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George Washington, Genius in Leadership
By Richard C. Stazesky
I. Introduction
Why did George Washington emerge as the most significant leader in the founding of the United States of America, even to the extent of being called the Father of the Country?
This is a question that inevitably arises in the mind of anyone who studies, even on a casual basis, the founding of our nation. Washington lived and worked with brilliant philosophers, thinkers, writers, orators and organizers, such as Franklin, Mason, John and Sam Adams, Jefferson, Patrick Henry, Hamilton, Madison, Dickinson, the Randolphs and the Lees, almost all of whom were far better educated than he. Yet at the three major junctions in the founding of the nation, the Revolution, the Constitutional Convention and the selection of the first President, for each position the leader chosen was George Washington. In his own day he was seen as the indispensable man, the American Moses, The Father of the Country. Why?
His contemporaries and subsequent commentators have enumerated many factors that entered into the selection by his peers for these three strategically important positions: physical size and presence, charisma, energy, multi-faceted experiences, charm, courage, character, temperament, being a Virginian, wealth, ambition, his reputation as a
stalwart patriot and, especially after the Revolution, the regard, admiration and affection of the populace at all levels of society. The most commonly cited characteristic given for his emergence as the supreme leader is his character. The most infrequently cited, as far as I have observed, are his intelligence and his ideas.
II. Leadership
Leadership. For the purpose of this discussion I shall use a concept entitled "The Visionary Leader" which I came across some years ago. The visionary leader, first of all, has very clear, encompassing and far-reaching vision in regard to the cause or organization involved. This vision includes ideas and goals which remain constant no matter how long it takes to realize them and regardless of the difficulties which the leader encounters. Furthermore, the leader never allows any of the means or actions along the way to violate or invalidate this vision and its constituent values.
Secondly, the visionary leader is skillful in designing and creating an organizational culture which will make possible the attainment of the leader's vision and ideas. In fact, creating this organizational culture may be the most lasting contribution of the leader for it will consist of the enduring values, vision and beliefs that are shared by members of the organization.
Thirdly, the visionary leader is also a person who can attract others
to follow him/her in seeking attainment of the vision. But more than that, this charismatic person is able to instill in others the ideas, beliefs and values of the vision so that they become empowered to move beyond the leader's and their own expectations.
In brief, the visionary leader has a vision into the far future, can develop an effective organization and can attract others to strive also for the attainment of his/her vision so that it becomes a shared vision and they all work together in an organization that sustains the vision, its beliefs and its values.
This is why, I believe, we can assert that George Washington was America's supreme genius in leadership and thus became the Father of Our Country. Consider this assertion in terms of his roles as the commander-in-chief of the Continental Army of the Revolution, the president of the Constitutional Convention and the first President of the United States of America.
III. Examples of Washington's Leadership
A. General Washington
On June 15, 1775, the delegates to the Continental Congress, meeting in Philadelphia, unanimously elected George Washington "to command all the continental forces, raised, or to be raised for the defense of American liberty." His commission, dated June 19, l775, designated him "General and Commander in Chief of the United Colonies". He
received it on the twentieth and he started for Boston on the twenty-first.
It is clear that several factors led to his selection: his character, they knew that they could trust him; he was the best known military person in the colonies; he was a Southerner and the delegates believed he could unite the forces of all the colonies; he was a man of wealth and presumably would be less tempted to corruption and he was known as a fearless, determined and competent leader. Another factor of great importance, although not stressed or perhaps even acknowledged by many historians and commentators, was that his ideas in regard to British and colonial relations were well known and were representative of ideas shared by the delegates and those whom they represented. They shared a common vision.
As a visionary leader, Washington developed an organization with an organizational culture which achieved the goal of winning the war for independence. This, as Washington well knew, would be just the first step in the founding of a republican, constitutional government. During the eight years of the American Revolution, General Washington spent far more time, thought and energy as the organizer and administrator of the military forces than he did as a military strategist and tactician. Without Washington's persistent, intelligent leadership, the army as an organization would have collapsed from within, unaided by British military might.
Washington excelled in all three roles of a visionary leader; he excelled equally in maintaining coherence between his long term goals and specific, current actions. We see this time and time again in his unfaltering commitment to the idea that in a republic the military must always be subject to civilian control. He made this clear in innumerable letters, orders, addresses and especially by his actions that the army must always act in accordance with Congressional decisions, even when he disagreed with them. These decisions involved such basic things as the selection of officers, planning of strategy and the equipping and paying of the soldiers.
B. President, Constitutional Convention
As the unanimously elected presiding officer of the Constitutional Convention, which met in Philadelphia May 25 to September 17, 1787, Washington again demonstrated his genius in leadership. We must ask again, why was he chosen as the leader by this group which Jefferson termed "an assembly of demigods"? One reason, certainly, is that the delegates knew that the most respected, beloved and even idolized person in the country was George Washington. As on previous occasions, however, he was also selected for this crucial role because of his character and because he was a recognized leader who was skillful in reconciling various views; in short, he was a supreme politician.
"This interpretation challenges the conventional view of Washington
in several others ways. First, I maintain that Washington's political values changed very little over time regardless of who his 'secretary' was; the various messengers seemed not to have affected Washington's message. He was no political chameleon willing to change his colors to conform to the interests and ideas of his brilliant counselors. The contribution of his better-educated ghostwriters, steeped in philosophy, certainly improved upon his stolid prose, but the substance remained distinctively Washington's.
Some of Washington's basic ideas were: a strong union, a legislature chosen by the people, a written constitution, the rule of law, an executive with power to enforce the law, supremacy of congressional or national law over state laws, a permanent national military establishment and civil control of the military. As noted above, these and other fundamental ideas were well developed in Washington's mind long before the Constitutional Convention was held.
The success of the Convention, both in terms of its process and outcome, testify to the genius of Washington's leadership, just as its final confirmation by the American people did. Historians and commentators of that day and subsequent years credit Washington's and also Franklin's endorsements for bringing about the ratification of the Constitution to be the law of the land.
C. President, United States of America
It was no surprise to anyone in the nation, including George Washington, that he was unanimously elected as the first President of the new nation and four years later that he was reelected to this preeminent position. Just as with his other calls to duty by the people, Washington was chosen not only on the basis of his character and leadership skills but also because the people knew and trusted his ideas and commitments. These ideas were spoken, written and lived out during the Revolution, many were already included in the Constitution and still others were well known.
Evaluating him as the first President in terms of the visionary leader, it is clear that Washington had a very well developed and coherent vision with both long and short range goals. Some of these ideas were: the absolute necessity and even sacredness of the Union, faithful obedience to the Constitution, the development of a distinctly American national character, establishment of a government that would be trusted by the people, the role of the federal government in the furtherance of industry, commerce, education and what today we call the infrastructure, the need in a republic for public and private virtue, independence from all forms of foreign dominance and the maintenance of liberty. Some of these ideas and others were presented in the "Circular Letter" which he sent to all the governors in l783 at the conclusion of the Revolution, in innumerable state papers, in personal and public letters and they were emphasized at
the end of his presidency in what is known as the Farewell Address.
As a visionary leader President Washington continued to be a charismatic leader who kept the loyalty and affection of the people. He nourished this through his tours to all the states and through innumerable public appearances. However, when principle demanded that he act in such a way that would engender serious opposition, he stuck to his principles and in time the people, discovering that he had acted wisely, renewed their regard and affection. The two major events causing such situations were his declaration of neutrality during the French Revolution and his signing of the Jay Treaty with Great Britain.
While the genius of George Washington was, as Edmund Morgan contends, in the use of power, I believe that this was just part of an even broader and deeper configuration which reveals him as our nation's supreme example of the genius of leadership.
IV. What Made Washington a Genius as a Leader?
While no one can fully explain the factors that combined to produce a Washington, Lincoln, Plato, Luther, Edison, Einstein or any other monumentally transformational person, we do know some of the streams that formed, as it were, the mighty Washington river.
The first, of course, are the givens of life, that with which he was born. Most obvious were his physical characteristics - height, strength, energy and physical coordination. His brain or intelligence is also a given.
Generally unmentioned as a given is temperament. Students of the Myers-Briggs Type Indicator suggest that George Washington would have tested as an ISTJ. I have attached as an appendix to these remarks a description of the characteristics of an ISTJ given by Otto Kroeger and Janet Thuesen in their book, Type Talk, page 215ff. Ray Choiniere and David Keirsey, using a somewhat different typology, Guardian Monitor, describe how Washington fits this pattern in their book, Presidential Temperaments. His driving ambition, love of detail, patience, determination, sense of responsibility and other conspicuous traits that made him the person that he was are related to the temperament with which he was born.
Another contributory stream was that made up of family and friends - his parents, his brother Lawrence and the Fairfax family. His father was apparently a strong, humane and entrepreneurial person. His mother was obviously a very determined, acquisitive, demanding mother. His brother was educated, cultured and militarily oriented. The Fairfaxes were courtly and very affluent. Something from all of these and other people can be seen in Washington.
.Washington's deep respect for every person and his never failing, except on very rare occasions, good manners and self control can be traced back in large part to his internalizing as a youth the ll0 "Rules of Civility & Decent Behavior in Company and Conversation." It is obvious
that these became second nature to him. Just as he did not have to waste energy and thought in dealing with moral issues so he did not have to waste them either in deciding how to treat others; he treated everyone in a courteous and respectful manner. Another stream entering this river was that Washington always sought to learn more in order to improve himself.
More than a contributory stream and more like a small river made up of a number of its own streams was the river bringing the models Washington chose for himself. These he deliberately, systematically and creatively melded together to form the George Washington whom he then portrayed. He saw life as a theater in which we all play our parts and he certainly had in his mind the character that he wanted to play and did play. This does not imply any lack of personal integrity or a multi-polar personality. It does mean that George Washington, in a real sense, invented himself by creating an original model from several that he had in mind and then lived by that model.
There were, at least, four such models that he used. One was the Roman model of Cato from Addison's play "Cato" about a virtuous Roman. Washington saw the play many times, memorized parts of it and had it acted at Valley Forge. He also thought of Cincinnatus, the Roman farmer, who left the plough to lead the army that saved Rome and then went back to farming, refusing the role of "Dictator" offered by the Roman Senate. (See Garry Wills, George Washington and the
Enlightenment.) Another model was that of the Patriot King, a role made popular in Washington's time by the English writer Bolingbroke (see Longmore, pages 184-86). The Patriot King always had the people's welfare at heart. A fourth model for Washington was that of the Father.
In addition to these four major models, Washington experienced many other major figures who influenced him. There were the royal governors of Virginia, the landed gentry and their leaders with whom he lived and worked while in the Virginia House of Burgesses for fifteen years and British generals Braddock and Forbes. Washington keenly observed them and learned from them all.
Even considering all these influences, models and the givens in Washington's life we still cannot fully comprehend what made him the George Washington whom we know through his writings, his achievements and what was written about him. The best answer, I believe, is that the Washington whom we know is Washington, the Father of the Country, whom George Washington invented and portrayed. He was a genius in this creation as one part of his being a genius in leadership.
V. Learning from Father Washington
In the tradition of George Washington, perhaps, my personal interest in the study of famous people who have made major positive contributions to life has always been what can I learn from them that will make me a better person and citizen. I believe that we can learn a great
deal from studying the life of George Washington that would lead to personal and public renewal if we were to apply what we learn. I shall mention just a few items.
One, the need and importance to take responsibility for one's own life by controlling one's emotions; Washington had a volcanic temper which, with rare exceptions, he kept under control. Washington was able to control so much externally because he first learned to control himself from within.
Two, the importance of constant learning by observing, listening, reading and reflecting; Washington spent much time reflecting or pondering.
Three, the ingredients of effective leadership.
Four, the inextricable relationship in a democracy between public and personal virtue; the absence of one will always cause a diminution in the other and vice versa.
Five, the need in a democracy for all citizens to be good citizens and for the government to be administered in such a manner as to merit the trust of the citizens.
This is enough to show, I believe, that today we urgently need a rebirth of the ideas which he had which made our nation great and a renewal of Washington as our prime national hero and role model.
The future of our nation, to a large extent, depends upon Americans
both personally and publicly developing the kind of character so fully and brilliantly seen in George Washington's personal and public lives.
Bibliography
Following are books and other material which were used in preparing this paper.
Abshire, David, The Character of George Washington and the Challenges of the Modern Presidency, The Center for the Study of the Presidency, Washington, DC, l998, 15 pgs.
Arnold, James R., Presidents Under Fire, Orion books, New York, l994, 352 pgs.
Baldridge, Letitia, ed., George Washington's Rules of Civility & Decent Behavior in Company and Conversation, The Mount Vernon Ladies' Association, Mount Vernon, V A, 1989, 61 pgs.
Boller, Paul F., Jr., George Washington & Religion, Southern Methodist University Press, Dallas, 1963, 235 pp.
Brookhiser, Richard, Founding Father, Rediscovering George Washington, The Free Press, New York, l996, 230 pgs.
Callahan, North, George Washington, Soldier and Man, William Morrow & Company, New York, l972, 295 pgs.
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乔治·华盛顿，领导天才
By Richard C. Stazesky
一．引言
为什么乔治·华盛顿成为最重要的领导者在美利坚合众国成立，甚至被称为“国家之父的程度？
这是一个问题，不可避免地出现在脑海中的人的研究，即使是在休闲的基础上，成立我们的国家。华盛顿生活和工作过辉煌的哲学家，思想家，作家，演说家和组织者，如富兰克林，梅森，约翰和山姆·亚当斯，杰斐逊，帕特里克·亨利，汉密尔顿，麦迪逊，迪金森，的Randolphs和酒糟，几乎所有的人远比他更好的教育。然而，在三个主要路口建国的革命，制宪会议和第一任总统的选择，每个位置所选择的领导者是乔治·华盛顿。在他自己的一天，他被看作是不可缺少的人，美国摩西，父亲的国家。为什么呢？
他的同时代和后来的论者列举了很多因素，进入这三个重要的战略位置：物理尺寸和存在，魅力，能量，多方位的经验，魅力，勇气，性格，气质，弗吉尼亚州人的选择由他的同辈，财富，野心，他的声誉作为一个坚定的爱国者，尤其是在革命方面，钦佩和爱戴在社会各阶层的民众。最常被引用的特性给予的最高领导人，他的出现是他的性格。
最经常提到的，据我观察，他的智慧和他的想法。
二．领导
领导力。对于本次讨论的目的，我将使用一个题为“富有远见的领导者”，我遇到了几年前的概念。富有远见的领导者，首先，非常清晰，全面和深远的视觉方面的事业或组织的参与。这一构想包括保持不变，不管需要多长时间来实现他们的领导者遇到的困难，无论思路和目标。此外，领导者决不允许任何前进的道路上违反或违反这一远景和其成分值的手段或行动。
其次，富有远见的领导者是善于在设计和创建组织文化，将有可能实现领导者的视野和思路。事实上，这种组织文化的领导者，可能是最持久的贡献，因为它会由该组织的成员所共享的不朽的价值观，愿景和信念。
第三，有远见的领导者也是一个人能吸引别人跟随他/她在寻求实现的愿景。但更重要的是，这个有魅力的人是能够在别人灌输的思想，信念和价值观的视野，使他们成为有权超越的领导者和自己的期望。
简单地说，富有远见的领导者有一个设想到遥远的未来，可以建立一个有效的组织和可以吸引别人的努力，也为实现他/她的视力，使之成为共同的理想和他们一起努力组织中的维持理想，信念和自己的价值观。
这就是为什么我相信，我们可以断言，乔治·华盛顿是美国的最高的领导，从而成为天才的父亲，我们的国家。在他的角色作为统帅的大陆军的革命制宪会议，总统和第一任总统美利坚合众国考虑这种说法。
三．华盛顿领导的例子
A.华盛顿将军
在1775年6月15日，与会代表对大陆会议，会议在费城，一致选举乔治·华盛顿“指挥所有大陆的力量，提高，或将提出的防御美国的自由。” l775年6月19日，他的委托，指定他的“将军和指挥官在联合起来的殖民地行政”。他收到二十，二十一，他开始为波士顿。
很显然，有几个因素导致了他的选择：他的性格，他们知道他们可以信任他，他是最有名的军事在殖民地的人，他是个南方人，代表们认为，他可以团结的力量，所有的殖
民地他是一个人的财富和，大概就会少一些诱惑，腐败和他被称为一个无所畏惧的，有主见，有能力的领导人。虽然没有强调的另一个非常重要的因素，或什至承认许多历史学家和评论家，他的想法在英国和殖民地的关系是众所周知的，代表共享受到与会代表的那些人，他们代表的思想。他们分享共同的愿景。
作为一个有远见的领导者，美国开发的组织文化与组织实现的目标，赢得了独立战争。，华盛顿清楚地知道，这只是第一步，成立了共和，宪政。在8年的美国独立战争中，华盛顿将军花了更多的时间，心思和精力的组织者和管理者的军队比他作为一个军事战略家和战术家。没有华盛顿的持久性，智能化的领导，军队作为一个组织内，肉眼已经崩溃，由英国的军事实力。
华盛顿擅长在所有三个角色，一个有远见的领导者，他同样表现出色在他的长期目标和具体的，当前的行动之间保持一致性。我们看到这一次又一次的想法，在一个共和国的军队必须始终民用控制在他坚定的承诺。他清楚，无数的信件，订单，地址，特别是通过他的行动，军队必须始终在根据国会决定采取行动，即使他不同意他们的。这些决定涉及这些基本的东西，人员的选择，战略和规划的士兵的装备和支付。
B.总统，制宪会议
制宪会议在费城5月25日至1787年9月17日，符合一致选举投票站主任，华盛顿再次证明了他的天才的领导。我们必须要问，为什么他选择的领导者杰弗逊的这组被称为“装配的半神半人”吗？的原因之一，当然，是代表们都知道，在全国最受尊敬的，亲爱的，甚至崇拜的人是乔治·华盛顿。然而，与以往一样，他也选择了这个关键的角色，因为他的性格，因为他是一个公认的领导者，善于协调各方面的意见，总之，他是一个至高无上的政治家。
“这个解释挑战的传统观点，华盛顿在几个人的方式。首先，我维持，华盛顿的政治价值观改变很少随着时间的推移，无论他的”秘书“是谁，在不同的使者似乎不以已影响华盛顿的消息。他是不政治变色龙愿意改变自己的颜色，以符合他辉煌的辅导员的利益和想法。的贡献，他受过良好教育的代笔，沉浸在哲学，在他的笨头笨脑的散文，一定程度的改善，但实质仍然鲜明华盛顿。
一些华盛顿的基本思路是：一个强大的工会，一个立法机关的人，一部成文宪法，法治的执行与电源秉公执法，至高无上的国会或国家法律在国家法律，一个永久性的国家军事选择建立和民间对军队的控制。如上所述，这些和其他的基本思想以及在华盛顿的头脑，在制宪会议之前举行。
“公约”的成功，无论是在其过程和结果，证明华盛顿的领导的天才，正如它的美国人民做最后确认。历史学家和评论家的那一天，随后的几年信贷华盛顿和富兰克林的代言批准的宪法是法律的土地。
C.总统，美国
这是毫不奇怪，在国家的任何人，包括乔治·华盛顿，他被一致推选为新的国家的第一任总统，四年后，他再次当选为这卓越的位置。正如他的其他呼叫税的人，华盛顿被选为不仅他的性格和领导能力的基础上，但也因为人们知道和信任他的想法和承诺。这些想法，说，写和生活在革命期间，许多人已经包含在“宪法”中，还有一些众所周知。
评估他的第一任总统的富有远见的领导者，它是明确的，华盛顿有一个非常发达和连贯一致的观点，长期和短期范围内的目标。这些想法的绝对必要性和神圣的联盟，忠实的服从“宪法”，一个明显的美国民族性格的发展，建立一个政府，会受到人民的信赖，在联邦政府的作用促进工业，商业，教育和今天我们所说的基础设施，公共和私人的美德，需要在一个共和国独立和维护从外国统治地位的各种形式的自由。“通函”，他在l783结束时的革命发送到所有的省长，在无数次的状态文件，在个人和公众的信中提出的这
些想法和其他人的，他们强调了他的总统任期结束时在所谓的告别演说。
作为一个有远见的领导者，华盛顿总统继续保持忠诚和情感的人是一个有魅力的领导者。他滋养通过他的旅行团的所有国家，并通过无数次在公众场合露面。然而，当原则要求他做事的方式，将产生严重的反对，他坚持自己的原则和时间的人，发现他的做法是明智的，重申了他们的重视和感情。造成这种情况的两件大事是他宣布中立，在法国大革命期间，他与英国的杰伊条约的签订。
虽然天才乔治·华盛顿，埃德蒙·摩根主张，在权力的使用，我认为，这只是其中的一部分，更广泛和更深入的配置，揭示了他作为我们国家的最高领导的天才的例子。
IV。是什么让华盛顿作为一个领导者，一个天才吗？
虽然没有人能完全解释的因素相结合，产生的华盛顿，林肯，柏拉图，路德，爱迪生，爱因斯坦或任何其他纪念碑式的变革的人，但我们知道一些流的形成，因为它是华盛顿河流，浩浩荡荡的。
第一，当然，吉文斯的生活，与他的出生。最明显的是他的身体特征- 身高，力量，精力和体力协调。他的大脑和智力也是一个给定的。一般是隐形一个给定的气质。迈尔斯- 布里格斯类型指标的学生乔治·华盛顿将测试作为一个ISTJ。我附上的附录谨此陈辞一个的ISTJ奥托克勒格尔和珍妮特?苏埃森在他们的书，页类型通话，215ff的特点的描述。雷Choiniere和大卫Keirsey，使用略有不同的类型学，监护人监控，描述，华盛顿如何适应这种模式在他们的著作，总统气质。他的驾驶野心，爱的细节，耐心，决心，责任等突出特质，使得他的人，他的气质与他出生的感觉。
另一种款式的流，由家人和朋友- 他的父母，他的哥哥劳伦斯和费尔法克斯家族。他的父亲显然是一个强大的，人性化和积极进取的人。显然他的母亲是一个非常确定的，贪婪，苛刻的母亲。他的弟弟被教育，培养和军事为本。Fairfaxes是宫廷和非常富裕。可以看出，在华盛顿所有这些和其他人的东西。
华盛顿的深尊重每个人与他从来没有失败，除非在极少数的情况下，良好的举止和自我控制可以追溯到在很大程度上是他的内在作为一个青年的ll0“规则的文明和体面的行为在公司和对话。“很明显，这成为他的第二天性。正如他并没有浪费能源，并认为在处理道德问题，所以他没有浪费他们在决定如何对待他人，他的礼貌和尊重的态度对待每个人。另一个进入这条河流的流，华盛顿一直试图去了解更多的是为了改善自己。以上一个供款流，像一条小河边的一些自己的流河，使华盛顿为自己选择的模型。这些他故意的，系统的，创造性地融合在一起，形成他描绘乔治·华盛顿。他把生命看作一个剧场，我们发挥我们的零部件和他的性格在他的脑海里，他想打，并发挥。这并不意味着任何个人诚信的缺乏或一个多极的个性。这意味着，乔治·华盛顿，在真正意义上，发明了自己的几个，他脑子里，然后在生活中，模型创建一个原始模型。
有，至少，这样的模型，他用。一个是罗马模型卡托艾迪生的戏剧“卡托”有关的良性罗马。华盛顿看的，很多时候，记忆部分，它在瓦莱弗戈采取行动。他还认为Cincinnatus，罗马农民，是谁留下的犁带领军队救了罗马，然后又回到了农业，拒绝提供的“独裁者”罗马元老院的作用。另一种模式是王的爱国者，一个角色在华盛顿的时间，由英国作家博林布鲁克。爱国者金总人民的福利心。第四种模式，华盛顿的父亲。
除了以上四个主要的模型，美国经历了许多其他重要人物影响了他的人。皇家弗吉尼亚州州长，地主阶级和他们的领导人与他生活和工作，而在弗吉尼亚州的市民议院十五年，英国将军布拉多克和“福布斯”。华盛顿敏锐地观察他们，并从他们身上学习。
即使考虑到所有这些影响，模型和吉文斯在华盛顿的生活，我们还不能完全理解是什么让他乔治·华盛顿，我们知道，通过他的著作，他的成就和他写的。最好的答案，我相信的是，我们知道谁是在华盛顿的国家之父华盛顿，乔治华盛顿发明和塑造。他是个天才，
在此创作为一体的一部分，他是一个天才的领导。
五，向国父华盛顿学习
也许，在乔治·华盛顿的传统，一直是我的个人兴趣的研究已经取得了重大积极的贡献生命的著名人物，从他们身上，我可以学到什么，会使我成为一个更好的人，公民。我相信，我们可以学到很多东西，从乔治·华盛顿，这将导致个人和社会大众的更新，如果我们应用我们所学到的学习生活。我仅举几个项目。
一，通过控制自己的情绪，为自己的生命承担责任的必要性和重要性，华盛顿有一个火山的脾气，除了极少数例外，他受到控制。华盛顿是能够控制这么多的外部，因为他第一次学会了控制自己，从内。
二，通过观察，听，说，读，反映了不断学习的重要性，华盛顿花了很多时间，反射或琢磨。
三，有效领导的成分。
四，在一个民主社会公共和个人的美德之间的关系密不可分，缺乏一个将始终导致减值的，反之亦然。
五，需要在一个民主国家的所有公民，做个好公民和政府进行管理的方式值得信任的公民。
这足以表明，我相信，今天，我们迫切需要一个重生的想法，他有使我们民族的伟大和更新我们的首要国家的英雄和榜样华盛顿。
我们国家的未来，在很大程度上取决于个人和公开地发展什么样的字符，以便全面，精辟地出现在乔治·华盛顿的个人和公共生活的美国人。
参考书目
下面是在编写本文的书籍和其他材料。
阿布希尔，大卫，《乔治·华盛顿和现代总统的挑战》，总统研究中心，华盛顿DC，l998 阿诺德，詹姆斯R.，《总统在消防，猎户座的书》，纽约，l994
鲍德里奇奖，利蒂希亚，《乔治·华盛顿的规则》芒特弗农女装协会，弗吉尼亚Mount Vernon，1989
保罗F. Boller，《乔治·华盛顿和宗教》，南卫理公会大学出版社，达拉斯，1963。Brookhiser，理查德，《开国元勋乔治·华盛顿》，纽约自由出版社，l996
卡拉汉，《士兵和人》纽约，威廉·莫罗公司，l972
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市场营销：概论 在过去的一百多年中，市场营销作为一项商业职能，其职责和概念有了长足的发展。最初，市场营销活动仅仅关注如何完成商业交换，即让顾客去买东西。通常一些较大的商业力量经常自己完成销售活动。在美国，在这些商业力量的影响下，销售过程的发展可以分为几个时期。Perreault和McCarthy 总结为以下五个时期（1）简单贸易时期（2）产品时期（3）销售时期（4）市场营销部门时期（5）市场营销公司时期。为了了解现代市场营销在美国商业中如何发挥作用，回顾每个时期的销售行为是很有帮助的。在讨论其发展过程后，将可以依据它在美国商业行为中的运做而提出一个现代市场营销的定义。 在简单贸易时期，通常“制造商”是专门生产一种或几种产品的乡村家庭。这些产品通常是农作物或牲畜，但是他们可以是使用简单的手工工具来完成的技艺。剩余的产品就卖给或以实物交换给当地的中间商，这些中间商又寻找更远的顾客来出售他们收集来的产品。这个时期在西方社会持续了几百年。此外，这个时期的中间人的活动范围都比较大。举个例子，文艺复兴时期的意大利特别是威尼斯商人，从印度、中国和东南亚进口商品。这些商人是这个简单贸易时期运作最成功的商人。 当19世纪末，工业革命在欧洲兴起的时候，美国开始发展起来，这时产品时期也取代了简单的贸易时期。产品时期最明显的特征就是机器使用率的提高和新的组织技术的发展，这些大大促进了产品数量的增加。因此有很多商品都能以较低的价格提供给更多的顾客，从而也大大刺激了需求的增长。所以，很多公司把更多的精力放在提高生产技术上。生产效率很高的公司很少关注产品的销售，因为这个时期需求远远大于供给。如果公司生产一件产品，通常就有现成的买主在等待着。 到了19世纪30年代，很多生产商已经大大地提高了产量，使得西方国家很多行业的生产能力超过了潜在顾客的需求，这就导致了销售时代的来临。销售时代的特征是相信顾客不愿购买产品，部分原因是因为如此众多的公司为了获得客户的关注而展开竞争。在这个时代，大多数公司向销售人员传授成功的销售技巧，这些技巧可以征服潜在顾客心中的抵制情绪。因此，销售人员常常成为了说服艺术和人际交往的专家。在大多数极端的案例中，很多销售策略都是为了操纵消费者，而很少或根本不顾及顾客是否对产品有需求。 随着大多数行业的销售和大部分西方国家在第二次世界大战后得到发展，销售时代过渡到市场营销部门时代。市场营销部门时代认为销售是一个更全面的活动，而非个体销售代表征服客户的活动。销售活动已经扩大到更多非个人的交流形式，而且组织创立了市场营销部门来协调整个公司的销售活动。在市场营销部门时代，营销经理主要贯彻执行由公司经理制定的销售战略。例如，20世纪50~60年代通用汽车公司通过市场营销部门来协调销售取得了巨大的成功。通过整合广告，特别是个人销售技巧，通用汽车公司在美国汽车业处于统治地位。
政治学与行政管理学专用英语词汇 一院制Unicameral一党制国家One—party States人权Human rights人权宣言Declarations of the Rights of Man and the Citizen工会Trade unions下议院House of Commons上议院House of Lords个人主义Individualism女权主义Feminism马列主义Marxism—Leninism马克思主义Marxism马基雅维里主义Machiavelli王权Crown无产阶级Proletariat无产阶专政Dictatorship of the proletariat无政府主义Anarchism专制Despotism专制政府/绝对专制主义Absolute government/absolutism中央与地方的关系Central/Local relations分权Separation of powers公共行政Public administration公民权利Civil rights公民自由Civil liberties 正义Justice可审判性Justiciability平等Equality奴隶制Slavery占统治地位的党Dominant party代表Delegate代议员Representative 代议制政府Representative government 代表制Representation主权Sovereignty市民社会Civil society市（镇）长Major立宪主义Constitutionalism立宪政体Constitutional government立法机关Legislatures立法否决Legislative veto立法委员会Legislative committees 立法起草Legislative drafting半总统制Semi-presidential systems议长Speaker议会制度Parliamentary system司法机构Judiciary司法行政官Magistrate司法审查Judicial review民主Democracy民主党Democratic Party民主集中制Democratic centralism民意测验Opinion polls共产党Communist Parties共和国Republic 机构/制度Institution权力Power权利Rights权利法案Bill of rights权威Authority妇女选举权Women’s suffrage地方长官Prefect地方政府Local government地方政府财政Local government finance地方政治Local politics同意Consent同意投票Approval voting 团体理论Group theory邦联Confederation邦联条例Articles of Confederation 自由Freedom自由党Liberal parties自由裁量权Discretion 自决Self-determination自治Self-government自治领Dominion行为主义Behaviouralism行政Administration行政机关Executives政委员Administrative board行政法庭Administrative tribunal 行政法院Administrative court州长Governor多元主义Pluralism多元社会Plural society多头制Polyarchy多数派政府Majority government多数统治Majority rule决策Decision making决策理论Decision theory农奴制Serfdom阶层/阶级Class麦迪逊，詹姆斯Madison,James苏格拉底Socrates极权主义Totalitarianism 否决权Veto投票Voting投票率Turnout护宪Entrenchment财产权Property 利益Interests利益表达与聚合Interest articulation and aggregation利益集团Interest group 言论，表达和出版自由Freedom of speech,expression,and the press社区/共同体Community社团主义Corporatism社会主义Socialism 社会民主主义Social democracy社会契约论Social contract君主制Monarchy责任Responsibility责任政府Responsible government直接民主Direct democracy直接行动Direct action杰斐逊，托马斯Jefferson,Thomas欧洲议会European Parliament欧洲共同体European Community歧视Discrimination国际法International Law国家State国家元首Head of state国家消亡Withering away of the state国家财政危机Fiscal crisis of the state非暴力反抗Civil disobedience非暴力行为Non-violent action制定法Statute Law制衡Checks and balance委任Patronage 委员会Commission质询Interpellation法Law法令Act法官Judge法治Rule of law法律的正当程序Due process of law法案，议案Bill宗教自由Freedom of religion审判Adjudication审查制度Censorship官僚制/官僚Bureaucracy 实证主义Positivism封建主义Feudalism革命和反革命Revolution and counter-revolution政体Polity政纲platform 政变Coup D’etat政府Government政府组成过程Government formation process 政府首脑Head of government政府调查Public inquiry政治Politics政治义务Political obligation 政治文化Political culture政治中的种族问题Race in politics 政治心理学Political psychology 政治发展Political development政治行动委员会（美国）Political action committee 政治行为研究Political behaviour政治地理学Political geography政治权力Political power 政治局（及常务委员会）Politburo(and Pesidium)政治沟通Political communication政治体系/政治系统Political system政治参与Political participation政治财政Political finance政治科学Political science政治社会化Political socialization政治社会学Political sociology政治学的定量方法Quantitative methods in politics政治态度Political attitudes政治腐败Political corruption政治继承Political succession政治理论Political theory政治暴力Political
工商管理专业英语重点 一．名词解释： 1.what is a manager? 答： A manager is a person who plans,organizes,directs,and controls the allocation of human ,material,financial,and information resources in pursuit of the organization’s goals. 2.What is the difference between middle managers and first-line managers? 答：The heavier emphasis onmanaging group performance and allocating resources represent the most important differences between first-line ang middle managers. 3.How can you characterize top-managers’ work? 答：Top managers spend most of their day(over 75 percent) planning and leading.pressures and demands on top managers can be intense. 4.What is the one of natural outcomes of outsourcing? 答：Modular corporations come into being. 二．选词填空 1.Adrian was in charge of the allocation of available funds. 2.Our firm is oriented towards the export side of the business. 3.The on-time delivery of goods is required in the contract. 4.The graphic display s will be heloful to illustrate the increase of the output. https://www.doczj.com/doc/b116544370.html,panies cannot survive fierce competition without innovative personnels. 6.Keeping the accounts is part and parcel of my job. 7.The CEO and other high-level executives are often referred to as top management. 8.The tasks that managers do include planning,organizing,leading,andcontrolling the work of an organization. 9.Functional managers supervise employees having expertise in one area,such as accounting,humanresources,sales,finance,marketing,or production. 10.general managers are responsible for the operations of a more complex unit,such as a company or a division. 11.He carried out a number of frauds on trusting people who lent him money.. 12.He would not havesucceeded in such a risky business if he had not been such a clever entrepreneur. 13.They could not tell the commcnding officer from his subordinates. 14.The two old rivals vie for the frist place. 15.Some people cannot be trusted to work wihout supervision. 16.Half of the medical supplies have already been allocated to the victims of the earthquake. 17.Can you differentiate this kind of rose from the others? 18.The factory has laid off workers because of the drop in sales. 19.They were blame for their failure to hold down expenditure. 20.The company has slashed the costs of the project in order to seize the last chance to survive. 21.The company is try ing to diversify its range of products so that they can get more market shares. 22.Mr. Black realized that his company was in dire straits and it went bey ond him to deal with the whole situation. 23.Tom, my next door neighbor, is exempt form military service because of his poor health. 24.With the economic environment improved , his company’s sale in that area is getting less susceptible to the crisis. 25.Mr.White declared that he was not liable for his partner’s debts.
Unit one formal organization 正式组织 division of labor 劳动分工departmentalization 部门化 delegation 授权 stakeholders 利害相关者 organizational chart 组织结构图 flatter organization 扁平组织 cash flow 现金流量 trade credit 商业信用 short-term loans 短期贷款 commercial paper商业票据 life insurance companies 人寿保险公司pension funds 退休基金 bonds 债券 stocks 股票 unit two macroeconomics 宏观经济学 national income theory 国民收入理论inflation通货膨胀 deflation通货紧缩 the level of interest rates 利率水平international trade balance国际贸易平衡monetary policy 货币政策 fiscal policy财政政策 unemployment rate 失业率 price index 价格指数 the consumer price index 消费价格指数 the producer price index 生产价格指数 the GDP price deflator GDP 价格平减指数nominal GDP 名义GDP real GDP实际GDP disposable income 可支配收入 transfer payment 转移支付 substitution effect 替代效应 income effect 收入效应 equilibrium price均衡价格 equilibrium output均衡产出 oil embargo 石油禁运 multiplier effect 乘数效应 expansionary monetary policy扩张货币政策time lags 时滞 unit four industrial organization theory 产业组织理论
管理学英语词汇 目标mission/ objective. 内部环境internal environment. 环境external environment . 集体目标group objective. 计划planning . 组织organizing. 人事staffing . 领导leading . 控制controlling . 步骤process. 原理principle. 方法technique . 经理manager. 总经理general manager. 行政人员administrator . 主管人员supervisor . 企业enterprise . 商业business . 产业industry . 公司company . 效果effectiveness . 效率efficiency. 企业家entrepreneur . 权利power . 职权authority. 职责responsibility . 科学管理scientific management . 现代经营管理modern operational management . 行为科学behavior science . 生产率productivity . 激励motivate . 动机motive. 法律law. 法规regulation. 经济体系economic system . 管理职能managerial function. 产品product . 服务service . 利润profit. 满意satisfaction . 归属affiliation.
尊敬esteem . 自我实现self-actualization. 人力投入human input . 盈余surplus . 收入income. 成本cost . 资本货物capital goods . 机器machinery. 设备equipment . 建筑building. 存货inventory. 经验法the empirical approach. 人际行为法the interpersonal behavior approach . 集体行为法the group behavior approach . 社会系统法the cooperative social systems approach. 社会技术系统法the social-technical systems approach . 决策理论法the decision theory approach . 数学法the mathematical approach . 系统法the systems approach . 随机制宜法the contingency approach . 管理任务法the managerial roles approach . 经营法the operational approach . 人际关系human relation . 心理学psychology . 态度attitude. 压力pressure. 冲突conflict . 招聘recruit 鉴定appraisal 选拔select . 培训train . 报酬compensation. 授权delegation of authority. 协调coordinate. 业绩performance . 考绩制度merit system. 表现behavior. 下级subordinate. 偏差deviation . 检验记录inspection record . 误工记录record of labor-hours lost . 销售量sales volume . 产品质量quality of products . 先进技术advanced technology .
Test 3 第一部分：交际用语（共5小题；每小题3分，满分15分）此部分共有5个未完成的对话，针对每个对话中未完成的部分有4个选项，请从A、B、C、D四个选项中选出正确选项。 1-5 DCCCC 1. —Could you help me with my physics, please? 请问你能帮我做物理课作业吗？ —____________ 很抱歉不行。我马上要去开会。 A. No, no way. B. No, I couldn’t C. No, I can’t. D. Sorry I can’t. I have to go to a meeting right now. 2. —Could I speak to Don Watkins, please? 我能和Don Watkins说话吗？ —____________ 我就是。 A. I’m listening B. Oh, how are you? C. Speaking, please. D. I’m Don. 3. —Could I borrow your car for a few days? 我能借你的车用几天吗？ —____________ 当然可以。给你。祝你旅途愉快。 A. Yes, you may borrow. B. Yes, go on. C. Sure, here you are. Enjoy your journey. D. It doesn’t matter. 4. —Thank you for inviting me. 感谢您的邀请。 —____________ 谢谢光临。 A. I really had a happy time. B. Oh, it’s too late C. Thank you for coming D. Oh, so slowly? 5.—May I see your tickets, please? 可以看一下你的票吗？ —____________ 当然可以。 A. No, they are mine. B. No, you can’t. C. Sure. D. Yes, you can.
管理学常用词汇 A 11 access discrimination ['?ks?s] [d?,skr?m?'ne??n]进入歧视 action research ['?k??n] ['ris?t?] 动作研究；行为研究 adjourning [?'d??n??] 解散期；解散阶段；中止阶段 adhocracy [?d'h?kr?si] 无固定结构的管理方式或组织；临时委员会组织；administrative principle [?d'm?n?stret?v] ['pr?ns?pl] 管理原则advanced negotiation[?d'v?nst] [n?,ɡo??'e??n]高级谈判 alignment[?'la?nm?nt] 结盟 artifacts ['a:rtif?kts]人工环境 artificial intelligence [,ɑrt?'f??l] [?n't?l?d??ns] 人工智能、巧匠avoiding learning [?'v??d??] ['l??n??]规避性学习 ambidextrous approach [,?mb?'dekstr?s] [?'pr?t?]双管齐下策略 B 9 balance sheet ['b?l?ns] [?it]资产负债表 bias['ba??s] 偏见 BCG matrix（ BCG:Boston Consulting Group['b?st?n] [k?n's?lt??] [gru ?p]） ['metr?ks] 波士顿矩阵，波士顿咨询集团矩阵 bona fide occupation qualifications [,b?un?'faidi] [,ɑkju'pe??n] [,kw ɑl?f?'ke??n] 善意职业资格审查 bounded rationality ['ba?nd?d] [,r???n'?l?ti]有限理性 bounded rationality perspective ['ba?nd?d] [,r???n'?l?ti] [p?'spekt ?v]有限理性方法
第二部分专业词汇中英文对照
A Absenteeism 缺勤，旷工Acceptance of authority 权威的认可Accommodation 顺应（对待冲突的策略） Achievement-oriented leader 成就导向型领导者 Acid test ratios 速动比率Acquisition 并购，收购Active listening 积极倾听Activities 活动 Adjective rating scales 描述性评分表 Affective component of an attitude 态度的情感成分Affirmative action programs 确认行动计划，积极行动方案 Age Discrimination in Employment Act 反就业年龄歧视法案 Agreeableness 随和Agriculture wave 农业化阶段，农业时代 Americans with Disabilities Act 美国人对待残疾法案Analytic decision-making style 分析型决策制定风格Answering questions 回答问题 Anthropology 人类学Assaults 袭击，攻击Assertiveness 专断，肯
定，强制取向（划分解决冲突风格的维度） Assumed similarity 假定相似性 Attentional processes 注意过程 Attitudes 态度Attribution theory 归因理论Authority 职权，权威Autocratic style of leadership 专制式领导，独裁式领导 Autonomy 自主，自主权Availability heuristic 只利用现有信息决策的取巧途径，以易代难倾向 Avoidance 回避，规避B Baby boomers 婴儿潮Bargaining strategies 争价策略，谈判策略 Barriers to communication 沟通障碍 Basic corrective action 彻底纠错行动 Behavioral component of an attitude 态度的行为成分 Behavioral science theorists 行为科学理论家Behavioral style of decision making 行为型决策制定风格 Behavioral theories of leadership 行为领导理论
有关企业管理方面的英 语专业词汇 Document number：WTWYT-WYWY-BTGTT-YTTYU-2018GT
ABC Classification ABC分类法 Activity-Based Costing 业务量成本法/作业成本法 ACRS (Accelerated cost recovery system) 快速成本回收制度 Action Message 行为/措施信息 AIS (Accounting information system) 会计信息系统 Allocation 已分配量 Anticipated Delay Report 拖期预报 A/P (Accounts Payable) 应付帐款 APICS (American Production & Inventory Control Society) 美国生产及库存控制协会 AQL (Acceptable quality Level) 可接受质量水平 A/R (Accounts Receivable) 应收帐款 Automatic Rescheduling 自动重排产 Available To Promise (APT) 可签约量 Back flush 倒冲法 Backlog 未完成订单/未结订单 Back Scheduling 倒序排产 BE analysis (Break-even analysis) 盈亏临界点分析，保本分析 Bill of Material (BOM) 物料清单 Business Plan 经营规划 B/V (Book value) 帐面价值 Capacity Requirements Planning (CRP) 能力需求计划
行政管理英语试题及答案 试卷代号：2204 英语Ⅰ(1) 试题 注意事项 一、将你的学号、姓名及分校(工作站)名称填写在答题纸的规定栏内。考试结束后，把试卷和答题纸放在桌上。试卷和答题纸均不得带出考场。 二、仔细阅读题目的说明，并按题目要求答题。答案一定要写在答题纸指定的位置上，写在试卷上的答案无效。 三、用蓝、黑圆珠笔或钢笔答题，使用铅笔答题无效。 第一部分交际用语(共计10分，每小题2分) l一5题：阅读下面的小对话，判断答语是否恰当，恰当的选A(刚Sht)，不恰当的选B (Wrong)，并将答案写在答题纸上。 1. —Why don't we have a barbecue? —That's a good idea. A. Right B. Wrong 2. —Are you free on Friday? Yes, Friday is fine. A. Right B. Wrong 3. —What's the weather like in Beijing? —That' s all right. A. Right B. Wrong
4.—Is there a bank near here? —Yes. The bank is on the corner. A. Right B. Wrong 5. —How much oil do you need? —It costs about 50 pounds. A. Right B. Wrong 第二部分词汇与结构(共计40分，每小题2分) 6—25题：阅读下面的句子，从A、B、C三个选项中选出一个能填入空白处的最佳选项，并在答题纸上写出所选项的字母符号。 6. I work in office in Shanghai. A.a B. an C. the 7. There four children in the picture. A. is B. are C. have 8. We often have supper at home. A. us B. our C. ours 9. Chris worried about the presentation 1ast week? A．Is B．Was C．Were 10．This is my new watch．It was a present my wife．
Unｉt 1 The Evｏluｔion of Maｎaｇemｅｎｔas a Fiｅｌdｏf Stｕdｙ ｅvolutｉon n．the pｒoceｓs of devｅlｏpｉng发展 geneｒalize v.tｏinｆer ｆｒoｍｍａｎy particｕlars概括 autｏｂｉographｙn．the bｉoｇraphy of a pｅrｓon writｔen by thａt peｒson 自传meｍoir n．aｎａccｏunｔoｆthe perｓoｎexperienｃｅｓof aｎauthor 回忆录，自传 ｅxｔremely ad. Beiｎgｉn ｏr attainｉｎｇtｈe grｅatest oｒhiｇｈest degree 极度地 ａntｈｒoｐolｏｇist n。someone wｈｏsｔｕdｉes anthrｏpoｌoｇy人类学家 peｒｓpｅcｔiveｎ。ｔhe waｙin whiｃｈa sitｕatｉoｎor problem ｉn ｊudgｅd sｏtｈａt prｏpeｒｃｏｎsideｒatｉon iｓgiveｎｔo each part 合理 观察，视角 turｎovｅr n. thｅnumｂer ｏf woｒkers ｈiｒｅd by ａｎestabｌishｍent to ｒeplace tｈose wｈo hａve left in a giveｎperｉoｄof tｉｍe 人员 更替数 approachｎ。the mｅｔhod ｕsed iｎｄeaｌing witｈoｒaccｏmplishｉｎg方法contiｎgｅnｃy n． a pｏssiｂility thａｔmust be prepaｒed foｒ可能事件，可能出现的情况 dｙnaｍic a．charactｅｒizｅd by ｃonｔiｎuｏｕs change不断变化的 confrontａtiｏｎn. dｉsｃoｒd or a ｃｌasｈof ｏpiｎiｏns aｎd iｄeaｓ观点或思想的不断冲撞 incur v。to acｑuｉｒe ｏr coｍe inｔo获得 coｍｐroｍise v. someｔhinｇｔｈat coｍbiｎeｓquａｌitｉes or elements of ｄｉｆfｅｒeｎt thｉngs折中 inteｒdｅpｅndent a．mutuaｌｌy ｄependent 互相依存的 ｃhaｒactｅriｓｔic n.ａｆeaｔure tｈat ｈelpｓtｏｉdenｔify 特性 ｐｏpulａrｉtｙn。ｔhe ｑｕality ｏr state of beｉng ｐopular 普及 sｏle a。of or rｅｌating to oｎly one ｉndividuaｌoｒgroup单独的 ｒｅlianｃe n．the acｔof relyiｎg or thｅstaｔe oｆｂeｉng ｒeliant依赖,依靠 suffｉcｉｅnt a. beiｎg aｓmｕchａs ｉs neeｄed 充足的 ａｌlｉance ｎ。the act ofｂecoming allied or the ｃondｉtion of beｉnｇalｌｉｅd 结盟 ｄｅmoｇｒａｐhicｎ. oｆｏr rｅlating ｔo demograｐhy 人口统计 cｏmplement v．tｏseｒｖe as a cｏmpｌeｍent tｏ补足 Uniｔ２The Scopｅｏf Managｅmeｎt?enｔａil v。ｔo havｅ, iｍpｏse, or reｑuiｒe aｓａnecessary accompanimｅnt or coｎｓeqｕence伴随 ｃｏnfｏrm v.ｔo act oｒbe in accoｒd oｒagreemeｎｔ使和谐一致 eｎviｓion v。tｏpicturｅｉn the mｉnd 想象 affｏrdable a。ｔｈaｔcａn be ａffｏｒｄeｄ买得起的 strive v。ｔo exert ｍuch eｆfort or energy 努力 mｉssｉoｎn.ｓpeciａｌaｓsigｎment given tｏａｐｅrsoｎｏr grｏｕp 任务 iｎｆorｍerciａｌn． a ｃomｍeｒciaｌteｌevｉsiｏｎprogram ｏr rｅlatively long c
管理人员英语词汇 做管理的人必备的英文单词 目标 mission/ objective 集体目标 group objective 内部环境 internal environment 外部环境 external environment 计划 planning 组织 organizing 人事 staffing 领导 leading 控制 controlling 步骤 process 原理 principle 方法 technique 经理 manager 总经理 general manager 行政人员 administrator 主管人员 supervisor 企业 enterprise 商业 business 产业 industry 公司 company 效果 effectiveness 效率 efficiency 企业家 entrepreneur 权利 power 职权 authority 职责 responsibility 科学管理 scientific management 现代经营管理 modern operational management 行为科学 behavior science 生产率 productivity 激励 motivate 动机 motive 法律 law 法规 regulation 经济体系 economic system 管理职能 managerial function 产品 product 服务 service 利润 profit 满意 satisfaction 归属 affiliation
尊敬 esteem 自我实现 self-actualization 人力投入 human input 盈余 surplus 收入 income 成本 cost 资本货物 capital goods 机器 machinery 设备 equipment 建筑 building 存货 inventory （2） 经验法 the empirical approach 人际行为法 the interpersonal behavior approach 集体行为法 the group behavior approach 协作社会系统法 the cooperative social systems approach 社会技术系统法 the social-technical systems approach 决策理论法 the decision theory approach 数学法 the mathematical approach 系统法 the systems approach 随机制宜法 the contingency approach 管理任务法 the managerial roles approach 经营法 the operational approach 人际关系 human relation 心理学 psychology 态度 attitude 压力 pressure 冲突 conflict 招聘 recruit 鉴定 appraisal 选拔 select 培训 train 报酬 compensation 授权 delegation of authority 协调 coordinate 业绩 performance 考绩制度 merit system 表现 behavior 下级 subordinate 偏差 deviation 检验记录 inspection record 误工记录 record of labor-hours lost 销售量 sales volume 产品质量 quality of products
企业管理常用缩写术语中英文对照 ? :5S管理 ?6σ：六西格玛管理 A ? : 作业制成本制度(Activity-Based Costing) ? ABB: 实施作业制预算制度(Activity-Based Budgeting) ? : 作业制成本管理(Activity-Base Management) ? APS: () ? : （） ? ATP: () ? AVL: 认可的供货商清单(Approved Vendor List) B ? :物料清单(Bill Of Material) ? :企业流程再造(Business Process Reengineering) ? :平衡记分卡(Balanced ScoreCard) ? BTF:计划生产(Build To Forecast) ? BTO:(Build To Order) C ? :要径法(Critical Path Method) ? CPM:每一百万个使用者会有几次抱怨(Complaint per Million) ? :客户关系管理(Customer Relationship Management) ? CRP:(Capacity Requirements Planning) ? CTO:客制化生产(Configuration To Order) D ? :限制驱导式排程法(Drum-Buffer-Rope) ? DMT：成熟度验证(Design Maturing Testing) ? DVT:设计验证(Design Verification Testing) ? :运销资源计划(Distribution Resource Planning) ? DSS:(Decision Support System) E