Management Paper代寫案例：Classical Management Theories

Management Paper代寫案例-古典管理理論。本文是一篇由本站代寫服務(wù)提供的paper寫作案例范文，主要內(nèi)容是講述在美國，以服務(wù)為基礎(chǔ)的組織(如圖書館)仍在使用官僚管理看，威奇托州立大學(xué)圖書館是法約爾的官僚管理思想仍在使用的一個具體例子，美國郵政服務(wù)也仍在使用官僚主義?，F(xiàn)在，組織主要受到外部環(huán)境的影響，這些環(huán)境經(jīng)常隨著時間的推移而波動。然而，經(jīng)典管理理論呈現(xiàn)出一個不受外部影響的組織形象。古典的管理理論現(xiàn)在正在逐漸消失，主要原因是古典理論家認(rèn)為人和他們的需求次于組織的需求。目前，人力資源管理對科學(xué)方法提出了嚴(yán)峻的挑戰(zhàn)。此外，在組織中，官僚管理正迅速讓位于矩陣結(jié)構(gòu)。然而，古典管理理論是重要的，因?yàn)樗鼈円肓斯芾淼母拍睿鳛橹橇Ψ治龅闹黝}，并提供了后來管理思想流派發(fā)展的思想基礎(chǔ)。以下就是這篇Business Paper代寫案例的具體內(nèi)容，供參考。

The Bureaucratic Management is still used in the USA by service-based organizations such as libraries. One concrete example where Fayols Bureaucratic Management ideas are still in use is at the Wichita State University Libraries. Bureaucracy is also still being used in the US Postal Service.

在美國，以服務(wù)為基礎(chǔ)的組織(如圖書館)仍在使用官僚管理。威奇托州立大學(xué)圖書館是法約爾的官僚管理思想仍在使用的一個具體例子。美國郵政服務(wù)也仍在使用官僚主義。

In Mauritius, mass production lines and piece rate systems are used in the garment and manufacturing industries. Another industry where the Classical Management Theories are still in use is in the sea-food hub, more specifically at the Mauritius Tuna Processing Plant.

在毛里求斯，服裝和制造業(yè)采用大規(guī)模生產(chǎn)線和計件制。古典管理理論仍在使用的另一個行業(yè)是海鮮中心，更具體地說，是毛里求斯金槍魚加工廠。

Mauritius and its economy are at a pivotal point. The pace of change is exhilarating. That is why in his budget speech 2008-2009, Hon. Rama Sithanen, Minister of Finance pointed out the urgency for our economy to shift from the traditional pillars to a service-oriented economy and to a knowledge-based society. For instance, he advocated that the ICT sector must add to the pillars of the Mauritian economy. Business leaders expect ICT to have a greater impact on their business. The industries experiencing the greatest change are the technology, telecommunications and financial services. The Minister also stressed on the development of the SMEs as he formulated that in terms of job creation, new jobs will come mostly from small businesses and medium-sized companies.

毛里求斯及其經(jīng)濟(jì)正處于關(guān)鍵時刻。變化的速度令人振奮。這就是為什么財政部長Rama Sithanen在2008-2009年預(yù)算演講中指出，我國經(jīng)濟(jì)迫切需要從傳統(tǒng)支柱轉(zhuǎn)向服務(wù)型經(jīng)濟(jì)和知識型社會。例如，他主張信息通信技術(shù)部門必須成為毛里求斯經(jīng)濟(jì)的支柱。商業(yè)領(lǐng)袖期望信息通信技術(shù)對他們的業(yè)務(wù)產(chǎn)生更大的影響。經(jīng)歷最大變化的行業(yè)是科技、電信和金融服務(wù)。部長還強(qiáng)調(diào)了中小企業(yè)的發(fā)展，他表示，在創(chuàng)造就業(yè)機(jī)會方面，新的就業(yè)機(jī)會將主要來自中小企業(yè)。

But since the formulation of the Classical Management Theories in the 18th century, the economic landscape has changed. Businesses do not exist in a vacuum. They are in fact open systems with constant and dynamic interaction with the environment. Today’s business environment is global and highly competitive. Managers are becoming increasingly aware of the effects of the business environment

但自18世紀(jì)古典管理理論形成以來，經(jīng)濟(jì)格局發(fā)生了變化。企業(yè)不是存在于真空中。它們實(shí)際上是開放的系統(tǒng)，與環(huán)境進(jìn)行持續(xù)的動態(tài)交互。今天的商業(yè)環(huán)境是全球化和高度競爭的。管理人員越來越意識到商業(yè)環(huán)境的影響

There are two aspects of the business environment, namely the internal and the external environment. The internal environment relates to those factors that the organisation can relatively control. These are the owners, employees, customers, suppliers, authorities and pressure groups. But the external environment that constitutes the PEST (Political, Economical, Social and Technological) factors is relatively remote from what the organisation can control. Without the ability to analyse the strength and weaknesses of the internal and the opportunities and threats of the external environments, managers risk making decisions that are not in the best interest of the organisation. At the same time, worldwide concern about the natural environment has emerged. Current natural environmental concerns are pollution, climate changes, ozone depletion and other global issues like biodiversity, adequate water supplies, population and food security. As McDonald’s concluded, today’s managers have to be concerned not only with the scientific facts but with public perception.

商業(yè)環(huán)境有兩個方面，即內(nèi)部環(huán)境和外部環(huán)境。內(nèi)部環(huán)境是指組織能夠相對控制的因素。這些人包括所有者、雇員、客戶、供應(yīng)商、當(dāng)局和壓力集團(tuán)。但是，構(gòu)成PEST(政治、經(jīng)濟(jì)、社會和技術(shù))因素的外部環(huán)境與組織可以控制的相對較遠(yuǎn)。如果沒有能力分析內(nèi)部的優(yōu)勢和劣勢以及外部環(huán)境的機(jī)會和威脅，管理人員就有可能做出不符合組織最佳利益的決策。與此同時，世界范圍內(nèi)對自然環(huán)境的關(guān)注已經(jīng)出現(xiàn)。目前的自然環(huán)境問題是污染、氣候變化、臭氧消耗和其他全球性問題，如生物多樣性、充足的水供應(yīng)、人口和糧食安全。正如麥當(dāng)勞總結(jié)的那樣，今天的管理者不僅要關(guān)注科學(xué)事實(shí)，還要關(guān)注公眾的看法。

Today’s business environment is characterized with changes, innovations and uncertainty. It is becoming more challenging amid global economic slowdown and turmoil in the financial sector. Businesses must at all cost adapt or die. Out of five businesses experiencing a disaster or extended outage,

當(dāng)今的商業(yè)環(huán)境充滿了變化、創(chuàng)新和不確定性。在全球經(jīng)濟(jì)放緩和金融領(lǐng)域動蕩的背景下，這一問題變得更具挑戰(zhàn)性。企業(yè)必須不惜一切代價適應(yīng)，否則就會消亡。在經(jīng)歷災(zāi)難或長時間停機(jī)的五家企業(yè)中，

a) Two never re-open their doors.

b) One of the remaining three will close within two years.

The business environment is exceedingly tough and competitive. Competition is intensifying in many sectors. Technology is constantly creating new opportunities and threats. There are changes to the regulatory environment: the advent of the Equal Opportunities Act being a clear example. Customer tastes are also changing – providing a moving target. Smart companies operating in highly competitive business environments are working very hard to improve efficiency and productivity, test high-yielding new initiatives, and differentiate themselves from competitors.

a)兩家永遠(yuǎn)不會重新開門。

b)其余三家中的一家將在兩年內(nèi)關(guān)閉。

商業(yè)環(huán)境異常艱難，競爭激烈。許多行業(yè)的競爭正在加劇。技術(shù)不斷創(chuàng)造新的機(jī)會和威脅。監(jiān)管環(huán)境發(fā)生了變化:《平等機(jī)會法》的出臺就是一個明顯的例子。顧客的口味也在變化——這是一個不斷變化的目標(biāo)。在高度競爭的商業(yè)環(huán)境中運(yùn)作的聰明公司非常努力地提高效率和生產(chǎn)力，測試高收益的新計劃，并將自己與競爭對手區(qū)分開來。

Command and Control Management style (as stated in the Classical Management Theories) is effective in an environment where both change and competition are limited and there is plenty room for error (high profit margins). Such is not the case in the age of computing and communications. In today’s business environment, things change very quickly and profit margins are reducing. In addition, more things are happening on a continuing basis. Because of the speed at which things are changing, it is important to push decision-making down in the organization to the level that has all of the information at the time when a decision must be made. This calls for very different management attitudes, it demands a democratic and flexible point of view and of course accountability must be delegated. All these are not present in the Classical Management Theories.

命令和控制管理風(fēng)格(如古典管理理論中所述)在變化和競爭都有限、有足夠的犯錯空間(高利潤率)的環(huán)境中是有效的。在計算機(jī)和通信時代，情況并非如此。在今天的商業(yè)環(huán)境中，事物變化非?？?，利潤空間正在減少。此外，更多的事情正在持續(xù)發(fā)生。由于事物變化的速度，將組織中的決策推到必須做出決策時擁有所有信息的級別是很重要的。這需要非常不同的管理態(tài)度，需要一種民主和靈活的觀點(diǎn)，當(dāng)然必須下放責(zé)任。這些都是古典管理理論所沒有的。

Rapid change that is sweeping through every aspect of the business environment today prompts managers to rethink the ways they do things. Although the Classical Management model has evolved quite a bit, it is still geared to a rigid structure and command-and-control mentality. This model was well tailored to an environment where change was slow and evolutionary rather than rapid and revolutionary. It helped organise processes and foster a sense of accountability, order and discipline. What it lacks is flexibility, making the organisation irresponsive to continuous internal and external environment changes. We have reached a limit to what can be accomplished using the Classical Management approaches. But by changing the way managers do things, that constraint can be removed. This is not to say that the basics of Classical Management should be ignored, but they are just not enough to get the job done in today’s business environment.

如今，快速變化席卷了商業(yè)環(huán)境的方方面面，這促使管理者重新思考他們的做事方式。盡管經(jīng)典管理模式已經(jīng)發(fā)展了很多，但它仍然是一種僵化的結(jié)構(gòu)和命令與控制的心態(tài)。這種模式很好地適應(yīng)了一個變化緩慢而漸進(jìn)的環(huán)境，而不是快速而革命性的環(huán)境。它幫助組織了各種程序，培養(yǎng)了一種責(zé)任感、秩序感和紀(jì)律性。它缺乏的是靈活性，使組織對內(nèi)部和外部環(huán)境的持續(xù)變化反應(yīng)遲鈍。我們已經(jīng)達(dá)到了使用古典管理方法所能完成的極限。但通過改變管理者做事的方式，這種約束可以被消除。這并不是說古典管理的基礎(chǔ)知識應(yīng)該被忽視，但它們不足以在當(dāng)今的商業(yè)環(huán)境中完成工作。

Although Classical Management Theories are quite useful in the early stages of economic development, they are not an adequate explanation of how to administer organisations in a complex, developed society. When it comes to seeking cost, efficiency, productivity and profitability improvements, the Classical Management Theories have a limited field of action. Managers need to get used to the idea that what worked yesterday won’t tomorrow. They need to work on tomorrow today. When the business environment becomes more challenging, it is actually an opportune time for managers to think about ways to reinvent their business. We find that new managers are willing to investigate innovative solutions to business problems because they are unhampered by the limitations of tools and methods of the past. It is not so much that established managers are not willing to change; it has more to do with that fact that they are using methods that were designed for different circumstances. And they worked. So, established managers have to be prepared to discard something that has been effective for them. Managers need to use today’s tools to solve today’s problems. They must be willing to learn about new ways of doing things.

盡管古典管理理論在經(jīng)濟(jì)發(fā)展的早期階段非常有用，但它們并不能充分解釋如何在一個復(fù)雜的發(fā)達(dá)社會中管理組織。當(dāng)涉及到尋求成本、效率、生產(chǎn)力和盈利能力的改進(jìn)時，古典管理理論的作用領(lǐng)域有限。經(jīng)理們需要習(xí)慣這樣的想法:昨天奏效的東西明天就行不通了。他們今天需要做明天的工作。當(dāng)商業(yè)環(huán)境變得更具挑戰(zhàn)性時，實(shí)際上是管理者思考如何重塑業(yè)務(wù)的好時機(jī)。我們發(fā)現(xiàn)，新經(jīng)理愿意研究商業(yè)問題的創(chuàng)新解決方案，因?yàn)樗麄儾皇苓^去工具和方法的限制。這并不是說現(xiàn)有的管理者不愿意改變;這更多的是因?yàn)樗麄兪褂玫姆椒ㄊ菫椴煌那闆r設(shè)計的。他們成功了。因此，成熟的管理者必須準(zhǔn)備放棄一些對他們有效的東西。管理者需要使用今天的工具來解決今天的問題。他們必須愿意學(xué)習(xí)新的做事方法。

To compete successfully in the global arena, managers must now act as entrepreneurs and create new business models – rethink, re-plan, strategize, innovate and learn continuously. Innovation is the most important source for organisations to gain competitive advantage, and advanced innovation management is critical to a business’s sustainable development. Classical Management theories can’t catch up with the dramatic changes of the business environment. Once-reliable guides for managerial actions no longer exist. In an environment virtually bereft of the old rules of conducting business, there is no safety net. Every process, procedure, rule of thumb and standard ratio is being challenged, re-engineered and morphed into a new form. This fundamental change has brought a daunting new reality to the challenge of growing and managing business.

為了在全球舞臺上成功競爭，管理者現(xiàn)在必須像企業(yè)家一樣行動，創(chuàng)造新的商業(yè)模式——重新思考、重新規(guī)劃、制定戰(zhàn)略、創(chuàng)新和不斷學(xué)習(xí)。創(chuàng)新是企業(yè)獲得競爭優(yōu)勢的最重要來源，先進(jìn)的創(chuàng)新管理對企業(yè)的可持續(xù)發(fā)展至關(guān)重要。古典的管理理論已經(jīng)跟不上商業(yè)環(huán)境的急劇變化。曾經(jīng)可靠的管理行動指南已不復(fù)存在。在一個幾乎沒有舊的商業(yè)規(guī)則的環(huán)境中，沒有安全網(wǎng)。每一個過程，程序，經(jīng)驗(yàn)法則和標(biāo)準(zhǔn)比例都受到挑戰(zhàn)，重新設(shè)計并演變成一種新的形式。這種根本性的變化給企業(yè)發(fā)展和管理帶來了嚴(yán)峻的新挑戰(zhàn)。

Conclusion 總結(jié)

Today, organizations are mostly influenced by the external environment (fierce market share competition, continuous technology change, globalisation, hiring and retaining qualified executives and front line workers) that often fluctuate over time. Yet Classical Management Theories present an image of an organisation that is not shaped by external influences. Classical Management Theories are now gradually fading for the principal reason that people and their needs are considered by Classical theorists as secondary to the needs of the organisation. Nowadays, The Scientific approach is very seriously challenged by Human Resource Management. Furthermore, The Bureaucratic Management is fast giving way to the Matrix Structure in organisations. However, Classical Management theories are important because they introduced the concept of management as a subject for intellectual analysis and provided a basis of ideas that have been developed by subsequent schools of management thought.

今天，組織主要受到外部環(huán)境的影響(激烈的市場份額競爭，持續(xù)的技術(shù)變革，全球化，雇用和留住合格的管理人員和一線工人)，這些環(huán)境經(jīng)常隨著時間的推移而波動。然而，古典管理理論呈現(xiàn)出一個不受外部影響的組織形象。古典的管理理論現(xiàn)在正在逐漸消失，主要原因是古典理論家認(rèn)為人和他們的需求次于組織的需求。目前，人力資源管理對科學(xué)方法提出了嚴(yán)峻的挑戰(zhàn)。此外，在組織中，官僚管理正迅速讓位于矩陣結(jié)構(gòu)。然而，古典管理理論是重要的，因?yàn)樗鼈円肓斯芾淼母拍?，作為智力分析的主題，并提供了后來管理思想流派發(fā)展的思想基礎(chǔ)。本站提供各國各專業(yè)paper寫作格式范文，paper代寫以及paper寫作輔導(dǎo)，如有需要可咨詢本平臺。