麦肯锡分析问题的框架和思路翻译.pptVIP

* 战略(strategy): A coherent set of actions aimed at gaining a sustainable advantage over Competition. 战略是企业根据内外环境及可取得资源的情况，为求得企业生存和长期稳定地发展，对企业发展目标、达到目标的途径和手段的总体谋划，是一系列战略决策。为选定顾客群提供突出价值的一整套行动，其成本结构有利于持续获得优异回报。 结构(Structure) :The organization chart and accompanying baggage that show who reports to whom and how tasks are both divided up and integrated. 结构即企业的目标、协同、人员、职位、相互关系、信息等组织要素的有效排列组合方式。就是将企业的目标任务分解到职位，再把职位综合到部门，由众多的部门组成垂直的权利系统和水平分工协作系统的一个有机的整体。一个有序的、可预测的系统，它决定谁向谁报告，以及任务如何分解和整合。 制度(Systems) :The processes and procedures through which things get done from day-to-day. 通过日常事情制定进程和程序。 风格(Style) ：The way managers collectively behave with respect to use of time, attention and symbolic actions. 管理人员集体的行为方式方面的使用时间，注意和象征性的行动。 共同的价值观(Shared Values)：Those ideas of what is right and desirable (in corporate and/or individual behavior) which are typical of the organization and common to most of its members。 由企业成员共同的价值观念具有导向、约束、凝聚、激励及辐射作用，可以激发全体员工的热情，统一企业成员的意志和欲望，齐心协力地为实现企业的战略目标而努力。这就需要企业在准备战略实施时，要通过各种手段进行宣传，使企业的所有成员都能够理解它、掌握它，并用它来指导自己的行动。这些思想什么是正确和可取的（在企业和/或个人行为）这是典型的组织和共同的大部分成员。 人员(Staff) ：The people in the organization, considered in terms of corporate demographics, not individual personalities。 组织中的人们，是按组织人口统计学而不是个体的个性来考虑的。 技能(Skills)：Capabilities possessed by the organization as a whole as distinct from the individuals. Some companies perform extraordinary feats with ordinary people 。 组织作为一个整体所拥有的能力与个人的能力截然不同。一些公司使用普通人但表现超常的整体技能。在执行公司战略时，需要员工掌握一定的技能，这有赖于严格、系统的培训。每个人都要经过严格的训练，才能成为优秀的人才。 Systems The way managers collectively behave with respect to use of time, attention, and symbolic actions The people in the organization, considered in terms of corporate demographics, not individual personalities The organization chart and accompanying baggage that show who reports to whom and how tasks are both divided up and integrated Those ideas of what is right and desirable (in corporate and/or individual behavior) which are typical of the organization and common to most of its mem