mtp中层管理训练ppt（A-level商务知识点笔记）

mtp中层管理训练ppt（A-level商务知识点笔记）组织：将工作划分为较小的任务并委派给他人。规划：设定明确的目标。管理是通过有效利用现有资源实现企业目标的过程。In a small business the owner is likely to be the manager as well responsible for all the managerial tasks. However as a business grows then some of these tasks can be delegated to others. The main functions of management are:在一个小企业中，老板可能也是经理，负责所有的管理任务。然而，随着企业的发展，这些任务中的一些可以委托给其他人。管理的主要职能是：

Management Leadership Motivation and Communication

Management and Leadership

管理、领导、激励和沟通——管理和领导力

Different styles of management 不同的管理风格

Management is the process of achieving the objectives of the business by using its available resources effectively.

管理是通过有效利用现有资源实现企业目标的过程。

In a small business the owner is likely to be the manager as well responsible for all the managerial tasks. However as a business grows then some of these tasks can be delegated to others. The main functions of management are:

在一个小企业中，老板可能也是经理，负责所有的管理任务。然而，随着企业的发展，这些任务中的一些可以委托给其他人。管理的主要职能是：

1. Planning: setting clear objectives.
2. Organising: dividing the work into smaller tasks and delegating to others.
3. Staffing: having the 'right' person in the 'right' job (known as Human Resource Management).
4. Directing: decision-making and giving instructions to others.
5. Budgeting: preparing a detailed financial plan for the next trading year.
6. Co-ordinating: Bringing the various parts of the business together.

规划：设定明确的目标。

组织：将工作划分为较小的任务并委派给他人。

人员配置：让 "合适 "的人从事 "合适 "的工作（称为人力资源管理）。

指挥：决策和向他人发出指示。

预算：为下一个交易年度准备详细的财务计划。

协调：将企业的各个部分结合起来。

One of the most important skills of management in a large business is knowing how when and what tasks to delegate to others. Delegation occurs when managers pass a degree of authority down the hierarchy to their subordinates.

在大型企业中，管理的最重要技能之一是知道如何、何时以及将什么任务委托给他人。当管理者将一定程度的权力向下传递给其下属时，就会发生授权。

The managers must ensure that the subordinates are sufficiently competent to cope with the task and that they have the necessary skills and time available to complete the delegated task.

管理者必须确保下属有足够的能力来完成任务，而且他们有必要的技能和时间来完成委托的任务。

In general management can be categorised as senior management (setting long-term plans and strategies appraising middle management) middle management (establishing departmental strategies appraising departmental staff) and supervisory management (monitoring the regular and routine day-to-day tasks).

一般来说，管理可以分为高级管理（制定长期计划和战略，考核中层管理人员），中层管理（建立部门战略，考核部门员工），以及监督管理（监督常规和日常工作）。

The relationship that exists between the management and their subordinates in a business can be represented diagrammatically in the form of an organisational chart:

企业管理层与下属之间的关系可以用组织结构图的形式来表示：

An organisational chart shows 一个组织结构图显示:

a) The different departments within the business. In this example there are 4 different departments (Production Marketing Finance and Personnel).

a) 企业内部的不同部门。在这个例子中，有4个不同的部门（生产、营销、财务和人事）。

b) The chain of command. In this example a chain of command exists between person A (senior manager) person B (middle manager) person C (supervisor) and person D (shop-floor worker).

b) 指挥系统。在这个例子中，指挥系统存在于A（高级经理）、B（中级经理）、C（主管）和D（车间工人）之间。

c) The span of control of each manager. This refers to the number of people directly accountable to a single superior. In this example the span of control is 4 people.

c) 每个经理的控制范围。这指的是直接对一个上级负责的人数。在这个例子中，控制的范围是4个人。

d) The channels of communication used.

d) 使用的沟通渠道。

This diagram indicates that this business has four layers in its hierarchy and that there are many 'line' and 'staff' relationships which exist.

这张图表明，这个企业的层次结构有四层，存在许多 "直线 "和 "员工 "关系。

A 'line' relationship exists where there is direct authority (in the diagram an example of a 'line' relationship is between person B and person C).

在有直接权力的情况下，存在 "线 "的关系（在图中，"线 "关系的一个例子是人B和人C之间）。

A 'staff' relationship exists where there is no direct authority. Instead it is a relationship in an advisory capacity (e.g. an expert who provides advice on say computers or staff training). In the diagram an example of a 'staff' relationship is between person B and person D.

职员 "关系存在于没有直接权力的地方。相反，它是一种以咨询为目的的关系（例如，在计算机或员工培训等方面提供建议的专家）。在图中，"员工 "关系的一个例子是在人B和人D之间。

A recent trend in many large businesses has been delayering the organisational chart. This means stripping out one layers of management from the hierarchy. This is done to reduce costs and to improve the speed of communication flows within the business as well as to provide each employee with more responsibilities.

在许多大型企业中，最近的一个趋势是推迟组织结构图。这意味着从层次结构中剥离出一层层的管理。这样做是为了降低成本，提高企业内部沟通的速度，同时也为每个员工提供更多的责任。

However delayering can actually overstretch employees by giving them too much work and can therefore actually have a negative effect on their level of morale and motivation.

然而，拖延实际上会使员工过度紧张，给他们太多的工作，因此，实际上会对他们的士气和动力水平产生负面影响。

Traditionally many businesses had highly centralised decision-making with all they key decisions being made by senior management with little responsibility and authority being passed down the hierarchy.

传统上，许多企业的决策高度集中，所有的关键决策都是由高级管理层做出的，很少有责任和权力被传递到下层。

The advantages of this method of management are 这种管理方法的优点是:

1. The business has tight control over its operations.
2. people can specialise in the jobs to which they are best suited.

企业对其业务有严格的控制。

人们可以专门从事他们最适合的工作。

However the disadvantages include 然而，其缺点包括:

1. The business becomes rather inflexible and bureaucratic in its operations.
2. Decisions can take a long time to be made.
3. There is very little use made of employees further down the hierarchy.

企业的运作变得相当不灵活和官僚化。

决策可能需要很长时间才能做出。

层次较低的员工很少得到利用。

An alternative management method is for decentralised decision-making to occur. This is where responsibility and authority are passed away from the top of the business to regional offices and departments.

另一种管理方法是进行分散决策。这就是将责任和权力从企业的高层转移到区域办事处和部门。

The advantages of this method of management are 这种管理方法的优点是:

1. The development of many employees by empowering them.
2. The business becoming faster and more efficient in its operations.
3. Higher levels of morale and motivation amongst the employees.

通过授权给许多员工，使他们得到发展。

企业在运营中变得更快、更有效率。

员工的士气和积极性提高。

However the disadvantages include 然而，其缺点包括:

1. A loss of control / power at the top of the business.
2. Getting too many employees involved in decision-making may lead to mistakes being made.

在企业高层失去控制/权力。

让太多的员工参与决策，可能会导致错误的发生。

A common management method as business try to become more flexible is matrix management.

随着企业试图变得更加灵活，一种常见的管理方法是矩阵管理。

This involves a situation where a number of employees from different departments within the business are asked to temporarily work together to achieve say the successful launch of a new product. Each person in the team will then be accountable to their departmental manager as well as the team manager.

这涉及到这样一种情况：来自企业内部不同部门的一些员工被要求临时合作，以实现，例如，成功推出一个新产品。然后，团队中的每个人都要对他们的部门经理和团队经理负责。

This can lead to problems of loyalty and prioritising of workloads as the employee can neglect their departmental duties in favour of the new project they are involved in.

这可能会导致忠诚度和工作量优先级的问题，因为员工可能会忽略他们的部门职责，而选择他们参与的新项目。

Another management technique is management by objectives which involves each manager setting objectives for himself based on the overall objectives of the business.

另一种管理技术是目标管理，即每个经理根据企业的总体目标，为自己设定目标。

It was first developed by Peter Drucker in the 1950s but has become a very popular management tool over the past 20 years. It should lead to improved levels of morale as the managers are more committed to the achievement of their goals. It forces managers to plan carefully for the next year and the performance of the manager is judged on how effective he has been in the achievement of his objectives for the year.

它最早是由彼得-德鲁克在20世纪50年代提出的，但在过去20年里已经成为一个非常流行的管理工具。它应该导致士气水平的提高，因为管理人员更致力于实现他们的目标。它迫使经理人仔细计划下一年的工作，而经理人的表现则根据他在实现当年目标方面的成效来评判。