全文如下：
Managers for the twenty-first century 21世纪的管理者
Historical developments of the past half century and the invention of modern telecommunication and transportation technologies have created a word economy.effectively the American economy has died and been replaced by a word economy.
过去半个世纪的历史发展和现代通讯与运输技术的发明已创造出了全球经济。实际上，美国的经济已消亡，取而代之的是全球经济。
In the future there is no such thing as being an American manager . Even someone who spends an entire management career in Kansas city in the international management. He or she will compete with foreign firms, buy from foreign firms,sell to foreign firms,or acquire financing from foreign banks.
展望未来，美国的管理者将不复存在。即使某人整个管理生涯都在堪萨斯市度过，他也是在从事国际性管理。他或她将与外国公司竞争，从外国公司采购，向外国公司销售，或者从外国银行筹措资金。
The globalization of world capital markets that has occurred in the past10 years will be repeated right across the economy in the next decade. An international perspective has become central to management. Without it managers are operating in ignorance and can not understand what is happening to them and their firm.
过去10年世界资本市场出现的全球化在未来10年中也将在整个经济中重现。超过国
界的视角已成为管理的重点。缺乏这样的视角，管理者就会处于愚昧的经营状态，也无法理解他们和他们的公司究竟发生了什么。
Partly because of globalization and partly because of demography,the work forces of the next century are going to be very different from those of the last century.Most firms will employing more foreign nationals. More likely than not, you and your boss will not be of the same nationality. Demography and changing social mores mean that white males will become a smaller fraction of work force as women and minorities grow in importance. All of these factors will require changes in traditional methods of managing the work force.
由于部分是经济的全球化，部分是人口统计方面的原因，下个世纪的劳动力构成将与即将过去的这个世纪有很大不同。大多数公司将雇佣更多外籍人员。很有可能你的老板和你不是同一国人。人口统计和不断变化中的社会习俗意味着．随着妇女和少数民族重要性的增加，白人男子在劳动力群体中所占比例将会减少。所有这些因素都要求对劳动力管理的传统方法加以变革。
In addition,the need to produce goods and service at quality levels previously thought impossible to obtain in mass production and spreading use of participatory management techniques will require a work force with much higher levels of education and skills. Production workers must be able to do statistical quality control ;Production workers must be able to do just-in-time inventories . Managers are increasingly shift from a "don't think,do what you are told" to a "think, i am not going to tell you what to do"style of management.
此外，提供有质量的产品和服务的需要(而过去则认为大批量生产是不可能做到这一点
的)，以及参与型管理技术的推广使用，都将要求劳动力具有更高的教育和技术程度。生产工人必须能做统计质量管理；生产工人必须能进行最低存货管理。管理者正日益从“不用想，让你干什么就干什么”的管理方式转向“动脑筋，我不会告诉你该干什么”的管理方式。
This shift is occurring not because today's managers are more enlightened than yesterday's managers, but because the evidence is rapidly mounting that the second style of management is more productive than the first style of management. But this means that problems of training and motivating the work force both become more central and require different models of behaviour.
这一转变的发生，不是因为今天的管理者比昨天的管理者更有见识，而是因为有越来越多的证据表明，后一种管理方式要比前一种更富有成效。但是这意味着，对劳动力的培训和激励．既变得更为重要，又要求有不同的表现方式。
To be on top of this situation ,tomorrow's managers will have to have strong background in organizational psychology,human relations,and labor economics. The MIT Sloan School of quickly management attempts to advance our understanding in these areas through research and then quickly bring the fruits of this new research to our students so that they can be leading-edge managers when it comes to the human side of the equation..
要想控制局势，明天的管理者必须在组织心理学、人际关系和劳动经济学方面具备坚实的基础。麻省理工学院斯隆管理学院力图通过研究来促进我们对这些领域的理解，然后再迅速把新研究的成果带给我们的学生，以便在考虑管理方程式中人的因素时，他们可发挥前锋管理者的作用。
The first three decades after World War II were unusual in that the United States had a huge technological lead over all the rest in the word. In a very real sense the world was not technological competitive. American firms did not have to worry about their technological competitiveness because they were superior.
二战后的头30年极不寻常，因为那时美国在技术上远远领先于世界其他各国。完全可以说，当时世界上不存在技术竞争。美同公司因为处于优势地位而不必担心自己的技术竞争力。
But that world has disappeared. Today we live in a world where American firms no longer have automatic technological superiority. In some areas they are still ahead, in some areas they are average, and in some areas they are behind, but on average they are average.
可是，那样的世界已经消失了。今天，在我们所生活的世界中，美国公司已不再是自然而然地具有技术上的优势。在某些领域他们依然领先，在另一些领域他们处于中等水平，而在有些领域他们已经落伍，但平均来说他们处于中等水平。
What this means is that american managers have to understand the forces of technical change in ways that were not necessary in the past. Conversely ,managers from the rest of the world know that it is now possible for them to dominate their american copetitors if they understand the forces of technical change better than their american competitors do.
这意味着，美国管理者必须一反过去认为不必要的心态，以新的方式理解技术变化的力量。相反，世界其他地区的管理者知道，如果他们比美国竞争对手更好地理解技术变化的力量，那么他们现在就有可能凌驾于美国竞争对手之上。
In the world of tomorrow managers cannot be technological illiterate regardless of their functional tasks within the firm. They don't have to be scientists or engineers inventing new technologies, but they have to be managers who understand when to bet and when not bet on new technologies. If they don't understand what is going on and technology effectively becomes a black box, they will fail to make the changes. They will be losers,not winners.
在未来的世界中，不论管理者在公司里的职能任务是什么，他们都不能是技术盲。他们不必是发明新技术的科学家或工程师，但是，他们必须成为懂得对新技术何时该投资、何时不该投资的管理者。如果他们不理解发生的事情，技术实际上也已成为“黑匣子”的话，那么他们就无法作出变革。他们将是输家，而非赢家。
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