企业管理和工资制度外文翻译文献Word文档格式.docx
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企业管理和工资制度外文翻译文献Word文档格式.docx
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Introduction
ProblemsofinternalpaystructuringhavealwaysbeenofkeeninteresttobothmanagersandstudentsofBritishindustry.Inrecentyearshoweverthesettingofrationalandfairpaydifferentialshastakenonaparticularsignificance.Oursocialandmanagerialattitudestocriteriaforrewardarechangingfast.Thewholequestionofpayrelativitiesisnowseentobecentraltotheestablishmentofajustindustrialsociety.Withinindividualfirmsmanagersandemployeesarequestioningthetraditionalapproachestoworkstructuringandwagepayment.Thereisadistinctmovefrombothsidesofindustrytowardsagreaterdegreeofemployeeconsultationandparticipationintherunningofthefirm.Thistrendhasbroughtwithitfreshapproachestotheanalysisofworkandthedeterminationofequitablewageandsalarydifferentials.
AgreatmanyBritishcompanieshavealreadyappliedthemselvestosolvingthedynamicproblemsofworkanalysisandreward.Themajorityareprobablyonlynowdecidinghowbesttoapproachthesesameproblems.Itisfairtosaythatagreatdealofconfusionandevencontroversysurroundstheissuesinvolved.Inthelastdecademanagershavebeendelugedwithnewtechniquesofpayadministration.
Allofthesetechniquesarevalidwhenappliedunderappropriateconditions.Thedilemmawhichhasfacedmanagersistoknowwhichofthetechniquesisrelevanttothesolutionoftheirparticularproblems.Therehavebeenmanysadcasesofmismatchbetweentechniqueandsituation.
Managersneedanoverallcompanystrategyforworkanalysisandpay.Theintegrationoftechniquesintoatotalpackageofwageandsalaryadministrationmustreflectthemanagementstyleemployedinthecompany,aswellasrecognizethemanyconstraintsputonmanagerialcontrol.
Manycompaniesarenowfacinguptosituationswheremanagementstylesarealteringandtechnologicalandotherinfluencesarechangingfast.Thecompanypaystrategyhastomirrorthesechangesifitistoremaineffective.
Ideallytheinternalpaymentstructureshouldreflecttheorganizationstructure(andhencethestructureofresponsibilitycarriedacrossjobhierarchy).Howeverthereisnosingleidealstructureoforganizationandconsequentlytherecanbenosingleidealstructureofpay.Eachfirmhasarangeofneedswhicharemetorpartiallymetbythemeasurestakenbymanagement.Wecanbegintheargumentbyexaminingthemanagementstylesassociatedwiththeneedsoftheemployee/managerrelationships-theso-called'
psychologicalcontract'
.
ManagementStylesandthePsychologicalContract
Obviouslythemanagementstyleusedinfulfillingthepsychologicalcontractreflectsthewayinwhichmanagersinthecompanyexpectemployeestobehave.Somemanagerialteamsexpecttheiremployeestosimplyhavewhatisknownasa'
calculative'
involvementwiththecompany.Theyareexpectedtodowhatisrequiredbythegoal-setters(themanagementteam)andnomore.Thecontractisfulfilledbypayingsufficientwagesorsalariestomotivatetheemployeestomeetthegoalssetbythemanagers.Manysmallfamilyfirmsoperatethismanagementstyleandtherearepossiblyagreatmanylargecompaniestoo.Itisconvenienttolabelthistypeofmanagementviewoftheorganizationas'
goaloriented'
.Intheextremesuchmanagersmightperceiveonlyasinglegoal(profitratio,marketshare,etc)withoutrequiringtheemployeestohaveanyidentificationor'
moralinvolvement'
withthatgoal.Atotallydifferentconceptualmodeloftheorganizationallowsfortheachievementofawholerangeofneeds
24PersonnelReviewVol4Number4Autumn1975
bytheorganization.Managerswhoconceiveoftheircompaniesinthisfashionseetheneedforbalancingthe'
system'
ofneeds.Employees(andespeciallyother,juniormanagers)areperceivedaspeoplewhoseactionsshouldinfluencetheentireorganizationnotjusttheirowndepartmentorsubsystemof,forexample,productioncontrolorpurchasingormarketing,etc.Theviewheldhereisthatitisnogoodtohaveninetenthsofthecompany'
sneedsbeingmetandtheothertenthignored.Itisa'
systems'
approachandisamodelwhichisapparentinthemanagementphilosophyofourlargerandmoreprogressiveindustrialcompanies.
Betweenthesetwopolarmodelsoforganizationthereisobviouslyscopeformanyotherconcepts.Apluralisticmodel,forexamplewouldallowfordifferentconstituentpartsoftheorganizationtohavetheirownseparategoals.
Themodelsthatmanagersholdofmenasdistinctfromthegoalsofthecompanyaredescribedinamassiveliteratureoforganizationalpsychology.Itispossibleinthisareaalsotoestablishextreme,polarconcepts.Oneextremewouldbetheassumptionthatmanisa'
rational-economic'
animal.BecauseofthisamanagerholdingsuchaviewmightuseMcGregor'
swell-knownTheoryXapproachtohissubordinate.McGregor1pointsoutthat'
manassumptionsimplythatmanislazybynatureandismotivatedprimarilybyfinancialincentives.Theemployeeisseentoneeddirectionandcontrolsothathewillworktowardstheorganization'
sgoals.Heisseentobeunambitiousandreluctanttotakeresponsibility.TheassumptionsassociatedwithTheoryXare,ofcourse,builtintothefoundationsoftheClassicalorganizationtheories.Theemployee,inshort,isseentoreacttohisenvironment.
Themodelofmanseentobeattheoppositefromthereactive,TheoryXmanisMcGregor'
sTheoryYapproach.AssumptionsonwhichTheoryYarebasedincludethefactthatmostmendonotdislikework,theyseekachallengefromtheworkenvironmentandinfactwelcometheopportunitytoachievea'
moral'
involvementwiththeorganization.Underappropriateconditionstheemployee,saysTheoryY,willseekoutresponsibilityandiscapableofimagination,ingenuityandcreativity.
Therehavebeenseveralattemptstoclassifythevariousmodelsofmanandorganization,anotableexamplebeingthetypologydevelopedbyEtzioni2.Forthepurposeofthispresentdiscussion,however,thesimplemodelconstructedbyLimerick3toshowthetypeofmanagementstyleimpliedbymanagement'
sassumptionsaboutmenandorganizationseemsappropriate.ThemodeltakestheformofthematrixshowninFigure1below:
ReactiveMan
Self-ActiveMan
Goal
Organization
Authoritarian
Management
Consultative
System
Paternalistic
Participative
Figure1TheLimerickMatrixofManagementStyles
ThematrixsuggeststhatifmanagementholdsTheoryX(reactiveman)assumptionsandseestheorganizationasbeingsinglegoalorientated,thestyleimpliedisauthoritarian.Attheotherextreme,shouldtheassumptionsbeofTheoryYnatureandtheorganizationbeseenassystemsorientated,themodelimpliesthatthestrategyisparticipative.Itmustbeborneinmind,ofcourse,thatthisclassificationrepresentspuretypesoforganizationwhichprobablydonotexistassuchinpractice.Itismeanttobearelativemodelwhichshowsonlytheextremeassumptionsandimpliedstrategies.Itis,however,veryimportanttobeabletoputtheproblemof
differingstylesintosomeperspective.
EquitablePayment
Thefourstylesofmanagementproposedinthemodelcanbeconsideredwithspecialreferencetoproblemsofequitablepayment.AuthoritarianmanagementistypifiedbytheproposalsoftheClassicalmanagementtheorists(egFayol,Urwick,Gulick).Theorganizationismanagedalongtheuniversalprinciplesofplanning,organizing,motivatingandcontrollingandthestructureispyramidalwithgreatemphasisonlineauthority.Thereisrigidspecializationanddepartmentalization.Participationbynon-managementinmeetingtheorganization'
sgoalisseverelyrestricted.
Inpaternalisticmanagementthesystemsneedsoftheorganizationmustbemetbythoseemployeeswhoarenotseentobereactive.Thus,forexample,somelarge,sophisticatedindustrialorganizationstypicallyperceivethemselvestohave'
ofneeds,thenon-managersandevenjuniormanagementareseenasreactivewhiletheseniormanagementteamisoftenassumedtoconsistofself-activemen.Heretheseniormanagersassumethattheyhavetomeettheirsubordinates'
needsforthem;
saybyprovidingpreferentialpensionschemesandwelfarebenefitsandcheapcanteens,sometimeswithlittleconsultationwiththeemployeesinvolved.Apaternalisticorganizationisalsotypifiedbyapyramidalstructureandanemphasisonlineauthority.Paternalismisimprovedovertheauthoritarianstrategyinthatemployeesareoftenallowedtopresentalternativesforactioninnon-taskactivities.ManyBritishconcernsarerunonclearlypaternalisticlines.Thereareseveralwell-known,largeorganizations(typicallythemajoremployersintheirrespectivecommunities)whichadopta'
cradletograve'
protectiveattitudetotheiremployees.Inthepastsuchfirmstende
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