Skills_of_an_Effective_Administrator+翻譯.doc

Skills of an Effective Administrator (Robert L. Katz, Harvard Business School Press, 1993) Although the selection and training of good administrators is widely recognized as one of American industrys most pressing (紧迫的)problems, there is surprisingly little agreement among executives（主管们，高管们）or educators on what makes a good administrator. The executive development programs of some of the nations leading corporations（公司，企业） and colleges reflect a tremendous variation（巨大地变化） in objectives.（目的，目标，宗旨） This quest(追求，寻找) for the executive stereotype（陈腔滥调） has become so intense（强烈的） that many companies, in concentrating on certain specific traits （特性）or qualities, stand in danger of losing sight of their real concern: what a man can accomplish. It is the purpose of this article to suggest what may be a more useful approach to the selection and development of administrators. This approach is based not on what good executives are (their innate（先天的） traits and characteristics), but rather on what they do (the kind of skills which they exhibit in carrying out their jobs effectively). As used here, a skill implies（意味着） an ability which can be developed, not necessarily inborn（先天的） and which is manifested（证明，显示） in performance（绩效）, not merely in potential. So the principal criterion （标准，准则）of skillfulness must be effective action under varying conditions. THREE SKILL APPROACH It is assumed（假定的，假装的） here that an administrator is one who (a) directs the activities of other persons and (b) undertakes the responsibility for achieving certain objectives through these efforts. Within this definition（定义，解说）, successful administrators appears to rest on three basic skills, which we call technical, human and conceptual.（概念上的） Technical skill: As used here, technical skill implies an understanding of, and proficiency（精通，熟练）in, a specific kind of activity, particularly involving methods, process, procedures or techniques. It is relatively（相当的）easy to for us to visualize（想象，设想，显现）