采購時間：Lead Time參與：Involvement操作時間：Process Time測試：Testing層級：Hierarchy層級式：Steep Hierarchical層級式SWOT：Hierarchical SWOT層級式的戰略管理：Corporate Strategy Vs Business Group/Unit'S Strategy產品/服務開發：Product/Service De-velopment產品的生命周期：Product Life Cycle，簡稱PLC產品開發到市場時間：Time to Market產生概念：Idea Generation長期/遠計劃：Long—Range Planning長期目標：Goals場景計劃研討會：Scenario Planning Workshop超大規模連接：Very Large Scale Inte-gration承包：Sub—Contracting持續成功：Sustainable Success創辦人：Founders創新提案：Innovative Proposition純科學：Pure Science大方向：Direction大環境/宏觀分析：Macro Environment Analysis大腦震蕩：Brain Storming大型企業和國營企業：State—Owned Enterprises，簡稱SOE單點預測：Single Point Prediction彈性：Flexibility地區：Regional第四類管理藍本：The Fourth Blueprint第五項修煉：The Fifth Disciplines第一層：First。Tier電晶體：Transistor電腦連接：Computer Interfacing電子真空管：Electronic Vacuum Tube調研：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定義：Deftnitions董事會：Board ofDirectors，簡稱BOD動態：Dynamic獨特和可行的形態：A Unique and Vi。able Posture獨特資源：Unique Resources短期目標：Objectives法律：kgal反饋：Feedback Loop反思/反映：Reflection返工：Rework方法：Methodology方位設計：Configuration Design方向：Directions(長期/短期)
非財務：Non。Financial非常難記錄或編碼：Uncodified非牟利機構：Not—For-Profit Organiza-tions分工：Division of Labor分配：Allocate分析和演繹：Analysis and Interpreta-tion分析流程：Analysis Process瘋狂：Crazy概念開發：Concept Development概念世界：Conceptual World幹什麼：What Processes or Activities崗位分析：Job Analysis個人的績效：Staff Performance個人問責：Individual Accountabilities跟競爭對手比較：Comparison orBench。marking更低成本：Cost Efficiency工會：Unions工具/框架：Tool/Framework工作分拆方法：Work Breakdown Structure，簡稱WBS公司/生意戰略：Corporate or Business Strategy公司BSC：Corporate Scorecard公司長期目標：Company Goals公司簡介：Company Brochures公司卡：Corporate/Company Scorecard公司內部效率：Organization Effective。ness，簡稱0.E公司生命周期：Company Life Cycle公司文化：Cultural Context公司治理：Corporate Governance功能計劃：Functional Plans供應：Supp供應鏈：Supply Chain供應商：Suppliers共同合作的個人主義：Collaborative Individualism共同主題：Unifying Theme關鍵性/戰略性成功因素：Critical/Strategic Success Factors，簡稱CSF/SSF觀察：Observed，Observation管理概念/學說：Management Con-eept/Idea管理會計：Management Accounting管理教育：Management Education管理連接：Managing Linkages管理年代：Generations of Manage-ment管理培訓：Management Training管理人：Managers管理思維的改變：Management Paradigm Shift管理意義：
Management of Meaning滾動計劃：Rolling Plans滾動預測計劃：Rolling Forecast Planning郭普氏體驗式學習圈/循環：Kolb'S Experiential Learning Cycle，Kolb etal，1979國際化：Internationalization過濾概念：Idea Screening哈佛商業評論：Harvard Business Review，簡稱HBR合並在一起：Clustering合格供應商：Qualified Suppliers合作性個入主義：Collaborative Individualism核心價值：Core Values核心理念：Core Ideology核心能力：Core Competenees衡量：Measures衡量什麼，得到什麼：What you measure is what you get後來者：Laggards互動的：Interactive環保/生態：Ecological環境的製約：Environmental Con-straius環境有所變化：Anticipate Changes機會：Opportunities，簡稱O積累：Accumulate集成電路：Integrated Circuit集體主義：Collectivism計劃：Plan 執行：Do 評估：Check 改善：Act計劃或模式：Pattern計劃係統：Planning Systems家中小工作室：Small Office Home Office，簡稱SOH0價值觀維度：Values—Dimension價值鏈分析：Value Chain Analysis價值驅動器/2量：Value—Drivers架構：Structure架構重整：Restructuring假設：Assumptions減低：Minimize，簡稱Mini漸變：Incremental Change將戰略演繹為營運：Translate the Strategy to Operation Terms交流、溝通：Communication交通燈：Traffic Light角度：Perspectives角色：Roles結果：Resuhs or Effects結合性：Cohesive經常使用：Commonly Used經典：Classical經濟：Economic經驗上的情況：Empirical Situation經營者怎樣分工：Division of Labors淨資產回報：Return On Net Assets，簡稱RONA競爭對手：Competitors競爭優勢：Competitive Advantages，簡稱CA矩陣式：Matrix具體/實際情況：Empirical situation具體的：Specific決策層文化：Decision Makers Cuiture決定：Decisions決定遊戲場地：Playground Decision看透：Seeing Through科技：Technological科學管理：Scientific Management可靠性：Reliability可以衡量的：Measurable可以實現的：Achievable客觀：Objective客戶：Customer，簡稱C客戶的分類：Classification of Cus-tomers客戶服務：Customer Services客戶關係管理：Customer RelationshiD Management，簡稱CRM客戶滿意程度：Customer Satisfaction Level客戶群：Customers客戶細分：Customer Segmentation庫存周轉率：Stock Tum跨部門的合作性：Cross-Functional Flexibility跨部門的項目組織：Cross Functional Project Teams跨國企業：Muhinational C0rporation。簡稱MNC快思邏輯：Fussy Logic垃圾進，垃圾出：Garbage In。Garbage Out離場的戰略：Divestment Strategy理論：Theory利益團體：Interest Groups利用領導能力去推動變革：Mobilize Change Through Executive Leadership連接評估到戰略：Begin by Linking Measurements to Strategy兩元素的思維注五：Binary Thinking(請參考第一章的注五)