managerialism

简明释义

英[məˈnædʒəˌrɪəlɪzəm]美[məˈnædʒəˌrɪəlɪzəm]

管理主义

英英释义

单词用法

同义词

反义词

例句

1.This paper has reviewed the motive theory of MBO at first, the classical theory argues that MBO has speculation motive, raid motive, managerialism motive and distinct property right motive.

本文首先回顾了管理层收购动机理论，经典理论认为管理层收购具有投机性动机、掠夺性动机、管理主义动机以及明晰产权动机。

2.This is also the approach adopted by some universities, especially post '92 ones, which are characterised by a strong managerialism.

这也是一些大学的做法，特别是后92年的，其特点是由一个强大的管理主义。

3.This paper has reviewed the motive theory of MBO at first, the classical theory argues that MBO has speculation motive, raid motive, managerialism motive and distinct property right motive.

本文首先回顾了管理层收购动机理论，经典理论认为管理层收购具有投机性动机、掠夺性动机、管理主义动机以及明晰产权动机。

4.In education, managerialism often leads to a focus on standardized testing rather than holistic learning.

在教育领域，管理主义往往导致对标准化考试的关注，而不是整体学习。

5.The rise of managerialism has transformed how organizations approach leadership and decision-making.

管理主义的兴起改变了组织如何处理领导和决策。

6.The healthcare sector is increasingly influenced by managerialism, impacting patient care.

医疗行业越来越受到管理主义的影响，影响患者护理。

7.Critics argue that managerialism prioritizes efficiency over employee well-being.

批评者认为管理主义优先考虑效率而非员工福祉。

8.Many non-profits struggle with managerialism, as it can clash with their mission-driven goals.

许多非营利组织在管理主义中挣扎，因为这可能与他们的使命驱动目标相冲突。

作文

In the contemporary world, the concept of managerialism has gained significant traction across various sectors, including education, healthcare, and corporate environments. Managerialism is a belief that management techniques and practices can be applied universally to improve efficiency and effectiveness in organizations. This philosophy suggests that managers should be equipped with the necessary skills and knowledge to lead their teams effectively, thereby enhancing overall productivity. However, while managerialism promotes the idea of structured management, it also raises questions about the implications of applying business-like strategies to non-business contexts.One of the primary advantages of managerialism is its focus on accountability and performance measurement. In many organizations, especially in the public sector, there is a growing demand for transparency and results-oriented approaches. By adopting managerialism, organizations can implement performance indicators and metrics that help assess the effectiveness of their programs and initiatives. This data-driven approach can lead to improved decision-making and resource allocation, ultimately benefiting stakeholders.However, critics of managerialism argue that this approach can lead to a narrow focus on quantifiable outcomes at the expense of qualitative factors. For instance, in education, the emphasis on standardized testing as a measure of student success can overshadow the importance of critical thinking, creativity, and emotional intelligence. Educators may feel pressured to 'teach to the test,' which can stifle innovation and limit the holistic development of students. Thus, while managerialism aims to enhance efficiency, it can inadvertently create a rigid environment that prioritizes metrics over meaningful learning experiences.Furthermore, managerialism often promotes a top-down approach to leadership, where decisions are made by a select group of managers rather than involving input from employees at all levels. This can lead to disengagement among staff members, as they may feel their expertise and insights are undervalued. In contrast, organizations that embrace participatory management styles tend to foster a sense of ownership and collaboration among employees, leading to higher morale and job satisfaction.Another concern related to managerialism is its potential to create a culture of competition rather than cooperation. When organizations prioritize individual performance metrics, employees may become more focused on personal achievements rather than working together towards common goals. This competitive atmosphere can undermine teamwork and collaboration, which are essential for fostering innovation and adaptability in an ever-changing business landscape.In conclusion, while managerialism offers valuable tools for improving organizational efficiency and accountability, it is essential to recognize its limitations and potential drawbacks. Organizations must strike a balance between implementing effective management practices and nurturing a collaborative and inclusive work environment. By doing so, they can harness the benefits of managerialism while ensuring that the human elements of creativity, engagement, and teamwork remain at the forefront of their operations. Ultimately, the goal should be to create organizations that not only perform well but also cultivate a positive and empowering culture for all employees.

管理主义在当今世界中已经在教育、医疗和企业环境等各个领域获得了显著的关注。管理主义是一种信念，认为管理技术和实践可以普遍应用于提高组织的效率和有效性。这一理念表明，管理者应该具备必要的技能和知识，以有效领导他们的团队，从而提升整体生产力。然而，尽管管理主义提倡结构化管理的理念，但它也引发了将商业策略应用于非商业背景的影响问题。管理主义的主要优点之一是其对问责制和绩效测量的关注。在许多组织中，尤其是在公共部门，对透明度和结果导向方法的需求日益增长。通过采用管理主义，组织可以实施绩效指标和度量标准，帮助评估其项目和倡议的有效性。这种数据驱动的方法可以改善决策和资源分配，最终使利益相关者受益。然而，管理主义的批评者认为，这种方法可能导致对可量化结果的狭隘关注，而忽视定性因素。例如，在教育领域，强调标准化测试作为学生成功的衡量标准可能会掩盖批判性思维、创造力和情商的重要性。教育工作者可能感到被迫“以考试为中心教学”，这可能抑制创新并限制学生的全面发展。因此，尽管管理主义旨在提高效率，但它可能无意中创造出一种优先考虑指标而非有意义学习体验的僵化环境。此外，管理主义通常促进自上而下的领导风格，即由少数管理者做出决策，而不是让各级员工参与意见。这可能导致员工的参与感降低，因为他们可能会觉得自己的专业知识和见解被低估。相比之下，采用参与式管理风格的组织往往能够在员工之间培养一种归属感和合作精神，从而提高士气和工作满意度。与管理主义相关的另一个问题是它可能创造出竞争文化，而不是合作文化。当组织优先考虑个人绩效指标时，员工可能更加关注个人成就，而不是共同努力实现共同目标。这种竞争氛围可能削弱团队合作和协作，而这些对于在不断变化的商业环境中促进创新和适应能力至关重要。总之，尽管管理主义为提高组织效率和问责制提供了有价值的工具，但必须认识到其局限性和潜在缺陷。组织必须在实施有效的管理实践和培养协作与包容的工作环境之间找到平衡。通过这样做，他们可以利用管理主义的好处，同时确保创造力、参与感和团队合作的人文元素始终保持在其运营的前沿。最终，目标应该是创建不仅表现良好，而且为所有员工培养积极和赋权文化的组织。