-
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第一单元
Manager
：
Someone
who coordinates and oversees the work of other
people so
that organizational goals can
be accomplished
管理者：通过协调和监管其他人的工作活动以实现组
织目标的人员
First-line
Managers
：
Individuals who manage the
work of non-managerial
employees.
Middle
Managers
：
Individuals who
manage the work of first-line managers.
Top
Managers
：
Individuals who are
responsible for making organization-wide
decisions and establishing plans and
goals that affect the entire organization.
基层管理者：最底层的管理人员，他们管理着非管理雇员所从事的工作
。
中层管理者：对基层管理者进行管理的人员。
高层管理者：负责为整个组织制定决策、计划和目标并进而影响整个组织的管理人员。
< br>
Management
：
co
ordinating and overseeing the work activities of
others so
that their activities are
completed efficiently and effectively.
管理：协调和监管他人的工作活动，从而使其有效率、有效果地完成工作。
Efficiency
：
Doing things
right
，
or Getting the most
output for the least inputs
效率：正确地做事，或者以尽可能少的投入获得尽可能多的产出
Effectiveness
：
Doing the right
things
，
or Attaining
organizational goals
效果：做正确的事情，或者实现组织的目标
Planning
:management
function
that
involves
setting
goals,
establishing
strategies
for
achieving
those
goals,
and
developing
plans
to
integrate
and
coordinate activities.
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Organizing
:
management
function
that
involves
arranging
and
structuring
work to
accomplish organizational goals.
Leading
: management
function that involves working with and through
people
to accomplish organizational
goals.
Controlling
: management
function that involves monitoring, comparing, and
correcting work performance
计划
：设定目标，确定实现这些目标
的战略，并且制定计划以整合和协调各种活动
组织：
安排各项工作，以实现组织目标
领导：
同他人合作并通过他人去实现目标
控制：对员工的工作进行监控、比较和纠正
Management Roles
: specific
actions or behaviors expected of a manager.
Interpersonal roles
:
managerial roles that involve people and other
duties
that are ceremonial and symbolic
in nature.
Informational
roles
: managerial roles that
involve collecting,receiving,and
disseminating information.
Decisional roles
: managerial
roles that revolve around making choices.
< br>管理角色：管理者按照人们的预期在实践中展示的具体行为或表现
人际关系角色
:
人与人的关系以及其他礼仪性的和象
征性的职责。
信息传递角色：收集、接受和传播信息
决策制定角色：作出决策和选择
Technical skills
:job-
specific knowledge and techniques needed to
proficiency
perform work tasks.
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Human
skills
:The ability to work well with
other people individually and in a
group.
Conceptual
skills
:The
ability
to
think
and
to
conceptualize
about
abstract
and complex
situations
技术技能
:
某个特定领域的知识和专业技术
人际
技能
:
与他人和睦相处、密切配合的能力
概念技能
:
对组织面临的抽象、复
杂情况进行思考和概念化的能力
Organization
：
A
deliberate arrangement of people assembled to
accomplish
some specific purpose
组织：
是对人员的一种精心安排，
以实现某个特定目
的
。
(
这个
目的是个体无法单独实现的）
Sustainability
:a
company
’
s ability to achieve
its business goals and increase
long-
term
shareholder
value
by
integrating
economic,
environmental,
and
social
opportunities into its business
strategies.
可持续性
：公司通过将经济的、环境的和社会的机遇整合到公司战略以实现公司目标并为
股东增加
长期价值的能力。
Universality of
Management
:The reality that management
is needed in
all types and sizes of
organizations,at all
organizational
levels ,in all organizational
areas,and
in all organizations, regardless of location
管理的普遍性
:
在现实世界中，管理是不可或缺的
——在所有类型和规模的组织中，在所有
的组织层级中，在所有的组织领域中，在所有的
组织中，无论该组织位于哪里。
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第二单元
Omnipotent
View
of
Management
：
the
view
that
managers
are
directly responsible for an
organization
’
s success or
failure.
Symbolic
view
of
Management
：
the
view
that
much
of
an
organization
’
s
success or failure is due to external forces
outside managers
’
control.
管理万能论：认为管理者对组织的成败承担直接责任
管理象征论：认为组织的成败在很大程度上归因于管理者无法控制的外部力量。
< br>
Organizational
Culture
：
The shared values,
principles, traditions, and ways
of
doing things that influence the way organizational
members act.
Strong
Cultures
：
Organizational
cultures
in
which
key
values
are
intensely
held and widely
shared.
组织文化：组织成员共有的、能够影响其行为方式的价值观、原则、传
统和做事方式
强文化：其核心价值观被组织成员们强烈坚持和
广泛共享的组织文化
Socialization
：
The process that helps
employees adapt to the
organization
’
s
culture.
社会化：帮助新员工学会本组织做事方法的一个过程
Workplace Spirituality
：
a culture where
organizational values promote a
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sense
of
purpose
through
meaningful
work
that
takes
place
in
the
context
of
community
职场精神：
它是
一种文化，
在这种文化中，
组织的价值观提倡员工通过在集体环
境中从事有
意义的工作来感知人生目的。
External
Environment
：
those factors
and forces outside the organization
that affect its performance.
外部环境：组织之外能够对该组织的绩效产生影响的因素和力量
Environmental
Uncertainty
：
the degree of
change and complexity in an
organization
’
s
environment.
环境的不确定性：一个组织的外部环境的变化程度和复杂程度
Environmental
Complexity
：
the
number
of
components
in
an
organization
’
s
environment and the extent of the
organization
’
s knowledge
about
those components.
环境的复
杂性：
一个组织的外部环境的构成要素数量以及该组织对这些构成要素的了解程度
Stakeholders
：
any
constituencies in the
organization
’
s environment
that are
affected by an
organization
’
s decisions and
actions.
利益相关者：组织的外部环境中被组织的决策和行动所影响的任何相
关者。
第三单元
Parochialism
：
viewing the world solely
through your own perspectives, leading
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to an
inability to recognize differences between people.
Ethnocentric
Attitude
：
the
parochialistic
belief
that
the
best
work
approaches and practices are those of
the home country.
Polycentric
Attitude
：
the
view that the managers in the host country know
the best
work
approaches and practices for running their
business.
Geocentric
Attitude
：
a
world
：
oriented view that
focuses on using the best
approaches
and
people from around the
globe.
狭隘主义：仅仅用自己的眼睛和视角来看待这个世界，从而无法意识到人
与人之间的差异
民族中心论：狭隘地认为自己母国拥有世界上
最佳的工作方法和实践。
多国中心论：认为东道国的管理者知
道如何以最佳的工作方法和实践来经营其业务
全球中心论：一
种全球取向的观点，强调使用来自全世界的最佳方法和人员
European Union
(EU)
：
a union of 27 European
nations created as a unified
economic
and trade entity
Euro
：
a single common European currency
欧盟：由
27
个欧洲国家组成一个统一的经济和贸
易联合体
欧元：欧洲单一货币
Nations (ASEAN)
：
a trading alliance of 10
Southeast Asian nations.
North American
Free Trade Agreement (NAFTA)
：
an agreement
among the Mexican, Canadian, and U.S.
governments in which certain barriers to
trade have been eliminated.
东南亚国家联盟（东盟）
：由
10
个东
南亚国家组成的一个贸易联盟
北美自由贸易协定：墨西哥、加
拿大和美国政府签署的一项旨在消除贸易壁垒的协定。
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World
Trade
Organization
(WTO)
：
a
global
organization
of
153
countries that deals
with the rules of trade among nations.
International Monetary Fund
(IMF)
：
an organization of 185
countries
that promotes international
monetary cooperation and provides advice, loans,
and
technical assistance.
世界
贸易组织：一个由
153
个成员国组成的负责处理国家间贸易规
则的全球组织
国际货币基金组织：一个由
185
个国家组成的组织，旨在促进国际货币合作，并且为成员
国提供建议、贷款和技术援助。
World
Bank
Group
：
a
group
of
five
closely
associated
institutions
that
provides financial and technical
assistance to developing countries.
Organization for Economic Cooperation
and Development
(OECD)
：
an
international
economic
organization
that
helps
its
30
member
countries achieve sustainable economic
growth and employment.
世界银行集团：一个由
5
家紧密相连的机构组成的集团，主要为全世界的发展中国家提供
金融和技术援助
经济发展与合作组织：
一个旨在帮助其
30
个成员国实现可持续经济增
长和就业的国际经济
组织
Multinational Corporation
(MNC)
：
a broad term that
refers to any and
all types of
international companies that maintain operations
in multiple countries.
Multidomestic
Corporation
：
an
MNC that decentralizes management
and
other decisions to the local country.
跨
国公司：一个广泛的术语，指的是在多个国家开展业务的任何类型的国际公司
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多国化公司：指的是把管理权和
其他决策权下放给东道国的跨国公司
Global
Company
：
an MNC that
centralizes management and other decisions
in the home country.
Transnational
or
Borderless
Organization
：
an
MNC
in
which
artificial geographical barriers are
eliminated.
全球公司：指的是把管理权和其他决策权都集中在母国的跨国
公司
无国界公司：消除了人为地理界线的跨国公司
Global
Sourcing
：
purchasing
materials
or
labor
from
around
the
world
wherever it is cheapest.
Exporting
：
making products
domestically and selling them abroad.
Importing
：
acquiring products made abroad and
selling them domestically.
Licensing
：
an organization
gives another organization the right to make or
sell its products using its technology
or product specifications.
全球采购：从全世界最廉价的地方采购原材料或劳动力
出口：在国内制造产品并且把它们销往国外
进口：采购国外制造的产品并且在国内销售
< br>许可证经营：
一家组织授权另一家组织采用自己的技术或产品说明书来制造或销售
自己的产
品
Franchising
：
an organization
gives another organization the right to use its
name and operating methods.
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特许经营：一家组织授权另一家组织采用自己的品牌和运营方式
Strategic
Alliance
：
a
partnership
between
an
organization
and
one
or
more foreign company partner(s) in
which both share resources and knowledge in
developing new products or building
production facilities.
Joint
Venture
：
a
specific
type
of
strategic
alliance
in
which
the
partners
agree to form a separate, independent
organization for some business purpose.
战略联盟：
一家组织与外国公司建立的一种伙伴关系，
使双方
在开发新产品或建设生产设施
时可以共享资源和知识
合资企业：
一种特定类型的战略联盟，
各合作方
为了某个商业目的而共同组建一个自主经营
的、独立的组织
Foreign
Subsidiary
：
directly
investing in a foreign country by setting up a
separate and independent production
facility or office.
外国子公司：通过建立自主经营的、独立的
生产机构或办事处而在某个海外国家直接投资
Free
Market
Economy
：
an
economic
system
in
which
resources
are
primarily owned and controlled by the
private sector.
Planned
Economy
：
an economic system in which economic
decisions are
planned by a central
government.
自由市场经济：一种主要由私营部门拥有和控制各种资源的经
济体系
计划经济：一种由一个中央政府来规划经济决策的经济体系
National
Culture
：
the
values
and
attitudes
shared
by
individuals
from a
specific country that
shape their behavior and beliefs about what is
important.
Global
Leadership
and
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Behavior
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Effectiveness
(GLOBE)
program
：
a
research
program
that
studies
cross-cultural leadership behaviors.
民族文化：
由一个特定国家的个体国民共享的价值观和态度，
这些价值观和态度将塑造他们
的行为和他们对什么是重要事项的看法<
/p>
全球领导和组织行为效力（
GLOBE
）研究计划：一项考察跨文化领导行为的研究计划
Cultural Intelligence
：
cultural
awareness and sensitivity skills.
Global
Mind-Set
：
attributes
that
allow
a
leader
to
be
effective
in
cross-cultural environments.
文化智能：文化感悟和敏感性技能
全
球心智：使一位领导者能够在跨文化环境中实施有效管理的各种品质
第五单元
Social
Obligation
：
the obligation of a business to meet
its economic and
legal responsibilities
and nothing more.
Social
Responsiveness
：
when a firm engages in social actions
in response
to some popular social
need.
Social
Responsibility
：
a
business
’
s
intention,
beyond
its
legal
and
economic
obligations,
to
do
the
right
things
and
act
in
ways
that
are
good
for
society.
社会义务
：一家公司有义务履行特定的经济和法律责任，除此之外则撒手不管
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社会响应：公司为应对某种普遍的社会需要而从事的社会活动
社会责任：
一家组织在其法律和经济义务之外愿意去做正确的事
情并以有益于社会的方式行
事的意向
The Classical View
: the view
that management
’
s only
social responsibility is
to maximize
profits
The
Socioeconomic
View
:
the
view
that
management
’
s
social
responsibility
goes
beyond
making
profits
to
include
protecting
and
improving
society
’
s
welfare.
古典观点：
管理层的唯一社会责任就是根据
公司股东的最佳利益来经营公司，
追求利润最大
化（实现财务回
报）
社会经济学观点：管理者的社会责任不只是盈利，还包括
保护和改善整个社会的福利
Social
Screening
：
applying social criteria (screens) to
investment decisions.
Green
Management
：
managers consider the impact of their
organization
on the natural
environment.
社会屏障筛选：运用社会和环境标准来制定投资决策
绿色管理：管理者考虑本组织对自然环境的影响
Ethics
：
principles,
values, and beliefs that define right and wrong
behavior.
Values
：
basic
convictions about what is right and wrong.
道德：对正确行为和错误行为予以界定的原则、价值观和信念
价值观：对是非对错的基本信念
Ego
Strength
convictions.
：
a
personality
measure
of
the
strength
of
a
person
’
s
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Locus
of
Control
：
a
personality
attribute
that
measures
the
degree
to
which
people believe they control their own fate.
自我强度：一种性格属性，用以衡量一个人所持信念的力量
<
/p>
控制点：一种性格属性，用以衡量人们相信自己能够控制自我命运的程度
< br>
Values-Based
Management
：
an
approach
to
managing
in
which
managers establish and uphold an
organization
’
s shared
values.
基于价值观的管理：
一种管理方式，
管理者通过建立和坚持本组织共享的价值观来进行管理
Code of Ethics
：
a formal
statement of an
organization
’
s primary
values and
the ethical rules it expects
its employees to follow.
道德准则：一个组织对期望其员
工遵循的重要价值观和道德规定的正式声明。
Whistle-blower
：
individuals who
raise ethical concerns or issues to others.
Social
Entrepreneur
：
an
individual
or
organization
who
seeks
out
opportunities
to
improve
society
by
using
practical,
innovative,
and
sustainable
approaches.
告密者：举报他人道德问题或事项的人
社会企业家：
通过使用切合实际的、
创新的和可持续的方法来
设法改善整个社会的个体或组
织
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第六单元
Organizational
Change
：
any
alterations
in
the
people,
structure,
or
technology of an organization.
Change Agents
：
persons who act
as catalysts and assume the responsibility
for managing the change process.
组织变革：组织的人员、结构或技术的任何变动
变革推动者：充当催化剂并且负责对变革过程实施管理的人
Organizational
Development
(OD)
：
techniques
or
programs
to
change people and the nature and
quality of interpersonal work relationships.
组织发展（
OD
）
：用来
改变员工及工作中的人际关系的性质和质量的技巧或方案
Stress
：
the adverse reaction people have to
excessive pressure placed on them
from
extraordinary demands, constraints, or
opportunities.
压力：人们对特别的要求、
约束或机会给他们施加的国度压迫感所产生的一种不良反应
Creativity
：
the
ability
to
combine
ideas
in
a
unique
way
or
to
make
an
unusual association.
Innovation
：
turning
the
outcomes
of
the
creative
process
into
useful
products, services,
or work methods.
创造力：以某种独特的方式综合各种思想或者在两
种思想之间建立独特联系的能力
创新：将创造过程得出的结果
转化为有用的产品、服务或工作方法
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Idea
Champions
：
individuals who actively and
enthusiastically support new
ideas,
build
support,
overcome
resistance,
and
ensure
that
innovations
are
implemented.
创意领袖：
积极、热情地支持新创意，提供支持并克服抵制，
而且确保创新得到贯彻执行的
人
Global
OD
：
OD
techniques
that
work
for
U.S.
organizations
may
be
inappropriate in other countries and
cultures.
全球的组织发展：适用于美国组织的组
织发展技巧可能并不适用于其他国家和文化
Stressors
：
factors that cause stress.
应激源：导致压力的那些因素
Role Conflicts
：
work
expectations that are hard to satisfy.
Role Overload
：
having more work to accomplish than
time permits.
Role Ambiguity
：
when role
expectations are not clearly understood.
角色冲突：难以调和或满足的工作期望
角色过载：在规定的时间内从事过多工作
角色模糊：无法清楚、明确地理解角色期望
Type A personality
：
people who have
a chronic sense of urgency and an
excessive competitive drive.
Type
B
personality
：
people who are
relaxed and easygoing and accept
change
easily.
A
型人格：
具有这种
人格的个体会长期感觉到一种时间紧迫感，
具有一种过度的竞争驱动力。
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B
型人
格：具有这种人格的个体比较放松和随和，容易接受变革。
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第七单元
Decision
criteria
: criteria that define
what
’
s important or relevant
to resolving
a problem.
决策标准
Rational
Decision-Making
：
describes
choices
that
are
logical
and
consistent while
maximizing value.
Bounded
Rationality
：
decision
making
that
’
s
rational,
but
limited
(bounded) by an
individual
’
s
ability to process information.
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Satisfice
：
accepting
solutions that are
“
good
enough.
”
理性决策：作出符合逻辑的、前后一致的选择以实现价值最大化
有限理性：决策是理性的，但这种理性被决策者处理信息的能力所限制（局限）
满足：接受“足够好”的解决方案
Escalation
of
commitment
:an
increased
commitment
to
a
previous
decision despite evidence it may have
been wrong.
承诺升级
Intuitive decision
making
：
Making decisions on
the basis of experience,
feelings, and
accumulated judgment.
直觉决策：根据经验、感觉和所积累的判断力来制定决策
Evidence-based
management
(EBMgt)
:the
systematic
use
of
the
best available evidence
to management practice.
循证管理
Structured
Problems
：
straightforward,
familiar,
and
easily
defined
problems.
结构化问题：直截了当的、习以为常的和容易定义的问题
Programmed Decision
：
a repetitive
decision that can be handled by a
routine approach.
Nonprogrammed Decisions
：
unique and
nonrecurring decisions that
require a
custom
：
made solution.
程序化决策：可以通过某种例行方法来作出的某种重复性决策
非程序化决策：独特的、非重复发生的、需要量身定制解决方案的决策
< br>
Procedure
：
a series of interrelated steps that a
manager can use to apply a
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policy in
response to a structured problem.
Rule
：
an
explicit
statement
that
limits
what
a
manager
or
employee
can
or
cannot do.
Policy
：
a general
guideline for making a decision about a structured
problem.
程序：管理者用来应对某个结构化问题的一系列连续步骤
规定：告诉管理者或员工能做什么或不能做什么的明确声明
政策：为某个结构化问题制定决策时的指导方针和原则
Unstructured
Problems
：
problems
that
are
new
or
unusual
and
for
which information is
ambiguous or incomplete.
开放式问题：崭新的、不同寻常
的、相关信息很模糊或不完整的问题
Certainty
：
a
situation
in
which
a
manager
can
make
an
accurate
decision
because the outcome of every
alternative choice is known.
Risk
：
a
situation
in
which
the
manager
is
able
to
estimate
the
likelihood
(probability) of
outcomes that result from the choice of particular
alternatives.
确定性：
制定决策时的一种理想
情况，
管理者能够制定精确的决策，
因为每种备选方案的结
果都是已知的。
风险：
< br>制定决策时所面临的一种更为普遍的情况，
管理者能够估计某些特定方案实现某种
特
定结果的可能性
Linear
Thinking Style
：
a person
’
s
tendency to use external data/facts; the
habit of processing information through
rational, logical thinking.
Nonlinear
Thinking Style
：
a person
’
s
preference for internal sources of
information; a method of processing
this information with internal insights, feelings,
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and hunches. <
/p>
线性思维模式：
个体偏好于使用外部的数据和事实，
并且通过理性的、
逻辑的思维来处理这
些信息
非线性思维模式：个体偏好于使用内在的信息来源（感觉和直觉）以
及通过内在的洞察力、
感觉和直觉来处理这些信息
Heuristics
：
using
“
rules of
thumb
”
to simplify decision
making.
启发法（偏见）
：
利用“经验法则”来简化决策制定过程
Decision
：
making a choice
from two or more alternatives.
Problem
：
an
obstacle
that
makes
it
difficult
to
achieve
a
desired
goal
or
purpose.
决策：从两个或更多备选方案中做出选择
问题：使得人们难以实现理想目标或目的的障碍
Overconfidence Bias
：
holding
unrealistically positive views of oneself and
one
’
s
performance.
Immediate
Gratification
Bias
：
choosing
alternatives
that
offer
immediate rewards and avoid immediate
costs.
自负偏见：对自己以及自己的表现持有一种不切实际的正面看法
即时满足偏见：选择能够提供即时回报和避免即时成本的备选方案
Anchoring Effect
：
fixating on
initial information and ignoring subsequent
information.
Selective
Perception Bias
：
selecting, organizing and interpreting
events
based on the decision
maker
’
s biased perceptions.
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Confirmation
Bias
：
seeking out
information that
reaffirms
past
choices
while discounting contradictory
information.
锚定效应偏见：把最初获得的信息固定为起始点，忽略后来
获得的信息
选择性认知偏见：基于自己有偏见的认知去选择性
地组织和解读有关事件
证实偏见：设法寻找那些能够证实其以
往选择的信息，忽略与以往判断相左的信息
Framing
Bias
：
selecting and highlighting certain
aspects of a situation while
ignoring
other aspects.
Availability
Bias
：
losing
decision
：
making objectivity
by focusing on the
most recent events.
Representation Bias
：
drawing
analogies and seeing identical situations
when none exist.
Randomness
Bias
：
creating unfounded meaning out of
random events.
取景效应偏见：有重点地选择和强调某种情况的其中一
些方面并摒弃其他方面
可获得性偏见：
决策者通常只记得最近发生的、
在他们脑海里生动形象的事情，
从而在决策
时失去客观性
典型性偏
见：使用类推法来观察相似的情况，但实际上这两者并无相同之处
随机性偏见：决策者竭力从随机事件中归纳出并不存在的意义
Sunk Costs Errors
：
forgetting that
current actions cannot influence past
events and relate only to future
consequences.
Self-Serving
Bias
：
taking quick credit for successes and
blaming outside
factors for failures.
Hindsight
Bias
：
mistakenly
believing
that
an
event
could
have
been
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predicted once
the actual outcome is known (after-the-fact).
沉淀成本错误：
决策者忘记了这一点，
即现在的
选择并不能影响以往的时间而只能导致未来
的结果
自利性偏见：决策者把成功的功劳迅速归于自己名下而把失败归咎于外部因素
后见偏见：
错误地认为一旦某个事件的结果已知，
自己原本就可以准确预测该事件的结果
（事
后聪
明）
第八单元
Planning
：
a
primary managerial activity that involvesdefining
the organization
’
s
goals,
establishing
an
overall
strategy
for
achieving
those
goals
,anddeveloping
plans for organizational work
activities
计划：
一种主要的管理活动，
其中包括定义本组织的目标确定一个整体战略以实现这些目标
制定各种方
案以整合和协调工作活动
Goals (also
Objectives)
:Desired outcomes or
targets.
Plans
:Documents
that outline how goals are to be met.
目标
方案
Stated
goals
:official
statements
of
what
an
organization
says,and
what
it
wants its various stakeholders to
believe, its goals are
陈述目标
Real
goals
:goals
that
an
organization
actually
pursues,
as
defined
by
the
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actions of its
members.
真实目标
Financial Goals
：
related to the
expected internal financial performance of
the organization.
Strategic
Goals
：
related to the performance of the firm
relative to factors in
its external
environment (e.g., competitors).
财务目标：本组织希望实现的内部财务绩效
战略目标：本组织希望在其外部环境中实现的绩效
Strategic Plans
:plans that
apply to the entire organization and establish the
organization
’
s
overall goals.
Operational
Plans
: plans that encompass a
particular operational area of the
organization.
战略方案
业务方案
Long-Term
Plans
: plans with a time frame beyond
three years.
Short-erm
Plans
:plans covering one year or less.
长期方案
:
时间长度超过
3
年的方案
短期方案
:
为期
1
年或更短
时间的方案
Specific
Plans
:Plans
interpretation.
that
are
clearly
defined
and
leave
no
room
for
Directional Plans
: plans
that are flexible and set out general guidelines.
具体计划
:
定义清晰、没有留下解读空
间的方案
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指导计划
:
只确定一般指导原则和提供重点但却留有自主实施权限的弹性方案
< br>
Single-Use Plan
:A
one
：
time plan specifically
designed to meet the need of a
unique
situation.
Standing
Plans
:Ongoing plans that provide
guidance for activities performed
repeatedly.
一次性方案
:
为满足某个特定情况的需要而特别设计的方案
持续性方案
:
为反复进行的活动提供指导的方案
Commitment
Concept
: Current plans affecting future
commitments must
be sufficiently
long
：
term in order to meet
those commitments.
承诺概念：
能够产生
未来承诺的当前方案必须扩展到未来足够长远的期限，
以兑现这些承诺。
formal planning
department
: a group of planning
specialists that help
managers write
organizational plans.
正式的计划部门：由一群专业的计划人
员来帮助管理者撰写组织方案的部门
Traditional
Goal
Setting
：
an
approach
to
setting
goals
in
which
top
managers
set
goals
that
then
flow
down
through
the
organization
and
become
subgoals for each organizational area.
传统的目标设定
Means-
Ends Chain
:an integrated network in
which the accomplishment of
goals at
one level serves as the means for achieving
goals,or ends,at the next level.
手段：目的链
:
各组织层级的目标是定义清晰的，
从而构成一个一体化的目标网络
;
在较低组
织层级实现的目标是上面那个组织层级实现其目标的手段
Management By
Objectives
(MBO)
：
A progress
of setting mutually
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agreed-upon
goals and using those goals to evaluate employee
performance.
目标管理
:
员工和管理者共同制定具体的绩效目标
,
定期评估迈向目标
的进度
,
根据目标实现
程度来分配奖励
Mission
:the
purpose of an organization.
使命
第九单元
Strategic
management
organization
’
s
strategies.
：
what
managers
do
to
develop
the
Strategies
：
the
plans for how the organization will do what
it
’
s in business to do,
how it will compete successfully, and
how it will attract and satisfy its customers in
order to achieve its goals.
Business
model
management
process
：
战略管理
：
how
a
company
is
going
to
make
gic
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战略
商业模式
Strategic
management process
：
a six-step process that
encompasses
strategic planning,
implementation, and evaluation.
战略管理过程：
一个包含六个步骤的过程，涵盖了战略的计划、实施和评估。
mission
：
a
statement of an
organization
’
s purpose.
opportunities
：
positiv
e trends in the external environment.
threats
：
negative
trends in the external environment.
战略管理
战略
商业模式
SWOT
analysis
：
an
analysis
of
the
organization
’
s
strengths,
weaknesses,
opportunities, and threats.
Resources
：
an
organization
’
s assets that
are used to develop, manufacture, and
deliver a product to its customers.
Capabilities
：
an
organization
’
s skills and
abilities in doing the work activities
needed in its business.
SWOT
分析：对本组织的优势、劣势、机遇和威胁的分析
资源：组织用来开发、制造以及向顾客提供产品的各种资产
能力：组织用来从事一切必要活动的技能和才智
Corporate
strategy
：
an
organizational
strategy
that
determines
what
businesses a company is
in or wants to be in, and what it wants to do with
those
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businesses.
企业战略：决定公司从事或想从事什么业务以及它想如何从事这些业务的战略
Strengths
：
any
activities
the
organization
does
well
or
any
unique
resources
that it has.
Weaknesses
：
activities
the
organization
does
not
execute
well
or
needed
resources it does not possess.
Core
competencies
：
the
organization
’
s
major
value-creating
capabilities
that determine
its competitive weapons.
优势：组织擅长的行动或者拥有的独特资源
劣势：组织不擅长的行动或者该组织需要但却并不具有的资源。
核心竞争力：组织最主要的价值创造能力
Growth
strategy
:a
corporate
strategy
that
’
s
used
when
an
organization
wants to expand
the number of markets served or products offered,
through either
its current business(es)
or new business(es).
Stability
strategy
:a corporate strategy in which
an organization continues to
do what it
is currently doing.
Renewal
strategy
:
a
corporate
strategy
designed
to
address
declining
performance.
成长战略：
组织想通过现有业务或新业务来扩大自己所服务的市场数量或提供的产品数量时
所采用
的企业战略
Strategic
Business
Unit
(SBU)
:
the
single
independent
businesses
of
an
organization that formulate their own
competitive
strategies.
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BCG
matrix
：
a
strategy tool that guides resource allocation
decisions on the
basis of market share
and growth rate of SBUs.
战略业务单元：一家组织中的独
立的业务单元，具有自己的竞争战略
波士顿矩阵：
一种战略工具，
根据各种战略业务单元的市场份额和增长率来为资源配置决
策
提供指导。
Competitive
strategy
：
an organizational
strategy for how an organization
will
compete in its business(es).
Competitive
advantage
：
what
sets
an
organization
apart;
its
distinctive
edge.
竞争战略：关于组织将如何在市场上展开竞争的战略
竞争优势：使本组织区别于其他组织的特征；本组织与众不同的优势或特征
Functional
strategy
:
the
strategies
used
by
an
organization
’
s
various
functional
departments to support the competitive strategy.
职能战略：组织的不同职能部门用来支持本组织竞争战略的战略
Strategic
flexibility
：
the
ability
to
recognize
major
external
changes,
to
quickly
commit
resources,
and
to
recognize
when
a
strategic
decision
was
a
mistake.
战略灵活性：
发现外部环境的重大变化、
迅
速投入资源以及当某些战略决策不起作用时立即
察觉的能力
First Mover
:an organization
that brings a product innovation to the market or
uses new process innovations.
市场先入者：率先把某项产品创新推向市场或使用某种流程创新的组织
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第十章
Organizing
：
arrang
ing and structuring work to accomplish an
organization
’
s
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