采购时间：Lead Time参与：Involvement操作时间：Process Time测试：Testing层级：Hierarchy层级式：Steep Hierarchical层级式SWOT：Hierarchical SWOT层级式的战略管理：Corporate Strategy Vs Business Group/Unit'S Strategy产品/服务开发：Product/Service De-velopment产品的生命周期：Product Life Cycle，简称PLC产品开发到市场时间：Time to Market产生概念：Idea Generation长期/远计划：Long—Range Planning长期目标：Goals场景计划研讨会：Scenario Planning Workshop超大规模连接：Very Large Scale Inte-gration承包：Sub—Contracting持续成功：Sustainable Success创办人：Founders创新提案：Innovative Proposition纯科学：Pure Science大方向：Direction大环境/宏观分析：Macro Environment Analysis大脑震荡：Brain Storming大型企业和国营企业：State—Owned Enterprises，简称SOE单点预测：Single Point Prediction弹性：Flexibility地区：Regional第四类管理蓝本：The Fourth Blueprint第五项修炼：The Fifth Disciplines第一层：First。Tier电晶体：Transistor电脑连接：Computer Interfacing电子真空管：Electronic Vacuum Tube调研：Research定量方法：Quantitative Methods定律：Law定性方法：Qualitative Methods定性和定量兼用的方法：Both Qualita-tive And Quantitative Methods定义：Deftnitions董事会：Board ofDirectors，简称BOD动态：Dynamic独特和可行的形态：A Unique and Vi。able Posture独特资源：Unique Resources短期目标：Objectives法律：kgal反馈：Feedback Loop反思/反映：Reflection返工：Rework方法：Methodology方位设计：Configuration Design方向：Directions(长期/短期)
非财务：Non。Financial非常难记录或编码：Uncodified非牟利机构：Not—For-Profit Organiza-tions分工：Division of Labor分配：Allocate分析和演绎：Analysis and Interpreta-tion分析流程：Analysis Process疯狂：Crazy概念开发：Concept Development概念世界：Conceptual World干什么：What Processes or Activities岗位分析：Job Analysis个人的绩效：Staff Performance个人问责：Individual Accountabilities跟竞争对手比较：Comparison orBench。marking更低成本：Cost Efficiency工会：Unions工具/框架：Tool/Framework工作分拆方法：Work Breakdown Structure，简称WBS公司/生意战略：Corporate or Business Strategy公司BSC：Corporate Scorecard公司长期目标：Company Goals公司简介：Company Brochures公司卡：Corporate/Company Scorecard公司内部效率：Organization Effective。ness，简称0.E公司生命周期：Company Life Cycle公司文化：Cultural Context公司治理：Corporate Governance功能计划：Functional Plans供应：Supp供应链：Supply Chain供应商：Suppliers共同合作的个人主义：Collaborative Individualism共同主题：Unifying Theme关键性/战略性成功因素：Critical/Strategic Success Factors，简称CSF/SSF观察：Observed，Observation管理概念/学说：Management Con-eept/Idea管理会计：Management Accounting管理教育：Management Education管理连接：Managing Linkages管理年代：Generations of Manage-ment管理培训：Management Training管理人：Managers管理思维的改变：Management Paradigm Shift管理意义：
Management of Meaning滚动计划：Rolling Plans滚动预测计划：Rolling Forecast Planning郭普氏体验式学习圈/循环：Kolb'S Experiential Learning Cycle，Kolb etal，1979国际化：Internationalization过滤概念：Idea Screening哈佛商业评论：Harvard Business Review，简称HBR合并在一起：Clustering合格供应商：Qualified Suppliers合作性个入主义：Collaborative Individualism核心价值：Core Values核心理念：Core Ideology核心能力：Core Competenees衡量：Measures衡量什么，得到什么：What you measure is what you get后来者：Laggards互动的：Interactive环保/生态：Ecological环境的制约：Environmental Con-straius环境有所变化：Anticipate Changes机会：Opportunities，简称O积累：Accumulate集成电路：Integrated Circuit集体主义：Collectivism计划：Plan 执行：Do 评估：Check 改善：Act计划或模式：Pattern计划系统：Planning Systems家中小工作室：Small Office Home Office，简称SOH0价值观维度：Values—Dimension价值链分析：Value Chain Analysis价值驱动器/2量：Value—Drivers架构：Structure架构重整：Restructuring假设：Assumptions减低：Minimize，简称Mini渐变：Incremental Change将战略演绎为营运：Translate the Strategy to Operation Terms交流、沟通：Communication交通灯：Traffic Light角度：Perspectives角色：Roles结果：Resuhs or Effects结合性：Cohesive经常使用：Commonly Used经典：Classical经济：Economic经验上的情况：Empirical Situation经营者怎样分工：Division of Labors净资产回报：Return On Net Assets，简称RONA竞争对手：Competitors竞争优势：Competitive Advantages，简称CA矩阵式：Matrix具体/实际情况：Empirical situation具体的：Specific决策层文化：Decision Makers Cuiture决定：Decisions决定游戏场地：Playground Decision看透：Seeing Through科技：Technological科学管理：Scientific Management可靠性：Reliability可以衡量的：Measurable可以实现的：Achievable客观：Objective客户：Customer，简称C客户的分类：Classification of Cus-tomers客户服务：Customer Services客户关系管理：Customer RelationshiD Management，简称CRM客户满意程度：Customer Satisfaction Level客户群：Customers客户细分：Customer Segmentation库存周转率：Stock Tum跨部门的合作性：Cross-Functional Flexibility跨部门的项目组织：Cross Functional Project Teams跨国企业：Muhinational C0rporation。简称MNC快思逻辑：Fussy Logic垃圾进，垃圾出：Garbage In。Garbage Out离场的战略：Divestment Strategy理论：Theory利益团体：Interest Groups利用领导能力去推动变革：Mobilize Change Through Executive Leadership连接评估到战略：Begin by Linking Measurements to Strategy两元素的思维注五：Binary Thinking(请参考第一章的注五)
两者兼用：Both。And量化：Quantify临时专工团队：Ad Hoc Task—F0cused Teams领导力：LeadershiD流程：Process流动比率：The CuⅡent Ratio满足订单：Order Fulfillment满足客户和公司财务要求：Satisfying Customers'Needs and Wants or Com-panyS Financial Expectations冒险：Risk—Taking每股盈利：Earnings Per Share，简称EPS明星：Stars模糊的概念：Formation 0f Abstract Concept模糊模式：Abstract Concept模拟：Analogue模式建立：Model Building目标：Targets目标管理：Management by Objectives。简称MBO目的：Purpose内部的资源和能力：Internal Resources and Capabilities内部竞争力/强处：Internal C0mDe。tences/Strengths内部利益相关者：Internal StakeholderS内部业务流程：Internal Business Pr0.cess，简称IBP内部因素：Endogenous Variables内观：Seeing Beyond内容：Content内在真实性：Ecological Validity男性：Masculinity能力：Competenees能力群：Portfolio of Competencies逆境：Worst逆向思考：Reversed Thinking年代：Generations女性：Femininity判断：Judgment盼望的未来：Envisioned Future旁观：Seeing Beside培训/发展计划：Training and Devel-opment，简称T&；D培训：Training配置：Marshal偏见：Bias平衡计分卡：The Balanced Scorecard，简称BSC平行网络处理器：Parallel Network Processing Units评估：Assess or Appraise企业设计流程：Organization Design Process企业资源计划：Enterprise Resources Planning，简称ERP前观或向前看：Seeing Ahead前期知识经济时代：Early Knowledge Era前瞻/领导指标：Leading Indicators潜在：Unarticulated or Potential潜在客户：Unarticulated Customers强处：Strengths，简称s巧妙处理：Manipulate轻度联系：Loosely Coupled轻扣式：Loosely—Coupled情景：Scenario求：Demand区别优势：Differential Advantages，简称DA渠道：Channels全面和高层次观察的思维：HolisticThinking/Helicopter View全面性：A11.Around全面优质管理：Total Quality Manage-ment，简称TQM全盘应用：Universally Valid全球定位系统：Global Positioning Sys-tern。简称GPS全球一体化：Globalization权衡：Trade。offs，权力分布：Distribution of Power权力距离：Power Distance权益回报率：Return On Equity，简称ROE缺点/弱处：Short Comings/Weak-nesses人才评估：Internal Customer Perfor-mance，简称ICP人力资源：Human Resources，简称HR认知：Awareness揉合：Triangulation弱处：Weaknesses，简称w商业化：Commercialization上观：Seeing Below设计的应变能力：DesignS Flexibility社会：Soeial社会的持续性：Social Sustainability社会科学：Social Science深度承诺/委身：Deep Commitment生产力：Productivity生产生产力：Production Productivity生产效率：Production Efficiency生态平衡：Ecological Balance生意/产品群：Portfolio of Businesses/Products生意分析：Business Analysis生意政策：Business Policy十年远景计划：Ten Years Vision Plan十四点原则：Fourteen Principles of Management什么是战略：What is strategy时间压缩：Time Compression实践经验：Concrete Experience实用管理工具：Practical Management Tools实在的经验：Concrete Experiences使命陈述：Mission Statement使战略成为每一位员工每一天的工作：Make Strategy EveryoneS Everyday Job使战略为一个不断改善的流程：Make Strategy a Continual Process世贸组织：World Trade Organization。
简称WTO市场测试：Test Marketing市场营销/市务：Marketing市场战略：Marketing Strategy事实或行动：Actions and Activities事业部：Business Unit，简称BU事业发展：Career Development事业前途和梯队计划：Career Plan-ning，简称CP视听器材：Audio—Visual Equipment是什么？：What适应能力：Adaptability适应性：Aajustable首席执行官：Chief Executive Officers。
简称CEO授权：Empowerment输出：Output输入：Input熟悉程度：Familiarity数据更新的能力：Update Frequency数据和情报：Intefligence数据库：Data Bank数据库能力：Data Availability双重标准：Double Standards税前利润或税后利润：Earnings Before or After Income Tax，简称EBIT or EAIT顺境：Best思维：Thinking Paradigm or Dimension思维冲突：Conflict of Paradigm思维改变：Paradigm Shift所有者/经营者：Proprietorships特别政策：Government Policies提供需求：Demand Generation替代者：Substitutes跳出框架：Out ofthe Box通用可靠性：Population Validity通用真实性：Population Validity透视式战略思维：Strategic Thinking as Seeing突破：Breakthrough团队的领导：Team Leader团员：Team Member外包：Outsourcing外部环境：External Environment外部利益相关者：External Stakehold-ers外部因素：Exogenous Variables外方董事：Member ofBoard 0fDirec-tots网络型组织：Networking Organization网络组织：Networks危机管理：Crisis Management威胁：Threats，简称T为什么？：Why为什么“不”？：why Not？
维度：Dimensions位置：Position文化：Culture文化控制：Cuhural Control文献的讨论：Literature Review无线：Wireless无形资源：Intangible Resources息税前利润：Income From Operation，简称IFO系统分析：systemic Analysis系统理论：Systems Theory下观或从上面去看下面：Seeing Above或者Helicopter View先后缓急：Priority显性知识：Explicit Knowledge现金流：Cash Flow现实世界：Real wodd现象：Phenomena现有：Present Or Articulated现有客户：Articulated Customers相对的：Relative利益相关者的期望：Stakeholders'Ex-pectations(请参考第一章的注一)
向后望：Seeing Behind项目管理：Project Management项目为主：Project Based销售生产力：Sales Productivity销售效率：Sales Efficiency销售增长率：Sales Growth Rate)
小环境/行业分析：Micro。EnvironmentAnalysis小组文化：Sub。Culture效率：Efficiency新(潜在)加入者：New or Potential En-trants新产品开发：New Product Develop-ment，简称NPD新一代公司或组织：New Organization薪酬设计：Compensation and Benefits。简称C＆B行动负责人控制：Decentralized行动计划：Action Plan行动系统：Systems of Action行动学习组织：Action Learning Orga-nization行动研究：Action Research行业分析：Industrial Audit行业吸引力/增长：Industry Attrac。tiveness/Growth行政控制：Administration Control形成：Formulated形容性框架：Deive Framework(请参考第四章注一)
虚拟公司：Virtual Enterprises虚拟组织：Virtual Organization绪论、导论、概论、介绍：Introduction选择(指标)的因素：Selection Criteria学习和创新/增长：Learning and Inno。ration/Growth，简称L&；I学习型组织：Learning Organization循序渐进：Incrementalism压力团体：Pressure Groups演绎战略为行动：The BSC：Translat-ing Strategy Into Action要到哪里去：Future State业绩/表现评估系统：Performance Ap-praisal System业务流程重整：Business Process Re-engineering，简称BPR液酸测试比率：The Acid Test Ratio一般的战略：Generic Strategies以战略为中心整顿组织：Align the Or-ganization to the Strategy因果：Cause。and。Efiect隐性知识：Tacit Knowledge应付短时间订货的能力：Ability to Deliver in Short Notice应用：Applications应用性：Applicability应用研发和市场能力的增值连接：Value—adding linkages between applied research and marketing营运效果不是战略：Operational effec-tiveness is not strategy拥有权：Ownership有“好的”战略：Well—Fomulated有创造性：Creative有结果的：Result。Oriented有时间性的：Timing有问题/坏孩子：Question Mark/＆Trouble Kids有形资源：Physical Resources有远见的人：Visionaries预测：Anticipate欲望：Wants员工的责任：Performance Manage-ment，简称PM员工绩效管理：StaffPerformance Man。agement原始BSC框架的建立：The Balanced Scorecard—Measures That Drive Perfor-mance原因：Cause约束：Constraints再研究方向：Recommendations战略：Strategy战略分析：Strategic Analysis战略管理：Strategic Management战略伙伴或联盟：Strategic Alliance战略计/策划：Strategic Planning战略控制：Strategic Control战略连接图：Strategic Linkages or Strategic Mapping战略目标：Strategic Objectives战略能力：Strategic Capabilities战略评估和反馈：Strategic Appraisal and Feedback战略评估系统：Strategy Performance Appraisal System战略思维者：Strategic Thinkers战略网络：Strategic Networks战略性思维：Strategic Thinking战略性业务单位：Strategic Business Unit，简称SBU战略选择：Strategic Choice战略执行/实施/行动：Strategic Im-plementation and Actions战略执行：Strategic Implementation战略专注组织(暂译)：Strate。gy-Focused Organization：简称SFO招聘：Recruitment＆Selection，简称R&；S整体或总公司战略：Corporate Strate。gies正常：Normal证实：Verify政策：Policies政治：Political知识创造：Knowledge Creation知识联系：Knowledge Networking知识员工：Knowledge Workers执行计划：Execution Plan直接派人控制：Direct Supervision直觉：Intuition职业经理人：Professional Managers指引：Guidelines制定：Formulate治理权：Governance质量：Quality滞后的：Lagging中间：Intermediate中间商：Intermediaries中距离：Mid-term中小型公司：Small and Medium Sized Enterprises，简称SME中央控制：Centralized终身学习：Life—Long Learning终生的：Life—Long重点：Vital Points周期时间：Cycle Time主观：Subjective主要表现/业绩指标：Key Performance Indicators，简称KPI主要成效区：Key Result Area，简称KRA专业名词：Vocabularies专注：Focus转变：shift追踪：Monitoring准时送货：Delivery Time咨询：Consulting资产回报率：Return On Asset，简称ROA资讯：Information资源：Resources资源配置和控制：Allocation and Con-trol of Resources自我管理：Self-Directing自由人：Free Lancers宗教：Religion总结：Conclusion组织发展：Organizational Development，简称OD组织设计：Configuration Design组织行为学：Organizational Behavior，简称OB最差环境：Worst Scenario最大/最好：Maximize，简称Maxi
