Successful Strategic Management for Growth-Oriented Timber Haulage Entrepreneurs
管理咨询 英文书单
管理咨询英文书单以下是一些关于管理咨询的英文书单：1. "The McKinsey Way" by Ethan Rasiel - This book provides an inside look into the consulting methodology used by one of the most prestigious consulting firms, McKinsey & Company.2. "The Consulting Bible" by Alan Weiss - This book offers comprehensive guidance on starting and managing a successful consulting practice, covering topics such as client relationships, marketing, and pricing strategies.3. "Cases in Point: Complete Case Interview Preparation" by Marc Cosentino - This book is a valuable resource for individuals preparing for consulting case interviews, offering numerous practice cases and expert guidance on how to approach and solve them.4. "The Pyramid Principle: Logic in Writing and Thinking" by Barbara Minto - This book introduces a structured approach to problem-solving and communication, commonly used in management consulting. It teaches readers how to structure and articulate their thoughts effectively.5. "Flawless Consulting: A Guide to Getting Your Expertise Used" by Peter Block - This book explores the role of the consultant and provides insights on building effective relationships with clients, managing expectations, and overcoming common challenges in consulting engagements.6. "The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses" by Eric Ries - Although not specifically focused on management consulting, this book introduces the principles of lean thinking and continuous improvement, which are highly relevant to consulting engagements.7. "The Trusted Advisor" by David H. Maister, Charles H. Green, and Robert M. Galford - This book examines the core qualities and behaviors that create trust in client-consultant relationships, providing practical advice on how to establish and maintain trust as a consultant.8. "Good to Great: Why Some Companies Make the Leap...and Others Don't" by Jim Collins - While primarily focused on corporate management, this book offers valuable insights into the strategies and practices that enable organizations to achieve sustainable success, which consultants can apply in their engagements.9. "HBR Guide to Consulting Essentials" by Harvard Business Review - This collection of articles from the Harvard Business Review offers a comprehensive overview of key aspects of management consulting, including problem-solving techniques, client relationship management, and effective communication.10. "Management Consulting: A Guide to the Profession" by Milan Kubr - This book provides a comprehensive overview of the management consulting profession, covering topics such as the history of consulting, consulting methodologies, and the skills and competencies required to succeed in the field.These books cover a range of topics relevant to management consulting, including consulting methodologies, client relationships, problem-solving techniques, and strategies for success. Reading them can provide valuable insights and guidance for both aspiring and experienced management consultants.。
2023春期版国开电大本科《管理英语4》形考任务(单元自测8)题库附答案
[2023春期版]国开电大本科《管理英语4》形考任务单元自测8题库特别提醒：1.测试中共有6道随机题(40道单选题，3道完形填空题)。
2.学员抽到的每套试卷均为随机组合；但抽到试卷中的所有试题均在下列题库中可以我到原题及答案/1第一大题：选择题(随机抽其中5道)—Actually I prefer working on my own.A.Could I use this dictionary?B.May I open the window to let in some fresh air?C.Do you prefer teamwork or working individually?[答案]C正确答案解释：解析：本题考核“询问”的交际用语。
根据答语“实际上我喜欢一个人工作”,从prefer推测问句存在比较。
选项A 为“我可以用字典吗?”;选项B 为“我可以打开窗户透下气吗?”;选项C 为“你喜欢团队协作还是单枪匹马工作?",所以答案是C。
—I'd like a wake-up call at 7:00 a.m.please!—OKA.You will certainly make it.B.I'll make sure you get one.C.just do what you like.[答案]B正确答案解释：解析：本题考核"请求回应"的交际用语。
选项A“你一定会做到的”;选项B“我敢保证你会收到的”;选项C"做你喜欢的事情"。
句意：—我想在7点有叫早的电话!—我保证那时会有电话叫醒你的。
根据句意，所以答案是B。
—Who should be responsible for the accident?—The boss,not the workers. They just carried out the orderA.as are toldB.as toldC.as they told[答案]B正确答案解释：译文：—谁要为这个事故负责?—应该是老板，不是员工来负责，他们只是执行命令而已。
Chapter 3 Strategic Mgt
Copyright 2002 Prentice Hall Publishing Company
7
Step 1: Develop a Vision and Create a Mission Stateexpression of what an entrepreneur stands for and believes in. A clearly defined vision:
The Mission Statement addresses question: “What business are we in?” The mission is a written expression of how the company will reflect the owner’s values, beliefs, and vision. The company’s mission depicts its character, identity, and scope of operation in enough detail to distinguish the company in the marketplace.
Chapter 3: Strategic Management
Copyright 2002 Prentice Hall Publishing Company
2
Is Strategic Planning Really That Important?
Study of 500 small companies:
Strategic Management and the Entrepreneur
Chapter 3: Strategic Management
what is the value of strategic thinking
The Value of Strategic ThinkingStrategic thinking is a crucial skill that enables individuals and organizations to succeed in an increasingly complex and uncertain world. It involves the ability to analyze and understand the current state of affairs, envision future possibilities, and develop plans and actions to achieve desired outcomes. In this article, we will explore the value of strategic thinking and why it is essential in various aspects of life.1. Decision MakingStrategic thinking enhances decision-making processes by providing a systematic approach to problem-solving. It allows individuals to consider multiple perspectives, evaluate potential risks and opportunities, and make informed choices based on long-term goals. By taking the time to think strategically, people can avoid impulsive decisions and instead adopt a more proactive and thoughtful stance.2. Competitive AdvantageIn a competitive business environment, strategic thinking can provide a significant advantage. By analyzing market trends, anticipating customer needs, and staying ahead of competitors, organizations can develop innovative products and services that appeal to their target audience. Strategic thinking enables businesses to adapt to changing circumstances, identify untapped opportunities, and position themselves as industry leaders.3. Resource AllocationEfficient resource allocation is a critical aspect of strategic thinking. By considering available resources, both tangible (such as funds and equipment) and intangible (such as skills and knowledge), individuals and organizations can allocate them effectively. Strategic thinkers evaluate different options, prioritize initiatives, and invest resources in areas that promise the highest returns. This approach ensures that limited resources are used optimally, leading to increased productivity and overall success.4. Problem SolvingStrategic thinking provides a structured framework for problem-solving. Instead of solely focusing on short-term fixes, strategic thinkers consider the underlying causes of problems and develop long-term solutions. They examine the interconnectedness of various factors, anticipate potential obstacles, and develop contingency plans. This comprehensive approach enables individuals to address complex issues effectively and minimize future problems.5. Innovation and AdaptabilityInnovation and adaptability are crucial for organizations seeking long-term success. Strategic thinking encourages individuals and teams to question traditional approaches, challenge the status quo, and explore new possibilities. By fostering a culture of innovation, organizations can stay ahead of the curve, respond to changing market conditions, and create new opportunities. Strategic thinkers actively seek out emerging trends and technologies, allowing them to adapt and thrive in a rapidly changing landscape.6. Leadership DevelopmentStrategic thinking is a fundamental skill for effective leadership. Leaders who think strategically can envision a compelling future, inspire their team, and guide them towards achieving goals. They make informed decisions, adapt to new challenges, and create a shared vision. Strategic thinking enables leaders to anticipate and manage risks, navigate uncertainties, and build resilience. It empowers them to proactively shape the direction of their organization and guide their team towards success.7. Personal GrowthBeyond its organizational benefits, strategic thinking also contributes to personal growth. It encourages individuals to develop a broader perspective, enhance analytical skills, and become adaptable problem solvers. Strategic thinkers are more self-aware, continually seeking opportunities for learning and growth. This mindset enables them to make better life choices, set meaningful goals, and take advantage of new opportunities.In conclusion, strategic thinking is a valuable skill that brings numerous benefits to individuals and organizations. It enhances decision-making, provides a competitive advantage, optimizes resource allocation, improves problem-solving abilities, fosters innovation and adaptability, develops leadership capabilities, and promotes personal growth. By cultivating the habit of strategic thinking, we can navigate complexity, uncover opportunities, and create a path to success.。
叶恩华教授： 《战略转型：变革与胜利》
76LINK 2013 第一期管理前沿《战略转型：变革与胜利》Professor George S. Yip onStrategic Transformation: Changing While Winning由中欧国际工商学院管理学教授兼中欧中国创新研究中心联合主任叶恩华（George S. Yip）合著的《战略转型：变革与胜利》一书于2012年12月出版。
本书纵览了诸多企业在进行重大战略型变革的同时保持良好运营表现的成功经验。
本书为商业组织如何开创可持续性发展提供了宝贵的指导意见。
书中包括来自吉百利史威士（Cadbury Schweppes）、桑斯博里（J.Sainsbury）、施乐辉（Smith& Nephew）、SSL国际集团（SSL International）、乐购（Tesco）和联合利华（Unilever）等企业的真实案例研究和高管人士的洞见。
叶恩华教授及另两位合著者通过大量的调查研究（包括对215家英国大型上市公司近20年的业绩分析，深入研究其历史并与企业高管访谈等），发现在过去40年甚至更长时间以来，成功的变革者们为企业创建了三种“历史传统”，增强了这些企业开展战略性转型的能力。
本书也为管理者们解读了如何才能使企业拥有这样的能力。
C EIBS Professor of Management and Co-Director of the CEIBS Centre on China Innovation George S. Yip has co-authored the book Strategic Transformation: Changing While Winning which examines the strategies employed by firms that have succeeded at making major strategic changes whilealso maintaining high levels of performance.Published in December 2012 the book provides an invaluable guide forcreating a sustainably successful business organization. It includes real case studiesand expert insight from the leaders of Cadbury Schweppes, J Sainsbury, Smith &Nephew, SSL International, Tesco, and Unilever.The book is based on extensive research, including an analysis of the 20-year financial performance of 215 of the largest publicly listed British companiesalong with in-depth historical research and interviews with top executives. ProfYip's co-authors are Manuel Hensmans, Professor of Strategic Management at theSolvay Brussels School of Economics and Management, ULB, Belgium and GerryJohnson, Emeritus Professor of Strategic Management at Lancaster UniversitySchool of Management, UK, and a Senior Fellow of the Advanced Institute ofManagement. They find that successful strategic transformers developed threehistorical traditions over a 40-year or longer period, each of which contributedto the companies' ability for strategic transformation. The book explains howmanagers can develop firms that are able to achieve consistent high performancewhile also managing significant strategic change.叶恩华教授：新书推荐。
战略管理ch01
Chapter 10 Corporate Governance Chapter 12 Strategic Leadership Chapter 11 Structure & Control Chapter 13
Entrepreneurship
Strategy Formulation
Chapter 4 Business-Level Strategy Chapter 7 Acquisitions & Restructuring Chapter 5 Competitive Dynamics Chapter 6 Corporate-Level Strategy Chapter 9 Cooperative Strategies
Involves the full set of:
Commitments
Decisions
Actions
which are required for firms to achieve:
Strategic Competitiveness Sustained Competitive Advantage Above-Average Returns
CIMA—E2模拟题及分析(4)
CIMA—E2模拟题及分析（4）1.The data on sales performance in LS Company has shown a significant downward trend over thelast year. The Marketing and Sales Department is blaming the Finance Department for the poor performance, since it was the pressure from the Finance Department that led the Marketing and Sales Department to increase the product price. The Marketing and Sales Department staff say that, in current market conditions, this was inappropriate and was the main reason for the loss of market share. They feel that the Finance Department staff are short sighted, too focused on costs in pricing decisions and do not appreciate that there are other factors that should be considered in product price setting. However, the Finance Department thinks that the Marketing and Sales Department has been complacent and has not had an aggressive marketing and sales strategy in place. Perhaps not surprisingly, communications and cooperation between the staff in the two departments is at an all time low and in meetings there is constant in-fighting and disagreements.To make matters worse, a consequence of the drop in sales has been that the senior management is proposing that there will need to be job losses in the Production Department. The trade union which represents the production workers is now threatening to take industrial action. Required:Compare and contrast the different types and sources of conflict occurring in LS Company. (Total for Question Five = 10 marks)(Total for Section A = 50 marks)2.S Company operates in the consumer electronics industry designing and producing component partswhich it assembles into products such as mobile phones, laptops and MP3 players.To date, it has only sold its products in D Country, its home market, where until recently it was market leader. However, the competitive landscape has changed significantly as companies from PP Country have entered D Country's market, competing aggressively on product innovation, quality and price. Market intelligence gathered by S Company on the new competitors suggests that they are supported in pursuit of their international strategies by sources of national competitive advantage.Looking to the future, S Company is evaluating its options on how to respond to the increased competition, including how it could better position itself, and what alternative strategies it could pursue. One option under review is to sell its products in new markets. GR, the Sales and Marketing Director, has identified NN Country as a possible market opportunity. As the first step in understanding whether this is a viable option, he has asked his team to undertake an initial assessment of the external environment in NN Country.Required:(a) With reference to Porter's Diamond model, explain the different sources of national competitive advantage that the companies from PP Country may enjoy and which could give them a competitive edge over S Company.(15 marks)(b) Using an appropriate strategic management framework / model, describe the information thatGR, the Sales and Marketing Director, would require to help him assess the external environment in NN Country.(10 marks) (Total for Question Six = 25 marks)3.V is a regional authority, which is about to invest in a new sporting facility in one of themain towns in the region. The sporting facility will include a large swimming pool, an athletics track and a number of indoor facilities such as a gymnasium and indoor tennis courts. It is hoped that this facility will attract major sporting events to the town and will encourage more local people, particularly school children, to take part in more sporting activities. The Finance Director of V has been appointed as the project manager and is in the early stages of setting up the project. This will be a complex project involving the construction of a range of new buildings and facilities involving a large number of specialist building contractors and equipment suppliers. The project is a collaborative venture funded by the regional authority and investment from three large local businesses. The Finance Director has been informed by the Board of V that this is a very high profile project for the regional authority and that overspending on this project is not allowed.It has recently been reported in the local newspaper that the local residents living near to the proposed site for the new sporting facility are not happy with the proposal. This is largely because the proposed site is in a wealthy area on the edge of the town and local residents feel that it would be more appropriate if the new facility was located more centrally.The new sporting facility would mean that two other smaller sporting facilities in the town, currently owned and run by the regional authority, would be closed down and staff relocated to the new facility. In the first meeting held by the project manager to communicate the proposals to staff, he was met with a hostile reaction, with many of them being very unhappy about moving to the new site.The Finance Director is aware that it is a complex project and that the use of project management software will be an important tool in making the project objectives achievable. He is also aware that he must consider the needs of the different stakeholders throughout the duration of the project. Required:(a) Explain how project management software could help the project manager and the project team during the life of the project.(12 marks)(b) Identify the main stakeholders of the project and recommend appropriate strategies that the project manager could use to manage the different stakeholders' expectations.(13 marks) (Total for Question Seven = 25 marks)试题答案：1、【答案】Conflict is essentially a disagreement and is when one party is perceived as preventing or interfering with the goals and actions of another. It can occur in a variety of forms and at different levels in an organisation. Whist conflict can be considered as an inevitable feature of organisation life, in the case of LS Company it is having negative outcomes.In LS Company, the poor communications and cooperation between the staff in the Marketing and Sales Department and the Finance Department is an example of horizontal conflict. This type of conflict occurs between groups of staff or between departments at the same level in the organisation hierarchy.The sources of the conflict may be due to the fact that the priorities and goals of the departments are different. The staff in each of the two departments will want to focus on their own goals, which they may view as being mutually exclusive. This is illustrated by the fact that both departments are blaming each other for the poor sales performance. The Finance Department is seen by the marketing and sales staff as controlling and only taking a short term and cost based view. At the same time, the Finance Department staff think that the poor sales performance is because the marketing and sales strategy is ineffective, and that the marketing and sales staff have been complacent. It is likely that another possible source of conflict is due to the difference in the perceptual differences (cognitive and emotional) of staff working in the different functional departments. The staff in the two departments will probably have different skills and attitudes, and perhaps the consequence of this is a lack of understanding of the nature and challenges of each others work, and suspicion and lack of trust between staff.In contrast, the threat of industrial action from the trade union is an example of vertical conflict. This type of conflict occurs between individuals or groups who are at different levels in the organisation hierarchy, and can often arise because of status and power. The grounds for handling vertical conflict is normally formalised by rules and regulations.The source of conflict is because senior management will be looking to reduce costs in the Production Department, as a result of diminishing sales orders, whilst the employees and the union want to protect workers' jobs. The workers in the Production Department, may, individually feel powerless, with little say in the decisions about their future and job security. Standing together in a union will provide them with strength that equalises their power with senior management in this conflict. The union will exert pressure through the threat of industrial action to try to make senior management reconsider the proposal to cut jobs in the Production Department.Both types of conflict in LS Company are dysfunctional and destructive since both management and staff time and effort will be wasted in addressing the conflicts. The lack of communication and cooperation between the Finance Department and Marketing and Sales Department, and the threat of industrial action will both impact negatively on the performance of staff, and hence on the company.2、【答案】Requirement (a)The theory of competitive advantage of nations, proposed by Michael Porter, examines why organisations may achieve competitive advantage over their rivals by virtue of being based in a particular country. It tries to isolate the national attributes that further the competitive advantage of an industry. Often referred to as Porter’s Diamond, the theory helps to explain why some nations tend to produce firms with sustained competitive advantage in particular industriesusing specific sources of advantage that can be substantial and hard to imitate. In essence it seeks to explain:•Why do certain nations house so many successful international firms•How do these firms sustain superior performance in a global marketPorter concluded that it is specific industries within nations that seem to be able to use their national backgrounds and conditions to lever world-class competitive advantage, rather than the entire nation having a particular competitive advantage. In the case of the new entrants in D Country it would appear that PP Country has achieved national competitive advantage in the consumer electronics industry.To explain how this can be achieved, Porter suggests a diamond of four interacting determinants within a nation that assist the country to be more competitive in international markets. These are factor conditions, home demand conditions, related and supporting industries, firm strategy structure and rivalry.Taking each determinant in turn:•Factor conditions refer to the factors of production that go into making a product or services. Different nations have different stocks of factors which can be categorised as human resources; physical resources; knowledge; capital; infrastructure. It is not sufficient to have an abundance of the factors, rather it is the efficiency with which they are deployed that is important. Porter also distinguishes between basic factors, which he claims are unsustainable as a source of competitive advantage, and advanced factors. The latter are likely to be those creating advantage in the electronics industry in PP country, based on well developed knowledge and expertise in R &D and technology design.•Home demand conditions refer to the nature of the domestic customer becoming a source of competitive advantage. Dealing with sophisticated and demanding customers with high expectations in an organisation's home market will help drive innovation and quality, which in turn will help train an organisation to be effective in other countries. Although economies of scale are relevant, it is not necessarily about the quantity of home demand but the information that the home market gives organisations and the pressure to innovate. If the customer needs are expressed in the home market earlier than in the world market, the firms benefit from the experience. This may be the case for the consumer electronics companies from PP Country•Related and supporting industries mean that local clusters of related and mutually supportive industries can be a source of competitive advantage. In other words, competitive success in one industry is linked to success in related industries. Having a domestic supplier industry can be preferable to a good foreign supplier as proximity to managerial and technical people along with cultural similarity can facilitate free and open information flows. Clusters of industries offering expertise and world class service can be vital. In the case of new entrants, it is likely that they enjoy the support of producers of component and related products and accumulated expertise in consumer electronics. Porter proposes that a nation’s competitive industries are clustered, where a cluster is a linking of industries through relationships which are either vertical (buyer-supplier) or horizontal (common customers, technology, skills). Internationally, competitive suppliers and related industries represent a critical resource for international success.•Firm strategy, industry structure and rivalry are related to the fact that nations are likelyto secure competitive advantage in industries that are more culturally suited to their normal management practices and industrial structures. For example, industries in different countries have different time horizons, funding needs, infrastructures. Fierce domestic rivalry and competition will drive innovation, force down costs and develop new methods for competing. This can enhance global competitive advantage. If there is little domestic rivalry, organisations may be happy to just rely on home markets, as is probably the case for S Company, whereas tough domestic rivalry teaches an organisation about competitive success.The value of Porter’s Diamond is that it can be used to identify the extent to which the organisation can build on home based advantages to create competitive advantage in relation to others on a global front.Requirement (b)In order to assist in the decision on whether to pursue a market development strategy in NN Country, the team could use the PEST framework to assess the external factors in NN country. This would involve undertaking an analysis of the political/legal, economic, social- cultural and technological factors which could be used to help determine potential opportunities but also threats for selling consumer electronic products in NN country.Taking each element of the PEST framework in turn:•It will be important to assess the nature of the political environment in NN country to establish, for example, the government’s policies and attitudes towards competition. In addition, information should be collected on the political stability of NN country. If there is political instability and unrest then this could pose a threat rather than an opportunity for a market entry strategy. •Information should also be collected on the nature of the economic climate such as the rate of economic growth, level of tax rates, interest rates, exchange rates, levels of consumer disposable income and the percentage of household income spent on consumer electronic products. All of these factors could impact on the demand for S Company’s products.•The assessment should investigate whether the social factors are encouraging for S Company, for instance in terms of the customer attitudes, values and beliefs of people in NN country and the extent to which they would be likely to buy electronic products from a foreign company. This links to issues related to the branding and whether the design and functionality of the products would need to be adapted in any way to meet local market and customer needs. Information on social factors would also help in determining the cultural context of NN country, for example, to gain an understanding of any potential cultural differences in the buyer behaviour of customers. •Technological factors would need to be explored relating to the communications infrastructure and any technological issues that might impact on the way the consumer electronic products are sold and associated distribution issues. This also links to a point made under the previous heading, but related to technology advancement in NN country, which could have consequences for the design and functionality of electronic products.3、【答案】Requirement (a)Many of the tools and techniques needed to manage large and complex projects can be effectively carried out using project management software. Most PC based packages contain facilities which assist in planning activities, work scheduling facilities, the ability to view relationships between tasks, resource management and progress monitoring and control.Project management software could assist the project manager of the new sporting facility in a number of ways:•Budgeting and cost control. This is critically important for V as a regional authority as public funds are being spent on this project and therefore costs must be managed to ensure that spending is kept within budget. PM software will allow the project manager to continually compare actual costs against budget for individual resources and activities and for the whole project. •Multiple project handling. It is likely that this project will need to be broken down into smaller projects to make them more manageable. This project is complex, with a number of sports facilities being constructed by specialist contractors. Therefore, it would be useful to break the project down into separate sub-projects that can be planned and monitored separately. •Planning. PM software will allow the PM to define the activities that need to be performed. It will maintain detailed task lists and create critical path analyses. It will allow the project manager to plan several thousand activities, allocating resources, setting start and completion dates and calculating expected times to complete.•Scheduling. PM software will build Gantt charts and network diagrams based on the task and resource lists and associated information. Any changes to the lists will automatically recreate a new schedule for the project.•Resource planning. A critical issue in project planning is resource planning, that is, ensuring the project has the correct level of manpower, equipment and material at the right place at the right time. Again, in a complex project such as the sporting facility this will be critical as a vast amount of material and manpower will be required on the different individual projects going on at the same time.•Resource histograms. These give the project manager a visual display of the usage and availability of the resources needed during the life of the project. This demonstrates clearly to the project manager where there may be resource shortages and will allow reallocation to take place or will indicate to the project manager where additional resources may need to be obtained to ensure critical activities are achieved.•Reporting. The project manager will have to regularly report to the various stakeholders on the progress of the project. PM software allows the project manager to generate progress reports, budget reports, resource reports, work breakdown structure reports and financial reports. These can be presented in a variety of formats to suit the needs of the different stakeholder groups.Requirement (b)The main stakeholders of the project are:•The Board of V (as the project sponsors)•The local residents•The three local businesses investing in the project•The staff•The contractors and equipment suppliers•The end customers and users of the sporting facility (such as residents of the town and local school children)All of the stakeholders identified will have different expectations from the project and the projectmanager must understand these differences and attempt to manage them. The project manager needs to understand the different levels of power and interest of the different groups as this will determine the most appropriate strategy for managing each stakeholder group.Strategies for managing stakeholder expectationsThe Board of VThese are likely to be ‘key players’ according to the Mendelow matrix, as they will have a high level of interest in the outcome and success of the project and they will also have a high degree of power, particularly in allocation of financial resources. The project manager must ensure that the Board of V is kept regularly updated on project progress, particularly in the area of project budgeting. Weekly progress reports should be presented to the Board of V, detailing progress on a number of key project activities and resourcesLocal residentsThe residents who have expressed a concern about the location of the new sporting facility clearly have a high level of interest in the project as they have already clearly expressed their concern to the local newspaper. Their level of power is likely to be limited unless they are able to create wider publicity and hostility to the facility in the town. Therefore, the project manager must communicate effectively with this group of residents in order to allay their fears. The project manager needs to present the positive sides of the project to the residents and offer positive support and reassurance to their concerns. Regular communication through local meetings should be carried out or a local resident representative could be assigned to the project committee. Local businesses investing in the projectThese investors are likely to have a high level of interest in the project as they will want to know that their money is being invested wisely and it will also be a positive boost to their local standing. Their level of power is likely to be limited to the amount of funds they are committing to the project. Again, the project manager must ensure that the local businesses are informed regularly of project progress and budget progress to ensure that a continual and good working relationship is maintained with these funding organisations. The project manager must make sure that these funding organisations maintain their commitment to the project throughout its life. StaffThe staff who will have to relocate to the new facility are likely to have a high level of interest in the project as it is going to affect the nature and location of their working lives. However, their level of power will be limited as they are likely to be few in number and will have little influence in the decision. The project manager must communicate with the staff members and identify the benefits to them of the relocation of the facility. The project manager must consider how to make staff positive towards the new facility as their negative attitude may affect the attitude of users in the future, so it is important to ensure that staff have a positive attitude towards the facility.Contractors and equipment suppliersThese stakeholders are likely to have a high level of power in the project as it is largely down to their level of work and commitment to the project as to whether it will be a success or not. They are likely to have a limited interest in the project itself, other than the assurance that they will be paid regularly for the work that they complete. Therefore, the project manager must keep the contractors satisfied by ensuring that they are provided with regular and accurate work schedules and plans to ensure that work is carried out efficiently and on time and to the projectplan. The contractors and suppliers must be involved at the early stages of the project life cycle in determining the project schedule and resource planning and must be involved in the continual and on-going revisions to schedule where necessary.End customers and users of the facilityThe end customer who will eventually use the facility once it is in operation is likely to have a low level of power and interest in the project itself. The project manager must always bear in mind that the end facility should be designed with the users in mind and must correspond to their needs, but during the project itself the project manager will need to present little information to this group, other than limited local bulletins and progress reports through local newspapers or the regional authority web site.参与CIMA的考生可按照复习计划有效进行，另外高顿网校官网CIMA考试辅导高清课程已经开通，还可索取CIMA考试通关宝典，针对性地讲解、训练、答疑、模考，对学习过程进行全程跟踪、分析、指导，可以帮助考生全面提升备考效果。
Strategic Management(战略管理-中英文)
Environments: 环境 •Internal内部 •External 外部
Competing via 竞争方 式…
Rivalry: 竞争 •Business level strategies 经营层次战略 •Multiproduct strategies 产品多元化战略 •Mergers & acquisitions 并购
Competing via 竞争方 式…
Rivalry: 竞争 •Business level strategies 经营层次战略 •Multiproduct strategies 产品多元化战略 •Mergers & acquisitions 并购
Market entry: 市场进入 •Across borders 跨国 •Alliances 联盟 •Entrepreneurship 创业
Market entry: 市场进入 •Across borders 跨国 •联盟 •Entrepreneurship 创业
External Environment Analysis 外部环境分 析
Potential Entrants 潜在竞争 对手 General Environment 总体环境
机动性增加，风险降低，资本需求降低 Allows the firm to focus on its core competencies. 发展核心竞争 力
Potential problems with outsourcing: 外包可能产生的问题 Job losses for the firm’s communities. 企业岗位减少 Hard to reverse outsourcing decisions. 外包决策难以收回
Strategic Management8
Follow this Learning Outline as you read and study this chapter.
The Importance of Strategic Management
• Define strategic management. • Explain why strategic management is important. • Discuss what studies of the effectiveness of strategic
implementation, and evaluation.
Types of Organizational Strategies
• Tell what strategies each level of management is typically responsible for.
• Describe the three major types of corporate strategies. • Explain the three growth strategies. • Discuss when organizations might pursue a stability
L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.
Strategic Management in Today’s Environment (cont’d)
L E A R N I N G O U T L I N E (cont’d)
strategic-human-resource-management
Figure 3–1
A SWOT Chart
Figure 3–2
SWOT Analysis The use of a SWOT chart to compile and organize the process of identifying company Strengths, Weaknesses, Opportunities, and Threats.
The Southwest Airlines’ Activity System
Figure 3–5
Source: Reprinted by permission of Harvard Business Review. From “What is Strategy?” by Michael E. Porter, November–December 1996. Copyright © 1996 by the President and Fellows of Harvard College, all rights reserved.
Strategic Human Resource Management
Strategic Human Resource Management The linking of HRM with strategic goals and objectives in order to improve business performance and develop organizational cultures that foster innovation and flexibility. Formulating and executing HR systems—HR policies and activities—that produce the employee competencies and behaviors the company needs to achieve its strategic aims.
strategic leadership and management
strategic leadership andmanagementStrategic Leadership and ManagementStrategic leadership and management are two intertwined concepts that play a pivotal role in any organization's success. Strategic leadership is about setting the vision, direction, and goals for the organization, while strategic management is about executing those goals efficiently and effectively.Leadership is about influencing and motivating people to achieve a common goal.A strategic leader has a clear understanding of the organization's mission, vision, and values. They are able to communicate these effectively to the team, aligning individual goals with the overall objectives of the organization. They create a shared sense of purpose and direction, fostering a culture of collaboration and innovation.Strategic management, on the other hand, is about planning, organizing, directing, and controlling the resources of the organization to achieve those strategic goals. It involves analyzing the external environment, understanding market trends and competitor behavior, and making informed decisions about where to invest resources. Strategic management also involves creating and implementing plans to mitigate risks and respond to changing circumstances.The intersection of strategic leadership and management lies in the execution of the strategy. A strategic leader needs to not only set the goals but also ensure that the team has the tools, resources, and support needed to achieve them. This requires a blend of vision, communication, decision-making, and leadership skills.In today's rapidly changing business environment, the importance of strategic leadership and management cannot be overstated. Organizations that are able to align their strategy with their execution are more likely to achieve their goals, adapt to change, and stay ahead of the competition. It is, therefore, crucial for leadersto continuously develop their strategic leadership and management skills to ensure the long-term success of their organizations.。
Strategic Success Factors for Business Growth
Strategic Success Factors for BusinessGrowthIn order to achieve sustainable business growth, it is essential for companies to identify and focus on the key strategic success factors that will drive their success. These factors serve as the foundation for developing and implementing a successful growth strategy that will enable the business to achieve its goals and objectives. In this article, we will explore some of the key strategic success factors that companies should consider when planning for growth.One of the most important strategic success factors for business growth is having a clear and defined vision and mission. A strong vision and mission statement provide the company with a sense of purpose and direction, and ensure that all employees are aligned towards a common goal. It also helps to communicate the company's values and priorities to stakeholders, including customers, employees, and investors. By having a clear vision and mission, companies can create a roadmap for growth and ensure that all their activities are aligned with their long-term objectives.Another essential strategic success factor for business growth is a strong focus on innovation. In today's rapidly changing business environment, companies need to continually innovate in order to stay ahead of the competition and meet the evolving needs of customers. Innovation can take many forms, from developing new products and services to improving business processes and procedures. Companies that prioritize innovation are more likely to identify new growth opportunities and adapt to changing market conditions, enabling them to sustain long-term success.Effective leadership is another critical strategic success factor for business growth. Strong leadership is essential for guiding the company towards its goals, motivating employees to perform at their best, and making tough decisions when necessary. A good leader is able to inspire trust and confidence in their team, build strong relationships with stakeholders, and create a positive work culture that fosters creativity, collaboration, andinnovation. By investing in leadership development and nurturing talented leaders within the organization, companies can strengthen their competitive position and drive sustainable growth.Strategic partnerships and collaborations are also key success factors for business growth. By forming partnerships with other companies, organizations, or industry players, companies can leverage their resources, expertise, and networks to create new growth opportunities and expand their market reach. Strategic partnerships can help companies enter new markets, access new customers, and develop innovative products and services more quickly and cost-effectively. By building strong and mutually beneficial partnerships, companies can achieve growth more effectively and sustainably than if they were to go it alone.Additionally, a focus on customer satisfaction and retention is crucial for business growth. Happy and satisfied customers are more likely to become repeat buyers, refer others to the company, and provide valuable feedback that can help the company improve its products and services. By prioritizing customer needs and delivering exceptional customer experiences, companies can build strong relationships with their customers, increase customer loyalty, and drive revenue growth. Customer-centric companies that listen to and act on customer feedback are better positioned to identify new growth opportunities and differentiate themselves from competitors.In conclusion, achieving sustainable business growth requires a strategic and holistic approach that takes into account a variety of factors. By focusing on key success factors such as having a clear vision and mission, prioritizing innovation, fostering strong leadership, building strategic partnerships, and focusing on customer satisfaction, companies can create a solid foundation for growth and position themselves for long-term success. By continuously evaluating and adjusting their strategies in response to changing market conditions, companies can adapt and thrive in today's competitive business landscape.。
战略管理英文作文
战略管理英文作文Title: Strategic Management: Key Principles and Applications。
Strategic management is the process of formulating and implementing strategies to achieve organizational goals and objectives. It involves analyzing internal and external environments, setting goals, formulating strategies, implementing plans, and evaluating outcomes. In today's dynamic and competitive business environment, effective strategic management is crucial for organizational success. This essay will explore the key principles and applications of strategic management.One of the fundamental principles of strategic management is environmental analysis. This involves scanning the external environment to identify opportunities and threats and analyzing the internal environment to assess strengths and weaknesses. Tools such as PESTEL analysis (Political, Economic, Social, Technological,Environmental, and Legal factors) and SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats) are commonly used in environmental analysis. By understanding the external and internal factors that affect the organization, managers can make informed decisions and develop appropriate strategies.Another important principle of strategic management is goal setting. Clear and measurable goals provide direction and purpose for the organization. Goals should be aligned with the organization's mission and vision and should be SMART (Specific, Measurable, Achievable, Relevant, and Time-bound). By setting goals, organizations can focustheir efforts and resources on activities that contribute to their strategic objectives.Formulating strategies is another critical aspect of strategic management. Strategies define how organizations will achieve their goals and objectives. There are various types of strategies, including corporate strategy, business strategy, and functional strategy. Corporate strategy involves decisions about the scope of the organization'sactivities and the allocation of resources among different businesses or divisions. Business strategy focuses on how a particular business unit will compete in its industry, while functional strategy deals with the activities of specific functional areas such as marketing, finance, and operations. Effective strategy formulation requires careful analysis, creativity, and alignment with the organization's goals and capabilities.Once strategies are formulated, they need to be implemented effectively. Implementation involvestranslating strategic plans into action and ensuring that resources are allocated and activities are coordinated to achieve desired outcomes. Effective implementation requires strong leadership, clear communication, and the involvement of employees at all levels of the organization. It also requires monitoring progress and making adjustments as needed to ensure that strategies remain relevant and effective.Evaluation and control are essential components of strategic management. Evaluation involves assessing theoutcomes of strategic initiatives against predetermined goals and objectives. It helps organizations understand what is working well and what needs improvement. Control involves monitoring performance, identifying deviations from plans, and taking corrective action when necessary. By regularly evaluating and controlling their strategies, organizations can learn from their experiences and improve their future decision-making.In conclusion, strategic management is a dynamic and iterative process that involves analyzing the environment, setting goals, formulating strategies, implementing plans, and evaluating outcomes. By adhering to key principles such as environmental analysis, goal setting, strategy formulation, implementation, and evaluation, organizations can enhance their competitiveness and achieve their long-term objectives. Effective strategic management isessential for navigating today's complex and uncertain business landscape.。
注会战略学完的读后感
注会战略学完的读后感英文回答：Through delving into the intricacies of strategic management, I have gained invaluable insights into the complexities of organizational behavior and its profound impact on business success. The course has provided me with a comprehensive understanding of the various frameworks and methodologies that guide organizations in formulating and executing effective strategies.One of the most significant takeaways from this course is the importance of developing a clear and compelling strategic vision. This vision serves as the guiding North Star for an organization, aligning its various functions and motivating its people towards a shared purpose. By carefully considering the internal strengths and weaknesses of an organization, as well as the external opportunities and threats, it is possible to craft a vision that is both ambitious and achievable.Furthermore, the course has emphasized the criticalrole of strategic analysis in informing decision-making. Through conducting thorough environmental scans andutilizing analytical frameworks, organizations can identify potential risks and opportunities, and develop contingency plans to mitigate potential challenges. By staying abreast of industry trends, competitive dynamics, and regulatory changes, organizations can proactively adapt to the ever-changing business landscape.The course has also highlighted the importance of effective strategic implementation. Once a strategy has been formulated, it is essential to develop a roadmap for its execution. This involves setting clear goals and objectives, aligning resources, and establishing a system for monitoring and evaluating progress. By empowering teams and fostering a culture of collaboration, organizations can ensure that strategies are implemented effectively and efficiently.In conclusion, completing this strategic managementcourse has been an incredibly enriching experience. I am now well-equipped with the knowledge and skills necessary to contribute to the development and execution of effective strategies within an organizational setting. I am confident that these learnings will empower me to make informed decisions, navigate complex business challenges, and ultimately drive organizational success.中文回答：通过深入学习战略管理的奥秘，我深入了解了组织行为的复杂性及其对企业成功的深远影响。
术英语(管理)含课后答案
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Unit 3 Corporate Strategies
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• Visit the official Wal-Mart website /AboutUs.
Scan the webpages and fill in the following table.
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Unit 3 Corporate Strategies
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Critical reading and thinking
supplementary information
Ansoff Growth Matrix Michael Porter’s three generic strategies Market penetration Market development Product development Diversification
学术英语 管理
Corporate Strategies
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Corporate Strategies
Corporate strategies are vital for the success of a business, and different businesses have different strategies. Wal-Mart — a multinational retailer, Starbucks — a coffee chain store, and Facebook — a social networking service and website, for example,
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