管理咨询工具SME实用手册中英文版

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毕博管理咨询工具方法ChinaProject实用手册

毕博管理咨询工具方法ChinaProject实用手册

xiex目录TABLE OF CONTENTS背景Background本指南旨在为咨询顾问公司和其它商业服务机构提供技术和方法,使他们能够成功地为中小企业提供咨询服务。

This guide is designed to provide consultants and other service providers with techniques and methodologies that will enable them to embark on successful consulting engagements with small/medium size enterprises (SMEs).这里提供的资料旨在帮助咨询顾问公司能够与中小企业建立互惠的关系。

这些方法不仅可以获得“快速取胜”的效果,还能够促进咨询顾问与客户之间建立长期的关系----这是一种让咨询顾问获得“受信任的顾问”的地位的关系,是一种使双方的知识和资源汇集成一个“知识和资源库”的关系。

The materials provided, aim to enable the consultant to engage with SMEs in a mutually beneficial relationship. While the methodologies used will provide “quick wins,” the materials are designed to facilitate a long-term relationship between consultant and client – a relationship where the consultant earns the status of “trusted advisor” and where the knowledge and resources of both parties are used to create a “pool of knowledge and resources.”该项目的目的是改善企业在财务和运营这两方面的业绩。

管理咨询全套(英文版)(22个文档)1

管理咨询全套(英文版)(22个文档)1

Action ItemsSaturday / Sunday Monday Tuesday Wednesday Thursday Friday Arrange to meet 2nd year mentor January 2 / 34-Jan5-Jan6-Jan7-Jan8-JanRefine list of firms to target (no more than 15)Sunday - ConsultingClub Andersen Presentation Bain Presentation McKinsey & Company Booz Allen & Hamilton Deloitte & Touche Social at Carmen's5:30 Pick Staiger5:00 Omni Orrington Presentation Presentation Consulting Resume DueArrange tri-weekly meetings withcase team Sponsored by AD Little7:00 Women's Club7:00 Allen CenterTENTATIVE Deloitte & Touche Gemini Consulting Sibson & Company Meet with CMC advisior Consulting Presentation Resume Due Resume Due7:00 Women's Club5 cases done by end of weekCSC Healthcare GroupBegin to develop Master Tool Kit Resume DueAction ItemsSaturday / Sunday Monday Tuesday Wednesday Thursday Friday 10 cases done by end of week January 9 / 1011-Jan12-Jan13-Jan14-Jan15-JanFind second years to practice caseswith Price Waterhouse AT KearneyPresentation Ernst & Young Marakon Associates Strategic Decisions Inc.Coopers Presentation5:00 Omni Orrington Presentation Presentation Resume Due Arrange mock interview with CMC5:00 Location TBD12:15 Leverone 2765:00 Women's ClubMonitor CompanyRespond to Consulting Club's Mercer Management6:00 Omni Orrington Booz Allen & Hamilton The Boston ConsultingCase Interview Workshop email Consulting Presentation Resume Due Group Presentation6:00 Location TBD Bain Resume Due6:00 Pick StaigerMarketing & PlanningTowers Perrin Mercer Management Systems Resume DuePresentation Consulting Resume Due7:00 Omni Orrington Towers PerrinPrice Waterhouse General ManagementCoopers Resume Due Resume DuePage 4 of 8Action ItemsSaturday / Sunday Monday Tuesday Wednesday Thursday Friday15 cases done by end of week January 16 / 1718-Jan19-Jan20-Jan21-Jan22-JanFind second years to practice caseswith Saturday - Consulting The Boston Consulting Kannon Consulting Ernst & Young Resume Pittiglio, Rabin, Todd &Club Case Interview Group Resume Due Presentation Due McGrath Resume Due Prepare to Bid for interview round A Workshop5:00, Location TBDMarakon Associates Kannon ConsultingResume Due Resume DueAction ItemsSaturday / Sunday Monday Tuesday Wednesday Thursday Friday20 cases done by end of week January 23 / 2425-Jan26-Jan27-Jan28-Jan29-JanDiscuss bid strategy with 2nd years Strategic Decisions, Inc.Hay Group Resume Due McKinsey CasePresentation Workshop - DowntownFind second years to practice caseswith5:15 Leverone 276Chicago(International OfficesGet your suits ready, buys socks &hose Only - TENTATIVE)Finalize Master ToolkitPage 5 of 8。

毕博-管理咨询工具方法—MissionStatementTemplate-Chinese

毕博-管理咨询工具方法—MissionStatementTemplate-Chinese

企业宗旨模板MISSION STATEMENT TEMPLATEIFC-CPDFMission Statement Template-c Page 1 of 1 模块:Module:总览 Overview 流程Process:企业总览 Business Overview 系统System:企业宗旨模板 Mission Statement Template 系统执行人:System Champion:程序:Procedure: (插入公司名)的主要商业目的是____________(插入目的,例如:价值最大化,确保客户满意等等)。

公司将会采取高度专业化的态度,并时刻遵循职业道德的最高要求。

(insert firm name’s) pre dominant commercial purpose is to _________________ (insert purpose e.g.: Maximise wealth, ensure client satisfaction etc).The firm will adopt a highly professional posture and at all times act in accordance with the highest standards of ethical conduct.只有最好的候选人才能成为企业的一员,员工也以此而感到自豪,并能从___________中获益(插入员工获益的方面,例如培训,和高报酬等等)。

员工能得到职业发展的机会,并参与公司的决策过程。

Only the best candidates will be hired as team members and they will be proud to be part of the firm and will benefit from _____________________________ (insert the benefits that team members will receive e.g. training, excellent remuneration packages etc.) Team members will be given the opportunity for professional advancement and the ability to contribute to the decision-making process within the firm.所有员工之间都高度信任和相互尊重的。

咨询顾问手册中英文

咨询顾问手册中英文

咨询顾问手册中英文名目TABLE OF CONTENTS背景BACKGROUND (6)了解本指南UNDERSTANDING THIS GUIDE (11)八模块企业进展阶梯THE 8 MODULE BUSINESS DEVELOPMENT LADDER (15)模块一:了解你的企业MODULE 1: UNDERSTANDING WHAT BUSINESS YOU ARE IN (17)概述O VERVIEW (17)要紧学习目标K EY L EARNING O BJECTIVES (20)工具T OOLS (22)典型的模块一程序T YPICAL M ODULE 1P ROGRAM (24)需完成的任务T ASKS TO B E C OMPLETED (26)模块二:了解顾客、市场和产品MODULE 2: UNDERSTANDING THE CUSTOMERS,MARKETS AND PRODUCTS (55)概述O VERVIEW (55)要紧学习目标K EY L EARNING O BJECTIVES (58)工具T OOLS (60)典型模块二程序T YPICAL M ODULE 2P ROGRAM (63)需完成的任务T ASKS TO B E C OMPLETED (65)模块三:确定商业模式MODULE 3: DEFINING THE BUSINESS MODEL (97)概述O VERVIEW (97)要紧学习目标K EY L EARNING O BJECTIVES (99)工具T OOLS (101)典型的模块三程序T YPICAL M ODULE 3P ROGRAM (104)需完成的任务T ASKS TO B E C OMPLETED (105)模块四:职员授权MODULE 4: TEAM EMPOWERMENT (138)对企业业绩进行治理M ANAGING O RGANISATIONAL P ERFORMANCE (140)要紧学习目标K EY L EARNING O BJECTIVES (141)工具T OOLS (143)需完成的任务T ASKS TO B E C OMPLETED (148)模块五:市场营销战略打算MODULE 5: STRATEGIC MARKETING PLAN (180)概述O VERVIEW (180)要紧学习目标K EY L EARNING O BJECTIVES (182)工具T OOLS (184)典型的模块五程序T YPICAL M ODULE 5P ROGRAM (188)需完成的任务T ASKS TO B E C OMPLETED (190)模块六:企业系统化MODULE 6: BUSINESS INDEPENDENCE (220)概述O VERVIEW (220)要紧学习目标K EY L EARNING O BJECTIVES (223)工具T OOLS (225)典型的模块六程序T YPICAL M ODULE 6P ROGRAM (228)需完成的任务T ASKS TO B E C OMPLETED (230)模块七:组织结构,知识,环境治理和技术应用战略MODULE 7: ORGANISATIONAL STRUCTURE,KNOWLEDGE,ENVIRONMENTAL MANAGEMENT AND TECHNOLOGY STRATEGIES (262)概述O VERVIEW (262)要紧学习目标K EY L EARNING O BJECTIVES (265)工具T OOLS (267)典型的模块七程序T YPICAL M ODULE 7P ROGRAM (271)模块八:反馈和连续改善MODULE 8: FEEDBACK AND CONTINUOUS IMPROVEMENT (304)概述O VERVIEW (304)学习目标L EARNING O BJECTIVES (306)工具T OOLS (307)典型的模块八程序T YPICAL M ODULE 8P ROGRAM (311)需完成的任务T ASKS TO B E C OMPLETED (312)需完成的任务T ASKS TO B E C OMPLETED (313)注NOTES (344)注NOTES (345)注NOTES (346)注NOTES (347)背景Background本指南旨在为咨询顾问公司和其它商业服务机构提供技术和方法,使他们能够成功地为中小企业提供咨询服务。

管理咨询全套资料英文版)000005)(000002)

管理咨询全套资料英文版)000005)(000002)

Stern Management Consulting Case Interviewing Workshop Presented by Professor CharlesFombrunand Peter EliopoulosStern School of Business, New York UniversityCalculation Case||Problem Case|| Probing CaseAlso try out McKinsey's Interactive Case for another example.What Are They Looking For?The interviewer is evaluating you on three dimensions:(1) Diagnostic Skills, (2) Analytical Skills, and (3) Communication Skills. Diagnostic Skills•How well do you narrow down a problem?•Do you ask good, pertinent questions?•Can you identify and extract the most important issues related to the problem?•Can you prioritize?Analytical Skills•Can you follow a logical line of reasoning?•How well do you structure your answer?•Are you good at making quick calculations on your feet?•Do you appreciate the implications of any recommendations you make? Communication Skills•Do you express yourself clearly•Are you a good listener?•Do you ask good questions?•Do you adapt to whatever information youre given?•How well do you explain and defend your ideas?•How well do you handle pressure?•Do you have a high energy level and strong sense of self confidence? Packaging YourselfEven in case interviews, youll be expected to answer "general" questions. The most important and often damaging issue is how you present yourself. In particular, you have pursued several academic programs, you have a set of work experiences, you haveinterests, and you have aspirations. You should develop a logical explanation for the paths (and, yes, the tangents) that you have followed and link this explanation to your future plans.•Why did you study history in college, work four years in the health care industry, and then decide to go to B-school?•What strengths does your background in theater management provide you with in the business world?•How are you filling in the gaps in your resume?•And how does consulting fit into all this?"Package" yourself coherently. You don't have to have a perfect logic for absolutely everything youve ever done, nor do you have to be 100% sure about what you want to do in the future. The key is to give the interviewer the sense that you have actively structured your own life and pursuits as opposed to being a person whos life is randomly structured, and passively adjusted to circumstances.Wrapping Up..Some interviewers will let you know when its time to wrap-up a case. Others will wait to see how well you synthesize and build up to a conclusion. In both situations, you should review the information you got and recap your approach and recommendations.In most cases, theres no single right answer. The interviewer will be looking to see how well you deal with ambiguity and incomplete information. If the answer is clear, synthesize the facts and present your answer, repeating the main facts that lead you to your conclusions. "Given that existing markets are mature, that .... and that ..... I feel that the company should ...." If there are many possible answers, or if strategies are contingent on certain events, then consider presenting your wrap-up as a contingency plan. "There are two possible strategies the company might pursue, X and Y. If ... occurs and the company can ..., I think they should go with X. Otherwise, Y is their best option because..."Finally, when presenting your final recommendations, demonstrate that your are aware of both implementation issues and inherent tradeoffs involved in your recommendations. Can the company afford to undertake X? Does your plan fit with the company culture? Are there other organizational changes you would want to address? Might corporate image or market reactions be something you want to factor in? Think about the systemic repercussions of action.Why Consulting?You will inevitably be asked to explain why you are interested in consulting vs other careers. While reasons differ, the list below provided some fairly generic rationales from which you could draw:•Consulting provides a good balance between analytical work and "people" work •Consulting provides a good mix between individual work and team work•Consulting allows you to leverage on the diverse set of skills you learn in B-School•Consulting gives you an incredible amount of experience in a very short time •Consulting provides an opportunity for professional development and ongoing business education•Consulting offers great variety; you deal with new clients, new problems, and new industries all the timeTypes of CasesCASE 1: The Calculation CaseYou are visiting a new client who sells golf balls in the United States. Having had no time to do background research, you sit on the plane wondering what is the annual market size for golf balls in the US and what factors drive demand. Your plane lands in 15 minutes, how would you go about answering these questions?This type of case is very common, particularly in strategy firms like McKinsey and Bain. The interviewer doesn't care much about the actual number (although how fast you do math in your head can be important), but rather wishes to see a logical process for reaching some kind of answer. The followings steps illustrate a typical process...Golf ball sales are driven by end-users. You have to determine the numbers of end-users; this will be some fraction of the total US population (say 300mil). If you assume a uniform age distribution and an average life expectancy of 80 years (you have to make these types of assumptions), you can then estimate that only people in the ages 20-70 will be potential buyers. Thus you eliminate 30 of 80 years or 3/8 of the 300 mil population. So, now you are down to a potential buyer pool of about 110 million. Now you might estimate how many people out of 10 play golf- say 4- so now 4/10 of 110 gets you down to 44 million people who play golf. Now you have to estimate purchase frequency, how many balls per month an average person buys (you may want to temper this "average purchase" assumption by a least mentioning that retired people play much more than students). A good guess might be 15. So demand per month is now 15 x 44 million, or 660 million. Finally, you need to estimate the number of months per year that people play golf - 12 months in good climate regions, maybe 5 in regions with cold winters - so on average 8 is a decent estimate: 8 x 660 = 5280 million golf balls per year.Remember, the number itself is meaningless. The interviewer only wants to see your thinking process. Also, there are many ways to come up with an answer. You would really impress the interviewer after youre done if you offered to recalculate the answer using a different method, and then explained possible sources of error in your calculations!CASE 2: The Problem CaseA large health-care company has brought in a team of consultants to determine an appropriate strategy for improving profitability through growth in the size of its operations. They hope to reach their profitability goals over the next three years. As one of the consultants, what would you do?This case has no single answer. Rather, the interviewer is interested in seeing how you approach the problem. The key is to appear logical and to demonstrate an ability to move from the specifics of the case to the general issues involved in improving profitability anywhere... In other words, the case isnt about health-care at all. So dont panic if youre not an expert in the industry. Remember that the interviewer is principally looking for you to demonstrate analytical skill: How you think, how you structure a problem, and whether you are skilled at building a framework for thinking about a situation. You should be able to draw on models from competitive strategy, finance, marketing, operations, organization, or behavior. The point is this, however: You dont need to reference them -just use them.Opening... A good way to begin this case is to question whether expansion of operations is the right way to achieve profits. Are they currently profitable? If not, growth just further destroys value and perhaps they must attack profitability from the cost side. If they are currently profitable, then they have three options: increase sales, lower costs, or both. Don't assume that growth is the only answer.. .show the interviewer that you would consider all options and understand both drivers of profitability - cost and revenues. How to Proceed... Once you structure the options, the interviewer will lead you down the relevant path for this case, so follow the lead. If youre told that the company has low costs relative to the industry...then pursue the sales growth option.... One way to structure your thinking about this problem would be to use a Growth Tree framework. Use the tree to think aloud for the interviewer and guide your questioning:"If the company has two possible growth options - they can expand into existing businesses or diversify into new business. I think that growth in existing businesses should be considered first because that's where they have core skills. In existing businesses they can grow their product market or consider vertical integration. ..."Feel out the interviewer: Where are the opportunities? What might be some options you can readily eliminate, e.g. is vertical integration really a viable option for a health-care provider? Continue to work through the tree systematically. If you ask about opportunities for pushing new products into existing markets and the interviewer seems very interested, pursue this path by offering suggestions for potentially viable new products.CASE #3: The Probing CaseA super-regional bank is attempting to increase its operating efficiency as a way to boost profitability. You have been asked to look at the non-interest, non-personnel expense base (i.e purchases expenses as a possible source of cost reduction opportunities. How wouldyou determine the potential size of the opportunity for increased operating efficiency? What issues might you run into as you begin such as study?This case is asking you several questions simultaneously -- most of them are related to the size of opportunity and the means by which you could measure and manage the opportunity.Opening... Explore what kinds of information you would need to conduct such a study. Where would it come from? Often General Ledger and Accounts Payable systems do not provide the necessary information.Probing...•What is the total expense base of the bank?•What portion of it consists of purchases?•Is the organization centralized or decentralized in the way it purchases?•How would you determine whether certain groups of goods and services are more promising for reductions?Make assumptions based on the replies you get from the interviewer and clearly articulate them. The point is to interact with the interviewer and develop the case --and its solution-- together. The interviewer is checking to see that you are good at establishing rapport, at listening, and at adapting to changes he/she makes in the basic structure of the situation.Some Other Practice Cases...A chain of grocery stores currently receives its stock on a decentralized basis. Each store deals independently with its suppliers. The president of the chain is wondering whether the firm can benefit from a centralized warehouse. What are the key considerations in making this decision?A magazine publisher is trying to decide how many magazines she should deliver to each individual distribution outlet in order to maximize profits. She has extensive historical sales volume data for each of the outlets. How should she determine delivery quantities?You are called by a U.S. manufacturer of mens tailored suits. The company sells roughly 500,000 suits a year exclusively in the U.S. through specialty and department stores retailers. Currently, wholesalers buy the suits from independent sales reps who earn a commission of 5% or roughly $10 per suit. The manufacturer wants advice from you on whether or not to hire a sales force in-house.A major investment bank is worried about its bond trading operation. They suspect that their government bond desk may have violated securities laws by bidding for more than 30% of a new issue of U.S. Treasury notes. One individual, in particular, has been earning considerably more than the historical average...During your last trip to the supermarket, you notice a large price difference between competing brands of cocoa powder. Noting the markets shares for each brand from a magazine article, you compile the table below. What can be said about the structure of this market? The supermarket manager offers Firm A an opportunity to produce under private label for the supermarket, should Firm A accept this offer?Brand S hare P rice/unitA 40% $4.00B 29% $3.80C 14% $3.55D 17% $3.35A pharmaceuticals manufacturer is worried about health care reform. In particular, they wonder whether they should be carrying on business as usual.[ Stern Management Consulting|| Homepage ][ Management Consulting Fundamentals Course|| Client Projects|| Consulting Resources ] Designed and Developed by DataCatalystLast Modified: 4 Feb 1997Ver 1.2。

Managementhandbuch 管理手册中英文对照说课材料

Managementhandbuch 管理手册中英文对照说课材料

M a n a g e m e n t h a n d b u c h管理手册中英文对照BOGE Rubber & Plastics博戈橡塑管理手册Management Manual版本:2.0出版序号:2015-07Figure 1: Process and document structure andapplicability表一过程及文档的组成结构及适用性。

The exact structure of the management system is described in GP “Structure of the Managementsystem of BOGE Rubber & Plastics”.具体的管理体系组织机构在通用注释“博戈橡塑管理体系结构图”中描述。

4.2The BOGE Rubber & Plastics ProcessModel4.2 博戈橡塑过程模型The BOGE Rubber & Plasticsprocess model is comprised of management, core and support processes. It forms the highest common level of the process landscapes for all locations.博戈橡塑过程模型是由各个管理过程组成,包括主要过程以及支持过程。

它总成了各个工厂的最高过程管理水平。

4.3Process Landscapes of the BOGE Rubber& Plasticslocations4.3 博戈橡塑过程划分The process landscapes of the BOGE Rubber & Plasticslocations are based on the process model of BOGE Rubber & Plastics. They contain the location-specific processes as well as the overarching standard processes GP “Structure of the Managementsystem of BOGE Rubber & Plastics”.博戈橡塑的过程划分是基于博戈橡塑的过程模型来进行的。

项目管理指导手册英文版

项目管理指导手册英文版

项目管理指导手册英文版Project Management Guidance ManualIntroduction:The Project Management Guidance Manual aims to provide comprehensive instructions and guidelines for effective project management. It is designed to assist project managers in planning, executing, monitoring, and closing projects successfully. This manual serves as a reference for professionals involved in project management, helping them streamline processes and optimize project outcomes.1. Project Initiation:1.1 Project Definition:Clear project definition is crucial for success. This includes identifying project objectives, scope, deliverables, stakeholders, and constraints.1.2 Project Charter:Develop a project charter comprising a concise description of the project objectives, key milestones, estimated budget, and initial timeline. The charter serves as a reference point throughout the project lifecycle.1.3 Stakeholder Analysis:Identify and analyze stakeholders' interests, expectations, and potential impact on the project. This analysis helps in effectively engaging and managing stakeholder relationships.2. Project Planning:2.1 Work Breakdown Structure (WBS):Create a hierarchical WBS to decompose the project into manageable tasks. The WBS facilitates resource allocation, task sequencing, and monitoring progress.2.2 Schedule Development:Develop a detailed project schedule by estimating task durations, dependencies, and resource requirements. This schedule serves as a roadmap for project execution and ensures timely completion.2.3 Resource Management:Identify and allocate resources based on project requirements. Efficient resource management enhances productivity and minimizes delays.2.4 Risk Management:Identify potential risks and uncertainties, assess their impacts and probabilities, and develop mitigation strategies. Regular risk monitoring and mitigation are essential for successful project delivery.3. Project Execution:3.1 Team Management:Establish clear roles, responsibilities, and communication channels within the project team. Regular meetings and effective teamwork foster collaboration and facilitate progress.3.2 Quality Control:Implement quality control measures to ensure that project deliverables meet the required standards. Regular inspections and reviews minimize errors and enhance customer satisfaction.3.3 Change Management:Implement a formal change management process to manage changes in project scope, schedule, or resources. Careful evaluation and documentation of change requests help minimize disruptions and maintain project focus.4. Project Monitoring and Control:4.1 Performance Monitoring:Regularly track project performance against established metrics and key performance indicators (KPIs). This enables timely identification of deviations and facilitates corrective actions.4.2 Issue Management:Implement a systematic issue management process to address challenges and obstacles encountered during project execution. Prompt resolution of issues minimizes their impact on project progress.4.3 Communication Management:Maintain consistent and effective communication with stakeholders throughout the project lifecycle. Clear and timely communication ensures that all parties are informed and aligned.5. Project Closure:5.1 Project Review:Conduct a comprehensive project review to assess its overall success and identify areas for improvement. Document lessons learned for future projects.5.2 Knowledge Transfer:Organize knowledge transfer sessions to share project insights and best practices with relevant stakeholders. This facilitates organizational learning and continuous improvement.5.3 Formal Closure:Obtain formal sign-off from stakeholders to confirm project completion. Archive project documentation for future reference.Conclusion:The Project Management Guidance Manual serves as a valuable resource for project managers, offering practical guidance and best practices for achieving project success. Its comprehensive guidelines, from project initiation to closure, ensure a systematic and structured approach to project management. Following this manual empowers professionals to effectively manage resources, mitigate risks, and deliver projects that meet stakeholders' expectations.。

毕博-管理咨询工具方法—orgnizational structure workbook-Chinese

毕博-管理咨询工具方法—orgnizational structure workbook-Chinese

组织结构工作手册ORGANISATIONAL STRUCTURE WORKBOOK背景Background本节旨在回顾当前的组织结构,并评估它能否与企业的未来目标以及长远目标相适应。

本节的目标是对企业的组织结构进行再定义,并阐明每个员工在企业中的职责。

The purpose of this section is to review the current organisational structure and assessits future viability to move in-line the goals and objectives of the business moving forward. This section aims to re-define the structure of the business and clarify the integral role that each team member plays.程序概况Overview of the processThe current organisational structure is reviewed by the business owners and senior management.Organisational Structure WorkbookRole profiles are developed for any newly created positions.members of the review and changes to the organisational structure.My Role Profile and Personal Performance Plan Agendarequired).My Role Profile and Personal Performance Plan组织结构Organizational Structures组织结构是企业内部职权和正式关系的图解设计。

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最新资料,WORD文档,可下载编辑!SME实用手册SME Manual本手册指在帮助中小企业所有人在自己企业内建立操作手册。

The manual is designed to assist SME owners to implement an operations amnaul within their business.目录TABLE OF CONTENTS概述OVERVIEW ..................................................................... 经营手册Operations Manual .......................................................... 企业概述Business Overview .......................................................... 人力资源管理HUMAN RESOURCE MANAGEMENT .............................................. 雇佣政策Employment Policies ........................................................ 员工记录Team Member Records ........................................................ 招聘和选拔Recruitment and Selection ................................................ 业绩管理Performance Management ..................................................... 培训Training ....................................................................... 沟通和激励Communication and Motivation ............................................. 职业健康和安全Occupational Health and Safety ....................................... 客户服务CUSTOMER SERVICE ........................................................... 服务标准Service Standards .......................................................... 顾客选择Customer Selection ......................................................... 顾客反馈Customer Feedback .......................................................... 市场营销MARKETING .................................................................. 企业识别Corporate Identity ......................................................... 战略营销Strategic Marketing ........................................................ 公共关系Public Relations ........................................................... 采购和存货管理PURCHASING AND STOCK MANAGEMENT ...................................... 采购Purchasing ..................................................................... 存货管理Stock Management ........................................................... 行政管理ADMINISTRATION ............................................................. 电话、信息和电子邮件Telephone, Messages and Email .................................. 邮件和重要信函Mail and Couriers .................................................... 计算机和互联网Computers and the Internet ........................................... 安全Security ....................................................................... 会计ACCOUNTING ................................................................... 应付账款Creditors .................................................................. 应收账款Debtors .................................................................... 银行往来账Bank Accounts ............................................................ 固定资产Fixed Assets ............................................................... 领导能力LEADERSHIP .................................................................概述OVERVIEW经营手册Operations Manual经营手册的目的Purpose of the Operations Manual本经营手册旨在提供必要的资源, 以帮助员工改进工作表现, 并帮助企业达成目标。

The purpose of the Operations Manual is to provide all team members with a resource to assist them in performing the roles and to assist the business to meet its’ objectives.最重要的是,所有员工都应熟悉本手册,并遵守手册中列出的政策和程序以及相关联的制度和程序文件。

这样做使企业上下得到统一,并强化了我们在市场中的地位。

It is essential that all team members are familiar with the manual and follow the policies and procedures outlined in this document and the associated systems and procedures documentation. This creates uniformity throughout our business and strengthens our position within the marketplace.经营手册的保密性Security of Operations Manual在经营手册中包含的信息及相关的政策、程序都属企业的机密。

为了从企业的安全保护着想,对手册的内容保密是十分必要的。

这些手册是企业的知识产权,并集企业知识积累之大成。

The information contained within the Operations Manual and associated policies and procedures is confidential. It is essential for the protection of the business that the contents are kept confidential. These manuals are our intellectual property and bring together the cumulative learning of our business.严禁将手册或相关文件从企业中拿走。

任何交给员工用于履行职责的手册都属企业财产。

No manuals or associated documentation are to be removed from the business. Any manuals given to you in order for you to fulfil your role obligations remain the property of the business.除了常规工作的需要,你不能拷贝手册中的任何部分。

不遵守此条约的员工将受到纪律的处理。

You are not permitted to copy any part of the manual other than for genuine business use. Team members who do not comply with this will be subject to disciplinary procedures.手册更新Manual Updates手册或相关文件将定期更新。

From time to time it may be necessary to update the manual or associated documents.每个员工都有责任保有最新的与其任务相关的文档。

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