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人力资源管理专业是一个蓬勃发展的新兴专业,其发展速度是其他大部专业所无法比拟的。随着知识经济时代的到来，人力资源已逐渐成为核心资源。人力资源管理专业的建设和发展将在未来相当长的一段时间内对于企业和社会发展发挥重要的作用。现在，在我国有将近90多所经济类院校开设人力资源管理课程。　　社会对人力资源专业人才的需求包括宏观和微观两大部分。从宏观上看，一个国家／地区的人力资源开发的政策环境、人力资源开发与管理的法律与制度建设都是决定一个国家／地区人力资源利用效率的大问题。从微观上看，人力资源管理与企业经营战略密切相关。对人力资源专业人才的需求是多层面的，有战略和决策层面；战术层面（如薪酬制度设计、工作分析与设计、绩效标准制定、员工关系协调等）。从全国人力资源管理专业院校目前能够培养的人才层次和数量及我国经济发展对人才的需求情况来看，无论是在决策层还是在技术层都极度缺乏专业人才。　　业务培养目标：　　 　　业务培养目标：本专业培养具备管理、经济、法律及人力资源管理等方面的知识和能力，能在事业单位及政府部门从事人力资源管理以及教学、科研方面工作的工商管理学科高级专门人才。　　业务培养要求：本专业学生上要学习管理学、经济学及人力资源管理方面的基本理论和基本知识，受到人力资源管理方法与技巧方面的基本训练，具有分析和解决人力资源管理问题的基本能力。　　毕业生应获得以下几方面的知识和能力：　　1．掌握管理学、经济学及人力资源管理的基本理论、基本知识；　　2．掌握人力资源管理的定性、定量分析方法；　　3．具有较强的语言与文字表达、人际沟通、组织协调及领导的基本能力；　　4．熟悉与人力资源管理有关的方针、政策及法规；　　5．了解本学科理论前沿与发展动态；　　6．掌握文献检索、资料查询的基本方法，具有一定科学研究和实际工作能力。　　主干课程：　　 　　主干学科：经济学、工商管理　　主要课程：管理学、微观经济学、宏观经济学、管理信息系统，统计学、会计学、财务管理、市场营销、经济法、人力资源管理、组织行为学、劳动经济学。　　主要实践性教学环节：包括课程实习与毕业实习，一般安排10-12周。　　人力资源管理专业就业方向　　主要有三种去向：第一是面向企业，这将是主要方向。第二是公共事业单位，如政府机关（要参加公务员考试）、各种社会群体和组织。第三类是科研教学机构。　　修业年限：四年　　授予学位：管理学学士什么是工商管理专业　　英文名称：Industry & Business Administration（又译Business Administration）　　所属类别:管理学　　学科：管理学 　　门类：工商管理类 　　专业名称：工商管理 　　业务培养目标：本专业培养具备管理、经济、法律及企业管理方面的知识和能力，能在企、事业单位及政府部门从事管理以及教学、科研方面工作的工商管理学科高级专门人才。 　　业务培养要求：本专业学生主要学习管理学、经济学和企业管理的基本理论和基本知识，受到企业管理方法与技巧方面的基本训练，具有分析和解决企业管理问题的基本能力。 　　毕业生应获得以下几方面的知识和能力： 　　1．掌握管理学、经济学的基本原理和现代企业管理的基本理论、基本知识；　　2．掌握企业管理的定性、定量分析方法； 　　3．具有较强的语言与文字表达、人际沟通以及分析和解决企业管理工作问题的基本能力； 　　4．熟悉我国企业管理的有关方针、政策和法规以及国际企业管理的惯例与规则； 　　5．了解本学科的理论前沿和发展动态； 　　6．掌握文献检索、资料查询的基本方法，具有初步的科学研究和实际工作能力。 　　主干学科：经济学、工商管理 　　主要课程：管理学、微观经济学、宏观经济学、管理信息系统、统计学、会计学、财务管理、市场营销、经济法经营管理、人力资源管理、企业战略管理。 　　主要实践性教学环节：包括课程实习、毕业实习，一般安排10--12周。 　　修业年限：四年 　　授予学位：管理学学士　　相近专业：工商管理 市场营销 人力资源管理。
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淘豆网网友近日为您收集整理了关于人力资源管理 毕业论文 英文 外文翻译 人力资源管理的战略作用的文档，希望对您的工作和学习有所帮助。以下是文档介绍：人力资源管理 毕业论文 英文 外文翻译 人力资源管理的战略作用 附录A.外文翻译-原文部分The Strategic Role of Human Resource ManagementTyson,S出处:web/215.htm1. Human Resource Management at WorkWhat Is Human Resource ManagementTo understand what human resource management is, we should first reviewwhat managers do. Most experts agree that there are five basic functionsall managers perform' planning, organizing, staffing, leading, andcontrolling. In total, these functions represent the management process.Some of the specific activities i(来源：淘豆网[/p-4266254.html])nvolved in each function include:Planning: Establishing developing developing plans and forecasting—predicting or projectingsome future anizing: Giving each subordi est delegating autho establishing channelsof
coordinating the work of subordinates.Staffing: Deciding what type of pe recruitingprospective (来源：淘豆网[/p-4266254.html]) setting
co ev training and developing employees.Leading: Getting othersmotivating subordinates.Controlling: Setting standards such as sales quotas, quality standards, checking to see how actual pares taking corrective action as needed.In this book, we a(来源：淘豆网[/p-4266254.html])re 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 thepractices and policies you need to carry out the people or personnelaspects of your management job. These include:Conducting job analyses (determining the nature of each employee's job)Planning labor needs and recruiting job candidatesSelecting job can(来源：淘豆网[/p-4266254.html])didatesOrienting and training new employeesManaging Wages and Salaries (how pensate employees )Providing incentives and benefitsAppraising performanceWhy Is HR Management Important to All ManagersWhy are these concepts and techniques important to all managers? Perhapsit's easier to answer this by listing some of the personnel mistakes youdon't want to make while managing. For example, you don't want:To hire the wrong person for the jobTo(来源：淘豆网[/p-4266254.html]) experience high turnoverTo find your people not doing their bestTo waste time with useless interviewsTo have pany taken to court because of your discriminatory actionsTo have pany cited under federal occupational safety laws forunsafe practicesTo have some of your employees think their salaries are unfair andinequitable relative to others in anizationTo allow a lack of training to undermine your department's mit any unfair labor practicesCarefu(来源：淘豆网[/p-4266254.html])lly studying this book can help you avoid mistakes like these. Moreimportant, it can help ensure that you get results —through others.Remember that you could do everything else right as a manager — laybrilliant plans, draw anization charts, set up modern assemblylines, and use sophisticated accounting controls — but still fail as amanager by hiring the wrong people or by not motivating subordinates, forinstance).On the other hand, many managers-whet(来源：淘豆网[/p-4266254.html])her presidents, generals,governors, or supervisors-have been essful even with inadequate anization, or controls. They were essful because they had the knackfor hiring the right people for the right jobs and motivating, appraising,and developing them.Remember as you read this book that getting results is the bottom lineof managing and that, as a manager, you will have to get these resultsthrough people As pany president summed up:&For many years(来源：淘豆网[/p-4266254.html]) it has been said that capital is the bottleneck for adeveloping industry. I don't think this any longer holds true. I thinkit's the work force and pany's inability to recruit and maintaina good work force that does constitute the bottleneck for production. Idon't know of any major project backed by good ideas, vigor, and enthusiasmthat has been stopped by a shortage of cash. I do know of industries whosegrowth has been partly stoppe(来源：淘豆网[/p-4266254.html])d or hampered because they can't maintainan efficient and enthusiastic labor force, and I think this will hold trueeven more in the future---&At no time in our history has that statement been truer than it is today.As we'll see in a moment, intensified petition, deregulation,and technical advances have triggered an avalanche of change, one thatmany firms have not survived. In this environment, the future belongs tothose managers who can(来源：淘豆网[/p-4266254.html]) but to manage change they mitted employees who do their jobs as if they own pany.In this book we'll see that human resource management practices andpolicies can play a crucial role in fostering such mitmentand in enabling the firm to better respond to change.2. Line and Staff Aspects of HRMAll managers are, in a sense, HR managers, since they all get involvedin activities like recruiting, interviewing, selecting, and training. Yetmost firms also have a human resource department with its own humanresource manager. How do the duties of this HR manager and his or her staffrelate to &line& managers' human resource duties? Let’s answer thisquestion, starling with a short definition of line versus staff authority.Line versus Staff AuthorityAuthority is the right to make decisions, to direct the work of others,and to give orders. In management, we usually distinguish between lineauthority and staff authority.Line managers are authorized to direct the work of subordinates — they'realways someone's boss. In addition, line managers are in charge plishing anization's basic goals (Hotel managers and themanagers for production and sales are generally line managers, for example.They have direct responsibility for plishing anization'sbasic goals. They also have the authority to direct the work of theirsubordinates. ) Staff managers, on the other hand, are authorized toassist and advise line managers in plishing these basic goals. HRmanagers are generally staff managers. They are responsible for advisingline managers (like those for production and sales) in areas likerecruiting, hiring, pensation.Line Managers' Human Resource Management ording to one expert, 'The direct handling of people is, and alwayshas been, an integral part of every line manager's responsibility, frompresident down to the lowest-level supervisor.For example, one pany outlines its line supervisors'responsibilities for effective human resource management under thefollowing general headings:Placing the right person on the right jobStarting new employees in anization (orientation)Training employees for jobs that are new to themImproving the job performance of each personGaining creative cooperation and developing smooth working relationshipsInterpreting pany s policies and proceduresControlling labor costsDeveloping the abilities of each personCreating and maintaining departmental moraleProtecting employees' health and physical conditionIn anizations, line managers may carry out all these personnelduties unassisted. But as anization grows, they need the assistance,specialized knowledge, and advice of a separate human resource staff.Human Resource Department's HR Management ResponsibilitiesThe human resource department provides this specialized assistance. Indoing so, the HR manager carries out three distinct functions:A line function.First, the HR manager performs a line function bydirecting the activities of the people in his or her own department andin service areas (like the plant cafeteria). In other words, he or sheexerts line authority within the personnel department. HR managers arealso likely to exert implied authority. This is so because line managersknow the HR manager often has access to top management in personnel areaslike testing and affirmative action. As a result, HR managers'&suggestions& are often viewed as &orders from topside&. This impliedauthority carries even more weight with supervisors troubled with humanresource/personnel problems.A coordinative function. HR managers also function as coordinators ofpersonnel activities, a duty often referred to as functional control. Herethe HR manager and department act as &the right arm of the top executiveto as sure him (or her) that HR objectives, policies, and procedures(concerning, for example, occupational safety and health) which have beenapproved and adopted are being consistently carried out by line managers.Staff (service) functions. Serving and assisting line managers is the&bread and butter& of the HR manager's job. For example, HR assists inthe hiring, training, evaluating, rewarding, counseling, promoting, andfiring of employees. It also administers the various benefit programs(health and accident insurance, retirement, vacation, and so on). Itassists line managers in their attempts ply with equal employmentand occupational safety laws. And it plays an important role with respectto grievances and labor relations. As part of these service activities,the HR managers land department) also carry out an &innovator& role byproviding 'up to date information on current trends and new methods ofsolving problems. For example, there is much interest today in institutingreengineering programs and in providing career planning for employees.HR managers stay on top of such trends and help anizationsimplement the required programs.Cooperative Line and Staff Human Resource Management:An ExampleExactly which HR management activities are carried out by line managersand staff managers? There's no single division of line and staffresponsibilities that could be applied across the board in anizations. But to show you what such a division might look like. Thisshows some HR responsibilities of line managers and staff managers in fiveareas: recru trai and employee security and safety.For example, in the area of recruiting and hiring it's the line manager’sresponsibility to specify the qualifications employees need to fillspecific positions. Then the HR staff takes over. They develop sourcesof qualified applicants and conduct initial screening interviews. Theyadminister the appropriate tests. Then they refer the best applicants tothe supervisor (line manager), who interviews and selects the ones he orshe wants.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,hospital administrator, county manager (or HR manager), getting resultsthrough people is the name of the game. And to do this, you'll need a goodworking knowledge of the human resource/personnel concepts and techniquesin this book.4. Tomorrow's HRTrends like globalization and technological innovation are changing theway firms are managed. Organizations today must grapple withrevolutionary trends, accelerating product and technological change,petition, deregulation, demographic changes, and trendstoward a service society and the information age.These trends have changedthe playing field on which firms pete. In particular, they havedramatically increased the degree petition in virtually allindustries, while forcing firms to cope with unprecedented productinnovation and technological change.In panies that have essfully responded to these challenges,new modes anizing and managing have emerged.For example:The traditional, pyramid-anization is giving way to anizational forms. At firms like AT&T the new way anizingstresses cross-functional teams and boosting munications.There is a corresponding de-emphasis on &sticking to the chain mand&to get decisions made. At General Electric, Chairman Jack Welch talks ofthe boundary anization, in which employees do not identify withseparate departments but instead interact with whomever they must to getthe job done.Employees are being empowered to make more and more decisions. Expertsargue for turning the anization upside down. They say today'sorganization should put the customer on top and emphasize that every pany makes should be toward satisfying the customer's needs.Management must therefore empower its front-line employees—the frontdesk clerks at the hotel, the cabin attendants on the Delta plane, andthe assemblers at Saturn. In other words, employees need the authorityto respond quickly to the customer's needs. The main purpose of managersin this &upside down& organization is to serve the front-line employees,to see that they have what they need to do their jobs — and thus to servethe customers.anizations are the norm. Instead of the pyramid-anization with its seven to ten or more layers of management, anizations with just three or four levels will prevail. panies(including AT&T and General Electric) have already cut the managementlayers from a dozen to six or fewer. As the remaining managers have morepeople reporting to them, they will be less able to meddle in the workof their subordinates.Work itself—on the factory floor, in the office, even in the hotel —is anized around teams and processes rather thanspecialized functions. On the plant floor, a worker will not just havethe job of installing the same door handle over and over again. He or shewill belong to a multifunction team, one that manages its own budget andcontrols the quality of own work.The bases of power are changing. &In the anization, & saysmanagement theorist Rosabeth Moss Kanter, &position, title, and authorityare no longer adequate tools for managers to rely on to get their jobsdone.Instead, ess depends increasingly on tapping into sources ofgood ideas, on figuring out whose collaboration is needed to act on thoseideas, and on working with both to produce results. In short, the newmanagerial work implies very different ways of obtaining and using power.&Managers will not &manage&. Yesterday's manager knew that the presidentand owners of the firm gave him or her authority mand and controlsubordinates. Today most managers realize that reliance on formalauthority is increasingly a thing of the past. Peter Drucker says thatmanagers have to learn to manage ip situations where they do not mand authority, where & you are neither controlled norcontrolling&.Yesterday's manager thinks of himself or herself as a&manager& or &boss&; the new manager increasingly thinks of himself orherself as a &sponsor&, &team leader&, or &internal consultant&.Managers today must mitment Building adaptive,customer-anizations means that eliciting employee’scommitment and self-control is more important than it has ever been. GE'sJack Welch put it this way: The only way I see to get more productivityis by getting people involved and excited about their jobs. You can'tafford to have anyone walk through a gate of a factory or into an officewho is not giving 120%&.附录B. 外文翻译-译文部分人力资源管理的战略作用泰森,S1. 人力资源管理工作什么是人力资源管理了解人力资源管理,首先要审查管理人员。大多数专家一致认为,有五个基本职能的所有管理人员执行的规划、组织、人员配备、领导和控制。总之,这些职能描绘了管理的步骤。一些参与了每个功能的具体活动包括:规划:确定目标和标准;发展中国家的规则和程序;发展计划和预报——预测或预测未来的一些情况。组织:给每个下属的具体任务;建立部门;给下属权力;建立权威和交流的渠道;协调下属的工作。人员编制:决定什么类型的人应该雇用;招募潜在雇员;选择雇员;制定的性能标准;补偿雇员;评价性能;辅导员工;培训和发展员工。领导:让别人来完成任务;保持士气;激励下属。控制:设置标准,如销售定额、质量标准或生产水平;查看实际的执行情况是否符合这些标准;需要时采取纠正行为。在这本书中,我们将重点放在其中的一个职能:人员编制、人事管理,或者(现在的说法是)人力资源(HR)管理职能。人力资源管理指的是您需要进行的人或人员方面的管理工作的做法和政策。这些包括:进行就业分析(确定的性质,每个员工的工作)规划劳动力需求和招聘职位候选人选择应聘者定向和培训新雇员管理工资和薪金(如何补偿雇员)提供奖励和福利绩效评价为什么人力资源管理的重要是面向所有管理人员为什么这些概念和技术对所有管理人员来说是重要的?通过列举一些管理时你不想出现的人为错误也许就能很容易回答这个问题。例如,你不希望:为这份工作聘请了错误的人体验高营业额发现您的员工没有尽全力浪费时间与无用会见因为你的歧视性行动而将您的公司送上法庭根据职业安全法对您的公司指出不安全做法让一些员工认为,相对其他公司来说他们的工资是不公平的允许训练的缺乏而破坏你部门的效率出现不公平的劳动仔细研究这本书可以帮助您避免这样的错误。更重要的是,它可以帮助您确保通过其他途径得到结果。记住,你可以使用一切作为一名管理者的权利来制定辉煌的计划,制定明确的组织结构图,设立现代化的生产流水线,并使用复杂的财务管理——但作为管理者仍不能雇用错误的人或者不去激励下属(举例来说)。另一方面,许多管理人员,无论总裁、经理、主管人员或管理者,即使使用了不充分的计划、组织或管理也获得了成功。他们成功了,是因为他们有给合适的人提供合适的就业机会的诀窍,并能激励、评价和发展他们。当你读这本书的时候记住,得到结果是管理的底线,而且,作为一个经理,你将通过别人来得到这些结果。就像一个公司的总裁总结的:“多年来,大家一直认为,资金是一个发展中行业的瓶颈。我并不认为这将长期如此。我认为生产的瓶颈是由于劳动力以及公司无法招募和维持一个良好的劳动力而导致的。我没听说过任何有良好的思想、活力和热情支持的重大项目因为资金短缺而停工。我同样也知道一些行业因为不能维持一个有效率的、热情的劳动力而部分停止发展或发展受到阻碍,而且,我认为这在未来会更加重要——”在我们历史中的任何时候,这一声明都比当时更加真实。正如我们在某个瞬间可以看到,在全球竞争的加强、管理的放松和技术的进步引发的雪崩般的变化面前,许多企业都没能幸存。在这种环境下,未来将属于那些最能面对管理变革的管理者;而面对管理变革,他们必须有就像他们自己拥有这个公司一样对自己的工作充满责任心的员工。在这本书中我们会看到,在更好地应对管理变革、促使雇员效忠本公司中,人力资源的管理和政策扮演着一个至关重要的角色。2. 人力资源管理的项目管理和职员管理方面所有管理人员,从某种意义上说,人力资源管理人员,都要参与诸如招聘、面试、选拔和培训的活动。然而,多数企业也有人力资源部和自己的人力资源管理人员。人力资源管理者和他或她的工作人员涉及到“项目”管理人员的人力资源职责时怎样执行这份职责?让我们来回答这个问题,通过一个简短的相对职员管理人员的项目管理人员的权威的定义。相对职员管理人员的项目管理人员的权威权威就是作出决定、引导他人的工作、并下达命令的权利。在管理方面,我们通常要区分各级管理的权力和工作人员的权力。项目管理人员有权直接管理下属的工作,他们一直是某些人的老板。此外,项目管理人员负责完成本组织的基本目标(例如,酒店管理人员和生产销售管理人员是一般管理人员。他们为实现该组织的基本目标负有直接责任。他们还有权直接管理其下属的工作。)另一方面,职员管理人员被授权在实现这些基本目标时给项目管理人员提供协助和意见。人力资源管理人员是一般的职员管理人员。他们负责在招聘、雇用和赔偿领域给项目管理人员提供意见(例如为生产、销售提供的那些)。项目管理人员的人力资源管理职责据一位专家说,对人员的直接管理是,并且一直都是,每个项目管理人员的职责的主要组成部分,从总裁到最低一级的主管。例如,一个大公司将其项目管理者进行有效的人力资源管理的职责概述如下:向合适的人提供合适的工作在组织中培养新的员工(有方向性的)为那些对他们来说是崭新的工作来培训员工提高每个人的工作业绩为顺利的工作关系获得创造性的合作和发展解读 S 公司的政策和程序劳动力成本控制每个人发展中的能力创建和维护部门的士气保护员工的健康和身体状况在小组织中,项目管理人员可以进行所有这些无用的人员职责。但是,随着组织的成长,他们需要对一个独立的人力资源职员的协助、专业知识和建议。人力资源部门的人力资源管理职责人力资源处提供这种专门的协助。在这样做时,人力资源管理人员有三个不同的职能:项目职能。首先,人力资源管理人员通过指挥在他或她自己的部门和服务领域(如工厂食堂)里的人的活动来执行项目职能。换言之,他或她使用人事部门里的项目权利。人力资源管理人员也有可能施加默认的授权。这是因为项目管理人员知道人力资源管理人员往往是在像测试和肯定行为的职员领域中已进入高层的管理人员。因此,人力资源管理人员的“建议”往往被视为“上层的要求”。这就意味着权力比因人力资源/人事问题而困扰的管理人员更有分量。协调职能。人力资源管理人员,也可称作职员活动的协调员,有着往往被称为功能控制的责任。作为高层管理人员的“右臂”的人力资源管理人员和部门要确保那些已被项目管理人员批准并通过了的(例如,关于职业安全和健康的)人力资源的管理目标、政策和程序。职员(服务)职能。服务和协助项目管理人员是人力资源管理者工作中的“面包和奶油”。例如,人力资源协助雇用、培训、评价、奖励、辅导、推动和发展雇员。它还负责管理的各种福利计划(健康和意外保险、退休、休假,等等)。它在企图遵守平等就业和职业安全的法律中协助项目管理人员。而且它还在不满和劳动关系方面起着重要的作用。作为这些服务活动的一部分,人力资源管理部门通过提供最新资料、目前的趋势和新的解决问题的方法还扮演着“创新者”的角色。例如,在今天有很多都对制定业务计划和向员工提供职业规划感兴趣。人力资源管理人员停留在这种趋势的顶端,并帮助他们组织实施必要的计划。项目和职员人力资源管理的合作:一个例子由项目管理人员和职员管理人员执行的人力资源管理活动具体是哪些?没有可以适用于所有组织的项目和职员职责的单一分工。但是可以向您展示这种分工可能是什么样的。这里从 5 个领域展示了一些项目管理人员和职员管理人员的人力资源职责:征聘和甄选;培训和发展;赔偿;劳动关系;以及雇员安全和保障。例如,在该地区的招募和聘用时向有资格的员工指定需要填写的具体职位是项目管理人员的责任。然后由人力资源工作人员接管。他们对合格的申请人进行初步筛选和面试。他们执行适当的测试。然后,他们向那些想通过面谈挑选合适的人的主管(项目管理人员)提出最佳的申请人。总之,人力资源管理是每名管理人员工作的一个组成部分。无论您是第一线的主管、中层管理人员、或总裁,无论您是生产经理,销售经理,办公室经理,医院管理员,部门管理人员(或人力资源经理),通过别人得到的结果就是这个游戏的名字。而且要做到这一点,您就需要本书中良好的人力资源/人员的概念和技术的应用知识。4. 明天的人力资源像全球化和技术创新的那些趋势正在改变企业的管理方式。现如今,企业必须处理好这些革命性的趋势,加快产品和技术的变革,全球化的竞争,常规的违反,人口结构的变化,并倾向一个服务型社会和信息时代。这些趋势已经改变了企业的竞争环境。特别是,在几乎所有的行业中都存在急剧增加的竞争程度,这就迫使企业去应付前所未有的产品创新和技术变革。在企业之间已经成功地回应了这些挑战,新的组织和管理的模式已经形成了。例如:传统的金字塔形组织已经让位给新的组织形式。在诸如 AT&T 的公司中,这种新的组织形式加强了小组间的职能交互,并促进了部门间的交流。相应的也不去强调通过“坚持指挥链”而得出决定。在通用电气公司,董事长杰克韦尔奇会与那些分界线较少的企业进行会谈,这些企业中的雇员不是因独立的部门而视为一体,而是与那些必须要完成的这项工作的人合作。员工正在有越来越多的作出决定的权利。专家对转向典型的企业的颠倒进行着争论。他们说,今天的组织应该把客户放在顶端,并强调每一个举动都应该使公司尽量满足客户的需求。因此,管理必须授权给那些前线员工——酒店前台接待人员,德尔塔飞机上的乘务员和装配在土星火箭上的汇编程序。换句话说,员工需要有对客户需求做出迅速反应的权利。在这个“颠倒”组织中的管理人员的主要目的就是服务于那些前线员工,看看他们需要为她们他们的工作做些什么,从而服务于客户。使企业满意的就是规范。取代那些有着七至十个或以上的管理层的金字塔形的组织,有三或四层的单层组织将占上风。许多公司(包括 AT&T 公司和通用电气公司)已经将管理层从12 层降至 6 层或者更少。正如剩余的管理人员有更多的人向他们报告,他们将无权干涉他们下属的工作。工厂车间、办公室、甚至酒店里的工作本身正日益围绕在团队和过程周围,而不是专门的职能。在车间,工人将不再一遍又一遍地负责安装同一门柄。他或她将归属于一个多功能团队,这个团队管理着自己的预算并控制自己的工作质量。权力的基础正在发生变化。管理理论家罗莎贝莫斯坎特说:“在新的组织中,地位、职称和权威已不再是管理人员完成他们工作所要依赖的了。相反,越来越多的成功取决于利用好的想法的来源,找出其合作需要采取的行动是在这些想法之上起作用的,并且它们之间相互产生结果,总之,新的管理工作意味着完全不同的获取和使用权力的方式。”管理人员将不再“管理”。过去的管理人员知道总裁和公司所有者给予他们指挥和控制下属的权利。而现在大多数管理人员认识到,权威正日益成为过去的事情。皮特德鲁克说,管理人员必须学会在没有指挥权的情况下进行管理,那时,“你既不被控制,也不能控制”。过去的管理人员认为他或她本人是作为“经理”或“老板”的;而现在越来越多的新的管理人员认为他或她本人是作为“赞助商”、“团队领导”或“内部顾问”的。现如今,管理人员必须对那些向客户作出响应的企业立下承诺,这就意味着征求雇员的承诺和自我控制比以往任何时候都更加重要。通用电气公司的杰克韦尔奇提出这样说:我认为获得更多生产力的唯一的办法就是让人们对他们的工作感到棘手和兴奋。你承受不起让那些没有得到 120%的人走出工厂的大门或者进入办公室。播放器加载中，请稍候...
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人力资源管理 毕业论文 英文 外文翻译 人力资源管理的战略作用 附录A.外文翻译-原文部分The Strategic Role of Human Resource ManagementTyson,S出处:web/215.htm1. Human Resource Management at WorkWhat Is Human Resource ManagementTo understand what human resource management is, we should first reviewwhat man...
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