管理信息系統(tǒng)中英文翻譯資料

1、<p>　　Managemengt Information Systems</p><p>　　By a management information system,we propose the follow alternate definition: an integrated uer/machine system (usually computerized) for providing info

2、rmation to support decision making in an enterprise.</p><p>　　The key elements of this definition are </p><p>　　—An integrated uer/machine system </p><p>　　—For proving information&

3、lt;/p><p>　　—To support decision making</p><p>　　—In an enterprise</p><p>　　A management information system utilizes</p><p>　　—Computer hardware and software</p>&l

4、t;p>　　—Manual procedures</p><p>　　—Models for analysis</p><p>　　—A database</p><p>　　Just as there is a logical flow of materials in the creation of a product, there is logical f

5、low of information in a management information system.In manufacturing,raw materials move through a process that transforms the raw materials into usable products. In a similar fashion, in an information system,data are

6、supplied to a system(input), the data are manipulated(processed),and they are transformed into information(output).In its simplest form ,a management information systemed may be depicted </p><p>　　Fig.10.1 A

7、n Input-Process-Output Medel of a Management Information System</p><p>　　We may further enhance our understanding of management information systems by discussing their general function and major elements. Th

8、ese systems exist in most enterprises, whether public or private, primarily to assist management in improving revenues, reducing costs and managing assets. Therefore, improving the performance of an enterprise is the ul

9、timate objective of management infoemation systems- not the storage of data, the generation of reports,or even”getting the right information to th</p><p>　　Transaction processing (TP), reporting systems(RS),

10、 and decision-support systems(DSS) are the major elements of a management infortion system.The primary role of TP in an enterprise is the collection, storage,and processing of data in such a way that transactions within

11、an enterprise are described and thus the procedural actions of the enterprise supported .More specifically, a TP system may be viewed as a computer-based means of capturing transaction so that may be recreated. The out o

12、f a trans</p><p>　　Reporting systems(RS) and decision-support systems (DSS) often are confused with each other and thus misunderstood. Yet, each has a clear orientation. And distinctions may be drawn in term

13、s of their areas of impact on the payoff to an enterprise and their relevance to a manager. So an RS provides standardized reports based on well-known policies, procedures, and rules. And a DSS provides information to he

14、lp management with new , unstructured decision making.</p><p>　　A pyramid may be used to illustrate the dimensions of an information system(Fig.10.2).The vertical dimension represents the levels of managemen

15、t (first-line, middle, and top management) , and the horizontal dimension represents the main functional areas of a business firm (for example, marketing, production, and finace).The depth dimension indicates the major m

16、anagement information systems that provide support for managerial activities: the structured and required reporting systems(RS) and decis</p><p>　　Fig.10.2 The Dimension of a Management Information System<

17、;/p><p>　　As the figure illustrates, RS and DSS (drawing on the TP system ) are utilized at all managerial levels and acress all function areas . There, it is te management information system(of TP ,RS ,and DSS

18、 ) that integrates both the level of management and functional areas .To further demonstrate how the subsystems fit together, the definition of MIS is recreated in the following table , with the components of MIS related

19、 to the defintional frame work.</p><p>　　Table10.1 Definition of Management Information System (MIS)</p><p>　　A management information system is </p><p>　　.An integrated user/machin

20、e system .Computer, models</p><p>　　.For providing information .System output</p><p>　　.To support decision making .MIS.DSS.OR/MS</p><p>　　.In an enterprise

21、 .Frameworkforthe information</p><p>　　The system utilizes</p><p>　　.Computer hardware and software .Computer system</p><p>　　.Manual procedures .Books,ma

22、nuals,people</p><p>　　.Models for analysis .Operations research</p><p>　　.A database .Computer ,people</p><p>　　Developing a compensation plan

23、to pay executive, managerial, and professional employees is similar in many respects to developing a play for and employees. The basic aims of the plan are the same in that the goal is to attract good employees and maint

24、ain their commitment. Furthermore, the basic methods of job evaluation , classifying jobs, ranking them , or assigning points to them ,for instance, are about as applicable to managerial and professional jobs as to prod

25、uction and clerical ones.</p><p>　　1)Yet for managerial and professional jobs , job evaluation provides only a partial answer to the question of how to pay these employees, Such jobs tend to emphasize nonqua

26、ntifiable factor like judgment and problem solving more than do production and clerical jobs . There is also a tendency to pay manager and professionals based on abilitybased on their performance or on what they can do –

27、 rather than on the basis of static job demands like working conditions. Developing compensation plans for m</p><p>　　Compensation Managers There are five elements in a manager’s compensation package: salary

28、, benefits, short-term incentive, long-term incentives, and perquisites.</p><p>　　The amount of salary managers are paid usually depends on the value of the person’s work to organization and how well the per

29、son is discharging his or her responsibilities.3)AS with other jobs , the value of the person’s work is usually determined through job analysis and salary surveys and salary surveys and the resulting fine tuning of salar

30、y levels.</p><p>　　Salary is the cornerstone of executive compensation : It is on this element that the others are layered, with benefits, incentives , and perquisites normally awarded in some proportion to

31、the manager’s base pay . </p><p>　　4) There is considerable disagreement regarding what determines executive pay and, therefore , whether top executives are worth what are paid . At the lower-management leve

32、ls(like first-line supervisor),there is no debate ; supervisors’ pay grades are usually set so that their median salaries are 10% to 25% above those of the highest-paid workers supervised. And many employers even pay sup

33、ervisors for scheduled overtime, although the Fair Labor Standards Act does not require them to do so.</p><p>　　It is at the top-management levels that questions regarding pay abound . The traditional wisdom

34、 is that a top manager’s salary is closely tied to the size of the firm . Yet two experts who tested this idea for the 148 highest-paid executives in the United States concluded that the level of executive responsibility

35、 (as measured by total assets, total sales,total number of shares in the company, total value of the shares, and total corporate profits) is not an important variable in determing execu</p><p>　　Yet there is

36、 conflicting evidence. In one study , for instance , the researcher found that a statistical analysis of the total cash compensation of the chief executive officers of 129 companies showed that they were paid for both re

37、sponsibility and performance. This researcher fond that four compensable factors-company size , profitability, number of employees, and experience-accounted for 83% of the differences in pay .Therefore, it appears that t

38、here are rational, acceptable , and abiding prin</p><p>　　In any case, shareholder activism is combining with congressional reform and other changes to tighten up the restrictions on what firms pay their top

39、 executives . For example, the Securities and Exchange Commission voted in 1992 to approve final rules rules regarding executive compensation communications.The chief executive officer’s pay is always to be disclosed as

40、well as other officers’ pay if their compensation( salary and bonus) exceeds $100,000.5 And for bankers,the Federal Deposit Insuran</p><p>　　The general trend today is to reduce the acceptance of base salary

41、 and boost the importance of short-and long-term executive incentives. The main issue here is identifying the appropriate performance measures for each type of incentive and then determining how to link these to pay . Ty

42、pical short-term measures of shareholder value include revenue growth and operating profit margin. Long-term shareholder value measures include rate of return above some predetermined base.</p><p>　　Compens

43、ating professional employees Compensating nonsupervisory professional employees like engineers and scientists presents unique problems. 6) Analytical jobs put a heavy premium on creativity and problem solving, compensabl

44、e factors not easily compared or measured. Furthermore, the professional’s economic impact on the firm is often related only indirectly to the person’s actual efforts; for example,the success of an engineer’s invention d

45、epends on many factors, like how well it is produced </p><p>　　The job evaluation methods we explained previously can be used for evaluating professional jobs. The compensable factors here tend to focus on p

46、roblem solving , creativity, job scope, and technical knowledge and expertise. Both the point method and factor comparison methods have been used , although the job classification method seems most popular . Here a serie

47、s of grade descriptions are written, and each position is slotted into the grade having the most appropriate definition.</p><p>　　Yet， in praction, traditional methods of job evaluation are rarely used for p

48、rofessional jobs since “it is simply not possible to identify factors and degrees of factors which meaningfully differentiate among the values of professional work ”. “Knowledge and the skill of applying it ,” as one exp

49、ert notes , “are extremely difficult to quantify and measure.”</p><p>　　As a result , most employers use a market-pricing approach in evaluating professional jobs . They price professional jobs in the market

50、place to the best of their ability to establish the values for benchmark jobs . These benchmark jobs and the employer’s other professional jobs are then slotted into a salary structure. Specifically, each professional di

51、scipline ( like mechanical engineering or electrical engineering ) usually ends up having four to six grade levels , each of which requires a fai</p><p>　　Manager must assume certain roles in order to accomp

52、lish the different objectives for which they are responsible. In addition , all managers must possess specific managerial skills if they are to adequately perform the function .</p><p>　　Managerial Roles<

53、/p><p>　　Henry Mintzberg’s studies of executive behavior led him to conclude that managers are required to assume a variety of roles . A role is a set of expected behaviors for a specific position. 1) Mintzberg

54、’s roles can be grouped into three main categories: interpersonal , informational , and decisional . Mintzberg’s believed that all three roles are common to all levels of management. They provide an interesting perspecti

55、ve of the functions of management.</p><p>　　2) Interperesonal roles result form the fact that managers are called upon to interact with numerous groups and individuals. The three interpersonal roles are figu

56、rehead, leader , and liaison . The figurehead role refers to ceremonial duties such as throwing out the first pitch for company-sponsored Little League game . The leadership role refers to the manager’s work in motivatin

57、g subordinates to meet the unit’s objectives. The liaison role comes form the manager’s responsibility to interact wi</p><p>　　Informational roles exist because managers are important conduits of information

58、 in the organization . Managers spend a great deal of their time collecting and disseminating information. The three informational roles are information nerve center, disseminator, and spokesperson . The nerve center rol

59、e means that the manager is the major information receiver within the work unit . The disseminating role refers to the task of informing subordinates of information that is implemented to them and nec</p><p>

60、;　　Decisional roles refer to management’s decision-making process. The four managerial roles in this category are entrepreneur, disturbance handler, resource allocator, and negotiator . A manager assumes an entrepreneuri

61、al role when he or she initiates projects to improve the department or work unit . When problems such as a missed delivery to a key customer arise , the manager must adopt a disturbance handling role . 4) The decision on

62、 how to allocate the unit’s money , time, materials, and other </p><p>　　The Skill Needed for Effective Management：What skills do managers need to possess? 5) Noted management authority Rober L.Katz has sug

63、gested three specific skills that are required in all typed of managerial situations .Katz’s managerial skills relate to technical . interpersonal, and cobceptual factors in the manager’s job.</p><p>　　Techn

64、ical skills refer to the ability to use various tools and methods to accomplish specific managerial aspects of a work task. A good illustration of the importance of technical skill is the factory supervisor who must be f

65、amiliar with how machinery works in order to correct problems that may arise on the plant floor.</p><p>　　Interpersonal skills refer to the ability to lead , motivate , and communicate with people to accompl

66、ish certain objectives. Interpersonal skills are also important during interactions with supervisors and people outside the work unit such as vendors , customers,and the public. These skills are important at all levels i

67、n the organization. A current adaptation of this skill is the cultural awareness necessary to function in today’s workplace, with its ethnically diversified labor force.</p><p>　　Copceptual skills refer to t

68、he ability understand and cording the full range of organizational objective and actives .This ability to analyze the entire organization is particularly important to top management. It is a necessary ingredient in the d

69、evelopment of strategic plan for the organization.</p><p><b>　　管理信息系統(tǒng)</b></p><p>　　我們對(duì)管理信息系統(tǒng)提出以下定義，即一種為企業(yè)決策提供信息的集成用戶(hù)/計(jì)算機(jī)系統(tǒng)。</p><p>　　這一定義包括如下四個(gè)關(guān)鍵要素：用戶(hù)/計(jì)算機(jī)集成系統(tǒng)，提供信息，幫助決策、

70、在企業(yè)內(nèi)部。</p><p>　　管理信息系統(tǒng)運(yùn)用計(jì)算機(jī)硬件和軟件、操作說(shuō)明、分析模型和數(shù)據(jù)庫(kù)。</p><p>　　正如產(chǎn)品的生產(chǎn)須有材料的邏輯流向一樣，管理信息系統(tǒng)也有信息的邏輯流向。在制造業(yè)中，原料經(jīng)歷一個(gè)過(guò)程，轉(zhuǎn)變成有用的產(chǎn)品。同理，在信息系統(tǒng)中，給系統(tǒng)提供數(shù)據(jù)（輸入），對(duì)數(shù)據(jù)進(jìn)行加工（處理），然后才能將它轉(zhuǎn)化為信息（輸出）。管理信息系統(tǒng)可最簡(jiǎn)單地描述為一個(gè)輸入——處理——輸出的三

71、步模型（IPO）參見(jiàn)圖10.1）。由于該模型能用來(lái)說(shuō)明所有管理信息系統(tǒng)，故理解它十分重要。請(qǐng)注意：在此圖中，管理信息系統(tǒng)通過(guò)技術(shù)處理（收集、編碼、存儲(chǔ)、處理、解碼和報(bào)告）將企業(yè)所獲數(shù)據(jù)轉(zhuǎn)化可用信息。</p><p>　　圖10.1管理信息系統(tǒng)的輸入——處理——輸出模型</p><p>　　通過(guò)討論其一般功能和主要要素，我們可進(jìn)一步加強(qiáng)對(duì)管理信息系統(tǒng)的理解。這些信息管理系統(tǒng)存在與大多書(shū)公有或

72、私有企業(yè)中，主要目的是協(xié)助管理層提高收益、降低成本和管理資產(chǎn)。所以，管理信息系統(tǒng)的最終目的是改善企業(yè)業(yè)績(jī)，而不是數(shù)據(jù)儲(chǔ)存、生成報(bào)告甚至是“在恰當(dāng)時(shí)間給正確的人提供準(zhǔn)確的信息”。 信息管理系統(tǒng)可通過(guò)幫助提高管理決策質(zhì)量來(lái)最有效地改善企業(yè)業(yè)績(jī)。</p><p>　　交易處理（TP）、報(bào)告系統(tǒng)（RS）和決策（DSS）為管理信息系統(tǒng)的幾個(gè)主要要素。對(duì)企業(yè)而言，交易處理的主要作用是收集、儲(chǔ)存和加工數(shù)據(jù)，這樣就能對(duì)企業(yè)內(nèi)部的

73、交易進(jìn)行描述，從而對(duì)企業(yè)的程序性活動(dòng)加以支持。具體說(shuō)來(lái)，交易處理系統(tǒng)可視為以計(jì)算機(jī)為工具獲取交易從而使交易活動(dòng)得以繼續(xù)進(jìn)行的一個(gè)系統(tǒng)。交易處理系統(tǒng)的信息輸出包括儲(chǔ)存的交易描述、企業(yè)實(shí)現(xiàn)主要目的所需的文件（發(fā)票、生產(chǎn)通知單、郵寄單、支付薪金的支票、工作通知單等等）以及（用于核實(shí)或提供參考用的）一段時(shí)間內(nèi)進(jìn)行的交易清單。</p><p>　　報(bào)告系統(tǒng)和決策支持系統(tǒng)常被混淆，所以常導(dǎo)致誤解。然而，它們其實(shí)各有明晰的方向

74、。其區(qū)別表現(xiàn)在它們各自對(duì)企業(yè)收益的影響以及它們與經(jīng)理的相關(guān)性。報(bào)告系統(tǒng)依據(jù)熟知的政策、程序和規(guī)則提出標(biāo)準(zhǔn)的報(bào)告，而決策支持系統(tǒng)卻是為管理部門(mén)就新的、尚未成形的決策提供信息。</p><p>　　如圖10.2所示，信息系統(tǒng)的各個(gè)層面也可用金字塔式的圖形來(lái)說(shuō)明縱側(cè)面體現(xiàn)的是管理的幾個(gè)層面，包括基層、中層和高層；橫側(cè)面代表企業(yè)的幾個(gè)主要功能區(qū)。如市場(chǎng)、生產(chǎn)和財(cái)務(wù)；其縱深層面指為管理活動(dòng)提供支持的主要管理信息系統(tǒng)，即結(jié)構(gòu)

75、化的必要的報(bào)告系統(tǒng)和決策支持系統(tǒng)。而這些不同的面都建立在交易處理這個(gè)底座上。</p><p>　　圖10.2 管理信息系統(tǒng)層面圖</p><p>　　如圖所示，各個(gè)管理層和所有功能區(qū)都要用到（建立交易處理系統(tǒng)基礎(chǔ)上的）報(bào)告系統(tǒng)和決策支持系統(tǒng)。所以正是由交易處理系統(tǒng)、報(bào)告系統(tǒng)及決策支持系統(tǒng)組成的這一管理信息系統(tǒng)將管理各層面和功能區(qū)整合在一起。為進(jìn)一步演示這些子系統(tǒng)是怎樣整合在一起的，下表重現(xiàn)

76、了管理信息系統(tǒng)的定義。它清楚地表明了管理信息系統(tǒng)各組成部分與定義框架中各要素的關(guān)系。 </p><p>　　表10.1 信息管理系統(tǒng)定義</p><p><b>　　管理信息系統(tǒng)是 </b></p><p>　　.用戶(hù)/計(jì)算機(jī)集成系統(tǒng) .計(jì)算機(jī)，信息交流，模型，人</p><p>　　.提供信息

77、 .系統(tǒng)輸出</p><p>　　.幫助決策 .管理信息系統(tǒng)，決策支持系統(tǒng)</p><p>　　.企業(yè)內(nèi)部 .信息系統(tǒng)框架</p><p><b>　　系統(tǒng)使用</b></p><p>　　.計(jì)算機(jī)硬件和軟件

78、 .計(jì)算機(jī)系統(tǒng)</p><p>　　.操作說(shuō)明 .書(shū)，手冊(cè)，人</p><p>　　.分析模型 .運(yùn)籌學(xué)</p><p>　　.數(shù)據(jù)庫(kù). 計(jì)算機(jī)，信息交流，人，模型</p><p>　　開(kāi)發(fā)一項(xiàng)行政人員,管理人員和專(zhuān)業(yè)人員報(bào)酬方案在許多方

79、面類(lèi)似于開(kāi)發(fā)任一其他類(lèi)型雇員的報(bào)酬方案.兩種報(bào)酬方案的基本目的相同,因?yàn)槎际俏齼?yōu)秀雇員并使他們保持對(duì)企業(yè)的奉獻(xiàn)精神.此外,評(píng)價(jià)職位的基本方法如職位歸類(lèi),排序或要素計(jì)點(diǎn)法,如同適用于生產(chǎn)性和文員性職位一樣,也適用于管理職位和專(zhuān)業(yè)職位.</p><p>　　但對(duì)于管理職務(wù)和專(zhuān)業(yè)職務(wù)評(píng)價(jià)只是部分地回答了如何為這些雇員付酬.這些職務(wù)不同于生產(chǎn)性和文員性職務(wù),它們更傾向于強(qiáng)調(diào)像判斷問(wèn)題,解決問(wèn)題的能力這樣的非量化因素.企

80、業(yè)傾向于根據(jù)管理人員和專(zhuān)業(yè)技術(shù)人員的能力,即依據(jù)他們的績(jī)效和能力而不是在諸如工作環(huán)境這樣的靜態(tài)的職務(wù)要求的基礎(chǔ)上來(lái)確定起薪水.因此,為管理人員和專(zhuān)業(yè)人員制定報(bào)酬計(jì)劃相對(duì)比較復(fù)雜,但職務(wù)評(píng)價(jià)仍很重要,它通常在決定非薪水報(bào)酬,如紅利,獎(jiǎng)金和福利等方面起輔助作用.</p><p>　　高級(jí)管理人員的報(bào)酬:在管理人員的報(bào)酬方案中有五個(gè)要素:薪金,福利,短期獎(jiǎng)金,長(zhǎng)期獎(jiǎng)金和特別津貼.</p><p>

81、;　　付給管理人員的薪水通常根據(jù)個(gè)人工作對(duì)組織的價(jià)值和個(gè)人履行職責(zé)的表現(xiàn)來(lái)確定.與其他職位一樣,個(gè)人工作的價(jià)值總是通過(guò)工作分析和薪水調(diào)查以及相應(yīng)的薪金水平微調(diào)來(lái)確定.</p><p>　　薪水是管理人員報(bào)酬的基礎(chǔ):其他四個(gè)要素都是以它為基礎(chǔ)的.福利,獎(jiǎng)金及特別津貼一般都按管理人員的基本收入的一定比例來(lái)支付.</p><p>　　由于在高級(jí)管理人員報(bào)酬決定因素問(wèn)題上人們爭(zhēng)論不休,因此,在高級(jí)

82、管理人員報(bào)酬是否高問(wèn)題上也存在爭(zhēng)論.對(duì)于等級(jí)較底的管理人（如一線主管）,則不存在這樣的爭(zhēng)論.基層主管平均薪水通常比其下屬工人的最高工資搞出10%-25%.許多雇員甚至為基層主管的規(guī)定加班時(shí)間支付報(bào)酬,盡管公平勞動(dòng)標(biāo)準(zhǔn)法并不要求他們這樣做.</p><p>　　只要在高層管理人員中才存在報(bào)酬是否過(guò)高的問(wèn)題.傳統(tǒng)的觀點(diǎn)是高層管理人的薪水水平與企業(yè)達(dá)到的規(guī)模緊密聯(lián)系.但兩位專(zhuān)家通過(guò)研究關(guān)于美國(guó)148位報(bào)酬最高的管理人員

83、的觀點(diǎn)得出結(jié)論:”高層管理人員的職責(zé)高低(用總資產(chǎn),總銷(xiāo)售額,公司股份總數(shù),股份總價(jià)值和公司利潤(rùn)總額來(lái)衡量)并不是決定高層管理人員報(bào)酬水平的重要因素.”相反,這些專(zhuān)家說(shuō),高層管理人員的工資主要由他們所工作的行業(yè)和公司的權(quán)利機(jī)構(gòu)來(lái)決定的.因?yàn)樽鳛槠髽I(yè)懂事會(huì)成員的高級(jí)管理人員能在很大程度上影響他們的收入高低.</p><p>　　但相反的證據(jù)也存在.如在一研究中,調(diào)查人員發(fā)現(xiàn), 對(duì)129家公司總裁現(xiàn)金收入總額的統(tǒng)計(jì)分

84、析表明他們由于職責(zé)和績(jī)效而得到報(bào)酬收入.這位調(diào)查人員發(fā)現(xiàn)四個(gè)影響報(bào)酬的因素---公司規(guī)模,盈效率,雇員數(shù)量和經(jīng)驗(yàn)---解釋了83%的工資差異.因此看來(lái)在制造企業(yè)中高級(jí)管理人員的現(xiàn)金收入總額是按理性的,可接受懂得和持久的原則來(lái)指定的.</p><p>　　在任何情況下,股東能動(dòng)作用正與股東代表大會(huì)的改革及其他改革措施緊密結(jié)合,加強(qiáng)公司對(duì)高級(jí)管理人員付酬的限制.例如,1992年,證券和交易委員會(huì)表決贊成有關(guān)管理人員報(bào)

85、酬公開(kāi)的最終準(zhǔn)則.如果主要管理人員的報(bào)酬(薪水和紅利)超出100,000美元,他們和其他管理人員的收入就得公布于眾.對(duì)于銀行家,1991奶奶來(lái)年聯(lián)邦存款保險(xiǎn)法中禁止過(guò)高報(bào)酬.由此產(chǎn)生達(dá)到的懂得結(jié)果是懂事會(huì)審查和決定管理人員的報(bào)酬時(shí)必須負(fù)責(zé).一位專(zhuān)家說(shuō),這包括確定對(duì)管理人員職務(wù)的關(guān)鍵績(jī)效要求,評(píng)估企業(yè)目前的報(bào)酬適宜性,進(jìn)行績(jī)效報(bào)酬的調(diào)查以及檢查股東是否接受懂事會(huì)提出的付酬建議.</p><p>　　如今普遍趨向于減

86、底管理人員基本薪金的相對(duì)重要性及提高短期和長(zhǎng)期獎(jiǎng)金的重要性.這里存在的主要問(wèn)題是為每一種類(lèi)型達(dá)到的懂得獎(jiǎng)金確定適應(yīng)懂得績(jī)效標(biāo)準(zhǔn),然后絕地感如何將其與報(bào)酬掛鉤.衡量股東價(jià)值的典型的短期標(biāo)準(zhǔn)包括收入增長(zhǎng)及營(yíng)業(yè)利潤(rùn)率,長(zhǎng)期股東衡量標(biāo)準(zhǔn)包括超過(guò)某一預(yù)定的標(biāo)準(zhǔn)的投資收益率.</p><p>　　專(zhuān)業(yè)人員懂得報(bào)酬:對(duì)象工程師和科學(xué)家這樣的非管理人員的付酬有一些獨(dú)特問(wèn)題.各種分析性工作主要強(qiáng)調(diào)他們的創(chuàng)造能力和解決問(wèn)題的能力,報(bào)

87、酬因素不易于進(jìn)行比較和測(cè)量.此外,專(zhuān)業(yè)人員對(duì)企業(yè)的經(jīng)濟(jì)影響通常來(lái)說(shuō)與個(gè)人實(shí)際努力并無(wú)直接懂得聯(lián)系.例如:工程師的發(fā)明成功與否取決于許多的因素,如產(chǎn)品的生產(chǎn)和銷(xiāo)售.</p><p>　　我們?cè)谇懊嫠忉尩穆殑?wù)評(píng)價(jià)方法可以用于專(zhuān)業(yè)職務(wù)的評(píng)價(jià).報(bào)酬決定因素傾向于解決問(wèn)題的能力,創(chuàng)造性,職務(wù)范圍,技術(shù)知識(shí)和專(zhuān)門(mén)的技術(shù).盡管職務(wù)級(jí)別劃分法好象使用得最廣泛,但也用要素計(jì)分法和要素比較法.先要編好一系列的職務(wù)級(jí)別說(shuō)明書(shū),然后把

88、各職務(wù)分別劃入最合適其定義的職務(wù)級(jí)別.</p><p>　　然而,實(shí)際上,傳統(tǒng)的職務(wù)評(píng)價(jià)方法很少用于專(zhuān)業(yè)職務(wù),因?yàn)椤裏o(wú)論如何也不能夠確定有針對(duì)性地區(qū)分專(zhuān)業(yè)工作價(jià)值達(dá)到的因素和因素等級(jí).”一位專(zhuān)家解釋說(shuō):”知識(shí)和應(yīng)用知識(shí)的技巧是很難量化和測(cè)量的.”</p><p>　　結(jié)果,大多數(shù)雇主使用市場(chǎng)的定價(jià)法來(lái)評(píng)價(jià)專(zhuān)業(yè)職務(wù).他們?cè)谑袌?chǎng)中竭盡所能確定專(zhuān)業(yè)職位懂得報(bào)酬水平,由此建立基準(zhǔn)職務(wù)的價(jià)值體系.

89、然后,建立這些基準(zhǔn)職務(wù)和雇主的其他專(zhuān)業(yè)職務(wù)的薪水結(jié)構(gòu).具體來(lái)說(shuō),每個(gè)專(zhuān)業(yè)領(lǐng)域(如機(jī)械工程或電氣工程)通常只有4到6 個(gè)等級(jí),每個(gè)等級(jí)要求有變化幅度較大的薪水系列.這種方法有助于確保雇主在吸引具有各種水平才能的專(zhuān)業(yè)人員時(shí)保持的競(jìng)爭(zhēng)實(shí)力,尤其是在這些人才實(shí)際上在世界各地都能得到雇用的情況下。</p><p>　　為了達(dá)到各自負(fù)責(zé)的目標(biāo)，管理者必須擔(dān)當(dāng)某些角色。此外，如果管理者要充分地履行其管理職能，他們就必須具備特定

90、的管理技能。</p><p>　　管理的角：Henry Mintzberg對(duì)主管者行為的研究使他得出管理者必須擔(dān)當(dāng)種種角色幾結(jié)論。接色是指某一特定職位上應(yīng)進(jìn)行的一組預(yù)期行為。Mintzberg所論述的角色可以分成三大類(lèi)：人際關(guān)系接色、信息接色和決策角色。Mintzberg認(rèn)為這三種角色在各級(jí)管理層都是很常見(jiàn)的，它們?yōu)閷徱暪芾砺毮芴峁┝艘环N有趣的視角。</p><p>　　人際關(guān)系角色是由于

91、管理者必須與許多團(tuán)體和個(gè)人互相聯(lián)系這一事實(shí)而產(chǎn)生的。三種人際關(guān)系角色是掛名領(lǐng)導(dǎo)（名譽(yù)領(lǐng)導(dǎo)）、領(lǐng)導(dǎo)和聯(lián)絡(luò)人。掛名領(lǐng)導(dǎo)指儀式性的職責(zé)，例如為由本公司發(fā)起的少年棒球協(xié)會(huì)比賽投出第一個(gè)投球。領(lǐng)導(dǎo)角色只管理者為激勵(lì)下屬努力達(dá)到本公司目標(biāo)而進(jìn)行的工作。聯(lián)絡(luò)角色是由于領(lǐng)導(dǎo)者要與本組織內(nèi)外的各種團(tuán)體進(jìn)行相互聯(lián)系而產(chǎn)生的。</p><p>　　信息角色之所以存在是因?yàn)楣芾碚呤墙M織內(nèi)部重要的信息渠道。管理這花費(fèi)許多時(shí)間收集并傳遞信息

92、。三大信息角色是信息神經(jīng)中樞、傳遞者和發(fā)言人。神經(jīng)中樞角色意味著在工作單位管理者是信息的主要接受者。信息傳遞角色指把對(duì)下級(jí)來(lái)說(shuō)重要的、下級(jí)履行其職責(zé)所必須的信息傳達(dá)給下級(jí)。管理者與組織以外的各方進(jìn)行聯(lián)系時(shí)就是實(shí)施發(fā)言人角色，在當(dāng)?shù)孛司銟?lè)部發(fā)表演說(shuō)就是其中一例。</p><p>　　決策角色是指管理層的決策過(guò)程。這一范疇內(nèi)的四大管理角色是企業(yè)家</p><p>　　障礙排除者‘資源的配置者

93、以及談判者。當(dāng)一個(gè)管理者為改進(jìn)部門(mén)或工作單位而啟動(dòng)計(jì)劃時(shí)，他就承擔(dān)起了企業(yè)家的角色。當(dāng)出現(xiàn)諸如給某主要客戶(hù)的貨物丟失之類(lèi)的問(wèn)題時(shí)，管理者必須充當(dāng)障礙排除者角色。為如何分配單位的資金、時(shí)間、材料以及其他資源而作出決策被稱(chēng)作資源配置的責(zé)任。最后，談判者角色是指管理者必須在與其他人（例如供貨商、客戶(hù)和政府）的交往中代表單位的利益。</p><p>　　有效管理所需要的技能</p><p>　　管

94、理者需要具有那些管理技能？著名權(quán)威 Robert L.Katz 提出了各種管理工作中必須的三種特定技能。Katz提出的管理技能與管理工作中的技術(shù)、人際關(guān)系及構(gòu)想等因素有關(guān)。</p><p>　　技術(shù)技能指利用各種工具與方法來(lái)完成對(duì)某項(xiàng)工作任務(wù)進(jìn)行特定的管理的能力。能說(shuō)明技能的重要性的一個(gè)典型實(shí)例就是工廠的主管，他必須熟悉機(jī)器是如何運(yùn)轉(zhuǎn)的，以便能夠糾正車(chē)間可能出現(xiàn)的問(wèn)題。</p><p>　

95、　人際關(guān)系技能指為達(dá)到某些目標(biāo)而領(lǐng)導(dǎo)、激勵(lì)與人溝通的能力。在與上級(jí)和單位以外的人（例如賣(mài)主、客戶(hù)和公眾）的相互聯(lián)系中，人際關(guān)系技能同樣重要，同時(shí)其重要性也體現(xiàn)在組織內(nèi)部所有層次中。目前這種技能的適應(yīng)性發(fā)展就是在今天勞動(dòng)力種族多樣化的工作所履行職責(zé)所必須的文化差異意識(shí)。</p><p>　　全局構(gòu)想技能指理解并協(xié)助組織全部的目標(biāo)與活動(dòng)的能力。這種對(duì)整個(gè)組織進(jìn)行分析的能力對(duì)高層管理人員特別重要，也是制定組織計(jì)劃中的一