make peace:The Difference Between Management and Leadership

来源:百度文库 编辑:高考问答 时间:2024/03/29 06:40:23
不要用软件,希望能把专业术语翻译出来
Management is about coping with complexity, Its practices and procedures are largely a response to one of the most significant developments of the twentieth century: the emergence of large organizations. Without good management, complex enterprises tend to become chaotic in ways that threaten their very existence. Good management brings a degree of order and consistency to key dimensions like the quality and profitability of products.Leadership, by contrast, is about coping with change. Part of the reason it has become so important in recent years is that the business world has become more competitive and more volatile. Faster technological change, greater international competition, the deregulation of markets, overcapacity in capital intensive industries, an unstable oil cartel, raiders with junk bonds, and the changing demographics of the workforce are among the many factors that have contributed to this shift. The net result is that doing what was done yesterday, or doing it 5% better, is no longer a formula for success. Major changes are more and more necessary to survive and compete effectively in this new environment. More change always demands more leadership.Consider a simple military analogy: A peacetime army can usually survive with good administration and management up and down the hierarchy, coupled with good leadership concentrated at the very top. A wartime army, however, needs competent leadership at all levels. No one yet has figured out how to manage people effectively into battle; they must be led.These two different functions—coping with complexity and coping with change shape the characteristic activities of management and leadership. Each system of action involves deciding what needs to be done, creating networks of people and relationships that can accomplish an agenda, and then trying to ensure that those people actually do the job. But each accomplishes these three tasks in different ways.Companies manage complexity first by planning and budgeting—setting targets or goals for the future (typically for the next month or year), establishing detailed steps for achieving those targets, and then allocating resources to accomplish those plans. By contrast, leading an organization to constructive change begins by setting a direction developing a vision of the future (often the distant future) along with strategies for producing the changes needed to achieve that vision.

刚给你翻译完你的另一篇,这么长,才10分,你有点吝啬啊,呵呵,

管理有关控制复杂,它的练习和程序主要地是对二十的世纪的最重要发展之一的一个回应: 大组织的出现。 没有好管理,合成物企业容易在威胁他们的真正的存在的方法变成混乱。 好管理带着某一程度的次序和一致性到被差别的主要像质量和 产品.领导 的收益性的尺寸有关控制变化.它已经变得的理由的一部份如此重要的近几年来是商务世界已经变得更竞争的和挥发性。 比较快速的科技变化、比较棒的国际竞争、市场的解除管制, 在首都的密集工业、一个不稳定的油企业联合中的生产能力过剩, 奇袭者用劳动力是人口统计学的垃圾债券、和那变更在许多已经成为这一变化的因素的因素之中。净余的结果是昨天被做的那一做, 或更好做它 5%, 一个公式不再是给成功。 主要的变化越来越必需生还而且有效地在这新的环境竞争。 较多的变化总是要求较多的领导。考虑一个简单的军事相似: 军队能通常以好行政和管理上下地生还阶级组织的一个平时,以在非常最高者被集中的好领导加倍。然而,一队战时军队在所有的水平需要能干的领导。 没有人仍然已经理解该如何进入战争之内有效地处理人; 他们一定被引导。这些二个不同的功能-控制复杂而且控制变化形状管理和领导的特性活动。行动的每个系统包括决定什么要做的需要, 创造网络的人和能完成一个议程的关系, 然后尝试确定那些人实际上做工作。但是每个以不同的方式完成这些三件工作。公司藉由计划而且编入预算处理复杂第一-今后 (典型地下个月或者年) 设定目标或者目标, 建立达成那些目标的详细的步骤, 然后分派资源完成那些计划。因为产生变化需要达成那视觉,相反地,带领对建设性的变化一个组织从设定连同策略一起发展未来 (时常遥远的将来) 的一个视觉的一个方向开始。