管理循环 meaning in Chinese
management cycle
plan-do-check-action
Examples
- The chinese real estate industry has construct the first circulation after having developed for about 20 years , but as the investment function of chinese real estate , the second circulation become to turn up
中国的房地产业经过20年时间的发展，只构筑了第一个小循环,但随着中国房地产投资功能的显现，房地产的投资管理循环开始呼之欲出。 - Below for links to more information on generics . the new for - loop format , sometimes called for - each , is a syntactic simplification that lets you eliminate the mechanics of managing loop variables or iterators from your code when iterating over arrays or collections
有时也称为for - each的新型for -循环格式是一种语法简化，当对数组或集合进行迭代时，使您无需具有从程序中管理循环变量或迭代器的技能。 - Performance management based on team establish on the idea as following : first is the macroscopic performance management cycle ; second is that performance management must support the enterprise strategy ; third is that performance management adapts with enterprise organization structural each other
基于团队的绩效管理建立在以下认识基础上： 1 、宏观绩效管理循环； 2 、绩效管理必须支撑企业战略； 3 、绩效管理与企业组织结构存在相互适应性。 - On the basis of individual performance management , team - based performance management is a management system established from the circulation of macro - performance management it emphasizes the mutual adaptability and option between corporate strategies and organization structure characterized by team , it helps a balanced develpment of both team and individuals , and thus helps companies to achieve their goals
摘要基于团队的绩效管理是在个人绩效管理的基础上，从宏观绩效管理循环出发建立的管理体系，强调支撑企业战略，与日益团队化的组织结构存在相互适应性与选择性，有利于实现团队和个体的均衡发展，实现企业战略目标。 - The second part , form analyzing the relationship of cost action and competition , systematically expatiating the tenet of strategic cost management . comparing and analyzing three representative analytical tools strategic cost management , and in circulation of strategic cost management , exercising the viewpoint of the analysis of industry value chain , analysis of strategic orientation and cost drive
第二部分从研究分析企业成本行为和竞争地位的关系出发，系统地阐述了战略成本管理的宗旨，分析比较了国外三种具有代表性的战略成本管理的分析工具，并提出了在战略成本管理循环中，运用行业价值链分析、战略定位分析和战略成本动因分析的研究思路。