中层管理者的作用就是要管理下属员工以达到公司既定目标，并组成团队优化日常表现。
The Role of Middle Management Is to govern the next level of staff to meet the Company set objective and together as a team to excel in the daily performance.
因此，建立企业中层管理者的胜任特征模型并进行相关的应用研究具有非常重要的现实意义。
Therefore, it has crucial practical significance to establish the competency model of middle-level manager and to conduct related applied researches.
美国学者佛罗达等是从中层管理者的角度出发，认为中层管理者是探索战略更新的一个合适的切入点。
After reading literature, we find that west scholars study strategic renewal from different angles: middle managers, co-evolutionary and integration.
再来探讨一下另一个熟悉的商业术语：“以结果为导向”。里德曾经目睹过这种导向是如何倾覆了中层管理者的职业生涯。
Or take the familiar phrase "results oriented," another business cliche that Reid has seen trip up, or stall out, middle managers' careers.
首次成为中层管理者的经理人都会面临一个困境，那就是你现在管理着以前你所从事岗位的人员，而你可能认为管理这个团队一员相比你其它尚未执行的任务会更加重要。
One of the dangers for a first-time manageris that you now may be managing someone who does your old job, and you may considerit more important than tasks you did not perform.
在许多公司，职责过重和时间匮乏导致很多中层管理者面临着“不可能完成的工作任务”。
Overwhelmed by responsibilities, never having enough time to do the work, the middle manager's job at many companies became too complex for anyone to handle.
但由于未向中层管理者通报收购等增长计划，公司快速扩张带来的工作量增长让这些人倍感意外。
Yet by failing to keep key middle managers informed of growth plans such as acquisition, he let them get blindsided by the work that came from the company's rapid expansion.
大肠杆菌的网络经证明是金字塔形状，有几个主管，较多的中层管理者，以及许多劳力。
E. coli's network proved to have a pyramid-like shape, with a few master regulators, more middle managers, and many workhorses.
于是，思科改变了中层管理的工作性质，设立专门的认证机制，并按照新方案实施管理者培训。
So Cisco changed the nature of the job and created its own certification program to train managers based on this new approach.
生育高峰期出生的一代，他们的孩子也快步入40多岁的年龄段，这就造成了日本企业的中层管理者再次膨胀。
The children of the baby-boomers are currently entering their 40s, which creates a secondary bulge at the middle-manager level of Japanese business.
此外，许多繁杂的行政工作已经实现自动化管理，中层管理者终于可以从中抽身，用更多的时间来指导其他人的工作。
Many of the manager position's more burdensome administrative tasks were automated, freeing middle managers to coach others.
成功的管理者在花费在每个中层职位上的时间比过去的管理者——平均四年——要少。他们在通往总裁的道路上从过去平均要做过6个职位降到现在的5个。
Successful executives are spending less time than they used to in each intermediate job-an average of four years-and they fill five posts on the way up, down from six.
然而，中层管理者可能是最不风光的职位。
报告发现，实际上NHS是管理不足而不是管理过度，这对认为中层管理者松懈不力的观点提出了质疑。
It found that if anything the NHS was under-managed rather than over-managed, disputing the idea of a sagging middle.
成本削减和技术进步意味着配备助理的中层管理者越来越少，助理跟老板一起往上走的几率也因此降低。
Cost cutting and technology mean that fewer mid-level executives are assigned assistants, cutting back chances to move up the ladder together.
男：是有一点吃惊，因为，实际上中层管理者在部门内部主持常规的会议。
Man: Well, was bit surprised, because, in fact middle managers hold regular meetings with their departments.
在此基础上，讨论了中层管理者目标激励体系的实施步骤与方法。
On this basis - it is discussed that administrator's goal of middle level encourages the implementation step and method of the system.
但我为什么会有这种观点呢﹖因为我问过很多中层管理者是否愿意提高管理技能﹐是否愿意接受别人的建议。
How do I know this? Because whenever I ask mid-level managers if they want to improve their management skills, and if they are open to Suggestions, they say yes.
文章重点是通过关键绩效指标(KPI)和层次分析法(ahp)的结合使用，对企业中层管理者进行绩效评价。
The paper focused on the combining of the Key performance Indicators (KPI) and the Analytical Hierarchy Process (AHP) method to evaluate the performance of mid-level managers.
营销主管，作为企业的中层管理者和执行者，虽然是个很尴尬的职位，但却是一个很重要的关键岗位，是整个营销团队的领头人。
Though in an awkward position, marketing manager, as a middle-class administer and executive in an enterprise, plays an important and key role and is the head of the whole marketing team.
因此，如何提高中层管理者执行力是一个重要的课题。
Obviously, it is an important topic to improve execution ability of middle managers.
如何设计和建立合适的中层管理者薪酬方案，如何能使薪酬成为企业的一种激励因素？
How to design and establish the suitable compensation program? How to make compensation become one of motivation factor?
然而，有关中层管理者离职倾向的实证研究并不多见。
However, there are few empirical researches related to middle-level managers' turnover intention.
但如果你的上司是一位没有安全感的中层管理者，他并不喜欢这种观点，也不喜欢人们提出的问题，又该怎么办？
But what about people who report to insecure middle managers who don't like the idea — or the questions?
但如果你的上司是一位没有安全感的中层管理者，他并不喜欢这种观点，也不喜欢人们提出的问题，又该怎么办？
But what about people who report to insecure middle managers who don't like the idea — or the questions?
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