P54 第4个小点
4 .The official receives the regular pecuniary compensation of a normally fixed salary and the old age security provided by a pension. The salary is not measured like a wage in terms of work done, but according to \kind of function (the \，possibly, according to the length of service. The relatively great security of the official's income, as well as the rewards of social esteem，make the office a sought-after position, especially in countries which no longer provide opportunities for colonial profits. In such countries, this situation permits relatively low salaries for officials. 4.官员接受一种通常是有定额的“薪金’，，以作为他“金钱上的”正规报酬，以及接受由退休金所提供的老年时期的保障。这种薪金的衡量方法和按照完成的工作付给的工资不一样，它是按照官员的“身份”决定的，即是说，是按照官员的职责种类(按照“等级”)决定的。此外还有可能按照服务期限的长短来决定。官员在收入方而的比较可靠的保障，以及他们因受到社会尊敬所得到精神上的报偿，使得官职成为一种人们所追逐的职业，特别是那些不再有机会获取殖民利益的国家中是如此。在有殖民利益的国家里，这种处境可能使官员们得到的工资较低。
5 .Notes on the Theory of Organization Luther Gulick P55第一段
Every large-scale or complicated enterprise requires many men to carry it forward. Wherever many men are thus working together the best results are secured when there is a division of work among these men.The theory of organization, therefore, has to do with the structure of co-ordination imposed upon the work-division units of an enterprise. Hence it is not possible to determine how an activity is to be organized without, at the same time, considering how the work in question is to be divided. Work division is the foundation of organization;indeed, the reason for organization. 每一个大型的或复杂的企业都要求有许多人推动它运转。无论在哪一个有许多人在一起工作的地方，当在这些人中存在分工时，有足够的把握取得最好的结果。因此，组织理论必须探讨协调的结构问题，企业中进行分工的单位都要加强协调工作。在决定某个活动如何组织起来时，不可能不同时考虑有关的工作是如何进行分工的。分工是组织的基础，的确，分工也是组织的原因。 P56 第一部分第二段 Why Divide Work?
Because men differ in nature, capacity and skill, and gain greatly in dexterity by specialization; Because the same man cannot be at two places at the same time; Because the range of knowledge and skill is so great that a man cannot within his life-span know more than a small fraction of it.In other words, it is a question of human nature，time, and space.
为什么进行分工
因为人们在特性、能力和技能方而存在着差异，实行专业化在灵巧性方而加大了这种差异。因为同一个人不能在同一个时间内留在两个地方，因为知识和技能的范围非常广泛，一个人毕生所能了解到的不过是它的一小部分。换句话说，这是一个与人的特性、时间和空间有关的问题。
P59 It may be said that there is in this an element of reasoning in a circle; that the test here applied as to whether an activity is organic or not is whether it is
divisible or not-which is what we set out to define. This charge is true. It must be a pragmatic test. Does the division work out? Is something vital destroyed and lost?Does it bleed?
可以说，在这方而有一种循环论证的成分，用确定某一活动是不是可分的试验来确定这一活动是不是有机的—而前者也正是我们想要确定的。这种指责是真实的，试验必须是注重实效的。分工有效吗?某些事情是受到严重破坏和严重损失吗?它是在受到损害吗?
P60第一部分 最后一段
In the“division of the work”among the various skilled specialists，a specialist in planning and co-ordination must be sought as well. Otherwise, a great deal of time may be lost, workers may get in each other's way, material may not be on hand when needed, things may be done in the wrong order, and there may even be a difference of opinion as to where the various doors and windows are to go. It is self-evident that the more the work is subdivided, the greater is the danger of confusion, and the greater is the need of overall supervision and co-ordination .Co-ordination is not something that develops by accident. It must be won by intelligent, vigorous, persistent and organized effort.
在各种专业人员的“分工”中，同样不能忽视要有一名专家进行计划和协调，否则，就会浪费时间。工人们在工作中各行其是，原料在需要的时候不在现场，各种事情完成的顺序出了差错，甚至在门窗安装的位置方而出现意见分歧。工作分工划分的越细，出现混乱的危险性就越大，对工作进行全而监督和协调的需要也就越大，这是不证自明的。协调不是靠偶然因素取得进展的事情，协调必须靠理智的、有生气的、持久的和有组织的努力才能实现。 P63第二段词汇
This condition placed upon all human organization by the limits of the span of control obviously differs in different kinds of work and in organizations of different sizes.Where the work is of a routine,repetitive,measurable and homogeneous
character, one man can perhaps direct several score workers .This is particularly true when the workers are all in a single room. Where the work is diversified,qualitative, and particularly when the workers are scattered, one man can supervise only a
few .This diversification, dispersion, and non-measurability is of course most evident
at the very top of any organization .It follows that the limitations imposed by the span of control are most evident at the top of an organization, directly under the executive himself.
But when we seek to detennine how many immediate subordinates the director of an enterprise can effectively supervise, we enter a realm of experience which has not been brought under sufficient scientific study to furnish a final answer. Sir Ian Hamilton says, \
organization, the more we ought to work towards groups of three; the closer we get to the foot of the whole organization (the Infantry of the Line)，the more we work towards groups Of Six.
所有人类组织都有控制幅度的限制，这种受到限制的条件在不同的工作类型和不同规模的组织中有明显的不同。在工作具有常规性、重复性、可测性和同质性的地方，一个人或许可以指挥几十名工人。当所有工人都集中在一个房间里工作时，情况更是如此。但是，在工作具有多样性和非定量性的地方，特别是当工人分散工作时，一个人只能监督少数人。这种多样性、分散性和不可测性当然在每一个组织的上层是最明显的。我们可以断定，在处于总经理直接指挥下的组织上层部位，控制幅度产生的限制是最明显的。
但是，当我们试图确定一个企业领导人能够有效地监督多少直接下属时，我们进入了一个还没有进行充分的科学研究得出最后答案的经验性的领域。伊恩·汉密尔顿说:“越是接近于整个组织的最高首脑，我们的工作就更多地而向三人组成的群体;越是靠近整个组织的底部(前线的步兵)，我们的工作则更多而向六人组成的群体”。 7 .A Theory of Human Motivation A .H.Maslow P95第七个小点
7. Human needs arrange themselves in hierarchies of prepotency.That is to say, the appearance of one need usually rests on the prior satisfaction of another, more prepotent need.Man is a perpetually wanting animal.Also no need or drive can be treated as if it were isolated or discrete; every drive is related to the state of satisfaction or dissatisfaction of other drives.
7.人的需要本身按照强烈程度梯状排列。即是说，一种需要的出现通常取决于优先满足另一个更为强烈的需要。人是一种不断产生需求的动物。我们不能把需要或驱力看做似乎是孤立的或分离的，每一种驱力都和是否满足另一种驱力的状态有关。 P96第一部分 最后一段
It is far easier to perceive and to criticize the aspects in motivation theory than to remedy them. Mostly this is because of the very serious lack of sound data in this area. I conceive this lack of sound facts to be due primarily to the absence of a valid theory of motivation. The present theory then must be considered to be a suggested program or framework for future research and must stand or fall, not so much on
facts available or evidence presented, as upon researches yet to be done,researches suggested perhaps, by the questions raised in this paper.
接受或者批评激励理论的这些方而远比完善它们容易得多，这主要是因为严重缺乏该领域的有用数据。我认为，造成这种事实的主要原因在于缺少一种有效的激励理论。 我们必须把现有的理论，看作是有利于进一步研究的建设性计划或框架。我们与其坚持或注意己有的事实或己提出的证明，不如根据本文提出的问题，坚持或注意到目前为比己经完成的研究和可能提出的研究。 P99倒数第二段
Obviously a good way to obscure the \view of human capacities and human nature, is to make the organism extremely and chronically hungry or thirsty.Anyone who attempts to make an emergency picture into a typical one, and who will measure all of man's goals and desires by his
behavior during extreme physiological deprivation is certainly being blind to many things .It is quite true that man lives by bread alone-when there is no bread. But what happens to man's desires when there is plenty of bread and when his belly is chronically filled?
显然，使机体长期极度饥饿和干渴，很容易模糊“较高的”激励，并对人的能力和本性产生片而的看法。如若有人试图使紧急情形典型化，根据人在极度的生理医乏时期的行为来测量人的全部目标和欲望，那么他一定会对许多事实视而不见。“人只靠而包活着”并不是谬论—但这只有在没有而包时才是事实。那么当而包充足，并且长期以来都能填饱肚子时，欲望又会发生什么情况呢? P111最后一段（翻译过） We have spoken in such terms as the following \
another emerges.”This statement might give the false impression that a need must be satisfied 100 percent before the next need emerges. In actual fact, most members of our society who are normal，are partially satisfied in all their basic needs and partially unsatisfied in all their basic needs at the same time. A more realistic description of the hierarchy would be in terms of decreasing percentages of satisfaction as we go up the hierarchy of prepotency. For instance，if I may assign arbitrary figures for the sake of illustration, it is as if the average citizen is satisfied perhaps 85 percent in his physio-logical needs, 70 percent in his safety needs, and 10 percent in his self-ac-tualization needs.
相对满足的程度。到此为止，我们的理论性讨论可能造成一种印象，这五个层次的需要有点像一个梯子，相互间或者全有关系，或者全无关系。、、我们的说明如下:“如果一个需要得到满足，另一个需要就会出现。”这个说法可能会造成这样的虚假印象:一个需要必须百分之百地得到满足，下而的需要才会出现。事实上，对于我们社会中的大多数正常人来说，其全部基本需要都部分地得到了满足，同时又都在某种程度上未得到满足。要想更加真实地描述这个层次序列，就应该在这个优势层次序列中
逐级减小满足的百分比。例如，为了说明情况，我可以任意假定一些数字，或许一般公民大概满足了85%的生理需要，70%的安全需要，10%的自我实现需要。 P117第五部分里第二点
2. These basic goals are related to each other, being arranged in a hierarchy of prepotency.This means that the most prepotent goal will monopolize consciousness and will tend of itself to organize the recruitment of the various capacities of the organism. The less prepotent needs are minimized，even forgotten or denied. But when a need is fairly well satisfied, the next prepotent(\turn to dominate the conscious life and to serve as the center of organization of behavior, since gratified needs are not active motivators.
Thus man is a perpetually wanting animal .Ordinarily the satisfaction of these wants is not altogether mutually exclusive, but only tends to be. The average
member of our society is most often partially satisfied and partially unsatisfied in all of his wants .The hierarchy principle is usually empirically observed in terms of increasing percentages of non-satisfaction as we go up the hierarchy.Reversals of the average order of the hierarchy are sometimes observed.Also it has been
observed that an individual may permanently lose the higher wants in the hierarchy under special conditions. There are not only ordinarily multiple motivations for usual behavior, but in addition many determinants other than motives.
2.这些基本目标在优势层次系统中排列时是相互关联的。这意味着，最占优势的目标将垄断意识，并有倾向地组织和充实机体的各种能力。不占优势的需要则消失，甚至被遗忘或否认。但是，当一种需要得到充分的满足时，下一个占优势的(“较高级 的”)需要就会出现，转而支配意识活动并且成为将行为组织起来的中心，因为己被满足的需要己经不是积极的激励因素。
人是一种不断产生需求的动物。一般说来，这些需求的满足并不是完全互相排斥的，只是有这种倾向。我们社会中的普通成员在其所有的需求方而，最常见的是一部分得到满足，一部分没有得到满足。当我们的满足程度在需要的层次系统中上升时，没有得到满足的百分比也在上升。我们通常可以在这方而经验性地观察到层次系统的原则，我们有时也可观察到层次系统的一般次序出现颠倒的情况。而且还可以观察到，一个人在社会条件下可能会永远失去层次系统中的较高层次的需求。人的普通行为不仅一般受到多种激励，而且除了动机之外还有许多决定因素。
10 .The Human Side of Enterprise Douglas Murray McGregor企业的人的方面 道格拉斯。默里。麦格雷戈 P154中间
This is a process primarily of creating opportunities, releasing potential,removing obstacles, encouraging growth, providing guidance .It is what Peter Drucker has called \control.”It does