgoing, and friendly.
外向性高的经理（外向者）往往善于交际、深情、外向和友好。

Managers who are low on extraversion (introverts) tend to be less inclined toward social interactions and to have a less positive outlook.
外向性低的管理者 （内向者）往往不太倾向于社交互动，并且前景不太乐观。

Managers who are low on extraversion may nevertheless be highly effective and efficient, especially when their jobs do not require much social interaction.
然而，低外向性的管理者可能非常有效和高效，尤其是当他们的工作不需要太多的社交互动时。

Negative affectivity 消极情感
消极情感

Tendency to experience negative emotions and moods, feel distressed, and be critical of oneself and others
倾向于经历负面情绪和情绪，感到痛苦，并对自己和他人持批评态度

Someone who is pessimistic, ready to fail
悲观，准备失败的人

Managers high in negative affectivity may often feel angry and dissatisfied and complain about their own and others’ lack of progress.
消极情感高涨的管理者可能经常感到愤怒和不满，并抱怨自己和他人缺乏进步。

Managers who are low in negative affectivity do not tend to experience many negative emotions and moods and are less pessimistic and critical of themselves and others.
消极情感低的管理者 往往不会经历很多负面情绪和情绪，也不会对自己和他人感到悲观和批评。

Managers who are low on negative affectivity do not tend to experience many negative emotions and moods and are less pessimistic and critical of themselves and others.
消极情感低的管理者往往不会经历很多负面情绪和情绪，也不会那么悲观和对自己和他人的批评。

Agreeableness 亲和力

Tendency to get along well with others
倾向于与他人相处融洽

Managers who are high on the agreeableness continuum are likable, tend to be affectionate, and care about other people.
在宜人连续体中处于较高位置的管理者 很讨人喜欢，往往很深情，并且关心他人。

Managers who are low on agreeableness may be somewhat distrustful of others, unsympathetic, uncooperative and even at times antagonistic.
宜人度低的管理者 可能对他人有些不信任、没有同情心、不合作，有时甚至是敌对的。

Conscientiousness 责任心
责任心

Tendency to be careful, scrupulous, and persevering
倾向于谨慎、谨慎和坚持不懈

Managers who are high on the conscientiousness continuum are organized and self-disciplined;
在责任心连续体上处于高度的管理者 是有组织的、自律的;

Those who are low on this trait might sometimes appear to lack direction and self-discipline.
那些缺乏这种特质的人有时可能看起来缺乏方向和自律。

Openness to experience 开放性
开放体验 开放性

Tendency to be original, have broad interests, be open to a wide range of stimuli, be daring, and take risks
倾向于原创、兴趣广泛、对各种刺激持开放态度、大胆和冒险

Managers who are high on this trait continuum may be especially likely to take risks and be innovative in their planning and decision-making. Entrepreneurs who start their own businesses are, in all likelihood, high on openness to experience.
在这个特质连续体上处于高度高度的管理者 可能特别有可能冒险，并在规划和决策中具有创新性。创业的企业家很可能对经验持高度开放态度。

Managers who are low on openness to experience may be less prone to take risks and more conservative in their planning and decision-making.
对经验持开放态度的管理者可能不太容易冒险，并且在规划和决策时更加保守。

Other Personality Traits That Affect Managerial Behavior
影响管理行为的其他性格特征

Internal locus of control 内控个性

Belief that you are responsible for your own fate
相信你要对自己的命运负责

Own actions and behaviors are major and decisive determinants of job outcomes
自己的行动和行为是工作结果的主要和决定性因素

Essential trait for managers
管理者的基本特质

Managers need an internal locus of control because they are responsible for what happens in organizations. They are responsible for ensuring that organizations and their members behave in an ethical fashion.
管理者需要一个内部控制点，因为他们对组织中发生的事情负责。他们负责确保组织及其成员的行为符合道德规范。

Managers need to know and feel they can make a difference.
管理者需要知道并感觉到他们可以有所作为。

相信自己的命运掌握在自己的手中;他们认为自己的行为和行动是工作效绩水平高低、能否得到升迁或能否获得自己心仪的工作职务的重要决定性因素

External locus of control 外控个性

The tendency to locate responsibility for one’s fate in outside forces and to believe one’s own behavior has little impact on outcomes
将自己的命运责任归咎于外部力量并相信自己的行为对结果影响不大的倾向

Wasn’t my fault!
不是我的错！

They do not think that their own actions make much of a difference.
他们认为自己的行为不会产生多大影响。

They tend not to intervene to try to change a situation or solve a problem, leaving it to someone else.
他们往往不会干预以试图改变情况或解决问题，而是将其留给其他人。

相信外部力量应该对发生在自身及周围的事情负责；他们认为自己的作为不会有什么作用

Self-esteem 自尊 （自己相信自己的能力）

The degree to which people feel good about themselves and their capabilities
人们对自己和自己的能力感觉良好的程度

High self-esteem causes a person to feel competent, deserving and capable and capable of handling most situations.
高自尊使一个人感到有能力、值得、有能力并且能够处理大多数情况。

People with low self-esteem have poor opinions of themselves and are unsure about their capabilities
自尊心低的人对自己的看法很差，对自己的能力不确定

High self-esteem is desirable for managers because it:
高自尊是管理者所期望的，因为它：

facilitates their setting and keeping high standards for themselves.
促进他们的设置并保持对自己的高标准。

pushes them ahead on difficult projects.
推动他们在困难的项目中取得进展。

gives them confidence they need to make and carry out important decisions.
让他们有信心做出和执行重要决策。

Need for achievement 成就需求

The extent to which an individual has a strong desire to perform challenging tasks well and to meet personal standards for excellence
个人在多大程度上强烈渴望出色地完成具有挑战性的任务并达到个人卓越的标准

High needs are assets for first-line and middle managers.
高需求是一线和中层管理人员的资产。

People with high need for achievement set clear goals for themselves and like to receive performance feedback.
对成就有高度需求的人为自己设定了明确的目标，并喜欢收到绩效反馈。

Need for affiliation 亲和需求

The extent to which an individual is concerned about establishing and maintaining good interpersonal relations, being liked, and having other people get along
个人关心建立和维持良好的人际关系、被喜欢和让其他人相处的程度

High levels are undesirable in managers
高水平是管理者不可取的.

High levels of need for affiliation might lead managers to try too hard to be liked by others (including subordinates) rather than doing all they can to ensure that performance is as high as it can and should be.
对隶属关系的高度需求可能会导致管理者过于努力地让其他人（包括下属）喜欢，而不是尽其所能确保绩效尽可能高。

Need for power 权力需求

The extent to which an individual desires to control or influence others
个人希望控制或影响他人的程度

High needs are important for upper-level managers
高需求对上层管理人员很重要.

Effective tools in helping managers assess employees, thereby contributing to an organization’s success
帮助管理者评估员工的有效工具，从而为组织的成功做出贡献

Myers-Briggs Type Indicator (MBTI)
迈尔斯-布里格斯类型指标 （MBTI）

Measures preferences for introversion versus extroversion, sensation versus intuition, thinking versus feeling, and judging versus perceiving.
测量内向与外向、感觉与直觉、思考与感觉以及判断与感知的偏好。

DiSC Inventory Profile
DiSC 库存概况

Behavior style is described in terms of dominance, influence, steadiness, and conscientiousness (DiSC)
行为风格是根据支配性、影响力、稳定性和责任心 （DiSC） 来描述的

4.Values, Attitudes, and Moods and Emotions
4.价值观、态度、情绪和情感

Values 价值

Describe what managers try to achieve through work and how they think they should behave
描述管理者试图通过工作实现的目标，以及他们认为自己应该如何表现

Attitudes 态度

Capture managers’ thoughts and feelings about their specific jobs and organizations
捕捉经理对其特定工作和组织的想法和感受

Moods and Emotions 情绪

Encompass how managers actually feel when they are managing
包括管理者在管理时的实际感受

Terminal values 终极价值观

A lifelong goal or objective that an individual seeks to achieve
个人寻求实现的终身目标或目的

A personal conviction about life-long goals
对终身目标的个人信念

A sense of accomplishment, equality, and self-respect
成就感、平等感和自尊心

Lead to the formation of norms
导致规范的形成

Signify what an organization and its employees are trying to accomplish
S阐明组织及其员工正在努力完成的目标

个人所确定的终身目标或目的。

Instrumental values 手段价值观

A mode of conduct that an individual seeks to follow
个人试图遵循的行为模式

A personal conviction about desired modes of conduct or ways of behaving
对理想的行为方式或行为方式的个人信念

Being hard-working, broadminded, capable
勤奋、胸怀宽广、有能力

Guide the ways in which the organization and its members achieve organizational goals
指导组织及其成员实现组织目标的方式

个人确信要遵守的处事方式或行为方式

Norms规范

Important unwritten, informal codes of conduct guiding people how to act in particular situations
重要的不成文的非正式行为准则，指导人们如何在特定情况下采取行动

Changes with environment, situation, and culture
环境、情况和文化的变化

Value system 价值体系

The terminal and instrumental values that are guiding principles in an individual’s life
作为个人生活指导原则的最终价值和工具价值

What a person is striving to achieve in life and how they want to behave
一个人在生活中努力实现的目标以及他们想要如何表现

5.Attitudes
5.态度

Job satisfaction 工作满意度

A collection of feelings and beliefs that managers have about their current jobs
经理们对当前工作的感受和信念的集合

Managers high on job satisfaction believe their jobs have many desirable features or characteristics. Managers with high satisfaction are more likely perform these “above and beyond the call of duty” behaviors.
工作满意度高的管理者认为他们的工作具有许多理想的特征或特征。满意度高的管理者更有可能执行这些“超出职责范围”的行为。

Upper managers, in general, tend to be more satisfied with their jobs than entry-level employees
一般来说，高层管理人员往往比入门级员工对自己的工作更满意

Levels of job satisfaction tend to increase as managers move up in the hierarchy in an organization. Managers who are satisfied with their jobs are less likely to quit.
随着管理者在组织中的层次结构中上升，工作满意度水平往往会提高。对工作感到满意的经理不太可能辞职。

Two reasons it is important for managers to satisfied with their jobs
管理者对自己的工作感到满意很重要的两个原因

Perform Organizational Citizenship Behaviors (OCBs)
执行组织公民行为 （OCB）

Less likely to quit, reducing management turnover
辞职可能性降低，减少管理层流失

Organizational citizenship behaviors (OCBs) 组织公民行为
组织公民行为 （OCBs） 组织公民行为

Behaviors that are not required of organizational members but that contribute to and are necessary for organizational efficiency, effectiveness, and competitive advantage
对组织成员不是必需的，但有助于组织效率、有效性和竞争优势的行为

Above and beyond the call of duty
超越职责范围

Organizational commitment 组织承诺
组织承诺

The collection of feelings and beliefs that managers have about their organization as a whole
管理者对其组织作为一个整体的感受和信念的集合

Managers who are committed:
承诺的经理：

6.Moods and Emotions
6.情绪和情绪

Mood 情绪 偏好 非理性
Mood 情绪偏好 非理性

A mood is a feeling or state of mind.
心情是一种感觉或心理状态。

Positive moods provide excitement, elation, and enthusiasm.
积极的情绪会带来兴奋、欣喜和热情。

Negative moods lead to fear, distress, and nervousness.
消极情绪会导致恐惧、痛苦和紧张。

Emotions 情感

Intense, relatively short-lived feelings
强烈、相对短暂的感觉

Often directly linked to whatever caused the emotion, and are more short-lived
通常与引起情绪的因素直接相关，并且更短暂

Once whatever has triggered the emotion has been dealt with, the feelings may linger in the form of a less intense mood.
一旦触发情绪的任何事情都得到了处理，这些情绪可能会以不那么强烈的情绪的形式挥之不去。

Research has found that moods and emotions affect the behavior of managers and all members of an organization.
研究发现，情绪和情绪会影响管理者和组织所有成员的行为。

Subordinates of managers who experience positive moods at work may perform at somewhat higher levels and be less likely to resign and leave the organization.
在工作中情绪积极的经理的下属可能会表现得更高一些，并且不太可能辞职和离开组织。

Under certain conditions creativity might be
在某些条件下，创造力可能是
enhanced by positive moods
积极情绪增强.

7.Emotional Intelligence
7.情商

Emotional intelligence 情商
情商

It is the ability to understand and manage one’s own moods and emotions and the moods and emotions of other people.
它是理解和管理自己的情绪和情绪以及其他人的情绪和情绪的能力。

It helps managers carry out their interpersonal roles of figurehead, leader, and liaison.
它帮助管理者履行他们的人际角色，如傀儡、领导者和联络人。

Managers with a high level of emotional intelligence are more:
情商高的管理者更多：

likely to understand how they are feeling
可能理解他们的感受

Able to effectively manage their feelings so that they do not get in the way of effective decision making.
能够有效地管理他们的情绪，以免妨碍有效的决策。

Managing and reading emotions is important globally; it varies by culture.
管理和阅读情绪在全球范围内都很重要;它因文化而异。



Organizational Culture
组织文化

Organizational Culture 组织文化

The shared set of beliefs, expectations, values, norms, and work routines that influence how individuals, groups, and teams interact with one another and cooperate to achieve organizational goals.
一组共同的信念、期望、价值观、规范和工作程序，影响个人、团体和团队如何相互互动和合作以实现组织目标。

When organizational members share an intense commitment to cultural values, beliefs, and routines a strong organizational culture exists
当组织成员对文化价值观、信仰和日常事务有着强烈的承诺时，就会存在强大的组织文化

When members are not committed to a shared set of values, beliefs, and routines, organizational culture is weak
当成员不致力于一套共同的价值观、信仰和常规时，组织文化就会很脆弱

Example - Patagonia
示例 - Patagonia

Build the best product, cause no unnecessary harm, use business to inspire and implement solutions to the environmental crisis
打造最好的产品，不造成不必要的伤害，利用企业来激发和实施环境危机的解决方案
- Patagonia’s mission statement
- 巴塔哥尼亚的使命宣言

Patagonia donates time, services and 1% of sales to hundreds of environmental groups
Patagonia 向数百个环保组织捐赠时间、服务和 1% 的销售额

Employees are encourage to take paid sabbaticals to work with a cause they are passionate about organization culture
鼓励员工带薪休假，为他们热爱组织文化的事业工作

Attraction-selection-attrition framework 吸引-选择-减员 结构

A model that explains how personality may influence organizational culture
解释性格如何影响组织文化的模型

As a result of these attraction, selection, and attrition processes, people in the organization tend to have similar personalities, and the dominant personality profile of organizational members shapes organizational culture.
由于这些吸引、选择和流失过程，组织中的人往往具有相似的性格，而组织成员的主导性格特征塑造了组织文化。

Founders of firms tend to hire employees whose personalities are similar to their own, which may or may not benefit the organization over the long-term.
公司的创始人倾向于雇用性格与自己相似的员工，从长远来看，这可能会也可能不会使组织受益。

9.The Role of Values and Norms in Organizational Culture
9.价值观和规范在组织文化中的作用

Shared terminal and instrumental values play a particularly important role in organizational culture.
共同的终端和工具价值在组织文化中起着特别重要的作用。

Terminal values
终端值

Signify what an organization and its employees are trying to accomplish
表示组织及其员工正在努力实现的目标

and its employees are trying to accomplish, and instrumental values guide how the organization and its members achieve organizational goals.
它的员工正在努力完成，而工具性价值观指导着组织及其成员如何实现组织目标。

Instrumental values
工具值

Guide how the organization and its members achieve organizational goals
指导组织及其成员如何实现组织目标

In addition to values, shared norms also are a key aspect of organizational culture.
除了价值观之外，共同规范也是组织文化的一个关键方面。

Values of the founder
创始人的价值观

Terminal and instrumental values influence the values, norms, and standards of behavior.
终端和工具价值影响着价值观、规范和行为标准。

A founder’s personal values can affect an organization’s competitive advantage.
创始人的个人价值观会影响组织的竞争优势。

Managers determine and shape organizational culture through the kinds of values and norms they promote in an organization.
管理者通过他们在组织中推广的各种价值观和规范来决定和塑造组织文化。

10.Socialization
10.社会化

Organizational socialization 组织社会化
组织社会化

Process by which newcomers learn an organization’s values and norms and acquire the work behaviors necessary to perform jobs effectively
新人学习组织的价值观和规范并获得有效执行工作所需的工作行为的过程

As a result of their socialization experiences, organizational members internalize an organization’s values and norms and behave in accordance with them not only because they think they have to but because they think these values and norms describe the right and proper way to behave
由于他们的社会化经历，组织成员将组织的价值观和规范内化，并按照它们行事，不仅因为他们认为他们必须这样做，还因为他们认为这些价值观和规范描述了正确和适当的行为方式

Ceremonies and Rites
仪式和仪式

Ceremonies and rites 仪式
仪式和仪式

Formal events that recognize incidents of importance to the organization as a whole and to specific employees
承认对整个组织和特定员工具有重要意义的事件的正式活动

Rites of passage 过渡仪式

How individuals enter, advance within, or leave the organization
个人如何进入组织、在组织内晋升或离开组织

Rites of integration 融合仪式 （春游）

Shared announcements of organization successes, build and reinforce common bonds among organizational members
共享组织成功公告，建立和加强组织成员之间的共同纽带

Rites of enhancement 表彰仪式（升职）

Allow organizations to publicly recognize and reward employees’ contributions, and thus strengthen their commitment to organizational values
允许组织公开认可和奖励员工的贡献，从而加强他们对组织价值观的承诺

12.Stories and Language
12.故事与语言

Stories and language 故事和语言

Communicate organizational culture
传达组织文化

Reveal behaviors that are valued by the organization
揭示组织重视的行为

Include how people dress, the offices they occupy, the cars they drive, and the degree of formality they use when they address one another
包括人们的着装、他们占据的办公室、他们驾驶的汽车以及他们彼此交谈时使用的礼节程度

13.Culture and Managerial Action
13.文化与管理行动

Culture influences how managers perform their four main functions:
文化影响管理者如何履行其四项主要职能：

Planning
规划

Innovative culture: flexible approach to planning
创新文化：灵活的规划方法

Conservative culture: formal top down planning
保守文化：正式的自上而下的规划

Organizing
组织

Innovative culture: organic structure/decentralized
创新文化：有机结构/分散式

Conservative culture: well-defined hierarchy of authority
保守文化：明确的权威等级制度

Leading
主导

Innovative culture: managers lead by example and take risks
创新文化：管理者以身作则，勇于担当

Conservative culture: managers constantly monitor progress toward goals
保守的文化：管理者不断监控实现目标的进展

Controlling
控制

Innovative culture: managers promote flexibility and taking initiatives
创新文化：管理者提倡灵活性和主动性

Conservative culture: managers emphasize caution and maintenance of status quo
保守文化：管理者强调谨慎和维持现状

Summary and Review
总结与回顾

LO3-1 ENDURING CHARACTERISTICS: PERSONALITY TRAITS
LO3-1 持久特征：人格特质

Personality traits are enduring tendencies to feel, think, and act in certain ways. The Big Five general traits are extraversion, negative affectivity, agreeableness, conscientiousness, and openness to experience. Other personality traits that affect managerial behavior include locus of control, self-esteem, and the needs for achievement, affiliation, and power. Several other personality assessments can be effective in helping managers and individuals identify positive and negative behaviors in themselves and others. These include the Myers-Briggs Type Indicator (MBTI) and the DiSC Inventory Profile.
人格特质是以某种方式感受、思考和行为的持久倾向。五大一般特征是外向性、消极情感、宜人性、责任心和对经验的开放性。影响管理行为的其他人格特征包括控制点、自尊以及对成就、归属和权力的需求。其他几种性格评估可以有效地帮助管理者和个人识别自己和他人的积极和消极行为。其中包括 Myers-Briggs 类型指标 （MBTI） 和 DiSC 库存概况。

LO3-2, 3-3, 3-4 VALUES, ATTITUDES, AND MOODS AND EMOTIONS
LO3-2、3-3、3-4 价值观、态度、情绪和情绪

A terminal value is a personal conviction about lifelong goals or objectives; an instrumental value is a personal conviction about modes of conduct. Terminal and instrumental values have an impact on what managers try to achieve in their organizations and the kinds of behaviors they engage in. An attitude is a collection of feelings and beliefs. Two attitudes important for understanding managerial behaviors include job satisfaction (the collection of feelings and beliefs that managers have about their jobs) and organizational commitment (the collection of feelings and beliefs that managers have about their organizations). A mood is a feeling or state of mind; emotions are intense feelings that are short-lived and directly linked to their causes. Managers’ moods and emotions, or how they feel at work on a day-to-day basis, have the potential to impact not only their own behavior and effectiveness but also those of their subordinates. Emotional intelligence is the ability to understand and manage one’s own and other people’s moods and emotions.
最终价值是个人对终身目标或目的的信念;工具价值是个人对行为模式的信念。终端和工具价值会影响管理者在组织中试图实现的目标以及他们从事的行为类型。态度是情感和信念的集合。理解管理行为的两种重要态度包括工作满意度（管理者对工作的感受和信念的集合）和组织承诺（管理者对组织的感受和信念的集合）。情绪是一种感觉或心理状态;情绪是短暂的强烈感受，与其原因直接相关。管理者的情绪和情绪，或者他们在工作中的感受，不仅有可能影响他们自己的行为和效率，还可能影响下属的行为和效率。情商是理解和管理自己和他人的情绪和情绪的能力。

LO3-5 ORGANIZATIONAL CULTURE
LO3-5 组织文化

Organizational culture is the shared set of beliefs, expectations, values, norms, and work routines that influence how members of an organization relate to one another and work together to achieve organizational goals. Founders of new organizations and managers play an important role in creating and maintaining organizational culture. Organizational socialization is the process by which newcomers learn an organization’s values and norms and acquire the work behaviors necessary to perform jobs effectively.
组织文化是一组共同的信念、期望、价值观、规范和工作程序，它们影响着组织成员之间的相互关系以及如何共同努力实现组织目标。新组织的创始人和管理者在创造和维护组织文化方面发挥着重要作用。组织社会化是新人学习组织的价值观和规范并获得有效执行工作所需的工作行为的过程。

Chapter 4 Ethics and Social Responsibility
第 4 章 道德与社会责任

Explain the relationship between ethics and the law.
解释道德与法律之间的关系。

Differentiate between the claims of the different stakeholder groups affected by managers and their companies’ actions.
区分受管理者及其公司行为影响的不同利益相关者群体的索赔。

Describe four rules that can help companies and their managers act in ethical ways.
描述可以帮助公司及其管理者以合乎道德的方式行事的四条规则。

Discuss why it is important for managers to behave ethically.
讨论为什么管理者的行为合乎道德很重要。

Identify the four main sources of managerial ethics.
确定管理道德的四个主要来源。

Distinguish among the four main approaches toward social responsibility that a company can take.
区分公司可以采取的四种主要社会责任方法。

The Nature of Ethics
道德的本质

Ethical dilemma 伦理困境
伦理困境

The quandary people find themselves in when they have to decide if they should act in a way that might help another person or group even though doing so might go against their own self-interest
当人们不得不决定是否应该以可能帮助他人或群体的方式行事时，他们会发现自己陷入了困境，即使这样做可能会违背他们自己的利益

Ethics 伦理

The inner guiding moral principles, values, and beliefs that people use to analyze or interpret a situation and then decide what is the right or appropriate way to behave
人们用来分析或解释情况，然后决定什么是正确或适当的行为方式的内在指导道德原则、价值观和信仰

Dealing with Ethical Issues
处理道德问题

There are no absolute or indisputable rules or principles that can be developed to decide if an action is ethical or unethical.
没有绝对或无可争辩的规则或原则可以制定来决定一项行为是道德的还是不道德的。

Neither laws nor ethics are fixed principles.
法律和道德都不是固定的原则。

Ethical beliefs lead to the development of laws and regulations to prevent certain behaviors or encourage others.
道德信念导致法律和法规的发展，以防止某些行为或鼓励其他行为。

3.Stakeholders and Ethics
3.利益相关者和道德

Stakeholders 利益相关者
利益相关者

The people and groups that supply a company with its productive resources and so have a claim on and stake in the company
为公司提供生产资源并因此在公司中拥有所有权和股份的个人和团体

Types of Company Stakeholders
公司利益相关者的类型

4.Stockholders(股东）
4.股东

Want to ensure that managers are behaving ethically and not risking investors’ capital by engaging in actions that could hurt the company’s reputation
希望确保经理的行为符合道德规范，并且不会通过从事可能损害公司声誉的行为来冒着投资者资本的风险

Want to maximize their return on investment
希望最大限度地提高他们的投资回报

Stockholders have a claim on a company because when they buy its stock, they become its owners.
股东对公司有索赔权，因为当他们购买公司的股票时，他们就成为公司的所有者。

5.Managers
5.经理

Responsible for using a company’s financial capital and human resources to increase its performance
负责使用公司的财务资本和人力资源来提高其 绩效

Have the right to expect a good return or reward by investing their human capital to improve a company’s performance
有权通过投资人力资本来提高公司绩效，从而期望获得良好的回报或回报

Frequently juggle multiple interests
经常兼顾多种利益

Layoffs of employees to reduce costs and benefit stockholders
员工休假以降低成本并使股东受益

One problem has been that in many companies, corrupt managers focus not on building the company’s capital and stockholder’s wealth but on maximizing their own personal capital and wealth.
一个问题是，在许多公司中，腐败的经理们并不专注于建立公司的资本和股东财富，而是专注于最大化他们自己的个人资本和财富。

6.Ethics and Nonprofit Organizations
6.道德与非营利组织

Laws governing disclosure are far weaker for non-profits.
对于非营利组织来说，管理信息披露的法律要弱得多。

Unlike for-profit companies, which are required by law to provide detailed reports of their operations to their shareholders, nonprofits do not have shareholders, so the laws governing disclosure are far weaker.
与法律要求向股东提供详细运营报告的营利性公司不同，非营利组织没有股东，因此管理披露的法律要弱得多。

New laws would subject nonprofits to strict Sarbanes-Oxley-type regulations that force the disclosure of issues related to managerial compensation and financial integrity.
新法律将使非营利组织受到严格的萨班斯-奥克斯利法案式法规的约束，这些法规强制披露与管理薪酬和财务诚信相关的问题。

Experts hope that the introduction of new rules and regulations to monitor and oversee how nonprofits spend their funds will result in much more value being created from the funds given by donors.
专家希望，引入新的规则和法规来监控和监督非营利组织如何使用他们的资金，这将使捐助者提供的资金创造更多价值。

7.Employees
7.员工人数

Employees expect to receive rewards consistent with their performance.
员工希望获得 与其绩效一致的奖励。

Companies can act ethically toward employees by creating an occupational structure that fairly and equitably rewards employees for their contributions.
公司可以通过创建一个公平公正地奖励员工贡献的职业结构来以合乎道德的方式对待员工。

8.Suppliers and Distributors
8.供应商和分销商

Suppliers 供应商
供应商

Expect to be paid fairly and promptly for their inputs.
期望他们的投入得到公平和及时的报酬。

Raw materials, component parts
原材料、零部件

Distributors 分销商

Expect to receive quality products at agreed-upon prices.
期望以商定的价格收到优质产品。

Wholesalers and retailers
批发商和零售商

Many ethical issues arise in how companies contract and interact with their suppliers and distributors.
公司如何与供应商和分销商签订合同并与之互动时会出现许多道德问题。

Important issues concerning product quality and safety specifications are governed by the contracts a company signs with its suppliers and distributors.
有关产品质量和安全规范的重要问题由公司与其供应商和分销商签订的合同管辖。

However, many problems can arise.
但是，可能会出现许多问题。

Some Principles from the Gap’s Code of Vendor Conduct
Gap 供应商行为准则中的一些原则

Customers
客户

Most critical stakeholder
最关键的利益相关者

Company must work to increase efficiency and effectiveness in order to create loyal customers and attract new ones.
公司必须努力提高效率和有效性，以培养忠诚的客户并吸引新客户。

10.Community, Society, and Nation
10.社区、社会和国家

Community 团体/社区
社区团体/社区

Physical locations like towns or cities in which companies are located
物理位置，例如公司所在的城镇

Provides a company with the physical and social infrastructure that allows it to operate
为公司提供允许其运营的物理和社会基础设施

A company contributes to the economy of the town or region through salaries, wages, and taxes.
公司通过薪水、工资和税收为城镇或地区的经济做出贡献。

11.Four Ethical Rules
11.四大道德准则

Utilitarian Rule 功利原则（效用最大化）收入>损失
功利原则（效用最大化）收入>损失

Decision that produces the greatest good for the greatest number
为大多数人带来最大利益的决定

How do you measure the benefits and harms that will be done to each stakeholder group?
您如何衡量将对每个利益相关者群体造成的益处和危害？

How do you evaluate the rights and importance of each group?
您如何评估每个群体的权利和重要性？

一个合乎道德的决定应该为大多数人带来最大利益

Moral Rights rule 权利原则

Decision that best maintains and protects the fundamental or inalienable rights and privileges of the people affected by it
最能维护和保护受其影响的人们的基本或不可剥夺的权利和特权的决定

道德决定应该维护和保护人民的基本权利和特权

Justice rule 公正原则

Decision that distributes benefits and harms among people and groups in a fair, equitable, or impartial way
以公平、公正或公正的方式在人员和群体之间分配利益和伤害的决策

一个道德的决定应该在人们中以公平公正的方式分配利益和伤害

Practical rule 实践原则

Decision that a manager has no hesitation about communicating to people outside the company because the typical person would think it is acceptable
决定经理毫不犹豫地与公司外部的人沟通，因为典型的人会认为这是可以接受的

道德决策应该是一个经理毫不犹豫地向公司以外的人沟通的决策，因为典型人物是认为可以接受的

Practical Decision Model
实用决策模型

Does my decision fall within the acceptable standards that apply in business today?
我的决定是否符合 当今商业适用的可接受标准？

Am I willing to see the decision communicated to all people and groups affected by it?
我是否愿意看到该决定传达给 受其影响的所有人和群体？

Would the people with whom I have a significant personal relationship approve of the decision?
与我有重要私人关系的人会赞成这个决定吗？

12.Why Should Managers Behave Ethically?
12.为什么管理者应该道德行事？

The relentless pursuit of self-interest can lead to a collective disaster when one or more people start to profit from being unethical, because this encourages other people to act in the same way.
当一个或多个人开始从不道德的行为中获利时，对自身利益的不懈追求可能会导致集体灾难，因为这会鼓励其他人以同样的方式行事。

Unethical behavior destroys the trust between a company and its customers, suppliers and distributors.
不道德的行为会破坏公司与其客户、供应商和分销商之间的信任。

More and more people jump on the bandwagon, and soon everybody is trying to manipulate the situation to serve their personal ends with no regard for the effects of their actions on others. This situation is known as the “tragedy of the commons.”
越来越多的人加入这股潮流，很快每个人都在试图操纵局势以达到他们的个人目的，而不考虑他们的行为对他人的影响。这种情况被称为“公地悲剧”。

Some Effects of Ethical and Unethical Behavior
道德和不道德行为的一些影响

13.Trust and Reputation
13.信任和声誉

Trust 信用

The willingness of one person or group to have faith or confidence in the goodwill of another person, even though this puts them at risk
一个人或团体愿意对另一个人的善意有信仰或信心，即使这会使他们处于危险之中

Over time, as greater trust between stakeholders develops, they can work together more efficiently and effectively, which raises company performance
随着时间的推移，随着利益相关者之间信任的增强，他们可以更高效地合作，从而提高公司绩效

Reputation 名声
声誉名声

Esteem or high repute that individuals or organizations gain when they behave ethically
个人或组织在行为符合道德规范时获得的尊重或崇高声誉

All stakeholders have reputations to lose.
所有利益相关者都有可能失去声誉。

Suppliers who provide shoddy inputs find that organizations learn over time not to deal with them, and eventually they go out of business.
提供劣质输入的供应商发现，随着时间的推移，组织学会了不与他们打交道，最终他们倒闭了。

1.Powerful customers who demand ridiculously low prices find that their suppliers become less willing to deal with them, and resources ultimately become harder for them to obtain.
1.要求低得离谱价格的强大客户发现他们的供应商变得不愿意与他们打交道，资源最终对他们来说变得更加难以获得。

2.Workers who shirk responsibilities on the job find it hard to get new jobs when they are fired.
2.在工作中推卸责任的工人被解雇后很难找到新工作。

14.Sources of Ethics
14.道德的来源

Societal Ethics 社会伦理

Societal ethics are standards that govern how members of a society should deal with one another in matters involving issues such as fairness, justice, poverty, and the rights of the individual
社会道德是管理社会成员在涉及公平、正义、贫困和个人权利等问题上应如何相互处理的标准

People behave ethically because they have internalized certain values, beliefs, and norms.
人们的行为合乎道德，因为他们已经内化了某些价值观、信仰和规范。

Societal ethics emanate from a society’s laws, customs, and practices and from the unwritten values and norms that influence how people interact with each other
社会道德源于社会的法律、习俗和做法，以及影响人们彼此互动方式的不成文价值观和规范

规范社会成员在涉及公平公正、贫困和个人权利的问题时。应该如何相互处理的准则

Occupational Ethics 职业伦理

Standards that govern how members of a profession, trade, or craft should conduct themselves when performing work-related activities
管理专业、行业或手艺成员在进行与工作相关的活动时应如何行事的标准

Medical and legal ethics
医学和法律道德

Within an organization, occupational rules and norms often govern how employees should make decisions to further stakeholder interests.
在组织内部，职业规则和规范通常支配着员工应如何做出决策以促进利益相关者的利益。

Employees internalize the rules and norms of their occupational group and often follow them automatically when deciding how to behave.
员工将他们职业群体的规则和规范内化，并在决定如何行为时自动遵循它们。

管理职业、行为或工艺成员在执行与工作相关活动时，应该如何行为的标准

Some Failures in Professional Ethics
职业道德中的一些失败

For manufacturing and materials management managers:
对于制造和材料管理经理：

Releasing products that are not of a consistent quality because of defective inputs
发布因输入有缺陷而质量不一致的产品

Producing product batches that may be dangerous or defective and harm customers
生产可能具有危险性或缺陷并损害买家的商品批次

Compromising workplace health and safety to reduce costs (for example, to maximize output, employees are not given adequate training to maintain and service machinery and equipment)
牺牲工作场所的健康和安全以降低成本（例如，为了最大限度地提高产量，员工没有得到足够的培训来维护和维修机器和设备） 

For sales and marketing managers:
对于销售和营销经理：

Knowingly making unsubstantiated product claims
故意做出未经证实的商品声明

Engaging in sales campaigns that use covert persuasive or subliminal advertising to create customer need for the product
参与使用隐蔽说服或潜意识广告来创造顾客对商品需求的销售活动

Marketing to target groups such as the elderly, minorities, or children to build demand for a product
向老年人、少数族裔或儿童等目标群体进行营销，以建立对商品的需求

Sponsoring ongoing campaigns of unsolicited junk mail, spam, door-to-door, or telephone selling
赞助正在进行的未经请求的垃圾邮件、垃圾邮件、挨家挨户或电话销售活动 

For accounting and finance managers:
对于会计和财务经理：

Engaging in misleading financial analysis involving creative accounting or “cooking the books” to hide salient facts
参与涉及创造性会计的误导性财务分析或“编造账目”以隐藏突出事实

Authorizing excessive expenses and perks to managers, customers, and suppliers
授权经理、客户和供应商支付过多的费用和津贴

Hiding the level and amount of top management and director compensation
隐藏高层管理人员和董事薪酬的水平和金额 

For human resource managers:
对于人力资源经理：

Failing to act fairly, objectively, and in a consistent manner toward different employees or kinds of employees because of personal factors such as personality and beliefs
由于性格和信仰等个人因素，未能公平、客观、一致地对待不同的员工或员工类型

Excessively encroaching on employee privacy through non-job-related surveillance or personality, ability, and drug testing
通过与工作无关的监视或性格、能力和药物测试过度侵犯员工隐私

Failing to respond to employee observations and concerns surrounding health and safety violations, hostile workplace issues, or inappropriate or even illegal behavior by managers or employees
未能回应员工对违反健康和安全行为、敌对工作场所问题或经理或员工不当甚至非法行为的观察和担忧

Individual Ethics个人伦理
Individual Ethics 个人伦理

Personal standards and values that determine how people view their responsibilities to other people and groups
个人标准和价值观，决定了人们如何看待他们对他人和群体的责任

How they should act in situations when their own self-interests are at stake
当自身利益受到威胁时，他们应该如何行动

个人的标准和价值观决定人们如何看待自己对他人的责任以及在自身利益受到危险的情况下，应如何行动

Organizational Ethics 组织伦理

Guiding practices and beliefs through which a particular company and its managers view their responsibility toward their stakeholders
指导特定公司及其管理者看待他们对利益相关者的责任的实践和信念

Top managers are especially important in shaping the organization’s code of ethics
高层管理人员在制定组织的道德准则方面尤为重要

指导性的实践和信念，通过这些实践和信念，一个特定的公司及其管理者可以看到他们对利益相关者的责任

15.Social Responsibility
15.社会责任

Social Responsibility 社会责任
社会责任 Social Responsibility 社会责任

The way a company’s managers and employees view their duty or obligation to make decisions that protect, enhance, and promote the welfare and well-being of stakeholders and society as a whole
公司的经理和员工如何看待他们有责任或义务做出保护、增强和促进利益相关者和整个社会的福利和福祉的决策

Forms of Socially Responsible Behavior
社会责任行为的形式

Managers are being socially responsible and showing their support for their stakeholders when they:
管理者具有社会责任感，并通过以下方式表达对利益相关者的支持：

Provide severance payments to help laid-off workers make ends meet until they can find another job.
提供遣散费，帮助下岗工人维持生计，直到他们找到另一份工作。

Give workers opportunities to enhance their skills and acquire additional education so they can remain productive and do not become obsolete because of changes in technology.
为员工提供提高技能并获得额外教育的机会，以便他们能够保持生产力，并且不会因技术变化而过时。

Allow employees to take time off when they need to and provide health care and pension benefits for employees.
允许员工在需要时休假，并为员工提供医疗保健和养老金福利。

Contribute to charities or support various civic-minded activities in the cities or towns in which they are located (Target and Levi Strauss both contribute 5 percent of their profits to support schools, charities, the arts, and other good works).
为慈善机构捐款或支持其所在城市或城镇的各种公民活动（Target 和 Levi Strauss 均将其利润的 5% 用于支持学校、慈善机构、艺术和其他公益事业）。

Decide to keep open a factory whose closure would devastate the local community.
决定继续开放一家工厂，如果工厂关闭，将对当地社区造成毁灭性打击。

Decide to keep a company’s operations in the United States to protect the jobs of American workers rather than move abroad.
决定将公司的运营留在美国以保护美国工人的工作，而不是搬到国外。

Decide to spend money to improve a new factory so it will not pollute the environment.
决定花钱改善新工厂，这样它就不会污染环境。

Decline to invest in countries that have poor human rights records.
拒绝投资于人权记录不佳的国家。

Choose to help poor countries develop an economic base to improve living standards.
选择帮助贫穷国家发展经济基础以提高生活水平。

16.Approaches to Social Responsibility
16.社会责任的应对措施

Obstructionist approach 障碍物接近

Companies and their managers choose not to behave in a socially responsible way and
公司及其管理者选择不以对社会负责的方式行事，并且
instead, behave unethically and illegally.
相反，行为不道德和非法。

Instead, they behave unethically and often illegally and do all they can to prevent knowledge of their behavior from reaching other organizational stakeholders and society at large.
相反，他们的行为不道德，而且往往是非法的，并尽其所能阻止其他组织利益相关者和整个社会了解他们的行为。

公司及其管理者不选择以对社会负责的方式行事，而是以不道德和非法的方式行事

Defensive approach 防御方法

Companies and their managers behave ethically to the degree that they stay within the law and strictly abide by legal requirements.
公司及其管理者的行为符合道德规范，遵守法律并严格遵守法律要求。

A defensive approach indicates at least some commitment to ethical behavior.
防御性方法表明至少对道德行为有一定的承诺。

Defensive companies and managers stay within the law and abide strictly by legal requirements, but they make no attempt to exercise social responsibility beyond what the law dictates; thus they can and often do act unethically.
防御性公司和管理者遵守法律并严格遵守法律要求，但他们不会试图超出法律规定范围地履行社会责任;因此，他们可以而且经常做出不道德的行为。

公司及其管理者的道德行为应符合法律规定并严格遵守法律规定要求

Accommodative approach 合适方法

Companies and their managers behave legally and ethically and try to balance the interests of different stakeholders as the need arises.
公司及其管理者遵守法律和道德行为，并在需要时尝试平衡不同利益相关者的利益。

Managers make choices that are reasonable in the eyes of society and want to do the right thing.
管理者做出社会眼中合理的选择，并希望做正确的事情。

An accommodative approach acknowledges the need to support social responsibility.
宽松的方法承认需要支持社会责任。

公司及其管理者在法律或者道德上行事，并在需要时努力平衡不同利益相关者的利益

Proactive approach 积极主动的方法

Companies and their managers actively embrace socially responsible behavior, going out of their way to learn about the needs of different stakeholder groups and using organizational resources to promote the interests of all stakeholders
公司及其管理者积极接受社会责任行为，不遗余力地了解不同利益相关者群体的需求，并利用组织资源来促进所有利益相关者的利益

公司及其管理者积极接受社会责任行为，特意了解不同利益相关者群体需求，并利用组织资源促进所有利益相关者的利益

17.Why Be Socially Responsible?
17.为什么要有社会责任感？

Demonstrating its social responsibility helps a company build a good reputation
展示社会责任有助于公司建立良好声誉.

If all companies in a society act socially, the quality of life as a whole increases.
如果一个社会中的所有公司都以社会化的方式行事，那么整体生活质量就会提高。

18.Role of Organizational Culture
18.组织文化的作用

Ethical values and norms help organizational members:
道德价值观和规范有助于组织成员：

Resist self-interested action
抵制自私自利的行为.

Realize they are part of something bigger than themselves.
意识到他们是 比自己更大的事物的一部分。

Johnson & Johnson Credo
强生信条

19.Ethics Ombudsman(道德监督员）
19.道德监督员

Responsible for communicating ethical standards to all employees
负责向 所有员工传达道德标准

Designing systems to monitor employees conformity to those standards
设计系统来监控员工是否遵守这些标准

Teaching managers and employees at all levels of the organization how to appropriately respond to ethical dilemmas
教导组织各级管理人员和员工如何适当应对道德困境

一名经理负责向所有员工传达和传授道德标准，并监督他们是否符合这些标准。

Summary and Reviews
总结和评论

LO4-1 THE NATURE OF ETHICS
LO4-1 伦理学的本质

Ethical issues are central to how companies and their managers make decisions, and they affect not only the efficiency and effectiveness of company operations but also the prosperity of the nation. The result of ethical behavior is a general increase in company performance and in a nation’s standard of living, well- being, and wealth. An ethical dilemma is the quandary people find themselves in when they have to decide if they should act in a way that might help another person or group and is the right thing to do, even though it might go against their own self-interest. Ethics are the inner guiding moral principles, values, and beliefs that people use to analyze or interpret a situation and then decide what is the right or appropriate way to behave. Ethical beliefs alter and change as time passes, and as they do so, laws change to reflect the changing ethical beliefs of a society.
道德问题是公司及其管理者如何做出决策的核心，它们不仅影响公司运营的效率和有效性，还影响国家的繁荣。道德行为的结果是公司绩效的普遍提高，以及一个国家的生活水平、福祉和财富的普遍提高。道德困境是人们发现自己陷入的困境，当他们必须决定他们是否应该以可能帮助另一个人或团体的方式行事并且是正确的做法时，即使这可能违背他们自己的利益。道德是人们用来分析或解释情况，然后决定什么是正确或适当的行为方式的内在指导道德原则、价值观和信念。道德信念会随着时间的推移而变化和变化，而随着时间的流逝，法律也会发生变化，以反映社会不断变化的道德信念。

LO4-2, 4-4 STAKEHOLDERS AND ETHICS
LO4-2、4-4 利益相关者和道德规范

Stakeholders are people and groups who have a claim on and a stake in a company. The main stakeholder groups are stockholders, managers, employees, suppliers and distributors, customers, and the community, society, and nation. Companies and their managers need to make ethical business decisions that promote the well-being of their stakeholders and avoid doing them harm.
利益相关者是对公司有索赔权和股份的个人和组。主要利益相关者群体是股东、经理、员工、供应商和分销商、客户以及社区、社会和国家。公司及其管理者需要做出合乎道德的商业决策，以促进利益相关者的福祉并避免对他们造成伤害。

LO4-3, 4-5 ETHICS AND DECISION MAKING
LO4-3， 4-5 道德与决策

To determine whether a business decision is ethical, managers can use four ethical rules to analyze it: the utilitarian, moral rights, justice, and practical rules. Managers should behave ethically because this avoids the tragedy of the commons and results in a general increase in efficiency, effectiveness, and company performance. The main determinants of differences in a manager’s, company’s, and country’s business ethics are societal, occupational, individual, and organizational.
为了确定商业决策是否合乎道德，管理者可以使用四个道德规则来分析它：功利、道德权利、正义和实用规则。管理者的行为应该合乎道德，因为这可以避免公地悲剧，并导致效率、有效性和公司绩效的普遍提高。经理、公司和国家商业道德差异的主要决定因素是社会、职业、个人和组织。

LO4-6 ETHICS AND SOCIAL RESPONSIBILITY
LO4-6 道德与社会责任

A company’s stance on social responsibility is the way its managers and employees view their duty or obligation to make decisions that protect, enhance, and promote the welfare and well-being of stakeholders and society as a whole. There are four main approaches to social responsibility: obstructionist, defensive, accommodative, and proactive. The rewards from behaving in a socially responsible way are a good reputation, the support of all organizational stakeholders, and thus superior company performance.
公司对社会责任的立场是其经理和员工如何看待他们有责任或义务做出保护、增强和促进利益相关者和整个社会的福利和福祉的决策。社会责任主要有四种方法：阻碍、防御、包容和主动。以对社会负责的方式行事的回报是良好的声誉、所有组织利益相关者的支持，从而获得卓越的公司绩效。

Chapter 5 Managing Diverse Employees in a Multicultural Environment
第 5 章 在多元文化环境中管理多元化的员工

Discuss the increasing diversity of the workforce and the organizational environment.
讨论员工队伍和组织环境的日益多样化。

Explain the central role that managers play in the effective management of diversity.
解释管理者在有效管理多元化方面发挥的核心作用。

Explain why the effective management of diversity is both an ethical and a business imperative.
解释为什么有效管理多元化既是道德上的当务之急，也是商业上的当务之急。

Discuss how perception and the use of schemas can result in unfair treatment.
讨论感知和图式的使用如何导致不公平的待遇。

List the steps managers can take to manage diversity effectively.
列出管理者可以采取哪些步骤来有效管理多元化。

Identify the two major forms of sexual harassment and how they can be eliminated.
确定性骚扰的两种主要形式以及如何消除它们。

1.The Increasing Diversity of the Workforce and the Environment
1.劳动力和环境的日益多样化

Diversity 多样性
多样性 多样性

Dissimilarities or differences among people due to age, gender, race, ethnicity, religion, sexual orientation, socioeconomic background, education, experience, physical appearance, capabilities and disabilities, and any other characteristic that is used to distinguish between people
由于性别、种族、民族、宗教、性取向、社会经济背景、教育程度、经验、外貌、能力和残疾以及任何其他用于区分人的特征而导致的人与人之间的差异或差异

Sources of Diversity in the Workplace
工作场所多样性的来源

Glass ceiling 玻璃天花板
玻璃天花板 玻璃天花板

The federal Glass Ceiling Commission Report indicated that African Americans have the hardest time being promoted and climbing the corporate ladder, that Asians are often stereotyped into technical jobs, and that Hispanics are assumed to be less educated than other minority groups.
联邦玻璃天花板委员会报告指出，非裔美国人在获得晋升和攀登企业阶梯时最困难，亚裔经常被刻板地定型为从事技术工作，而西班牙裔被认为比其他少数族裔受教育程度低。

妨碍少数族裔和妇女获得高层管理职位的隐形障碍

Workforce Diversity: Age
员工多样性：年龄

Aging U.S. Population
美国人口老龄化

Median age in the United States is 37.9 years, by 2060, 24% of the population will be over 65 or older
美国的中位年龄为 37.9 岁，到 2060 年，24% 的人口将超过 65 岁或以上

Federal Age Discrimination Laws 联邦年龄歧视法

1964 Title VII of the Civil Rights Act of 1964
1964 年《民权法案》第七章

1967 Age Discrimination in Employment Act of 1967《就业年龄歧视法》
1967 年《就业年龄歧视法》

2.Major EEO Laws
2.主要 EEO 法律

3.Workforce Diversity: Gender
3.员工多样性：性别

Women in the Work Place
职场中的女性

The U.S. workforce is 45.8% female.
美国劳动力中女性占 45.8%。

Women’s median weekly earnings are $769 compared to $964 for men.
女性的每周收入中位数为 769 美元，而男性为 964 美元。

Women hold only 26.5% of executive officer positions.
女性仅占据 26.5% 的执行官职位。

Research conducted by consulting firms suggests that female executives outperform their male colleagues in skills such as motivating others, promoting good communication, turning out high-quality work, and being a good listener.
咨询公司进行的研究表明，女性高管在激励他人、促进良好沟通、完成高质量工作和善于倾听等技能方面优于男性同事。

4.Race and Ethnicity
4.种族和民族

Census Bureau distinguishes between the following races:
人口普查局区分以下种族：

American Indian or Alaska Native, Asian Indian, Black, African American, Chinese, Filipino, Japanese, Korean, Vietnamese, other Asian, Native Hawaiian, Guamanian or Chamorro, Samoan, other Pacific Islander, White, and other races
美洲印第安人或阿拉斯加原住民、亚裔印第安人、黑人、非裔美国人、华人、菲律宾人、日本人、韩国人、越南人、其他亚洲人、夏威夷原住民、瓜马尼亚人或查莫罗人、萨摩亚人、其他太平洋岛民、白人和其他种族

The racial and ethnic diversity of the U.S. population is increasing quickly, as is the diversity of the workforce.
美国人口的种族和民族多样性正在迅速增加，劳动力的多样性也是如此。

The U.S. Census Bureau treats ethnicity in terms of whether a person is Hispanic, Latino, or of Spanish origin or not.
美国人口普查局根据一个人是否是西班牙裔、拉丁裔或西班牙裔来对待种族。

Most Hispanics prefer to be identified by their country of origin
大多数西班牙裔人更喜欢用他们的原籍国来识别.

In 2060, the U.S. population will be about 56% minority.
到 2060 年，美国人口将有大约 56% 是少数族裔。

5.Workforce Diversity: Religion
5.劳动力多样性：宗教

Accommodation for Religious Beliefs 宗教信仰的迁就

Scheduling of critical meetings
安排关键会议

Providing flexible time off for religious observances
为宗教活动提供灵活的休假时间

Posting holy days for different religions on the company calendar
在公司日历上发布不同宗教的圣日子

6.Workforce Diversity: Capabilities and Disabilities
6.劳动力多样性：能力和残疾

Disability Issues 残疾问题

Providing reasonable accommodations for individuals with disabilities
为残障人士提供合理的便利

Promoting a nondiscriminatory workplace environment
促进非歧视的职场环境

Educating the organization about disabilities and AIDS
对组织进行残疾和艾滋病教育

7.Workforce Diversity: Socioeconomic Background
7.劳动力多样性：社会经济背景

Socioeconomic background 社会经济背景
社会经济背景 社会经济背景

Refers to a combination of social class and income-related factors
指社会阶层和收入相关因素的组合

Socioeconomic diversity requires that managers be sensitive and responsive to the needs and concerns of individuals who might not be as well off as others.
社会经济多样性要求管理者对可能不如其他人富裕的个人的需求和担忧保持敏感和反应。

8.Workforce Diversity: Sexual Orientation
8.劳动力多样性：性取向

Sexual Orientation Issues 性取向问题

Employment and workplace discrimination
就业和工作场所歧视

Same-sex partner benefits
同性伴侣福利

The Equal Employment Opportunity Commission: Discrimination on the grounds of sexual orientation is illegal
平等就业机会委员会：基于性取向的歧视是非法的

9.Other Kinds of Diversity
9.其他种类的多样性

In most cases, whether individuals are attractive or unattractive, thin or overweight has no bearing on their job performance.
在大多数情况下，个人是否具有吸引力、瘦或超重与他们 的工作表现无关。

Sometimes these physical sources of diversity end up influencing advancement rates and salaries
有时，这些多元化的物理来源最终会影响晋升率和薪水.

Other kinds of diversity are important in organizations, are critical for managers to deal with effectively, and are also potential sources of unfair treatment.
其他类型的多样性在组织中很重要，对管理者有效处理至关重要，也是不公平待遇的潜在来源。

For example, organizations and teams need members with diverse backgrounds and experiences.
例如，组织和团队需要具有不同背景和经验的成员。

This is illustrated by the prevalence of cross-functional teams in organizations whose members might come from various departments, such as marketing, production, finance, and sales.
跨职能团队在组织中普遍存在这一点，其成员可能来自不同部门，例如营销、生产、财务和销售。

Other types of diversity can affect how employees are treated in the workplace
其他类型的多样性会影响员工在工作场所的待遇

For example, employees differ from each other in how attractive they are (based on the standards of the cultures in which an organization operates) and in body weight.
例如，员工在吸引力（基于组织运作所在文化的标准）和体重方面彼此不同。

In most cases, whether individuals are attractive or unattractive, thin or overweight has no bearing on their job performance unless they have jobs in which physical appearance plays a role, such as modeling.
在大多数情况下，个人是否有吸引力、瘦或超重与他们的工作表现无关，除非他们从事的工作与外表有关，例如模特。

10.Critical Managerial Roles
10.关键管理角色

Managers can take many more steps to become sensitive to the ongoing effects of diversity in their organizations, take advantage of all the contributions diverse employees can make, and prevent diverse employees from being unfairly treated
管理者可以采取更多措施来对多元化在其组织中的持续影响变得敏感，利用多元化员工可以做出的所有贡献，并防止多元化员工受到不公平的对待.

Managerial Roles and the Effective Management of Diversity
管理角色和多样性的有效管理

11.The Ethical Imperative to Manage Diversity Effectively
11.有效管理多样性的道德责任

Distributive justice 分配公平

A moral principle calling for fair distribution of pay, promotions, and other organizational resources based on meaningful contributions that individuals have made and not on personal characteristics over which they have no control
一种道德原则，呼吁根据个人做出的有意义贡献，而不是根据他们无法控制的个人特征，公平分配薪酬、晋升和其他组织资源

一种道德原则，要求基于个人所做的有意义的贡献而不是基于他们无法控制的个人特征来公平分配工资、晋升和其他组织资源

Procedural justice 程序公平

A moral principle calling for the use of fair procedures to determine how to distribute outcomes to organizational members
一项道德原则，呼吁使用公平的程序来确定如何将结果分配给组织成员

Exists when managers:
当经理满足以下条件时存在：

Carefully appraise a subordinate’s performance
仔细评价下属的表现

Take into account any environmental obstacles to high performance
考虑任何环境障碍，以实现高性能

Ignore irrelevant personal characteristics
忽略不相关的个人特征

Procedural justice is not only necessary to ensure ethical conduct but also to avoid costly lawsuits.
程序正义不仅是确保道德行为所必需的，也是避免代价高昂的诉讼所必需的。

要求使用公平程序来决定如何将结果分配给组织成员的道德原则

管理者应该：1）认真对下属的表现进行评估

考虑影响下属工作绩效的、超出下属工作能力所及的环境障碍

不考虑与工作无关的下属的个人特征

12.Managing Diversity Effectively Makes Good Business Sense
12.有效管理多元化具有良好的商业意义

What diversity of employees provides
员工多元化提供什么

A variety of points of view and approaches to problems and opportunities can improve managerial decision-making.
对问题和机会的不同观点和方法可以改善管理决策。

Diverse employees can provide a wider range of creative ideas.
多元化的员工可以提供更广泛的创意。

Diverse employees are more attuned to the needs of diverse customers.
多元化的员工更能适应多元化客户的需求。

Diversity can increase the retention of valued organizational members.
多样性可以提高有价值的组织成员的保留率。

Diversity is expected and required by other firms.
多元化是其他公司所期望和要求的。

13.Perception
13.感知

Perception 感知

The process through which people select, organize, and interpret what they see, hear, touch, smell, and taste to give meaning and order to the world around them
人们选择、组织和解释他们所看到、听到、触摸、闻到和尝到的东西，以赋予他们周围世界意义和秩序的过程

When these perceptions are relatively accurate—close to the true nature of what is actually being perceived—good decisions are likely to be made and appropriate actions taken.
当这些感知相对准确时——接近实际感知的真实性质——就有可能做出好的决定并采取适当的行动。

When managers’ perceptions are relatively inaccurate, managers are likely to make bad decisions and take inappropriate actions, which hurt organizational effectiveness. Bad decisions concerning diversity for reasons of age, ethnicity, or sexual orientation include:
当管理者的看法相对不准确时，管理者很可能会做出错误的决定并采取不适当的行动，从而损害组织效率。由于年龄、种族或性取向的原因而做出的关于多样性的错误决定包括：

Not hiring qualified people
不招聘合格的人

Failing to promote top-performing subordinates, who subsequently may take their skills to competing organizations
未能提拔表现最好的下属，这些下属随后可能会将他们的技能带到竞争组织

Promoting poorly performing managers because they have the same “diversity profile” as the manager or managers making the decision
提拔表现不佳的经理，因为他们与做出决策的经理具有相同的“多元化概况”

人们选择、组织和解释他们所看到的、听到的、触摸的、闻到的和尝到的东西以赋予周围世界意义和秩序的过程

14.Factors That Influence Managerial Perception
14.影响管理认知的因素

Schema 图式 （图式---刻板印象）

An abstract knowledge structure stored in memory that allows people to organize and interpret information about a person, event, or situation
存储在内存中的抽象知识结构，允许人们组织和解释有关人员、事件或情况的信息

储存在记忆里的抽象的知识结构，它使人们能够组织和解释各种关于人、事情或情境的信息

Once a person develops a schema for a kind of person or event, any newly encountered person or situation that is related to the schema activates it, and information is processed in ways consistent with the information stored in the schema.
一旦一个人为某种人员或事件开发了一个架构，任何新遇到的与该架构相关的人员或情况都会激活它，并且信息将以与架构中存储的信息一致的方式处理。

People tend to pay attention to information that is consistent with their schemas and to ignore or discount inconsistent information.
人们倾向于关注与其架构一致的信息，并忽略或忽视不一致的信息。

Thus, schemas tend to be reinforced and strengthened over time because the information attended to is seen as confirming the schemas.
因此，架构往往会随着时间的推移而得到加强和加强，因为所关注的信息被视为确认架构。

This also results in schemas being resistant to change.
这也会导致 schema 无法更改。

Schemas that accurately depict the true nature of a person or situation are functional because they help people make sense of the world around them.
准确描述一个人或情况的真实性质的图式是功能性的，因为它们可以帮助人们理解周围的世界。

Schemas are dysfunctional when they are inaccurate because they cause managers and all members of an organization to perceive people and situations inaccurately and assume certain things that are not necessarily true.
当图式不准确时，它们就会功能失调，因为它们会导致经理和组织的所有成员对人和情况的感知不准确，并假设某些不一定正确的事情。

Gender schema 性别图式

Preconceived beliefs or ideas about the nature of men and women, their traits, attitudes, behaviors, and preferences
关于男性和女性的本质、他们的特征、态度、行为和偏好的先入为主的信念或想法

性别图式是人们对男性和女性的特性、态度、行为和偏好的先人之见。

15.Perception as a Determinant of Unfair Treatment
15.感知是不公平待遇的决定因素

Stereotype 刻板印象
刻板印象

Simplistic and often inaccurate beliefs about the typical characteristics of particular groups of people
对特定人群的典型特征的简单化且往往不准确的看法

是一系列简单的、通常不准确的信念，认为特定类型人群一定具有某些典型特征。

Bias 偏见

The systematic tendency to use information about others in ways that result in inaccurate perceptions
系统性地倾向于以导致不准确感知的方式使用有关他人的信息

Inaccurate perceptions leading to unfair treatment of diverse members of an organization can be due to biases.
不准确的认知导致组织的不同成员受到不公平的对待可能是由于偏见造成的。

是以某些会导致不准确感知的方式来处理他人信息的倾向。

16 Bias
16 偏置

Implicit Bias隐性偏见

Attitudes or stereotypes that affect our understanding, actions, and decisions in an unconscious manner
以无意识的方式影响我们的理解、行动和决定的态度或刻板印象

To help managers avoid implicit bias, they must be aware of the bias and use objective information about employees’ capabilities and performance in decision-making about job assignments, pay raises, promotions, and other outcomes.
为了帮助管理者避免隐性偏见，他们必须意识到这种偏见，并在有关工作分配、加薪、晋升和其他结果的决策中使用有关员工能力和绩效的客观信息。

以无意识的方式影响我们的理解、行动和决定的态度或成见

Social status effect社会地位效应

Perceive individuals with high social status more positively than those with low social status
对高社会地位的人比对社会地位低的人更积极的看法

社会地位高的个体比社会地位低的个体更积极地感知社会地位高的个体

Salience effect显著效应

Focus attention on individuals who are conspicuously different
将注意力集中在明显不同的个体上

Individuals who are salient are often perceived to be primarily responsible for outcomes and operations and are evaluated more extremely in either a positive or a negative direction.
突出的个体通常被认为主要负责结果和运营，并且在积极或消极的方向上受到更极端的评价。

把注意力集中在明显不同的人身上

Similar-to-me effect 与我相似的效果

Perceive others who are similar to ourselves more positively than we perceive people who are different
比我们更积极地看待与我们相似的人

对与自己相似的人的感知比对与自己不同的人的感知更积极

17.Overt Discrimination
17.公开歧视

Overt discrimination 公然歧视
publict discrimination 公然歧视

Knowingly and willingly denying diverse individuals access to opportunities and outcomes in an organization
明知并自愿拒绝多元化个人在组织中获得机会和成果

Unethical and illegal
不道德和非法

Overt discrimination is a clear violation of the principles of distributive and procedural justice.
公开歧视明显违反了分配和程序正义的原则。

是指有意不让多样性的个人享受各种机会和成果

18.Steps in Managing Diversity Effectively
18.有效管理多样性的步骤

Secure top management commitment. 确保最高管理层的承诺。
确保最高管理层的承诺。确保最高管理层的承诺。

Strive to increase the accuracy of perceptions. 努力提高感知的准确性。
努力提高感知的准确性。努力提高感知的准确性。

Increase diversity awareness. 提高多样性意识。
提高多元化意识。提高多样性意识。

Increase diversity skills. 增加多样性技能
提高多样性技能。增加多样性技能

Encourage flexibility. 鼓励灵活性。
鼓励灵活性。鼓励灵活性。

Pay close attention to how organizational members are evaluated.
密切关注 组织成员的评估方式。

密切关注如何评价组织成员。

Consider the numbers. 考虑数量
考虑一下数字。考虑数量

Empower employees to challenge discriminatory behaviors, actions, and remarks.
授权员工挑战歧视性行为、行动和言论。

授权员工质疑歧视性行为、行为和言论

Reward employees for effectively managing diversity. 奖励员工有效管理多样性
奖励员工有效管理多样性。奖励员工有效管理多样性

Provide training utilizing a multipronged, ongoing approach.
利用多管齐下的持续方法提供培训。

利用多方面、持续的方法提供培训。

Encourage mentoring of diverse employees. 鼓励对不同员工进行指导。
鼓励对不同员工进行指导。鼓励对不同员工进行指导。

19.Diversity Awareness Programs
19.多元化意识计划

Provide members with accurate information about diversity.
为成员提供有关多样性的准确信息。

向成员提供有关多元化的准确信息

Uncover personal biases and stereotypes. 揭露个人偏见和成见。
揭露个人偏见和刻板印象揭露个人偏见和成见。

Assess personal beliefs, attitudes, and values and learning about other points of view
评估个人信仰、态度和价值观，并了解其他观点.

评估个人信仰、态度和价值观，并学习其他观点。

Develop an atmosphere in which people feel free to share their differing perspectives.
营造一种氛围，让人们可以自由地分享他们不同的观点。

营造一种氛围，让人们可以自由地分享他们不同的观点。

Improve understanding of others who are different. 提高对不同的人的理解。
提高对不同他人的理解。提高对不同的人的理解。

20.How to Manage Diversity
20.如何管理多样性

Mentoring 指导

Process by which an experienced member of an organization (the mentor) provides advice and guidance to a less experienced member (the protégé) and helps the less experienced member learn how to advance in the organization and in his or her career.
组织经验丰富的成员（导师）为经验不足的成员（门生）提供建议和指导，并帮助经验不足的成员学习如何在组织和他或她的职业生涯中取得进步。

组织内有经验的人（导师）给那些经验很少的成员（门生）提供建议和指引的过程，帮助这些经验很少的成员在组织内以及其职业生涯中获得进步。

21.Forms of Sexual Harassment
21.性骚扰的形式

Quid pro quo 利益交换型性骚扰

Asking for or forcing an employee to perform sexual favors in exchange for receiving some reward or avoiding negative consequences
要求或强迫员工提供性服务，以换取获得一些奖励或避免负面后果

实施性骚者以保住工作、得到提升、增加工资。获得其他与工作有关的机会或避免不利结果（如降职、开除）等为交换条件要求或逼迫雇员满足其性要求

Hostile work environment 敌意工作环境型性骚扰
敌对工作环境 敌意工作环境型性骚扰

Telling lewd jokes, displaying pornography, making sexually oriented remarks about someone’s personal appearance, and other sex-related actions that make the work environment unpleasant
讲淫秽笑话、展示色情内容、对某人的外表发表性倾向的评论，以及其他使工作环境不愉快的与性有关的行为

Interferes with co-workers’ ability to perform their jobs effectively
干扰同事有效执行工作的能力

由于员工性别关系而使他们面对充满威胁、敌意或冒犯的工作环境

讲淫秽的笑话，展示色情作品，对某人的外表发表性取向的评论，以及其他使工作环境不愉快的与性有关的行为

22.Steps to Eradicate Sexual Harassment
22.消除性骚扰的步骤

Develop and clearly communicate a sexual harassment policy endorsed by top management.
制定并明确传达最高管理层认可的性骚扰政策。

举例说明哪些行为类型是被禁止的

Use a fair complaint procedure to investigate charges of sexual harassment.
使用公平的投诉程序来调查性骚扰指控。

员工反映性骚扰事件所需履行的程序

When it has been determined that sexual harassment has taken place, take corrective action as soon as possible. 说明性骚扰发生后将会采取的惩戒措施
当确定发生了性骚扰时，请尽快采取纠正措施。 说明性骚扰发生后将会采取的惩戒措施

Provide sexual harassment education and training to all organizational members, including managers. 对员工进行性骚扰的防范教育
向所有组织成员（包括管理人员）提供性骚扰教育和培训。对员工进行性骚扰的防范教育

23.Factors to Keep in Mind About Sexual Harassment
23.关于性骚扰要记住的因素

Every sexual harassment charge should be taken seriously.
每一项性骚扰指控都应该得到认真对待。

每一项性骚扰指控都应受到严肃对待。

Employees who go along with unwanted sexual attention in the workplace can be victims.
在工作场所接受不受欢迎的性关注的员工可能成为受害者。

在工作场所伴随着不想要的性关注的员工可能成为受害者。

Employees sometimes wait before they file complaints. 员工有时会在投诉前等待。
员工有时会在提出投诉之前等待。员工有时会在投诉前等待。

A firm’s sexual harassment policy should be communicated to each new employee and reviewed with current employees on a periodic basis.
公司的性骚扰政策应传达给每位新员工，并定期与现有员工一起审查 。

公司的性骚扰政策应传达给每位新员工，并定期与现有员工进行审查。

Suppliers and customers need to be familiar with a ‘sexual harassment policy.
供应商和客户需要熟悉性骚扰政策。

供应商和客户需要熟悉公司的性骚扰政策。

Managers should give employees alternative ways to report incidents of sexual harassment.
管理者应该为员工提供其他方式来报告性骚扰事件。

管理者应该给员工提供报告性骚扰事件的其他方式

Employees who report sexual harassment must have their rights protected
举报性骚扰的员工必须保护他们的权利.

举报性骚扰的员工必须享有受保护的权利

Allegations of sexual harassment should be kept confidential. 对性骚扰的指控应保密。
性骚扰的指控应保密。对性骚扰的指控应保密。

Investigations of harassment charges and any disciplinary action should proceed in a timely manner. 对骚扰指控的调查和任何纪律处分应及时进行。
对骚扰指控的调查和任何纪律处分应及时进行。对骚扰指控的调查和任何纪律处分应及时进行。

Managers must protect employees from sexual harassment from any other employee
管理者必须保护员工免受任何其他员工的性骚扰.

管理者必须保护员工免受任何其他员工的性骚扰。

Summary and Review
总结与回顾

LO5-1 THE INCREASING DIVERSITY OF THE WORKFORCE AND THE ENVIRONMENT
LO5-1 劳动力和环境的日益多样化

Diversity is dissimilarity or differences among people. Diversity is a pressing concern for managers and organizations for business and ethical reasons. There are multiple forms of diversity such as age, gender, race and ethnicity, religion, capabilities/disabilities, socioeconomic background, sexual orientation, and physical appearance.
多样性是人与人之间的差异或差异。出于商业和道德原因，多元化是管理者和组织迫切关注的问题。多样性有多种形式，例如年龄、性别、种族和民族、宗教、能力/残疾、社会经济背景、性取向和外貌。

LO5-2, 5-3 MANAGERS AND THE EFFECTIVE MANAGEMENT OF DIVERSITY
LO5-2、5-3 管理者和多元化的有效管理

Both the workforce and the organizational environment are increasingly diverse, and effectively managing this diversity is an essential component of management. In each of their managerial roles, managers can encourage the effective management of diversity, which is both an ethical and a business imperative.
员工队伍和组织环境都越来越多样化，有效管理这种多样性是管理的重要组成部分。在他们的每个管理角色中，管理者都可以鼓励有效管理多样性，这既是道德上的，也是商业上的当务之急。

LO5-4 PERCEPTION
LO5-4 感知

Perception is the process through which people select, organize, and interpret sensory input to give meaning and order to the world around them. It is inherently subjective. Schemas guide perception; when schemas are based on a single visible characteristic such as race or gender, they are inaccurate stereotypes that lead to unfair treatment. Unfair treatment also can result from biases and overt discrimination.
感知是人们选择、组织和解释感官输入以赋予周围世界意义和秩序的过程。它本质上是主观的。图式指导感知;当图式基于单个可见特征（例如种族或性别）时，它们是不准确的刻板印象，会导致不公平的待遇。偏见和公开歧视也可能造成不公平待遇。

LO5-5 HOW TO MANAGE DIVERSITY EFFECTIVELY
LO5-5 如何有效管理多样性

Managers can take many steps to manage diversity effectively, an ongoing process that requires frequent monitoring.
管理者可以采取许多步骤来有效地管理多样性，这是一个需要经常监控的持续过程。

LO5-6 SEXUAL HARASSMENT
LO5-6 性骚扰

Two forms of sexual harassment are quid pro quo sexual harassment and hostile work environment sexual harassment. Steps that managers can take to eradicate sexual harassment include development and communication of a sexual harassment policy endorsed by top management, use of fair complaint procedures, prompt corrective action when harassment occurs, and sexual harassment training and education.
性骚扰有两种形式，即交换条件性骚扰和敌对工作环境性骚扰。管理者可以采取的消除性骚扰的步骤包括制定和传达由最高管理层认可的性骚扰政策、使用公平的投诉程序、在骚扰发生时及时采取纠正措施以及性骚扰培训和教育。

Chapter 6 Managing in the Global Environment
第 6 章 在全局环境中管理

Explain why the ability to perceive, interpret, and respond appropriately to the global environment is crucial for managerial success.
解释为什么感知、解释和适当应对全球环境的能力对于管理成功至关重要。

Differentiate between the global task and global general environments.
区分全局任务环境和全局常规环境。

Identify the main forces in the global task and general environments, and describe the challenges that each force presents to managers.
确定全球任务和一般环境中的主要力量，并描述每种力量给管理者带来的挑战。

Explain why the global environment is becoming more open and competitive, and identify the forces behind the process of globalization that increase the opportunities, complexities, challenges, and threats managers face.
解释为什么全球环境变得更加开放和竞争，并确定全球化进程背后的力量，这些力量增加了管理者面临的机遇、复杂性、挑战和威胁。

Discuss why national cultures differ and why it is important that managers be sensitive to the effects of falling trade barriers and regional trade associations on the political and social systems of nations around the world.
讨论为什么国家文化不同，以及为什么管理者必须对贸易壁垒和区域贸易协会的减少对世界各国政治和社会制度的影响保持敏感。

1.Global Organizations
1.全球组织

Global organization 全球组织

An organization that operates and competes in more than one country
在多个国家/地区运营和竞争的组织

Uncertain and unpredictable
不确定性和不可预测性

What Is the Global Environment?
什么是地球环境？

Global environment 全球环境 （超出控制）

The set of global forces and conditions that operates beyond an organization’s boundaries but affects a manager’s ability to acquire and utilize resources
在组织边界之外运作但影响管理者获取和利用资源的能力的一组全球力量和条件

Opportunities: new production technology, lower-cost components, new global markets
机会：新的生产技术、更低成本的部件、新的全球市场

Threats: economic recession, oil shortages
威胁：经济衰退、石油短缺

一组全球力量和条件，它们超越组织的边界，但影响管理者获取和利用资源的能力

The set of forces and conditions that originates with suppliers, distributors, customers, and competitors and affects an organization’s ability to obtain inputs and dispose of its outputs
起源于供应商、分销商、客户和竞争对手并影响组织获取投入和处置其产出的能力的一组力量和条件

Immediate and direct effects on managers, influencing managers daily
对管理者产生直接和直接影响，每天影响管理者

与供应商、分销商、客户和竞争对手的相关因素和条件的集合，影响组织获取资源和提供产出的能力

General environment 一般环境
一般环境

The wide-ranging global, economic, technological, sociocultural, demographic, political, and legal forces that affect an organization and its task environment
影响组织及其任务环境的广泛全球、经济、技术、社会文化、人口、政治和法律力量

More difficult to identify and respond to than task environment elements
比任务环境元素更难识别和响应

Changes in these forces can have major impacts on managers and their organizations.
这些力量的变化会对管理者及其组织产生重大影响。

包括的内容广泛，经济、技术、社会文化、人口、政治法律怡及全球性因素等等影响组织及其任务环境的各种因素和条件全都囊括在内

The Task Environment
任务环境

Suppliers 供应商
供应商

Individuals and organizations that provide an organization with the input resources that it needs to produce goods and services
为组织提供生产商品和服务所需的输入资源的个人和组织

Relationships with suppliers can be difficult due to materials shortages, unions, and lack of substitutes.
由于材料短缺、工会和缺乏替代品，与供应商的关系可能很困难。

Suppliers that are the sole source of a critical item are in a strong bargaining position to raise their prices.
作为关键物品唯一来源的供应商在提高价格方面处于有利的讨价还价地位。

Managers can reduce these supplier effects by increasing the number of suppliers of an input.
管理者可以通过增加输入的供应商数量来减少这些供应商效应。

Global outsourcing 全球外包

The purchase or production of inputs or final products from overseas suppliers to lower costs and improve product quality or design
从海外供应商处购买或生产投入品或最终产品，以降低成本并提高产品质量或设计

Distributors 分销商

Organizations that help other organizations sell their goods or services to customers
帮助其他组织向客户销售其商品或服务的组织

Powerful distributors can limit access to markets through its control of customers in those markets.
强大的分销商可以通过控制这些市场中的客户来限制进入市场的机会。

The changing nature of distributors and distribution methods can bring opportunities and threats to managers. The power of a distributor may be strengthened or weakened depending upon its size and the number of distribution options available.
分销商和分销方式的性质不断变化，可能会给管理者带来机遇和威胁。分销商的权力可能会增强或减弱，具体取决于其规模和可用分销选项的数量。

Customers 顾客

Individuals and groups that buy goods and services that an organization produces
购买组织生产的商品和服务的个人和团体

A manager’s ability to identify an organization’s main customer groups and make the products that best satisfy their particular needs is a crucial factor affecting organizational and managerial success.
管理者识别组织的主要客户群并制造出最能满足其特定需求的产品的能力是影响组织和管理成功的关键因素。

The most obvious opportunity associated with expanding into the global environment is the prospect of selling goods and services to new customers.
与扩展到全球环境相关的最明显的机会是向新客户销售商品和服务的前景。

Competitors 竞争者

Organizations that produce goods and services that are similar to a particular organization’s goods and services
生产与特定组织的商品和服务相似的商品和服务的组织

Rivalry between competitors is potentially the most threatening force that managers deal with.
竞争对手之间的竞争可能是 管理者应对的最大威胁力量。

Potential Competitors（潜在竞争者）: Organizations that presently are not in the task environment but could enter if they so choose.
Potential Competitors（潜在竞争者）：目前不在任务环境中，但可以选择进入的组织。

Strong competitive rivalry results in price competition, and falling prices reduce access to resources and lower profits.
激烈的竞争导致价格竞争，而价格下跌会减少获得资源的机会并降低利润。

Barriers to entry 进入壁垒

Barriers to entry are factors that make it difficult and costly for the organization to enter a particular task environment or industry.
进入壁垒是使组织难以进入特定任务环境或行业且成本高昂的因素。

The greater the barriers to entry the smaller the number of competitors.
进入壁垒越大，竞争对手的数量就越少。

Barriers to entry result from three sources: economies of scale, brand loyalty, and government regulations.
进入壁垒来自三个来源：规模经济、品牌忠诚度和政府法规。

进入壁垒是使组织难以进入某一特定任务环境或行业并为此付出代价的因素。

进入壁垒来自三个方面：规模经济、品牌忠诚度和政府监管

Barriers to Entry and Competition
进入壁垒和竞争

4.Barriers to Entry
4.进入壁垒

Economies of scale 规模经济

Cost advantages associated with large operations
与大型运营相关的成本优势

They may result from manufacturing products in large quantities, buying inputs in bulk, or by fully utilizing the skills and knowledge of employees.
它们可能是由于大量制造产品、批量购买投入品或充分利用员工的技能和知识而产生的。

与大规模运营相联系的成本优势。能够产生规模经济的因素包括大批量生产商品的能力、大量采购投入品的能力以及通过充分利用员工的技术和知识而比竞争对手更有效地利用组织资源的能力

Brand loyalty品牌忠诚度

Customers’ preference for the products of organizations currently existing in the task environment
客户对任务环境中当前存在的组织产品的首选项

Government regulations that impede entry
阻碍入境的政府法规

If established organizations enjoy significant brand loyalty, a new entrant will find it difficult and costly to obtain market share.
如果老牌组织享有很高的品牌忠诚度，那么新进入者会发现获得市场份额既困难又昂贵。

At the national and global level, government regulations sometimes function as administrative roadblocks that create barriers to entry and limit the imports of goods from foreign nations.
在国家和全球层面，政府法规有时会充当行政障碍，造成进入壁垒并限制从外国进口商品。

（在国家和全球层面，政府条例有时充当行政障碍，造成进入壁垒，限制从外国进口货物）

顾客对于任务环境中现有组织的产品的偏好

5.The General Environment
5.总体环境

Economic Forces 经济因素

Interest rates, inflation, unemployment, economic growth, and other factors that affect the general health and well-being of a nation or the regional economy of an organization
利率、通货膨胀、失业、经济增长以及影响国家总体健康状况或组织区域经济的其他因素

Successful managers:
成功的管理者：

Realize the important effects that economic forces have on their organizations
认识到经济力量对其组织的重要影响

Pay close attention to what is occurring in the national and regional economies to respond appropriately
密切关注国家和地区经济中发生的事情，以便做出适当的反应

Strong macroeconomic conditions, such as low levels of unemployment and falling interest rates, often create opportunities for organizations.
强劲的宏观经济条件，例如低失业率和利率下降，通常会为组织创造机会。

影响着一个国家或者一个地区整体的经济健康和社会福利，包括利率、通货膨胀、失业以及经济增长。

Technology 技术
技术技术

The combination of skills and equipment that managers use in designing, producing, and distributing goods and services
管理人员在设计、生产和分销商品和服务时使用的技能和设备的组合

管理者用来设计、生产、销售产品和服务工具、机器、计算机以及技能、信息、知识的集合。

Technological Forces 技术因素

Outcomes of changes in the technology that managers use to design, produce, or distribute goods and services
管理者用于设计、生产或分销商品和服务的技术变化的结果

Result in new opportunities or threats to managers
给管理者带来新的机会或威胁

Often makes products obsolete very quickly
通常会很快使产品过时

Bring changes that are altering the very nature of work itself, including the manager’s job
带来改变工作本身本质的改变，包括经理的工作

管理者用于设计、生产和技术力量的技术变化的结果

Sociocultural Forces 社会文化因素

Pressures emanating from the social structure of a country or society or from the national culture
来自一个国家或社会的社会结构或国家文化的压力

来自某个特定国家和社会的社会结构或者民族文化的压力

Social structure 社会结构
社会结构 社会结构

The traditional system of relationships established between people and groups in a society
社会中人与群体之间建立的传统关系体系

High degree of social stratification（分层）: many distinctions among individuals and groups
High degree of social stratification（高度社会分层）：个人和群体之间的许多区别

Low degree of social stratification（分层）: few distinctions among individuals and groups
低程度的社会分层（分层）：个人和群体之间的差异很小

一个社会对置身其中的个体和群体关系的一种安排

National culture 民族文化

The set of values that a society considers important and the norms of behavior that are approved or sanctioned in that society
一个社会认为重要的价值观集以及该社会中批准或批准的行为规范

In the United States, individualism highly valued; in Korea and Japan individuals expected to conform
在美国，个人主义受到高度重视;在韩国和日本，个人应遵守规定

Affects how managers motivate employees and do business
影响管理者激励员工和开展业务的方式

在一个社会中被认为十分重要的价值观和被广泛赞同或认可的行为准则的集合体
在某个社会中被认为十分重要的价值观和被广泛赞同或认可的行为准则的集合体

Demographic forces 人口因素
人口因素

Outcomes of change in, or changing attitudes toward, the characteristics of a population, such as age, gender, ethnic origin, race, sexual orientation, and social class
人口特征（如年龄、性别、民族血统、种族、性取向和社会阶层）发生变化或态度变化的结果

Most industrialized nations are experiencing the aging of their populations as a consequence of falling birth and death rates and the aging of the baby-boom generation.
由于出生率和死亡率的下降以及婴儿潮一代的老龄化，大多数工业化国家正在经历人口老龄化。

Organizations need to find ways to motivate and utilize the skills and knowledge of older employees
组织需要找到激励和利用老员工技能和知识的方法

年龄、性别、种族、民族、性取向以及社会阶层等人口特征变化的结果或者人们对其态度变化的结果

Political and legal forces 政治法律因素

Outcomes of changes in laws and regulations, such as deregulation of industries, privatization of organizations, and increased emphasis on environmental protection
行业放松管制、组织私有化、更加重视环境保护等法律法规变化的结果

The Global Environment
全球环境

法律法规发生变化的结果

6.Process of Globalization
6.全球化进程

Globalization 全球化
全球化

The set of specific and general forces that work together to integrate and connect economic, political, and social systems across countries, cultures, or geographical regions so that nations become increasingly interdependent and similar
一组特定的和一般的力量，它们共同作用，以整合和连接跨国家、文化或地理区域的经济、政治和社会系统，从而使国家变得越来越相互依存和相似

联合体一组特定的和一般的力量，它们共同努力使国家、文化或地理区域的经济、政治和社会系统相互融合和联系起来，使国家变得越来越相互依存和相似

Managers now recognize that companies exist and compete in a truly global market.
管理者现在认识到公司的存在并在真正的全球市场中竞争。

Managers constantly confront the challenges of global competition.
管理者不断面临全球竞争的挑战。

Establishing operations in a country abroad
在国外国家/地区开展业务

Obtaining inputs from suppliers abroad
从国外供应商那里获得投入

Challenges of managing in a different national culture
在不同国家文化中管理的挑战

7.Four Principal Forms of Capital 资本的四种主要形式
7.资本的四种主要形式 资本的四种主要形式

Human capital 人力资本

The flow of people around the world through immigration, migration, and emigration
通过移民、迁移和移居世界各地的人员流动

通过移民、移民和移民在世界各地流动的人口

Financial capital 金融资本
金融资本

The flow of money capital across world markets through overseas investment, credit, lending, and aid
货币资本通过海外投资、信贷、贷款和援助在世界市场上的流动

货币资本通过海外投资、信贷、借贷和援助在世界市场上的流动

Resource capital 资源资本
资源资本 Resource capital

The flow of natural resources, parts, and components between companies and countries, such as metals, minerals, lumber, energy, food products, microprocessors, and auto parts
公司和国家/地区之间的自然资源、零部件和组件流动，例如金属、矿物、木材、能源、食品、微处理器和汽车零部件

企业与国家之间的自然资源、零部件流动，如金属、矿物、木材、能源、食品、微处理器和汽车零部件

Political capital 政治资本

The flow of power and influence around the world using diplomacy, persuasion, aggression, and force of arms to protect the right or access of a country, world region, or political bloc to the other forms of capital
利用外交、说服、侵略和武力在世界各地流动的权力和影响力，以保护一个国家、世界地区或政治集团对其他形式资本的权利或准入

世界范围内的权力和影响力的流动，通过外交、劝说、侵略和武力来保护一个国家、世界地区或政治集团获得其他形式资本的权利或途径

8.Declining Barriers to Trade and Investment
8.减少贸易和投资壁垒

Tariff 关税
关税

A tax that government imposes on imported or, occasionally, exported goods
政府对进口或偶尔出口商品征收的税

Intended to protect domestic industry and jobs from foreign competition
旨在保护国内工业和就业免受外国竞争

Other countries usually retaliate with their own tariffs, actions that eventually reduce the overall amount of trade and impede economic growth.
其他国家通常以自己的关税进行报复，这些行动最终会减少贸易总额并阻碍经济增长。

一个政府对进口产品或者偶尔也对出口产品征收的一种税收

Example -- USITC(美国国际贸易委员会）
示例 -- USITC（美国国际贸易委员会）

The United States International Trade Commission is an “independent, quasi-judicial federal agency with broad investigative responsibilities on matters of trade.”
美国国际贸易委员会（United States Trade Commission）是一个“独立的准司法联邦机构，对贸易事务负有广泛的调查责任”。

The commission also serves as a federal resource in which trade data and other trade policy-related information are gathered and analyzed.
该委员会还充当收集和分析贸易数据和其他贸易政策相关信息的联邦资源。

9.GATT and the Rise of Free Trade
9.关贸总协定和自由贸易的兴起

Free-trade doctrine 自由贸易原则
自由贸易原则

The idea that if each country specializes in the production of the goods and services that it can produce most efficiently, this will result in the best use of global resources and lower prices
如果每个国家都专门生产其能够最有效地生产的商品和服务，这将导致全球资源的最佳利用和更低的价格

General Agreement on Tariffs and Trade (GATT) （1993.02）
关税与贸易总协定 （GATT） （1993.02）

World Trade Organization (WTO)
世界贸易组织 （WTO）

如果每个国家都专门生产其能最有效地生产的商品和服务，这将导致全球资源的最佳利用和更低的价格

10.Declining Barriers of Distance and Culture
10.距离和文化障碍的减少

Distance距离

Markets were essentially closed because of the slowness of communications over long distances.
由于远距离通信速度慢，市场基本上是关闭的。

Culture 文化
文化 文化

Language barriers and cultural practices made managing overseas businesses difficult.
语言障碍和文化习俗使管理海外企业变得困难。

Changes in Distance and Communication（IT） 运输和通讯的变化
距离和通信 （IT） 运输和通讯的变化

Improvement in transportation technology and fast, secure communications have greatly reduced the barriers of physical and cultural distances.
交通技术的进步和快速、安全的通信大大减少了物理和文化距离的障碍。

Effects of Free Trade on Managers
自由贸易对经理人的影响

Lowering of trade barriers 降低贸易壁垒
降低贸易壁垒

Opened enormous opportunities for managers to expand the market for their goods and services 为管理者开拓商品和服务市场提供了巨大的机会
为管理者开拓商品和服务市场提供了巨大的机会，为管理者开拓商品和服务市场提供了巨大的机会

Allowed managers to now both buy and sell goods and services globally
允许经理们在全球范围内购买和销售商品和服务

允许经理人现在在全球买卖商品和服务

Increased intensity of global competition so that managers now have a more dynamic and exciting job of managing
全球竞争的强度增加，使管理者现在拥有更有活力和令人兴奋的管理工作

日益激烈的全球竞争使管理者现在有了一份更具活力和激情的管理工作

12.The Role of National Culture
12.国家文化的作用

Values 价值观

Ideas about what a society believes to be good, right, desirable and beautiful
关于社会认为什么是善、是正确的、令人向往的和美丽的观念

Provide the basic underpinnings for notions of individual freedom, democracy, truth, justice, honesty, loyalty, love, sex, marriage, etc.
为个人自由、民主、真理、正义、诚实、忠诚、爱情、性、婚姻等概念提供基本基础。

More than abstract concepts; they are invested with emotional significance
不仅仅是抽象的概念;他们被赋予了情感意义

Arguing, fighting or even dying over values such as freedom
为自由等价值观争论、争斗甚至死亡

一个社会对真、善、美和人生追求的观念

Norms 规范
规范规范

Unwritten, informal codes of conduct that prescribe how people should act in particular situations that are considered important by most members of a group or organization
不成文的非正式行为准则，规定了人们在团体或组织的大多数成员认为重要的特定情况下应如何行动

Folkways, mores
民俗、习俗

不成文的、非正式的行为准则，规定人们在群体或组织的大多数成员认为重要的特定情况下应如何行动

Mores 道德规范

Norms that are considered to be central to the functioning of society and to social life
被认为是社会运作和社会生活核心的规范

Proscriptions against murder, theft, adultery, and incest
禁止谋杀、盗窃、通奸和

Mores have greater significance than folkways, and the violation of them may result in serious punishment. There are many differences in mores from one society to another. In many societies mores have been enacted into law.
习俗比民俗更重要，违反它们可能会导致严重的惩罚。不同社会的习俗存在许多差异。在许多社会中，习俗已被颁布为法律。

被认为是对社会功能的发挥和社会生活非常重要的行为规范

Folkways 社会习俗

The routine social conventions of everyday life such as good manners, dressing appropriately
日常生活中的日常社会习俗，例如礼仪、穿着得体

Violators are thought to be eccentric or ill-mannered, not immoral.
违规者被认为是古怪或不礼貌的，而不是不道德的。

Folkways define the way people are expected to behave, but violation of folkways is not a serious matter. In many countries, foreigners may be excused initially for violating folkways, but repeated violations will not be excused.
民俗定义了人们应该的行为方式，但违反民俗并不是一个严重的问题。在许多国家，外国人最初可能会因违反民俗而被原谅，但屡次违规不会得到原谅。

有关人们日常生活的社会习惯

Hofstede’s Model of National Culture
霍夫斯泰德的民族文化典范

Individualism 个人主义
个人主义 Individualism

A worldview that values individual freedom and self-expression and adherence to the principle that people should be judged by their individual achievements rather their social background
重视个人自由和自我表达的世界观，并坚持根据个人成就而不是社会背景来评判人们的原则

重视个人自由和自我表达的世界观，坚持以个人成就而非社会背景来评判人的原则

Collectivism 集体主义
集体主义 Collectivism

A worldview that values subordination of the individual to the goals of the group and adherence to the principle that people should be judged by their contribution to the group
一种重视个人服从于群体目标的世界观，并坚持根据人们对群体的贡献来评判的原则

一种世界观，强调个人要服从集体的目标，并坚持依据个人对集体做出的贡献来评价一个人的价值

Power distance 权利差距

Degree to which societies accept the idea that inequalities in the power and well-being of their citizens are due to differences in individuals’ physical and intellectual capabilities and heritage
社会接受公民权力和福祉不平等是由于个人身体和智力能力以及遗产的差异这一观点的程度

Societies in which inequalities are allowed to persist or grow have high power distance. Workers who are professionally successful amass wealth and pass it on to their children, allowing inequalities between rich and poor that may grow over time.
允许不平等持续存在或增长的社会具有很高的权力距离。在职业上取得成功的工人积累了财富并将其传给他们的孩子，这使得贫富之间的不平等可能会随着时间的推移而加剧。

In societies with low power distance, large inequalities are not allowed to develop. The governments of these countries use taxation and social welfare programs to reduce the gap between the rich and the poor.
在低权力距离的社会中，不允许发展巨大的不平等。这些国家的政府利用税收和社会福利计划来缩小贫富差距。

衡量社会对权力和财富的分配不平等现象的认可程度，还包括社会对由于个人能力高低不同所造成的人们在财富、地位以及福利等方面的差异，这种经济和社会现象的接受程度。

Achievement orientation 成就导向

A worldview that values assertiveness, performance, success, and competition
重视自信、绩效、成功和竞争的世界观

United States and Japan
美国和日本

人们崇尚自信、表现、成功、竞争和结果。

Nurturing orientation 关怀导向

A worldview that values the quality of life, warm personal friendships, and services and care for the weak
重视生活质量、温暖的个人友谊以及服务和照顾弱者的世界观