managerial process 中文意思是什麼

managerial process 解釋
管理過程
  • managerial : adj. 經理的，管理人的；處理[管理]上的。
  • process : n 1 進行，經過；過程，歷程；作用。 2 處置，方法，步驟；加工處理，工藝程序，工序；製作法。3 【攝影...
  1. In the process of designing an effective prompting system for nppe, the dissertation discussed the physical aspect of prompting system in terms of stock prompting and salary prompting, designed a salary prompting scheme for managerial staff, technical staff and operational staff. based on the theory of marginal utility degression in terms of salary and prompting theory, the principle of psychic prompting has been ensured. consulting industrial and other company ' s prompting system, and based on the principle of psychic prompting, psychic prompting system, which shapes an individual and effective psychic prompting scheme in allusion to different staff for nppe, has been established respectively for managerial post, technical post and operational post in allusion to behavior characteristic in different type of worker

    在對東北管道工程有限公司激勵機制設計的過程中，分別從股權激勵和薪酬激勵兩方面研究了該公司的物質激勵機制，並設計了管理人員、技術人員及操作崗位員工的薪酬方案；在論述了薪酬的邊際效價遞減問題的基礎上，根據各種激勵理論，確定了精神激勵機制的原則，參考行業和其他企業的方法，研究了該公司總體精神激勵，針對不同類型員工的行為特點分別對管理崗、技術崗、操作崗確定了相應的精神激勵機制，形成東北管道公司對不同員工獨特的而有效的精神激勵機制方案。
  2. The fundamental problems of the growth of the firm center on the essential proposition of the growth of the firm which indicates the growth of the firm is the unfolding process of improvement in quality and schumpeterian innovation with interacting on environment and the managerial proposition of the growth of the firm which demonstrates the growth of the firm involve strategy, organization and managerial methods

    企業的基本性質問題主要涉及企業的存在、組織和邊界問題。企業發展的基本問題圍繞企業發展的基本命題和管理命題展開，前者提出企業發展是企業與環境相互作用中的質的改善和創新的過程，後者提出企業發展涉及企業的戰略、組織和管理方式。
  3. Indoor operations - this module monitors the indoor operations of aton, executes management on the maintenance process of light buoys, lighthouses, piles and vindication of energy source and lights, apart from monitoring the aton store archive, generating reports on indoor operations and make inquiry on the data for indoor operation. 3. outdoor operations - this module carries out managerial work and data processing concerning aton outdoor operations, including editing, generating and dispatching outdoor operations requirements and extra tasks issued by administrative departments

    在分析了目前上海港航標維護管理存在的瓶頸問題，如：計劃制訂依賴于經驗，缺乏全局性，難以做到綜合平衡；外業作業生產的定位關系有缺陷；數據信息不準確導致船舶準備不足；航標器材的管理模式不清晰等的基礎上，提出了系統的主要功能是：航標維護管理系統將涉及到航標維護的全過程，即從航標維護計劃的制訂到航標生產作業過程的管理。
  4. With the perspective of implicit assessment strategy, the present study, attempted to examine the trait - activation potential of in - basket, individual cognitive process strategies, and assessor ' s implicit framework of evaluation, construct and incremental validity. the results were shown as follows. first, by the idea of trait - activation potential and competence, we proposed four dimensions of in - basket test as a main framework, including thinking competence, managerial function competence, interpersonal competence, and drive for results

    首先，在特徵激活思路與勝任力思路的指引下，根據以往公文筐測驗構思的總結，提出了公文筐測驗可以評價四個方面的構思：思維勝任力、職能勝任力、人際勝任力、結果驅動，並運用開發的特徵激活潛能問卷，對公文筐測驗的上述四個方面構思進行驗證。
  5. Fisrt, this paper dissertates the necessities and feasibilities for establishing and implementing ims theoretically. second, it resreachs the problems in the process of establishing and implementing ims, and list the planning and designing moughtway for 5th engineering corporation of china railway 20 bureau group. meanwhile, it provides some suggestions for key steps of establishing and implementing an ims. for example, orgnazational improment, training implementation, initial review, development of managerial principal and goals, and compilation of procedural documents. after that, this paper designs a set of evaluation indicators on the basis of pdca., and put forwards evaluation method and process for the effectiveness of an ims. last, it also makes some concrete proposals vs possible difficulties in the process of performimg an integrated management system, for the continual improvement of the corporation ' s ims

    本文首先從理論上分析了建立與實施一體化管理體系的必要性和可行性；其次，對中鐵二十局集團五公司質量、環境和職業健康安全一體化管理體系的建立與實施問題進行了研究，給出了該公司建立與實施一體化管理體系的策劃和設計思路，同時就建立與實施過程中的重點問題進行了研究，如組織機構的優化、貫標培訓的實施、初始評審的實施、管理方針的確定、管理目標的設定以及程序文件的編制等；然後，設計了基於pdca （策劃、實施、檢查、處置）模式的一體化管理體系有效性評價指標體系，給出對五公司一體化管理體系有效性進行評價的方法和過程；最後，分析了一體化管理體系運行過程中可能遇到的問題，並給出中鐵二十局集團五公司一體化管理體系持續運行的具體建議。
  6. Dased upon the introduction of correlative theories, articles and viewpoints, this paper construes status in quo of current professional manager market of china and hebei province, and finds out the key problems ; this paper refers to the background and main issues of professional managers " selection, and the structure of managerial talents ; according to the presentation of dynamic standpoints in identifying the abilities of professional managers and the concept of degree of informational asymmetry, we obtain the conclusion that to some extent the talents of professional managers are identified ; then, we give models of factor analysis of anticipant costs and incomes in the process that study on the selection of manager ; based upon the character of informational incompleteness about managerial capability, this paper discusses predominance and inferior position about choosing in and out of the corporation and the problems of arrangement in pairs or groups for two modes ; finally, we put forward the measures and suggestions to settle the problems

    本文在介紹相關理論和與論題相關的文章及觀點的基礎上，分析了中國及河北省當前職業經理人市場現狀，找出問題的關鍵；分析了職業經理人選聘的背景、存在的主要問題，以及職業經理人才能的結構；通過對職業經理人才能識別的動態性觀點和信息不對稱程度的引進，說明了在一定程度上職業經理人才能是可識別的；在此基礎上，論文引入了期望成本收益分析模型，對職業經理人的選擇進行較為系統的研究；基於職業經理人能力的不完全信息性質，指出企業內部選擇方式和外部選擇方式的優劣勢，討論了兩種方式的搭配問題；最後提出了解決措施和建議。本文的創新之處在於提出了期望成本收益分析模型，從企業和個人兩方面分析了職業經理人選聘過程。
  7. It tries to find out effective cross - cultural managerial skills through analyzing a variety of culture conflicts in a international hotel. the approach to this research is case study. detailed analysis of the culture conflicts in the case is carried out by applying contemporary cross - culture management theories and the conclusions of differences between chinese culture and western culture. in conclusion, this study gets to the following points : 1. western managers should learn to know some common phenomena when they think of cross - culture communication. 2. this research puts forward 3 kinds of feedback and ways to realize them to deal with the information distortion in the process of communication. 3. avoidance of perceptible mistakes. 4. considering the cultural influence on decisions and accommodating different leading and motivating measures to different persons. 5. choosing appropriate managing staff and launching effective cross - culture training to serve the purpose of cro ss - culture management. 6. localization.

    本文選擇案例研究的方式，通過引入一個具體案例，運用中西方文化差異的廣泛共識性結論和當代跨文化管理理論，對案例中的文化沖突現象進行分析、探討，總結出跨國酒店在跨文化溝通中應認識中國文化背景下的一般性現象；通過運用溝通模型，進一步提出了減少溝通失真的三種反饋形式及實現方式；同時避免溝通中的知覺錯誤；在管理中注重文化對決策的影響，採取因人而異的領導方式和激勵方式。管理集團應注重選派合適的管理人員並開展有效的跨文化培訓，通過成功實現本地化來獲得跨文化管理的成功。
  8. With the actual sales data, the demand forecasting model has been testified and proved to be reliable. the inventory items to be managed have been determined based on the related producing process, the ingredient requirements and the material - consuming indicators. through the example of demand in 2004, the required practical calculation formulas, decision tools, and the actual steps for cycle inventory and safety inventory management between any adjacent firms of hongfu ammonia - phosphate supply chain are presented, and the managerial levers from inventory management perspective to improve the performance and to decrease the cost of hongfu ammonia - phosphate supply chain are carried out, so are the deduced inventory management policies

    根據相關工藝流程、成分組成、工藝技術消耗指標，用excel建立了「宏福磷酸銨工藝技術消耗指標」表，利用它可以高效率地計算出宏福磷酸銨庫存管理項目和數量，並利用它具體地明確了宏福磷酸銨2004年的庫存管理涉及的具體科目和各科目的數量；指出了宏福磷酸銨供應鏈中各主要環節的周轉庫存管理和安全庫存管理的基本思路、要平衡的成本項目、要奔赴的目標、公式的推導、具體操作步驟、決策工具。
  9. Spcc has a strong engineer team products with logical design - ing and advanced craft, scientific managerial approach and complete testing system. the key manufacturing process is finished in depur - ation workshop with constant temperature and humidity. the vacuum and temperature of disposal of vacuum impregnating is controlled by computer completely

    企業技術力量雄厚，產品設計合理，工藝先進，管理科學，測試手段全完善關鍵工序的生產過程在恆溫恆濕的超潔凈室內進行真空浸漬工藝的真空度及溫度由計算機全自動控制。
  10. Managerial decision - making process

    管理決策程序
  11. Then, give the definition of learning and unlearning by the two dimensions of organization knowledge and organization process. in detail, the concept and character of level - knowledge and meta - knowledge are descriptive firstly and then technology process and managerial process are analyzed

    因此，本文從組織知識與組織流程兩個維度對學習與忘卻學習進行界定，首先描述了存量知識與元知識的概念和特性；然後對組織流程從技術流程和管理流程做了分析。
  12. Bpr has been very popular in the world since the introduction of bpr theory by american professors hammer and champy in 1990s. however, research in the field is still theoretical and lack of empirical research though professionals in education and business have put much energy. in this field haier corporation has realized the practice of the theory 。 moreover, theempirical research on haier also has much significance for chinese companies to improve competitiveness and meet new challenges, as china has joined wto, market chain and bpr model taken by haier since 1999 shed much light on the above problems. in this article, i explored and analyzed the business process, based on years " experience of haier in market chain and bpr after my investigation on its managerial innovation systerms

    自90年代美國管理學家哈默和錢皮提出業務流程再造理論后，在世界范圍內掀起一場流程再造的革命，雖然理論界和企業界對其的研究傾注了大量的人力和財力，但再造更多的還是停留在理論的研究上，還缺少有說服力的成功經驗和模式，海爾在這方面實現了「由理論走向現實」的飛躍;同時，在中國加入wto之後，如何提升我國大中企業在國際市場中的競爭力，對於我國企業迎接wto挑戰和機遇具有重要意義。
  13. The integration process after acquisitions and mergers is the key for its success, and some problems always happen during this process. the framework of a model for the integration management following the core - competence - based acquisitions and mergers concentrates on integration management of the strata of strategic asset elements, integration management of the strata of functional activities such as an enterprise ' s culture, managerial system, organizational principles and human resources. chapter six introduction performance appraisal of core - competence - based acquisitions and mergers

    第五章基於核心能力的企業購並后整合管理，購並后的整合管理是企業購並成功的關鍵一環，購並后管理中通常存在著一些問題，圍繞這些問題提出了整合管理的模式，關鍵是戰略性資產廣東工業大學管理學碩士學位論文要素層次整合和企業文化、管理系統、組織機制和人力資源等職能活動層次整合管理。
  14. With the scale extending, the enterprise organization has changed from orderliness to chaos in the evolution process. so it is important for the sustainable development of enterprise to lead in organizational innovation which can make enterprise to create effective energy, absorb the negative entropy, reduce positive entropy and accelerate the formation of managerial dissipative structure

    企業組織在發展過程中隨著規模的擴大，其軌跡呈現出從有序到無序的內在演變過程，因而通過組織創新引導企業不斷創造有效能、吸收負熵流、減少正熵流、促進管理耗散結構的形成，對推動企業可持續發展尤為重要。
  15. Second, the industry is restructuring, and virtually all suppliers will experience continual change in their specific roles and responsibilities, as the locations for executing various technical and managerial functions shift along the value chain. for example, some suppliers will face increased requirements to engineer their own parts and components and even provide engineering support to their own suppliers. almost all suppliers will experience heightened responsibility for the process engineering and manufacturing of their automotive products

    通過借鑒發達國家汽車物流的生產組織模式，筆者分析了汽車物流供應鏈活動中各個環節的銜接和組織，從汽車供應鏈上游的汽車零部件采購、中游整車廠的組裝加工生產中國汽車物流與供應鏈管理研究以及下游的產品配送服務整個汽車物流流程，闡述了物流管理在汽車生產供應鏈中的重要作用。
  16. Marketing is a social and managerial process by which individuals and groups obtain what they need and want through creating and exchanging products and value with others

    營銷是個人和集體通過創造，提供出售，並同別人交換產品和價值，以獲得其所需所欲之物的一種社會和管理過程。
  17. As a long - term and dynamic managerial process of organization, career management exists in the whole processes of employees " career development and organizational development

    職業生涯管理作為組織的一種長期、動態的人力資源管理過程，將貫穿員工職業生涯發展的全過程和組織發展的全過程。
  18. E - marketing is a social and managerial process by which individuals and groups obtain what they need and want through creating, offering, and exchanging products of value with others in the information economy

    網路營銷是基於信息經濟的，個人和組織通過創造、提供和交換有價值的產品，以滿足其需求和慾望的社會活動和管理過程。
  19. Budgeting management is an essential managerial process to organize and harmonize the production and management activities effectively to reach the corporate goals by utilizing budging to allocate, examine and control the financial and non - financial resources of internal departments

    預算管理是企業利用預算對其內部各部門、各單位的各種財務及非財務資源進行分配、考核、控制，以便有效地組織協調企業的生產經營活動，完成既定的經營目標的一個重要管理過程。
  20. As a result, there comes a new marketing method - green marketing. green marketing is a managerial process of market participants aiming at promoting sustainable development and achieving economic profits, consumers " demands and environmental benefits together by creating and exchanging products and values

    綠色營銷是指市場主體以促進可持續發展為目標，為實現經濟利益、消費者需求和環境利益的統一，通過創造和交換產品與價值，從而使其他市場主體滿足需求的管理過程。
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