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1 personnel
personnel [‚pɜ:səˈnel]* * *[ˌpɜːsə'nel]1) gen, Military (staff, troops) personnel m2) Administration (also Personnel) service m du personnel -
2 personnel
2 Admin ( also Personnel) service m du personnel ; you'll have to see personnel about that vous devrez consulter le service du personnel à ce sujet. -
3 personnel
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4 personnel ...
<tech.gen> ■ Personen-... -
5 operating personnel
<tech.gen> ■ Bedienungspersonal n -
6 service personnel
<tech.gen> ■ Wartungspersonal n -
7 staff
I
1.
noun or noun plural(a group of people employed in running a business, school etc: The school has a large teaching staff; The staff are annoyed about the changes.)
2. verb(to supply with staff: Most of our offices are staffed by volunteers.)
II
plural - staves; noun(a set of lines and spaces on which music is written or printed.)staff n personaltr[stɑːf]1 (personnel - gen) personal nombre masculino, empleados nombre masculino plural, plantilla; (- teachers) profesorado, personal docente2 SMALLMILITARY/SMALL estado mayor4 SMALLMUSIC/SMALL pentagrama nombre masculino1 proveer de personal\SMALLIDIOMATIC EXPRESSION/SMALLthe staff of life el pan de cada díageneral staff SMALLMILITARY/SMALL estado mayorstaff entrance entrada del personalstaff nurse enfermero,-a cualificado,-astaff of office bastón nombre masculino de mandostaff ['stæf] vt: proveer de personal1) : bastón m (de mando), báculo m (de obispo)n.• asta s.f.• bastón s.m.• bordón s.m.• báculo s.m.• cuadro s.m.• dotación s.f.• empleados s.m.pl.• estado s.m.• estado mayor s.m.• palo s.m.• pentagrama s.m.• personal s.m.• vara s.f.v.• dotar v.• proveer de personal v.
I stæf, stɑːf1)a) ( as group) (+ sing o pl vb) personal mthe teaching staff — el personal docente, el profesorado
the editorial staff — los redactores, la redacción
a member of staff — un empleado; (before n)
staff meeting — ( Educ) reunión f de profesores
b) ( as individuals) (BrE) (pl staff) (+ pl vb) empleados mpl2)staff of office — bastón m de mando
b) ( flag staff) asta f‡
II
transitive verb proveer* or dotar de personal
I [stɑːf]1. Nthe teaching staff — el cuerpo docente, el profesorado
2) (Mil) estado m mayor3) † (=stick) bastón m, vara f ; (pilgrim's) bordón m ; (=symbol of authority) bastón m de mando; (bishop's) báculo m ; [of flag, lance etc] asta f2.to be well staffed — (fully staffed) tener la plantilla completa; (with good workers) tener un buen personal
3.CPDstaff association N — asociación f del personal
staff canteen N — comedor m de personal
staff college N — escuela f militar superior
staff discount N — descuento m para el personal
staff meeting N — reunión f de personal
staff nurse N — enfermero(-a) m / f titulado(-a)
staff officer N — oficial m del Estado Mayor
staff room N — sala f de profesores
staff-student ratio N — proporción f alumnos-profesor
staff training N — formación f de personal
II
[stɑːf]N (pl staves or staff) (Mus) pentagrama m* * *
I [stæf, stɑːf]1)a) ( as group) (+ sing o pl vb) personal mthe teaching staff — el personal docente, el profesorado
the editorial staff — los redactores, la redacción
a member of staff — un empleado; (before n)
staff meeting — ( Educ) reunión f de profesores
b) ( as individuals) (BrE) (pl staff) (+ pl vb) empleados mpl2)staff of office — bastón m de mando
b) ( flag staff) asta f‡
II
transitive verb proveer* or dotar de personal -
8 staff *****
[stɒːf]1. n1) (personnel: gen) personale m, (servants) personale di servizio, Mil Stato Maggioreto be on the staff — far parte del personale or dell'organico
a staff of 15 — un personale or organico di 15 persone
"staff only" — "passaggio di servizio"
3) Musstave — pentagramma m, rigo
2. vtto be staffed by Asians/women — avere un personale asiatico/costituito da donne
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9 corporate restructuring
Gen Mgta fundamental change in direction and strategy for an organization that affects the way in which the organization is structured. Corporate restructuring may involve increasing or decreasing the layers of personnel between the top and the bottom of an organization, or reassigning roles and responsibilities. Invariably, corporate restructuring has come to mean reorganizing after a period of unsatisfactory performance and poor results, and is often manifested in the divestment or closure of parts of the business and the outplacement, or shedding, of personnel. In this case, corporate restructuring is used as a euphemism for delayering, rationalization, downsizing, or rightsizing. -
10 insourcing
Gen Mgtthe use of in-house personnel or an internal department to meet an organization’s need for specific services. Insourcing is seen as a reaction to the growing popularity of outsourcing that has not always met expectations. An insourcing strategy is chosen where it appears that a better service can be provided from internal resources than from an external supplier. In some cases, organizations opt for a combination of outsourcing and insourcing in which external service providers work in cooperation with in-house personnel. -
11 bureaucracy
Gen Mgtan organization structure with a rigid hierarchy of personnel, regulated by set rules and procedures. Max Weber believed that a bureaucracy was technically the most efficient form of organization. He described a bureaucracy as an organization structured around official functions that are bound by rules, each function having its own specified competence. The functions are structured into offices, which are organized into a hierarchy that follows technical rules and norms. Managers in a bureaucracy possess a rational-legal type of authority derived from the office they hold. Bureaucracies have been criticized for eradicating inspiration and creativity in favor of impersonality and the mundaneness and regularity of corporate life. This was best described in William H. Whyte’s The Organization Man, published in 1956, in which the individual was taken over by the bureaucratic machine in the name of efficiency. A more recent and humorous interpretation of life in a bureaucracy has been depicted by Scott Adams in The Dilbert Principle (1996). The term bureaucracy has gradually become a pejorative synonym for excessive and time-consuming paperwork and administration. Bureaucracies fell subject to delayering and downsizing from the 1980s onward, as the flatter organization became the target structure to ensure swifter market response and organizational flexibility. -
12 centralization
Gen Mgtthe gathering together, at a corporate headquarters, of specialist functions such as finance, personnel, and information technology. Centralization is usually undertaken in order to effect economies of scale and to standardize operating procedures throughout the organization. Centralized management can become cumbersome and inefficient, and may produce communication problems. Some organizations have shifted toward decentralization to try to avoid this. -
13 change management
Gen Mgtthe coordination of a structured period of transition from situation A to situation B in order to achieve lasting change within an organization. Change management can be of varying scope, from continuous improvement, which involves small ongoing changes to existing processes, to radical and substantial change involving organizational strategy. Change management can be reactive or proactive. It can be instigated in reaction to something in an organization’s external environment, for example, in the realms of economics, politics, legislation, or competition, or in reaction to something within the processes, structures, people, and events of the organization’s internal environment. It may also be instigated as a proactive measure, for example, in anticipation of unfavorable economic conditions in the future. Change management usually follows five steps: recognition of a trigger indicating that change is needed; clarification of the end point, or “where we want to be”; planning how to achieve the change; accomplishment of the transition; and maintenance to ensure the change is lasting. Effective change management involves alterations on a personal level, for example, a shift in attitudes or work routines, and thus personnel management skills such as motivation are vital to successful change. Other important influences on the success of change management include leadership style, communication, and a unified positive attitude to the change among the workforce. Business process reengineering is one type of change management, involving the redesign of processes within an organization to raise performance. Change agents are those people within an organization who are leaders and champions of the change process. With the accelerating pace of change in the business environment in the 1990s and 2000s, change has become accepted as a fact of business life and is the subject of books on management. -
14 departmentalization
Gen Mgtthe division of an organization into sections. Departmentalization is usually based on operating function, and organizations will commonly have departments for, for example, finance, personnel, or marketing. Such organizational structure is typical of a bureaucracy. It may be used in centralization, when a particular activity is undertaken by one department in one location on behalf of the whole organization, but may equally be a feature of a decentralized organization, in which departments are used as individual operating units responsible for their own management. -
15 feasibility study
Gen Mgtan investigation into a proposed plan or project to determine whether and how it can be successfully and profitably carried out. Frequently used in project management, a feasibility study may examine alternative methods of reaching objectives or be used to define or redefine the proposed project. The information gathered must be sufficient to make a decision on whether to go ahead with the project or to enable an investor to decide whether to commit finances to it. This will normally require analysis of technical, financial, and market issues, including an estimate of resources required in terms of materials, time, personnel, and finance, and the expected return on investment. -
16 hazardous substance
Gen Mgta substance that creates a potential danger to people in the workplace. Employers have a duty to assess the risks from hazardous substances to personnel and customers, and to ensure that no one is endangered. Substances classed as hazards could be raw materials used in production, fumes, or other byproducts resulting from workplace activities. They may also be substances linked to seemingly innocuous activities, for example, cleaning fluids and toner for photocopiers. Health and safety policies must cover this area, and risk assessments must be carried out to ascertain the potential dangers. -
17 indirect cost
Gen Mgta fixed or overhead cost that cannot be attributed directly to the production of a particular item and is incurred even when there is no output. Indirect costs may include the cost center functions of finance and accounting, information technology, administration, and personnel. -
18 industrial engineering
Gen Mgtan applied science discipline concerned with the prediction, planning, evaluation, and improvement of company effectiveness. The purpose of industrial engineering is to maximize efficiency, quality, and production through the best use of personnel, materials, facilities, and equipment. -
19 management
Gen Mgt, HRthe use of professional skills for identifying and achieving organizational objectives through the deployment of appropriate resources. Management involves identifying what needs to be done, and organizing and supporting others to perform the necessary tasks. A manager has complex and ever-changing responsibilities, the focus of which shifts to reflect the issues, trends, and preoccupations of the time. At the beginning of the 20th century, the emphasis was both on supporting the organization’s administration and managing productivity through increased efficiency. Organizations following the models of Henri Fayol and Max Weber built the functional divisions of personnel management, production management, marketing management, operations management, and financial management. At the beginning of the 21st century, those original drivers are still much in evidence, although the emphasis has moved to the key areas of competence such as people management. Although management is a profession in its own right, its skill-set often applies to professionals of other disciplines. -
20 manager
Gen Mgta person who identifies and achieves organizational objectives through the deployment of appropriate resources. A manager can have responsibilities in one or more of five key areas: managing activities; managing resources; managing information; managing people; and managing himor herself at the same time as working within the context of the organizational, political, and economic business environments. There are managers in all disciplines and activities, although some may not bear the title of manager. Some specialize in areas such as personnel, marketing, production, finance, or project management, while others are general managers, applying management skills across all business areas. Very few jobs are entirely managerial, and very few exist without any management responsibilities. It is the capability to harness resources that largely distinguishes a manager from a non-manager.
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