Alevel商務(wù)長久以來都是個非常熱門的存在，它能夠銜接多個大學(xué)專業(yè)。也能培養(yǎng)出同學(xué)們基本的經(jīng)濟學(xué)頭腦，這樣一門萬金油科目，其難度也是較高的，競爭壓力也相對來說回大得多。另外，Paper4的Essay寫作考試也令許多同學(xué)苦惱。我們留求藝留學(xué)在本站前篇分享過許多經(jīng)驗和資料，本篇中的知識點是有關(guān)思想流派的總結(jié)，后續(xù)會繼續(xù)為大家總結(jié)更多材料，一起來看看吧！

Human Relations Management. 人際關(guān)系管理

The Human Relations 'school' of management thought looks beyond mere financial and productivity variables in deciding the best way to manage a workforce.

人際關(guān)系 "學(xué)派 "的管理思想在決定管理勞動力的最佳方式時，超越了單純的財務(wù)和生產(chǎn)力變量。

These managers believe that a worker's performance can be improved by being given praise and recognition for their efforts, that workers should be consulted in any decision that affects them, and that the leader should be democratic rather than autocratic.

這些管理者認為，工人的表現(xiàn)可以通過對他們的努力給予表揚和認可來提高，工人應(yīng)該在任何影響他們的決定中被咨詢，領(lǐng)導(dǎo)者應(yīng)該是民主的而不是專制的。

Probably the most famous study of Human Relations Management was carried out by Elton Mayo between 1927 and 1932 at the Western Electric Company, at Hawthorne in Chicago, USA.

最著名的人際關(guān)系管理研究可能是由埃爾頓-梅奧在1927年至1932年間在美國芝加哥霍桑的西部電氣公司進行的。

He studied a group of six female workers over this time, and tried to establish a link between their working conditions and their productivity levels. He changed many of the working conditions (e.g. hours of work, rest periods, lighting, heating), and he discovered that the level of output rose each time.

他在這段時間內(nèi)研究了一組六名女工，并試圖在她們的工作條件和生產(chǎn)力水平之間建立聯(lián)系。他改變了許多工作條件（如工作時間、休息時間、照明、取暖），他發(fā)現(xiàn)每次的產(chǎn)出水平都會上升。

He concluded that the only factor that was needed to consistently achieve a high level of productivity was a strong level of social interaction and teamwork amongst the 6 employees. He called this the 'Hawthorne Effect'.

他的結(jié)論是，唯一需要持續(xù)實現(xiàn)高生產(chǎn)力水平的因素是6名員工之間強大的社會互動和團隊合作水平。他把這稱為 "霍桑效應(yīng)"。

Neo-Human Relations Management. 新人類關(guān)系管理

There are a number of management writers and theorists who built on the earlier work of Mayo, agreeing that the way that employees are treated, and the praise and recognition that is given to them by their managers, can have a tremendous psychological effect on their productivity levels. The main writers in this field are Abraham Maslow, Frederick Herzberg and Douglas McGregor.

有一些管理學(xué)家和理論家在梅奧早期工作的基礎(chǔ)上，同意對待員工的方式，以及管理者對他們的表揚和認可，可以對他們的生產(chǎn)力水平產(chǎn)生巨大的心理影響。這個領(lǐng)域的主要作家是Abraham Maslow, Frederick Herzberg和Douglas McGregor。

Abraham Maslow's 'Hierarchy of Needs' can be seen in the diagram below 亞伯拉罕-馬斯洛的 "需求層次 "可以在下圖中看到 :

We first need to satisfy the basic requirements of continued existence (i.e. physiological needs). once these needs are satisfied, then we seek to satisfy the higher level needs.

我們首先需要滿足繼續(xù)生存的基本要求（即生理需要）。一旦這些需求得到滿足，然后我們就會尋求滿足更高層次的需求。

Until a lower order need is satisfied, you cannot progress onto a higher level need. Hence, once the lower level needs are satisfied, then further motivation for the employee can only come by giving them greater scope for using skill, initiative and creativity.

在低層次的需求得到滿足之前，你無法進展到高層次的需求。因此，一旦低層次的需求得到滿足，那么對員工的進一步激勵只能通過給予他們更大的空間來使用技能、主動性和創(chuàng)造性。

Most people reach the safety and social categories, some reach the ego category, yet very few reach the self-fulfilment category (and those that do reach it will not remain at it for very long).

大多數(shù)人都達到了安全和社會類別，一些人達到了自我類別，但很少有人達到自我實現(xiàn)類別（那些達到自我實現(xiàn)類別的人也不會保持很長時間）。

As a result of this progression, the size of each of the sections in Maslow's hierarchy diminishes the higher they get, as fewer and fewer people reach them.

由于這種進展，馬斯洛層次結(jié)構(gòu)中的每個部分的規(guī)模都在縮小，因為達到這些部分的人越來越少了。

Applying this theory to employees, physiological needs include pay and working conditions, safety needs include Health & Safety protection and pension schemes, social needs include the need to work in a team and mix with others, and ego needs may include a company car, job title or size of office. Self-fulfilment needs will depend on the individual employee, whether he has achieved his full potential or not.

將這一理論應(yīng)用于員工，生理需求包括工資和工作條件，安全需求包括健康和安全保護以及養(yǎng)老金計劃，社會需求包括在團隊中工作和與他人交往的需要，自我需求可能包括公司的汽車、工作頭銜或辦公室的大小。自我實現(xiàn)的需求將取決于員工個人，他是否已經(jīng)充分發(fā)揮了他的潛力。

【微語】留學(xué)之際，愿你帶著希望與夢想揚帆起航，歸來時，熠熠生輝。