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管理學留學生作業:Relationship Between Strategic Management and Leadership

論文價格: 免費 時間:2022-11-14 15:13:23 來源:www.europeanvox.com 作者:留學作業網

管理學留學生作業-戰略管理與領導力的關系。本文是一篇留學生Management 作業范文,本作業的目的是分析組織中戰略管理與領導力之間的關系,討論其聯系、影響以及領導力風格在H&M中的具體適應方式。下面就一起來看一下這篇留學生作業范文的全部內容。

留學生作業范文

The objective of this essay is to analyze the relationship between strategic management and leadership in an organization, to discuss its link as well as the impact and how leadership styles are adapted specifically in H&M (Hennes and Mauritz).
1.1.1 The link between Management and Leadership 管理與領導之間的聯系
Strategic management and good leadership play an important role in meeting the organisation’s objective. The management is linked to processes and structures of the organization while the leadership is to the vision and values of the organization.
戰略管理和良好的領導力在實現組織目標方面發揮著重要作用。管理層與組織的流程和結構相聯系,而領導層則與組織的愿景和價值觀相聯系。       
According to Buhler, (2001), leadership is more focused on revitalizing individual’s performance. Management, on the other hand, is more absorbed on checking their performance levels.
根據Buhler領導力更側重于重振個人績效。另一方面,管理層更專注于檢查他們的績效水平。
The keys of any successful organization are the quality of its management and leadership skills. In a fast changing world, organizations are increasingly dependent on good management and leadership style to improve their business which somehow supports organizational productivity.
任何成功組織的關鍵是其管理和領導技能的質量。在一個瞬息萬變的世界中,組織越來越依賴于良好的管理和領導風格來改進其業務,這在某種程度上支持了組織的生產力。
1.1.2 Strategic Management 戰略管理
As per Parthasarthy, (2007), strategic management is a series of long-term decisions and actions taken by managers in which they select and implement strategies with a purpose of building the firm’s strengths through market positioning and/or accumulation of internal resources that will give the firm an advantage over rivals.
根據Parthasarthy戰略管理是管理者采取的一系列長期決策和行動,他們選擇和實施戰略,目的是通過市場定位和/或積累內部資源來增強公司的優勢,從而使公司在競爭對手中占據優勢。
Strategic management is said to be an area in an organization which deals with the major intended and emergent initiatives taken by managers on behalf of policy makers. It is mostly about the processes.
戰略管理據說是一個組織中的一個領域,它處理管理者代表決策者采取的重大計劃和緊急舉措。主要是關于流程。
1.1.3 Leadership 領導力
Drucker, (1986), refers leadership as a “lifting of people’s vision to a higher sight, the raising of their performance to a higher standard, the building of their personality beyond its normal limitations.”
德魯克將領導力稱為“將人們的視野提升到更高的水平,將他們的表現提升到更大的標準,超越其正常局限性的人格建設”
As per Parthasarthy, (2007), leadership broadly refers to “the ability of managers to conceive an inspiring vision, formulate goals, articulate them, and successfully guide a firm toward the envision future”.
根據Parthasarthy的說法,領導力廣義上指的是“管理者構想鼓舞人心的愿景、制定目標、明確目標并成功引導公司走向未來的能力”。
1.2 Case Study ( H&M, Hennes and Mauritz) 案例研究
H&M is well known as a successful and expansive Swedish fashion group. Today, it operates in 38 countries and has 76,000 employees throughout Europe, North America and Asia. The company offers a range of clothing, cosmetic, footwear and accessories for men, women, children and teenagers as stated in Ideas and Thoughts, (2009). The business runs by strong values as commercial mindset, simplicity, constant improvement, cost consciousness and entrepreneurship.
H&M作為一個成功且擴張的瑞典時尚集團而聞名。如今,該公司在38個國家開展業務,在歐洲、北美和亞洲擁有76000名員工。該公司為男性、女性、兒童和青少年提供一系列服裝、化妝品、鞋類和配件,如《想法與想法》所述。企業以商業思維、簡單、持續改進、成本意識和企業家精神等強大價值觀運營。
The CEO of H&M is Mr. Stefan Persson (born 4.10.1947), since 1982 Mr. Stefan has been the main shareholder of H&M. In 2010, he is second richest person in Sweden and 13th richest person in the world. In 2009 his son Mr. Karl-Johan Persson took over as president and CEO of H&M. The management strategy is linked with its leader, CEO of H&M. So far the vision of leadership is implemented with certain strategies to increase 10-15% in the number of stores every year, which would be founded internally. The aim is to increase sales in existing stores, while focusing on quality and continued profitability,
H&M的首席執行官是Stefan Persson先生(1947年4月4日出生),自1982年以來,Stefan先生一直是H&M公司的主要股東。2010年,他是瑞典第二富有的人,也是世界第十三富有的人。2009年,他的兒子卡爾·約翰佩爾森先生接任H&M總裁兼首席執行官。管理戰略與其領導者、H&M首席執行官聯系在一起。到目前為止,領導力的愿景是通過一定的戰略來實現的,即每年增加10-15%的門店數量,這些門店將在內部建立。目的是提高現有商店的銷售額,同時注重質量和持續盈利能力,
1.2.1 The impact of management and leadership styles on strategic decision.管理和領導風格對戰略決策的影響。
The objective of H&M is “fashion and quality at the best price”.
As per stated by Ideas and Thoughts, (2009), H&M focuses on three main aspects of business concept which are:
Price Control, this means, the company is constraining the number of merchants purchasing in bulk, depending on the massive proficiency in the design, the company is also ensuring to obtain goods the best production markets, and being conscious of the cost at all times while preserving the best distribution manufacturers.
H&M的目標是“以最佳價格提供時尚和質量”。             
根據《想法與思想》(2009)所述,H&M專注于商業概念的三個主要方面,
即:             
價格控制,這意味著,公司正在限制批量采購的商家數量,這取決于對設計的巨大熟練程度,公司也在確保在最佳生產市場上獲得商品,并時刻意識到成本,同時保留最佳分銷制造商。       
Design Control, merchandise are designed within the company and manufacturing is totally contract out.
設計控制,商品在公司內部設計,制造完全外包。       
Quality Control, the management is focused with the essentiality of the quality with wide-ranging testing and making sure of the least nature damage.
As a leading company of fashion and retail business they always have to boost their business strategy among the competitors. The strategy of H&M has been developing along with continuous business expansion, price competitiveness and profitability and reduction of lead time. In terms of expansion, the company has expanded largely around 2,000 stores in the recent years and they also extended in business like home wares and online shopping store. Talking about price competitiveness, H&M do business with right merchandise from the right production markets, being cost-conscious at all levels and maintaining effective distribution producers. Hence, quality products are be sold in an affordable price that can always beat the competitors while making profit. Furthermore, H&M is using IT system to control sales and the stocks, for the company to react quickly whenever new trends are identified and to avoid procurement of goods which are not appreciated by the market. Likewise, H&M relies on efficient and integrated systems for inventory management which have been able to reduce lead times while ensuring sufficient stock management.
質量控制,管理層通過廣泛的測試關注質量的重要性,并確保最小的自然損害。             
作為時尚和零售業的領先公司,他們總是必須在競爭對手中提升自己的商業戰略。H&M的戰略隨著業務的不斷擴張、價格競爭力和盈利能力以及交付周期的縮短而不斷發展。在擴張方面,該公司在近幾年中已擴大了大約2000家門店,并且還擴展了家居用品和網上購物商店等業務。在談到價格競爭力時,H&M從正確的生產市場中選擇正確的商品進行業務,在各個層面都具有成本意識,并保持有效的分銷生產者。因此,高質量的產品可以以實惠的價格出售,在盈利的同時總能擊敗競爭對手。此外,H&M正在使用IT系統控制銷售和庫存,以便公司在發現新趨勢時迅速做出反應,避免采購市場不認可的商品。同樣,H&M依賴于高效和集成的庫存管理系統,該系統能夠減少交付周期,同時確保充足的庫存管理。
H&M is leading the way in following a strategy of vertical integration with distribution network. This strategy has allowed the company to directly collect and fully exploit information about sales and customers in order to improve and accelerate response to the market.
H&M在遵循與分銷網絡垂直整合的戰略方面處于領先地位。這一戰略使公司能夠直接收集和充分利用有關銷售和客戶的信息,以改進和加快對市場的反應。       
In my own understanding, management and leadership strategies play a vital role in reaching the vision of the organization. Without the effective implementation of those would make the company paralyzed and unproductive.
在我自己的理解中,管理和領導策略在實現組織愿景方面起著至關重要的作用。如果這些措施得不到有效實施,公司將陷入癱瘓,無法生產。
1.2.2 Adaptation of Leadership Styles on different situation 領導風格在不同情況下的適應性
H&M management is performing a democratic leadership wherein staffs are encouraged to be involved in any activities pertaining to achieving a certain goal. In addition, open communication is present between the management and the staffs that would somehow break some grudges with one another. As part of it, meetings and trainings for both business and personal development with provided feedbacks for one’s improvement are also practiced.
H&M管理層實行民主領導,鼓勵員工參與與實現特定目標有關的任何活動。此外,管理層和員工之間存在著公開的溝通,這會以某種方式打破彼此之間的一些恩怨。作為其中的一部分,還將舉行會議和培訓,以促進業務和個人發展,并為個人的進步提供反饋。
H&M is committed to providing a workplace environment that offers employees opportunities to express their initiative and ideas. Team work, communication, respect and sharing of the responsibilities make the workplace unique and empowering. (H&M UK,2008)
Through the business strategies of H&M, the organization continues to grow up and leading as one of the top worldwide fashion and retail business. The management of H&M is comprehensible and determined to achieve the objective which is to be a leader in fashion and retail world for long.
H&M致力于提供一個工作環境,讓員工有機會表達自己的主動性和想法。團隊合作、溝通、尊重和分擔責任,使工作場所獨一無二,充滿力量。
通過H&M的業務戰略,該組織繼續成長并成為全球頂級時尚和零售企業之一。H&M的管理是可理解的,并決心實現長期成為時尚和零售界領導者的目標。
1.3 Conclusion 結論
Strategic Management and Leadership play an essential part of the organization. Having strategies without good leadership is worthless. I believe that strategies are formulated and be implemented by the management with good leadership to fulfil the vision of the organization and for the purpose of productivity that would somehow makes the organization liquid.
戰略管理和領導力是組織的重要組成部分。沒有良好的領導力就制定戰略是毫無價值的。我相信,戰略是由具有良好領導能力的管理層制定和實施的,以實現組織的愿景,并以某種方式提高組織的流動性。       
With the vision of being the leader in fashion retail, H&M always consider the values that they are keeping like, the fast pace & constant improvement, common sense, initiative, believing in people, being straightforward, cost conscious and teamwork. These values served as a guideline for them to work harmoniously without forgetting how to be effective and efficient individuals.
H&M以成為時尚零售業的領導者為愿景,始終考慮他們所保持的價值觀,快速發展和不斷改進、常識、主動性、對人的信任、直率、成本意識和團隊合作。這些價值觀是他們和諧工作的準則,而不會忘記如何成為高效的個人。
It is my recommendation that H&M should continue to provide motivation and incentive packages to all the employees for them to have more spirit to work effectively for the benefit of the organization.
我建議H&M應繼續為所有員工提供激勵和激勵方案,讓他們更有精神為組織的利益有效工作。
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