【正文】 ormal, line authority and the authority of nonexecutives as a result of their personal expertise. Group work is encouraged and, in participating, employees are allowed to present and evaluate alternative courses of action. In the consultative and participative strategies, then, employees are encouraged to view the organization as a unitary system. Because of this, one would expect to find the pay of low level jobs being pared, formally, to that of the higherlevel jobs. In short, one could expect an approach to an allpany job evaluated pay structure since employees are concerned more with the pany as a whole pared with their counterparts in panies managed by the first two strategies outlined above. Participation and Payment There appears to be some movement towards greater involvement of all employees in the 齊齊哈爾大學畢業(yè)論文 12 management of British firms. The mood of the day suggests that authoritarian management is fast being unacceptable to employees and that even paternalism is unwele. At least one large British corporation has developed work designs which eliminate the need for the traditional workers operate in teams which decide, for themselves,on the allocation of work duties, shift rota details, holiday arrangement details and the like. More importantly the workers participate, in the true sense, in writing the team39。s Theory Y approach. Assumptions on which Theory Y are based include the fact that most men do not dislike work, they seek a challenge from the work environment and in fact wele the opportunity to achieve a 39。 involvement with the pany. They are expected to do what is required by the goalsetters (the management team) and no more. The contract is fulfilled by paying sufficient wages or salaries to motivate the employees to meet the goals set by the managers. Many small family firms operate this management style and there are possibly a great many large panies too. It is convenient to label this type of management view of the organization as 39。同樣，機械性的堅持所謂正確的管理風格也是不正確的，因為十年前的員工的想法顯然是和今天的不一樣的。在移動從個人激勵制度，測量計日工工人被看作是減少被動反應，更多的自我主動 。該方法可能會被用來在今后相當以來，盡管決策層框架是不靈活，對工作分析強調(diào)的 39。此外賈奎斯發(fā)現(xiàn)，當時間跨度值對相應的策劃，認為公平的工資或工資分配一個特定的存在。 調(diào)查 表明，專制管理正迅速成為員工和不能接受的，甚至是不受歡迎的家長式作風。 在家長式的公司人會想到為車間和文書人員的薪酬水平是相對較低，雇員補償，以精良的福利和工作保障更加普遍。由威權(quán)管理是典型的古典管理理論學家的建議（如法約爾， Uric，古利克）。 對于該模型的 ,管理人員持有截然不同公司的目標是在大量的文獻的描述組織心理學。每一個公司都有一個滿足了或是在管理措施內(nèi)部分滿足了的需求范圍。個體企業(yè)內(nèi)部管理人員和員工卻在質(zhì)疑傳統(tǒng)的工作結(jié)構(gòu)構(gòu)建和工資制度。近年來，設置公平合理的內(nèi)部工資管理制度被賦予了極大的意義。針對該種情況，公司的工資支付策略也必須隨之改變來保持其工資制度的有效性。這是一個 “ 系統(tǒng) ” 的做法 ,是一個模型 ,該模型是很明顯的市場經(jīng)營理念 ,我們更大的、更進步的實業(yè)公司。為目的的 ,然而 ,現(xiàn)在的這個討論的簡單模型 ,構(gòu)造了 Limerick3類型的管理風格 暗示了管理的假設似乎關(guān)于男人和組織 圖 1：利默里克管理風格矩陣 矩陣建議，如果持有 X 理論管理（反應的人）的假設，并認為是一個目標導向的組織，是獨裁的風格暗示。從搖籃到墳墓 39。正因為如此，人們會期望找到低職位的薪酬水平進行比較，正式向更高層次的作業(yè)。埃利奧特賈奎斯，廣泛討論了在他的著名冰川系統(tǒng)項目開發(fā)時間跨度決定表明，在公司內(nèi)部各層次的工作進行評估，并可以在一個單一的標準計算獎勵。）此外，如雅克的建議，似乎有太多預先確定，以便在實施該計劃的許多員工的參與。員工們傾向于被視為具有的 39。 我們來看當時的觀點，作為企業(yè)轉(zhuǎn)變經(jīng)營方式，從專制 /家長式到協(xié)商 /參與制，他們必須審查其工資制度的戰(zhàn)略性質(zhì)。psychological contract39。rationaleconomic39。s needs. The manager39。s method is now in use in several British firms and is about to be applied to all jobs within the Danish civil service implies its acceptability. The method probably will be used considerably in future since, although the decision level framework is inflexible, the analysis of jobs emphasizes the 39。s rating) how well the employee matches the pany norms in terms, typically, of quality and quantity of work, initiative, team spirit and timekeeping. The appraisal of managers39。felt fair39。 needs for them。s needs being met and the other tenth ignored. It is a 39。那些確定管理戰(zhàn)略和工資支付方式的管理人員往往是中層管理階層。與參與工廠范圍的計劃。工作 評價的混合形式，由顧問，這往往使一個單獨的計劃數(shù)的最相關(guān)的方面利用開發(fā)公司可能參與公司舉辦的最大的承諾。一秒鐘，表面上類似的建議，來自帕 .特森的決定樂隊的工作評價和付款結(jié)構(gòu)技術(shù) 是目前被廣泛討論。這顯然 是錯誤的，這是一個公司，比方說，基本上家長式安裝支付系統(tǒng)，為真正參與的有效性而定 。管理風格是人對人，但該戰(zhàn)略也由聯(lián)合協(xié)商會議和類似用途的特點。在這里，高級管理人員認為他們必須滿足他們的下屬的需要 。有關(guān)的假設條件都是與理 論 X,當然 ,建成的根基、古典組織理論。我們可以簡單的稱這種類型的管理的觀點為目標導向型管理模式。 在一定的條件下所有這些技術(shù)都是有效可行的。 齊 齊 哈 爾 大 學 外 文 及 翻 譯 題 目： 杭州中浙黃金公司薪酬管理存在問題及對策 學 院： 經(jīng) 濟 與 管 理 學 院 專 業(yè) 班 級： 工 管 0 8 1 學 生 姓 名： 曲 冰 冰 指 導 教 師： 邵 仲 巖 成 績： 齊齊哈爾大學畢業(yè)論文 1 摘 要 本文主要涉及在固定范圍內(nèi)公司的管理風格和確定內(nèi)部工資差別的程序的關(guān)系。在過去的幾十年里，公司管理一直致力于新的繳納行政。許多小型家族企業(yè)都在實行這一管理和操作模式，當然許多大公司也一樣。他可以看到有雄心壯志的和不愿意承擔責任。的需要，非管理人員和初級管理甚至被視為無功而高層管理團隊往往假定包括自我活動的 人 。參與是允許的范圍內(nèi)，員工可以在目前的任務活動的行動方案。該公司的管理風格顯然是在決定使用的分析工作和獎勵最重要的適當形式。（家長作風暗示）或該公司有權(quán)強制執(zhí)行其選擇的系統(tǒng)（專制暗示）。 傳統(tǒng)的工作評估方法可用于在一個專制或民主的管理方式。測試計日工與協(xié)商的風格 。企業(yè)人，應當向各行各業(yè)的人一樣，對于改革應當是習以為常的。 of needs. Employees (and especially other, junior managers) are perceived as people whose actions should influence the entire organization not just their own department or subsystem of, for example, production control or purchasing or marketing, etc. The view held here is that it is no good to have nine tenths of the pany39。 of needs, the nonmanagers and even junior management are seen as reactive while the senior management 齊齊哈爾大學畢業(yè)論文 11 team is often assumed to consist of selfactive men. Here the senior managers assume that they have to meet their subordinates39。 widely discussed time span of discretion system developed in his famous Glacier Project suggests that all jobs at all levels within a firm can be evaluated and rewarded in terms of a single criterion. That criterion is the responsibility carried by the employee in his job and is measured in terms of the time he has to wait to find if his tasks or decisions have been effective. The longer the time span the greater the responsibility and the higher the reward. In addition Jaques has found that when time span values are plotted against the corresponding 39。 plant wide schemes with participation. Where do the paternalistic panies