企業人力資源管理系統--開題報告+外文翻譯

1、<p>　　畢業設計（論文）開題報告書</p><p>　　課題類型：（1）A—工程設計；B—技術開發；C—軟件工程；D—理論研究；</p><p>　?。?）X—真實課題；Y—模擬課題；Z—虛擬課題</p><p>　?。?）、（2）均要填，如AY、BX等。</p><p><b>　　此部分可以附頁 </b>

2、;</p><p>　　畢業設計(論文)外文資料翻譯</p><p>　　外文出處: http://www.endoc.net/PDFweb/215.htm</p><p>　　附 件： A.外文翻譯 -原文部分 </p><p>　　B.外文翻譯 -譯文部分 </p><p>　　附錄A.外文

3、翻譯 -原文部分</p><p>　　The Strategic Role of Human Resource Management</p><p><b>　　Tyson,S</b></p><p>　　出處：http://www.endoc.net/PDFweb/215.htm</p><p>　　1. Human

4、Resource Management at Work</p><p>　　What Is Human Resource Management</p><p>　　To understand what human resource management is, we should first review what managers do. Most experts agree that

5、there are five basic functions all managers perform' planning, organizing, staffing, leading, and controlling. In total, these functions represent the management process. Some of the specific activities involved in e

6、ach function include:</p><p>　　Planning: Establishing goals and standards; developing rules and procedures; developing plans and forecasting—predicting or projecting some future occurrence.</p><p&

7、gt;　　Organizing: Giving each subordinate a specific task; establishing departments; delegating authority to subordinates; establishing channels of authority and communication; coordinating the work of subordinates.</p

8、><p>　　Staffing: Deciding what type of people should be hired; recruiting prospective employees; selecting employees; setting performance standards; compensating employees; evaluating performance; counseling em

9、ployees; training and developing employees.</p><p>　　Leading: Getting others to get the job done; maintaining morale; motivating subordinates.</p><p>　　Controlling: Setting standards such as sal

10、es quotas, quality standards, or production levels; checking to see how actual performance compares with these standards; taking corrective action as needed.</p><p>　　I

11、n this book, we are going to focus on one of these functions: the staffing, personnel management, or (as it's usually called today) human resource (HR) management function. Human resource management refers to the pra

12、ctices and policies you need to carry out the people or personnel aspects of your management job. These include:</p><p>　　Conducting job analyses (determining the nature of each employee's job)</p>

13、<p>　　Planning labor needs and recruiting job candidates</p><p>　　Selecting job candidates</p><p>　　Orienting and training new employees</p><p>　　Managing Wages and Salaries

14、(how to compensate employees )</p><p>　　Providing incentives and benefits</p><p>　　Appraising performance</p><p>　　Why Is HR Management Important to All Managers</p><p>

15、;　　Why are these concepts and techniques important to all managers? Perhaps it's easier to answer this by listing some of the personnel mistakes you don't want to make while managing. For example, you don't w

16、ant:</p><p>　　To hire the wrong person for the job</p><p>　　To experience high turnover</p><p>　　To find your people not doing their best</p><p>　　To waste time with us

17、eless interviews</p><p>　　To have your company taken to court because of your discriminatory actions</p><p>　　To have your company cited under federal occupational safety laws for unsafe practic

18、es</p><p>　　To have some of your employees think their salaries are unfair and inequitable relative to others in the organization</p><p>　　To allow a lack of training to undermine your departmen

19、t's effectiveness</p><p>　　To commit any unfair labor practices</p><p>　　Carefully studying this book can help you avoid mistakes like these. More important, it can help ensure that you get

20、results —through others. Remember that you could do everything else right as a manager — lay brilliant plans, draw clear organization charts, set up modern assembly lines, and use sophisticated accounting controls — but

21、still fail as a manager by hiring the wrong people or by not motivating subordinates, for instance).On the other hand, many managers-whether presidents, generals, </p><p>　　Remember as you read this book tha

22、t getting results is the bottom line of managing and that, as a manager, you will have to get these results through people As one company president summed up:</p><p>　　"For many years it has been said t

23、hat capital is the bottleneck for a developing industry. I don't think this any longer holds true. I think it's the work force and the company's inability to recruit and maintain a good work force that does c

24、onstitute the bottleneck for production. I don't know of any major project backed by good ideas, vigor, and enthusiasm that has been stopped by a shortage of cash. I do know of industries whose growth has been partly

25、 stopped or hampered because they can't ma</p><p>　　At no time in our history has that statement been truer than it is today. As we'll see in a moment, intensified global competition, deregulation, a

26、nd technical advances have triggered an avalanche of change, one that many firms have not survived. In this environment, the future belongs to those managers who can best manage change; but to manage change they must hav

27、e committed employees who do their jobs as if they own the company. In this book we'll see that human resource management practices a</p><p>　　2. Line and Staff Aspects of HRM</p><p>　　All m

28、anagers are, in a sense, HR managers, since they all get involved in activities like recruiting, interviewing, selecting, and training. Yet most firms also have a human resource department with its own human resource man

29、ager. How do the duties of this HR manager and his or her staff relate to "line" managers' human resource duties? Let’s answer this question, starling with a short definition of line versus staff authority.

30、</p><p>　　Line versus Staff Authority</p><p>　　Authority is the right to make decisions, to direct the work of others, and to give orders. In management, we usually distinguish between line auth

31、ority and staff authority.</p><p>　　Line managers are authorized to direct the work of subordinates — they're always someone's boss. In addition, line managers are in charge of accomplishing the orga

32、nization's basic goals (Hotel managers and the managers for production and sales are generally line managers, for example. They have direct responsibility for accomplishing the organization's basic goals. They al

33、so have the authority to direct the work of their subordinates. ) Staff managers, on the other hand, are authorized to assist</p><p>　　Line Managers' Human Resource Management Responsibilities</p>

34、<p>　　According to one expert, 'The direct handling of people is, and always has been, an integral part of every line manager's responsibility, from president down to the lowest-level supervisor.</p>

35、<p>　　For example, one major company outlines its line supervisors' responsibilities for effective human resource management under the following general headings:</p><p>　　Placing the right person

36、on the right job</p><p>　　Starting new employees in the organization (orientation)</p><p>　　Training employees for jobs that are new to them</p><p>　　Improving the job performance o

37、f each person</p><p>　　Gaining creative cooperation and developing smooth working relationships</p><p>　　Interpreting the company s policies and procedures</p><p>　　Controlling labo

38、r costs</p><p>　　Developing the abilities of each person</p><p>　　Creating and maintaining departmental morale</p><p>　　Protecting employees' health and physical condition</p

39、><p>　　In small organizations, line managers may carry out all these personnel duties unassisted. But as the organization grows, they need the assistance, specialized knowledge, and advice of a separate human r

40、esource staff.</p><p>　　Human Resource Department's HR Management Responsibilities</p><p>　　The human resource department provides this specialized assistance. In doing so, the HR manager ca

41、rries out three distinct functions:</p><p>　　A line function.First, the HR manager performs a line function by directing the activities of the people in his or her own department and in service areas (like t

42、he plant cafeteria). In other words, he or she exerts line authority within the personnel department. HR managers are also likely to exert implied authority. This is so because line managers know the HR manager often has

43、 access to top management in personnel areas like testing and affirmative action. As a result, HR managers' "suggestio</p><p>　　A coordinative function. HR managers also function as coordinators of

44、personnel activities, a duty often referred to as functional control. Here the HR manager and department act as "the right arm of the top executive to as sure him (or her) that HR objectives, policies, and procedure

45、s (concerning, for example, occupational safety and health) which have been approved and adopted are being consistently carried out by line managers.</p><p>　　Staff (service) functions. Serving and assisting

46、 line managers is the "bread and butter" of the HR manager's job. For example, HR assists in the hiring, training, evaluating, rewarding, counseling, promoting, and firing of employees. It also administers

47、the various benefit programs (health and accident insurance, retirement, vacation, and so on). It assists line managers in their attempts to comply with equal employment and occupational safety laws. And it plays an impo

48、rtant role with respect to</p><p>　　Cooperative Line and Staff Human Resource Management:An Example</p><p>　　Exactly which HR management activities are carried out by line managers and staff man

49、agers? There's no single division of line and staff responsibilities that could be applied across the board in all organizations. But to show you what such a division might look like. This shows some HR responsibilit

50、ies of line managers and staff managers in five areas: recruitment and selection; training and development; compensation; labor relations; and employee security and safety.</p><p>　　For example, in the area

51、of recruiting and hiring it's the line manager’s responsibility to specify the qualifications employees need to fill specific positions. Then the HR staff takes over. They develop sources of qualified applicants and

52、conduct initial screening interviews. They administer the appropriate tests. Then they refer the best applicants to the supervisor (line manager), who interviews and selects the ones he or she wants.</p><p>

53、　　In summary, HR management is an integral part of every manager's job. Whether you're a first-line supervisor, middle manager, or president, whether you're a production manager, sales manager, office manager

54、, hospital administrator, county manager (or HR manager), getting results through people is the name of the game. And to do this, you'll need a good working knowledge of the human resource/personnel concepts and tech

55、niques in this book.</p><p>　　4. Tomorrow's HR</p><p>　　Trends like globalization and technological innovation are changing the way firms are managed. Organizations today must grapple with r

56、evolutionary trends, accelerating product and technological change, globalize competition, deregulation, demographic changes, and trends toward a service society and the information age.These trends have changed the play

57、ing field on which firms must compete. In particular, they have dramatically increased the degree of competition in virtually all industries, whil</p><p>　　In the companies that have successfully responded t

58、o these challenges, new modes of organizing and managing have emerged.For example:</p><p>　　The traditional, pyramid-shaped organization is giving way to new organizational forms. At firms like AT&T the

59、new way of organizing stresses cross-functional teams and boosting interdepartmental communications.</p><p>　　There is a corresponding de-emphasis on "sticking to the chain of command" to get decis

60、ions made. At General Electric, Chairman Jack Welch talks of the boundary less organization, in which employees do not identify with separate departments but instead interact with whomever they must to get the job done.&

61、lt;/p><p>　　Employees are being empowered to make more and more decisions. Experts argue for turning the typical organization upside down. They say today's organization should put the customer on top and em

62、phasize that every move the company makes should be toward satisfying the customer's needs. Management must therefore empower its front-line employees—the front desk clerks at the hotel, the cabin attendants on the D

63、elta plane, and the assemblers at Saturn. In other words, employees need the authority to </p><p>　　Flatter organizations are the norm. Instead of the pyramid-shaped organization with its seven to ten or mor

64、e layers of management, flat organizations with just three or four levels will prevail. Many companies (including AT&T and General Electric) have already cut the management layers from a dozen to six or fewer. As the

65、 remaining managers have more people reporting to them, they will be less able to meddle in the work of their subordinates.</p><p>　　Work itself—on the factory floor, in the office, even in the hotel — is in

66、creasingly organized around teams and processes rather than specialized functions. On the plant floor, a worker will not just have the job of installing the same door handle over and over again. He or she will belong to

67、a multifunction team, one that manages its own budget and controls the quality of own work.</p><p>　　The bases of power are changing. "In the new organization, " says management theorist Rosabeth M

68、oss Kanter, "position, title, and authority are no longer adequate tools for managers to rely on to get their jobs done.Instead, success depends increasingly on tapping into sources of good ideas, on figuring out wh

69、ose collaboration is needed to act on those ideas, and on working with both to produce results. In short, the new managerial work implies very different ways of obtaining and using power."</p><p>　　Mana

70、gers will not "manage". Yesterday's manager knew that the president and owners of the firm gave him or her authority to command and control subordinates. Today most managers realize that reliance on formal

71、authority is increasingly a thing of the past. Peter Drucker says that managers have to learn to manage ip situations where they do not have command authority, where " you are neither controlled nor controlling"

72、;.Yesterday's manager thinks of himself or herself as a "manager" or "boss"; the</p><p>　　Managers today must build commitment Building adaptive, customer-responsive organizations mea

73、ns that eliciting employee’s commitment and self-control is more important than it has ever been. GE's Jack Welch put it this way: The only way I see to get more productivity is by getting people involved and excited

74、 about their jobs. You can't afford to have anyone walk through a gate of a factory or into an office who is not giving 120%".</p><p>　　附錄B. 外文翻譯 -譯文部分</p><p>　　人力資源管理的戰略作用</p>&

75、lt;p><b>　　泰森，S</b></p><p>　　1. 人力資源管理工作 </p><p>　　什么是人力資源管理 </p><p>　　了解人力資源管理，首先要審查管理人員。大多數專家一致認為，有五個基本職能的所有管理人員執行的規劃、組織、人員配備、領導和控制?？傊?，這些職能描繪了管理的步驟。一些參與了每個功能的具體活動包括：

76、 </p><p>　　規劃：確定目標和標準；發展中國家的規則和程序；發展計劃和預報——預測或預測未來的一些情況。</p><p>　　組織：給每個下屬的具體任務；建立部門；給下屬權力；建立權威和交流的渠道；協調下屬的工作。</p><p>　　人員編制：決定什么類型的人應該雇用；招募潛在雇員；選擇雇員；制定的性能標準；補償雇員；評價性能；輔導員工；培訓和發展員工。

77、 </p><p>　　領導：讓別人來完成任務；保持士氣；激勵下屬。 </p><p>　　控制：設置標準，如銷售定額、質量標準或生產水平；查看實際的執行情況是否符合這些標準；需要時采取糾正行為。</p><p>　　在這本書中，我們將重點放在其中的一個職能：人員編制、人事管理，或者（現在的說法是）人力資源（HR）管理職能。人力資源管理指的是您需要進行的人或人員方面

78、的管理工作的做法和政策。這些包括： </p><p>　　進行就業分析（確定的性質，每個員工的工作）</p><p>　　規劃勞動力需求和招聘職位候選人</p><p><b>　　選擇應聘者</b></p><p><b>　　定向和培訓新雇員</b></p><p>　　

79、管理工資和薪金（如何補償雇員）</p><p><b>　　提供獎勵和福利</b></p><p><b>　　績效評價</b></p><p>　　為什么人力資源管理的重要是面向所有管理人員</p><p>　　為什么這些概念和技術對所有管理人員來說是重要的？通過列舉一些管理時你不想出現的人為錯誤

80、也許就能很容易回答這個問題。例如，你不希望： </p><p>　　為這份工作聘請了錯誤的人</p><p><b>　　體驗高營業額 </b></p><p>　　發現您的員工沒有盡全力</p><p><b>　　浪費時間與無用會見</b></p><p>　　因為你的歧

81、視性行動而將您的公司送上法庭</p><p>　　根據職業安全法對您的公司指出不安全做法</p><p>　　讓一些員工認為，相對其他公司來說他們的工資是不公平的</p><p>　　允許訓練的缺乏而破壞你部門的效率 </p><p><b>　　出現不公平的勞動</b></p><p>　　仔細

82、研究這本書可以幫助您避免這樣的錯誤。更重要的是，它可以幫助您確保通過其他途徑得到結果。記住，你可以使用一切作為一名管理者的權利來制定輝煌的計劃，制定明確的組織結構圖，設立現代化的生產流水線，并使用復雜的財務管理——但作為管理者仍不能雇用錯誤的人或者不去激勵下屬（舉例來說）。另一方面，許多管理人員，無論總裁、經理、主管人員或管理者，即使使用了不充分的計劃、組織或管理也獲得了成功。他們成功了，是因為他們有給合適的人提供合適的就業機會的訣竅，

83、并能激勵、評價和發展他們。</p><p>　　當你讀這本書的時候記住，得到結果是管理的底線，而且，作為一個經理，你將通過別人來得到這些結果。就像一個公司的總裁總結的：</p><p>　　“多年來，大家一直認為，資金是一個發展中行業的瓶頸。我并不認為這將長期如此。我認為生產的瓶頸是由于勞動力以及公司無法招募和維持一個良好的勞動力而導致的。我沒聽說過任何有良好的思想、活力和熱情支持的重大項

84、目因為資金短缺而停工。我同樣也知道一些行業因為不能維持一個有效率的、熱情的勞動力而部分停止發展或發展受到阻礙，而且，我認為這在未來會更加重要——”</p><p>　　在我們歷史中的任何時候，這一聲明都比當時更加真實。正如我們在某個瞬間可以看到，在全球競爭的加強、管理的放松和技術的進步引發的雪崩般的變化面前，許多企業都沒能幸存。在這種環境下，未來將屬于那些最能面對管理變革的管理者;而面對管理變革，他們必須有就像他

85、們自己擁有這個公司一樣對自己的工作充滿責任心的員工。在這本書中我們會看到，在更好地應對管理變革、促使雇員效忠本公司中，人力資源的管理和政策扮演著一個至關重要的角色。 </p><p>　　2. 人力資源管理的項目管理和職員管理方面</p><p>　　所有管理人員，從某種意義上說，人力資源管理人員，都要參與諸如招聘、面試、選拔和培訓的活動。然而，多數企業也有人力資源部和自己的人力資源管理人

86、員。人力資源管理者和他或她的工作人員涉及到“項目”管理人員的人力資源職責時怎樣執行這份職責？讓我們來回答這個問題，通過一個簡短的相對職員管理人員的項目管理人員的權威的定義。 </p><p>　　相對職員管理人員的項目管理人員的權威</p><p>　　權威就是作出決定、引導他人的工作、并下達命令的權利。在管理方面，我們通常要區分各級管理的權力和工作人員的權力。 </p>&

87、lt;p>　　項目管理人員有權直接管理下屬的工作，他們一直是某些人的老板。此外， </p><p>　　項目管理人員負責完成本組織的基本目標（例如，酒店管理人員和生產銷售管理人員是一般管理人員。他們為實現該組織的基本目標負有直接責任。他們還有權直接管理其下屬的工作。 )另一方面，職員管理人員被授權在實現這些基本目標時給項目管理人員提供協助和意見。人力資源管理人員是一般的職員管理人員。他們負責在招聘、雇用和賠

88、償領域給項目管理人員提供意見（例如為生產、銷售提供的那些）。</p><p>　　項目管理人員的人力資源管理職責</p><p>　　據一位專家說，對人員的直接管理是，并且一直都是，每個項目管理人員的職責的主要組成部分，從總裁到最低一級的主管。</p><p>　　例如，一個大公司將其項目管理者進行有效的人力資源管理的職責概述如下：</p><p

89、>　　向合適的人提供合適的工作</p><p>　　在組織中培養新的員工（有方向性的）</p><p>　　為那些對他們來說是嶄新的工作來培訓員工</p><p>　　提高每個人的工作業績</p><p>　　為順利的工作關系獲得創造性的合作和發展</p><p>　　解讀S公司的政策和程序</p>

90、<p><b>　　勞動力成本控制</b></p><p><b>　　每個人發展中的能力</b></p><p>　　創建和維護部門的士氣</p><p>　　保護員工的健康和身體狀況</p><p>　　在小組織中，項目管理人員可以進行所有這些無用的人員職責。但是，隨著組織的成長，他

91、們需要對一個獨立的人力資源職員的協助、專業知識和建議。</p><p>　　人力資源部門的人力資源管理職責</p><p>　　人力資源處提供這種專門的協助。在這樣做時，人力資源管理人員有三個不同的職能：</p><p>　　項目職能。首先，人力資源管理人員通過指揮在他或她自己的部門和服務領域（如工廠食堂）里的人的活動來執行項目職能。換言之，他或她使用人事部門里的項

92、目權利。人力資源管理人員也有可能施加默認的授權。這是因為項目管理人員知道人力資源管理人員往往是在像測試和肯定行為的職員領域中已進入高層的管理人員。因此，人力資源管理人員的“建議”往往被視為“上層的要求”。這就意味著權力比因人力資源/人事問題而困擾的管理人員更有分量。</p><p>　　協調職能。人力資源管理人員，也可稱作職員活動的協調員，有著往往被稱為功能控制的責任。作為高層管理人員的“右臂”的人力資源管理人員

93、和部門要確保那些已被項目管理人員批準并通過了的（例如，關于職業安全和健康的）人力資源的管理目標、政策和程序。</p><p>　　職員（服務）職能。服務和協助項目管理人員是人力資源管理者工作中的“面包和奶油”。例如，人力資源協助雇用、培訓、評價、獎勵、輔導、推動和發展雇員。它還負責管理的各種福利計劃（健康和意外保險、退休、休假，等等）。它在企圖遵守平等就業和職業安全的法律中協助項目管理人員。而且它還在不滿和勞動關

94、系方面起著重要的作用。作為這些服務活動的一部分，人力資源管理部門通過提供最新資料、目前的趨勢和新的解決問題的方法還扮演著“創新者”的角色。例如，在今天有很多都對制定業務計劃和向員工提供職業規劃感興趣。人力資源管理人員停留在這種趨勢的頂端，并幫助他們組織實施必要的計劃。</p><p>　　項目和職員人力資源管理的合作：一個例子</p><p>　　由項目管理人員和職員管理人員執行的人力資源

95、管理活動具體是哪些？沒有可以適用于所有組織的項目和職員職責的單一分工。但是可以向您展示這種分工可能是什么樣的。這里從5個領域展示了一些項目管理人員和職員管理人員的人力資源職責：征聘和甄選；培訓和發展；賠償；勞動關系；以及雇員安全和保障。</p><p>　　例如，在該地區的招募和聘用時向有資格的員工指定需要填寫的具體職位是項目管理人員的責任。然后由人力資源工作人員接管。他們對合格的申請人進行初步篩選和面試。他們執

96、行適當的測試。然后，他們向那些想通過面談挑選合適的人的主管（項目管理人員）提出最佳的申請人。</p><p>　　總之，人力資源管理是每名管理人員工作的一個組成部分。無論您是第一線的主管、中層管理人員、或總裁，無論您是生產經理，銷售經理，辦公室經理，醫院管理員，部門管理人員（或人力資源經理），通過別人得到的結果就是這個游戲的名字。而且要做到這一點，您就需要本書中良好的人力資源/人員的概念和技術的應用知識。 <

97、;/p><p>　　4. 明天的人力資源 </p><p>　　像全球化和技術創新的那些趨勢正在改變企業的管理方式?，F如今，企業必須處理好這些革命性的趨勢，加快產品和技術的變革，全球化的競爭，常規的違反，人口結構的變化，并傾向一個服務型社會和信息時代。這些趨勢已經改變了企業的競爭環境。特別是，在幾乎所有的行業中都存在急劇增加的競爭程度，這就迫使企業去應付前所未有的產品創新和技術變革。</

98、p><p>　　在企業之間已經成功地回應了這些挑戰，新的組織和管理的模式已經形成了。例如：</p><p>　　傳統的金字塔形組織已經讓位給新的組織形式。在諸如AT&T的公司中，這種新的組織形式加強了小組間的職能交互，并促進了部門間的交流。</p><p>　　相應的也不去強調通過“堅持指揮鏈”而得出決定。</p><p>　　在通用電氣

99、公司，董事長杰克韋爾奇會與那些分界線較少的企業進行會談，這些企業中的雇員不是因獨立的部門而視為一體，而是與那些必須要完成的這項工作的人合作。</p><p>　　員工正在有越來越多的作出決定的權利。專家對轉向典型的企業的顛倒進行著爭論。他們說，今天的組織應該把客戶放在頂端，并強調每一個舉動都應該使公司盡量滿足客戶的需求。因此，管理必須授權給那些前線員工——酒店前臺接待人員，德爾塔飛機上的乘務員和裝配在土星火箭上的

100、匯編程序。換句話說，員工需要有對客戶需求做出迅速反應的權利。</p><p>　　在這個“顛倒”組織中的管理人員的主要目的就是服務于那些前線員工，看看他們需要為她們他們的工作做些什么，從而服務于客戶。使企業滿意的就是規范。取代那些有著七至十個或以上的管理層的金字塔形的組織，有三或四層的單層組織將占上風。許多公司（包括AT&T公司和通用電氣公司）已經將管理層從12層降至6層或者更少。正如剩余的管理人員有更多

101、的人向他們報告，他們將無權干涉他們下屬的工作。工廠車間、辦公室、甚至酒店里的工作本身正日益圍繞在團隊和過程周圍，而不是專門的職能。在車間，工人將不再一遍又一遍地負責安裝同一門柄。 他或她將歸屬于一個多功能團隊，這個團隊管理著自己的預算并控制自己的工作質量。</p><p>　　權力的基礎正在發生變化。管理理論家羅莎貝·莫斯·坎特說：“在新的組織中，地位、職稱和權威已不再是管理人員完成他們工作所

102、要依賴的了。相反，越來越多的成功取決于利用好的想法的來源，找出其合作需要采取的行動是在這些想法之上起作用的，并且它們之間相互產生結果，總之，新的管理工作意味著完全不同的獲取和使用權力的方式?！?lt;/p><p>　　管理人員將不再“管理”。過去的管理人員知道總裁和公司所有者給予他們指揮和控制下屬的權利。而現在大多數管理人員認識到，權威正日益成為過去的事情。皮特·德魯克說，管理人員必須學會在沒有指揮權的情況

103、下進行管理，那時，“你既不被控制，也不能控制”。過去的管理人員認為他或她本人是作為“經理”或“老板”的；而現在越來越多的新的管理人員認為他或她本人是作為“贊助商”、“團隊領導”或“內部顧問”的。</p><p>　　現如今，管理人員必須對那些向客戶作出響應的企業立下承諾，這就意味著征求雇員的承諾和自我控制比以往任何時候都更加重要。通用電氣公司的杰克韋爾奇提出這樣說：我認為獲得更多生產力的唯一的辦法就是讓人們對他們