1、Management Glindex(Stephen P. Robbins an inability to recognize difference between people.用狭隘的观点和视觉看世界，认识不到人们有着不同的生活和工作方式。2、Ethnocentric attitude: 多国中心论The parochialistic belief that the best work approaches and practices are those of the home country.认为东道主的管理人员知道经营业务的最佳工作方式和惯例。3、Polycentric attitud
2、e : 民族中心论The view that the managers in the host country know the best work approaches and practices for running their business.认为母国的工作方式和惯例是最好的。4、Geocentric attitude : 全球中心论A world- oriented view that focuses on using the best approaches and people from around the globe.一种全球取向观点即在世界范围内选用最佳方式和最优秀的人才。
3、5、European Union (EU) : 欧盟A union of European nations created as a unified economic and trade entity.由 15 个欧洲国家组成的一个统一的经济贸易实体。6、North American Free Trade Agreement (NAFTA) : 北美自由贸易协定An agreement among the Mexican, Canadian, and US. governments in which barriers to free trade have been eliminated.由墨西
4、哥，加拿大和美国政府就消除自由贸易壁垒所达成的协定。7、Association of southeast Asian Nations (ASEAN) : 东南亚国家联盟A trading alliance of 10 Southeast Asian nations.东南亚 10 国的贸易联盟。8、Multinational corporation (MNC) : 多国公司A company that maintains significant operations in multiple countries but manages them from a base in the home co
5、untry.在多个国家拥有重要的运营单位，但以母国为基地进行管理的组织。9、Transnational corporation (TNC) : 跨国公司A company that maintains significant operations in more than one country but decentralizesmanagement to the local country.在多个国家拥有重要的运营单位，并在从事经营的所在国分散管理的公司。10、Borderless organization : 无国界组织A global type of organization in wh
6、ich artificial geographical barriers are eliminated.消除人为地理界限的一种全球性组织。11、Exporting : 出口An approach to going global that involves making products at home and selling them overseas.在国内制造产品，并将产品销往国外。12、Importing : 进口An approach to going global by manufacturing organizations that involves giving other or
7、ganizations the right to use your brand name, technology, or product specifications.把海外制造的产品销往国外。13、Licensing : 许可证贸易An approach to going global by manufacturing organizations that involves giving other organizations the right to use your brand name, technology, or product specifications.通过一次性支付或按销售
8、提取一定费用，从而给予其他组织商标，技术或产 品规范的制造业组织的使用权。14、Franchising : 特许证贸易An approach to going global by service organizations that involves giving other organizations the right to use your brand name ,technology ,or product specifications.通过一次性支付或按销售提取一定费用，从而给予其他组织商标，技术或产品规范的服务业组织的使用权。15、Strategic alliances : 战略同
9、盟An approach to going global that involves partnerships between an organization and a foreign company which both share resources and knowledge in developing new products or building production facilities.是指一个组织与外国公司建立的伙伴关系，双方在开发新产品或组建生产机构时共享资源和知识。16、Joint venture : 合资企业An approach to going global th
10、at is a specific type of strategic alliance in which the partners agree to form a separate ,independent organization for some business purpose.是一种特殊的战略同盟，即双方为了某个企业目标，一致同意成立一个自主经营，独立的组织。17、Foreign subsidiary : 外国子公司An approach to going global that involves a direct investment in a foreign country by
11、setting up a separate and independent production facility or office.在国外直接投资的一种自主经营而又独立的生产机构或办事处。18、National culture : 民族文化The values and attitudes shared by individuals from a specific country that shape their behavior and beliefs about what is important.是指一个国家的居民共有的价值观，这些价值观塑造了他们的行为以及他们看待世界的方式。19、I
12、ndividualism : 个人主义A cultural dimension that describes when people are supposed to look after their own interests and those of their immediate family.人们只关心自己的和直系亲属的利益的一种文化维度。20、Collectivism : 集体主义A cultural dimension that describes when people expert others in their group to look after them and to p
13、rotect them when they are in trouble .人们希望群体中的其他人再他们有困难时帮助并保护他们的一种文化维度。21、Power distance : 权利差距A cultural measure of the extent to which a society accepts the unequal distribution of power in institutions and organizations.衡量社会接受机构和组织内权利分配不平等的程度的尺度。22、Uncertainty avoidance : 不确定性规避A cultural measure
14、 of the degree to which people tolerate risk and unconventional behavior.衡量人们承受风险和非传统行为的程度的文化尺度。23、Quantity of life : 生活的数量A national culture attribute describing the extent to which societal values are characterized by assertiveness and materialism.一种表现为过分自信以及追求金钱和物质财富的民族文化。24、Quality of life : 生活的
15、质量A national culture attribute that reflects the emphasis and concern for others.一种重视人与人之间的关系，并表现出对他人幸福的敏感和关心的民族文化。25、Culture shock : 文化冲击The feelings of confusion, disorientation ,and emotional upheaval caused by being immersed in a new culture.处于一个新的文化时所产生的困惑，迷惘以及锯烈的情感波动的感觉。26、Organizational socia
16、lization: 组织社会化The process that employees go through to adapt to an organizations culture.是指雇员适应组织文化所经历的过程。Chapter 5 Social Responsibility and Managerial Ethics1、Classical view: 古典观点The view that managements only social responsibility is to maximize profits.古典观点就是利润最大化2、Socioeconomic view: 社会经济学观点Th
17、e view that managements social responsibility goes beyond making profits to include protecting and improving societys welfare.社会经济学观点认为管理当局的社会责任不只是创造利润，还包括保护和增进社会福利。3、Social responsibility: 社会责任A business firms obligation. Beyond that required by low and economic, to pursue long-term goals that are
18、good for society.定义为企业追求有利于社会的长远目标的一种义务，它超越了法律和经济所要求的义务.4、Social obligation: 社会义务The obligation of a business to meet its economic and legal responsibilities.是指一个企业承担其经济。5、Social responsiveness: 社会响应The capacity of a firm to adapt to changing social conditions.是指一个企业适应变化的社会状况的能力.6、Social screening:
19、社会屏障筛选Applying social criteria (screens) to investment decisions.即在投资决策中应用社会标准。7、Values-based management: 以价值观念为基础的管理An approach to managing in which managers establish, promote, and practice an organizations shared values.是管理者建立，推行和实践组织共享价值观的一种管理方式。8、Greening of management: 管理的绿色化The recognition of
20、 the close link between an organizations decisions and activities and its impact on the natural environment.是对组织策划和活动与组织对自然环境影响之间存在的紧密联系的意识。9、Ethics: 道德Rules and principles that define right and wrong conduct.是指规定行为是非的规则和原则。11、Utilitarian view of ethics: 道德的功利观A view of ethics that says that ethical
21、 decisions are made solely on the basis of their outcomes or consequences.是指完全按照结果或后果制定道德决策。12、rights view pf ethics：道德的权利观A view of ethics thats concerned with respecting and protecting individual liberties and privileges.是关注于尊重和保护个人自由和特权的观点，包括隐私权，思想权，言论自由，生命安全以及法律规定的各种权利。13、Theory of justice view
22、of ethics: 道德公正理论A view of ethics in which managers impose and enforce rules fairly and impartially and do so by following all legal rules and regulations.这要求管理者公正和公平地贯彻和加强规则，并在此过程中遵守所有的法律法规。14、Integrative social contracts theory: 社会契约整合理论A view of ethics proposes that ethical decisions should be ba
23、sed normative (what should be) factors.这种观点认为应该根据实证因素（是什么）和规范因素（应当是什么）制定道德决策。14、Values: 价值观Basic convictions about what is right and wrong.是关于什么是正确的，什么是错误的基本信条。15、Ego strength: 自我强度A personality measure of a persons convictions.是衡量个人自信心强度的一种个性尺度。16、Iocus of control: 控制点A personality attribute that m
24、easures the degree to which people believe the control their own fate.是衡量人们相信自己掌握自己命运程度的个性特征。17、Code of ethics: 道德准则A formal statement of an organizations primary values and the ethical rules it expects its 是表明一个组织期望雇员遵守的基本价值观和道德规则的正式文件。Chapter 6 Decision Making: The Essence of the Managers Job1、dec
25、ision: 决策A choice from two or more alternatives.在两个或更多的方案中做出一个选择。2、decisionmaking process: 决策制定过程A set of eight steps including identifying a problem, selecting an alternative, and evaluating the decisions effectiveness.一个包括识别问题，选择备案方案以及最终评估决策的结果等 8 个步骤的过程。3、problem: 问题A discrepancy between an exist
26、ing and a desired state of affairs.现状与希望状态之间的差异。4、decision criteria: 决策标准：criteria that define whats relevant in a decision.决定什么与制定决策有关。5、implementation: 实施Conveying a decision to those affected and getting their commitment to it.将决策传送给有关的人员和部门，并要求他们对实施结果做出承诺。6、rational decisionmaking : 理性决策制定Descri
27、bes choices that are consistent and value-maximizing within specified constraints.前后一致的，追求特定条件下价值最大化的选择。7、bounded rationality : 有限理性Decisionmaking Behavior that is rational, but limited (bounded) by an individuals ability to process information.决策行为表现出有限程度的理性，因为其受制于个人处理信息能力的局限性。8、satisficing : 满意Acc
28、eptance of solutions that are “good enough”.所接受的决策方案只是“足够好”的。9、escalation of commitment: 承诺升级：An increased commitment to a previous decision despite evidence that it may have been wrong.一种在过去决策的基础上不断增加承诺的现象，尽管有证据表明，已经做出的决策是错误的。10、intuitive decision-making: 直觉决策making decision on the basis of experie
29、nce feeling and accumulated judgment.基于决策者的经验，感觉以及积累的判断所做出的决策。11、wellstructured problems: 结构良好的问题Straightforward, familiar, and easily defined problems.一目了然的，熟悉的，容易定义的问题。12、programmed decision: 程序化决策A repetitive decision that can be handled by a routine approach.可以通过例行措施处理的、可重复性使用的决策方案。13、procedure:
30、 程序A series of interrelated sequential steps that can be used to respond to a wellstructured problem.相互关联的一系列顺序的步骤，管理者遵循这些步骤对结构化的问题做出响应。14、rule: 规则An explicit statement that tells managers what they can or cannot do.一种明确的陈述，它告诉管理者能做什么和不能做什么。15、policy: 政策A guideline that establishes parameters for ma
31、king decisions.确立一些参数，为决策提供指南。16、poorly structured problems: 结构不良的问题： Problems that are new or unusual and for which information is ambiguous or incomplete.新颖的，不经常发生的，信息模糊的和不完整的问题。17、nonprogrammed decisions: 非程序化决策a unique decision that requires a custommade solution.唯一的，现裁现做的来解决问题的决策。18、certainty :
32、 确定性A situation in which a manager can make accurate decisions because all outcomes are known. 在这种情况下管理者可以制定出精确的决策，因为每一种方案的结果是已知的。19、risk: 风险性Those conditions in which the decision maker is able to estimate the likelihood of certain outcomes.在这种条件下，决策者能够估计出每一种备择方案的可能性或者结果。20、Uncertainty : 不确定性A situ
33、ation in which a decision maker has neither certainty nor reasonable probability.estimates available.在这种情况下，决策制定者既不能肯定它的结果又不能对概率做出合理的估计。21、directive style : 命令型风格A decision-making style characterized by low tolerance for ambiguity and a rational way of thinking.具有较低的模糊承受力的人运用理性的思维方法的一种决策制定风格。22、anal
34、ytic style : 分析型风格A decisionmaking style characterized by a high tolerance for ambiguity and a rational way of thinking.具有较大的模糊承受力的人运用理性的思维方法的一种决策制定风格。23、conceptual style : 概念型风格A decisionmaking style characterized by a high tolerance for ambiguity and an intuitive way of thinking.具有较高的模糊承受力的人运用创造性的
35、思维方法的一种决策制定风格。24、behavioral style : 行为型风格A decisionmaking style characterized by a low tolerance for ambiguity and an intuitive way of thinking.具有较低的模糊承受力的人运用创造性的思维方法的一种决策制定风格。Chapter 7 Foundations of Planning1、Planning : 计划工作A process that involves defining the organizations goals, establishing an
36、overall strategy for achieving those goals , and developing a comprehensive set of plans to integrate and coordinate organizational work. 包含定义组织的目标，制定全局战略以实现目标，以及开发一组广泛的相关计划以整合和协调组织工作。 2、Goals: 目标Desired outcomes for individuals , groups , or entire organizations. 个体、群体和整个组织期望的产出，它提供了所有管理决策的方向，构成了衡量
37、标准，参照这种标准就可以度量实际工作的完成情况。3、Plan : 计划Documents that outline how goals are going to be met including resource allocations , schedules , and other necessary actions to accomplish the goals. 一种文件，它规定了怎么实现目标以及通常表述了资源的分配、进度以及其他实现目标的必要行动。4、Stated goals : 陈述的目标 Official statements of what an organization say
38、s , and what it wants its various stakeholders to believe ,its goals are.一个组织向外界宣称的和试图使各种利益相关者相信的正式的陈述。5、Real goals : 真实目标Goals that an organization actually pursues , as defined by the actions of its members . 一个组织真正追求的目标，以及组织成员正在做什么。 6、Strategic plan: 战略计划Plans that apply to the entire organizatio
39、n, establish the organizations overall goals, and seek to position the organization in terms of its environment. 应用于整体组织的计划，其任务在于建立组织的全局目标和寻求组织在环境中的定位。7、Operational plans : 运营计划Plans that specify details how the overall goals are to be achieved. 具体规定如何实现全局目标的细节计划。8、Long-term plans : 长期计划Plans with a
40、 time frame beyond three years. 超过 3 年的计划。9、Short-term plans : 短期计划Plans covering one year or less. 1 年或短于 1 年期的计划。 10、Specific plans : 具体计划Plans that are clearly defined and that leave no room for interpretation. 清晰定义的和没有任何解释余地的计划。11、Directional plans : 方向性计划Plans that are flexible and that set out
41、 general guidelines. 一种具有灵活性的计划，它设立了一般的指导原则。12、Single-use plan : 一次性计划A one-time plan specifically designed to meet the needs of a unique situation . 指为满足特定情况需要而设计的一次性计划。13、Standing plans : 持续性计划Ongoing plans that provide guidance for activities performed repeatedly. 提供了对重复进行的活动的持续指导。 14、Traditional
42、 goal setting : 传统目标设立过程：An approach to setting goals in which goals are set at the top lever of the organization and then broken down into subgoals for each lever of the organization . 首先设立组织的最高层目标，然后将其分解为每一个组织层次的目标。15、Means-ends chain : 手段 -目的链An integrated network goals in which the accomplishmen
43、t of goals at one level serves as the means for achieving the goals, or ends at the next level. 意味着上一层的目标或目的与下一层的目的相联系，后者成为实现上一层目标的手段。16、Management by objectives : 目标管理 A management system in which specific performance goals are jointly determined by mployees and their managers, progress toward acco
44、mplishing those goals is periodically reviewed, and rewards are allocated on basis of this progress. 在这种管理体系下，雇员与他的管理者共同确定具体的绩效目标，然后定期的评审实现目标方面的进展情况。 17、Mission : 使命The purpose of an organization. . 就是组织的目的。 18、Commitment concept: 承诺概念Plans should extend far enough to meet those commitments made whe
45、n the plans were developed. 意味着计划应该扩展到未来足够长的期限，以满足这些承诺和投入的实现。 19、Formal planning department: 正式计划部门A group of planning specialists whose sole responsibility is helping to write various organizational plans. 一组专职的计划专家负责制定各种各样的组织计划。Chapter 8 Strategic Management1、strategic management : 战略管理That set of
46、 managerial decisions and actions that determines the long-run performance of an organization. 战略管理是一组管理决策和行动，它决定了组织的长期绩效。2、strategic management process: 战略管理过程 An eight-step process that encompasses strategic planning, implementation, and evaluation.是一个包含 8 个步骤的过程，其中包括战略计划、实施和评估。3、opportunities : 机
47、会Positive trends in external environmental factors.机会是外部环境因素的积极趋势。4、threats : 威胁Negative trends in external environmental factors.威胁是外部环境因素的负面趋势。5、Core competencies: 核心能力An organizations major value-creating skills , capabilities , and resources that determine its competitive weapons.核心能力是组织主要的价值创造技
48、能，它决定了组织的竞争武器。6、Strengths: 优势Any activities the organization does well or any unique resources that it has.优势是组织擅长的活动或者专有的资源。7、Weaknesses: 劣势 Activities the organization does not do well or resources it needs but does not possess.劣势是组织不擅长的活动或者非专有的资源。8、SWOT analysis : SWTO 分析An analysis of the organi
49、zations strengths, weaknesses, opportunities, and threats.SWTO 分析是对组织的优势、劣势、机会和威胁的分析。9、Corporate-level strategy: 公司层战略An organizational strategy that seeks to determine what businesses a company should be in or wants to be in.公司层战略寻求确定公司应该从事什么事业。10、Stability strategy : 稳定型战略A corporate-level strategy characterized by an absence of significant change.稳定型战略是一种公司
