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  • Greetings, I’m Tom Edwards. I’m a longtime faculty member with the Engineering

    你好,我是湯姆-愛德華茲。我是工程系的一名長期教師

  • Management Department and a practitioner of management of engineering organizations for several decades.

    管理系,也是幾十年來工程組織管理的實踐者。

  • The first chart that were looking at is a quote by Norm Augustine from the Wall Street Journal recently.

    我們要看的第一張圖是最近《華爾街日報》上諾姆-奧古斯丁的一句話。

  • It sums up nicely what we try to do throughout the Engineering Management Program. Focus and encourage students to develop critical

    這很好地概括了我們在整個工程管理項目中努力的方向。注重並鼓勵學生髮展關鍵的

  • thinking, creative problem solving, and communication.

    思維、創造性解決問題和溝通。

  • Let me ask you a question. Once we decide that we want to be the individual that leads our team, our department, or our company, what

    讓我問你一個問題。 一旦我們決定要成為上司我們的團隊、部門或公司的個人,什麼是

  • do you need to know beyond engineering?

    你需要知道工程之外的東西嗎?

  • We often receive this first opportunity to lead based on our engineering success.

    我們往往根據自己的工程成功經驗,獲得這第一次的上司機會。

  • So why study management beyond that?

    那為什麼要研究管理之外的東西呢?

  • The second chart is a photograph of the Duomo, or the cathedral, in Florence, Italy.

    第二張圖是意大利佛羅倫薩的大教堂(Duomo),也就是大教堂的照片。

  • Now, this dome that youre looking at in this photograph was an architectural masterpiece of the 15th century.

    現在,你在這張照片上看到的這個穹頂是15世紀的建築傑作。

  • This dome was constructed using 25 thousand tons of brick.

    這個穹頂是用2.5萬噸磚砌成的。

  • It’s a marvel. If you ever get the opportunity to visit, I certainly encourage you to do so.

    這是一個奇蹟。 如果你有機會去參觀,我當然鼓勵你去。

  • Well, the engineers of the 15th century that constructed this masterpiece did not have the structural analysis tools that every sophomore

    15世紀的工程師們建造了這一傑作,但他們並沒有每個大二學生都能使用的結構分析工具。

  • engineering student takes for granted today.

    工科生在今天看來是理所當然的。

  • Recall that this is the 15th century. Hooke’s law about stress and strain wasn’t developed until the 17th century, or 200 years later.

    記得這是15世紀。 胡克關於應力和應變的定律直到17世紀,也就是200年後才發展起來。

  • Therefore the cranes and winches that hauled the brick from the street level up to where the construction was happening were designed

    是以,將磚塊從街面拖到施工現場的吊車和絞車都是經過設計的。

  • based on the humors of the wood used in their construction.

    根據其結構中使用的木材的腐殖質。

  • The architects and engineers believed that certain woods had a dry humor or a moist humor or a hard or soft humor.

    建築師和工程師們認為,某些木材具有乾燥的幽默感或潮溼的幽默感,或堅硬或柔軟的幽默感。

  • And that you could match hard with moist but you couldn’t match soft with dry.

    你可以把硬的和溼的搭配起來,但你不能把軟的和乾的搭配起來。

  • And as long as you matched humors, the device would be fine.

    而只要你配合幽默,設備就可以了。

  • Needless to say, countless accidents occurred when this machinery failed and the load of brick fell to the streets below.

    不用說,當這臺機械出現故障,磚頭的負荷落到下面的街道時,發生了無數的事故。

  • In our day, smart engineers sometimes have difficulty transitioning to managers.

    在我們這個時代,聰明的工程師有時很難轉型為管理者。

  • As technical people, it’s natural for us to equate analysis with mathematical manipulation of physical laws, and we base

    作為技術人員,我們很自然地把分析等同於對物理規律的數學操作,我們根據

  • our actions on the results of this analysis. No engineer today would select a material without an analysis of the required properties.

    我們的行動取決於分析的結果。 今天,沒有一個工程師會在沒有對所需性能進行分析的情況下選擇一種材料。

  • However, as we discussed before, the medieval engineers who built the Duomo often based their machinery design on the humors

    然而,正如我們之前所討論的那樣,中世紀建造大教堂的工程師們經常根據幽默感來設計他們的機械。

  • of wood because they didn't have the stress analysis tools available to them.

    的木材,因為他們沒有'的應力分析工具。

  • Management deals with people and how they interact with each other and organizations.

    管理涉及到人以及人與人和組織之間的互動。

  • People are a lot more complex than stress analysis, which makes it difficult to tease apart the principles of how people in

    人比壓力分析要複雜得多,這就很難挑明人在的原則。

  • organizations function.

    組織運作。

  • Nevertheless, there is a science that studies this and makes principles and theories available to management practitioners like us.

    儘管如此,還是有一門科學來研究這個問題,並把原理和理論提供給我們這樣的管理工作者。

  • We need to understand these principles and theories and apply them to managing people and organizations.

    我們需要了解這些原則和理論,並將其應用於管理人員和組織。

  • If we just make it up as we go along, or hip shoot our way through situations based on our gut instincts, were really being analogous to

    如果我們只是隨心所欲地編造,或者憑著我們的直覺,用臀部射擊的方式來解決問題,那我們就真的是類似於

  • the medieval engineers whose designs failed because they didn't have the analytical tools available to them.

    中世紀的工程師,他們的設計失敗了,因為他們沒有'分析工具提供給他們。

  • Now don’t get me wrong on this. Creativity and judgment factors are critical to developing effective leadership.

    現在不要誤會我的意思。 創造力和判斷力因素對培養有效的領導力至關重要。

  • But we need to start with the theories and principles that organization researchers and experienced practitioners have made available

    但我們需要從組織研究者和有經驗的實踐者提供的理論和原則入手

  • to us.

    對我們來說。

  • Now the third chart is a summary of the thinking and the research of John Kotter, a very highly respected management scholar.

    現在第三張圖是一位非常受人尊敬的管理學者約翰-科特的思想和研究的總結。

  • And he breaks management down into two constituents: One is leadership, and the other is management.

    而他把管理分解成兩個成分。一個是領導力,另一個是管理。

  • Management as the chart indicates is about managing complexity and things. It’s about schedules, terms & conditions, and contracts.

    如圖所示,管理是關於管理複雜性和事物。 它是關於時間表、條款& 條件和合同。

  • It’s about budgets and all these hardcore nuts and bolts.

    這是關於預算和所有這些硬核螺母和螺栓。

  • And John Kotter subsequently subdivides this management of complexity into three sub tier areas:

    而John Kotter隨後將這種複雜性的管理細分為三個子層領域。

  • budgeting and planning; organizing and staffing; controlling and problem solving.

    預算編制和規劃;組織和人員配置;控制和解決問題;

  • The other side of this dichotomy of a manager’s job is leadership, which is about change and aligning people.

    經理人工作的這種二分法的另一面是領導力,它是關於變革和調整人的。

  • The three sub tier activities here are vision, aligning people, (or getting them to buy into the vision that youve generated), and

    這裡的三個子層活動是:願景、調整人員,(或讓他們接受你產生的願景),以及

  • motivating and inspiring.

    激勵和鼓舞人心。

  • And you can see there’s some crosstalk between these two.

    你可以看到這兩個人之間有一些串擾。

  • Just look at the first line that leadership is about developing the vision.

    就看第一條,領導力就是要發展願景。

  • Well, management is about the plan to accomplish that vision, and what budget is required, and you really need to have both.

    好吧,管理就是為了完成這個願景的計劃,以及需要什麼樣的預算,你真的需要這兩樣東西。

  • So what we try to do here in the Engineering Management program is shown by the fourth chart,

    所以我們在工程管理專業這裡嘗試做的事情,由第四張圖可以看出。

  • which continues John Kotter’s dichotomy between management and leadership and superimposes on it the Engineering

    它延續了約翰-科特在管理和上司之間的二分法,並在此基礎上疊加了 "工程"。

  • Management curriculum.

    管理課程。

  • Where you can see that for the management of complexity and things, some of the core courses that address this are:

    在這裡你可以看到,對於複雜和事物的管理,一些核心課程解決的是。

  • Economics for Engineering Management, two courses in Financial Management, two course in Managerial Statistics, and two courses in

    工程管理經濟學、財務管理學兩門課程、管理統計學兩門課程、工程管理學兩門課程

  • Operations Research.

    營運研究。

  • This is really the the real deal, and the hardcore tools required for this management of complexity.

    這才是真正的貨真價實,也是這種複雜管理所需要的硬核工具。

  • And the adjoining side of this, the leadership, that’s about change in people.

    而這其中的毗連面,領導力,那就是關於人的改變。

  • There are two courses in Engineering Management, with the first one covering the basics of management, and the other about

    工程管理專業有兩門課程,第一門課程是管理學的基礎知識,另一門是關於

  • creative management.

    創意管理;

  • Communications, Problems in Human Relations, and Organization Behavior, which is about how people work together in

    溝通、人際關係中的問題和組織行為,它是關於人們如何在

  • organizations.

    各組織:

  • And then the Capstone course, Problems in Engineering Administration, attempts to bridge these two and bring it all together.

    然後Capstone課程《工程管理中的問題》試圖將這兩門課程銜接起來,並將其整合在一起。

  • So, how do you provide a leadership vision for your organization or department, and how do you put a plan in place to make that happen?

    那麼,你如何為你的組織或部門提供一個領導力的願景,又如何制定一個計劃來實現這個願景呢?

  • How do you use both sides of John Kotter’s dichotomy of a manager’s job?

    如何運用約翰-科特對管理者工作的二分法的兩面性?

  • And the last chart here is what I’ll humbly call the Pyramid of Managerial Wisdom.

    而這裡的最後一張圖,我謙虛地稱之為管理者智慧金字塔。

  • And what we try to do here is infuse this in many of our courses.

    而我們在這裡嘗試做的是將這一點注入到我們的許多課程中。

  • Where the basics of what you need, the base of the pyramid if you will, is content knowledge.

    其中,你需要的基礎知識,也就是金字塔的底座,如果你願意,就是內容知識。

  • These are the things that you need to know: the equations, the understanding of the legal structure of organizations, etc.

    這些都是你需要知道的:方程、對組織法律結構的理解等。

  • This is the content knowledge.

    這就是內容知識。

  • And if you go a little higher up the pyramid it’s about skills.

    而如果你再往金字塔的更高處走,那就是技能了。

  • And skills are how to manipulate or use the content knowledge to come up with creative solutions to business problems, organizational

    而技能則是指如何操縱或利用內容知識,創造性地提出解決商業問題的方法,組織

  • problems, or Engineering Management problems.

    問題,或工程管理問題。

  • At the top of the pyramid is judgment. Judgment is impossible to learn in the classroom.

    在金字塔的頂端是判斷力。 判斷力在課堂上是不可能學到的。

  • Judgment is what youre going to learn out in the world as you take the content knowledge and skills that we addressed in this program

    判斷力是你在外面的世界要學習的內容知識和技能,我們在這個項目中解決的內容知識和技能。

  • and deploy them in solving problems for your organization.

    並在為您的組織解決問題時部署它們。

  • And I encourage you to reflect mindfully on these experiences.

    而我鼓勵你用心反思這些經驗。

  • As you apply these skills and content knowledge to organizational problems, judge the outcome.

    當你應用這些技能和內容知識來解決組織問題時,要判斷結果。

  • How did it work? What could you have done better? What didn’t quite work?

    它是如何工作的? 哪些地方可以做得更好? 哪些地方不太成功?

  • And then refine your approach based on that. That’s the road to managerial judgment.

    然後在此基礎上完善自己的方法。 這就是管理判斷的道路。

  • Start with the basics, apply them, and then gain confidence in what works.

    從基礎知識入手,加以應用,然後對工作充滿信心。

  • Or, critically evaluate what doesn’t work, and change it so that it works for your specific organization.

    或者,批判性地評估那些不起作用的東西,並改變它,使之適合你的特定組織。

  • Hopefully this has been helpful, and I look forward to seeing many of you in my classes. Thank you.

    希望對大家有所幫助,期待在我的課堂上看到很多人。 謝謝大家

Greetings, I’m Tom Edwards. I’m a longtime faculty member with the Engineering

你好,我是湯姆-愛德華茲。我是工程系的一名長期教師

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B1 中級 中文 管理 組織 領導力 願景 知識 分析

什麼是管理者必需知道的 (What Managers Need to Know)

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    顏惠儀 發佈於 2015 年 03 月 10 日
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