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英语翻译LEADERSHIP STYLEThe paternalistic leadership style has b

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英语翻译
LEADERSHIP STYLE
The paternalistic leadership style has been noted by Sheh (2001),Redding (1990) and Silin (1976),with senior managers viewing employee welfare as a primary management function and themselves as corporate guardians of subordinates.In effect,the corporation functions as a family.This remained the case even during the State-Owned Enterprise (SOE) Communist era during which companies were structured according to Russian and Maoist principles (Kaple 1994).After initial discipline problems adjusting to the new system,SOEs gradually evolved back to a Confucian style of management,with employees being treated as family,guanxi-style influence peddling,and family involvement in employee motivation (Sun 1993; Wall 1990).SOEs provided comprehensive employee care as part of their "iron rice bowl" commitment to workers that included family housing,healthcare,education and pensions for employees (Roberts,Clifford and Miller 1997).Yang (2001) noted the importance of "iron rice bowl" principles in Chinese SOEs during this era and attributed it to Clientelism--a patronage network system under which people of unequal status ('patron' and 'client') formed binding relationship interdependencies.Yang attributed Clientelism to both the influences of the Chinese Communist Party and to traditional Chinese culture characterized by relationships,reciprocity and social class divisions.As China has privatized,the paternal management style has been maintained through family-owned businesses (Bjorkman and Kock 1995),effectively elevating the human resource function once again to pre-eminent status within Chinese companies (Su,Zhang and Hulpke 1998).
Paternal management styles and different configurations of "iron rice bowls" were also characteristics of other Confucian-influenced societies such as Japan and Korea (Ouchi 1981; Redding 1984; Whitley 1991).Within the paternalistic structure,Chinese firms tend to have highly centralized decision-making apparatuses (Sheh 2001),a leadership trait not consistent in other parts of East Asia,notably Japan (Whitley 1991).
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在家长式领导风格已经注意到佘诗曼(2001年),雷丁(1990)和思林(1976年),与观赏为主要管理职能的高级管理人员和员工的福利作为自己的下属企业的监护人.实际上,作为一个家庭的公司职能.这仍然是个案,即使在国有企业(国有企业)在此期间,共产党时代公司结构是根据俄罗斯和毛派原则(Kaple 1994年).经初步纪律适应新系统的问题,国有企业逐渐演变回到儒家的管理风格与员工被当作家庭,关系式收买影响力,在员工的积极性和家庭(孙1993年参与;墙1990年).国有企业作为其提供的“铁饭碗”的承诺,其中包括工人家庭住房,医疗保健,教育和人员养老金(罗伯茨,克利福德和米勒1997年)的一部分职工全面关怀.杨(2001)指出,“铁饭碗的重要性在这一时期国有企业在中国”的原则,并归因于侍从 - 一个网络系统下,乘客量的不平等地位的人('守护神'和'客户')结合形成的相互依存关系.杨均归功于侍从的影响中共党,中华传统文化的关系,互惠和社会阶级划分的特点.由于中国已经私有化,家长式的管理方式一直维持通过家庭拥有的企业(比约克曼和科克1995年),有效提升人力资源功能再次向卓越公司在中国的地位(苏,张,胡尔普克1998年).
父亲的管理风格和不同的配置“铁饭碗”的特征也其他儒家影响,例如日本和韩国(藕池1981年的社会;雷丁1984年惠特利1991年).在父权体制,中国企业往往有高度集中的决策仪器(佘诗曼2001),领导特质不是在东亚其他地区一致的,特别是日本(惠特利1991年).