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1、Skills of an Effective Administrator (Robert L. Katz, Harvard Business School Press, 1993)Although the selection and training of good administrators is widely recognized as one of American industrys most pressing problems, there is surprisingly little agreement among executives or educators on what
2、makes a good administrator. The executive development programs of some of the nations leading corporations and colleges reflect a tremendous variation in objectives.This quest for the executive stereotype has become so intense that many companies, in concentrating on certain specific traits or quali
3、ties, stand in danger of losing sight of their real concern: what a man can accomplish.It is the purpose of this article to suggest what may be a more useful approach to the selection and development of administrators. This approach is based not on what good executives are (their innate traits and c
4、haracteristics), but rather on what they do (the kind of skills which they exhibit in carrying out their jobs effectively). As used here, a skill implies an ability which can be developed, not necessarily inborn and which is manifested in performance, not merely in potential. So the principal criter
5、ion of skillfulness must be effective action under varying conditions.THREE SKILL APPROACHIt is assumed here that an administrator is one who (a) directs the activities of other persons and (b) undertakes the responsibility for achieving certain objectives through these efforts. Within this definiti
6、on, successful administrators appears to rest on three basic skills, which we call technical, human and conceptual.Technical skill:As used here, technical skill implies an understanding of, and proficiency in, a specific kind of activity, particularly involving methods, process, procedures or techni
7、ques. It is relatively easy to for us to visualize the technical skill of the surgeon, the musician, the accountant or the engineer when each is performing his/her own special function. Technical skill involves special knowledge, analytical ability within that specialty and facility in the use of th
8、e tools and techniques of the specific discipline. Of the three skills described in this article, technical skill is perhaps the most familiar because it is the most concrete and because of our age of specialization, it is the skill required of the greatest number of people. Most of our vocational a
9、nd on-the-job training programs are largely concerned with developing this specialized technical skill.Human skill:As used here, human skill is the executives ability to work effectively as a group member and to build cooperative effort within the team he leads. As technical skill is primarily conce
10、rned with working with things (process or physical objects), human skill is primarily concerned with working with people. This skill is demonstrated in the way the individual perceives (and recognizes the perception of) his superiors, equals, subordinates and the way he/she behaves subsequently.The
11、person with highly developed human skill is aware of his/her own attitudes, assumptions and beliefs about other individuals and groups, and they are able to see the usefulness and limitations of these feelings. By accepting the existence of viewpoints, perceptions and beliefs which are different fro
12、m their own, they are skilled in understanding what others really mean by their words and behavior. This administrator is equally skillful in communicating with others in their own contexts.Such a person works to create an atmosphere of approval and security in which subordinates feel free to expres
13、s themselves without fear of censure or ridicule, by encouraging them to participate in the planning and carrying out of those things each directly affect them. He/she is sufficiently sensitive to the needs and motivations of others in his/her organization so the he/she can judge the possible reacti
14、ons and outcomes of various courses of action he/she may undertake. Having this sensitivity, he/she is able and willing to act in a way which takes these perceptions by others in to account.Real skill in working with others must become a natural, continuous activity, since it involves sensitivity no
15、t only at times of decision making, but also in the day-by-day behavior of the individual. Human behavior cannot be a sometime thing. Techniques cannot be randomly applied, nor can personality traits be put on or removed like an overcoat, because everything an executive says or does (or leaves unsai
16、d or undone) has an effect on his/her associate. His/her true self will, in time, show through. Thus, to be effective, this skill must be naturally developed and unconsciously, as well as consistently, demonstrated in the individuals every action. It must become an integral part of his/her whole bei
17、ng.Conceptual Skill:As used here, conceptual skill involves the ability to see the enterprise as a whole. It includes recognizing how the various functions of the organization depend on one and other and how changes in any one part affect all the others. It extends to visualizing the relationship of
18、 the individual business to the industry, the community and the political, social and economic forces of the nation as a whole. Recognizing these relationships and perceiving the significant elements in any situation, the administrator should then be able to act in a way which advances the overall w
19、elfare of the total organization.Hence, the success of any decision depends on the conceptual skill of the people who make the decision and those who put it in action. When, for example, an important change in marketing policy is made, it is critical that the effects on production, control, finance,
20、 research and the people involved be considered. It remains critical right down to the last executive who must implement the new policy. If each executive recognizes the overall relationships and significance of change, he/she is almost certain to be more effective in administrating it. Consequently
21、, the chances for succeeding are greatly increased.Not only does the effective coordination of the various parts of the business depend on the conceptual skill of the administrators involved, but so also the whole future direction and tone of the organization. The attitude of top executive color the
22、 whole character of the organizations response and determine the corporate personality which distinguishes one companys way of doing business from anothers. These attitudes are a reflection of the administrators conceptual skill (referred to by some as his creative ability - the way he/she perceives
23、 and responds to the direction in which the business should grow, company objectives and policies, and stockholders and employees interests.制定有效的管理技巧 （罗伯特L.卡茨，哈佛商学院出版社，1993） 虽然选择和良好的管理人员的培训 ， 并被广泛视为美国工业的最紧迫问题之一承认，很少有令人惊讶的行政人员或教育工作者之间的协议是什么使一个好的管理员。 The executive development programs of some of the n
24、ations leading corporations and colleges reflect a tremendous variation in objectives. 在全国的领先企业和学院的一些管理发展课程目标反映了巨大的变化。 This quest for the executive stereotype has become so intense that many companies, in concentrating on certain specific traits or qualities, stand in danger of losing sight of their
25、 real concern: what a man can accomplish. 这是行政机关的刻板印象的追求 ， 变得如此激烈 ， 很多公司，在某些特定的特性或品质集中，站在失去其真正关注的视线危险：什么人能完成的任务。 It is the purpose of this article to suggest what may be a more useful approach to the selection and development of administrators. 这是本文的目的提出了一种可能是较为有效的办法的选择和管理的发展。 This approach is based
26、 not on what good executives are (their innate traits and characteristics), but rather on what they do (the kind of skills which they exhibit in carrying out their jobs effectively). 这种方法不是基于什么好高层管理人员（其内在的特点和特征），而是他们做什么（样的技能 ， 他们在履行自己的工作有效地展览）。 As used here, a skill implies an ability which can be d
27、eveloped, not necessarily inborn and which is manifested in performance, not merely in potential. 在此，新技能 ， 意味着可以开发，并不一定是与生俱来的 ， 并体现在性能，而不仅仅是潜在能力。 So the principal criterion of skillfulness must be effective action under varying conditions. 因此 ， 巧妙的主要标准 ， 必须采取有效行动 ， 在不同的条件。 THREE SKILL APPROACH 三技巧方法
28、 It is assumed here that an administrator is one who (a) directs the activities of other persons and (b) undertakes the responsibility for achieving certain objectives through these efforts. 这里我们假设系统管理员是谁（1）其他人指示和（b）为实现承诺 ， 通过这些努力的某些目标责任的活动。 Within this definition, successful administrators appears
29、to rest on three basic skills, which we call technical, human and conceptual. 在这个定义的，成功的管理人员似乎满足于三个基本技能，我们称之为技术，人力和概念。 Technical skill: 技术技能： As used here, technical skill implies an understanding of, and proficiency in, a specific kind of activity, particularly involving methods, process, procedure
30、s or techniques. 这里所用的技术技能意味着理解和精通，一特定类型的活动，特别是涉及的方法，过程，程序或技术。 It is relatively easy to for us to visualize the technical skill of the surgeon, the musician, the accountant or the engineer when each is performing his/her own special function. 这是比较容易为我们的可视化技术技能的外科医生，音乐家，会计师或工程师 ， 每一个正在执行他/她自己的特殊功能。 T
31、echnical skill involves special knowledge, analytical ability within that specialty and facility in the use of the tools and techniques of the specific discipline. 技术技能涉及的专业知识，分析能力 ， 专业 ， 在该设施中的工具和具体学科技术的使用。 Of the three skills described in this article, technical skill is perhaps the most familiar
32、because it is the most concrete and because of our age of specialization, it is the skill required of the greatest number of people. 在本文介绍的三个技能，技术技能或许是最熟悉的 ， 因为它是最具体 ， 也是因为我们的专业化的时代，它是最广大人民群众所需要的技能。 Most of our vocational and on-the-job training programs are largely concerned with developing this sp
33、ecialized technical skill. 我们的职业和在大多数在职培训项目主要涉及开发这一专业技术技能。 Human skill: 人的技能： As used here, human skill is the executives ability to work effectively as a group member and to build cooperative effort within the team he leads. 在此，人的技能 ， 是行政机关的有效工作的能力作为一个群体的成员 ， 并建立在团队合作的努力 ， 他的线索。 As technical skill
34、is primarily concerned with working with things (process or physical objects), human skill is primarily concerned with working with people. 由于技术水平主要是与“物”（进程或实物）的工作方面，人力技能主要关注的是与人合作。 This skill is demonstrated in the way the individual perceives (and recognizes the perception of) his superiors, equal
35、s, subordinates and the way he/she behaves subsequently. 这项技能的方式表现出个人的感知（并确认知觉），他的上司，平等，下属以及他/她随后的行为。 The person with highly developed human skill is aware of his/her own attitudes, assumptions and beliefs about other individuals and groups, and they are able to see the usefulness and limitations of
36、 these feelings. 与高度发达的人力技能的人意识到他/她自己的态度，假设和对其他个人和团体的信仰，他们能够看到的用处和这种感觉的限制。 By accepting the existence of viewpoints, perceptions and beliefs which are different from their own, they are skilled in understanding what others really mean by their words and behavior. 通过接受的观点，看法和信念 ， 这是他们自己不同的存在，他们能熟练地了解
37、别人是否真的被他们的言论和行为的意思。 This administrator is equally skillful in communicating with others in their own contexts. 这管理员同样善于与他们各自的情况下相互沟通。 Such a person works to create an atmosphere of approval and security in which subordinates feel free to express themselves without fear of censure or ridicule, by enc
38、ouraging them to participate in the planning and carrying out of those things each directly affect them. 这种人的作品 ， 创造没有谴责或嘲笑恐惧的审批和安全领域的下属随意表达自己的气氛，鼓励他们参与规划和执行这些东西都直接影响到他们。 He/she is sufficiently sensitive to the needs and motivations of others in his/her organization so the he/she can judge the possi
39、ble reactions and outcomes of various courses of action he/she may undertake. 他/她有足够的敏感 ， 需要和动机的人在他/她的组织 ， 因此他/她可以判断可能出现的反应和行动 ， 他/她可能采取的各种课程的结果。 Having this sensitivity, he/she is able and willing to act in a way which takes these perceptions by others in to account. 有这种敏感性，他/她能够并愿意采取行动的方式是采取这些由其他人
40、的看法到帐户。 Real skill in working with others must become a natural, continuous activity, since it involves sensitivity not only at times of decision making, but also in the day-by-day behavior of the individual. 在与其他国家一道真正的技巧必须成为一个自然的，持续的活动，因为它不仅涉及在决策时，而且在一天灵敏度的为期一天的个人行为。 Human behavior cannot be a som
41、etime thing. 人类行为不能是“某个时候的事。” Techniques cannot be randomly applied, nor can personality traits be put on or removed like an overcoat, because everything an executive says or does (or leaves unsaid or undone) has an effect on his/her associate. 技术不能随意使用，也可以是性格特征或删除像大衣提出，因为这件事一说 ， 或不执行（或树叶说出口或撤消）已经对他
42、/她的副效应。 His/her true self will, in time, show through. 他/她的真实的自我，假以时日，显露出来。 Thus, to be effective, this skill must be naturally developed and unconsciously, as well as consistently, demonstrated in the individuals every action. 因此，要有效，此技能必须是自然发展 ， 不自觉地，以及始终如一的个人表现在每一个行动。 It must become an integral p
43、art of his/her whole being. 它必须成为一个组成部分 ， 他/她的整个身心。 Conceptual Skill: 概念技能： As used here, conceptual skill involves the ability to see the enterprise as a whole. 这里所用的概念技能包括能够看到整个企业。 It includes recognizing how the various functions of the organization depend on one and other and how changes in any
44、one part affect all the others. 它包括认识到如何组织的各项职能之一 ， 依靠在其他任何一个部分的变化如何影响所有的人。 It extends to visualizing the relationship of the individual business to the industry, the community and the political, social and economic forces of the nation as a whole. 它延伸到可视个人的业务关系的产业，社区和整个国家的政治，社会和经济力量。 Recognizing th
45、ese relationships and perceiving the significant elements in any situation, the administrator should then be able to act in a way which advances the overall welfare of the total organization. 认识到这些关系 ， 在任何情况下知觉的重要组成部分，管理员应该能够采取行动的方式 ， 也推动着整个组织的整体福利。 Hence, the success of any decision depends on the
46、conceptual skill of the people who make the decision and those who put it in action. 因此，任何决定的成功取决于谁的人作出决定和概念技能那些谁把在行动上。 When, for example, an important change in marketing policy is made, it is critical that the effects on production, control, finance, research and the people involved be considered.
47、 时，例如，在营销政策作出重大改变，至关重要的是在生产，管理，财务，研究和有关人士的影响加以考虑。 It remains critical right down to the last executive who must implement the new policy. 它仍然是至关重要的权利 ， 直到最后执行谁必须执行新政策。 If each executive recognizes the overall relationships and significance of change, he/she is almost certain to be more effective in
48、administrating it. 如果每一个行政机关确认的整体关系和变化的意义，他/她几乎肯定会更加依法行政是有效的。 Consequently, the chances for succeeding are greatly increased. 因此，对成功的机率大大增加。 Not only does the effective coordination of the various parts of the business depend on the conceptual skill of the administrators involved, but so also the wh
49、ole future direction and tone of the organization. 不仅对企业的各个部分的有效协调取决于所涉及的行政概念技能，但至今还影响整个未来发展方向和组织的基调。 The attitude of top executive color the whole character of the organizations response and determine the corporate personality which distinguishes one companys way of doing business from anothers. 最上层行政色彩的组织的整体性格的态度回应 ， 并确定了“公司法人”的区别一公司做生意的方式彼此的。 These attitudes are a reflection of the administrators conceptual skill (referred to by some as his creative ability - the way he/she perc
