代寫(xiě)戰(zhàn)略管理assignment范例：Is Strategic Management an Art or a Science?
代寫(xiě)戰(zhàn)略管理assignment范例-戰(zhàn)略管理是一門(mén)藝術(shù)還是一門(mén)科學(xué)？本文是一篇由本站代寫(xiě)服務(wù)提供的留學(xué)生assignment范文，主要內(nèi)容是講戰(zhàn)略管理是制定、實(shí)施和評(píng)估跨職能決策的藝術(shù)和科學(xué)，這些決策將使組織能夠?qū)崿F(xiàn)其目標(biāo)。它是指定組織的目標(biāo)，制定實(shí)現(xiàn)這些目標(biāo)的政策和計(jì)劃，并分配資源來(lái)實(shí)施實(shí)現(xiàn)組織目標(biāo)的政策與計(jì)劃的過(guò)程。下面就一起來(lái)看一下這篇Assignment代寫(xiě)范例的具體內(nèi)容。
戰(zhàn)略管理是制定、實(shí)施和評(píng)估跨職能決策的藝術(shù)和科學(xué)，這些決策將使組織能夠?qū)崿F(xiàn)其目標(biāo)。它是指定組織的目標(biāo)，制定實(shí)現(xiàn)這些目標(biāo)的政策和計(jì)劃，并分配資源來(lái)實(shí)施實(shí)現(xiàn)組織目標(biāo)的政策與計(jì)劃的過(guò)程。
Strategic management is the art and science of formulating, implementing and evaluating cross-functional decisions that will enable an organization to achieve its objectives. It is The process of specifying the organization’s objectives, developing policies and plans to achieve these objectives, and allocating resources to implement the policies and plans to achieve the organization’s objectives.
因此，戰(zhàn)略管理將企業(yè)各個(gè)職能領(lǐng)域的活動(dòng)相結(jié)合，以實(shí)現(xiàn)組織目標(biāo)。它是最高級(jí)別的管理活動(dòng)，通常由董事會(huì)制定，由組織的首席執(zhí)行官和執(zhí)行團(tuán)隊(duì)執(zhí)行。戰(zhàn)略管理為企業(yè)提供了全面的指導(dǎo)，與組織研究領(lǐng)域密切相關(guān)。
Strategic management, therefore, combines the activities of the various functional areas of a business to achieve organizational objectives. It is the highest level of managerial activity, usually formulated by the Board of directors and performed by the organization’s Chief Executive Officer (CEO) and executive team. Strategic management provides overall direction to the enterprise and is closely related to the field of Organization Studies.
公司的戰(zhàn)略包括競(jìng)爭(zhēng)舉措和管理者用來(lái)取悅客戶、成功競(jìng)爭(zhēng)和實(shí)現(xiàn)組織目標(biāo)的商業(yè)方法的結(jié)合。我們可以將“戰(zhàn)略”定義為一個(gè)組織所需形象、方向和目的地的長(zhǎng)期藍(lán)圖——它想成為什么樣的組織，想做什么，想去哪里。以下其他定義對(duì)于理解該術(shù)語(yǔ)也很重要：
A company’s strategy consists of the combination of competitive moves and business approaches that managers employ to please customers, compete successfully and achieve organizational objectives. We may define ‘strategy’ as a long range blueprint of an organization’s desired image, direction and destination what it wants to be, what it wants to do and where it wants to go. Following other definitions are also important to understand the term:
“組織活動(dòng)和產(chǎn)品市場(chǎng)之間的共同主線，定義了組織過(guò)去或計(jì)劃未來(lái)的基本業(yè)務(wù)性質(zhì)”。
”The common thread among the organization’s activities and product-markets that defines the essential nature of business that the organization was or planned to be in future”.
“旨在確保實(shí)現(xiàn)企業(yè)基本目標(biāo)的統(tǒng)一、全面和綜合計(jì)劃”。
”A unified, comprehensive and integrated plan designed to assure that the basic objectives of the enterprise are achieved”.
Scope and Nature of Strategic Management 戰(zhàn)略管理的范圍和性質(zhì)
固定單位的使命：每個(gè)公司的成立背后都有一定的目標(biāo)。為了實(shí)現(xiàn)這些目標(biāo)，長(zhǎng)期和短期的目的和目標(biāo)都是固定的。
To fix mission of the unit: There is certain objectives, behind establishment of the each company. To achieve such objectives, long term as well short-term purposes and goals are fixed.
創(chuàng)造有利的內(nèi)部環(huán)境：在企業(yè)的內(nèi)部環(huán)境中，包括財(cái)務(wù)資源、生產(chǎn)工具和生產(chǎn)能力、銷(xiāo)售能力、人力、物理設(shè)施等。如果這些環(huán)境資源不合適，為了滿足單位的目標(biāo)，應(yīng)努力使其變得方便。
To make favourable internal environment: In internal environment of business, financial resources, production tools and production capacity, selling capacity, manpower, physical facilities etc. are included. In case if such environmental resources are not proper, to meet with objectives of the unit, efforts should be made to make it convenient.
外部環(huán)境分析與評(píng)價(jià)：在外部環(huán)境中，包括競(jìng)爭(zhēng)對(duì)手的政策、競(jìng)爭(zhēng)對(duì)手的產(chǎn)品、客戶的趨勢(shì)、新的研究、教育、技術(shù)、政府政策、時(shí)尚、稅收等。通過(guò)分析當(dāng)前和未來(lái)影響的外部環(huán)境因素，如政府的進(jìn)出口政策和稅收政策，它對(duì)業(yè)務(wù)的影響，考慮到客戶的時(shí)尚變化趨勢(shì)，應(yīng)安排營(yíng)銷(xiāo)管理，對(duì)當(dāng)前和未來(lái)的外部環(huán)境影響進(jìn)行評(píng)估。
Analysis and evaluation of External environment: In external environment, policy of competitors, product of competitors, trend of customers, new research, education, technology, government policy, fashion, taxes etc. many such matters are involved. An evaluation to be made in relation to, external environmental factors affecting currently and in future, by making its analysis e. g. government’s export import policy and tax policy, how it’s affecting the business, considering the trend of customers in changing fashion, into account, marketing management should be arranged.
（4） SWOT分析：在對(duì)內(nèi)部和外部環(huán)境進(jìn)行研究后，進(jìn)行SWOT分析。其中，考慮了公司的優(yōu)勢(shì)、劣勢(shì)、機(jī)遇和威脅。這些每一個(gè)因素都與公司的目標(biāo)有關(guān)，并制定了適當(dāng)?shù)膽?zhàn)略，以避免這些因素之間的阻礙。例如，公司有足夠的出口導(dǎo)向，但其勞動(dòng)力沒(méi)有正常工作。這是公司的弱點(diǎn)。若采取適當(dāng)?shù)拇胧?，該公司有足夠的潛力增加出口業(yè)務(wù)。但是，如果不及時(shí)采取適當(dāng)?shù)拇胧?，就?huì)有產(chǎn)品過(guò)時(shí)和浪費(fèi)的風(fēng)險(xiǎn)。
(4) SWOT analysis to be made: After making study of internal as well external environment, SWOT analysis should be done. In which, company’s strength, weakness, opportunities and threats are taken into account. Such each factor are related to the company’s objectives and proper strategy is made, to avoid obstructive matters among this e. g. Company has enough export orientation, but its labor are not working regularly. This is the company’s weakness. If proper steps are taken, company has enough potential for increase in export business. But, if no timely proper steps are taken, then there is risk of product to be out of fashion and wastage of product.
（5） 選擇新的替代方案以實(shí)現(xiàn)使命：為了實(shí)現(xiàn)公司的愿景，應(yīng)該從為實(shí)現(xiàn)使命而找到的許多替代方案中適當(dāng)選擇一個(gè)替代方案。在這個(gè)階段，選擇最佳的替代方案，同時(shí)考慮公司的能力、弱點(diǎn)、風(fēng)險(xiǎn)和商機(jī)，例如，對(duì)于準(zhǔn)備太陽(yáng)能汽車(chē)的任務(wù)，首先應(yīng)該優(yōu)先考慮，對(duì)于準(zhǔn)備小型機(jī)器或太陽(yáng)能汽車(chē)，在取得成功后，研制“太陽(yáng)能汽車(chē)”的任務(wù)可以實(shí)現(xiàn)。
(5) Selection of new alternatives to achieve mission: For achievement of mis??sion of the company, proper selection of an alternative should be made out of many alternatives found out for benefit of achievement of mission. At this stage, best alternative is selected, keeping company’s capacity, weaknesses, risks, and business opportunities into consideration, e. g. For mission of preparing motorcar running by solar energy, first of all preference should be given, for preparing small machines or vehicles run by solar energy, after getting success on it, mission of preparing “solar motor-car” can be achieved.
（6） 制定大戰(zhàn)略：針對(duì)確定的公司業(yè)務(wù)備選方案，有必要明確公司的長(zhǎng)期目標(biāo)。為了實(shí)現(xiàn)這一目標(biāo)，我們制定了一個(gè)目標(biāo)戰(zhàn)略，例如，生產(chǎn)小型機(jī)器和車(chē)輛，使用太陽(yáng)能，選擇地點(diǎn)，建立工廠，保留研究部門(mén)，在實(shí)驗(yàn)基礎(chǔ)上進(jìn)行生產(chǎn)，然后進(jìn)行商業(yè)生產(chǎn)。
(6) To develop grand strategy: In relation to company’s business alternatives ascertained, it is necessary to clarify long-term objectives of the company. For success of such objective, a goal strategy is prepared, e. g. for production of small machines and vehicles, run by solar energy, a location to be selected, to erect plant, to keep research department, pro??duction to be done on experimental basis and thereafter commercial production to be made.
（7） 確定短期年度目標(biāo)：為了公司最高任務(wù)的成功，需要確定短期目標(biāo)。一般來(lái)說(shuō)，它們的持續(xù)時(shí)間為半年或一年。為此，制定了時(shí)間表和預(yù)算。在年度期間，編制一份時(shí)間表，說(shuō)明生產(chǎn)哪種產(chǎn)品、何時(shí)生產(chǎn)以及生產(chǎn)多少車(chē)輛，例如何時(shí)生產(chǎn)機(jī)械或車(chē)輛，有必要確定目標(biāo)，在多長(zhǎng)時(shí)間內(nèi)生產(chǎn)多少車(chē)輛以及生產(chǎn)什么車(chē)輛。
(7) To fix short-term annual targets: For success of company’s top mission, a short-term targets are required to be ascertained. Generally, they are of half-year or annual duration. For this a time schedule and budget is prepared. During annual period, a time table is prepared that, production of which product, when and how much would be made e. g. when production of machineries or vehicles is to be made, it is necessary to fix targets, that during how much period, how many and what vehicles would be manufactured.
（8） 籌集資源和設(shè)施：為了按照時(shí)間表實(shí)現(xiàn)目標(biāo)，有必要籌集所需的資源和設(shè)施。關(guān)于產(chǎn)量的增加，需要增加員工及其設(shè)施。在這一階段，應(yīng)在確定財(cái)務(wù)資源和非財(cái)務(wù)資源的可用性后，對(duì)其進(jìn)行適當(dāng)分配，對(duì)管理進(jìn)行必要的改革，以鼓勵(lì)員工實(shí)現(xiàn)目標(biāo)等。這些事項(xiàng)都已考慮在內(nèi)。
(8) To raise resources and facilities: To achieve targets as per time schedule, it is necessary to raise required resources and facilities. In relation to increase in production, it is required to increase employees and their facilities. At this stage, proper distribution of financial as well non-financial resources is to be made after ascertaining their availability, necessary changes in administration to be made, to encourage employees in relation to achieve targets etc. such matters are taken into account.
（9） 對(duì)活動(dòng)的評(píng)估和控制：有必要定期評(píng)估，在確定的時(shí)間內(nèi)，整個(gè)戰(zhàn)略的成功以何種速度實(shí)現(xiàn)了短期目標(biāo)。如果活動(dòng)沒(méi)有朝著既定目標(biāo)的方向發(fā)展。對(duì)相關(guān)員工進(jìn)行培訓(xùn)、指導(dǎo)、領(lǐng)導(dǎo)和鼓勵(lì)。通過(guò)將結(jié)果與原始目標(biāo)進(jìn)行比較，如果結(jié)果不好，可以通過(guò)控制步驟使活動(dòng)更加有效，例如控制步驟、必要的技術(shù)變化、提供培訓(xùn)、與貿(mào)易商簽訂合同、政策、程序和方法的變化。
(9) Evaluation and control on activities: It is necessary to evaluate regularly that, short-term targets, within decided period, for success of entire strategy, are achieved, at what rate. If activities are not progressing towards direction of decided goals, steps, viz. training to related employees, guidance, leadership and encouragement should be taken. By comparing results with original targets, activities can be made more effective by controlling steps, if results are not favorable, e. g. as controlling steps, necessary changes in technology, providing training, making contracts with traders, changes in policy, procedure and methods may be made.
戰(zhàn)略管理的重要性戰(zhàn)略管理為企業(yè)的所有重大商業(yè)決策提供了框架，如業(yè)務(wù)、產(chǎn)品和市場(chǎng)、制造設(shè)施、投資和組織結(jié)構(gòu)的決策。在一個(gè)成功的公司中，戰(zhàn)略規(guī)劃是各種商業(yè)機(jī)會(huì)的探路者；同時(shí)，它也作為一種企業(yè)防御機(jī)制，幫助企業(yè)避免在產(chǎn)品市場(chǎng)選擇或投資中出現(xiàn)代價(jià)高昂的錯(cuò)誤。戰(zhàn)略管理的最終責(zé)任是為企業(yè)組織提供一定的核心競(jìng)爭(zhēng)力和競(jìng)爭(zhēng)優(yōu)勢(shì)，以爭(zhēng)取生存和發(fā)展。這不僅僅是一個(gè)預(yù)測(cè)未來(lái)的問(wèn)題。這不僅僅是一項(xiàng)預(yù)測(cè)工作；它關(guān)注的是確保公司有一個(gè)美好的未來(lái)。它試圖讓公司做好面對(duì)未來(lái)的準(zhǔn)備，甚至塑造有利于自己的未來(lái)。它的最終負(fù)擔(dān)是影響對(duì)其有利的環(huán)境力量，深入環(huán)境并塑造環(huán)境，而不是被其動(dòng)蕩或不確定性沖昏頭腦。正是環(huán)境的不確定性使得戰(zhàn)略和戰(zhàn)略行為在企業(yè)中至關(guān)重要。環(huán)境的不確定性越大，戰(zhàn)略管理的必要性就越重要。
Importance of Strategic Management Strategic management provides the framework for all the major business decisions of an enterprise such as decisions on businesses, products and markets, manufacturing facilities, investments and organizational structure. In a successful corporation, strategic planning works as the pathfinder to various business opportunities; simultaneously, it also serves as a corporate defence mechanism, helping the firm avoid costly mistakes in product market choices or investments. Strategic management has the ultimate burden of providing a business organization with certain core competencies and competitive advantages in its fight for survival and growth. It is not just a matter of projecting the future. It is not just a forecasting job; it is concerned with ensuring a good future for the firm. It seeks to prepare the corporation to face the future and even shape the future in its favour. Its ultimate burden is influencing the environmental forces in its favour, working into the environs and shaping it, instead of getting carried away by its turbulence or uncertainties. It is environmental uncertainty that makes strategy and strategic conduct essential in a business. The more intense the environmental uncertainty, more critical is the need for strategic management.
戰(zhàn)略管理過(guò)程中自然需要大量的思想、專業(yè)知識(shí)和努力。企業(yè)的努力和活動(dòng)的成功在很大程度上取決于戰(zhàn)略管理的質(zhì)量，即愿景、洞察力、經(jīng)驗(yàn)、判斷質(zhì)量以及方法和措施的完善。
Quite naturally, considerable thought, expertise and effort goes into the process of strategic management. The success of the efforts and activities of the enterprise depends heavily on the quality of strategic management, i.e. the vision, insight, experience, quality of judgment and the perfection of methods and measures.
戰(zhàn)略規(guī)劃和實(shí)施已成為所有組織在當(dāng)前動(dòng)蕩的商業(yè)環(huán)境中生存和發(fā)展的必要條件。”達(dá)爾文所宣揚(yáng)的“適者生存”是組織生存的唯一原則，“適者”不是“最大”或“最強(qiáng)”的組織，而是那些能夠成功改變和適應(yīng)商業(yè)環(huán)境變化的組織。就像曾經(jīng)統(tǒng)治地球但未能在地球自然環(huán)境變化的條件下生存的恐龍滅絕一樣，許多組織巨頭也走上了滅絕的道路，未能應(yīng)對(duì)商業(yè)環(huán)境的劇烈變化。同樣，商業(yè)遵循“輸贏”的戰(zhàn)爭(zhēng)原則，在商業(yè)世界中不一定會(huì)出現(xiàn)雙贏的局面。因此，組織必須在商業(yè)戰(zhàn)中建立相對(duì)于競(jìng)爭(zhēng)對(duì)手的競(jìng)爭(zhēng)優(yōu)勢(shì)才能獲勝。只有在戰(zhàn)略分析、制定和實(shí)施之后，才能做到這一點(diǎn)。
Strategic planning and implementation have become a must for all organizations for their survival and growth in the present turbulent business environment. ‘Survival of fittest ‘a(chǎn)s propagated by Darwin is the only principle of survival for organization, where ‘fittest’ are not the ‘largest’ or ‘strongest’ organization but those who can change and adapt successfully to the changes in business environment. Just like the extinction of the dinosaurous who ruled the earth one time but failed to survive in change condition of earth natural environment many organizational giants have also followed the path of extinction failing to manage drastic changes in the business environment. Also business follows the war principle of ‘win or lose’, and not necessarily win-win situation arises in business world. Hence the organization has to build its competitive advantage over the competitors in the business warfare in order to win. This can be done only following strategic analysis, formulation and implementation.
THE TASK OF STRATEGIC MANAGEMENT 戰(zhàn)略管理的任務(wù)
戰(zhàn)略制定/戰(zhàn)略實(shí)施過(guò)程包括五項(xiàng)相互關(guān)聯(lián)的管理任務(wù)。這些是
The strategy-making/strategy-implementing process consists of five interrelated managerial tasks. These are
設(shè)定愿景和使命：形成組織發(fā)展方向的戰(zhàn)略愿景，以提供長(zhǎng)期方向，描繪公司試圖成為什么樣的企業(yè)，并為組織注入有目的的行動(dòng)感。
Setting vision and mission: Forming a strategic vision of where the organization is headed, so as to provide long-term direction, delineate what kind of enterprise the company is trying to become and infuse the organization with a sense of purposeful action.
設(shè)定目標(biāo)：將戰(zhàn)略愿景轉(zhuǎn)化為公司要實(shí)現(xiàn)的具體績(jī)效成果。
Setting objectives: Converting the strategic vision into specific performance outcomes for the company to achieve.
制定戰(zhàn)略以實(shí)現(xiàn)預(yù)期結(jié)果。
Crafting a strategy to achieve the desired outcomes.
高效地實(shí)施和執(zhí)行所選擇的戰(zhàn)略。
Implementing and executing the chosen strategy efficiently and effectively.
根據(jù)實(shí)際經(jīng)驗(yàn)、不斷變化的條件、新想法和新機(jī)會(huì)，評(píng)估績(jī)效，并在愿景、長(zhǎng)期方向、目標(biāo)、戰(zhàn)略或執(zhí)行方面進(jìn)行糾正性調(diào)整。
Evaluating performance and initiating corrective adjustments in vision, long-term direction, objectives, strategy, or execution in light of actual experience, changing conditions, new ideas, and new opportunities.
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