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Foundations of Control：

　　1、Control：控制

　　The process of monitoring activities to ensure that they are being accomplished as planned and of correcting any significant deviations.

　　是對各項(xiàng)活動的監(jiān)視，從而保證各項(xiàng)行動按計劃進(jìn)行并糾正各種顯著偏差的過程。

　　2、Market control：市場控制

　　An approach to control that emphasizes the use of external market mechanisms to establish the standards used in the control system.

　　是一種強(qiáng)調(diào)使用外在市場機(jī)制，在系統(tǒng)中建立使用標(biāo)準(zhǔn)來達(dá)到控制的方法。

　　3、Bureaucratic control：官僚控制

　　An approach to control that emphasizes organizational authority and relies on administrative rules， regulations， procedures， and policies.

　　是一種強(qiáng)調(diào)組織的權(quán)威，依靠管理規(guī)章、制度、過程及政策來實(shí)現(xiàn)控制系統(tǒng)的方法。

　　4、Clan control：小集團(tuán)控制

　　An approach to control in which employee behavior is regulated by the shared values， norms， traditions， rituals， beliefs， and other aspects of the organization‘s culture.

　　在小集團(tuán)控制下，員工的行為靠共同的價值、規(guī)范、傳統(tǒng)、儀式、信念及其他組織文化方面的東西來調(diào)節(jié)。

　　5、Control process：控制過程

　　A three-step process including measuring actual performance， comparing actual performance against a standard， and taking managerial action to correct deviations or inadequate standards.

　　控制過程可以劃分為三個步驟：(1)衡量實(shí)際績效;(2)將實(shí)際績效與標(biāo)準(zhǔn)進(jìn)行比較;(3)采取管理行為來糾正偏差或不足。

　　6、Management by walking around (MBWA)：走動管理

　　A team used to describe when a manager is out in the work area， interacting directly with employees， and exchanging information about what‘s going on.

　　描述的是管理者到達(dá)工作現(xiàn)場，直接與員工交流，交換關(guān)于工作如何進(jìn)展的信息。

　　7、Range of variation：。 偏差范圍

　　The acceptable parameters of variance between actual performance and the standard.

　　是實(shí)際工作成績與標(biāo)準(zhǔn)之間可接受的偏差參數(shù)。

　　8、Immediate corrective action：直接糾正行動

　　Corrective action that corrects problems at once to get performance back on track.

　　是指立即將出現(xiàn)問題的工作矯正到正確的軌道上;

　　9、Basic corrective action：徹底糾正行動

　　Corrective action that looks at how and why performance deviated and then proceeds to correct the source of deviation.

　　則首先要弄清工作中的偏差是如何產(chǎn)生的，為什么會產(chǎn)生，然后再從產(chǎn)生偏差的地方開始進(jìn)行糾正行動。

　　10、Feedforward control：前饋控制

　　A type of control that focuses on preventing anticipated problems since it takes place in advance of the actual work activity.

　　是發(fā)生在實(shí)際工作開始之前，能避免預(yù)期出現(xiàn)的問題的控制類型。

　　11、Concurrent control：同期控制

　　A type of control that takes place while a work activity is in progress.

　　是發(fā)生在工作活動進(jìn)行之中的控制類型。

　　12、Feedback control：反饋控制

　　A type of control that takes place after a work activity is done.

　　是控制作用發(fā)生在行動之后的控制類型。

　　13、Employee theft：員工偷竊

　　Any unauthorized taking of company property by employees for their personal use.

　　就是指任何未經(jīng)允許將公司財產(chǎn)拿出作為員工個人使用的行為。

　　14、Operations management：作業(yè)管理

　　The design， operation， and control of the transformation process that converts resources into finished goods or services.

　　是指將資源變成最終產(chǎn)品和服務(wù)的轉(zhuǎn)換過程中的設(shè)計、作業(yè)和控制。

　　15、manufacturing organizations：制造型組織

　　Organizations that produce physical goods.

　　生產(chǎn)有形產(chǎn)品的組織形式。

　　16、service organizations ：服務(wù)型組織

　　Organizations that produce nonphysical outputs in the form of services.

　　生產(chǎn)的是以服務(wù)形式出現(xiàn)的無形輸出的組織形式。

　　17、productivity：生產(chǎn)率

　　The overall output of goods or services produced divided by the inputs need to generate that output.

　　產(chǎn)出的所有產(chǎn)品或服務(wù)除以得到這些產(chǎn)出所需的全部投入。

　　18、value：價值

　　The performance characteristics， features and attributes， and any other aspects of goods and services for which customers are willing to give up resources.

　　價值是行為的特征、特性或?qū)傩裕约邦櫩驮敢夥艞壻Y源來換取產(chǎn)品或服務(wù)的任何內(nèi)容。

　　19、value chain：價值鏈

　　The entire series of organizations work activities that add value at each step beginning with the processing of raw materials and ending with finished product in the hands of end users.

　　價值鏈就是從原材料加工到產(chǎn)成品的到達(dá)最終用戶手中的過程中，所有增加價值的步驟所組成的全部有組織的一系列活動。

　　20、value chain management：價值連管理

　　The process of managing the entire sequence of integrated activities and information about product flows along the entire value chain.

　　管理關(guān)于在價值連上流動的產(chǎn)品的有序的相互關(guān)聯(lián)的活動和信息的全部過程。

　　21、business model：商業(yè)模式

　　A strategic design for how a company intends to profit from its broad array of strategies， process， and activities.

　　一個公司如何從它的寬廣的戰(zhàn)略、過程和活動的組合中獲取利潤的戰(zhàn)略設(shè)計。

　　22、organizational processes：組織運(yùn)行方式

　　The way that organizational work is done.

　　組織工作運(yùn)行的方式。

　　23、intellectual property：知識產(chǎn)權(quán)

　　Proprietary company information that‘s critical to its efficient and effective functioning and competitiveness.

　　組織能達(dá)到高效率和高效益運(yùn)行所需要的東西。

　　24、quality：質(zhì)量

　　The ability of a product or service to reliably do what it‘s supposed to do and to satisfy customer expectations.

　　產(chǎn)品或服務(wù)的很可靠的能達(dá)到預(yù)期要求與滿足客戶期望的一種能力。

　　25、ISO 9000 A series of international quality management standards that set uniform guidelines for processes to ensure that products conform to customer requirements.

　　ISO9000是國際標(biāo)準(zhǔn)化組織建立的一組為了更好的使產(chǎn)品滿足客戶的需要的質(zhì)量管理標(biāo)準(zhǔn)。

　　26、Six Sigma：6 Sigma A quality standard that establishes a goal of no more than 3.4 defects per million parts or procedures.

　　6 Sigma 是這樣一個質(zhì)量標(biāo)準(zhǔn)，即產(chǎn)品的不合格率不高于百萬分之三點(diǎn)四。

　　27、performance：績效

　　The end result of an activity.

　　績效是一項(xiàng)活動的最終結(jié)果。

　　28、organizational performance：組織績效

　　The accumulated end results of all the organization‘s work processes and activities.

　　組織中所有工作流程和活動的最終累積結(jié)果。

　　29、asset management：資產(chǎn)管理

　　The process of acquiring， managing， renewing ，and disposing of assets as needed ， and of designing business models to exploit the value from these assets.

　　是資產(chǎn)的獲取，管理，更新，處置和從這些資產(chǎn)中獲取價值的商業(yè)模式設(shè)計的過程。

　　30、organizational knowledge：組織知識

　　Knowledge that‘s created by collaborative information sharing and social interaction that lead to organizational members taking appropriate actions.

　　是通過共享合作性信息和社會性互動而導(dǎo)致組織成員采取合適行動而創(chuàng)造的知識。

　　31、productivity：生產(chǎn)率

　　The overall output of goods or services produced divided by the inputs needed to generate that output.

　　商品和服務(wù)的總產(chǎn)出除以產(chǎn)生那些產(chǎn)出的總投入。

　　32、organizational effectiveness：組織有效性

　　A measure of how appropriate organizational goals are and how well an organization is achieving those goals.

　　組織效力是一個組織目標(biāo)有多合適以及組織達(dá)到那些目標(biāo)有多好的衡量標(biāo)準(zhǔn)。

　　33、economic value added(EVA)：經(jīng)濟(jì)附加值(EVA)

　　A financial tool for measuring corporate and divisional performance calculated by taking after-tax operating profit minus the total annual cost of capital.

　　經(jīng)濟(jì)附加值是一個衡量全體和各個部分績效的金融工具。是把稅后經(jīng)營利潤減去總的資本年成本。

　　34、market value added (MVA)：市場附加值(MVA)

　　A financial tool that measures the stock market‘s estimate of the value of a firm’s past and expected investment projects.

　　它是衡量股市對一個公司過去或預(yù)期的資本投資項(xiàng)目的價值評價的一種金融工具。

　　35、management information system (MIS)：管理信息系統(tǒng)(MIS)

　　A system used to provide management with needed information on a regular basis.

　　一個在正常的基礎(chǔ)上用來為管理提供必要的信息的系統(tǒng)。

　　36、data;數(shù)據(jù)

　　Raw， unanalyzed facts.

　　數(shù)據(jù)是未加工的，未分析的東西。

　　37、information：信息

　　Processed and analyzed data.

　　是經(jīng)過分析和處理后的數(shù)據(jù)。

　　38、balanced scorecard ：平衡計分卡

　　A performance measurement tool that looks at four areas-financial， customer， internal processes ，and people / innovation / growth assets- that contribute to a company‘s performance.

　　它是一種績效衡量工具，它關(guān)注以下四個領(lǐng)域：財務(wù)，顧客，處在過程和人力/改革資產(chǎn)增長。 并對組織績效作出了貢獻(xiàn)。

　　39、benchmarking：標(biāo)桿比較

　　The search for the best practicing among competitors or noncompetitors that lead to their superior performance.

　　標(biāo)桿比較是從競爭者和非競爭者中尋找導(dǎo)致他們成功的最佳實(shí)踐。