managerialist

简明释义

英[ˌmænɪˈdʒɪrɪəlist]美[ˌmænɪˈdʒɪrɪəlist]

n. 管理主义拥护者

英英释义

单词用法

同义词

反义词

例句

1.Conceptual causes basically consist of negative effects of the concepts of nationalist law, compulsionist law and managerialist law.

观念的原因主要有国家主义法律观、强制主义法律观和管理主义法律观的负面影响；

2.Building Shared vision is one of The five disciplines of learning organization which had been advanced by American famous managerialist Peter m.

建立共同愿景是美国著名管理学家彼得·圣吉提出的学习型组织的五项修炼之一。

3.Building Shared vision is one of The five disciplines of learning organization which had been advanced by American famous managerialist Peter m.

建立共同愿景是美国著名管理学家彼得·圣吉提出的学习型组织的五项修炼之一。

4.The managerialist framework emphasizes efficiency over creativity.

该管理主义者的框架强调效率而非创造力。

5.In her book, she critiques the managerialist culture in modern organizations.

在她的书中，她批评了现代组织中的管理主义者的文化。

6.Critics argue that a purely managerialist perspective overlooks employee well-being.

批评者认为，纯粹的管理主义者的观点忽视了员工的福祉。

7.The company adopted a managerialist approach to streamline operations.

公司采用了管理主义者的方法来简化操作。

8.His managerialist mindset helped improve team productivity significantly.

他管理主义者的思维帮助显著提高了团队生产力。

作文

In today's rapidly evolving business landscape, the term managerialist (管理者主义者) has gained significant attention. This concept refers to a style of management that emphasizes efficiency, control, and the systematic organization of resources. As organizations face increasing pressures to perform and innovate, understanding the implications of a managerialist (管理者主义者) approach becomes essential for both leaders and employees alike.The roots of managerialist (管理者主义者) thinking can be traced back to the early 20th century with the rise of scientific management principles proposed by figures like Frederick Taylor. Taylor's ideas focused on optimizing work processes and maximizing productivity through careful observation and measurement. This foundational philosophy laid the groundwork for what we now consider managerialist (管理者主义者) practices in contemporary organizations.A key characteristic of a managerialist (管理者主义者) approach is its reliance on data and metrics to drive decision-making. In an era where big data and analytics dominate the business world, managers are increasingly expected to base their strategies on quantitative insights. While this can lead to more informed choices, it also raises concerns about the potential overemphasis on numbers at the expense of qualitative factors such as employee morale and creativity.Moreover, the managerialist (管理者主义者) mindset often prioritizes short-term results over long-term sustainability. This focus can create a culture where employees feel pressured to meet immediate targets, potentially leading to burnout and disengagement. Organizations that adopt a purely managerialist (管理者主义者) framework may struggle to foster a sense of purpose among their workforce, as individuals become mere cogs in a well-oiled machine rather than valued contributors to a larger mission.However, it is important to recognize that a managerialist (管理者主义者) approach is not inherently negative. When applied judiciously, it can enhance organizational efficiency and effectiveness. For instance, during times of crisis, a clear and structured managerialist (管理者主义者) strategy can help navigate uncertainty and maintain stability. Leaders who can balance the benefits of managerialist (管理者主义者) techniques with a more human-centered approach are likely to see better outcomes in terms of both performance and employee satisfaction.In conclusion, the concept of managerialist (管理者主义者) management plays a crucial role in shaping modern organizations. While it offers valuable tools for enhancing efficiency and driving results, it is vital for leaders to remain mindful of the potential pitfalls associated with an overly rigid adherence to these principles. By fostering a culture that values both data-driven decision-making and the well-being of employees, organizations can harness the strengths of a managerialist (管理者主义者) approach while mitigating its drawbacks. Ultimately, the goal should be to create a balanced environment where efficiency and humanity coexist, paving the way for sustainable success in the ever-changing business world.

在当今快速发展的商业环境中，术语managerialist（管理者主义者）引起了显著关注。这个概念指的是一种管理风格，强调效率、控制和资源的系统组织。随着组织面临日益增加的表现和创新压力，理解managerialist（管理者主义者）方法的影响对于领导者和员工来说都变得至关重要。managerialist（管理者主义者）思维的根源可以追溯到20世纪初，科学管理原则的兴起，提出这些原则的人物包括弗雷德里克·泰勒。泰勒的思想集中于通过仔细观察和测量来优化工作流程和最大化生产力。这一基础哲学为我们现在所认为的当代组织中的managerialist（管理者主义者）实践奠定了基础。managerialist（管理者主义者）方法的一个关键特征是其依赖数据和指标来驱动决策。在一个大数据和分析主导商业世界的时代，经理们越来越被期望基于定量见解来制定战略。虽然这可能导致更明智的选择，但它也引发了关于过度强调数字而忽视员工士气和创造力等定性因素的潜在担忧。此外，managerialist（管理者主义者）心态往往优先考虑短期结果而非长期可持续性。这种关注可能会造成一种文化，使员工感到被迫满足即时目标，可能导致倦怠和失去参与感。采取纯粹managerialist（管理者主义者）框架的组织可能会在培养员工对工作的目的感方面遇到困难，因为个人变成一个运转良好的机器中的齿轮，而不是更大使命的有价值的贡献者。然而，重要的是要认识到managerialist（管理者主义者）方法并不固有地消极。当谨慎应用时，它可以增强组织的效率和有效性。例如，在危机时期，明确和结构化的managerialist（管理者主义者）战略可以帮助应对不确定性并维持稳定。能够平衡managerialist（管理者主义者）技术优势与以人为本的方法的领导者，可能会在业绩和员工满意度方面看到更好的结果。总之，managerialist（管理者主义者）管理的概念在塑造现代组织中发挥着至关重要的作用。虽然它提供了增强效率和推动结果的宝贵工具，但领导者必须时刻关注过于严格遵循这些原则可能带来的潜在陷阱。通过培养一种重视数据驱动决策和员工福祉的文化，组织可以利用managerialist（管理者主义者）方法的优势，同时减轻其缺点。最终，目标应是创造一个效率与人性共存的平衡环境，为在不断变化的商业世界中实现可持续成功铺平道路。