工商管理专业毕业论文英语版
介绍工商管理专业英语作文
介绍工商管理专业英语作文Title: Exploring the Significance of Business Administration。
Introduction:Business administration, as a field of study, holds paramount importance in today's globalized economy. It encompasses various aspects of managing and organizing business activities to achieve organizational goals efficiently. In this essay, we delve into the significanceof studying business administration, its core principles, and its relevance in contemporary business environments.Importance of Business Administration:1. Strategic Decision Making:Business administration equips individuals with the skills to analyze complex situations, evaluate alternatives,and make informed decisions. Strategic decision-making lies at the heart of successful businesses, enabling them to adapt to dynamic market conditions and gain a competitive edge.2. Resource Allocation:Efficient allocation of resources, including financial, human, and material resources, is crucial for organizational success. Business administration professionals possess the expertise to allocate resources optimally, ensuring maximum productivity and profitability.3. Organizational Development:Business administration fosters organizational development by facilitating effective communication, teamwork, and leadership. Through strategic planning and implementation, businesses can enhance their operational efficiency and adaptability to changing market trends.4. Financial Management:Sound financial management is essential for the sustainability and growth of any business. Business administration education provides individuals with the knowledge and skills to manage budgets, analyze financial statements, and make sound investment decisions.5. Market Analysis and Strategy:Understanding market dynamics and consumer behavior is vital for developing successful business strategies. Business administration students learn how to conduct market research, identify market opportunities, and formulate marketing strategies to capitalize on them.Relevance in Contemporary Business Environments:1. Globalization:In an increasingly interconnected world, businesses operate in diverse cultural, political, and economic contexts. Business administration education preparesindividuals to navigate the complexities of globalization by fostering cross-cultural competence and international business acumen.2. Technological Advancements:Rapid technological advancements have transformed the way businesses operate and compete. Business administration programs incorporate courses on digital technologies, data analytics, and innovation management to equip students with the skills needed to thrive in the digital age.3. Sustainable Development:Sustainability has emerged as a key concern for businesses worldwide. Business administration curriculum often includes courses on sustainable business practices, corporate social responsibility, and environmental management, reflecting the growing emphasis on ethical and responsible business conduct.4. Entrepreneurship and Innovation:Business administration education nurtures entrepreneurial spirit and fosters innovation. Whether aspiring to launch a startup or drive innovation within existing organizations, business administration graduates are equipped with the knowledge and skills to identify opportunities, develop business plans, and execute innovative ideas.Conclusion:In conclusion, business administration plays a pivotal role in shaping the success and sustainability of businesses in today's dynamic and competitive landscape. By imparting strategic thinking, managerial expertise, and a global perspective, business administration education prepares individuals to tackle the challenges andcapitalize on the opportunities of the modern business world. As such, it remains a highly relevant and sought-after field of study for aspiring business professionals.。
工商管理专业英语有关英语论文及翻译
Benchmarking of human resource management in the Pu b lic sector: P rospects, pro b lems and challengesDavidM AkinnusiOrganisational/Industrial Psychology and Human ResourcesManagementNorth West UniversitySouth AfricaCorrespondence to: David M Akinnusie-mail:*********************.zaABSTRACTThis paper reviews the role of human resource management (HRM) which, today, plays a strategic partnership role in management. The focus of the paper is on HRM in the public sector, where much hope rests on HRM as a means of transforming the public service and achieving much needed service delivery. However, a critical evaluation of HRM practices in the public sector reveals that these services leave much to be desired. The paper suggests the adoption of benchmarking as a process to revamp HRM in the public sector so that it is able to deliver on its promises. It describes the nature and process of benchmarking and highlights the inherent difficulties in applying benchmarking in HRM. It concludes with some suggestion s for a plan of action. The process of identifying “best” practices in HRM requires the best collaborative efforts of HRM practitioners and academicians. If used creatively, benchmarking has the potential to bring about radical and positive changes in HRM in the public sector. The adoption of the benchmarking process is, in itself, a litmus test of the extent to which HRM in the public sector has grownprofessionally.Keywords:benchmarking, benchmarking process, human resource management, public sector, public sector managementIn any organised human activity, human beings naturally take precedence over other resources, as it is they and they alone who are capable of directing and utilising other resources. Effective human resource management (HRM) has, therefore, become crucial and critical to the achievement of individual, organisational, community, national and international goals and objectives. Ironically, even though human beings are widely considered as the most important assets of any organisation or nation, their development, motivation and utilisation have not always occupied the central place in management (Bendix, 1996, p. 4-10). In the history of management thought, the neglect of the human side of enterprise brought the scientific school of management to its knees and led to the rise of the human relations and the behavioural schools of thought which firmly succeeded in putting human beings as the core of management (Carrell, Elbert & Hartfield, 1995). In the practical world, the commodification or de-personalisation of human beings during the industrial revolution was also associated with the rise of trade union movements, leading to government interventions and regulations and the emergence of labour relations and personnel administration as fields of study (Bendix, 1995, p. 7). In the 1990s, personnel management metamorphosed into human resource management in clear recognition of its strategic role in the overall performance of organisations (Authur, 1994; Cascio, 1995; Huselid, 1995; Gerber, Nel & van Dyk, 1998).THE STATE OF HRM IN SOUTH AFRICAThe history of South Africa, rising from the ashes of the apartheid regime, is replete with cases of poor HRM, to the point of constrictingits development more than a decade after its independence (Deputy President, Phumzile Mlambo-Ngcuka, 2006). The Deputy President while launching the Joint Initiative for Priority Skills Acquisition (JIPSA) remarked that:Nothing short of a skills revolution by a nation united will extricate us from the crises we face. We are addressing logjams, some of which are systemic and therefore in some cases entrenched even in post-apartheid South Africa. The systemic nature of some of our challenges undermine our excellent new policies, at least in the short term, hence the need for interventions such as JIPSAto enhance implementation of our policies (.za/speeches/2006/06032810451001.htm) Historically, South Africa has performed very poorly in practically all the criteria on the liability side of human resources balance sheet as measured by the World Competitiveness Ratings (1998, 1999). Some of these include equal opportunity, skilled labour, Aids, worker motivation, brain drain, unemployment, alcohol and drug abuse, values of the society, illiteracy, dependency ratio, human development index and competent managers. The field of labour relations (LR), like its human resources counterpart, reflects the country’s socio-political history which was characterised by deep divisions along racial and political lines, discrimination, unfair labour practices and gross distortions in the labour market systems, resulting in serious confrontations between the social partners and perennial industrial unrest (Bendix, 1996, p. 71-104).These stark realities have prompted the democratic government to enact a series of laws designed to bring radical changes in the areas of HRM and labour relations. Some of these include:● Occupational Health and Safety Act No 85 of 1993● Labour Relations Act 66 of 1995 and Labour Relations Amendment ActNo 127 of 1998● South African Qualifications Act No 58 of 1995● Basic Conditions of Employment Act No 104 of 1997● Employment Equity Act No. 55 of 1998● Skills Development Act No 97 of 1998● Skills Development Levies Act No. 9 of 1999● Promotion of Equality and the Prevention of Unfair DiscriminationAct 4 of 2000● White Paper on Human Resource Management in the Public Service,2000The intention of these Acts was to create a healthy, humane, just and equitable workplace or society, free from discrimination and oppression and in which people and workers are educated and continuously trained to meet the challenges of nationaldevelopment and globalisation in a peaceful industrial climate. In 2006, the nation launched the Joint Initiative on Priority Skills Acquisition (JIPSA) to develop skills that are most urgently needed as part of the Accelerated and Shared Growth Initiative for South Africa (AsgiSA), which was to propel South Africa at a development trajectory of 6% GDP by 2010. The implementation and the realisation of these Acts and initiatives require, among other things, managers and, especially, human resource professionals, whose responsibility it is to effectively manage the human resources of their organisations. For its own part, the South African Board of Personnel Practice has proposed a bill, the Human Resource Profession Bill (2005), which intends to professionalise the practice of HRM in South Africa.The focus of this paper is on HRM in the public sector, where the challenges are most acutely felt. The Government White Paper on Human Resource Management in the Public Service (2000) notes that national departments and provincial administrations employ approximately 1,2 million people, who account for more than 50% of all public expenditure.It declares that “people are therefore the Public Service’s most valuable asset, and managing human resources effectively and strategically must be the cornerstone of the wider transformation of the Public Service”. Appropriately, Government has embraced the shift of focus from personnel administration to HRM. Therefore, Government’s vision of HRM in the Public Service is that it will “result in a diverse, competent and well-managed workforce, capable of, and committed to, delivering high quality services to the people of South Africa”. It further stressed that the practice of HRM would be underpinned by the following values which derive from the Constitution: fairness, accessibility, transparency, accountability, participation and professionalism.However, the White Paper on Human Resource Management in the Public Service (2000) was quick to point out the inadequacies and out-dated practices of HRM in the public sector, describing various aspects of it in the following ways: (It is) over-centralised, excessively bureaucratic and rule-bound. It is focused on form rather than substance and results. Human resource planning is weak; post-filling and promotion criteria over-emphasize educational qualifications and seniority and little or no emphasis is placed on the requirements of the job to be done. Performance management is also underdeveloped.All these inadequacies and the racial imbalance simply mean that Government’s avowed desire to transform public service delivery by putting people first (via the “Batho Pele principles”) would be greatly frustrated by an inefficient and ineffective management, in general, and lacklustre state of human resource management, in particular.More than a decade after independence, the state of HRM in South Africa has not changed as drastically as expected at either the macro or micro level. This is due to a number of factors including the following(Gerber, Nel and van Dyk, 1998; Bowmaker-Falconer, Horwitz, Jain & Taggar, 1998; White Paper on HRM, 2000; Horwilt, Browning, Jain & Steenkamp, 2002; /ipp/guardian/2008/05/27/115219.html):1.Reluctance by corporations to embrace transformation and majorchanges implied or required by the various legislations.2.Reluctance on the part of trade unions to buy into the perceivedcapitalist agenda of the new government, leading to a shaky alliance between government and its alliance partners, the Congress of South African Trade Unions (Cosatu) and South African Communist Party (SACP).3.Fear of reverse discrimination by whites, sparking off emigrationin large numbers and leading to only modest gains in the area of employment equity and diversity management.In short, although South Africa is armed with formidable legislative armoury to create a humane society and organisational environments conducive to HRM, the fact remains that it will take many more years to undo the legacy of apartheid in “creating structural inequalities in the acquisition of education, work skills and access to managerial, professional and occupational positions” (Horwitz, Browning, Jain & Steenkamp, 2002). This situation, therefore, calls for innovative practices such as benchmarking, the focus of this studyAIMS AND STRUCTURE OF THE PAPERThe role of benchmarking will be discussed in the context of the above concerns. The aim of this paper is to advocate the adoption of benchmarking as a tool to revamp, in order for Government to be able to deliver on its promises. The objectives are to describe the nature and process of benchmarking, to highlight the inherent difficulties in applying benchmarking in HRM and to suggest a plan of action. Accordingly, the restof this paper is structured, first, to highlight the nature and process of benchmarking and then to review the literature on benchmarking as applied to the HRM function. The problems and prospects of benchmarking in HRM are highlighted and discussed. In conclusion, approaches and suggestions for using benchmarking to improve HRM practices in the public sector are made.BENCHMARKING OF HRMBest practice in the case of HRM refers to high performance work practices such as recruitment, selection, performance management and training that may in turn have an impact on the institution’s performance and, ultimately, on the competitive advantage of an organisation (Huselid, 1995; Schuler & MacMillan, 1984). The search for the best practice in HRM is driven by two major considerations. The first is the fact that labour costs are generally high everywhere and South Africa is not an exception. The second is that evidence highlighting the value of HRM to an organisation may help the human resource function to gain strategic status (Torrington & Hall, 1996).A range of HRM practices often incorporated into these analyses includes the following: incentive plans, training and development, recruitment and selection, compensation, industrial relations and performance appraisals. These have been identified as high-performance work practices that can lead to lower employee turnover, greater productivity and better corporate financial performance (Huselid, 1995; Huselid & Becker, 1996). Other potential best practices are occupational health and safety (Nelson, 1994) and enterprise bargaining, reflecting management quality and Equal Employment Opportunities (EEO) and Affirmative Action (AA) policies as indicators of human resource utilisation. The ultimate benefit of strategic HRM to an organisation isits ability to facilitate HRM’s contribution to the organisation in the acquisition and maintenance of a sustainable competitive advantage (Teo, 1998). One way to achieve improvements in competitiveness, which is the focus of this paper, is through benchmarking HRM best practices.The Rodwell, Lam and Fastenau (2000) paper is a significant contribution to benchmarking for two major reasons. Firstly, it is an attempt by academics to seek the “best” set of HRM practices which distinguishes poor from better performing organisations. In this respect, their example is worth emulation, as the set of best practices is contingent on the nature of the industry and the environment investigated. Rodwell et al’s (2000) study surveyed the finance industry in Australia where, they found, counter-intuitively, that a lack of written policies on health and safety was one of the major “best” practices. It is immediately apparent that the findings of this study are not only limited to the industry and the country studied, but also cannot be generalised to the finance industry of another country, say South Africa, where the issue of safety has taken on dramatic importance in that industry in the era of bombings of ATM cash points and cash-in-transit heists that are a daily occurrence in South Africa, with Crime Statistics reporting a 74% rise in cash-in-transit heists in June 2008 (/stories/200609280232.html, accessed in July 13, 2008).SUGGESTIONS FOR BENCHMARKING HRM IN THE PUBLIC SECTOR Benchmarking presents managers of public sector institutions in South Africa with the challenge of venturing to compare their functions, not only internally among themselves, but also against other best-run government departments or best-run companies in South Africa. Admittedly, there are differences in the ethos and cultures of public and private sector organisations; nevertheless, the call for the public service tobe more results oriented can only be met by understanding and learning from practices of their private sector counterparts and initiating creative and appropriate changes. Benchmarking is no longer the monopoly of the private sector. Public sector institutions in most of Western countries are using benchmarking to meet the enduring challenge to provide maximum value for money –i.e. highest quality at least cost (see, also Sedgwick, 1995; and Dorsch & Yasin, 1998).As for HRM managers in public sector institutions in South Africa, benchmarking presents them with the challenge of moving out of their cocoons. Benchmarking presents HRM professionals in the public sector with a golden opportunity to improve their image and deliver on the Government hope that:“Human resource management in the Public Service should become a model of excellence,…..The management of people should be regarded as a significant task for those who have been charged with the responsibility and should be conducted in a professional manner” (White Paper on Human Resource Management in the Public Service, 2000; italicised for emphasis)Research results have clearly indicated that investments in human resources are a potential source of competitive advantage, with increase in overall HRM effectiveness leading to increase in the performance of the institutions concerned (Huselid, et. al., 1997). The practical implication of this is that improving HRM efficiency and effectiveness will hold off the threat of downsizing, increase job satisfaction and servicedelivery. Benchmarking may be the technique which could bring about a true revolution in HRM in the public service. For this to happen, the following suggestions are made:1. Human resource managers in the public service must improve theirskills in strategic human resource, since the adoption ofbenchmarking should focus on strategic rather than operationalobjectives, if it is to succeed.2. Academics in collaboration with public sector HR managers shouldsearch for the “best” combination of HRM practices in theirrespective sectors.3. Meanwhile, there are benchmarking tools such as peer reviews,excellent models or even Investors in People, which could beadopted as ways of stimulating creative changes in the humanresource arenas.4. The Government of South Africa should follow the American,European, Canadian and Australian’s examples of ins titutingnational awards for best practices in public sector management ingeneral or in HRM in particular.It is hoped that HRM directors and managers in national, provincial and municipal councils would embrace the challenge of benchmarking inorder to make the desired impact on service delivery, productivity andjob satisfaction of their employees. This challenge is enormous ,considering the desperate state of human resource management problemsenumerated at the beginning of this paper. It is a process of a guidedtour and fundamental change. The adoption of the benchmarking process is,in itself, a litmus test of the extent to which HRM managers have grownprofessionally by implementing a set of internally consistent policiesand practices, ensuring th at the institution’s human capital contributesto the achieve of government’s objectivesREFERENCES[1] Arthur, J. B. (1994). The effects of human resources management systemson manufacturing performance and turnover. Academy of Management Journal,37(3), 670-687.[2] Auluck , R. (2002). Benchmarking: Atool for facilitatingorganisational learning. Public Administration and Development, 22(2), 109-2002.[3] Bendix, S. (1996). Industrial Relations in the new South Africa. ThirdEdition. Cape Town: Juta & Co.[4] Bowmaker-Falconer, A., Horwitz, F. A. Jain, H. & Taggar, S. (1998).Employment Programmes in South Africa: Current Trends. IndustrialRelations Journal, 29(3), 222-233.[5] Camp, R. C. (1989). Benchmarking: The search for industry best practicesthat lead to superior performance. Milwaukee: ASQC Quality Press.[6] Camp, R. C. (1992). Learning from the best leads to superior performance.Journal of Business Strategy, 13(3), 3-6.[7] Lema, N. & Price A. (1995). Benchmarking –performance improvement towardcompetitive advantage. Journal of Management Engineering, 11(1), 28-37. [8] Loffler, E. (2001). Quality awards as a public sector benchmarking conceptin OECD membercountries: some guidelines for quality award organizers.Public Administration and Development, 21(1), 27-40.[9] Republic of South Africa (1995). South African Qualifications Act No 58of 1995. Retrieved July 15, 2008, from the World Wide Web:http://llnw.creamermedia.co.za/articles/attachments/02709_saqualauthact58.pdf[10] Republic of South Africa (1998), Employment Equity Act No. 55 of 1998,Government Gazette No 19370, 19 October 1998.[11] Republic of South Africa (1998), Skills Development Act No 97 of 1998,Retrieved July 15, 2008, from the World Wide Web:http://llnw.creamermedia.co.za/articles/attachments/03387_sklldevac97.pdf[12] Republic of South Africa (1999), Skills Development Levies Act No. 9of 1999, Government Gazette No 1984, 30 April 1999.[13] Teo, S. T. T. (1998). Changing roles of Australian HRM practitioners.Research and Practice in Human Resources Management, 6(1), 67-84. [14] Torrington, D. & Hall, L. (1996). Chasing the rainbow: how seeking statusthough strategy misses the point of the personnel function. Employee Relations, 18(6), 87-97.[15] Treadwell, J. & Maguire, J. (1995). Benchmarking corporate services:ASouth Australian publicsector case study. Australian Journal of Public Administration, 54(3), 408-514.[16] Watson, G. H. (1993). Strategic Benchmarking: How to measur e company’sperformance against the world’s best. Wiley: Chichester.[17] Zairi, M. & Ahmed, P. (1999). Benchmarking maturity as we approach thenext millennium. Total Quality Management Journal, 4(5), 810-816.。
工商管理英文作文
工商管理英文作文Title: The Role of Business Administration in Today's Global Economy。
In today's global economy, the field of business administration plays a crucial role in driving growth, fostering innovation, and ensuring organizational success. This essay will delve into the various aspects of business administration and its significance in the contemporary business landscape.First and foremost, effective business administration encompasses the strategic management of resources,including human, financial, and material assets. A well-managed business leverages these resources efficiently to achieve its objectives and maintain competitiveness in the market. Through strategic planning, organizing, and controlling, business administrators facilitate the optimal utilization of resources, thereby enhancing productivity and profitability.Moreover, business administration is instrumental in fostering innovation and adaptation to changing market dynamics. In today's rapidly evolving business environment, organizations must continually innovate to stay ahead of the competition. Business administrators play a pivotalrole in fostering a culture of innovation within their organizations, encouraging creativity, and implementing strategies to capitalize on emerging opportunities.Furthermore, effective business administration involves establishing and maintaining robust systems of communication and collaboration both within the organization and with external stakeholders. Clear communication channels facilitate the efficient flow of information, enabling timely decision-making and problem-solving. Additionally, fostering collaboration among employees, departments, and partners fosters synergy and enhances organizational effectiveness.In addition to internal operations, business administration also encompasses the management of externalrelationships and partnerships. In an interconnected global economy, businesses must navigate complex networks of suppliers, customers, and other stakeholders. Business administrators must cultivate and nurture these relationships, fostering trust and mutual benefit to drive long-term success.Another critical aspect of business administration is risk management. Every business faces a myriad of risks, ranging from market volatility to regulatory compliance issues. Business administrators must identify, assess, and mitigate these risks to safeguard the organization's interests and ensure continuity of operations. Through effective risk management strategies, businesses can minimize potential threats and capitalize on opportunities for growth.Furthermore, business administration plays a pivotal role in driving sustainable development and corporatesocial responsibility (CSR). In today's society, businesses are increasingly expected to operate in an ethical and environmentally responsible manner. Business administratorsmust integrate sustainability principles into theirdecision-making processes, considering the social, environmental, and economic impacts of their actions. By embracing CSR initiatives, businesses can enhance their reputation, attract customers, and contribute to the well-being of society.In conclusion, business administration is amultifaceted discipline that encompasses strategic planning, resource management, innovation, communication, risk management, and CSR. In today's globalized economy, therole of business administrators is more critical than everin driving organizational success and contributing to sustainable development. By effectively managing resources, fostering innovation, nurturing relationships, and embracing CSR, business administrators can steer their organizations towards prosperity in an ever-changing business landscape.。
工商管理专业Strategic-marketing营销策略大学毕业论文英文文献翻译及原文
毕业设计（论文）外文文献翻译文献、资料中文题目：营销策略文献、资料英文题目：Strategic marketing文献、资料来源：文献、资料发表（出版）日期：院（部）：专业：工商管理（金融企业方向）班级：姓名：学号：指导教师：翻译日期： 2017.02.14外文翻译专业：工商管理（金融企业管理方向）外文原文：Strategic marketing①No matter how good the organization's products or services, unless their value can be communicated to potential customers, the organization will fail in its mission. This co mmunication is the responsibility of the marketing function within the organization. A ccording to the American Marketing Association, marketing is "an organizational func tion and a set of processes for creating, communicating and delivering value to custo mers and for managing customer relationships in ways that benefit the organization an d its stakeholders." Strategic marketing examines the marketplace to determine the ne eds of potential customers and the nature of the competitors in the market, and attemp ts to develop a strategy that will enable the organization to gain or maintain acompetit ive advantage in the marketplace. Operational marketing is built upon the foundation set by the strategic marketing function and implements various plans and strategies (in cluding a development of the appropriate marketing mix) to attract customers and fost er customer loyalty.Methods for Product & Service MarketingThere a number of ways to market one's products or services including advertising, di rect response, sales promotions, and publicity. However, unless one understands the n eeds of the customer, the market, and the industry as well as the strengths and weakne sses of the competition, these approaches are unlikely to be successful. Strategic mark eting helps an organization sharpen its focus and successfully compete in the marketpl ace. Strategic marketing is concerned with two components: The target market and the①Marketing strategy (Research: A. Ruth marketing organization and marketing, America press 2008: 1-1)best way to communicate the value of one's product or service to that market. The de velopment of a viable marketing strategy depends on several key dimensions. First, as with any global strategy within the organization, a successful marketing strategy need s to be endorsed by top management within the organization. Marketing strategy is als o political in nature: Powerful units within the organization may disagree on the best marketing strategy and an accord may need to be negotiated. Marketing strategies ma y also be affected by organizational culture and the assumptions that this engenders. F or example, if the organization has always marketed its widgets to business executives , it may fail to see the potential for marketing to lower level personnel within the orga nization or even for personal use to adults or teenagers.Factors that Implement Strategic Marketing Plan DevelopmentThere are a number of factors that should impact the development of a strategic mark eting plan for the organization. The first of these comprises the assets and skills that th e organization already possesses or that it can readily acquire. For example, if an orga nization has a significant programming department on the payroll, it would be feasible for it to make and market application software. However, if these personnel are alrea dy involved in other work and are not free to work on a new software project and the organization cannot afford to hire additional programmers, starting a new software lin e would be inadvisable at best. The second factor that must be considered when devel opinga marketing strategy is the market drivers. These are various political, economic, sociocultural, and technological forces that can influence the wants and needs of the c onsumer base. For example, the need to be able to handle increasing volumes of infor mation and data has led to widespread use of information technology in many industri es. Similarly, the need for a college education for an increasing number of jobs has led to a proliferation of for-profit institutions of higher education. Factors Impacting Marketing StrategyMarket drivers, however, are not the only external force that shapes one's market strat egy. The nature of the competition in the marketplace is also very important in determ ining whether or not a marketing effort will be successful. Virtually no business is wit hout competition. When buying a computer, one must choose between Mac and PC.Most soft drinks on the market are manufactured by one of two companies who offer very similar products. There is a variety of choices available when deciding where to f ill up one's car, yet most of the fuels available at the pump are virtually the same. Eac h of these businesses has its own market position and strives to keep its market share t hrough marketing efforts. Part of the strategic marketing effort is to decide how best t o differentiate oneself from the competition.Another external factor that impacts how one can best position oneself in the market i s the stage of the market or the industry life cycle. Some organizations excel, for exa mple, at being the first on the market with an innovation or new product. Others excel at taking the innovation and adapting it to the needs of the marketplace (e.g., lower pri ce, different features). In addition, there are various strategic windows that affect an or ganization's ability to successfully compete in the marketplace. A strategic window is a limited time period during which there is an optimal fit between the needs of the ma rketplace and the competencies of the organization. For example, as computer storage technology continues to evolve, the methods by which people store data and informati on change. Punch cards and magnetic tape gave way to 5.25 inch and 3.5 inch disks. T oday, more and more people are storing data and information on memory sticks instea d, and many computers are not even made with disk drives. The concept of using pun ch cards is as foreign and antiquated in most people's minds as using an abacus. Once the strategic window begins to close, it is typically best that the organization look for another opportunity.Development of Competitive StrategyTo help meet their goals and objectives, many businesses develop a competitive strate gy that will increase their competitive advantage. There are three generic approaches f or competitive strategies: (1) the provision of low cost products or services, (2) differe ntiation of products from those of the competition, and (3) focus on the market niche. Low Cost StrategyThe goal of the low cost strategy is to gain a larger market share. This is done by offer ing acceptable quality products or services at prices lower than those of the competitio n. The expectation in this strategy is that the organization will earn an acceptable return on investment by increasing volume of sales. The basic methods used in low-cost le adership strategies include reduction of overhead, buying or production costs and focu sed marketing strategies. For example, a restaurant may reduce the price of wine with the intention of making up the shortfall in profits by selling more than they did at the higher price. Similarly, a big box store may use a combination of effective manageme nt and information technology practices to reduce operation costs in order to deliver t he lowest possible prices on its merchandise.Product DifferentiationA second generic approach to competitive strategy is product differentiation. In this a pproach, the business attempts to differentiate itself from its competitors by producing a product or offering a service whose quality is perceived by customers to have uniqu e features or characteristics that set it apart from similar offerings. This strategy attem pts to build customer loyalty by offering something of value that is offered by no one else in the marketplace. In this strategy, the necessity of keeping the price of the produ ct or service down becomes less important because customers are frequently willing t o pay more to get their favorite brand. However, value can be a subjective quality and brand loyalty is not necessarily sufficient to make this strategy successful. There is a p oint beyond which most customers are no longer willing to pay a premiumprice. How ever, if carefully managed, a differentiation strategy can be highly successful. For exa mple, Merrill Lynch was able to differentiate itself from its competitors by offering int egrated financial services to attract the most desirable investors. This strategy yielded not only a well recognized and highly valued brand that differentiated Merrill Lynch f rom its competitors, but also resulted in substantial customer loyalty and a competitiv e advantage in the marketplace.Niche MarketingAnother generic approach to competitive strategy is niche marketing. In this approach , the organization seeks to gain a proportion of the total sales of a given type of produ ct or service within the marketplace. This strategy requires a concentration on one or more specific market segments based on characteristics such as buyer group, portion o f a product line or market, or geographical area. For example, rather than marketing itself as a generalist, a management consulting firm might specialize in working with th e telecommunications industry or only with businesses on the west side of metropolita n Chicago. A niche market strategy is indicated in situations where the business believ es that it can better serve a segment of the market rather than the entire market. For ex ample, in the illustration of the management consulting firm, the founding partners ma y have come out of the telecommunications industry and, therefore are more familiar with the nuances of the industry than they are with other industries. This approach put s the organization in a unique position (through a type of differentiation) to be better a ble to market to that focused segment than to the market as a whole. Consideration of Competitors in the MarketplaceTo be successful, analysis of the marketplace needs to consider not only the needs of t he customer base and the relationship between these needs and the value that can be o ffered by the organization's product or service, but also the state of the industry as a w hole as well as the position of the organization's competition within that industry. As o pposed to a market that can be defined as a group of customers with similar buying ne eds, an industry is a group of organizations (i.e., competitors) that offer similar produc ts or services to the market. Different organizations offering similar products or servic es, however, will not necessarily have the same window of opportunity. Therefore, it i s important to understand how competing firms view the market in order to develop a strategic marketing plan that will yield a significant competitive advantage. Factors that Influence Industries & the Competition within ThemThere are several factors that influence industries and competition within industries. G overnment regulation can significantly influence the profitability of an industry. Withi n the parameters set by this factor, however, there are additional factors that influence how competition works within an industry. If a number of organizations all offer simil ar products or services, for example, competition within the industry will typically be more intense. This is illustrated, for example, by the marketing slogans of two car rent al agencies several years ago. "We're number one!" exclaimed Hertz. "We try harder!" rejoined Avis. Customers, too, can influence the nature of competition within an indu stry. If the industry becomes larger, it will become more attractive to new entrants offe。
工商管理学位英语论文范文
工商管理学位英语论文范文篇一、Brand value perspective enterprises enhance its soft power strategyPapers Papers - Management Theory PapersPost 8:58:00Abstract: The era of economic globalization, competition betweenenterprises is a growing tendency Competition in soft competitiveness, brand value largely reflects the soft power of an enterprise from the perspective of brand value by building brand value - enterprise soft power models, you can explore the link between soft power and brand value based on the model of the enterprise from the lofty vision to build the specialty core values and excellent corporate culture, and to strengthen the sense of social responsibility, and to improve their own hard power and plus big communication platform and product distribution channels, building and enhance their soft power to enhance their competitiveness.Keywords: soft power and brand value; value recognition.Since the reform and opening up, Chinese enterprises have ushered in unprecedented opportunities for development, and develop rapidly. With the deepening of globalization, foreign-funded enterprises continue to enter, as well as local enterprises to go abroad to open up overseas markets,intensified competition between enterprises, single by the rigid traditional competitive advantage has been difficult to guarantee the win in the fierce competition. hard competitive advantage companies have ownership time is growing short, and easily copied by competitors, the competition among enterprises is a growing tendency Competition in the soft competitive environment with the times change, and also change the proportion of softpower and hard power in the comprehensive competitiveness of enterprises, soft power has increasingly shown its unique charm and importance. At the same time, brand building are also increasingly subject to the attention of corporate leadership, brand value largely reflects the soft power of an enterprise. Consequently, brand value can be integrated into the research enterprise soft power to enhance the proposed measures as an entry point to the brand valueenhance soft power, which stand out in the fierce competition to achieve the sustainable development of enterprises.A theoretical overview.1. Enterprise brand value .20 1980s set off a worldwide wave of mergersand acquisitions, caused widespread concern of the people of the brand value brand has a high value for enterprises to bring high returns, the value of the brand has been an indisputable facts. main sources of brand value enterprise value, customers, stakeholders three perspectives, theory and research on the value of the brand are also based on this traditional theory based on thevalue of the assets of the enterprise value perspective by more and more challenges. of domestic scholars for the brand value mainly in customer brand value. Zhu Ruiting [1] brand itself as well as the brand has helpedenterprises to maintain the personalized features of their own products and to improve the direct impact on consumers in a vertical competition manufacturer- brokers / dealers - retailers in the status of functions and strengthen corporate brand has value. Wangcheng Rong [2] starting from the "differential rent" theory and commodity two-factor theory that the brand value ofproduction by special labor with the input factors and market acceptance of elements the stakeholder value theory is that branding is not limited to the customer, should all brand interests into account, because each of these stakeholders branding the success or failure has a significant impact. ZHANGYi [3-4] that the essence of the brand value is the value of the integrationof the stakeholders, the enterprise should meet the demands of stakeholders in the value, to "brand" brand - customer relationship - stakeholder relations"to enhance brand value. comprehensive previous studies, the paper argues that brand value is based on the perception of the brand stakeholders, and thus produce a recognition of the value of the corporate philosophy and business behavior, performance and the support of corporate behavior giving the brand value. brands on behalf of the entire organization, not just products, not the "product brand" is equivalent to "organizational brand. [3] The product brand customer, and organizational brand for all interests stakeholders. brands of stakeholders, including customers, employees, suppliers, distributors, government enterprises must value to stakeholders needs commitment and honor, brand value, enhance customer loyalty depends on the stakeholders, hard work, cooperation and support high quality materials behavior.2 soft power soft power Soft Power term produced in the field of international relations by the American scholar at Harvard University's John F.Kennedy School Dean, a former U.S. Assistant Secretary of Defense Joseph Nye Joseph S. Nye 1990 first proposed he thinks Soft power is the ability to achieve their goals by attracting. [5] soft power produced in the field of international relations, but it has a wide range of applications.Foreign scholars on the study of soft power is more concentrated at the national level, little research enterprise soft power. Domestic since Wang Huning [6] first soft power research has set off a soft power heat, many scholars, respectively, from the national, regional all levels, enterprises conducted in-depth research. domestic definition of soft power is yet to reach a consensus. Jinzhou Ying [7] from the soft capital, soft technologyintegration point of view of the soft environment "soft power potential soft capital form of soft power, the soft technology innovation ability, the strain of the soft environment, the creation and innovation capacity of the threecore soft power is defined as the integration and integration capabilities of the three abilities. Luo Gaofeng [8] identity from the value perspective soft power defined as the ability of technological innovation factors, sunk capital factors and environmental integration capacity factors of integration, is to obtain benefits related to the value of recognition, ability to generating enterprises expected behavior. Huang country groups such as [9] believe thatthe formation of soft power must by enterprises potential soft power of ideas, values, etc. through interactive communication to the reality of soft power conversion. different understanding will result from a different point of view to build soft power. IMAGING [10] starting from the context of theinternational financial crisis that integrity culture is soft power The coreto build enterprise soft power around the culture of integrity. Luo Gaofeng [11] that soft power is based on the core values of the soft power of real ones, reflects the respect for the individual, teamwork, corporate culture,and these three aspects to create soft power.Comprehensive Review. Above research literature, the paper argues that "soft power corporate body through the possession of firm-specific resources, translation and dissemination, to attract corporate stakeholders and other objects, and get their value recognition, so that they produce enterprise the expected behavior, and ultimately achieve the business purpose of a capability. "definition of soft power formation process and mechanism of action containedin the which favor deep understanding of soft power, and also increase the operability in reality build. Luo Gaofeng [11] and Gu Jianping [10], respectively, to the core values and culture of integrity as the core of soft power to build soft power, just given from a single study, although seize thekey, but there are some limitations. enterprise soft power enhancement should focus throughout the formation and role in the process. stakeholders is the role of soft power object, enterprise soft power is an important part of the role of stakeholder value recognition. interests related to the object, the brand value theory into the study of soft power, build brand value - the soft power model, trying to make recommendations to the soft power of the enterprise to enhance the overall.Second, build brand value - soft power model.Soft power is the sum of the competitive enterprises in market competition the hard competitiveness relative to the economic strength, equipment, technology, and other soft relative to hard power, soft power is difficult to copy, and the competitive advantage of soft power longer duration. The brand value is the intangible value of the enterprise, and the strengths of the entire organization. both the formation of overlapping, brand value is the concentrated expression of soft power and promote each other.1 brand value formation. Brands are the promises and assurances of the needs and expectations of stakeholder value. [3] brand value from the corporate philosophy and its business under the guidance of behavior as well as the consequent products and services the expected value of the demand of the bear with the interests of stakeholders. corporate philosophy is mainly constituted by the core values, ambitious vision, corporate culture, social responsibility, and the specific rules and regulations in the day-to-day production and business activities, and several factors. the corporate philosophy conversion spread two ways: direct transmission and indirect transmission. [8] directly spread that the enterprise directly to stakeholders publicity and marketing their own ideas and values. indirect spread indirectly through the business activities of enterprises that its philosophy, corporate philosophy through internal transformation condensation provide products and services for the enterprise, to enter the market to accept the consumer's perception and compare the carrying value of the products and services reflect the value of consumer demands of consumers recognized the value of the interests of consumers are met is to customer loyalty as the support of corporate behavior, the direct result of the rapid rise of sales and income and other stakeholders, the individual needs to be met by the behavior and product will demonstrate cooperation, work hard to provide policy support support behavior. spread of corporate philosophy is a two-way interactive process, enterprises not only dissemination of ideas, access to information toreflect the value of the aspirations and expectations from stakeholders as well as their support acts. strengthen awareness of their own philosophy, behavior of these feedback grasp and correction, so as to better meet the needs of the stakeholders. would all these organizations support behavior eventually each way from all aspects to the enterprise value of the formation of the brand value.Formation of soft power. Entire formation process of the soft power thatis formed from the possession of a particular resource potential of soft power and play a role in the process of conversion to the reality of soft power. [9] These specific resources hard Resources and soft resources corporate philosophy as soft resources, and recognition of its value, after the transformation of the basis for the use of a variety of ways and carrier propagated to stakeholders to produce attractive, marks the company ultimately the formation of soft power to hard power.Relationship between soft power and brand value in the formation process of the brand value, the value of the corporate philosophy to the interests of stakeholders agree that this part of the cross coincided with the formation process of the soft power of coincidence. Role of soft power interests by the support acts, which will bring the brand value and brand value with this soft power associated with it from the overall soft power on behalf of an enterprise, brand value is a concentrated expression of soft power brand value enhance and bring stakeholders more positive perception, recognition, trust, and then rose to a value of identity brought enhance soft power, on the other hand, the role of soft power play will be a beneficial impact on the brand value.The foregoing analysis, we can draw the following model:Links to free papers Download Centerthree soft power to enhance brand value perspective based measures.1. Lofty vision, enhance employee motivation vision is a visual expression of the corporate mission, the blueprint for the development of the company's future, indicate the direction of the development of enterprises, depicts the future like to get a wide range of stakeholders agree a shared vision has powerful attraction and the driving force, which is the basis of soft power. the most successful companies have an excellent vision, such as Ford's "Let the public to have the car" Apple "so that everyone has a computer. ambitiousvision helps increase employee self-efficacy, motivate behavior, so as to provide consumers with higher quality, higher-performance products and services, and enhance brand value. era of economic globalization, a stilltaken the opportunity-oriented enterprise is dangerous. Therefore, enterprises should be the basis of its understanding of the status quo, based on the areaof operation, analysis of the future business environment, presented a challenging vision, First of all, it is necessary to listen to the demands of stakeholders, looking a key factor in the last refining summed up a common vision that can reflect the parties' intentions. expression of the vision must be concise, clear, unique, complex and lengthy declaration can only stay inthe wall, and can not produce any real effect. addition, The vision is notjust as a slogan, corporate strategy and tactics should focus on this goal to develop and strengthen the communication of the vision, the vision ofeffective incentive guide employee behavior, play an effective vision effect.Building Features core values, excellent corporate culture to guide the behavior of business core values and corporate culture internal guidelines and standardize the behavior of employees, external display with excellent management style, is an important source of soft power enterprises can not be copied be the key to sustainable development. outstanding corporate culturecan unite the wisdom of all employees and motivate employees to makeunremitting efforts for the development of enterprise and our enterprises high rate of staff turnover, low staff loyalty, culture construction work has quite urgent. enterprises should be based on their own industry, to establish a line with the characteristics of the core values of their own development. Secondly, the the culture construction work should be integrated into the day-to-daywork of the senior leadership, strengthen staff understanding of the corporate culture. integrity of the business, can effectively reduce transaction costs, improve corporate reputation, so we must first establish a culture ofintegrity. addition, under the background of economic globalization, the only innovation and teamwork is the business survive. innovation and teamwork but also as a cultural construction one of the core content. addition, each facing enterprises operating environment and customer needs, enterprises should also build other outstanding culture to meet their own development needs, to form a unique competitive advantage.3. Strengthen the sense of social responsibility, and to enhance the image of a good corporate citizen. Enterprises as members of society, is animportant part of the society.Enterprises can not develop without the support of the community, commitment to social responsibility is a corporate obligation of recent years, a large number of damage to the environment and harm the interests of consumers and health of Zijin Mining, Sanlu Dairy enterprises have been exposed by the media, social strong reaction to the lack of socialresponsibility not only cause great harm to the corporate brand, and even lead to corporate bankruptcy. enhance public awareness of environmental protection and sustainable development concept, the loud voice of corporate social responsibility in the community. corporate social responsibility 's commitment to enhance the corporate image, enhance consumer recognition of the enterprise, then identify their products and services. First, companies should provide consumers with quality and reliable products, can not be false advertising,and exaggerated product efficacy. products are the basis of soft power aside quality, soft power out of the question.Secondly, the enterprise spirit of "people-oriented" concept, safeguardthe legitimate rights and interests of employees, and provide a reasonable return on corporate career guidance staff development, increase investment in staff training, creating opportunities for the promotion of employees of enterprises and employees common development of harmonious labor relations can reduce staff turnover and recruitment costs, enhance the attractiveness of external talent. Finally, companies must enhance their environmental awareness, and take the road of sustainable development, enterprise development can notbe built on the basis of environmental damage above. commitment to corporate social responsibility is bound to increase the cost, the impact of short-term benefits to the enterprise, but deals with the support of government policycan bring the trust of consumers and other benefits, greatly enhance the soft power of the enterprise.4. Enhance their own hard power, the formation and the role of soft power play to provide a solid foundation for the final formation of soft power transformed from potential soft power, and this process must be the hard power as the foundation to a successful transformation. Hard power carriers of soft power, soft power role to play in providing relying on soft power will enhance hard power, the two promote each other. [9] in the same time focus on soft power to improve their own hard power, to enhance the soft power of play effect. enterprises to introduce talents to enhance their own technological advantages, to update the equipment, plant, and many other enhancements to the hard power, to create more value for stakeholders.5. Increase communication platform and product distribution channels-building efforts to ensure that the value of the spread. Dissemination of values and ideas to achieve brand value and enhance an important part of the soft power. Stakeholder value recognition built on to bring their value to the enterprise the positive perception of the foundation, which requires companies to build a platform to interact, to ensure the full dissemination of their own values and obtain stakeholder needs and the rapid development and wide application of the Internet, it penetrated into all walks of life to become universal platform social media era, enterprises should actively use social media to strengthen interaction with stakeholders, and to expand its scope of cognitive them to actively participate in corporate brand building. addition, enterprises culture and core values of the final condensation products and services, enterprises should strengthen the construction of productdistribution channels, brand value in circulation to consumers in the process will not be impaired.IV Conclusion.Soft power as soft competitive relative to hard power, an importantposition in the global competition is increasingly prominent. Acceleration of the process of information, bring convenience to business management, but also adds a lot of challenges. Purely rigid advantage more and more likely to be replicated beyond, the enterprise is more difficult to do business only hard power and soft power, the two promote each other in order to better play the advantages of hard power, soft power to enhance a long-term process, shortrapid formation period is difficult, but its benefits are immeasurable. enterprises should enhance the construction of soft power to a strategicheight and long-term planning, the implementation of the construction of soft power to the operation and management of all levels.References:[1] Zhu Ruiting brand value theory, model and evaluation [J] commercial era, 2021, 13: 44-45.[2] Wang Chengrong Drives of Inter source of brand value and constitute [J] Business Research, 2021, 9: 7 - 10.[3] Zhang Yi, Zhang Rui, Jin-Ping Liu sources of brand value and its theoretical Analysis [J]. Forecast, 2021,29 5: 74 - 80.[4] Zhang Yi, Jin-Ping Liu, Rui. Stakeholder perspective of brand relationship model study [J]. Enterprise economy, 2021, 10: 54-57.[5] Joseph S Nye. The Changing Nature of World Power [J]. PoliticalScience Quarterly, Summer, 1990,105 2: 77 - 92.[6] Wang Huning. Culture as a national strength: soft strength [J] Fudan University Social Sciences, 1993, 3: 75,91 -96.[7] Jinzhou Ying from the soft power of the state to the soft power [J]. Chinese soft science, 2021, 8: 19-23.[8] Luo Gaofeng soft power mechanism of action based on the perspective of the enterprise value recognition [J].Management World, 2021, 3: 184-185.[9] Wong Kwok group blonde, Jiang Tao, meaning of soft power, the formation process and mechanism [J] Soft Science, 2021,22 2: 123-127.[10] Gu Jianping. Corporate culture of integrity at the core of soft power building [J]. Productivity Research, 2021, 6: 232-235.[11] Luo Gaofeng soft power embodied and to achieve path [J]. Enterprise economy, 2021, 7: 25-27.Links to free papers Download Center篇二、On Countermeasures to accelerate the development of SMEs in DeqingPapers Administration Papers - Corporate Culture PapersPost 8:46:00[Abstract] Deqing County has eight hundred counties cities into the national basic economic competitiveness, the province's massive economic transformation and upgrading to a modern industrial clusters demonstration area pilot units, with the province's first county-level bio-pharmaceutical industry clusters, bio-pharmaceutical industry has become one of the three leading industries in Deqing County, SME development on the county to identify the problems of small and medium-sized development, and propose targeted suggestions.[Paper Keywords] SMEs, the development of countermeasuresDeqing County's per capita GDP exceeded $ 10,000 in 2021, re-enter the basic economic competitiveness of 100 counties cities queue, # 42, thecounty's comprehensive strength of a substantial increase in corporate restructuring and upgrading remarkable results at the same time, we are awake see the county economic structural quality of contradictions are still quite prominent. economic globalization is developing in depth, the far-reaching impact of the world financial crisis, is giving birth to new energy, new materials, information technology, represented by a new round of technological revolution emerging industry, a major breakthrough in the way of economic development from extensive to intensive transformation process, the county SMEs on how to further large-scale development, large raise to a new level, rebuilt advantage reproduction new brilliant, will be directly related to the Deqing global economic and social development.A basic overview of the SMEEleventh Five, the county adhere to the scientific concept of development to guide economic and social development, vigorously implement the opening up drive, convergence the Huhang "and" open innovation, financial Shanghai-Hangzhou "strategy," 3 + X "industrial system. led three of the synchronization work initiatives, County thirteenth Congress identified the target as the driving force, fought at the head down throughout the county, and hard work at the head, to overcome the disadvantages of internal and external economic environment, small and medium enterprises to achieve a stable development, the economic indicators synchronous growth.1-10 parts in 2021, the county SMEs in 9025, accounting for the proportion of more than 96% of county businesses, employing 250,133 people, theindustrial output value of 124 billion yuan, the main business income of128.13 billion yuan, paid taxes 28.8 billion, with total assets of 70.45billion yuan, 8.14 billion yuan investment in fixed assets, including 588 above-scale enterprises, employing 80,329 people, the industrial output value of 64.93 billion yuan, the main business income of 59.89 billion yuan, paid taxes of 1.52 billion yuan , with total assets of 44.6 billion yuan, 5.91 billion yuan of investment in fixed assets.'s imports and exports of$ 1,666,950,000, and exported to Asia, Africa, Europe, North America, Latin America, Oceania, the proportion was 26.1%, 3.9%, 36.1%, 23.4%, 5.3%, 5.2% completed contracted foreign capital of $ 273,440,000, $ 71,755,000 actualforeign real 3,858,330,000 yuan funded capital in place of the Hangzhou-owned project 135, the actual funds of 3.08 billion yuan.Second, the problems facing the development of small and medium-sized enterprisesSince the global financial crisis, the county's economic development speed has slowed, is still in a recovery period of growth. Experts predict that China's economy, in response to the economic cyclical adjustment process, slow decline in the overall trend, "the 12th Five-Year period China's economy will enter the average annual growth rate of about 7% of the medium-speed growth period, economic operation in Zhejiang Province in the rising phase of a new round of adjustment cycle, the average annual growth rate will remain around 8%, and overall before low high, maintaining the growth of the medium-speed characteristics.Increased labor costs, the county introduced on September 1, 2021 the minimum wage of 780 yuan / month, from April 1, 2021, the minimum wage in Deqing County from the original 780 yuan per month, adjusted to 900 per month million, while, according to the notice >> << Huzhou Municipal People's Government on the adjustment of the city's minimum wage, the minimum hourly wage of part-time work is also adjusted to 7.3 yuan per hour from April 1, 2021, Deqing County monthly minimum wage from the original 900 yuan to adjust to 1060 yuan per month, most of the raw material price increases far more than product prices, corporate profit margins further compression.Industrial layout to be further optimized. Transformation of economic development, one point is to vigorously develop the service industry, the service sector is precisely accommodate the job the best, the most, the biggest industry. Woxian, two, three value-added proportion the structure from the 2021 8.5:62.3:29.2 adjustment for 2021 7.3:58.2:34.5, service sector to enhance faster, but the proportion is still low service sector industry's share of world GDP has continued to rise in recent years, developing countries reached about 60% of the developed countries in general production accounted for over 70% throughout the service sector accounted for more than 50%, which the United States has reached 58.8%, and 50.3% in the EU. development of services is important to solve the county employment issues ways, the service industry will become a major industry in our county employment, and will play an increasingly important role.In addition, weak domestic demand, shrinking external demand, lack of business orders, the funding gap increases, the decline in price and other factors are the current problems faced.Third, the development of small and medium-sized enterprises countermeasuresA co-ordinate the planning, really good grasp of the elements ofprotection increased financial innovation, to encourage financial institutions in line with the conditions of the relevant policy, bold innovation and continue to develop in line with the county's actual financial products, enhance small and medium-sized micro-enterprise financing service levels, and at the same time, actively coordinate financial institutions to develop the the perfect SME credit management approach, providing services for corporate loans and bank loans, to ease the county SME loans difficult problem. optimization factor allocation of land, on the one hand to give priority to protecting migrant Village building land, started construction to givepriority to protecting The focus of industrial land for the project, to give priority to protecting the platform construction on the other hand by up to fight, to get more land for construction indicators. encourage enterprises to increase investment in technological reform, efforts to improve the use efficiency per unit of land.B research, strengthen the economic operation monitoring the face of complex domestic and international situation, to further strengthen the economic operation monitoring and coordination of efforts to convene industry run analysis meeting, timely and correct understanding of the operation of the enterprise and industry of the 50 industry leading intended to nurture enterprises and 50 enterprises to adopt regular visits, production and operation of enterprises to keep abreast of the situation and the development of dynamic coordination of relevant departments to strengthen the monitoring of practice, focusing on the above-scale enterprises electricity, tax credit focus correctly grasp the economic operation. in-depth study focused on the development of the county's planning and Province, City, introduced the policy advice, better coordinated development of to guide enterprise and industry, good price monitoring, the implementation of the price of an early warning system.Links to free papers Download Center。
英语作文介绍工商管理专业
英语作文介绍工商管理专业Introduction to Business Administration Major。
Business administration is a broad field that encompasses a variety of disciplines, including management, marketing, finance, accounting, and human resources. As a business administration major, students will learn how to manage organizations, analyze data, and make strategic decisions that drive success.The curriculum for a business administration major typically includes courses in accounting, economics, statistics, marketing, finance, and management. Students will also have the opportunity to choose electives that align with their interests and career goals. Some popular electives include entrepreneurship, international business, and organizational behavior.One of the benefits of a business administration major is the flexibility it provides. Graduates can pursuecareers in a wide range of industries, including finance, consulting, marketing, and healthcare. They can also workin a variety of roles, such as project manager, financial analyst, marketing specialist, and human resources manager.In addition to coursework, many business administration programs offer opportunities for students to gain practical experience through internships, co-op programs, and experiential learning projects. These experiences provide valuable hands-on experience and help students build their professional networks.Overall, a business administration major provides a strong foundation for a successful career in business. With a broad range of skills and knowledge, graduates are well-equipped to navigate the ever-changing business landscape and make meaningful contributions to their organizations.。
工商管理毕业论文英文文献翻译(中英)[管理资料]
![工商管理毕业论文英文文献翻译(中英)[管理资料]](https://img.taocdn.com/s3/m/09280b27360cba1aa911da49.png)
本科毕业设计（论文）外文参考文献译文及原文学院管理学院专业工商管理年级班别2009级（4）班学号3209004550学生姓名李福珍指导教师吴小节2013 年6 月目录1 绪论 (3)2 为什么中小企业需要表达和使用SD商业计划？当全球化在社会生态增长的极限成为集成因素 (5)3可持续性中小企业的大型和小型之间的差异所导致的优势差异 (6)流线型的组织进程和商业模式 (7)中小企业暴露竞争力 (7)4 中小企业作为一个实验室沙箱提供了可持续发展战略和技术，然后跨国公司通过收购中小企业实现传统的内部融资的增长 (8)5 中小企业利用创造性破坏和信息技术的影响制造网络优势 (8)中小企业可持续和价值创造的战略发展，苏珊玛莎和斯宾塞爱商业学校，艾隆大学，美国摘要可持续战略为中小企业合作创造了许多协同效应，以及系统的公共效益。
通过对中小企业的商业案例提出可持续发展，考虑到中小企业相比于跨国公司的可持续发展优势，本文讨论几种不同为中小企业优化可持续发展的激励机制：（1）成为大公司有价值的可持续投资目标，（2）在大企业不太成功的市场空间建立可持续的中小企业的高度竞争网络，（3）通过可持续的做法在全球供应链上成为高效的供应商。
然而一些成功模式的中小企业可持续发展迅速，可能是中小企业的网络将成为必不可少的解决系统问题的基础，包括工业生态学，企业全球供应链弹性和可持续性。
中小企业代表了大部分的企业，快速发展的通信技术允许不同的航线网络的形成。
关键词：持续性，中小企业，可持续供应链管理，弹性，工业生态学1 绪论1990年代以来，无论对于任何规模大小的企业来说，环境和社会因素已经成为越来越重要的战略考虑。
21世纪新兴市场条件正在通过全球观察创造了新的视野。
由于忽视商业和环境之间的“隐藏连接”，业务缺少许多新的可持续发展(SD)的机会，那些能够阻止一个不可避免的社会崩溃的威胁[2]。
随着越来越多的公司认识到我们的“共同的旅程”[3]，它强调创建可持续发展的必要性，全球的企业都在有意发展战略计划使他们的公司具有可持续竞争力。
工商管理毕业论文范文（中英文摘要）
摘要:近些年，我国连锁超市得到了很快发展，但是不可否认，我国零售业连锁超市的发展还存在不少问题，与国外零售业连锁超市的发展还存在很大的差距。
为此，需要对国外内外零售业连锁超市发展进行比较，并从中发现我国零售业连锁超市存在的问题及与国外的差距，进而在此基础上提出发展建议。
本文首先对连锁超市基本理论进行了概述，这是本文进行比较的理论基础。
接着文章分析中外零售业连锁超市发展与现状，在此基础上，文章对中外零售业连锁超市的有关情况进行了比较。
最后，文章分析了中国零售业连锁超市企业发展存在的问题，并借鉴国外连锁超市发展经验，提出了进一步促进我国零售业连锁超市发展的措施。
关键词:零售业连锁超市比较措施Abstract:In these years, catena supermarket developed very quickly in our country，but we can't deny that there are a few problem s in the development of retail trade catena supermarket in our country, and there is very big margin with the development of the foreign retail trade catena supermarket still. For this, we need to carry on a comparison with the development of foreign retail trade catena supermarket and find problem of retail trade catena supermarket in our country from it also and find the margin with retail trade catena supermarket of the abroad. Then on this foundation we put forward development suggestion. At first the text carried on saying all of the basic theories of the catena supe rmarket and this is theories foundation of this text to carry on comparison. Immediately after, the article analyzes the Chinese and Foreign retail trade catena supermarket development and present condition. On this foundation, the article carried on a comparison about the relevant circumstance of Chinese and Foreign retail trade catena supermarket. Finally, the article analyzed problem of the Chinese retail trade catena supermarket development and draw lessons from the foreign catena supermarket development experience also and put forward further the measure to promote development of retail trade catena supermarket in our country.Key words: comparative measures of retail supermarket chains下面是赠送的保安部制度范本，不需要的可以编辑删除谢谢！保安部工作制度一、认真贯彻党的路线、方针政策和国家的法津法规，按照####年度目标的要求，做好####的安全保卫工作，保护全体人员和公私财物的安全，保持####正常的经营秩序和工作秩序。
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工商管理的毕业生，通常来讲毕业的岗位比较多，有人说工商管理专业是个万斤油专业，什么都能干，那就意味着什么都不能干。
但是我校的特色是与工程相结合，因此我校的工商管理专业相对其他专业肯定会有一定的优势。
因此，孕育出工商管理的一个岗位，就是房地产工作岗位。
与其他的学校相比，我们专业会学习一点与建筑相关的知识，可以为将来工作打下一定的基础，这将是我们学校的优势。
就业后主要是从事房地产销售与推广、市场调查、物业管理、策划等相关工作。
待遇方面应该不太好，毕竟是刚开始工作，但是如果是从事售方面的工作的话，这个就很难说了，因为销售的行业可以提成的，那个的会有很多的，上升空间因人而异。
Graduates in business administration, usually graduate jobs is more,some people say that business management specialty is a ten thousand jinsof oil, what can do, that means can't do anything. But our specialty iscombined with a project, so our business management relative to otherprofessional will have certain advantages. Therefore, a job in business administration, is real estate work.Compared with other schools, we will learn a little constructionrelated professional knowledge, can work to lay a certain foundation forthe future, this will be the advantage of our school. If employment afterengaged in real estate sales and promotion, market research, property management, planning and other related work.Benefits should be not too good, after all is just begin to work, butif is engaged in the sale work, this is hard to say, the industry becauseof the sales commission, that there will be a lot of upside vary fromperson to person.随着我国经济的发展，金融保险类专业人才的社会需求也在不断增长。
工商管理是一门应用性很强的专业，也可以从事与银行和证券公司，该行业有很大的发展空间。
证券行业上半年人才需求同比增长了200%。
业内人士分析认为，从高、中、低各个层面来看，目前金融行业人才需求呈现“两头热、中间冷”的特点，中端职位证券分析师、理财规划师等人才需求上半年基本与去年同期持平。
而证券经纪人、市场营销类的低端人才和银行客户经理、基金经理、投融资经理等高端职位人才的需求缺口均比较大。
其中，高端人才的需求格外强劲，一些热门职位包括基金经理、高级投资咨询顾问、投融资经理、金融分析师等，同比增长都达到50%以上。
数据显示，今年上半年金融行业最热门的五大职位是证券经纪人、期货经理、基金经理、银行客户经理和投融资经理。
其中，企业需求最大的职位是证券经纪人和期货经理，同比需求都突破了100%;行业内最紧缺的职位是基金经理，同比增长接近100%，北京地区紧缺最明显，供需比达到1:10;同时由于外资银行的注入和商业银行的快速发展，银行客户经理成了上半年最具发展潜力的职位。
银行业里有工商银行、建设银行、农业银行等在内的国有四大银行及招商银行等股份制商行、城市商业银行、外资银行驻国内分支机构，商业银行业的收入相对较低，有的商业银行、股份制银行就业环境也比较明主。
As China's economic development, finance and insurance professionals inthe social class is also growing demand. Business management is a highly specialized application, you can also engage with banks and securitiesfirms, the industry has much room for development.Securities industry demand for talent in the first half grew by 200%.Industry insiders believe that, from the high, medium and low individual perspective, the current financial industry talent demand presented "twohot, intermediate cold" feature, in the end positions securities analysts,financial planners and other essential personnel needs in the first half oflast ago quarter. And securities brokers, low-class marketing talent andbank account manager, fund managers, investment managers and other high-endjobs talent financing gap in demand are relatively large. Among them, the exceptionally strong demand for high-end talent, some popular positions,including fund managers, senior investment consultant, investment andfinance managers, financial analysts, etc., an increase has reached 50%.Data show that the first half of the financial industry's top five mostpopular posts are securities broker, futures managers, fund managers,account managers and investment and financing bank manager. Among them, thelargest business needs posts are securities brokers and futures managers, representing 100% of needs are exceeded; industry's most scarce jobs fund managers, an increase of nearly 100 percent, the most obvious shortage inBeijing, supply and demand ratio of 1: 10; same time as the injection offoreign banks and commercial banks of rapid development, has become thefirst half of bank customers the most development potential manager jobs.Banking has ICBC, China Construction Bank, Agricultural Bankand other major banks, including state-owned joint-stock firms andinvestment banks, city commercial banks, branches of foreign banks in the domestic, commercial banking income is relatively low, and some commercialbanks, joint-stock banks are relatively bright primary employmentenvironment.工商管理专业另一个就业方向就是考公务员。
由于工商管理专业偏重管理方法、经济分类等知识，适合在政府经济职能部门做和人打交道比较多的管理工作。
，所以有些学生本科毕业后就选择考公务员。
如果要报考公务员应该报考经济类的。
就本科毕业生而言，公务员不太好考，只能报考县级以下的地税局，相对而言研究生占优势。
你知道，在中国这个比较特殊的国家，考公务员不单单靠实力就可以的。
如果通过了考试，你就有了一份相当稳定的工作，主要是在企事业单位和政府部门从事管理。
许多学生找工作时最关心的就是自己将要从事的那个行业的就业率和薪酬问题。
刚开始工作薪资不会很高，普遍是1500-3000元／月。
有的毕业生可能因为工资达不到自己的预期就拒签，这在每个行业都很常见，之所以有人找不到工作，大都因为有这种眼高手低的态度。
根据相关资料，公务员到机关工作的占3.54%，其他事业单位占2.73%。
其中就业分布最多的是广东、北京、上海、江苏、山东等城市，就业率达64%。
考公务员没有专业限制的单位，如果哪个单位需要工商管理累的公务员你就可以报考。
Another direction of employment in business administration is the civil service exam. As emphasis on management methods in business administration, economic classification of such knowledge for economic functions of government departments to do more to deal with people management. Therefore, some students choose civil service exam after graduation. If you want to apply for civil service should apply for the economy class. For graduates, the civil service is not very good test, below the county level can only apply to the Inland Revenue, relatively speaking graduate dominant. You know, in China, the more specific national civil service exam can not rely solely on the strength of. If you passed the exam, you have a pretty stable job, mainly in enterprises and government departments engaged in management. Many students looking for work, most concerned about is that they weregoing to engage in industry employment and remuneration. Just started working salary is not high, generally is 1500-3000 yuan / month. Some graduates may be because wages are expected to reach their refusal, whichare common in every industry, the reason why some people can not find work, mostly because of this unrealistic attitude. According to information, the civil service to the organs accounted for 3.54%, 2.73%, accounting for the other institutions. Distribution of employment among the largest in Guangdong, Beijing, Shanghai, Jiangsu, Shandong and other cities, the employment rate of 64%. No professional civil service exam restrictionsunits which units if required MBA tired you can apply for the civil service.当今社会，高校毕业生就业形势越来越严峻，每年都有数以百万计的大学生面临的工作压力。