整理《管理的实践ThePracticeofManagement》摘抄Word文件下载.docx

1、288千字阅读时间：2013年4月9日2013年5月1日,2013年12月10日2014年1月1日概论 管理的本质Introduction The Nature of Management第1章 管理层的角色Chapter 1 The Role of Management1.在每个企业中，管理者都是赋予企业生命、注入活力的要素。The manager is the dynamic, life-giving element in every business.2.在竞争激烈的经济体系中，企业能否成功，是否长存，完全要视管理者的素质与绩效而定，因为管理者的素质与绩效是企业唯一拥有的有效优势。In

2、a competitive economy, above all, the quality and performance of the managers determine the success of a business, indeed they determine its survival. For the quality and performance of its managers is the only effective advantage an enterprise in a competitive economy can have.管理层的重要性 The Importanc

3、e of Management1.只有超人一等的管理能力和持续改善的管理绩效，才能够促使我们不断进步，防止我们变得贪图安逸，自满而懒散。Only superior management competence and continuously improved management performance can keep us progressing, can prevent our becoming smug, self-satisfied and lazy.第2章 管理层的职责Chapter 2 The Jobs of Management1.企业的本质，即决定企业性质的最重要原则，是经济

4、绩效。The essence of business enterprise, the vital principle that determines its nature, is economic performance.首要职能：经济绩效 The First Function: Economic Performance1.在制定任何决策、采取任何行动时，管理层必须把经济绩效放在首位。管理层只能以所创造的经济成果来证明自己存在的价值和权威。Management must always, in every decision and action, put economic performance

5、 first. It can only justify its existence and its authority by the economic results it produces.2.管理层的第一个定义是：管理层是经济器官，是工业社会所独有的经济器官。管理层的每一个行动、每一项决策和每一个考虑，都必须以经济作为首要尺度。The first definition of management is therefore that it is an economic organ, indeed the specially economic organ of an industrial so

6、ciety. Every act, every decision, every deliberation of management has as its first dimension an economic dimension.管理的首要职能是管理企业 Managements First Job Is Managing A Business 1.管理者不仅是经济动物，同时也是开创者。只有当管理者能以有意识、有方向的行动主宰经济环境、改变经济环境时，才能算是真正的管理。因此企业管理也就是目标管理，这将是贯穿本书的基本原则。Management is not just a creature o

7、f the economy; it is a creator as well. And only to the extent to which it masters the economic circumstances, and alters them by conscious, directed action, does it really manage. To manage a business means, therefore, to manage by objectives. Throughout this book this will be a keynote.管理管理者 Manag

8、ing Managers1.要取得经济绩效，就必须有一家企业。因此，管理的第二种职能是利用人力和物质资源造就一家能创造经济价值的企业。具体地讲，这就是管理管理者的职能。To obtain economic performance there must be an enterprise. Managements second function is therefore to make a productive enterprise out of human and material resources. Concretely this is the function of managers.2.

9、根据定义，企业必须能够生产出比这家企业所拥有的资源更多更好的物质产品。它必须是一个真正的整体；大于或者至少不等于它的所有部分的总和，它的产出大于所有投入的总和。The enterprise, by definition, must be capable of producing more or better than all the resources that comprise it. It must be a genuine whole: greater than-or at least different from-the sum of it parts, with its output

10、 larger than the sum of all inputs. 3.在人类所有能够运用的资源中，只有人才能成长和发展。Man, alone of all the resources available to man, can grow and develop.4.当我们谈到成长与发展时，隐含的意思是人类可以决定自己的贡献是什么。我们习惯上总是认定基层员工有别于管理者只是听命行事，既没有责任，也无法参与有关自己或他人工作的决策。这表示在我们眼中，基层员工和其他物质资源没有什么不同，而我们也根据机械法则来考量员工对于企业的贡献。这是很严重的误解。然而这种误解和基层工作的定义无关，而是未能看

11、清许多基层工作其实是具有管理性质的，或是如果改为管理性质的工作，生产力会更高。换句话说，只有管理管理者，才能造就企业。When we speak of growth and development we imply that the human being himself determines what he contributes. Yet, we habitually define the rank-and-file worker-as distinguished from the manager-as a man who does as he is directed, without r

12、esponsibility or share in the decisions concerning his work or that of others. This indicates that we consider the rank-and-file worker in the same light as other material resources, and as far as his contribution to the enterprise is concered as standing under the law of mechanics. This is a seriou

13、s misunderstanding. The misunderstanding, however, is not in the definition of rank-and-file work, but rather in the failure to see that many rank-and-file jobs are in effect managerial, or would be more productive if made so. It does not, in other words, affect the argument that it is managing mana

14、gers that makes an enterprise. 5.管理“管理者”也就是运用资源来打造企业，使资源能充分发挥生产力。To manage managers is therefore to make resources productive by making an enterprise out of them.管理员工和工作 Managing Worker and Work 1.管理的最后一项职能是管理员工与工作。工作必须有效执行，而工作必须由员工来完成从纯粹的非技术性员工到艺术家、从推车的工人到执行副总裁都是企业员工。这意味着要对工作进行组织，使之成为最适合人类的工作；对员工进行

15、组织，使得员工最有效地进行工作。这也意味着应该将人视为资源也就是说，人具备独特的生理特质、能力和限制，因此应该像处理其他资源（例如铜）一样。给予同等的关注。但同时也应该将人当成不同于其他资源的资源。每位员工都有自己的个性和公民权，能够掌控自己是否要工作，以及做多少和绩效好环，因此需要激励、参与、满足、奖励、领导、地位和功能。只有通过管理，才能满足这些要求。因为员工只有通过工作和职务，并身属企业才能得到满足，而管理层则是给企业注入生命的重要器官。The final function of management is to manage workers and work. Work has to

16、be performed; and the resource to perform it with is workers- ranging from totally unskilled to artists, from wheelbarrow pushers to executive vice-presidents. This implies organization of the work so as to make it most suitable for human beings, and organization of people so as to make them work mo

17、st productively and effectively. It implies consideration of the human being as a resource - that is, as something having peculiar physiological properties, abilities and limitations that require the same amount of engineering attention as the properties of any other resource, e.g., copper. It impli

18、es also consideration of the human resource as human beings having, unlike any other resource, personality, citizenship, control over whether they work, how much and how well, and thus requiring motivation, participation, satisfactions, incentives and rewards, leadership, status and function. And it

19、 is management, and management alone, that can satisfy these requirements. For they must be satisfied through work and job and within the enterprise; and management is the activating organ of the enterprise. 2.管理者必须将目前的现况和长远的未来都一并纳入考虑。如果为了眼前的利润而危害长期利益，甚至企业的生存，那么就不是在解决管理的问题。如果管理决策为了宏伟的未来，而不惜给今天带来灾难，那

20、么也不是负责任的管理决策。Managers always has to consider both the present and the long-range future. A management problem is not solved if immediate profits are purchased by endangering the long-range profitability, perhaps even the survival, of the company. A management decision is irresponsible if it risks di

21、saster this year for the sake of a grandiose future.管理的综合性 The integrated Mature of Management 1.任何管理决策都会影响到管理的职能，而且也必须将三者同时考虑。Any management decision always affects all three jobs and must take all three into account. 2.因此，在回答“什么是管理层？管理层在做什么？”这些问题时，我们只能说管理层是一种有关多重目的的机构，它既管理企业，又管理管理者，也管理员和工作。如果这其中缺掉

22、任何一项，就不再有管理可言也不会有企业或工业社会了。Indeed, we can only answer our question: ”What is management and what does it do?” by saying that it is a muti-purpose organ that manages a business and managers and manages worker and work. If one of these were omitted, we would not have management any more- and we also wo

23、uld not have a business enterprise or an industrial society.第3章 管理层面临的挑战Chapter 3 The Challenge to Management什么是自动化 What Is Automation1.自动化并不是以“技术”为其特征。就像其他技术一样，自动化主要是各种观念构成的体系，它的技术方面是其结果，而非原因。Automation is not “technical” in character. Like every technology it is primarily a system of concepts, and

24、 its technical aspects are results rather than causes.2.所以，在自动化的过程中，技术，工具和原理都由任务决定，也因任务而异。自动化并非由这几个因素所组成，自动化也不完全系于技术、工具和原理的应用上。自动化是把工作组织起来的一种概念，因此既适用于销售组织和行政作业，也同样适用于工业生产。Techniques, tools and gadgets are thus in Automation, are in every technology, specific to the task and determined by it. They do

25、 not constitute Automation; nor does Automation consist in their application. Automation is a concept for the organization of work. It is therefore as applicable to the organization of distribution or of clerical work as to that of industrial production.自动化和工人 Automation and the Worker1.目前发生的技术改变将会把

26、这个过程更往前推进一大步，不但不会导致劳动力过剩，反而会需要大量技术高超、训练有素的人力需要管理者来思考规划，需要训练有素的技师和工人来设计新工具，并且生产、维修、操作这些工具。的确，我们几乎可以确定，无论在任何国家，这样的转变如果要快速普及，主要障碍就在于受过训练的人力不足。The technological changes now occurring will carry the process a big step further. They will not make human labor superfluous. On the contrary, they will require

27、 tremendous numbers of highly skilled and highly trained men - managers to think through and plan, highly trained technicians and workers to design the new tools, to produce them, to maintain them, to direct them. Indeed, the major obstacle to the rapid spread of these changes will almost certainly

28、be the lack, in every country, of enough trained men.对管理层的要求 The Demands on Management1.最重要的是，新技术将不会造成管理者过剩，或是被纯技术人员取代，相反，未来会需要更多的管理者。管理的领域将会大幅扩大，许多现在被视为基层员工的人未来将必须有能力担负管理工作。绝大多数的技术人员都必须了解管理工作的内容，并且从管理者的角度来看事情和思考。无论在任何阶层，对于管理者的责任和能力、他的愿景、他在不同风险中抉择的能力、他的经济知识和技能、他的管理管理者及管理员工和工作的能力，以及他的决断力等的各方面的要求将会越来越

29、高。Above all, the new technology will not render managers superfluous or replace them by mere technicians. On the contrary, it will demand many more managers. It will greatly extend the management area; many people now considered rank-and-file will have to become capable of doing management work. The

30、 great majority of technicians will have to be able to understand what management is and to see and think managerially. And on all levels the demands on the managers responsibility and competence, his vision, his capacity to choose between alternate risks, his economic knowledge and skill, his abili

31、ty to manage managers and to manage worker and work,his competence in making decisions, will be greatly increased.2.新技术不但不会造成垄断的情况，反而会要求高度的分权、弹性和自主管理。在新科技的时代，任何社会如果试图排斥自主企业的自由管理作风，这个社会便将痛苦地消亡。任何一个试图将责任和决策集中于高层的企业也将同样如此。Far from making inevitable, let alone desirable, centralized planning and monopol

32、y - whether nationalized or private cartel - the new technology will demand the utmost in decentralization, in flexibility and in management autonomy. Any society in the era of the new technology would perish miserably were it to attempt to get rid of free management of autonomous enterprise so as to run the economy by central planning. And so would any enterprise that attempted to centralize responsibility and decision-making at the top. It would go under a