1、精選優(yōu)質(zhì)文檔-傾情為你奉上Unite 2. Significance of Management管理的重要性Text A. What is Management?管理是什么？Pre -reading Task 課前閱讀Read the following questions first, which will help you understand the text below better, and then answer the questions after reading the text carefully. 先看看下面的問(wèn)題，這些問(wèn)題將有助于你更好地理解后面的課文，仔細(xì)地讀完課文后

2、再回答這些問(wèn)題。1. How do you understand the sentence "This interdependence, and the prominent role of organizations in our lives, highlights the importance of management."? 你怎么理解這句話：組織的杰出作用和組織之間的相互依賴性突出了管理的重要性。2. Why do you think management is important for an organization? Please describe the re

3、ason in great detail. 為什么你認(rèn)為管理對(duì)一個(gè)組織是重要的？請(qǐng)?jiān)敿?xì)地描述一下原因。3. What is the essence of management theory in your viewpoint? 你的觀點(diǎn)中，管理理論的本質(zhì)是什么？TEXT Simply speaking, management is what managers do. But in order to understand the definition of management, that statement seems too simple. To our great surprise, th

4、e variety of approaches to management analysis, the amount of research, and the great number of differing views have resulted in much confusion as to what management is, what management theory and science is, and how managerial events should be analyzed. As a matter of fact, Harold Koontz many years

5、 ago called this situation "the management jungle". Though new approaches have developed and older approaches have taken on some new meanings with some new words attached, the developments of management science and theory still have the characteristics of a jungle. Thus in this passage we

6、want to discuss Importance of Management, Definition of Management, and Major functions of Management respectively. 簡(jiǎn)單地說(shuō)，管理就是管理者所做的事情。但是為了弄清管理的定義，這樣的表述好像太簡(jiǎn)單。使我們感到驚奇的是：管理分析的各種方法（學(xué)派）、研究的數(shù)量、眾說(shuō)紛紜（不同）的觀點(diǎn)已經(jīng)導(dǎo)致關(guān)于管理的一些問(wèn)題非常混淆、困惑，比如管理是什么、管理理論和管理科學(xué)是什么、管理事件應(yīng)該怎樣分析等等。事實(shí)上，哈羅德孔茨在許多年之前就把這種狀況稱為“管理（理論）叢林”。盡管新管理學(xué)派已經(jīng)得到發(fā)展

7、，舊管理學(xué)派附加一些新的詞匯而增加了一些新含義，管理科學(xué)及管理理論的發(fā)展仍有叢林的特征。因此在這一段（篇）文章中，我們想分別討論一下管理的重要性、管理的定義、管理的主要職能。A.1. Importance of Management 管理的重要性The importance of management goes well beyond meeting personal needs, however. Modem society is characterized by people working together to accomplish tasks. We are not self-suf

8、ficient; we depend on other people and organizations to manufacture thousands and thousands of products and to provide medical, financial, educational, and entertainment services. This interdependence, the prominent role of organizations in our lives, highlights the importance of management. 無(wú)論如何，管理

9、的重要性遠(yuǎn)遠(yuǎn)超出了滿足個(gè)人需求的程度。現(xiàn)代社會(huì)的一個(gè)特征就是人們一起工作來(lái)完成各項(xiàng)任務(wù)。我們并不能自給自足，我們依賴其他人和其他組織來(lái)制造生產(chǎn)成千上萬(wàn)的產(chǎn)品，提供醫(yī)療方面的、財(cái)政金融方面的、教育方面的、娛樂(lè)方面的各項(xiàng)服務(wù)。自我們生活中的各種組織的卓越的作用，以及組織之間的相互依賴突出了管理的重要性。然而，管理的重要性遠(yuǎn)遠(yuǎn)超越了滿足個(gè)人需求。現(xiàn)代社會(huì)是以人們一起工作共同完成任務(wù)為特征的。我們不能自給自足，我們要依賴其他人和團(tuán)體來(lái)生產(chǎn)成千上萬(wàn)的產(chǎn)品并提供醫(yī)療、金融、教育和娛樂(lè)服務(wù)。生活中的這些相互依存、以及這些團(tuán)體組織的重要角色突出了管理的重要性。Management would be a far

10、 less challenging task if not for the changes, threats, and opportunities the environment thrusts upon the organization. If the world around managers and their organizations was stable, they could quite easily determine a plan, set up the organization to achieve it, direct the organization's emp

11、loyees, and control the operation without incident. But there is no such thing as a stable environment. 如果沒(méi)有社會(huì)環(huán)境把變化、威脅、機(jī)遇強(qiáng)加給組織的話，管理將遠(yuǎn)非一個(gè)挑戰(zhàn)性的任務(wù)。如果管理者們和他們周圍的世界是穩(wěn)定不變的話，他們能很輕易地確定一個(gè)計(jì)劃，創(chuàng)建一個(gè)組織去完成這項(xiàng)計(jì)劃，領(lǐng)導(dǎo)組織的員工（雇員），控制企業(yè)運(yùn)轉(zhuǎn)并無(wú)任何事故。但現(xiàn)實(shí)社會(huì)中沒(méi)有一個(gè)穩(wěn)定不變的環(huán)境。要是沒(méi)有環(huán)境給團(tuán)體帶來(lái)的變化、威脅和機(jī)遇，管理將遠(yuǎn)不會(huì)如此富有挑戰(zhàn)性。如果經(jīng)理人和他們周圍的世界是穩(wěn)定的，他們會(huì)很容易地制定計(jì)劃

12、，安排團(tuán)體完成計(jì)劃，并且不出差錯(cuò)地指揮員工、控制運(yùn)行。但是根本就沒(méi)有穩(wěn)定的環(huán)境。Management moves an organization toward its purposes or goals by assigning activities that organizational members perform, if the activities are designed effectively, the production of each individual worker will contribute to the attainment of organizational

13、goals. Management strives to encourage individual activity that will lead to reaching organizational goals and to discourage individual activity that will hinder the accomplishment of those goals. "There is no idea more important to managing than goals. Management has no meaning apart from its

14、goals." Managers must, therefore, keep organizational goals in mind at all times. 管理憑借組織成員完成的分配活動(dòng)推動(dòng)組織朝向它的目的或目標(biāo)，如果這種活動(dòng)是有效設(shè)計(jì)好的話，每一個(gè)工人的生產(chǎn)效率將有助于組織目標(biāo)的實(shí)現(xiàn)（到達(dá)）。管理力求激勵(lì)那些通向到達(dá)組織目標(biāo)的個(gè)人活動(dòng)，勸阻那些阻礙完成組織目標(biāo)的個(gè)人活動(dòng)。“對(duì)于管理而言，沒(méi)有比（組織）目標(biāo)更重要的東西了，如果撇開(kāi)管理的目標(biāo)，管理就沒(méi)有任何意義。”為此，管理者必須在頭腦里隨時(shí)（總是）保持組織目標(biāo)。A.2 Definition of Management 管理的

15、定義According to Webster's New Twentieth Century Dictionary of the English Language, it defines management as "the act, art or manner of handling, controlling, or directing" and "the group of those who manage or direct an enterprise". This definition suggests that management in

16、volves action directed toward some purpose and that managers are the people involved in this process. Managerial activities cannot be discussed without reference to the human beings performing them, and the position of managers within an organization is ultimately defined not by titles, but by the a

17、ctivities the managers perform. And on the other hand, organizations that bring together people and other resources for a common purpose are the means through which people coordinate their work in modern society. 根據(jù)新編韋伯20世紀(jì)英語(yǔ)詞典，它把管理定義為一種處理、控制和指導(dǎo)事務(wù)的行為、藝術(shù)或方式，管理者是指管理或指導(dǎo)一個(gè)企業(yè)的一群人。這個(gè)定義暗示管理涉及指向某種目的行為，以及管理者

18、是那些參與這個(gè)過(guò)程的人。管理活動(dòng)如果沒(méi)有涉及人類完成它們就不能被討論，并且管理者在一個(gè)組織中的職位的最終確定不是靠頭銜，而是靠管理者所履行的管理活動(dòng)。在另一方面，組織為一個(gè)共同的目的而召集的人員和其他資源，憑借這些手段，人們?cè)诂F(xiàn)代社會(huì)中協(xié)調(diào)工作。Management exists in an environment that includes competition, the demands of customers, the restrictions imposed by governments, the state of the economy, and even the actions

19、of foreign governments in some cases. In addition, management involves the creative use and coordination of resources to achieve the organization's goals, and all managers engage in each of these functions, to a greater or lesser degree, based on the specific responsibilities they bear. Conseque

20、ntly, a more thorough explanation is that management is coordinating work activities so that they are completed efficiently and effectively with and through other people. We already know that coordinating the work of others is what distinguishes a managerial position from a nonmanagerial one. Howeve

21、r, this does not mean that managers can do what they want anytime, anywhere, or in any way. Instead, management involves the efficient and effective completion of organizational work activities, or at least that's what manager aspire to do. 管理存在于包括競(jìng)爭(zhēng)、客戶需求、政府強(qiáng)加的種種約束和限制、經(jīng)濟(jì)狀況、甚至某些情況下的國(guó)外政府行為的一個(gè)復(fù)雜的環(huán)境

22、中。另外，管理涉及哪些為了完成組織目標(biāo)而對(duì)各種資源的創(chuàng)造性利用和協(xié)調(diào)能力，或大或小程度上，管理者從事的基于他們承擔(dān)的具體責(zé)任的各項(xiàng)職責(zé)中的每一項(xiàng)。因此，更加徹底（考慮周到）的解釋就是：管理是協(xié)調(diào)性工作活動(dòng)，以便于有效地和其他人一起或者通過(guò)其他人高效率地完成這些工作。我們已經(jīng)知道管理者協(xié)調(diào)其他人的工作，這就區(qū)分了管理崗位和非管理崗位。然而，這并不意味著管理者在任何時(shí)間、任何地點(diǎn)或者以任何方式能做他們想做的。作為替代，管理涉及有效率地和有效地完成組織的有關(guān)工作活動(dòng)，或者至少這是管理者所追求要做的。(1)Efficiency refers to getting the most output fro

23、m the least amount of inputs. Because managers deal with scarce inputs - including resources such as people, money, and equipment - they're concerned with the efficient use of those resources. For instance, at the Siemens AG factory in Forchheim, Germany, where employees make X-ray equipment, ef

24、ficient manufacturing techniques were implemented by doing things such as cutting inventory levels, decreasing the amount of time to manufacture products, and lowering product reject rates. These efficient work practices paid off as the plant was named one of Industry Week's best plants for 2002

25、. 效率是指用最少的投入獲得最大產(chǎn)量。因?yàn)楣芾碚咭幚硐∪蓖度耄òㄈ肆Α⒔疱X和設(shè)備等資源），管理者關(guān)心這些資源的利用效率。比如，在德國(guó)福希海姆市的西門子公司的工廠里，雇員們制造X光設(shè)備，通過(guò)消減庫(kù)存水平，降低產(chǎn)品生產(chǎn)時(shí)間和降低產(chǎn)品不合格率來(lái)執(zhí)行高效率的生產(chǎn)制造技術(shù)。當(dāng)工廠被“工業(yè)周刊”命名為2002年度最佳工廠之一時(shí)，這些高效率的工作實(shí)踐給企業(yè)帶來(lái)了利益（獲得成功）。From this perspective, efficiency is often referred to as "doing things right" - that is, not wasting re

26、sources. However, it's not enough just to be efficient. Management is also concerned with being effective, completing activities so that organizational goals are attained. 從這個(gè)角度來(lái)看，效率經(jīng)常被稱為“做事正確用正確的方法做事”，那就是不浪費(fèi)資源。然而，僅僅有效率是不夠的。管理也關(guān)心有效的圓滿的行動(dòng)，以便于組織目標(biāo)得以實(shí)現(xiàn)。(2)Effectiveness is often described as "d

27、oing the right things" - that is, those work activities that will help the organization reach its goals. For instance, at the Siemens factory, goals included reducing equipment installation time for customers and cutting costs. Through various work programs; these goals were pursued and achieve

28、d. Whereas efficiency is concerned with the means of getting things done, effectiveness is concerned with the ends, or attainment of organizational goals. Management is concerned, then, not only with getting activities completed and meeting organizational goals (effectiveness) but also with doing so

29、 as efficiently as possible. In successful organizations, high efficiency and high effectiveness typically go hand in hand. Poor management is most often due to both inefficiency and ineffectiveness or to effectiveness achieved through inefficiency. 效果通常被描述為做正確的事，也就是，做那些有助于組織實(shí)現(xiàn)自身目標(biāo)的工作活動(dòng)。例如，在西門子工廠，目標(biāo)

30、包括為客戶減少機(jī)器組裝時(shí)間和消減成本。通過(guò)各種工作程序，這些目標(biāo)被追逐和完成。效率關(guān)心完成事情的方式和手段，而效果關(guān)心結(jié)果或者組織目標(biāo)的完成與否。因此，管理不僅關(guān)心完成相關(guān)活動(dòng)和滿足組織目標(biāo)（效果），還關(guān)心盡可能地高效率地去做事情。在成功的組織里，高效率和高效果通常是結(jié)合在一起的。低劣的管理最經(jīng)常是因?yàn)榧葲](méi)效率又沒(méi)效果，或者通過(guò)低效率實(shí)現(xiàn)效果（效益）。As mentioned above, we should clearly identify that management is the process of designing and accomplishing goals by means

31、 of all resources within the certain environment in an efficient and effective manner. This process involves several core functions including planning, organizing, staffing, leading and controlling. 如上所述，我們應(yīng)該清晰地認(rèn)識(shí)到管理是指在一定的環(huán)境中，憑借（依靠）各種資源設(shè)計(jì)目標(biāo)并用高效率的、高效果的方式去完成目標(biāo)的過(guò)程。這個(gè)過(guò)程涉及到了管理的幾個(gè)核心職能，包括計(jì)劃、組織、人員配備、領(lǐng)導(dǎo)和控制等。

32、A.3 Major Functions of Management 管理的主要職能All in all, management is the process of achieving organizational goals by engaging in the five major functions which are crucial to effective management. This definition recognizes that management is an ongoing activity, entails reaching important goals, and

33、 involves knowing how to perform the major functions of management. 總的說(shuō)來(lái)，管理是通過(guò)致力于五種對(duì)有效管理來(lái)說(shuō)至關(guān)重要的主要職能來(lái)實(shí)現(xiàn)組織目標(biāo)的過(guò)程。這個(gè)定義認(rèn)識(shí)到管理是一個(gè)持續(xù)存在的的行動(dòng)，需要實(shí)現(xiàn)重要的目標(biāo)，涉及知道如何執(zhí)行各項(xiàng)管理職能。Many scholars and managers have found that the analysis of management is facilitated by a useful and clear organization of knowledge. In studyin

34、g management, therefore, it is helpful to break it down into five managerial functions - planning, organization, staffing, leading and controlling - around which the knowledge that underlies those functions can be organized. Managers use decision-making skills and tools to perform the five basic fun

35、ctions of management. However, not all managers perform all the functions all of the time, for example, not every manager makes plans every day. Nor do managers necessarily perform these five managerial functions in sequence. But within any organization, all the five functions must be performed by t

36、he managers together if the organization is to be successful over time. 許多學(xué)者和管理者已經(jīng)發(fā)現(xiàn)通過(guò)有用的、清晰的組織知識(shí)對(duì)管理進(jìn)行分析是很便利的。因此在研究管理時(shí)，把管理分成計(jì)劃、組織、人員配備、領(lǐng)導(dǎo)和控制等5個(gè)管理職能是很有好處的，圍繞管理的這5項(xiàng)職能下面的相關(guān)知識(shí)可以形成有機(jī)結(jié)構(gòu)（有機(jī)體）。管理者利用決策技巧和工具來(lái)執(zhí)行管理的5項(xiàng)基本職能。然而，不是所有的管理者在任何時(shí)候都能使用（執(zhí)行）所有功能，例如，不是每一個(gè)經(jīng)理每一天都制定計(jì)劃。管理者也沒(méi)有必要按順序執(zhí)行這5項(xiàng)職能。但是在任何組織里，如果組織要有朝一日獲得成功，

37、所有的這5項(xiàng)職都必須通過(guò)管理者們一起來(lái)很好地執(zhí)行。Assume a company decides to hold a New Year festival weekend, including a concert by a popular musical group. The management must first decide who is in charge of the festival activities, what group to hire and where to locate the festival, obtain approvals and handle other

38、specifics of production. These activities include some planning, some organizing, and some controlling. The activities of the festival itself must then be determined and scheduled, funds collected, and tickets sold. Again, this practices several functions simultaneously. Finally, the management must

39、 lead or direct the operation and control the activities to meet its goals within the budget. If the planning, organizing, staffing, leading, and controlling are coordinated and handled effectively, the New Year festival weekend can be a financial and social success; if they are not, the weekend wil

40、l fall short of its objectives. The same is true for all organizations. 假定一個(gè)公司決定舉辦新年周末節(jié)慶活動(dòng)，包括流行音樂(lè)組合的音樂(lè)會(huì)。管理必須首先確定誰(shuí)去負(fù)責(zé)節(jié)慶活動(dòng)，雇傭什么樣的音樂(lè)團(tuán)隊(duì)，在哪里舉辦節(jié)慶活動(dòng)，獲得（政府、環(huán)保、社區(qū)居民等部門）的批準(zhǔn)、處理其他產(chǎn)生的細(xì)節(jié)問(wèn)題等等。這些活動(dòng)包括做一些計(jì)劃、一些組織和一些控制。接下來(lái)，要確定和安排節(jié)慶活動(dòng)本身的活動(dòng)，收集資金，以及售票等等。這就要同時(shí)實(shí)踐（執(zhí)行）幾種管理職能。最終，管理必須領(lǐng)導(dǎo)或引導(dǎo)這項(xiàng)活動(dòng)的運(yùn)轉(zhuǎn)，以及在預(yù)算下控制相關(guān)活動(dòng)以滿足節(jié)慶活動(dòng)的目標(biāo)。如果計(jì)劃、組織、

41、人員配備、領(lǐng)導(dǎo)和控制等職能協(xié)調(diào)發(fā)揮、處理有效，那么周末新年節(jié)慶活動(dòng)就能在財(cái)務(wù)方面和社會(huì)方面取得成功；如果做不到協(xié)調(diào)和有效處理，那么這個(gè)周末節(jié)慶活動(dòng)將達(dá)不到自身的目標(biāo)。這同樣適用于所有組織。The following are the five management functions, which are described briefly. 下面是5種管理職能，可以分別簡(jiǎn)潔地描述一下相關(guān)內(nèi)容。1. Planning involves choosing tasks that must be performed to attain organizational goals, outlining h

42、ow the tasks must be performed, and indicating when they should be performed. Planning activity focuses on attaining goals. Through their plans, managers outline exactly what organizations must do to be successful. Planning is concerned with organizational success in the near future (short term) as

43、well as in the more distant future (long term). 計(jì)劃職能包括選擇那些必須要執(zhí)行才能實(shí)現(xiàn)組織的目標(biāo)的任務(wù)，概述必須如何去執(zhí)行（完成）任務(wù)，指示應(yīng)該什么時(shí)候去執(zhí)行那些任務(wù)。計(jì)劃活動(dòng)中心在于實(shí)現(xiàn)（組織）目標(biāo)。管理者通過(guò)他們的計(jì)劃精確地列出提綱組織要成功所必須做的。計(jì)劃不但關(guān)心組織在不久的將來(lái)（近期）的成功，而且還關(guān)心更遠(yuǎn)的將來(lái)的成功。（as well as不但，而且）2. Organizing can be thought of as assigning the tasks developed under the planning function t

44、o various individuals or groups within the organization. Organizing, then, creates a mechanism to put plans into action. People within the organization are given work assignments that contribute to goal attainment. Tasks are organized so that the output of individuals contributes to the success of d

45、epartments, which, in turn, contributes to the success of divisions, which ultimately contributes to the overall success of the organization. 組織職能可以看作是在組織內(nèi)，分配由計(jì)劃職能設(shè)定出來(lái)的各項(xiàng)任務(wù)給個(gè)人或各個(gè)小組。接著，組織要?jiǎng)?chuàng)造一個(gè)有機(jī)系統(tǒng)來(lái)實(shí)施計(jì)劃。組織內(nèi)的員工們接到有助于組織目標(biāo)實(shí)現(xiàn)的有關(guān)工作任務(wù)。各項(xiàng)任務(wù)都是有條理的、有組織的，以便于個(gè)人的工作產(chǎn)出促進(jìn)各自小組的成功，小組的成功反過(guò)來(lái)又促進(jìn)部門的成功，部門的成功最終促進(jìn)組織的全面成功。3.

46、The managerial function of staffing is defined as filling, and keeping filled positions in the organization structure. This is done by identifying workforce requirements, inventorying the people available, and recruiting, selecting, placing, promoting, appraising, planning the careers of, compensati

47、ng, and training or otherwise developing both candidates and current jobholders so that they can accomplish their tasks effectively and efficiently. It is clear that staffing must be closely linked to organizing, that is, the setting up of intentional structures of roles and positions. 人員配備職能被定義為在組織

48、結(jié)構(gòu)內(nèi)進(jìn)行崗位招聘（填補(bǔ)職位）、保持崗位滿員的工作。這項(xiàng)職能的工作有確定勞動(dòng)力需求、盤點(diǎn)可用員工的數(shù)量、招聘、選拔、安置、提升、評(píng)價(jià)、規(guī)劃職業(yè)生涯、補(bǔ)償金、培訓(xùn)，以及其他方面的工作，通過(guò)人員配備職能的這些工作來(lái)發(fā)展求職者和現(xiàn)有從業(yè)人員，以至于他們能有效地和有效率地完成自己的工作。很顯然，人員配備職能必須要緊密聯(lián)系組織職能，那就是說(shuō)，角(jue)色和崗位的結(jié)構(gòu)策劃的建立過(guò)程。4. Leading is defined as the process of influencing people and motivating them to make contributions to organiza

49、tional and group goals. This function, which is also commonly referred to as motivating, influencing, directing, or actuating, is concerned primarily with people within organizations. Leading can be thought of as the process of guiding the activities of organizational members in appropriate directio

50、ns. An appropriate direction is any direction that helps the organization move toward goal attainment. The ultimate purpose of leading is to increase productivity. Human-oriented work situations usually generate higher levels of production over the long term than do task-oriented work situations bec

51、ause people find the latter type of situations distasteful. 領(lǐng)導(dǎo)職能被定義為影響其他人和激勵(lì)其他人為組織和群體目標(biāo)做出貢獻(xiàn)的過(guò)程。這個(gè)職能通常也叫做激勵(lì)、影響、指導(dǎo)或者驅(qū)使，它主要關(guān)心組織內(nèi)員工。領(lǐng)導(dǎo)可以被看作是在恰當(dāng)?shù)姆较蛳拢笇?dǎo)（引導(dǎo)）組織成員的過(guò)程。這個(gè)恰當(dāng)?shù)姆较蚴侵笌椭M織向其目標(biāo)實(shí)現(xiàn)而移動(dòng)的任何方向。領(lǐng)導(dǎo)的最終目的是要提高生產(chǎn)率。以人為本的工作環(huán)境通常長(zhǎng)期可以比以工作為中心的工作環(huán)境產(chǎn)生高水平的生產(chǎn)（率），這是因?yàn)槿藗儼l(fā)現(xiàn)后一種環(huán)境是令人討厭的。5. Controlling is an ongoing process. Ma

52、nagers continually gather information, make their comparisons, and then try to find new ways of improving production through organizational modification. So controlling is the managerial function for the measurement and correction of performance in order to make sure that enterprise objectives and t

53、he plans devised to attain them are being accomplished. 控制職能是一個(gè)正在進(jìn)行的或持續(xù)性的過(guò)程。管理者不斷地收集信息、對(duì)比信息，然后試著通過(guò)組織改造來(lái)發(fā)現(xiàn)提高生產(chǎn)效率的新方式。因此，控制就是為了確保那些要（打算）實(shí)現(xiàn)的組織目標(biāo)和設(shè)計(jì)好的計(jì)劃正在被完成，而對(duì)績(jī)效進(jìn)行測(cè)量和校正的一種管理職能。The above are the five basic management functions that make up the management processes, these five major functions will be def

54、ined in great detail in other units in this book. 上述五種基本的管理職能組成了管理過(guò)程，這五種主要管理職能將在這本書的其他單元詳細(xì)敘述。Text B The Principles of Management管理學(xué)原理Pre-reading Activities 課前閱讀Read text B carefully and then divide the class into groups. Choose one of the following topics to discuss in each group. Give a short repor

55、t about the group's opinion after chat. 仔細(xì)閱讀課文B，然后把全班進(jìn)行分組。每一個(gè)小組選擇下面的一個(gè)話題進(jìn)行討論。最后每一組給出全組意見(jiàn)的簡(jiǎn)短報(bào)告。1. Give your personal understanding about the principles of management. 給出你自己關(guān)于管理學(xué)原理的理解。2. Can management process be applied to some small tasks we might be faced with in our life? 我們能把管理過(guò)程（程序）能應(yīng)用到我們生活中

56、可能遇到的問(wèn)題嗎？3. Discuss the importance of rational decision making. 討論一下制定合理決策的重要性？4. Does experience count for much to new managers? 對(duì)于新的管理者來(lái)說(shuō)，經(jīng)驗(yàn)非常有價(jià)值嗎？（count for much很有價(jià)值；關(guān)系重大）5. Does theoretical research outweigh experimental research, or vice versa? 理論研究比試驗(yàn)研究重要，還是試驗(yàn)研究比理論研究重要。（vice versa反之亦然）Text The

57、re are probably as many definitions of management as there are books on the subject. Many of these definitions are relatively concise and often simplistic. One early writer defined management as "knowing exactly what you want people to do, and then seeing that they do it in the best and cheapes

58、t way". Management is actually a very complex process - much more complex than this definition would lead us to believe. Thus we need to develop a definition of management that better captures the true nature of the process. 可能有很多的管理定義，就像撰寫這個(gè)話題的書那樣多。許多定義相對(duì)簡(jiǎn)明，并且常常是過(guò)分簡(jiǎn)單的。一個(gè)早期的作者把管理定義為“能確切地知道想要其他人

59、做什么，也明白他們能用最好的、最便宜的方式去完成它。”管理實(shí)際上是一個(gè)非常復(fù)雜（復(fù)合的、綜合的）的過(guò)程，其復(fù)雜性使我們相信管理的復(fù)雜性遠(yuǎn)大于上述定義。因此，我需要進(jìn)一步發(fā)展管理的定義，以更好地獲取管理過(guò)程的真正實(shí)質(zhì)（性質(zhì)）。Management is the process of setting and accomplishing an organization's goals through the use and coordination of human, technical, and financial resources within the context of the environment. This process involves several core functions including planning and decision making, organizing, staffing, leading and directing, and controlling. All managers engage in each of these functions, to a greater or lesser degree, based on