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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]

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。

工商管理英文文章

工商管理英文文章Business Management and its ImportanceBusiness management is a broad field that encompasses the various activities and responsibilities associated with running a business. It involves planning, organizing, directing, and controlling the resources and processes to achieve organizational goals and objectives. Effective business management is crucial for the success and growth of any organization, regardless of its size or nature.One of the key aspects of business management is strategic planning. This involves setting goals and objectives for the organization and developing strategies to achieve them. Strategic planning helps the management team to identify the strengths and weaknesses of the organization, as well as external opportunities and threats. By analyzing these factors, they can make informed decisions and allocate resources effectively.Organizing is another important function of business management. It involves determining the allocation of tasks and responsibilities among employees, creating a structure that promotes efficiency and effectiveness. Organizational structure defines the hierarchy of authority and communication channels within the organization, ensuring smooth workflow and coordination.The role of business management also includes directing and leading employees towards achieving organizational goals. Effective leadership involves inspiring and motivating employees, setting clear expectations, and providing guidance and support. Agood leader can effectively communicate the mission and vision of the organization, and encourage a positive work culture that fosters teamwork and innovation.Controlling is another critical function of business management. It involves monitoring and evaluating the performance of employees and the organization as a whole. By establishing performance metrics and key performance indicators (KPIs), management can assess whether the organization is moving towards its objectives. This helps in identifying any deviations or issues and taking corrective actions to ensure that the organization stays on track.In addition to these core functions, business management also involves other activities such as human resource management, financial management, marketing management, and operations management. These functions collectively ensure that the organization operates efficiently and effectively, maximizing profitability and achieving long-term success.Overall, business management plays a vital role in the success and growth of any organization. It provides the framework and tools necessary for effective decision-making, resource allocation, and performance evaluation. With effective business management, organizations can adapt to changing market dynamics, capitalize on new opportunities, and overcome challenges to remain competitive in today's dynamic business environment.。

工商管理的英语作文

工商管理的英语作文Title: The Importance of Business Management。

Business management plays a crucial role in the success of any organization. It involves planning, organizing, directing, and controlling the resources of a company to achieve its goals and objectives. In today's competitive business environment, effective management is essential for the survival and growth of a company. This essay will discuss the importance of business management and the key principles that contribute to its success.First and foremost, business management is essentialfor setting clear goals and objectives. A well-defined vision and mission provide a sense of direction for the organization and help employees understand what they are working towards. Without proper management, the company may struggle to establish its identity and purpose, leading to confusion and inefficiency.Furthermore, effective business management involves strategic planning. This process involves analyzing the company's strengths, weaknesses, opportunities, and threats, and developing a plan to achieve its objectives. Strategic planning helps the organization to adapt to changes in the market and stay ahead of the competition. It also allowsthe company to allocate resources effectively and make informed decisions about the future direction of the business.In addition, business management is crucial for organizing the resources of the company. This includes human resources, financial resources, and physical resources. Proper organization ensures that the company operates efficiently and effectively, minimizing waste and maximizing productivity. It also helps to create a positive work environment and fosters teamwork and collaboration among employees.Moreover, effective management involves directing and leading employees. A good manager inspires and motivates their team to achieve their best performance. They provideguidance, support, and feedback to help employees develop their skills and reach their full potential. Strong leadership is essential for creating a positive and productive work culture, where employees feel valued and empowered to contribute to the success of the company.Finally, business management is essential for controlling the operations of the company. This involves monitoring performance, identifying problems, and taking corrective action when necessary. Effective control helps to ensure that the company is on track to achieve its goals and objectives. It also allows the organization to adapt to changes in the market and make necessary adjustments to its operations.In conclusion, business management is essential for the success of any organization. It provides a framework for setting goals, planning strategies, organizing resources, leading employees, and controlling operations. Effective management is crucial for the survival and growth of a company in today's competitive business environment. By following the key principles of business management,companies can achieve their objectives and maintain a competitive edge in the market.。

工商管理英语作文

工商管理英语作文In the globalized economy, English has emerged as a lingua franca, playing a pivotal role in business management across various industries. The ability to communicate effectively in English is not just a skill, but a necessity for managers and executives who operate in international markets.Importance of English in Business CommunicationEnglish serves as a common ground for business communication, facilitating the exchange of ideas and strategies between companies from different linguistic backgrounds. It is the primary language used in international conferences, trade shows, and business negotiations, making it essential for professionals to be proficient in English.English in Corporate DocumentationCorporate documentation, including contracts, reports, and manuals, are often drafted in English to ensure uniformity and clarity. This standardization is crucial formultinational companies that operate in diverse regions and require a consistent approach to business practices.Training and DevelopmentMany multinational corporations invest heavily in English language training for their employees. This investment is aimed at enhancing cross-cultural communication skills and ensuring that employees can collaborate effectively with international teams.Marketing and BrandingEnglish is often used in marketing and branding strategies to reach a wider audience. Brands that aspire to have a global presence must communicate their value proposition clearly and compellingly in English to resonate with a diverse customer base.Challenges and SolutionsDespite the widespread use of English in business, challenges such as language barriers and cultural misunderstandingsstill persist. To address these, companies often implement language proficiency tests and cultural sensitivity training to prepare their workforce for the global business environment.ConclusionThe role of English in business management is multifaceted, extending beyond mere communication to encompass strategic planning, documentation, and global outreach. As businesses continue to expand their horizons, the importance of English as a tool for effective business management will only grow. Therefore, it is imperative for professionals to continuously improve their English language skills to stay competitive in the global marketplace.。

工商管理学毕业的论文整理整理英文翻译

工商管理学毕业论文--英文翻译英文翻译资料Can Complex Network Metrics Predict the Behavior of NBA TeamsPedro OS Vaz de Melo Federal University of Minas Gerais 31270-901 Belo Horizonte Minas Gerais Brazil olmodccufmgbrVirgilio AF Almeida Federal University of Minas Gerais 31270-901 Belo Horizonte Minas Gerais Brazil virgiliodccufmgbrAntonio AF Loureiro Federal University of Minas Gerais 31270-901 Belo Horizonte Minas Gerais Brazil loureirodccufmgbrABSTRACTThe United States National Basketball Association NBA is one of the most popular sports league in the world and is well known for moving a millionary betting market that uses the countless statistical data generated after each game to feed the wagers This leads to the existence of a rich historical database that motivates us to discover implicit knowledge in it In this paper we use complex network statistics to analyze the NBA database in order to create models to represent the behavior of teams in the NBA Results of complex network-based models are compared with box score statistics such as points rebounds and assists per game We show the box score statistics play a significant role for only a small fractionof the players in the league We then propose new models for predicting a team success based on complex network metrics such as clustering coefficient and node degree Complex network-based models present good results when compared to box score statistics which underscore the importance of capturing network relationships in a community such as the NBACategories and Subject DescriptorsH28 [Information Systems] database management Database Applications Data mining G3 [Mathematics of Computing] Probability and StatisticsStatistical computingGeneral TermsTheory1 INTRODUCTIONThe United States National Basketball Association NBA was founded in 1946 and since then is well known for its efficient organization and for its high level athletes After each game played a large amount of statistical data are generated describing the performance of each player who played in the match These statistics are used in the United States to move a betting market estimated in tens of billions Permission to make digital or hard copies of all or part of this work for personal or classroom use is granted without fee provided that copies are not made or distributed for profit or commercial advantage and that copies bear this notice andthe full citation on the first page To copy otherwise to republish to post on servers or to redistribute to lists requires prior specific permission andor a fee KDD08 August 24–27 2008 Las Vegas Nevada USA Copyright 2008 ACM 978-1-60558-193-40808 500 of dollars In 2006 the Nevada State Gaming Control Board reported 24 billion in legal sports wager [10] Meanwhile in 1999 the National Gambling Impact Study Commission reported to Congress that more than 380 billion is illegally wagered on sports in the United States every year [10] The generated statistics are used for instance by many Internet sites to aid gamblers giving them more reliable predictions on the outcome of upcoming gamesThe statistics are also used to characterize the performance of each player over time dictating their salaries and the duration of their contracts Kevin Garnett [18] averaged 224 Points Per Game PPG 128 Rebounds Per Game RPG and 41 Assists Per Game APG in the 20062007 season making his salary to be the highest in the 20072008 season 2375 million On the other hand Anderson Varej ao [18] who had 60 PPG 60 RPG and 06 APG in the 20062007 season asked in the following season for a 60 million contract for six years and had his request neglected Robert Horry [18] who is at the 7th position in the rank of players who won more NBA championships with seven titles for three different teams has career averages of 72 PPG 49 RPG and 22 APG and in the year 2007 of his last title had a salary of 3315 million Two simple questions arise from theseobservations First would Anderson Varejao be overpaid in case his request were accepted Second is Robert Horry underpaid once he wins a title for every team he playedThe first question was answered by Henry Abbot a Senior Writer of ESPNcom in his blog True Hoop [1] He said PPG RPG and APG only measure the actions of a player within a second or two when someone shoots the ball The rest of the time points and rebounds measure nothing He also said answering to the first question that these statistics are against Anderson Varejao who is one of the best players in the NBA in the adjusted plusminus statistic The plusminus statistic keeps track of the net changes in score when a given player is either on or off the court and it does not depend on to box scores such as PPG APG and RPG [2 14] This indicates that Anderson Varejao could have asked for a 60 million contract Moreover in the aid of Anderson Varejao we point out that after he finally reached an agreement with the Cavaliers the performance of the team went from 9 wins and 11 losses to 15 wins and 7 losses with Anderson Varejao scoring 78 PPG 85 RPG and 12 APG before his injuryFor the second question we could not find an answer Robert Horry has played 14 seasons averaging a title per two years played and per team played Is he a lucky guy who always play with the best ones or he really makes a difference One thing we know for sure is that simple statistics such as PPG RPG and APG should not be the only metrics used to predicta player and team success While the statistics are treated separately and the players are treated individually little is known whether there is any relationship between them We have seen in history players with insignificant box scores statistics playing significant roles on a team successA possible way to study the collective behavior of social agents is to apply the theory of complex networks [19 22] A network is a set of vertices sometimes called nodes with connections between them called edges A complex network is a network characterized by a large number of vertices and edges that follow some pattern like the formation of clusters or highly connected vertices called hubs [4] While in a simple network with at most hundreds of vertices the human eye is an analytic tool of remarkable power in a complex network this approach is useless Thus to study complex networks it is necessary to use statistical methods in a way to tell us how the network looks likeThe goal of this work is to model the NBA as a complex network and develop metrics that predict the behavior of NBA teams The metrics should take into account the social and work relationship among players and teams and should also be able to predict a team success without relying on box score statistics Before presenting the metrics we show that the number of players who have made significant impact in the history of the NBA and in their teams is negligible if we draw our conclusions based only on boxscore statistics Then we study the characteristics of the NBA complex network in the direction of understanding how the relationships among players evolve over time And then finally we present and compare the developed metrics that predict the success of NBA teams The rest of this paper is organized as follows Section 2 presents the related work In Section 3 we show that the box score statistics plays a significant role in only a small fraction of the players in the league Section 4 describes the NBA as a complex network The models we develop to predict team behavior are discussed and evaluated in Section 5 Finally in Section 6 we present the conclusions and future work2 RELATEDWORKThe growing interest in the study of complex networks has been credited to the availability of a large amount of real data and to the existence of interesting applications in several biological sociological technological and communications systems [21] One of the most popular studies in this area was carried out by Milgram [17] and from this work the concepts of six degrees of separation and smallworld have emerged In other studies well known complex networks were investigated such as the Internet [13] World Wide Web [4] online social networking services [3] scientific collaboration networks [20] food webs [8] electric power grid [22] airline routes [5] and railways [13]The analysis of the relationship that exists among players of a sportsleague from the point of view of complex networks is already present in the literature Onody and de Castro [21] analyzed statistics of the editions from 1971 to 2002 of the Brazilian National Soccer Championship From the complex network analysis Onody and de Castro [21] found among other interesting results that the connectivity of the players has increased over the years while the clustering coefficient declined The authors suggest that the possible causes for this phenomenon are the increase in the exodus of players to outside of Brazil the increasing number of trades of players among national teams and finally the increase in the players career time Moreover it was found that the assortativity degree is positive and also increases over time indicating that exchanges between players are in most cases between teams of the same size Finally the work of [7] presents an statistical analysis to quantify the predictability of all sports competitions in five major sports leagues in the United States and England To characterize the predictability of games the authors measure the upset frequency ie the fraction of times the underdog wins Basketball has a low upset frequency which instigated us to look into the basketball league database to find out models to predict the team behavior3 MOTIVATIONFor every game played in the NBA a huge amount of statistics is generated This leads to the existence of a rich historical database thatmotivates us to discover implicit knowledge in it The NBA data we used in this work was obtained from the site Database Basketball [11] which was cited by the Magazine Sports Illustrated [9 11] as the best reference site for basketball The site makes available all the NBA statistical data in text files from the year of 1946 to the year of 2006 Among the data it is available information on 3736 players and 97 teams season by season or by career Our main goal is to move beyond the usual box score statistics presented in this database and discover new knowledge in the plain recorded numbers The first analysis of the database aims to show why we need to look beyond the box score statisticsIn the NBA players are evaluated according to various box score statistics The main ones are the points assists and rebounds a player scores in a game Figure 1 illustrates the distribution of points assists and rebounds for the players during their careers in the NBA with their mid-range and their 99 percentile We observe that the distributions follow a power law This means that the majority of the players who played or are playing in the NBA contributed with a small fraction of the points assists and rebounds registered in the history of game Moreover the majority of the points assists and rebounds were scored by a small fraction of the players Figure 1 shows that more than 99 of the players have scored less points assists or rebounds than the mid-range value It is important to point out that there are players that did not score a single point assistor rebound during their careers They are likely the players who were signed to a team for an experience period and then were released by the team without playing a single game in the NBA Thus these players correspond to points that fall outside the power law curve showed in Figure 1 for they were not considered as NBA playersIn terms of box score statistics we also analyze the average performance of the players per game played The results presented in Figure 1 do not disclose the information about players who had significant performances during a few years and then retired Figure 2 shows the distribution of efficiency among players during their careers in the NBA In this work we define the efficiency of a player as the sum of his points assists and rebounds achieved in a period divided by the total number of games he played in this period The vertical lines in Figure 2 show the mid-range and the 90 percentile of the distribution We see again that more than 90 of the players have career efficiencies below the mid-range efficiency valueFigure 1 Distribution of points assists and rebounds of NBA players Figure 2 Distribution of the efficiency among playersin the NBA Figures 1 and 2 lead us to think that only a few players have significantly contributed to a team in terms of the box score statistics analyzed Moreover if we consider that the only way to predict a team success is to analyze box score statistics then we are restricted to theanalysis of a small fraction of players Figure 3 illustrates this point It shows the average rank gain with its standard deviation a player produces when he is transfered from a team to another one The rank rty is a percentage that indicates the amount of teams that had a worse performance than team t in year y The rank gain gm indicates how much the team the player left tout lost and how much the team the player joined tin won with the transaction1 m The rank gain gm for a transaction m is defined as rtin y rtin y1 rtout y1rtout y The term rtin y rtin y1 indicates how much tin won with the transaction and the term rtouty1 rtouty shows how much tout lost High values of the rank gain indicate that the team the player left decay its performance with his departure and the team he joined improves its performance If the rank gain is zero no significant change occurred We observe in Figure 3 that there is no rule for the rank gain based on the player efficiency that is the average rank gain is zero for all efficiency values below 40 For the efficiency values greater than 40 we can not state anything The number of transactions involving players that have efficiency values higher than 40 is not significant only 20 in the history of the NBAFigure 3 The average rank gain of a transactionIn summary we have seen that most of the players do not significantly contribute to box score statistics they exhibit values that do not differ from the averages We have also seen that the impact of a transaction onthe behavior of the involved teams does not follow any rule when we consider only the efficiency of the involved player This suggests that a team success does not depend directly and solely on the efficiency of the players it is signing in Therefore in the next section we explore the complex network formed by the teams and the players of the NBA This complex network allows us to formulate new models to predict team success4 THE NBA COMPLEX NETWORKIn order to clarify the understanding of the analysis developed here we need to briefly explain the history of the NBA The NBA was founded in 1946 with the name of Basketball Association of America BAA and had 11 teams Prior to that the American Basketball League and the National Basketball League NBL had been earlier attempts to establish professional basketball leagues The BAA was the first league to attempt to play primarily in large arenas in major cities The BAA became the National Basketball Association in 1949 when the BAA merged with the NBL expanding to 17 franchises From 1950 to 1966 the NBA initiated a process of reducing its teams and in 1954 it reached its smallest size with 8 franchises We will call this time period PINI from now on From 1966 to 1975 the opposite process was initiated and the NBA grew from 10 franchises in 1966 to 18 in 1975 During this period the NBA faced the threat of the formation of the American Basketball Association ABA which was founded in 1967 with 11 franchises and succeeded in signing major stars such asJulius Erving The ABA did not last for too long and in 1976 both leagues reached a settlement that provided the addition of 4 ABA franchises to the NBA raising the number of franchises in the NBA to 22 The period the ABA existed from 1967 to 1975 we will call PABA From 1976 to 2006 the number of teams in the NBA kept growing and in 2006 the NBA reached 30 franchises We call this period PNBA from now on Table 1 summarizes the time periods of the NBA The time evolution graphics present two vertical lines marking the three periods of timeTable 1 Historical periods of the NBAIn order to confirm the relevance of the periods listed in Table 1 and help us to understand the evolution of the NBA over time we plotted in Figure 4 the number of active players and transactions per year We first observe a high correlation ie the correlation coefficient is 0908 between these factors in a way that the number of transactions grows with the number of active players in the league We also notice the sharp existence of three different behaviors representing the peculiar characteristics of three periods described in Table 1Figure 4 Active players and transactions per yearThe remainder of this work is aimed at studying the NBA as a complex network in evolution as did in [6] We construct two networks the Yearly NBA Network and the Historical NBA Network built in a way that the set of players P and the set of teams T are united to form the set of verticesV Thus there are two types of vertices the player vertex and the team vertex Each network has a different configuration in each year y of the analysis The vertices of the Yearly NBA Network in the year y are only the players and teams that are active in the league in year y On the other hand the vertices of the Historical NBA Network in the year y are every player and team that played in the league before or in the year y In both networks there is an edge between two vertices if they had a labor tie There is an edge between a player vertex p and a team vertex t in the year y if player p played for team t before or in the year y There is an edge between two player vertices in the year y if they played together for a team before or in the year y Obviously there are no edges between two teams The first complex network metric we analyze is the degree distribution of each player vertex p ∈ P which is illustrated in Figure 5-a This distribution shows an exponential decay Figure 5-b shows for the NBA the evolution of the average NBA avg and imum NBA degrees of the nodes in the Yearly NBA Network We observe in Figure 5 that there is a significant variability among players degree in the NBA We also observe that the average and the imum degree of the nodes in the NBA network follow directly the behavior of the number of transactions showed in Figure 4 ie the correlation coefficient is respectively 092 and 093 having the lowest values during PINIFigure 5 Player degreeThe clustering coefficient cci characterizes the density of connections close to vertex i It measures the probability of two given neighbors of node i to be connected The clustering coefficient of the network is the average cci i ∈ V Figure 6-a shows the evolution of Historical NBA Network clustering coefficient NBA avg the lowest clustering coefficient cci i ∈V NBA min and the clustering coefficient of the NBA equivalent ER network ER avg The ER network is the one generated by the Erd¨os-R′enyi ER model [12] that generates a random graph with the same number of vertices edges and degree distribution We observe the NBA clustering coefficient is on average one or-der of magnitude higher than the clustering coefficient of its equivalent ER network We also observe the average NBA Network clustering coefficient is significantly different from the lowest clustering coefficient indicating a high variability in the clustering coefficients of the vertices of the networkAn important construction of network science is the smallworld network [22] It is characterized by having a clustering coefficient significantly higher than the one of its equivalent ER network and a diameter as low as the one of the equivalent ER network The diameter measures the average shortest distance between every pair of nodes Figure 6-a shows the evolution of the diameter of the Historical NBA Network in comparison to the diameter of the ER network We observe that the NBAnetwork diameter only stabilizes during PNBA when the number of active players and transactions kept growing During this period the diameters of the NBA and the ER networks are practically the same The high clustering coefficient combined with the small diameter characterizes the NBA network as a small-world network As a practical consequence the short distance between NBA players means that new basketball tactics as well as business practices may propagate quickly among NBA players Figure 6 The NBA is a small-world networkIn summary we have seen that there is a significant variability among the degrees and the clustering coefficients of the vertices of the network We have also seen that there is a high correlation among the number of active players the number of transactions and the degree of the nodes Finally we have seen that the NBA network is a small-world type of network In the next section we show how to apply this knowledge to construct models that predict the NBA team behavior5 PREDICTION TECHNIQUES51 Evaluation MetricsBefore analyzing different prediction models we describe our methodology Each model calculates a prediction factor ∏yt for each team t and for year y After this we verify if there is any correlation between the prediction factor ∏yt of team t in year y and its rank in y The rank rty is a number from 0 to 100 that indicates the percentage of teams thathad a worse performance than team t in year y For the calculation of this correlation we use two correlation coefficients the Spearmans ρb and the Kendall τ b rank correlation coefficients [15] We use the average of the rank correlation coefficients to measure the correlation between all the ∏yt values and the rty for every year y analyzedAfter verifying the correlation we check whether the givenmodel selects successful teams Team t1 that presents the highest or lowest depending on the model value of ∏yt is selected by the model as a likely successful team in year y The value of ∏ varies according to the metrics of each model After the selection we look at our database and verify the rank of team t1 in the year y The higher the rank of team t1 the model selects the better the model is Another metric used to gauge success of the models is skewness defined as a measure of the degree of asymmetry of the rank distribution If the left tail of the distribution is more pronounced than the right tail the distribution has negative skewness The more negative the skewnes is the better the model for it concentrates occurrences on the high rank values52 Efficiency-5 and Efficiency-1 ModelWe start with simple prediction models The Efficiency-5 Model is entirely based on box score statistics The Efficiency-5 Model is very simple one and consists of computing the average of the five highest efficiencies of the players of a given team in the previous year Thisaverage is the ∏yi value for team t in year y and the team with the highest value of ∏yi is the one selected by the model We expect that the higher the efficiency of the players of a given team the better the team performance isFigure 7 illustrates the validation of this model Figure 7-a shows the ρ b and the τ b correlation coefficients between the prediction factor ∏yt of team t in year y and its rank rty We observe that there is a trend to a positive correlation that begins after the PABA period We see the correlation s significantly positive approximately after the half of the PNBA byears The average ρb and τ b are 015 and 010 respectively Figure 7-b shows the number of times a team of a given rank was selected by the model The number of teams with rank 70 that were selected is 11 meaning that there were 11 teams with rank greater or equal 70 and lower than 80 The skewness of this distribution is 035 indicating that the model selects more teams with a rank higher than 50 than it selects teams with a rank lower than 50 Observing the distribution we see that it is almost normal with 34 of the teams selected by the model having a rank lower than 50 34 of the teams having a rank greater than 80 and 7 of the teams selected as the real best oneWe have seen that only a small fraction of players have box score statistics that can have significant impact on a team success Therefore we now show the Efficiency-1 Model that sets the ∏yi value to the highestefficiency value a player of team t had in the year y 1 limiting the prediction to a small fraction of the active players Figure 8-a shows the correlation coefficients between the prediction factor ∏yt of team t in year y and its rank in this year We observe that that this model has more positive coefficients than the Efficiency-5 Model The average ρb and τ b are 023 and 016 respectively indicating that the success of a team is more correlated to the efficiency of its best players than to its best five players We also observe that the correlation is higher after mid-1980s This indicates that during this period the highest efficiency players of the teams had more impact on success than on the previous periods This period coincides with the years in which several highly talented players appeared or were active in the league like Michael Jordan Magic Johnson Larry Bird and Isiah ThomasFigure 7 Efficiency-5 ModelFigure 8-b shows the number of times a team of a given rank was selected by the Efficiency-1 Model The skewness of the distribution is 082 significantly higher than the skewness observed in the Efficiency-5 Model indicating the Efficiency-1 Model selects higher ranked teams than the Efficiency-5 Model with 27 of the teams selected by the model having a rank lower than 50 59 of the teams having a rank greater than 80 and 25 of the teams selected as the real best one In Figure 8-b we show the ranks selected by the Efficiency-1 Model year by yearIt is interesting to note that a small fraction of players can make significant impact on a team performance This is may be a consequence of the small-world structure of the NBA network where new basketball tactics and techniques spread quickly among NBA players making them more homogeneous It seems very unlikely that new tactics or techniques cause a significant impact on a team performance since probably everyone in the league knows how it works andor how to use them However when new techniques and tactics stem from talent they can not be copied by average players making the distance among talented players and average players even higher Figure 8 Efficiency-1 Model53 CC ModelThe CC Model is based solely on NBA complex network metrics ignoring the box score statistics The CC Model is based on the clustering coefficient of the vertices that represent the teams in the Historical NBA Network A team with a high clustering coefficient is probably a team with new players or a team that does not make transactions frequently On the other hand a team with a low clustering coefficient is probably a team that has done a significant amount of transactions most of the times keeping in its roster only the athletes who improve the team performance The value ∏yi is the clustering coefficient of the vertex that represents team t in year y divided by the highest clustering coefficient of teams in the year yFigure 9-a shows the correlation coefficients between the prediction factor ∏yt of team t in year y and its rank in this year We observe that there are several years in which there is a negative correlation between the clustering coefficient of a team and its rank Figure 9-b shows the number of times a team of a given rank was selected by the model As we observe this model is the worst so far with the average ρb and τ b equal to 012 and 009 respectively They are less significant than the average ρb and τ b of the previous models and with 47 of the teams selected by the model having a rank lower than 50 and with only 15 of the teams having a rank greater than 80 and 3 of the teams selectedas the real best oneFigure 9 CC Model54 Degree ModelThe second network-based model is the Degree Model It is based on the degree of the players when the network is in the Yearly NBA Network A player with a high degree is probably a player in the end of his career andor a player who is traded frequently that is a player the teams usually do not want to keep On the other side a player with a low degree is a player in the beginning of his career or a player who does not or rarely change the team he plays for that is a player the teams want to keep in their roster The ∏yi value for team t in year y is the sum of the degrees of each player adjacent to t in year y divided by the highest sum of degrees。

关于工商管理类的英文学位论文

AbstractThis paper introduces the concept of knowledge networks toexplain why some business units are able to benefit from knowledgeresiding in other parts of the c ompany while others arenot. The core premise of this concept is that a proper u nderstandingof effective interunit knowledge sharing in a multiunitfirm requires aj oint consideration of relatedness in knowledgecontent among business units and t he network of lateral interunitrelations that enables task units to access related k nowledge.Results from a study of 120 new product developmentprojects in 41 bu siness units of a large multiunit electronicscompany showed that project teams o btained more existingknowledge from other units and completed their projects fas terto the extent that they had short interunit network paths to unitsthat possessed related knowledge. In contrast, neither networkconnections nor extent of related k nowledge alone explainedthe amount of knowledge obtained and project completi on time.The results also showed a contingent effect of having directinterunit relations i n knowledge networks: While establisheddirect relations mitigated problems of tra nsferring noncodifiedknowledge, they were harmful when the knowledge to be tra nsferredwas codified, because they were less needed but stillinvolved maintenance costs. These findings suggest that researchon knowledge transfers and synergies i n multiunit firmsshould pursue new perspectives that combine the concepts ofnet work connections and relatedness in knowledge content.Why are some business u nitsable to benefit from knowledgeresiding in other parts of the company while othersare not? Both strategic management and organization theoryscholars have ex tensively researched this question,but differences in focus between the various ap proacheshave left us with an incomplete understanding of whatcauses knowledge sharing to occur and be beneficialacross business units in multiunit firms. In one line ofresearch, scholars have focused on similarity in knowledgecontent among b usiness units, arguing that a firmand its business units perform better tothe extent thatunits possess related competencies that can be used bymultiple units (e.g., Rumelt 1974, Markides and Williamson1994, Farjoun 1998). While this knowledg e content viewhas demonstrated the importance of relatedness in skillbase, it doe s not shed much light on the integrative mechanismsthat would allow one busine ss unit to obtainknowledge from another (Ramanujam and Varadarajan1989, Hill 1994). When sharing mechanisms are consideredin this research, it is often assu med that the corporatecenter is able to identify and realize synergies arisingfrom similarity in knowledge content among businessunits, but this assumption is typic ally not tested empiricallyand excludes a consideration of lateral interunit relation s(Chandler 1994, Markides and Williamson 1994,Farjoun 1998).In other lines of research, in contrast, scholars havedemonstrated the importanc e of havinglateral linkagesamong organization subunits for effective knowledgesha ring to occur. Researchhas s hown that a subunit’sinformation processing capacity is enhanced by lateralinterunit integration mechanisms (e.g., Galbraith 1973,1994; Egelhoff 1993; Gupta and Govindarajan 2000),product innovation knowledge flow s more efficientlythrough established relationships spanning subunitboundaries (Tu shman 1977, Ghoshal and Bartlett 1988,Nobel and Birkinshaw 1998,Hansen 199 9), and bestpractices are transferred more easily when a positive existingrelations hip exists between the two parties to atransfer (Szulanski 1996). These lines of r esearch on linkageshave, however, not incorporated opportunities forknowledge sh aring based on commonality in knowledgecontent among subunits, but has taken this aspect asgiven.Yet the existence of both related knowledge in thefirm—i.e., expertise in the f irm’s business units that canbe useful for tasks per formed in a focal business un itand a set of established linkages among business unitsseems necessary for inter unit knowledge sharing to occurand be effective. In this paper, I consider both d imensionsand develop theconcept of task-specific knowledge networks,which comp rise not only those business units thathave related knowledge for a focal task un it, but also theestablished direct and indirect interunit relations connectingthis sub set of business units.I define establishedinterunit relations as regularly occurring informal contactsbet ween groups of people from different businessunits in a firm, and I assume thatt ask units will be abletouse these relations to search for and access knowledgeresi ding in other business units.I make two main arguments. First, with respect to indirect relations (i.e., conne ctions throughintermediaries),I argue that task teams in focal business units with shortpath lengths in a knowledge network (i.e., few intermediariesare needed to c onnect with other units) are likelyto obtain more knowledge from other business units andperform better than those with long path lengths becauseof search benef its accruing to business units with shortpath lengths. Long path lengths, in contra st, lead to informationdistortion in the knowledge network, makingsearch for usef ul knowledge more difficult. Second, I arguethat a focal unit’s direct established relations in aknowledge network are a two-edged sword: While theyprovide im mediate access to other business units that possessrelated knowledge, they are als o costly to maintain.They are, therefore, most effective when they help teamssolve difficult transfer problems, as when the knowledgeto be transferred is noncodified (Szulanski 1996, Hansen1999). Whenthere is no transfer problem, they are likelyto be harmful fort ask-unit effectiveness because of theirmaintenance costs.This knowledge network model seeks to advance ourunderstanding of knowled ge sharing in multiunit companiesin several ways. First, by integrating the conce ptsof related knowledge and lateral network connections thatenable knowledge sha ring, the model seeks to extend extantresearch that has addressed only one of th ese aspects.Second, while extant research on knowledge transferstends to focus o n direct relations (i.e., the dyadic linkbetween a recipient and a source unit of k nowledge), Ialso consider the larger organization context of indirectrelations, which are conduits for information about opportunitiesfor knowledge sh aring (cf. Ghoshal and Bartlett1990). This approach enables a richer understandin g ofsearch processes forknowledge use in multiunit firms.Third, while scholars of ten consider the positive effectsof network relations on knowledge sharing, I also considermaintenance costs of n etworks byincorporating thistime commitment in analyzing the impact of interunit networkrelations on knowledge-sharing effectiveness inmultiunit firms.Knowledge Networks in Multiunit FirmsThe joint consideration of related knowledge and lateralinterunit relations of a knowledge network is illustratedin Figure 1 for a new product development team, whichis the unit of analysis in this paper. Diagram 1a illustratesa network of re lations among all business units in a firm,but does not partition these units into those that have relatedknowledge for the focal new product developmentteam, A (i.e., a pure network consideration). Diagram 1b,in contrast, partitions the busines s units in the firm intothose that have related knowledge for the focal productde velopment team (A) and those that have not, but thereis no consideration of then etwork among the units (i.e.,a pure related knowledge consideration). Diagram 1 illustratesa project-specific knowledge network: Businessunits are partitioned into t hose that have related knowledgefor the focal product development team (A), an d thecomplete set of network ofrelations among them are included,including both direct and indirect relations (i.e.,intermediarylinks connecting the focal unit with othersin the knowledge network). Both the indirect and directrelations affect the extent to which a focal product developmentteam is able to obtain knowledge fr om otherbusiness units and use it to perform better.Effects of Indirect Relations in Knowledge NetworksA product development team’s direct and indirect interunitrelations in its know ledge network affect the effectivenessof its search for useful knowledge by being importantconduits for information about opportunities the existence, whereabouts, a nd relevance of substantiveknowledge residing in other business units. While busi nessunits in the network may not be able to pass onproduct-specific knowledgedirectly, as such knowledgeoften requires direct interaction with the source to be extracted,a focal team that hears about opportunitiesthrough the network can cont act the source directly toobtain the knowledge. Sucknowledge,as defined here,incl udes product-specific technical know-how, knowledgeabout technologies and mark ets, as well as knowledgeembodied in existing solutions, such as already develop edhardware and software.Although direct relations in the knowledge networkprovide immediate access a nd hence areespecially usefulfor a focal team inquiring about opportunities, indire ctrelations are beneficialas well, because information aboutopportunities is likely t o be passed on by intermediaryunits and eventually reach the focal team, provide d thatbusiness units in the knowledge networkare reachable.1The idea that interm ediaries pass on messages and thatthey help forge connections has been well sup ported incommunications and social network research. Studies investigatingthe “s mall-world” phenomenon demonstratedthat the path length (i.e., the minimum nu mber of intermediaries)needed to connect two strangers from differentstates in the United Stateswas remarkably short and consistedof about five to seven intermedia ries (Milgram1967, Kochen 1989, Watts 1999). Early work on innovationresearch showed that new product developmentteams benefited from having a gatekeeper o r boundary spanner, that is, a person who scans and interprets theteam’s environm ent and then passes on information to therest of the tea (Allen 1977, Katz and Tushman 1979).In social network research, Granovetter (1973) showedthat intermediary persons who are weakly tied to a focalperson are uniquely plac ed to pass on information aboutnew job opportunities because they are more like ly thanstrongly tied connections to possess nonredundant information.The common thread in these lines of work is thatindirect relations are pervasi ve conduits for information.Intermediaries help forge connections and pass on me ssagesthat bridge two otherwise disconnected actors.However, indirect interunit relations may not be perfectconduits of informationa bout opportunities. As informationgets passed on across people from different uni ts,there is likely to be some degree of imperfect transmissionof the message about opportunities for knowledgeuse. In particular, when information about opportun itieshas to be passed on through many intermediaries (i.e.,through long paths, cf. Freeman 1979), it is likely to becomedistorted (Bartlett 1932, March and Simon 1958).People who exchange such information are prone to misunderstandingeach other, forgetting details, failing tomention all that they know to others, filtering, or deliberatelywithholding aspects of what they know (Collinsand Guetzkow 1964 Huberand Daft 1987, Gilovich1991). The distortion may be unintentional or delib erate(O’Reilly 1978). Huber (1982) relates a drama tic example,originally provided by Miller (1972), of a mistakemade during the Vietnam War. The chain of mess ageswas as follows: The order from headquarters to the brigadewas “on no occas ion must hamlets be burned down,”the brigade radioed the battalion “do not bur n down anyhamlets unless you are absolutely convinced that the VietCong are in them;” the battalion radioed the infantry companyat the scene “if you think there are any Viet Congin the hamlet, burn it down;” the company commanderordered his troops “burn down that hamlet.” Thus,themore intermediaries needed, the hig her the chances ofsuch distortion, and hence the less precise is the informationth at is passed on (Miller 1972, Huber 1982).The implication of receiving imprecise information inthis context is that a proj ect team cannot easily focus ona few opportunities that are especially relevant, b ut mustinstead check anumber of imprecise leads to verifywhether they are releva nt for the team, resulting in a moreelaborate interunit search process that takes ti me. For example,a project manager in my study told me that he hadbeen told b y a third party in the company about a groupof engineer in another unit who w ere supposed to havesome useful technical know-how, but when he was ableto r each them after trying for a while, it turned out thatthe know-how was not relev ant for the project. Such fruitlesssearches not only take time, but also cause dela ys inthe project to the extent that the needed knowledge inputholds up the comp letion of other parts of he project.Because of the problem of information distorti on whenrelying on intermediary units, a focal team is likely tobenefit from short path lengths in the knowledge network(i.e., few intermediaries required to connect a team in afocal unit with other units). Short path lengths enable theteam to k now about precisely described opportunities involvingrelated knowledge and allow it to discard informationabout irrelevant opportunities. The team can thenfocus on opportunities with a high degree of realizationpotential and can quickly contact p eople in these unitsand begin working with them to extract and incorporatetheir knowledge into the focal project. Thus, less time isspent evaluating and pursuing opportunities, reducing effortsdevoted to problemistic search, including search effo rtsthat establish that no useful opportunities exist(Cyert and March 1992). Teams with short path lengthsare thus more likely than teams with long path lengths to hear about more opportunities that overall yield more usefulknowledge, to the ext ent that opportunities are notredundant to one another. All else equal, this benefi tshould reduce a focal team’s time to complete t he project.The arguments can be summarized in two hypotheses.HYPOTHESIS 1. The shorter a team’s path lengths inthe knowledge network, the more knowledge obtainedfrom other business units by the team. HYPOTHESIS 2. The shorter a team’s path lengths inthe knowledge network, the shorter th project completiontime.Effects of Direct Relations in Knowledge NetworksThe shortest possible path length is to have an establisheddirect relation to all other business units in a knowledgenetwork. Such a network position does not re quire anyintermediary units and should remove the informationdistortion caused b y using intermediaries. However, unlikeindirect relations, which are maintained by intermediarybusiness units, direct interunit relations need to bemaintained by peo ple in the focal business unit, possiblyincluding focal team members, and require their own setof activities that take time. In the company I studied, forexample, product developers spent time outside of theirprojects traveling to other business units on a regular basisto discuss technology developments, market opportunities,a nd their respective product development programs.Such interunit network maintenancecan be adistraction from completing specific project tasks: Timespent on mai ntaining direct contacts is time not spent oncompleting project-related tasks. Although direct interunit relations involve maintenancecosts, they also provide a benefit incertain situations:Established direct relations between a focal team and anotherbusiness unit may be helpful when the team identifiesknowledge that requ ires effort to be moved from thesource unit and incorporated into the project. Fo r example,in a number of projects in my sample, team memberswere frequently able to obtain software code from engineersin other business units, but sometime s the engineerswho wrote the code needed to explain it and help the teamto inc orporate the code into the new project. Receivingsuch help was often much easie r when the team and theengineers providing the code knew each other beforehan d.This likely positive aspect of direct relations needsto be compared with their maintenance costs.Direct relations are especially helpful when a team isexperienci ng transfer difficulties—i.e., spending significanttime extracting, moving, and inco rporating knowledgefrom other subunits—because the knowledge is noncodified,w hich is defined as knowledge that is difficultto adequately articulate in writing (Zander and Kogut1995, Hansen 1999). Relying on establisheddirect relationsmay ease the difficulties of transferring noncodifiedknowledge, because the team and people in the directlytied unit have most likely worked with each other beforean d have thus established some heuristics for workingtogether, reducing the time itt akes to explainthe knowledgeand understand one another (Uzzi 1997, Hansen199 9). When a focal team experiences significant transferdifficulties because of nonc odified knowledge, having establisheddirect relations to related business units is li kelyto reduce the amount of time spent transferring knowledge,which may offset the costs of maintaining such relationsand shortening project completion time. In particular,having a number of direct relations in a knowledgenetwork increases th e likelihood that a team will be ableto use one of them in transferring noncodifi ed knowledge.Thus, while indirect relations are beneficial to the extentthat they serve as intermediaries that provide a focal unitwith nonredundant information, direct relations are beneficialto transferring noncodified knowledge, implyingthat the benefit of ha ving intermediaries supplying nonredundantinformation is relative (cf. Burt 1992).I n contrast, this transfer benefit of direct relations isless important when a focal t eam can easily extract andincorporate the knowledge that was identified in anoth ersubunit, as when that knowledge is highly codified. Inthese situations, direct int erunit relations are not usefulfor transfer, but they still carry maintenance costsw hichtake time away from the completion of the project to theextent that team me mbers d not have slack resources thatcan be devoted to maintaining these relatio nships. Themore suchrelations that are maintained by a focal unit,the higher the maintenance costs, and the more time istaken away from completing a project. T he arguments canbe summarized as follows:HYPOTHESIS 3A. The higher a team’s number of directrelations in the know ledge network, the shorter the projectcompletion time when the knowledge to be transferredis noncodified.HYPOTHESIS 3B. The higher a team’s number of directrelations in the knowl edge network, the longer the projectcompletion time when the knowledge to be tr ansferred iscodified.Data and MethodsSettingI tested the knowledge network model in a large, multidivisionaland multinatio nal electronics company (hereaftercalled “the Company”). I negotiated access to t hecompany through three senior corporate R&D managersand initially visited 14 divisions where I conducted openendedinterviews with 50 project engineers and managersto better understand the context, and todevelop surveyinstruments. The c ompany, which has annual sales ofmore than $5 billion, is involved in developin g, manufacturing,and selling a range of industrial and consumerelectronics products and systems, and is structured into41 fairly autonomous operating divisions tha t are responsiblefor product development, manufacturing, and sales.By focusing on these divisions, I was able to compareunits that occupy the sa me formal position in the Company,thereby controlling for a potential source of variationin formal structure. They all had the same formalstatus as a business uni t with profit-and-loss responsibility,all had a general manager, and none of the di visionsreported to another division. In additio to interunit relations,there were a f ew other integrative mechanismsacross divisions, notably divisionwide conferences andelectronic knowledge management systems, but initial interviewsrevealed that these did not vary much among thedivisions.Selecting Product Development ProjectsI used two surveys: a network survey administered to theR&D managers in th e 41 divisions and a survey for theproject managers of the product development projects includedin this study. In selecting projects, I first createda list of all projects that the di visions had undertaken duringthe three-year period prior to the time of data colle ction.I then excluded very small projects (i.e., those withless than two project en gineers) and projects that had notyet moved from the investigation to the developmentphase and were therefore ha rd to track I also excludedidiosyncratic projects that had no meaningful start and end (e.g., special ongoing customer projects). Includingonly successfully complete d projects may lead to an overrepresentationof successful projects, biasing the res ults.I therefore included both canceled projects and projectsstill in progress. After having removed too-small, premature,and idiosyncratic projects, I ended up with a listof 147 projects. The project managers of 120 of thesereturned their survey, yielding a response rate of 85%. Ofthe 120 projects, 22 were still in progress at the time ofdata collection, four had been canceled, and 54 reporteda significant transfer event involving another division.Specifying Project-Specific Knowledge NetworksIdentifying Related Subunits. Together with the threecorporate R&D managers, I developed a list of 22 technicalcompetencies that constituted related knowledgea reas(see Appendix 1 for the list of technical competencies).2 I asked the R&D managers in the divisions toindicate up to four specific competencies of their divisionson this list and to add any if they thought the listwas incomplete. The three corporate R&D managers r eviewedthe responses to verify whether it made sense togroup those divisions tha t had reported the same competence.The project managers of the 120 projects we rethen asked to indicate what technical competencies thespecific project required and were presented with thesame list that was presented to the divisional R&D managers.Thus, for a given project, a number of divisionshad a competence that matche d the requirements listedby the project manager (see Appendix 1 for the distribut ionof projects per competence). For example, a projectmanager indicated that his project required technicalcompetencies in three areas: distributed measurement,com munication system monitoring, and optics. Twelve different divisions had at least one of these technical competenciesand thus constituted theknowledge network fo rthis particular project.Specifying Interunit Relations. A group of engineers ina di vision typically maintained an informal regular contactwith a group of engineers inanother division, and aproject team would use such contacts to access other di visions.These relationships were common knowledge inthat most product develope rs seemed to know about theirexistence and how to use them, and I was told in preliminaryinterviews that a main responsibility of a division’smanagers was to p rovide these contacts for his or herproject teams,should the need arise. I therefor e assumedthat at least one member of a project team woul knowabout the divisi onal-level contacts and that the teammembers could access these contacts if theywanted to.Because of the importance of these interdivisional contactsin the compa ny, I chose to focus on these types ofcontacts.Following previous research, I use d a key informant toobtain information on interdivisional relations (Knokeand Ku klinski 1982, Marsden 1990). I considered the divisionalR&D managers to be the most appropriate informantsbecause they were “in the thick of things” in theR& D department in their division. The R&D manager ineach of the 41 divisions re ceived a questionnaire asking,“Over the past two years, are there any divisions fr omwhom your division regularly sought technical and/ormarket-related input?”3 T he question was followed by alist of the 41 divisions included in the study, allo wingrespondents to indicate whether they had a tie to any onthe list, leading to a complete network where everybodywas asked whether a tie existed with everyb ody else(Marsden 1990). Because I asked everybody to indicatewhether a tie exis ted with each of the other 40 divisions,I avoided a potential bias resulting from having to asksomeone to ascertain whether ties exist among others(Krackhardt an d Kilduff 1999).To validate the responses, I employed the crossvalidationmethod used by Krac khardt (1990by askingthe R&D managers who comes to them for input. Anactual tie exists when both divisions agree that one comesto the other for input. I then sent an e-mail to all of theR&D managers, asking them about the ones about w hichthere was no joint agreement. On the basis of their responses,I included som e of these suspect ties and excludedothers.Merging Network and Project Data. I constructedproject-specific knowledge net works by including all relationsamong divisions possessing related knowledge fora given project. For example, for the aforementioned projectfor which there were12 related divisions, I includedall relations among these 12 divisions, and this ne tworkconstituted the project-specific knowledge network. Toconstruct these project -specific networks, I merged theproject data with the divisional network data by assigninga division’s network relations to its projects. Thus, interdivisionalties bec ame the equivalent of interdivisionalproject ties. It is important to record thevalu es on thenetwork variables prior to the start of a project becausemy theoretical arguments assume that a project team usesestablished preexisting interunit ties to s earch for andtransfer knowledge. Following the approach of Burt(1992) and Podo lny and Baron (1997), I handled this issueby measuring the interdivisional netwo rk relationsover several years by only assigning network ties thatexisted prior to the start of the project. This proceduregenerated time-varying network data from informationthat the respondents could recall.The potential bias in this approach is that it may excludesome relations that e xisted prior to a project’s startbut that ceased to exist by the time the R&D ma nagerscompleted the survey. This problem can be partially controlledfor. This pot ential bias should be more of a problemfor projects in divisions in which relatio ns come andgo than in divisions with long-lasting relations. If a division’srelatio ns are long lasting, then it is less likelythat there were some relations that cease d to exist betweenthe time just prior to the project’s start and the timeof surveying. To control for this potential bias, I entereda control variable for th e average age of direct relationsto related subunits (Age relations).Dependent VariablesProject Completion Time. To assess project task performance,I measured projec t completion time as thenumber of months from the start of concept developmen tto the time of marketintroduction for a given project (ortime to the end of the study period or cancellation forongoing and canceled projects, respectively). I def inedstarting time as the month when a dedicated personstarted working part or f ull time on the project, whichtypically coincided with the time an account was o penedfor the project. I defined the end date as the date on whichthe product was released to shipment, which is a formalmilestone date in this co mpany because it signifies thatthe product is ready to be manufactured and shipp ed ona regular basis. These definitions turned out to be veryclear and provided f ew problems in specifying the startand completion times, which were 14.8 months on averagefor completed projects.。

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Management English Final exam班级：＿＿＿＿＿＿＿学号：＿＿＿＿＿＿＿姓名：＿＿＿＿＿＿＿专业：＿＿＿＿＿＿＿教师：＿＿＿＿＿＿＿成绩：＿＿＿＿＿＿＿日期：＿＿＿＿＿＿＿二○年月日Business Plan .............................................................................................................................................. 错误!未定义书签。

1. Introduction to plan (V)2. Summary of plan (VI)2.2. Proposed offerings: (VI)2.3. Management and core members: (VI)2.4. Proposed markets and present status: (VI)2.5. Financial projections: (VII)2.6. Conclusion: (VIII)3. Mission, strategies etcs (VIII)3.1 Vision : (VIII)3.2 Mission : (VIII)3.3 Objectives : (IX)3.4. SWOTS : (IX)3.5. Strategies : (IX)3.6.Goals/Targets : (IX)4. Present status (IX)4.1 Background : (IX)4.2 Sales and Marketing : (X)4.3 Operations and management: (X)4.4 Finances (XI)5. Product/Service Descriptions (XII)5.1. General Descriptions (XII)5.2. Key features (XIII)5.3. Main benefits: .................................................................................................................................................. X IV5.4. Main Competitors ............................................................................................................................................ X IV5.5. Pricing Plans: ..................................................................................................................................................... X V6. Profiles of Target Markets ........................................................................................................................................ X VI6.1. General Background: ....................................................................................................................................... X VI6.2. Review of competition: .................................................................................................................................... X VI6.3. Customers ....................................................................................................................................................... X VII6.4. Medium-Term Projections: ............................................................................................................................. X VII7. Marketing strategies, Sales Plan and projections ................................................................................................... X VII7.1. Key Marketing Strategies ................................................................................................................................ X VII7.2. Sales Plans ..................................................................................................................................................... X VIII7.3. Sales Expense ................................................................................................................................................. X VIII7.4. Sales Forecast ................................................................................................................................................ X VIII8. Operational Plans (XIX)8.1. Locations and Facilities (XIX)8.2. Capital expenditure Projections (XX)8.3. Operating Cost Projections (XX)9. Management and Administration (XXI)9.1. Management structure (XXI)9.2. Head Count Projections (XXII)10. Financial Projections (XXIII)10.1. Income and Projections (XXIII)10.2. Balance Sheet Projections ........................................................................................................................... X XIV10.3. Cash Flow Projections ................................................................................................................................... X XV11. Funding .................................................................................................................................................................... X XV11.1 Funding Requirements ................................................................................................................................... X XV11.2 Funding Proposals .......................................................................................................................................... X XV12. Implementation ...................................................................................................................................................... X XVI12.1. First Year ...................................................................................................................................................... X XVI12.2. Subsequent Years ......................................................................................................................................... X XVI12.3. Contingency Plans ........................................................................................................................................ X XVIBusiness Plan1.I ntroduction to planThe name of restaurant is “Feel Inside” which means eat inside and feel inside, we intend to make customers eat happily and freely, the scale of our hall reached to 240 square meters, and it located in the vacant flat beneath “Song Ling garden”, and the main target customers are the boys who live in “Song Ling garden” because of the special position (about 4000 persons).The main breakfast supply of our Campus hall : steamed stuffed bun、steamed bread、deep-fried dough sticks、Bean flower、Soybean milk 、porridge、egg、fried cake、noodles；we will specially open a retail department in hall(selling the daily necessities) which supplies bread、milk（in the winter, we will supply hot milk to satisfy the needs of students）、yoghourt, the reason for the retail department is for the students who get up late and have no time for breakfast , and there has no retail department nearby, if we open it , we will increase the profits and at the same time , we will pay little price for it because there is rarely competition there.According to the questionnaire survey: boys always choose the Caldron dish (which takes up 30% of the questionnaire survey that are taken back), sprinkle (which takes up 20% of the questionnaire survey that are taken back), fry rice (which takes up 20% of the questionnaire survey that are taken back, cover casting (which takes up 12% of the questionnaire survey that are taken back), from that, we decide to open two main parts for lunch windows, one is the window for Caldron dish, the other is for the window for sprinkle which also contains fry rice、cover casting、Teppanyaki. Because in the search many students pay much attention on the species of dishes, so the Caldron dish we will supply everyday likes that: 4 kinds of cold vegetable dish in sauce, 20 kinds of hot dishes,what’more, we will push off one to two kinds of dishes per week, we also calculate the dishes every half month and weed out the unpopular dishes, but the total number of the dishes are kept at about 24(we will properly increase or decrease the number according to physical truth), for the sprinkle window we supply everyday as follows: the main style of the dishes species are the food that they usually choose to eat, it is not only can reduce the costs but also can cut down the unnecessary waste. The aim to open the window for sprinkle is just to meet the students various demands of taste, and our competitors such as “Gong Tong hall” and “Yin Xing hall” have no windows like that, According to the questionnaire survey, the students who go to backstreet to eat almost choose these dishes of this window, it is not only can form the special and unique advantage but also can have merit convenient of the geography, and in the noon we also open the window for noodles. Besides it, we also supply the vegetable soup andpickles to students for free to bring the specific moving for students, because other dining halls do not give service like that.•For the supper windows: we will cut down the sum of species to 20 ( the numbers are 3 kinds of cold vegetable dish in sauce and 17 kinds of hot dishes), and we will supply steamed stuffed bun、steamed bread、eggs、cold noodles、cold noodles with sesame sauce. Besides that, the dishes we supply in supper are almost the same as lunch windows.•For the night snacks: according to According to the questionnaire survey, we find that boys have the habit of eating night snacks and they are lazy to go on foot, so our dining hall will offer the cold noodles、cold noodles with sesame sauce、bread、milk、noodles、steamed stuffed bun、steamed bread.•According to it, we will open the small scale windows all the times by day which will offer the snacks and sprinkle for the needs of students who get up with no Punctual time, because the specialness of time , we will carry out the s ystem of organization as work shift to satisfy the rest needs for workers, apart from it, we will supply the promotions per day, such as the discount of some dishes and drinks.2.S ummary of plan2.1. Mission: the goal of us is to act as the model campus restaurant in CDUT university oftechnology, and at the first year we should not only take back the cost but also gain retained profits.2.2. Proposed offerings:The name of our campus restaurant is “Feel Inside”(the name of itmeans “eat inside, feel inside”, entirely enjoy the course of eating ), our hall mainly operates diversbreakfast 、lunch、supper、night snacks and some drinks.2.3. Management and core members: There are 3 people as our core member. they separatelycomes from business administration (total 2 people, they partly act as general manager and purchasing specialist) and accounting profession (1 people) who acts as the accountant and is responsible for daily financial affairs and the measure of profit and loss, after selecting the address, we finally find 4 cookers though various approaches, the level of them is partly secondary chef (1 person), third chef (3 persons), waiters and waitress are altogether 15 persons (the arrangement of human resources have the detailintroduction later).2.4. Proposed markets and present status: Though the results of investigation questionnaireand our analysis of it, We fixed the location of our campus restaurant nearby the “Song Ling garden”which contains a series of dormitories in CDUT university of technique, because we consider many factors together. Such as, the scale of the hall, the extent of difficulty to get the place and the aspects students are most concerned about (the convenient level of eating in campus), and this will be introduced in the following page.It is still in the state of building over “Song Ling garden”, and at this moment, there already have accomplished several flats and lived many university students (about 4000 persons),what’s more, there is no hall near it and our university will increase enrollment later. The tendency of expanding in “Fu Rong garden”、“Yin Xing garden”and “Gong Tong garden” is barely promising, which means the students who is belong to the increasing enrollment will almost habit in “Song Ling garden”, that is to say, no matter the market scale and the foreground are both good. In addition, in the questionnaire survey, the location of restaurant ranks which students secondary hope to open is to neighbour the “Song Ling garden”(take up 23% of the questionnaire survey which are taken back), it is an evidence that the consumers need it and the market is good. Even though there are several vendors in the only way to “Song Ling garden”, but it cannot establish the competition and threaten in the long term. So it is a perfect time to grab the market with the harvest of capture the opportunities a、low level competition and low rent costs.2.5. Financial projections:The initial fund of our restaurant is 430,000yuan, and with two month we will finish the fitment. According to budget, the shop hours per year of our hall are 11 months(with no winter holiday), the retained profits are 256,863.70yuan (the left profits detaching the investitive fund at the beginning), because the increasing enrollment next year, the retained profits will aggrandize to 650,000yuan, due to the stable consumer market, the risk of the items is slightly low.2.6. Conclusion: the opening time of restaurant is 11 months (we do not open in winter holiday), the retained profits are 256,863.70yuan (the left profits detaching the investitive fund at the beginning), because the increasing enrollment next year, the retained profits will aggrandize to 650,000yuan, due to the stable consumer market, the risk of the items is slightly low.3.M ission, strategies etcs3.1 Vision :Because the increasing enrollment next year, the retained profits will increase year after year,, due to the stable consumer market, the risk of the items is slightly low, and the vision is good.3.2 Mission :Our goal is to act as the model campus restaurant in CDUT university of technology, and at the first year we should not only take back the cost but also gain retained profits.3.3 Objectives :The main target customers are the boys who live in “Song Ling garden” because of the special position-“Song Ling garden” (about 4000 persons)3.4. SWOTS :3.5.Strategies :Try to leave the customers though our diverse species and good taste, what’s more, wewill using our trump card-good service, because consumer is the god and according toour research-it is a common failing of campus dining hall and almost no restaurants paymuch attention on it, and a lot of students complain about it, even some get angry.3.6.Goals/Targets :Our goal is to act as the model campus restaurant in CDUT university of technology,and at the first year we should not only take back the cost but also gain retained profits.4.Present status4.1 Background :The origin of our company :One day, the core members of us walked around ouruniversity talking about something, with no attention, we reached “Song Ling garden”,to our supervise, there is no eating place there, and it is a little far from “Gong Tonggarden” and ” Yin Xing garden”, both of us suddenly had the same idea of opening arestaurant here, because the stable and large consumer(about 4000 persons) market andthe numbers will increase year after year for the increasing enrollment of our school.Our dining hall is located in “Song Ling garden”, and is founded in 2011. Now we have 22 staffs in our dining hall.4.2 Sales and Marketing :4.3 Operations and management:We have built a set of management system , from the staff wages 、staff inspiring、staff disciplines to core member’s management, it is not only aimed at having a goodworking atmosphere and mood but also have an environment to function well. such as,carrying out the work shifts systems plans to keep their enough rest time, using physicaland mental rewards for good performance staff to form a good working and competitionstage.The operations just like this: one core member comes from business management incharge of the whole function of our hall and harmonizes the work between staff anddeals with some sudden matters. The people in charge of purchasing should strictlycheck up the coming goods from outsides and he should guarantee the fresh degree andthe proper price at the course of buying things. The people comes from accountingprofession responsible for daily financial affairs and the measure of profit and loss. Thesecondary cooker is responsible for choosing the species of the dishes’ styles and is themain cooking people, the third cookers (2 persons) are responsible for the part of fryingdishes. The waiters and waitress (15 persons) are responsible for cleaning jobs per dayand to serve in a dish.4.4 Finances5. Product/Service Descriptions5.1. General DescriptionsWe will divide our main products into 6 parts (there are breakfast window、lunch window、supper window、night snacks window 、The special windows 、canteen) which is differentiated in terms of time per day, from morning to night.The main breakfast supply of our Campus hall : steamed stuffed bun、steamed bread、deep-fried dough sticks、Bean flower、Soybean milk 、porridge、egg、fried cake、noodles；we will specially opena retail department in hall(selling the daily necessities) which supplies bread、milk（in the winter, we willsupply hot milk to satisfy the needs of students）、yoghourt, the reason for the retail department is for the students who get up late and have no time for breakfast , and there has no retail department nearby, if we open it , we will increase the profits and at the same time , we will pay little price for it because there is rarely competition there.For the lunch window ：we decide to open two main parts for lunch windows, one is the window for Caldron dish, the other is for the window for sprinkle which also contains fry rice、cover casting、Teppanyaki. Because in the search many students pay much attention on the species of dishes, so theCaldron dish we will supply everyday likes that: 4 kinds of cold vegetable dish in sauce, 20 kinds of hot dishes,what’more, we will push off one to two kinds of dishes per week, we also calculate the dishes every half month and weed out the unpopular dishes, but the total number of the dishes are kept at about 24(we will properly increase or decrease the number according to physical truth), for the sprinkle window we supply everyday as follows: the main style of the dishes species are the food that they usually choose to eat, it is not only can reduce the costs but also can cut down the unnecessary waste. The aim to open thewindow for sprinkle is just to meet the students various demands of taste , and our competitors such as “Gong Tong hall” and “Yin Xing hall” have no windows like that, According to the questionnaire survey, the students who go to backstreet to eat almost choose these dishes of this window, it is not only can form the special and unique advantage but also can have merit convenient of the geography, and in the noon we also open the window for noodles. Besides it, we also supply the vegetable soup and pickles to students for free to bring the specific moving for students, because other dining halls do not give service like that.•For the supper windows: we will cut down the sum of species to 20 ( the numbers are 3 kinds of cold vegetable dish in sauce and 17 kinds of hot dishes), and we will supply steamed stuffed bun、steamed bread、eggs、cold noodles、cold noodles with sesame sauce. Besides that, the dishes we supply in supper are almost the same as lunch windows.•For the night snacks: According to the questionnaire survey, we find that boys have the habit of eating night snacks and they are lazy to go on foot, so our dining hall will offer the cold noodles、cold noodles with sesame sauce、bread、milk、noodles、steamed stuffed bun、steamed bread.•For the special windows：we will open the small scale windows all the times by day which will offer the snacks and sprinkle for the needs of students who get up with no Punctual time, because the specialness of time , we will carry out the s ystem of organization as work shift to satisfy the rest needs for workers, apart from it,•For the canteen：we will main supply the necessary things for life.•In addition, we will supply the promotions per day, such as the discount of some dishes and drinks.5.2. Key features5.2.1. Having the sprinkle window: The aim to open the window for sprinkle is just to meet thestudents various demands of taste , and our competitors such as “Gong Tong hall” and “Yin Xing hall” have no windows like that, According to the questionnaire survey, the students who go to backstreet to eat almost choose these dishes of this window, it is not only can form the special and unique advantage but also can have merit convenient of the geography.5.2.2. Having the special window：To meet the needs of students who get up with no Punctual time,we will open the small scale windows all the times by day which offers the snacks and sprinkle, According to the survey, there are pretty many people having that habit and our competitors such as “Gong Tong hall”and “Yin Xing hall” have no windows like it, that is to say, we have no competitors in that area.5.2.3. Having the night snacks window: According to the questionnaire survey, we find that boyshave the habit of eating night snacks and they are lazy to go on foot, and our competitors such as “Gong Tong hall” and “Yin Xing hall” have no service like it.5.2.4. Offering good service and take “customer is god” as our order, in aim to establish agood and healthy campus restaurant image:Though the research, we find that almost every campus hall in university especially some is large have no service sense, they treat customers like enemy and are lack of humanization. Many students complain about it, someone even gets angry and swear not to eat thereany more, how terrible it is if our consumers have the bad image like that. So our hall will not only offer the tidy and comfortable eating environment to connect with “eat inside, feel inside”, but also train our staff the humanization idea and put the thought deep in their hearts so that the “people-oriented” service can be shown in the behaviors and attitudes of serving consumers. We will hold it as our orders in the long term, besides, we will Supply some additional services, such as provide vegetable soups and pickles for free to convey our good service to customers., finally, to improve our service constantly ,we will hung the advice book in the conspicuous place and welcome the general consumer to give advice.5.2.5. Maintain the quality and taste:according to survey, many students have the experiences of eating old dishes when taking meals at campus restaurants, in allusion to it, our purchasing people should strictly control the coming vegetables and guarantee the freshness, it is good for our hall to win a better reputation and set up a good image.5.3. Main benefits:As our financial form shows, our main benefits come from the lunch windows –the net income before tax is 1,050,988 Yuan.5.4. Main Competitors5.5. Pricing Plans:In the area of our restaurant, the most important competitor is “Gong Tong restaurant”, and its average price is belong to the edge of medium degree and our main target consumer of us are both students in university, so we fix the price at the middle level according to it ,the details of making the price as follows:5.5.1. For caldron dish window:Vegetable plate : 2 RMB, Dishes contains meat: 2.5~4.0 RMB; main relaying on season dishes.5.5.2. For the sprinkle window:Vegetable plate : 5 RMB/part, Dishes contains meat: 9~16 RMB/part, Griddle Cooked: 28 RMB/part, Soup: 3~5 RMB/partFried ice: 5 RMB/part, Cover Casting: 6 RMB/part, Teppanyaki: the SP is 4 RMB/part.5.5.3. For the noodle window:5RMB/two, 6 RMB/three.5.5.4.For the Lucai series window:Drumstick: 3.5~4.0 RMB/one, Sausage: 40 RMB/one, spiced beef: 45 RMB/one,5.5.5.For the breakfast、supper and snacks window:Steamed stuffed bun：0.5 RMB/one、steamed bread：0.4 RMB/one、deep-fried dough sticks：1.0 RMB/one 、Bean flower 1.0 RMB/one、Soybean milk：1 RMB/one 、porridge：0.5~1.0 RMB/one、egg：0.8 RMB/one、fried cake：1.5 RMB/one、cold noodles：3 RMB/one、cold noodles with sesame sauce：3 RMB/one、milk and yogurt：1.5~3.0 RMB/one .6. Profiles of Target Markets6.1. General Background:6.1.1. Market 1Because the key customers we mainly aim at are the 4000 students living in “Song Ling garden”, but there is no dining hall near it, as a result, the competition there is not very high and the source is stable.6.1.2. Market 2Our university will expand enrollment, the tendency of expanding in “Fu Rong garden”、“Yin Xing garden”and “Gong Tong garden” is barely promising, which means the students who is belong to theincreasing enrollment will almost live in “Song Ling garden”, that is to say, no matter the market scale and the foreground are both good.6.2. Review of competition:The present competitor: there are 3 competitors for us which are “Gong Tong restaurant”、“Yin Xing restaurant” and “Shui Long yin restaurant”, they all have their own advantage, among them, the mostsignificant competitor is “Gong Tong restaurant”, its advantages as follows , (1) located the uniqueway to “Song Ling garden”, (2) It is convenient to have meals for students living in “Song Ling garden”(3) It has large scale and offers many species. Among those virtues, the threatening one for us is theadvantage of location.•The potential competitors: because the unique virtue of location, the new comer is a big threaten for us, once we lose it, we may face the menace of losing consumers and it must affect our profits.6.3. CustomersOur main target customers are the boys who live in “Song Ling garden” because of the special position (about 4000 persons).6.4. Medium-Term Projections:7. Marketing strategies, Sales Plan and projections7.1. Key Marketing Strategies7.1.1. The Strategies for choosing location:no matter what the projects is, the site selection isimportant at first, “feel inside” campus restaurant is fixed in “Song Ling garden”, we should lock the target group. Because of the stable consumer market, the competition is low.7.1.2. The Strategies for price:Near the area of our restaurant, the most important competitor is “Gong Tong restaurant”, and its average price is belong to the edge of medium degree and our main target consumer of us are both students in university, so we fix the price at the middle level according to it7.2. Sales PlansThe promotion before opening: 1. Activities on the campus of sponsorship can help quickly set up visibility,2. to strengthen information we will distribute the leaflets,3. Discount promotions: if you Charge 50 RMB inthe meal card, we will send 5RMB as a reward, if you charge 100 RMB in your meal card, we will send 10 RMB.The Propaganda in the course of opening: 1. Provide special dishes per day , We will carry out the systems like that” first comes first served”. 2. To stimulate consumer demand. We will provide the dishes promotion per month.7.3. Sales Expense7.4. Sales Forecast8. Operational Plans 8.1. Locations and Facilities8.2. Capital expenditure Projections8.3. Operating Cost Projections8.3.18.3.28.3.4. Total and Unit Costs8.3.59. Management and Administration 9.1. Management structurev9.2. Head Count Projections III10. Financial Projections10.1. Income and Projections•10.2. Balance Sheet Projections10.3. Cash Flow Projections11. Funding11.1 Funding RequirementsRestaurants’ start-up funds are totally 430,000RMB per year, Respectively including:1.Leasing costs of restaurant: 300000 RMB per year (pay off at one time)2.Restaurant renovation costs: 60,000 RMB3.Industry and Commerce Administration Bureau dining permit application fee: 2000 RMB4.Restaurant equipment, restaurant tables and chairs the cost: 58,000 RMB5.Canteen cost: 10,000 RMB11.2 Funding ProposalsThe key customers we mainly aim at are the 4000 students living in “Song Ling garden”, but there is no dining hall near it, as a result, the competition there is not very high and the source is stable.Our university will expand enrollment, the tendency of expanding in “Fu Rong garden”、“Yin Xing garden”and “Gong Tong garden” is barely promising, which means the students who is belong to the increasing enrollment will almost live in “Song Ling garden”, that is to say, no matter the market scale and。

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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。