【摘要】 分析了虚拟制造企业组织结构上的特征，指出其与传统制造企业的区别在于合作成员间合作的紧密程度更高，成员间的界线模糊不清，就象一个企业一样。同时归纳了各类虚拟企业的特征。按照明茨伯格关于经理工作性质的论述，从决策、信息和联络３个方面分析了虚拟企业主管的１０个角色的内容及特点。指出了虚拟制造企业的主管与传统企业相比，在其地位、与合作成员（下属）的关系、有限时间资源的分配及对主管自身素质的要求上均有不同。由此为那些准备管理或参与分散网络化制造组织和虚拟制造企业的两头在外的哑铃型企业的主管们提供了管理上应该遵循的原则。更多还原

【Abstract】 By analyzing the features of virtual manufacturing enterprises, the essential differences between virtual and traditional enterprises are found: closer cooperation and blurring of the boundaries between co-members. Based on the Mingziberg’s theory of the nature of managers, ten roles of the CEO of virtual enter prises are discussed from three layers such as decision-making, communication and information. Compared with the CEO of traditional enterprises, the CEO of virtual enterprises is unique in his/her position within the organization, the relationship with co-members, limited time resource distribution and quality requirements for CEO. The management principles are provided to the managers of manufacturing enterprises of different types.更多还原