第四章planning and strategic management计划和战略管理

管理学原理滚动计划法名词解释Rolling planning, also known as continuous planning, refers to the process of continuously updating and adjusting a company's plans and strategies based on ongoing changes in the business environment. This approach enables businesses to adapt to unforeseen events, take advantage of new opportunities, and address emerging threats in a timely manner. In essence, rolling planning allows companies to be more agile and dynamic in their decision-making processes, ensuring that they remain competitive and relevant in their respective industries.滚动计划，又称连续计划，是指根据业务环境持续变化，不断更新和调整公司的计划和战略的过程。

这种方法使企业能够适应不可预见的事件，利用新机遇，并及时应对新威胁。

实质上，滚动计划允许公司在决策过程中更加敏捷和动态，确保它们在各自的行业中保持竞争力和相关性。

One of the key benefits of rolling planning is its ability to promote flexibility and responsiveness within an organization. By continuously updating plans in response to changes in the business environment, companies can avoid being locked into rigid strategies that may nolonger be viable. This flexibility allows organizations to quickly pivot and adapt to new market conditions, customer demands, and competitive pressures, ultimately leading to better business outcomes.滚动计划的一个关键好处是它能够在组织内促进灵活性和响应能力。

[转载]管理学核心概念中英文对照原文地址：管理学核心概念中英文对照作者：jaywang第一章管理总论Manager 管理者First-line managers 基层管理者Middle managers 中层管理者Top managers 高层管理者Management 管理Efficiency 效率Effectiveness 效果Planning 计划Organizing 组织Leading 领导Controlling 控制Management process 管理过程Management roles 管理角色Interpersonal roles 人际关系角色Informational roles 信息传递角色Decisional roles 决策制定角色Technical skills 技术技能Human skills 人事技能Conceptual skills 概念技能System 系统Closed systems 封闭系统Open systems 开放系统Environment 环境Special environment 具体环境General environment 一般环境Contingency perspective 权变观Organization 组织Universality of management 管理的普遍性Nonmanagerial employees / Operatives 操作者第二章管理的历史Division of labor 劳动分工Industrial revolution 产业革命Scientific management 科学管理Therbligs 基本动作元素General administrative theorists 一般行政管理理论家Principles of management 管理原则Bureaucracy 官僚行政组织、层级组织Quantitative approach 定量方法Organizational behavior (OB) 组织行为Hawthorne Studies 霍桑研究Workforce diversity 员工多样化Entrepreneurship 企业家e-business (electronic business) 电子商务e-commerce (electronic commerce) 电子贸易、电子商务Intranet 内部互联网Total quality management (TQM) 全面质量管理Learning organization 学习型组织Knowledge management 知识管理Workplace spirituality 团队精神第三章计划Decision 决策Decision-making process 决策过程Problem 问题Decision criteria 决策标准Implementation 实施Rational decision making 理性决策Bounded rationality 有限理性Satisficing 满意Escalation of commitment 承诺升级Intuitive decision making 直觉决策Well-structured problems 结构良好问题Programmed decision 程序化决策Procedure 程序Rule 规则Policy 政策Poorly structured problems 结构不良问题Nonprogrammed decisions 非程序化决策Certainty 确定性Risk 风险性Uncertainty 不确定性Directive style 指导性风格Analytic style 分析性风格Conceptual style 概念性风格Behavioral style 行为性风格Planning 计划Goals 目标Plans 计划Strategic plans 战略计划Operational plans 作业计划Long-term plans 长期计划Short-term plans 短期计划Specific plans 具体性计划Directional plans 指导性计划Single-use plan 单一目标计划Standing plans 标准计划Traditional goal setting 传统目标设定Means-ends chain 手段－结果链Management by objectives (MBO) 目标管理Mission 使命Commitment concept 承诺概念Formal planning department 正式计划部门Strategic management 战略管理Strategic management process 战略管理过程Opportunities 机会Threats 威胁Core competencies 核心能力Strengths 优势Weaknesses 劣势SWOT analysis SWOT分析Corporate-level strategy 公司层战略Stability strategy 稳定战略Growth strategy 增长战略Related diversification 相关领域多元化经营Unrelated diversification 不相关领域多元化经营Retrenchment strategy 收缩战略BCG matrix BCG矩阵波士顿咨询集团矩阵Business-level strategy 事业层战略Strategic business units 战略经营单位Competitive advantage 竞争优势Cost leadership strategy 成本领先战略Differentiation strategy 差异化战略Focus strategy 集中化战略Functional-level strategy 职能层战略Environmental Scanning 环境扫描Competitor intelligence 竞争者情报、竞争者信息Forecasts 预测Quantitative forecasting 定量预测Qualitative forecasting 定性预测Forecasting Techniques 预测技术Benchmarking 基准化、标杆Resources 资源Budget 预算Revenue Budgets 收入预算Expense Budgets 费用预算Profit Budgets 利润预算Cash Budgets 现金预算Scheduling 进度计划、规划Gantt Charts 甘特图Load Charts 负荷图PERT network 计划评审技术网络Events 事件Activities 活动Slack time 松弛时间Critical path 关键线路Breakeven analysis 盈亏平衡分析Linear programming 线性规划Project 项目Project Management 项目管理Scenario 设想方案第四章组织Organizing 组织Organizational structure 组织结构Organizational design 组织设计Work specialization 劳动分工Departmentalization 部门化Functional departmentalization 职能部门化Product departmentalization 产品部门化Geographical departmentalization 地区部门化Process departmentalization 过程部门化Customer departmentalization 顾客部门化Cross-functional teams 跨职能团队Chain of command 指挥链Authority 职权Responsibility 职责Unity of command 统一指挥Span of control 管理幅度Centralization 集权化Decentralization 分权化Formalization 正规化Mechanistic organization 机械式组织Organic organization 有机式组织Unit production 单件生产Mass production 大量生产Process production 连续生产Simple structure 简单结构Functional structure 职能型结构Divisional structure 分部型结构Team-based structure 团队结构Matrix structure 矩阵结构Project structure 项目结构Autonomous internal units 内部自治单位Boundaryless organization 无边界组织Learning organization 学习型组织High-performance work practice 高绩效的工作实践Human resource management process 人力资源管理过程Labor union 工会Human resource planning 人力资源规划Job analysis 职务分析Job description 职务说明书Job specification 职务规范Recruitment 招聘Decruitment 解聘Selection process 甄选过程Validity 效度Reliability 信度Work sampling 工作抽样Assessment centers 测评中心Orientation 定向、导向Performance management system 绩效管理系统Written essay 书面描述法Critical incidents 关键事件法Graphic rating scales 评分表法Behaviorally anchored rating scales (BARS) 行为定位评分法Multiperson comparisons 多人比较法Group order ranking 分组排序法Individual ranking 个体排序法Paired comparison 配对比较法360 degree feedback 360度反馈skill-based pay 按技能付酬Career 职业生涯、职业Organizational change 组织变革Change agents 变革推动者Organizational development (OD) 组织发展Stress 压力Creativity 创造Innovation 创新第五章领导Behavior 行为Organizational behavior 组织行为学Attitudes 态度Cognitive component 认知成分Affective component 情感成分Behavioral component 行为成分Job satisfaction 工作满意度Job involvement 工作投入Organizational commitment 组织承诺Organizational citizenship behavior (OCB) 组织公民行为Cognitive dissonance 认知失调Attitude surveys 态度调查Personality 人性Big-five model 重要的五大模型Emotional intelligence (EI) 情感智商Locus of control 控制点Machiavellianism 马基雅维里主义Self-esteem 自尊Self-monitoring 自我监控Perception 知觉Attribution theory 归因理论Fundamental attribution error 基本归因错误Self-serving bias 自我服务偏见Selectivity 有选择地接受、选择性Assumed similarity 假设相似性Stereotyping 刻板印象Learning 学习Operant conditioning 操作性条件反射Social learning theory 社会学习理论Shaping behavior 行为塑造Motivation 动机Need 需要Hierarchy of needs theory 需要层次理论Physiological needs 生理需要Safety needs 安全需要Social needs 社会需要Esteem needs 尊重需要Self-actualization needs 自我实现需要Theory X X理论Theory Y Y理论Motivation-hygiene theory 激励－保健理论Hygiene factors 保健因素Motivators 激励因素Three-needs theory 三种需要理论Need for achievement (nAch) 成就需要Need for power (nPow) 权力需要Need for affiliation (nAff) 归属需要Goal-setting theory 目标设定理论Reinforcement theory 强化理论Reinforcers 强化物Job design 职务设计Job scope 职务范围Job enlargement 职务扩大化Job enrichment 工作丰富化Job depth 职务深度Job characteristic model (JCM) 职务特征模型Skill variety 技能多样性Task identity 任务同一性Task significance 任务重要性Autonomy 自主性Feedback 反馈Equity theory 公平理论Referents 参照对象Expectancy theory 期望理论Compressed workweek 压缩工作周Flexible work hours 弹性工作制Job sharing 职务分担Contingent workers 应急工Telecommuting 电子通信，远程办公Pay-for performance programs 基于绩效的薪酬管理Open-book management 公开帐簿管理Leader 领导者Leadership 领导Behavioral theories 行为理论Autocratic style 权威式Democratic style 民主式Laissez-faire style 放任式Initiating structure 定规维度Consideration 关怀维度High-high leader 高－高型领导者Managerial grid 管理方格论Fiedler contingency model 菲德勒权变模型Least-preferred co-worker (LPC) questionnaire 最难共事者问卷Leader-member relations 领导者－成员关系，上下级关系Task structure 任务结构Position power 职位权力Situational leadership theory (SLT) 情景领导理论Readiness 准备状态Maturity 成熟度Leader participation model 领导者参与模型Path-goal theory 路径－目标理论Transactional leaders 事务型领导者Transformational leaders 变革型领导者Charismatic leader 超凡魅力的领导者Visionary leadership 愿景领导者Legitimate power 法定权Coercive power 强制权Reward power 奖赏权Expert power 专长权Referent power 模范权Credibility 可信度Trust 诚信、信任Empowerment 授权Communication 沟通Interpersonal communication 人际沟通Organizational communication 组织沟通Message 信息Encoding 编码Channel 通道、渠道Decoding 解码Communication process 沟通过程Noise 噪音Nonverbal communication 非言语沟通Body language 体态语言Verbal intonation 语调Filtering 过滤Selective perception 选择性知觉Information overload 信息超载Jargon 行话Active listening 积极倾听Formal communication 正式沟通Informal communication 非正式沟通Downward communication 下行沟通、向下交流Upward communication 上行沟通、向上交流Lateral communication 平行沟通、横向交流Diagonal communication 斜行沟通、越级交流Communication networks 沟通网络Grapevine 小道信息、谣言E-mail 电子邮件Instant messaging (IM) 即时信息Voice mail 声音邮件Fax 传真Electronic data interchange (EDI) 电子数据交换Teleconferencing 电信会议Videoconferencing 视频会议Intranet 内部互联网Extranet 外部互联网第六章控制Control 控制Market control 市场控制Bureaucratic control 官僚组织控制、层级控制Control process 控制过程Management by walking around (MBWA) 走动式管理Range of variation 偏差范围Immediate corrective action 立即纠正行动Basic corrective action 彻底纠正行动Feedforward control 前馈控制Concurrent control 同期控制、现场控制Feedback control 反馈控制。

第九单元公共管理的战略计划与手段预习问题：1、什么是战略计划？2、战略计划的目的是什么？3、战略计划的好处是什么？课文A战略计划的目的与好处一、重点词语释义：1. to draw on: to use something that you have gradually gained or saved 利用；动用例句：As an actor, you often draw on your own life experiences. 作为演员，你经常要利用你自己的生活经历。

2. to deliver: to give forth or produce制造，生产例句：The oil well delivered only 50 barrels a day.这口油井每天只产原油五十桶。

3. to facilitate: to make it possible or easier for something to happen 使便利；推动；促进例句：The counselor may be able to facilitate communication between the couple. 顾问也许能促进这对夫妇之间的交流。

4. to foster: to promote the growth and development of; cultivate促进，培养，促进生长、发展例句：The teacher‟s duty is to detect and foster artistic talent of his students. 教师的责任是发展并培养学生的艺术才能。

5. at one‟s best: when someone is feeling most intelligent or effective, or when something is showing its most impressive or attractive qualities 处于某人／某物的最佳状态例句：I‟d only just got out of bed, so I wasn‟t at my best. 我刚刚起床，所以我不是处于最佳状态。

战略规划(S t r a t e g i c-P l a n n i n g)战略规划（Strategic Planning）错误!未找到引用源。

错误!未找到引用源。

什么是战略规划？所谓战略规划，就是制定组织的长期目标并将其付诸实施，它是一个正式的过程和仪式。

一些大企业都有意识地对大约50年内的事情做出规划。

制定战略规划分为三个阶段，第一个阶段就是确定目标，即企业在未来的发展过程中，要应对各种变化所要达到的目标。

第二阶段就是要制定这个规划，当目标确定了以后，考虑使用什么手段、什么措施、什么方法来达到这个目标，这就是战略规划。

最后，将战略规划形成文本，以备评估、审批，如果审批未能通过的话，那可能还需要多个迭代的过程，需要考虑怎么修正。

制定战略规划的方式制定战略规划的方式有五种：第一种是领导层授意，自上而下逐级制定，这种方式在很多企业里都运用；第二种是自下而上，以事业单位为核心制定；第三种是领导层建立规划部门，由规划部门制定；第四种是委托负责、守信、权威的咨询机构制定，当然这里所说的负责、守信、权威是一些必要的条件，可能还会有更多的条件，如果咨询机构不具备这些必要的条件，那么对企业来说是非常危险的；第五种是企业与咨询机构合作制定。

在实际制定规划的过程中，这五种方式往往是相互结合在一起来操作的。

确定公司战略目标的步骤首先是确定战略目标，然后是制定战略规划，最后对制定好的战略规划文本进行评估、审批，如果有需要的话还要进行修改。

这其中第一个步骤就是怎么确定企业的战略目标。

确定战略目标的第一步是对企业的现状进行分析，最常见的是进行SWOT分析，所谓SWOT分析就是分析企业的优势、劣势、竞争对手是谁，以及竞争对手的长处和短处，机会在什么地方，市场状况等等，然后基于分析的结果给出一个判断，主要是考虑在这样一个分析结果下，在未来的三年、五年（根据你制定战略规划的周期长短）如果企业不进行变革，那么企业的领导者或者股东们会不会满意？如果满意的话，就保持企业现有战略，不做变革；如果不满意，那么就要考虑在目前分析结果的情况下，企业可以对内部做哪些变革，再分析一下企业可以对外部做哪些变革，将内部和外部变革所能导致的结果与不变革的结果进行比较，寻找变化和差别，这些变化和差别是不是能使企业满意，最后再来决定是不是要变革，怎么变革，并确定变革的目标。

strategic planning的定义
战略规划(Strategic Planning)是一种制定组织长期目标并将其
付诸实施的管理方法。

战略规划通常涉及组织整体战略、竞争战略、市场定位、资源配置等方面，旨在帮助组织在不断变化的外部环境中保持竞争力和可持续发展。

战略规划的主要步骤包括：
1. 确定组织使命和愿景：明确组织的目标、核心价值观和未来发展方向。

2. 分析外部环境：评估组织所处行业的市场、技术、社会和政策等方面的变化趋势，以了解组织的竞争环境和市场机会。

3. 分析内部资源：评估组织的资源、能力、文化和制度等方面的优劣势，以了解组织的竞争能力和瓶颈。

4. 制定战略目标：根据外部环境和内部资源情况，制定组织的中长期战略目标，包括市场定位、产品创新、财务指标等方面。

5. 制定战略方案：为实现战略目标，制定具体的战略方案，包括资源配置、组织变革、营销策略等方面。

6. 实施和评估战略：将战略方案付诸实施，并定期评估战略执行效果，根据实际情况调整和优化战略方案。

战略规划对于组织的管理和发展具有重要意义，可以帮助组织保持竞争力和可持续发展，实现长期成功。

计划的英语单词,写目录Title: The Essence of Planning in English.Introduction.The art of planning is fundamental to the success of any endeavor, whether it's a personal goal, a business project, or a complex strategic initiative. The English language, rich in vocabulary and nuance, offers a plethora of words to describe the various facets of planning. Inthis article, we delve into the intricacies of planning, examining key terms and concepts through the lens of the English language.1. The Fundamentals of Planning.Planning Definition: The process of setting goals, developing strategies, allocating resources, and scheduling activities to achieve those goals.Importance of Planning: It ensures a coordinated approach, reduces risks, and increases the chances of success.Types of Planning: Strategic, Operational, Tactical, and Contingency Planning.2. Key Terms in Planning.Goal Setting: The process of defining specific, measurable, achievable, relevant, and time-bound (SMART) objectives.Strategy Development: Crafting a plan of action to achieve the desired goals.Resource Allocation: The distribution of financial, human, and material resources to support the plan.Scheduling: Determining the timeline for activities and milestones.Risk Management: The identification, assessment, and mitigation of potential risks to the plan.3. The Planning Process.Identifying Needs: Understanding the requirements and objectives of the plan.Gathering Information: Researching and analyzing relevant data to inform the plan.Formulating Options: Generating potential solutions or courses of action.Evaluating Options: Assessing the feasibility, cost-effectiveness, and likely success of each option.Selecting a Strategy: Choosing the most suitable option based on the evaluation.Implementing the Plan: Executing the plan, monitoring progress, and making adjustments as necessary.4. The Role of Communication in Planning.Stakeholder Engagement: Involving key stakeholders in the planning process to ensure their buy-in and support.Clear Communication: Providing clear, concise, and timely information to all relevant parties.Feedback Loops: Establishing mechanisms for collecting and responding to feedback during implementation.5. Challenges and Solutions in Planning.Uncertainty: Dealing with unexpected changes and unexpected outcomes.Resource Constraints: Managing limited resources effectively.Stakeholder Divergence: Bridging differences and aligning stakeholders' interests.Time Pressures: Working efficiently under tight deadlines.Conclusion.Planning is a dynamic and iterative process that requires a deep understanding of the context, stakeholders, and resources involved. The English language, with its rich vocabulary and precision, offers a powerful toolset to describe, analyze, and improve the planning process. By mastering these terms and concepts, we can enhance our ability to plan effectively and increase the chances of achieving our goals.。