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81 populist policy
популизм
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[ http://www.eionet.europa.eu/gemet/alphabetic?langcode=en]
популизм
популистская экономическая политика
Направление экономической политики, в разные периоды проводившееся во многих странах и хорошо изученное экономистами. Обычно заключается в провозглашении и попытках реализации очень понятных и популярных в народе целей, без учета действительных возможностей их достижения. Например, предлагается рост зарплаты, компенсация обесценивающихся из-за инфляции вкладов, сокращение налогов, денежная поддержка предприятий, не находящих сбыта своей продукции, и так далее — кто скажет, что все это плохо, неблагородно? Но если у государства недостаточно ресурсов для всего этого, неминуемо увеличится дефицит государственного бюджета, а значит, раскрутится инфляция. От нее всем, и в первую очередь более бедным слоям населения, «од?ренным благородными решениями», станет только хуже. Таково абсолютно неизбежное последствие популизма. См. также Коэффициент монетизации экономики, Кредитно-денежная политика,. Экономическая политика
[ http://slovar-lopatnikov.ru/]EN
patrimonial management
A type of leadership and management style attempting to gain the loyalty and support of subordinates by excessively providing for their needs and interests.
[http://www.eionet.europa.eu/gemet/alphabetic?langcode=en]Тематики
Синонимы
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Англо-русский словарь нормативно-технической терминологии > populist policy
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82 autocratic leadership
упр. автократичный [авторитарный\] стиль руководстваThey also report that autocratic leadership style has a negative influence on motivation. — Также они сообщают, что автократичный стиль руководства негативно влияет на мотивацию.
Syn:Ant:See: -
83 Hawthorne experiments
Gen Mgta series of studies undertaken at the Hawthorne plant of Western Electric in the United States from which Elton Mayo concluded that an approach emphasizing employee participation can improve productivity. The Hawthorne experiments began in 1924 as a study conducted by the National Research Council into the relationship between workplace lighting and employee efficiency, and was then extended to include wage incentives and rest periods. It was found that whatever variations were applied upward or downward, output rose, and this was termed the Hawthorne effect. The increased productivity was attributed to several causes, including small group size, earnings, the novelty of being part of an experiment, and the increased attention given to the employees being studied. The style of the supervisor, which was relaxed and friendly, in contrast to the then standard practice, was found to be particularly important. In a second group of employees, however, it was observed that, as the experiments progressed, output was restricted, and that whatever the incentive, the group showed a resistance to it. In 1929, and 1930, Elton Mayo visited Hawthorne. He linked supervisory style and levels of morale with productivity. High productivity resulted from an engaged supervisory style that encouraged participation. Low productivity resulted when a supervisor remained remote and retained a traditional supervisory role. The Hawthorne experiments established the importance of management style and interpersonal skills to organizational success. -
84 open-door policy
Gen Mgta receptive, listening approach to management characterized by a ready, informal availability on the part of the manager toward employees. Open-door management removes the need to make appointments or to show the deference traditionally associated with relationships between superiors and subordinates in hierarchies. The opposite management style is a closed-door policy, which is more formal. Openand closed-door policies can reflect different kinds of corporate culture. -
85 organization behavior
Gen Mgtthe study of human and group behavior within organizational settings. The study of organization behavior involves looking at the attitudes, interpersonal relationships, performance, productivity, job satisfaction, and commitment of employees, as well as levels of organizational commitment and industrial relations. Organization behavior can be affected by corporate culture, leadership, and management style. Organization behavior emerged as a distinct specialism from organization theory in the late 1950s and early 1960s through attempts to integrate different perspectives on human and management problems and develop an understanding of behavioral dynamics within organizations. -
86 360 degree appraisal
HRthe management style adopted depending on the location of a manager on the Managerial Grid™, indicating a preference for focusing on the task or people side of management -
87 zappy
zap·py[ˈzæpi]a \zappy advertising campaign eine zündende Werbekampagne* * *['zpɪ]adjpace, car fetzig (inf); (= lively) prose, style spritzig; management style dynamisch* * *zappy [-pı] adj umg schmissig, schwungvoll -
88 zappiness
['zpInɪs]n(of pace, car) Fetzigkeit f (inf); (of prose, style) Spritzigkeit f; (of management style) Dynamik f -
89 authoritarian
1. прил.1) пол., упр. авторитарный ( требующий высокой дисциплины и беспрекословного подчинения)See:2) общ. властный, не терпящий возраженийSee:2. сущ.1) полит. авторитарист ( сторонник авторитарной власти)2) полит., упр. деспот, любитель командовать, авторитаристAuthoritarians discourage questions and squelch independence. — Авторитаристы не одобряют вопросов и подавляют независимость.
Syn: -
90 hands on
прил.упр. практический; активный (о менеджере, которые принимает активное участие в работе организации, напр., имеет прямые контакты с работниками)Syn:See: -
91 laissez-faire
сущ.эк., франц. невмешательство (буквально переводится как "позволить делать")а) общ. (в самом общем смысле: политика или доктрина, основывающаяся на положении, что все должно идти своим чередом, не надо нарушать естественный ход вещей)б) эк. (экономическая доктрина, согласно которой государственное вмешательство в экономику должно быть минимальным)Syn:See:classical economics, invisible hand, laissez-faire management style, managed trade, classical liberalism, anarchic order, libertarianism
* * *
"лэссер-фэр", или "позволить делать" (франц.): экономическая доктрина, проповедующая минимальное вмешательство государства в экономику; такой подход был характерен для развития капитализма до начала ХХ в.; см. classical economics;* * ** * *. . Словарь экономических терминов . -
92 managerial conservatism
упр. управленческий консерватизм (стремление менеджеров к использованию стандартных, проверенных, традиционных методов управления; напр., ситуация, когда менеджеры склонны придерживаться не самой выгодной с точки зрения максимизации цены акций, но зато менее рискованной структуры капитала)See:Англо-русский экономический словарь > managerial conservatism
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93 open door policy
политика "открытых дверей"а) межд. эк., ист. ( политика США в конце 19 — перв. пол. 20 в., имевшая целью получить равные с другими державами возможности для экономического проникновения в Китай; провозглашена в 1899 г. государственным секретарем Дж. М. Хеем (John M. Hay); другое название — доктрина Хэя)б) межд. эк. (политика, имеющая целью обеспечить свободу торговли с другими странами)Syn:See:в) межд. эк. ( политика привлечения иностранного капитала)See:г) пол., соц. (политика, при которой страна разрешает свободный доступ иммигрантов на свою территорию)д) упр. (принцип доступности управляющего персонала, т. е. принцип управления, подразумевающий, что работники могут свободно обращаться к управленческому персоналу всех уровней по вопросам, касающимся деятельности организации)Syn:See:* * * -
94 participative-democratic
прил.упр. демократический*, основанный на участии* (в классификации стилей управления по Лайкерту термин относится к стилю управления, удовлетворяющему следующим признакам: лидеры доверяют подчиненным и убеждены в том, что их персонал ответственно трудится для достижения поставленных организацией целей; сообщения налажены четко, информационный поток осуществляется горизонтально и вертикально; цели формулируются по принципу сотрудничества людей, которые непосредственно вовлечены в практическое решение задач)See:Англо-русский экономический словарь > participative-democratic
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95 domineering
adjectiveherrisch, herrschsüchtig [Person]* * *[domi'niəriŋ]* * *domi·neer·ing[ˌdɒmɪˈnɪərɪŋ, AM ˌdɑ:məˈnɪr-]\domineering management style herrischer Führungsstil* * *["dɒmI'nIərɪŋ]adjherrisch; mother-in-law, husband etc also herrschsüchtig* * *domineering adj (adv domineeringly)1. tyrannisch, despotisch2. herrisch, gebieterisch3. anmaßend* * *adjectiveherrisch, herrschsüchtig [Person]* * *adj.tyrannisch adj. -
96 hands-off
adjectivehave a hands-off approach — sich heraushalten (to aus)
* * *a \hands-off approach to sth Befürwortung eines Führungsstils, der unteren Führungskräften große Freiheit lässtas a manager he has a \hands-off approach als Geschäftsführer lässt er die Zügel etwas lockerer\hands-off management style passiver Führungsstil* * *['hndz'ɒf]adjapproach etc passiva hands-off manager — ein Geschäftsführer, der die Zügel gern locker lässt
they have a hands-off policy/attitude — sie lassen die Zügel gern locker
* * *adjective -
97 domineering
\domineering management style herrischer Führungsstil -
98 hands-off
interventionsfrei;a \hands-off approach to sth Befürwortung eines Führungsstils, der unteren Führungskräften große Freiheit lässt;as a manager he has a \hands-off approach als Geschäftsführer lässt er die Zügel etwas lockerer;\hands-off management style passiver Führungsstil -
99 Packard, David
(1912–96) Gen MgtU.S. entrepreneur and business executive. Cofounder of Hewlett-Packard. Hewlett-Packard was noted for its corporate culture and management style based on openness, and respect for its employees. See Packard’s book The HP Way (1995). -
100 Johnson, Clarence Leonard (Kelly)
SUBJECT AREA: Aerospace[br]b. 27 February 1910 Michigan, USAd. 21 December 1990 Burbank County, California, USA[br]American aircraft designer responsible for many outstanding Lockheed aircraft over a period of almost forty-eight years.[br]The large and successful Lockheed Aircraft Corporation grew out of a small company founded by Allan and Malcolm Loughhead (pronounced "Lockheed") in 1913. The company employed many notable designers such as Jack Northrop, Jerry Vultee and Lloyd Stearman, but the most productive was "Kelly" Johnson. After studying aeronautical engineering at the University of Michigan, Johnson joined Lockheed in 1933 and gained experience in all the branches of the design department. By 1938 he had been appointed Chief Research Engineer and became involved with the design of the P-38 Lightning twin-boom fighter and the Constellation airliner. In 1943 he set up a super-secret research and development organization called Advanced Development Projects, but this soon became known as the "Skunk Works": the name came from a very mysterious factory which made potions from skunks in the popular comic strip Li'lAbner. The first aircraft designed and built by Johnson's small hand-picked team was the XP-80 Shooting Star prototype jet fighter, which was produced in just 143 days: it became the United States' first production jet fighter. At this stage the Skunk Works produced a prototype, then the main Lockheed factories took over the production run. The F-104 Starfighter and the C-130 Hercules transport were produced in this way and became widely used in many countries. In 1954 work began on the U-2 reconnaissance aircraft which was so secret that production was carried out within the Skunk Works. This made the headlines in 1960 when one was shot down over Russia. Probably the most outstanding of Johnson's designs was the SR-71 Blackbird of 1964, a reconnaissance aircraft capable of flying at Mach 3 (three times the speed of sound). Johnson was not only a great designer, he was also an outstanding manager, and his methods—including his "14 Rules"—have been widely followed. He retired from the Lockheed board in 1980, having been involved in the design of some forty aircraft.[br]Principal Honours and DistinctionsNational Medal of Freedom (the highest United States award for a civilian) 1964.Further ReadingObituary, 1991, Aerospace (Royal Aeronautical Society) (March).B.R.Rich, 1989, "The Skunk Works" management style: it's no secret', Aerospace (Royal Aeronautical Society) (March) (Rich was Johnson's successor).Details of Lockheed aircraft can be found in several publications, e.g.: R.J.Francillon, 1982, Lockheed Aircraft since 1913, London.JDSBiographical history of technology > Johnson, Clarence Leonard (Kelly)
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