Managers plan organize lead and control.管理者在其中实施计划，组织，领导和控制等职能。
The two basic types of systems are clo and open.系统方法有两种基本类型：封闭的和开放的。
Von Bertalanffy described a system which consisted of connected parts joined to form a whole in which the coordinated and combined effect of the subsystems creates synergy.他认为系统是由相互联系的各部分所构成的整体；其中，相互协调和相互连接的分系统产生了协同效应、
The clod model generally deals with routine tasks,task specialization emphasis on the means and top down conflict management.封闭系统通常实际日常任务，任务专门化强调手段以及上下级间的冲突管理。
Contingency theory is a problem solving approach which considers all major factors in a situation before making a decision.权变理论是解决问题的一种方法，它在决策之前考虑特定情境中所有主要因素。
When look cloly at companies that really drove team and teamwork in the 1980s,for instance,you find that many efforts produced mediocre results at beast becau the efforts were no directed toward customer-defined issues,and employees lacked the knowledge and training to u data effectively.当你密切关注那些在20世纪80年代真正推行团队和团队工作的公司时，你就会发现很多努力最多只能产生一般水平的结果，因为这些努力没有针对顾客确定的问题，而且职工缺乏有效地利用数据的知识和培训。
eventhoughA surge in ''the customers is # 1'rhetoric also ldom led to recognizable improvements becau the efforts were no driven by data or an understanding of process;decisions were bad on opinion or presumed knowledge;and improvements that were identified were never captured or prerved as methods that would reliably achieve the needed results.顾客第一，这一谜语的出现也很少能导致明显的改进，因为这些努力不是由数据或对过程的认识所驱动的；决策是根据某些意见或假象的知识做出的；而且那些被确认的改进从来没有作为可以可靠的实现所需要的结果的方法来被获取或保存。
The companies making the most progress focud on quality as defined by the customer,
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ud and understood data,process,and variation,and built cooperation rather than competition.取的最大进步的公司十分重视将质量看成是由顾客定义的，利用和理解数据，过程和变化，建立起合作而不是竞争。
I talked to veral customers just this week who raved about how great our technical rvice people are.And I know that our lab tests on reliability show we lead all competitor`s products.I don`t get it.ikonos我和几个客户就在本周他们沉迷于有多么强大的技术服务的人。我知道,我们的实验室测试显示我们领先所有可靠性竞争对手的产品。我不明白。
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Many customers even had fundamentally different views of basic industry term such as "reliability".许多客户对一些基础工业术语如“可靠性”甚至有本质上的不同的看法。The company defined it as the length of time a product could be ud without failure under standard operating conditions.该公司将其定义为时间长度的产品可以无故障根据标准作业，许多客户解释它作为一个产品正常工作，无论什么环境条件。
thumbsucker>英语在线翻译有道Many customers interpreted it as having a product work no matter what the environmental conditions were.Still others thought of reliability as having phone calls retur
ned promptly from technical support staff还有一些人以为的可靠性，及时返回电话技术支持。
.Only a small fraction of customer`s interpreted reliability the same way the company did.In short,any time and money spent improving"reliability"using the company`s definition would have been largely wasted becau few of their customers would have noticed. 只有的一小部分客户`解释的可靠性与该公司相同。简言之，按照公司的定义无论花费多少时间和金钱提高“可靠性”，已经在很大程度上浪费了，因为他们的客户很少会注意到。
The results are substantially incread sales and happier customers,who no increa in their costs.这些情况在不增加他们的成本下大幅度提高销售量和客户满意度，。
The managers in this company did not blame their employees for the survey results.这家公司中的管理人员没有因那些调查结果而责备他们的员工
They didn't merely exhort them to "try harder" or"be friendlier".他们也没有仅仅告诫他们“更努力地工作”或“更友好的对待顾客”。instructionmanual
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backflipInstead,the employees were involved in the improvement effort,trusted to make intelligent decisions on behalf of the company and its customers.而是让职工参与这一改进工作，委托他们代表公司和顾客做出明智的决策。
They must benchmark continuously to achieve best practice.他们必须不断实现最佳实践标杆。
And they must nurture a few core competencies in the race to stay ahead of rivals.他们必须培养几个核心能力在比赛中保持领先竞争对手.
Total quality management,benchmarking,time-bad competition,outsourcing,partnering, reengineering,change management.全面质量管理，标杆管理，基于时间的竞争，外包，合作，重组，变更管理。
Differences in OE among companies are pervasive.Some companies are able to get more out of their inputs than others becau they eliminate wasted effort,employ more advanced technology,motivate employees better,or have greater insight into managing pa
rticular activities or ts of activities.企业之间在运营效益方面的差异是众所周知的。一些企业能够从投入中获取更多的回报，是因为他们消除了无效劳动，使用了更先进的技术，激励员工更加努力工作或者更擅长管理某些特定的业务。
广州平面设计培训班Such differences in OE are an important source of differences in profitability among competitors becau they directly affect relative cost positions and levels of differentiation.这些运营效益差异是造成竞争对手之间盈利性差异的根源因为他们直接影响企业相对成本地位和差异化程度。
Constant improvement in OE is necessary to achieve superior profitability.运营效益的持续改进是获取最佳利润的必要条件。
Witness the proliferation of operational efficiency techniques accelerated by support from consultants.而管理顾问的支持更加快了运营效益改善技巧的传播速度。
