管理策略的变化发展外文翻译.docx
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管理策略的变化发展外文翻译.docx
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管理策略的变化发展外文翻译
中文2900字
原文:
ChangeManagementExecutingStrategiesforGrowth
Kelly,Ciarán
TherecenteconomicdownturnprovidedasenseofurgencyandfocusthathelpedIrishorganisationstosuccessfullyimplementchangestrategiesthatwouldhavebeenunpalatableinothertimes.ThisdemonstratesthatIrishbusinessescanrespondquicklytoexternalpressureswhenneededandthat,aboveall,theyarebothresponsiveandagile.Themajorityofthechangesthatprivateandsemi-stateorganisationshavemadeinthepasttwoyearshavefocusedoncostreductionandretentionofmarketposition.ManyIrishorganisationshavealreadyimplementedorareintheprocessofimplementingcostreductioninitiativessuchasreductionsindiscretionaryspend,renegotiationswithsuppliersandsalaryandcompensationreviews.
Thesechangescouldbeclassifiedastransitionalchangesor'waveone'changeswheretheyaresimplyattemptingtoweatherthestorm.Lookingforward,iforganisationsaretomaintainorgrowmarketshare,afurtherwaveofchangeisrequiredthatfocusesonprotectingthebottomline.Thischangeneedstofocusondeliveringgrowthwhichisbasedonstrategicpositioningandrequiresfocusonlongtermoutcomes.Itneedstobetransformationalandcouldbeconsidered'wavetwo'ofachangejourney.Suchtransformationalchangesneedtotakeaccountofthedramaticmacroeconomicchangesthatarebeingimplementedatanationallevel.Thefocuswillthereforeneedtobedifferentfromthecurrentcostreductionor'quickfix'emphasis.
"Itisnotthestrongestofthespeciesthatsurvives,northemostintelligent.Itistheonethatisthemostadaptabletochange."(CharlesDarwin)
Thereareseveralstrategiesthatshouldbeconsideredtostayaheadandpositionacompanyforfuturegrowth.Theseinclude:
Scenarioplanning
Itisclearthatweremaininuncertaintimeseconomicallyandtherelevanceofscenarioplanningisasimportanttodayasitwasatthestartofourcurrenteconomicchallenges.Overthepasttwoyears,organisationsthatundertookdownturnscenarioplanningtodealwith10%,20%and30%declinesinrevenuewereoftentheorganisationsthatwerebestpositionedforchange.Theseplansnotonlyallowedthebusinesstobeaheadofthegameintermsofstrategyandimplementation,butalsoincludedtriggerpointstodetectthelevelsofrevenueorvolumereductionwhicenabledthemtomeasurethebenefitsachievedfollowingimplementation.Withuncertaintyremaining,arobustscenarioplantocopewithbothupturnanddownturnscenarioswillhelppreparebusinessesforthefuture.
Thisisnottoarguethattheprivatesectorhasfiguredouthowtomaketheirmeritpaypolicieseffective.Theeraofhighinflationandhighsalaryincreasebudgetsinthelate1970sandmostofthe1980sledtoa"keepthemwhole"philosophyandtocost-of-living-allowancesinlaborcontractsandeitherexplicitorimplicitlivingcostincreasesinmeritincreasespolicies.Thisexperiencehasresultedinanentitlementculturethatmanycorporationsareworkinghardtoreverse.
Theimportanceofperformanceandthelinkageofpaytoperformanceisaconsiderationthatpermeatessalarymanagementintheprivatesector.Corporateperformancemanagementsystemsareoftenlittlemorethananappraisalformtobecompletedatyearendbuteveryoneunderstandsandacceptstheimportanceofrecognizingindividualperformance.Theprospectsforimprovingmeritpaypoliciesisafrequenttopicatprofessionalconferencesandinhumanresourceperiodicals.Althoughlessthan5percentoftheworkersaretypicallydeniedasalaryincreasebecauseofperformance,itisalwaysathreat.Thepay-for-performancephilosophyservesasthefoundationforvirtuallyeverycorporatepayprogram.
Perhapsthemostimportantdifference,however,isnotaprogramdesignconsideration.Theprivatesector's"bottom-line"providesavitallyimportantsharedgoal.Moreover,corporationshavetheadvantageofstrongtop-downleadershipwhichmakesiteasiertogainagreementonneededprogramchanges.Thepublicsectordoesnothavethesameprospectstodevelopaconsensusandthedifferencesacrossdepartmentsmakeitdifficulttodevelopaprogramthatmeetseveryone'sneeds.Thelackofagreementcanbeamajorhurdletomovingforward.
Focusoncorebusiness,targetedacquisitions
Inorderforbusinessestopositionthemselveswellforthelongterm,theyneedtounderstandtheircurrentmarketposition,focusonwhattheydobest-theircorebusiness-andhowtheypositionthemselvesagainsttheircompetition.Adoptingacorebusinessstrategy-orabacktobasicsstrategy-isanapproachthatwillallowanorganisationtofocusonwhatitdoesbestandisbestknownfor.Thisstrategyshouldaimtogrowcorebusinessanddisposeofnon-corebusinessunitsthatmayhavebeenacquiredinbettertimesorwhenfundingwasmorefreelyavailable.Conversely,forsomeorganisations,particularlythosewhohaveaccesstothenecessaryfunding,thisistheidealtimetoconsideracquiringcomplementarybusinesses,atdiscountedrates,asotherorganisationsattempttodisposeoftheirnon-performingornon-corebusinessunits.
OutsourcingandOffshoring
Forallorganisations,itisimportanttocontinuefocusingoncostefficiency.Itmakessenseformanyorganisationstoconsidermovingtheirbackofficefunctionssuchasfinanceprocessing,payrollorIThostingtoasharedservicescentre,specialistprovideroralower-costeconomy.Thebenefitsofsuchinitiativescanbetwo-fold-achievingcostefficiencieswhileatthesametimeallowingkeyresourcestobefocusedsolelyonservicingcustomersandgrowingmarketposition.Inanotherexampleofgoodintentionsnotadequatelythoughtthrough,TheNewYorkTimescalledontheSecuritiesandExchangeCommissiontopublishratiosofCEOpayto"typicalemployees,"ignoringvariationsbetweenindustries.Whataboutbusinessesfocusedonlow-wageemergingmarkets?
Whataboutdifferencesbetweenhigh-wagesoftwaredevelopersandlow-wageservicecompanies?
Imposedformulasforexecutivecompensationsimplywon'tworkatmanycompanies.Andwe'veseenhowpowerfulthetemptationcanbeforexecutivestomanipulateshort-termresultstoincreasetheircompensation.
Performancemanagement
Effectiveperformancemanagementisoftenunderestimatedastohowmuchthiscanyieldintermsofproductivityimprovements.Itisoftendifficulttomotivatestaffinadownturn,particularlyiforganisationshaveundergonemajororganizationalchangesandbenefitre-alignment.However,itiscriticalthat'heartsandminds'supportfurthertransformationalchangesandtheonlywaytodothisisbyeffectiveperformanceandchangemanagement.Itservestocoordinatetheworkofmanydifferentorganisationalfunctions,fromabackofficeadministrationsupport,toacompany’sstrategicmanagementtool.Thepayroll,salesorders,inventorycontrol,andpersonnelrecordssystemsaresomeexamplesofbackofficeadministrationsupportsystems.Forindustriessuchasbanking,travel,andinsurance,informationsystemsarepartoftheoperatingcoreoftheorganisation.Implementationofaninformationsysteminvolvesthedesign,deliveryanduseofthesoftwaresystemintheorganization.
Criticalsuccessfactorsforperformancearebasedonstrongleadership,clearcommunicationaboutchangesandmeasurableandachievableobjectives.ManyIrishbusinessesarecurrentlyimplementingoutcome-basedperformancemanagementwherethefocusisonwhatemployeesdeliverratherthanthetimetakentocompletethetask.Thisformofmanagementencouragesstafftoperformatahigherlevelwhileempoweringthemtomanagetheirownperformance.Thearticleisorganisedasfollows.InSection2wewillbrieflydescribethebasicsofasupplynetworkandsupplychainmanagement.ThiswillbefollowedbythedefinitionandcharacteristicsofsupplychainmanagementinformationsystemsinSection3.Then,inSection4,SCMISfailureanditsnotionswillbeconsidered.Themajorityofremainingtext
isdevotedtothesubjectmatterofourworkinSections5and6:
SCMIScriticalfailurefactorsbeforeandafterimplementation,followedbydiscussion.Themanuscriptendswithconclusionsandsuggestionsforfutureresearch.
Flexingtheworkforce
Thebestorganisationsuseawiderangeofsolutionstonotonlyreduceandoptimisetheirworkforceduringthedownturn,butalsoapplystrategiestoimprovetheflexibilityandagilityoftheremainingworkforce,allowingforvalue-addedservicestobeprovided,allatareducedcost.Organisationsneedtoconsiderhowtousestaffdifferently.Multi-skillingtheworkforcetoincreaseflexibility,improveutilisationandavoidlosingskilledresourcesshouldallbeconsidered.
Recognisingweaknessinseniormanagementandreplacingthemiscriticalin
optimisingworkforceeffectivenessManyseniormanagerswhoperformedcompetentlyinasteadyorgrowingmarketmaylacktheexperienceandskill-settomanageanddrivechangeduringadownturn.Akeyworkforceconcernhasbeentheunavoidablelossofskilledemployeeswheremanagementcuttoodeepintermsofheadcountreduction.Insomecases,organisationsmaystruggletore-employtheseskillsasvolumesreturn.Inpreparationforimprovedbusinessconditions,managementneedtoconsiderrecruitmentandtrainingprogrammessuchasapprenticeships,graduateschemesandworkexperienceprogrammes.
Inadditiontotheabovestrategiesandtohelppositionforfuturegrowth,companiesshouldreviewhowtheyareprogressinginrelationto:
CashandWorkingCapital
KPI-drivenbehaviourandincentivisingearlypaymentorprepayment,regularreviewofcreditexposures.
•CostManagement
Contin
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- 关 键 词:
- 管理 策略 变化 发展 外文 翻译
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