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chain : 手段目的鏈 An integrated network goals in which the acplishment of goals at one level serves as the means for achieving the goals, or ends at the next level. 意味著上一層的目標或目的與下一層的目的相聯(lián)系,后者成為實現(xiàn)上一層目標的手段。 1Management by objectives : 目標管理 A management system in which specific performance goals are jointly determined by mployees and their managers, progress toward acplishing those goals is periodically reviewed, and rewards are allocated on basis of this progress. 在這種管理體系下,雇員與他的管理者共同確定具體的績效目標,然后定期的評審實現(xiàn)目標方面的進展情況。 1Mission : 使命The purpose of an organization. . 就是組織的目的。 1Commitment concept: 承諾概念Plans should extend far enough to meet those mitments made when the plans were developed. 意味著計劃應(yīng)該擴展到未來足夠長的期限,以滿足這些承諾和投入的實現(xiàn)。 1Formal planning department: 正式計劃部門A group of planning specialists whose sole responsibility is helping to write various organizational plans. 一組專職的計劃專家負責(zé)制定各種各樣的組織計劃。Chapter 8 Strategic Managementstrategic management : 戰(zhàn)略管理 That set of managerial decisions and actions that determines the longrun performance of an organization. 戰(zhàn)略管理是一組管理決策和行動,它決定了組織的長期績效。strategic management process: 戰(zhàn)略管理過程 An eightstep process that enpasses strategic planning, implementation, and evaluation.是一個包含8個步驟的過程,其中包括戰(zhàn)略計劃、實施和評估。opportunities : 機會 Positive trends in external environmental factors.機會是外部環(huán)境因素的積極趨勢。threats : 威脅Negative trends in external environmental factors.威脅是外部環(huán)境因素的負面趨勢。Core petencies: 核心能力 An organization’s major valuecreating skills , capabilities , and resources that determine its petitive weapons.核心能力是組織主要的價值創(chuàng)造技能,它決定了組織的競爭武器。Strengths: 優(yōu)勢 Any activities the organization does well or any unique resources that it has.優(yōu)勢是組織擅長的活動或者專有的資源。Weaknesses: 劣勢 Activities the organization does not do well or resources it needs but does not possess. 劣勢是組織不擅長的活動或者非專有的資源。SWOT analysis : SWTO分析 An analysis of the organization’s strengths, weaknesses, opportunities, and threats.SWTO分析是對組織的優(yōu)勢、劣勢、機會和威脅的分析。Corporatelevel strategy: 公司層戰(zhàn)略 An organizational strategy that seeks to determine what businesses a pany should be in or wants to be in.公司層戰(zhàn)略尋求確定公司應(yīng)該從事什么事業(yè)。Stability strategy : 穩(wěn)定型戰(zhàn)略 A corporatelevel strategy characterized by an absence of significant change.穩(wěn)定型戰(zhàn)略是一種公司層戰(zhàn)略,其特征為基本不進行重大的變革。1Growth strategy : 增長型戰(zhàn)略 A corporatelevel strategy that seeks to increase the level of the organization’s operations. 增長型戰(zhàn)略是一種公司層戰(zhàn)略,它尋求組織的經(jīng)營規(guī)模。1Related diversification : 相關(guān)多元化 When a pany grows by merging with or acquiring firms in different but related industries.相關(guān)多元化是指公司通過合并或收購相關(guān)產(chǎn)品不同業(yè)務(wù)的公司而實現(xiàn)增長。1Unrelated diversification : 非相關(guān)多元化When a pany grows by merging with or acquiring firms in different and unrelated industries.非相關(guān)多元化是指公司通過收購和兼并不同產(chǎn)業(yè)、不同業(yè)務(wù)的公司而實現(xiàn)增長1Retrenchment strategy : 緊縮型戰(zhàn)略 A corporatelevel strategy designed to address organizational weaknesses that are leading to performance declines. 緊縮型戰(zhàn)略是一種公司層戰(zhàn)略,它用于處理組織的劣勢,這種劣勢導(dǎo)致績效的下降。1BCG matrix : BCG矩陣 A strategy tool that guides resource allocation decisions on the basis of market share and growth rate of SBUs. BCG矩陣是由市場份額和SBUS的增長率而做出資源配置方案的戰(zhàn)略工具。1Businesslevel strategy : 事業(yè)層戰(zhàn)略 An organizational strategy that seeks to determine how an organization should pete in each of its businesses.事業(yè)層戰(zhàn)略尋求決定組織應(yīng)該怎么在每項事業(yè)上展開競爭。1Strategic business units : 戰(zhàn)略事業(yè)單位 Single businesses of an organization in several different businesses that are independent and that formulate their own strategies.戰(zhàn)略事業(yè)單位即一個組織有多種不同的業(yè)務(wù),每一種業(yè)務(wù)有相對獨立和有自己的戰(zhàn)略。1Competitive advantage : 競爭優(yōu)勢 What sets an organization apart。 its distinct edge.競爭優(yōu)勢是使組織別具一格和有與眾不同的特色。1Cost leadership strategy : 成本領(lǐng)先戰(zhàn)略 A businesslevel strategy in which the lowestcost producer in its industry.成本領(lǐng)先戰(zhàn)略是一種營銷層戰(zhàn)略,它是組織選擇了成為產(chǎn)業(yè)的低成本生產(chǎn)者的戰(zhàn)略。2Differentiation strategy : 差異化戰(zhàn)略 A businesslevel strategy in which a pany offers unique products that are widely valued by customers.差異化戰(zhàn)略即公司實施尋求提供與眾不同的產(chǎn)品,并得到顧客廣泛認同的戰(zhàn)略。2Focus strategy : 聚焦戰(zhàn)略 A business level strategy in which a pany pursues a cost or differentiation advantage in a narrow industry segment.聚焦戰(zhàn)略就是在狹窄的市場區(qū)隔上尋求成本優(yōu)勢或差異化優(yōu)勢。2Stuck in the middle : 徘徊其間A situation in which an organization hasn’t been able to develop either a low cost or a differentiation petitive advantage.即組織不能夠開發(fā)成本或差異化優(yōu)勢。2Functionallevel strategy : 職能層戰(zhàn)略An organizational strategy that seeks to determine how to support the businesslevel strategy. 是尋求決定如何支持事業(yè)層戰(zhàn)略的組織戰(zhàn)略。Chapter 9 Planning Tools and Techniques1. environmental scanning : 環(huán)境掃描The screening of large amounts of information to anticipate and environment.收集大量的環(huán)境信息,以便預(yù)測和解釋環(huán)境正在發(fā)生的變化。2. petitor intelligence: 競爭對手情報Environmental scanning activity that seeks to identify who petitors are, what they are doing, and how their actions will affect the organization.環(huán)境掃描的活動,它試圖識別誰是競爭者,他們在做什么,競爭對手的行動將對組織產(chǎn)生什么影響。3. forecasts : 預(yù)測Predictions of outes.對結(jié)果的預(yù)計。4. quantitative forecasting : 定量預(yù)測Forecasting that applies a set of mathematical rules to a series of past data to predict outes.運用一組數(shù)學(xué)規(guī)則,根據(jù)過去的數(shù)據(jù)序列來預(yù)測未來的一種預(yù)測。5. qualitative forecasting: 定性預(yù)測Forecasting that uses the judgment and opinions of knowledgeable individuals to predict outes.運用判斷和根據(jù)熟悉情況的人員的意見來預(yù)測結(jié)果的一種預(yù)測。6. benchmarking : 標桿比較The search for the best practices among petitors or nonpetitors that lead to their superior performance.尋求那些具有杰出績效的競爭對手或非競爭對手的最佳實踐。7. resources : 資源The assets of the organization including financial, physical, human, intangible, and structural/cultural.一個組織的資產(chǎn),它包括財務(wù)資源、物質(zhì)資源、人力資源、無形資產(chǎn),還有結(jié)構(gòu)/文化資源。8. budget: 預(yù)算A numerical plan for allocating resources to specific activities.一種數(shù)字性的計劃,用以對特定的活動分配資源。9. scheduling : 排程