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IB Diploma Programme · IB Diploma · Business Management · HL נושא 2 9:34 קריאת קול באנגלית · תרגום אנגלי + סינית שרוף בתוך הסרטון
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Haidilao's waiters are famous for friendly service, and the company gives them real power. A waiter can give a free dish or a discount without asking a manager.
海底捞的服务员以热情服务闻名，公司给了他们实实在在的权力：服务员不用请示经理，就能送一道菜或打折。
Why would a firm trust its lowest-paid workers like this?
企业为什么这样信任收入最低的员工？
This unit is about the people in a business, how they are organised, led, motivated and kept.
本单元讲企业里的人：如何组织、领导、激励和留住他们。
Its examples follow the repair business, which now has eighty employees in four workshops.
例子沿用那家修车企业，它现在有四家店、八十名员工。
Human resource management makes sure the business has the right number of people, with the right skills, in the right jobs, at the right time.
人力资源管理要确保企业在合适的时间、合适的岗位上，有足够数量、具备合适技能的人。
Labour turnover measures how many leave in a year, as a percentage of average staff.
员工流动率衡量一年内离职人数占平均员工数的百分比。
The repair business averages eighty staff, and twelve leave.
修车企业平均有八十名员工，一年走了十二人。
Twelve divided by eighty, times one hundred, is fifteen per cent.
十二除以八十再乘一百，等于百分之十五。
Each leaver costs recruitment and training, though some turnover brings new ideas.
每走一个人都要花招聘和培训成本，不过适度的流动也能带来新想法。
Workforce plans change with internal factors, the firm's objectives, budget, structure and technology, and with external ones. Demographic change, such as an ageing workforce. Labour mobility and migration. And new working patterns, flexi-time, teleworking and the gig economy of short jobs paid task by task, as for delivery riders.
劳动力规划会随内部因素变化，比如企业目标、预算、结构和技术；也会随外部因素变化：人口结构变化，比如劳动力老龄化；劳动力流动和移民；以及新的工作方式，比如弹性工作制、远程办公，还有按单计酬的零工经济，比如外卖骑手。
Recruitment follows common steps. Identify the vacancy. Write a job description, the tasks, and a person specification, the skills needed.
招聘有常见的步骤：确定空缺；写职位描述，也就是工作任务，以及人员规格，也就是所需技能；发布广告并筛选；面试或测试，然后录用。
Advertise and shortlist, then interview or test, and appoint. Internal recruitment is quicker and cheaper, but brings no new ideas and leaves another job empty.
内部招聘更快更省钱，但没有新想法，还会空出另一个岗位。
External recruitment brings new skills, but costs more and takes longer.
外部招聘带来新技能，但成本更高、耗时更长。
Training starts with induction for new staff, then on-the-job learning by watching experienced workers, or off-the-job courses.
培训从新员工的入职培训开始，然后是在职培训，跟着有经验的员工学，或者脱产去上课。
Appraisal judges performance. Formative appraisal gives ongoing feedback to improve, summative gives a final judgement often linked to pay, and three-sixty degree appraisal gathers views from all around.
绩效评估判断员工表现：形成性评估持续给反馈帮助改进；总结性评估在期末下结论，常与工资挂钩；三百六十度评估收集各方意见。
Employment ends by dismissal, for a fair reason, or by redundancy, when the job itself is no longer needed.
雇佣关系的结束有两种：因正当理由解雇，或岗位本身不再需要而裁员。
At HL you also study resistance to change.
HL 还要学习对变革的抵触。
Workers resist from self-interest, fearing for pay or jobs, from low tolerance of change, from misinformation, or because they judge the situation differently.
员工抵触的原因有：出于自身利益，担心工资或工作；对变化的容忍度低；信息不准确；或者对形势的判断与管理者不同。
Managers reduce it by explaining early, involving workers, training and supporting them, and negotiating where some clearly lose.
管理者可以尽早解释、让员工参与、提供培训和支持，并在有人明显受损时进行协商。
Managing change plans and controls it, while leading change makes people want it.
管理变革是计划和控制变革，引领变革是让人们愿意改变。
Span of control is how many people a manager directly supervises, and levels of hierarchy are the layers of management.
管理幅度是一位经理直接管理的人数，层级是管理的层数。
A tall structure has many levels and narrow spans, with close supervision but slow communication and costly managers.
高耸型结构层级多、幅度窄，监督严密，但沟通慢、管理成本高。
A flat structure has few levels and wide spans, fast communication, and more trust in workers.
扁平型结构层级少、幅度宽，沟通快，对员工更信任。
Delegation passes authority down, but the manager keeps the responsibility.
授权是把权力下放，但经理仍要承担责任。
At the repair business, the owner and four workshop managers supervise seventy-five mechanics.
在修车企业，店主和四位店长管理七十五名技工。
That is three levels, and a span of eighteen or nineteen mechanics per manager, too wide for coaching.
这是三个层级，每位店长管十八到十九人，太多了，没法带新人。
The owner adds a senior mechanic in each workshop.
店主在每家店增设一名高级技工。
Now there are four levels and each supervises nine or ten people.
现在有四个层级，每人只管九到十人。
Training improves, but a customer complaint passes through one more link in the chain of command.
培训改善了，但顾客投诉要在指挥链上多经过一环。
An organisation chart can be arranged by function, with departments for marketing, finance, operations and HR, by product, or by region.
组织结构图可以按职能划分，设营销、财务、运营和人力资源等部门；也可以按产品或地区划分。
A matrix structure crosses functions with projects. Each person works in a project team but also belongs to a department, so they have two managers.
矩阵结构把职能和项目交叉起来：每个人既在项目组工作，又隶属于某个部门，所以有两位上级。
That brings mixed skills together, but two bosses can give different orders.
这样能汇集多种技能，但两位上级可能下达不同的指令。
At HL, a project-based organisation forms teams for each project, as in advertising or building. Charles Handy's shamrock organisation has three leaves.
HL 还要学项目型组织：按项目组建团队，比如广告和建筑行业。
The core workers are permanent managers and experts. The contractual fringe are outside firms paid for jobs like cleaning or IT. And the flexible workforce are part-time and temporary staff.
汉迪的三叶草组织有三片叶子：核心员工是长期的管理者和专家；合同外包人员是被雇来做清洁、IT 等工作的外部公司；弹性劳动力是兼职和临时员工。
It lowers costs, but flexible workers may feel little loyalty.
它能降低成本，但弹性员工的忠诚度可能不高。
Management is about getting things done. Fayol listed planning, organising, commanding, coordinating and controlling. Leadership sets a direction and inspires people. Leaders differ in how much they share decisions. Autocratic leaders decide alone, which suits a crisis. Paternalistic ones decide in the workers' interest. Democratic leaders consult. Laissez-faire leaders leave decisions to experts. And situational leaders change style to fit the task.
管理是把事情做成。 法约尔列出了计划、组织、指挥、协调和控制。 领导力是确定方向并激励人们追随。 各种领导者分享决策的程度不同：专制型独自决定，适合危机；家长型替员工着想地做决定；民主型会征求意见；放任型把决定交给专家；情境型则根据任务调整风格。
Taylor thought workers want mainly money, so he broke jobs into simple tasks and paid piece rates.
泰勒认为工人主要为钱工作，所以把工作拆成简单任务，按件计酬。
Maslow arranged needs in a hierarchy, from physiological to self-actualisation, met from the bottom up.
马斯洛把需要排成层次，从生理需要到自我实现，自下而上满足。
Herzberg separated hygiene factors from motivators.
赫茨伯格区分了保健因素和激励因素。
McClelland named needs for achievement, affiliation and power.
麦克利兰提出成就、亲和与权力三种需要。
And Deci and Ryan said people are most motivated by autonomy, competence and relatedness.
德西和瑞安认为，人在拥有自主、胜任和关联时最有动力。
Herzberg found two separate sets of factors.
赫茨伯格发现了两组不同的因素。
Hygiene factors, such as pay and conditions, do not motivate, but if they are poor, workers become unhappy.
保健因素，比如工资和工作条件，不能起激励作用，但如果太差，员工会不满。
Motivators, such as recognition and responsibility, create real motivation.
激励因素，比如认可和责任，才能带来真正的动力。
So fixing hygiene factors removes unhappiness, and only motivators make people want to work harder.
所以改善保健因素只能消除不满，只有激励因素能让人更想努力工作。
At HL there are two process theories.
HL 还有两种过程理论。
In Adams's equity theory, workers compare what they put in and get out with other workers, and unfairness lowers motivation.
亚当斯的公平理论认为，员工会拿自己的投入和回报与别人比较，不公平会削弱动力。
In Vroom's expectancy theory, workers are motivated only if effort leads to performance, performance leads to a reward, and the reward is worth having.
弗鲁姆的期望理论认为，只有当努力能带来绩效、绩效能带来回报、回报又值得拥有时，员工才有动力。
If any link breaks, motivation falls.
任何一环断了，动力就会下降。
Rewards can be financial, a salary, wages by time or piece rate, commission, profit-related or performance-related pay, shares, and fringe payments like free meals.
奖励可以是经济性的：薪水、计时或计件工资、佣金、利润分享或绩效工资、员工持股，以及免费餐食等附加福利。
Or they can be non-financial. Job enrichment adds challenge, rotation moves people between tasks, enlargement adds tasks at the same level, and empowerment gives freedom to decide.
也可以是非经济性的：工作丰富化增加挑战，工作轮换让人在不同任务间流动，工作扩大化增加同一层级的任务，授权赋能给人决策的自由。
Back to the twelve leavers.
回到那十二名离职者。
Most were mechanics on piece rates, whose effort was wasted when spare parts arrived late.
他们大多是计件工资的技工，零件一晚到，努力就白费了。
Herzberg would call late parts and pay disputes hygiene failures, and expectancy theory says the link from effort to reward is broken.
赫茨伯格会说，零件晚到和工资纠纷是保健因素问题；期望理论则说，从努力到回报的链条断了。
The owner fixes parts delivery, pays a basic salary plus a team bonus, and starts formative appraisal.
店主改善零件供应，改为基本工资加团队奖金，并开始形成性评估。
If six leave a year, turnover falls to seven point five per cent.
如果一年只走六人，流动率就降到百分之七点五。
Organisational culture is the shared values, beliefs and habits of a business, the way we do things here. Charles Handy described four types. A power culture has one person at the centre. A role culture has clear jobs and rules, stable but slow. A task culture forms teams around problems, where expertise matters more than rank. And a person culture gathers experts under one roof.
组织文化是企业共享的价值观、信念和习惯，也就是“我们这里的做事方式”。 汉迪描述了四种类型：权力文化以一个人为中心；角色文化岗位和规则清楚，稳定但慢；任务文化围绕问题组建团队，专业比级别重要；个人文化则是一群专家在同一屋檐下工作。
The repair business takes over a rival.
修车企业收购了一家竞争对手。
The rival has a role culture, with written procedures for every job. The repair business has a task culture of self-managing teams.
对方是角色文化，每项工作都有书面流程；修车企业是自我管理团队的任务文化。
The new mechanics feel lost without rules, and the original ones dislike the paperwork.
新来的技工没有规则就无所适从，原来的技工讨厌多出来的文书工作。
The owner keeps a few simple procedures, mixes the groups in new teams, and explains what will and will not change.
店主保留几条简单的书面流程，把两拨人混编成新团队，并讲清楚哪些会变、哪些不变。
Communication passes information from a sender to a receiver.
沟通是把信息从发送者传给接收者。
Formal communication follows official channels, meetings, reports and emails.
正式沟通走官方渠道：会议、报告和邮件。
Informal communication, the grapevine, is fast but often wrong.
非正式沟通，也就是小道消息，传得快但常常不准。
Barriers include jargon, too much information, the wrong channel, like bad news by email, distance, cultural differences and lack of trust.
障碍包括行话、信息过多、渠道不当（比如用邮件通知坏消息）、距离、文化差异和缺乏信任。
In a tall structure, messages change as they pass through many levels.
在高耸型结构里，信息经过层层传递会走样。
Industrial relations are the relations between employers and employees.
劳资关系是雇主与雇员之间的关系。
Conflict comes from pay, conditions, job security and change.
冲突来自工资、工作条件、工作保障和变革。
Workers usually act together through a trade union, by collective bargaining, work-to-rule, an overtime ban, or a strike.
员工通常通过工会集体行动：集体谈判、按章工作、拒绝加班或罢工。
Employers may respond with negotiation, new contracts, threats of closure, or a lock-out.
雇主可能以谈判、修改合同、威胁关闭或停工闭厂来回应。
A neutral third party can settle conflict.
中立的第三方可以帮助解决冲突。
In conciliation, it helps the two sides talk and reach their own agreement, so they are more likely to accept it.
调解时，第三方帮助双方对话，由双方自己达成协议，所以更容易被接受。
In arbitration, it listens to both sides and then decides, which is faster and clearer, but one side may feel it lost.
仲裁时，第三方听取双方意见后作出决定，更快、更明确，但有一方可能觉得自己输了。
Employee participation and no-strike agreements help prevent conflict in the first place.
员工参与和不罢工协议有助于从一开始就预防冲突。
Check yourself without notes. Calculate a turnover rate, choose a leadership style for a crisis, use expectancy theory on the piece-rate problem, and choose between conciliation and arbitration.
不看笔记自测：计算一个流动率；为危机选一种领导风格；用期望理论分析计件工资的问题；再在调解和仲裁之间作出选择。