【正文】 cceptable , and abiding principles that govern the total cash pensation of top executives in manufacturing firms.In any case, shareholder activism is bining with congressional reform and other changes to tighten up the restrictions on what firms pay their top executives . For example, the Securities and Exchange Commission voted in 1992 to approve final rules rules regarding executive pensation chief executive officer’s pay is always to be disclosed as well as other officers’ pay if their pensation( salary and bonus) exceeds $100, And for bankers,the Federal Deposit Insurance Act of 1991 contains a prohibition on excessive pensation. One result is that boards of directors must act responsibly in reviewing and setting executive pay . That , says one expert, includes determining the key performance requirements of the executive’s job。正如產(chǎn)品的生產(chǎn)須有材料的邏輯流向一樣，管理信息系統(tǒng)也有信息的邏輯流向。所以，管理信息系統(tǒng)的最終目的是改善企業(yè)業(yè)績(jī)，而不是數(shù)據(jù)儲(chǔ)存、生成報(bào)告甚至是“在恰當(dāng)時(shí)間給正確的人提供準(zhǔn)確的信息”。其區(qū)別表現(xiàn)在它們各自對(duì)企業(yè)收益的影響以及它們與經(jīng)理的相關(guān)性。它清楚地表明了管理信息系統(tǒng)各組成部分與定義框架中各要素的關(guān)系。人際關(guān)系角色是由于管理者必須與許多團(tuán)體和個(gè)人互相聯(lián)系這一事實(shí)而產(chǎn)生的。神經(jīng)中樞角色意味著在工作單位管理者是信息的主要接受者。最后，談判者角色是指管理者必須在與其他人（例如供貨商、客戶和政府）的交往中代表單位的利益。全局構(gòu)想技能指理解并協(xié)助組織全部的目標(biāo)與活動(dòng)的能力。能說(shuō)明技能的重要性的一個(gè)典型實(shí)例就是工廠的主管，他必須熟悉機(jī)器是如何運(yùn)轉(zhuǎn)的，以便能夠糾正車(chē)間可能出現(xiàn)的問(wèn)題。這一范疇內(nèi)的四大管理角色是企業(yè)家障礙排除者‘資源的配置者以及談判者。聯(lián)絡(luò)角色是由于領(lǐng)導(dǎo)者要與本組織內(nèi)外的各種團(tuán)體進(jìn)行相互聯(lián)系而產(chǎn)生的。管理的角：Henry Mintzberg對(duì)主管者行為的研究使他得出管理者必須擔(dān)當(dāng)種種角色幾結(jié)論。而這些不同的面都建立在交易處理這個(gè)底座上。具體說(shuō)來(lái)，交易處理系統(tǒng)可視為以計(jì)算機(jī)為工具獲取交易從而使交易活動(dòng)得以繼續(xù)進(jìn)行的一個(gè)系統(tǒng)。由于該模型能用來(lái)說(shuō)明所有管理信息系統(tǒng)，故理解它十分重要。 for example,the success of an engineer’s invention depends on many factors, like how well it is produced and marketed. The job evaluation methods we explained previously can be used for evaluating professional jobs. The pensable factors here tend to focus on problem solving , creativity, job scope, and technical knowledge and expertise. Both the point method and factor parison methods have been used , although the job classification method seems most popular . Here a series of grade descriptions are written, and each position is slotted into the grade having the most appropriate definition.Yet， in praction, traditional methods of job evaluation are rarely used for professional jobs since “it is simply not possible to identify factors and degrees of factors which meaningfully differentiate among the values of professional work ”. “Knowledge and the skill of applying it ,” as one expert notes , “are extremely difficult to quantify and measure.”As a result , most employers use a marketpricing approach in evaluating professional jobs . They price professional jobs in the marketplace to the best of their ability to establish the values for benchmark jobs . These benchmark jobs and the employer’s other professional jobs are then slotted into a salary structure. Specifically, each professional discipline ( like mechanical engineering or electrical engineering ) usually ends up having four to six grade levels , each of which requires a fairly broad salary range . This approach helps ensure that the emplpyer remains petitive when bidding for professionals whose attainments vary widely and whose potential employers are literally found worldwide.Manager must assume certain roles in order to acplish the different objectives for which they are responsible. In addition , all managers must possess specific managerial skills if they are to adequately perform the function .Managerial RolesHenry Mintzberg’s studies of executive behavior led him to conclude that managers are required to assume a variety of roles . A role is a set of expected behaviors for a specific position. 1) Mintzberg’s roles can be grouped into three main categories: interpersonal , informational , and decisional . Mintzberg’s believed that all three roles are mon to all levels of management. They provide an interesting perspective of the functions of management.2) Interperesonal roles result form the fact that managers are called upon to interact with numerous groups and individuals. The three interpersonal roles are figurehead, leader , and liaison . The figurehead role refers to ceremonial duties such as throwing out t