企业管理英文论文Word格式文档下载.docx
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企业管理英文论文Word格式文档下载.docx
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Smallandmedium-sizedenterprises;
Businessstrategy;
Virtualmanagement;
Strategicalliance;
Multinationalbusiness
Chapterone
Smallandmediumenterpriseinthenationaleconomy,theroleandeconomicanalysis
(a)Theroleofsmallandmedium-sizedenterprisesinthenationaleconomy
InChina,tosupportandtodevelopsmallandmediumenterpriseisalong-termandstablebasicpolicy.Smallandmedium-sizedenterprisesasapartoftheprimarystageofsocialismmarketeconomy,isanimportantpartofthenationaleconomy,itisastrongandflexiblesupplementtothepublicsectoroftheeconomysystem,anditpromotesthemarketcompetition,thediversificationoftheenterprisesandcommodities.Ifthebigenterpriseisrepresentinganationaleconomicstrength"
brickstone"
sosmallandmedium-sizedenterprisedevelopmentisrepresentinganationalsystemofvigor"
cementmortar"
.Thenationalcompetitivenessisreflectednotonlyinlargeenterprise,butalsoinmiddleandsmallenterprise,theyarefunctionallycomplementaryandcannotbeshortofone.Todevelopsupportingserviceoflargeenterprisethatissmallandmedium-sizedenterprisesisanimportantguaranteetoenhancethestrengthandcompetitivenessofthebigenterprise.Thebigenterprise'
s
developmentisinseparablefromthehelpofsmalland
medium-sizedenterprises.Largeandmedium-sizedbackboneenterprisereflectsthenationalstrength,tensofthousandsofsmallandmedium-sizedenterprisesenergizesfortheeconomy.Thepartycentralcommitteeandthestatecouncilputforwardthepolicy"
seizethebigandfreethesmall"
andtheycannotbeseparatedfromeachother.
(b)Economicanalysisoftheimportanceofsmalland
medium-sizedenterpriseintheeconomicdevelopment
Inthesystemofmarketeconomy,whytheroleofsmallandmedium-sizedenterprisesissoimportantintheeconomicdevelopment?
Basiceconomicsanalysistellsus:
enterprisehasaboundary,notthebiggerthebetter;
Comparativeadvantageandsocialdivisionoflaborprinciplebasedonthecomparativeadvantage.Itisdrivenbyeconomiclawrevealedinthesebasiceconomics,companiesmustbeofdifferentsizes,thatislarge,mediumandsmall,justtokeepitsowneconomicandecologicalbalance.Therefore,smallandmedium-sizedenterprisehavetherolethatcannotbereplacedinmaintainingtheeconomicandecologicalbalance.
Chaptertwo
Theimportanceofoperationstrategyinthedevelopmentofsmallandmedium-sizedenterpriseandthepresentsituation
(a)Importanceofformulationofbusinessstrategyinsmallandmedium-sizedenterprises
Alongwiththetransformofseller'
smarketintoabuyer'
smarket,alongwiththetheadventofinformationageandknowledgeeconomy,smallandmedium-sizedenterprisesarefacedwithdifferentmanagementenvironment.EspeciallyafterenteringWTO,themediumandsmallenterprisesinChinaalsofacestrongimpactofimportedgoods,marketsituationwillbemoreserious.
Inordertobeabletoexistinthefiercemarketcompetitions,asmallandmediumenterprisemustdevelopshort,mediumandlongtermbusinessstrategysuitablefortheirownconditionsandrespectfortherulesofmarketeconomyandtakeintoaccountthesocialfactors,inordertoformitsuniquecompetitionability.Operationstrategyanalysisinternalandexternalenvironmentofenterpriseandtheabilityoftheenterprise,andestablishtheidealenterprisemanagementplan,becausebusinessstrategyisthemosteffectivemethodandbasistorealizethegoalofenterpriseprospect.
Onlywiththelong-termmanagementstrategy,canwegivecorrectguidanceaboutusingthelimitedfunds,manpowerandmaterialresourcesetcinmarketcompetition,canweadapttothemarket’sneedeachtime,andnotbeeliminatedbythemarket.
(2)Thepresentsituationofthesmallandmedium-sizedenterprisebusinessstrategy
Atpresent,thepresentstatusofChina'
ssmallandmedium-sizedenterprisemanagingstrategicpositioningworthworrying.
Firstofall,inthestrictsense,mostdomesticsmalland
medium-sizedenterpriseshavenorealenterpriseoperationstrategy.Thepresentsituationoftheestablishmentandoperationofthispartofthesmallandmedium-sizedenterprise,someareoutofthetimelyuseoflocalresources,somefromshort-termmarketdemand,theydevelopedsomeplanning,notfromthepointofobjectiveview,norfromthetrendofthedevelopmentoftheinvestigation,sotheyarelimited,short-termandblind.
Second,evenifsomeenterprisehasorstarttheresearchofbusinessstrategy,theyarenotcompletelyfromplannedeconomyperiodofgovernmentleadingsystemlocationsfromtheguidingideology,contentsandimplementation,withdeepplannedeconomymark.Thelocationofthiskindofmanagementstrategy,
can'
tadapttothesharp,evencruelcompetitioninthemarket,someinevitablybecomeafreakofbubbleeconomy.
Inaddition,ourcountry'
smarketeconomysystemhasjustbeenestablished,andthatsupportingpolicyisyettobefurtherperfected.
Inthisparticularsocialpoliticalandeconomicenvironment,oursmallandmedium-sizedenterprisedoourutmosttosolvetheenterprise’ssurvivalandthestaff'
spayment,sotheyaretoobusytopayattentiontothesystematicresearchandimplementationofenterprisemanagementstrategy.
ChapterThree
Thepossiblebusinessstrategyforsmallandmedium-sizedenterprisesindeveloping
Bigenterprisestrategicmanagementisusuallyaclear,formalprocess,enterprisemanagersorganizeenterpriseoperationthroughthestrategicmanagementprocess,andrespondactivelytothedynamicandcomplexenvironment.Duetothedifferentscaleoftheenterprise,manylargeenterprisestrategicmanagementtechnologyusedisnotforsmallandmedium-sizedenterprises.Andsmallandmedium-sizedenterprisestrategicisrarelytheofficial,andsometimesevenmaybehidden,andunclear.
Therefore,whensmallandmedium-sizedenterprisestrytodevelopbusinessstrategy,theyshouldmakethebestchoicefirstindirectionandtype.Whilemakingthestrategicchoice,theyshouldgenerallyfollowthefollowingprinciples:
Consistentprincipleofenterprisefuturedirectionofmanagementandsurvivaldevelopmentstrategy;
Enterprisespecificenvironmentandbusinessstrategyconsistentprinciple;
Enterprisecoreabilityandpotentialmanagementstrategyconsistentprinciple;
Manytypesofoptimizationselectionprinciples.Basedontheprinciple,accordingtothestatusandcharacteristicsofChina'
ssmallandmedium-sizedenterprisesinoperationonthestrategicpositioning,andsmallandmedium-sizedenterprisesindevelopingcanconsiderthefollowingbusinessstrategies:
(a)Virtualmanagement
Virtualmanagementisessentiallyakindofresourceconfigurationmodeofborrowing,andintegratingtheexternalresourcestoenhancethecompetitivenessofenterprises.Inthismode,theenterprisecangetfunctionssuchasproduction,design,marketingetc,butdon'
tnecessarilyhavethecorrespondingentitywiththefunction.Virtualmanagementfocusesontheuseofresource,notthecontrolofresources,whatitpursuesistoweakenstructureof
entityorganization,maximizetheuseofexternalresources,achievethepurposeofall-round"
borrowstherally"
itsremarkablecharacteristicsisthatrelatedenterprisestillkeepsindependentlegalstatus.So,virtualoperatinghaveleverageonthedevelopmentofsmallandmedium-sizedenterprises,theresultisthatthemodernenterpriseorganizationstructureandoperationpatterntohavethefundamentalchanges,theconfigurationofthecorebusinesswithinandoutgoingconfigurationofthebusinessarecloselylinked,formarelationshipnetworksnamelyvirtualeconomicorganization.Enterpriseoperationandmanagementwillalsotransformfrom"
controloftheguide"
to"
useguide"
.
VirtualoperatingonthemediumandsmallenterprisesinChina,itsmeaningiscertainlyquiteprofound.Asforsmallandmedium-sizedenterprise,specializationisthemainbusinesstiesofsmallandmedium-sizedenterprise’svirtualorganization,itisalsotherealisticfoundationoftheimplementationofvirtualmanagement;
Thedevelopmentofinformationtechnologymakesitpossiblefortheimplementationofsmallandmedium-sizedenterprise’svirtualmanagementstrategy,informationtechnologycastsanewplatformforsmallandmedium-sizedenterprise;
Systeminnovationisactuallytheprototypeofthevirtualmanagement,isanadvancedformoforganizationcreatedbysmallandmedium-sized
enterprisesthatcanbecomebiggerorsmaller,isatypicalkindofvirtualmanagementway;
Comparedwithlargeenterpriselevelstructureandlowefficiency,innovationismore
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