管理策略的變化發(fā)展外文翻譯

1、<p><b>　　中文2900字</b></p><p><b>　　原文：</b></p><p>　　Change Management Executing Strategies for Growth</p><p>　　Kelly, Ciarán</p><p>　　Th

2、e recent economic downturn provided a sense of urgency and focus that helped Irish organisations to successfully implement change strategies that would have been unpalatable in other times. This demonstrates that Irish b

3、usinesses can respond quickly to external pressures when needed and that, above all, they are both responsive and agile. The majority of the changes that private and semi-state organisations have made in the past two yea

4、rs have focused on cost reduction and retention of market </p><p>　　These changes could be classified as transitional changes or 'wave one' changes where they are simply attempting to weather the sto

5、rm. Looking forward, if organisations are to maintain or grow market share, a further wave of change is required that focuses on protecting the bottom line. This change needs to focus on delivering growth which is based

6、 on strategic positioning and requires focus on long term outcomes. It needs to be transformational and could be considered 'wave two' of a change jo</p><p>　　"It is not the strongest of the spe

7、cies that survives, nor the most intelligent. It is the one that is the most adaptable to change."（Charles Darwin）</p><p>　　There are several strategies that should be considered to stay ahead and posit

8、ion a company for future growth. These include:</p><p>　　Scenario planning</p><p>　　It is clear that we remain in uncertain times economically and the relevance of scenario planning is as import

9、ant today as it was at the start of our current economic challenges. Over the past two years, organisations thatundertook downturn scenario planning to deal with 10%, 20% and 30% declines in revenue were often the organi

10、sations that were best positioned for change. These plans not only allowed the business to be ahead of the game in terms of strategy and implementation, but also included</p><p>　　This is not to argue that t

11、he private sector has figured out how to make their merit pay policies effective. The era of high inflation and high salary increase budgets in the late 1970s and most of the 1980s led to a "keep them whole" ph

12、ilosophy and to cost-of-living-allowances in labor contracts and either explicit or implicit living cost increases in merit increases policies. This experience has resulted in an entitlement culture that many corporation

13、s are working hard to reverse. </p><p>　　The importance of performance and the linkage of pay to performance is a consideration that permeates salary management in the private sector. Corporate performance m

14、anagement systems are often little more than an appraisal form to be completed at year end but everyone understands and accepts the importance of recognizing individual performance. The prospects for improving merit pay

15、policies is a frequent topic at professional conferences and in human resource periodicals. Although less than 5 p</p><p>　　Perhaps the most important difference, however, is not a program design considerati

16、on. The private sector's "bottom-line" provides a vitally important shared goal. Moreover, corporations have the advantage of strong top-down leadership which makes it easier to gain agreement on needed pro

17、gram changes. The public sector does not have the same prospects to develop a consensus and the differences across departments make it difficult to develop a program that meets everyone's needs. The lack of agre</

18、p><p>　　Focus on core business,targeted acquisitions</p><p>　　In order for businesses to position themselves well for the long term, they need to understand their current market position, focus on

19、what they do best - their core business - and how they position themselves against their competition. Adopting a core business strategy - or a back to basics strategy - is an approach that will allow an organisation to f

20、ocus on what it does best and is best known for. This strategy should aim to grow core business and dispose of non-core business units that may h</p><p>　　Outsourcing and Offshoring</p><p>　　For

21、 all organisations, it is important to continue focusing on cost efficiency. It makes sense for many organisations to consider moving their back office functions such as finance processing, payroll or IT hosting to a sha

22、red services centre, specialist provider or a lower-cost economy. The benefits of such initiatives can be two-fold - achieving cost efficiencies while at the same time allowing key resources to be focused solely on servi

23、cing customers and growing market position. In another ex</p><p>　　Imposed formulas for executive compensation simply won't work at many companies. And we've seen how powerful the temptation can be f

24、or executives to manipulate short-term results to increase their compensation.</p><p>　　Performance management</p><p>　　Effective performance management is often underestimated as to how much t

25、his can yield in terms of productivity improvements. It is often difficult to motivate staff in a downturn, particularly if organisations have undergone major organizational changes and benefit re-alignment. However, it

26、 is critical that 'hearts and minds' support further transformational changes and the only way to do this is by effective performance and change management. It serves to coordinate the work of many different</

27、p><p>　　Critical success factors for performance are based on strong leadership, clear communication about changes and measurable and achievable objectives. Many Irish businesses are currently implementing outc

28、ome-based performance management where the focus is on what employees deliver rather than the time taken to complete the task. This form of management encourages staff to perform at a higher level while empowering them t

29、o manage their own performance. The article is organised as follows. In Sectio</p><p>　　is devoted to the subject matter of our work in Sections 5 and 6: SCMIS critical failure factors before and after imple

30、mentation, followed by discussion. The manuscript ends with conclusions and suggestions for future research.</p><p>　　Flexing the workforce</p><p>　　The best organisations use a wide range of so

31、lutions to not only reduce and optimise their workforce during the downturn, but also apply strategies to improve the flexibility and agility of the remaining workforce, allowing for value-added services to be provided,

32、all at a reduced cost. Organisations need to consider how to use staff differently. Multi-skilling the workforce to increase flexibility, improve utilisation and avoid losing skilled resources should all be considered.&l

33、t;/p><p>　　Recognising weakness in senior management and replacing them is critical in</p><p>　　optimising workforce effectiveness Many senior managers who performed competently in a steady or grow

34、ing market may lack the experience and skill-set to manage and drive change during a downturn. A key workforce concern has been the unavoidable loss of skilled employees where management cut too deep in terms of headcoun

35、t reduction. In some cases, organisations may struggle to re-employ these skills as volumes return. In preparation for improved business conditions, management need to consider re</p><p>　　In addition to the

36、 above strategies and to help position for future growth, companies should review how they are progressing in relation to:</p><p>　　Cash and Working Capital</p><p>　　KPI-driven behaviour and inc

37、entivising early payment or prepayment, regular review of credit exposures.</p><p>　　? Cost Management </p><p>　　Continued cost management and control, both in practice within the organisation&#

38、39;s DNA.</p><p>　　? Supply Chain</p><p>　　Rationalise the supply base, centralise all procurements, currency hedging.</p><p>　　? Operations</p><p>　　Re-scaling or cutt

39、ing back core operations in line with current trading patterns. This could also be combined with in-sourcing certain activities, where capacity exists.</p><p>　　Conclusion</p><p>　　For the past

40、two years many Irish organisations have been in crisis mode, implementing cost reduction initiatives focused on fixing shortterm issues.</p><p>　　Most Irish organisations have successfully implemented 'w

41、ave one' or 'quick-fix' type changes. Arguably, fewer Irish organisations have adopted a 'wave-two' or transformational strategy that is clearly needed for long-term survival. What is clear, however,

42、is that a significant level of change has successfully taken place and, as an economy, we have demonstrated a level of agility that will assist our recovery. Irish companies that can successfully implement a combination

43、of longand short-term t</p><p>　　Here are six policies that should be rigorously followed, including in bad times when boards are more prone to bend the rules for those in their top ranks:</p><p&g

44、t;　　Provide full transparency for compensation policies and actual practices. Principles and pay policies should be consistent over time. Novartis has been the forerunner in Europe by making its compensation practices fu

45、lly transparent. </p><p>　　Create policies that reward long-term performance with long-term pay. ExxonMobil withholds more than two-thirds of its officers' compensation until they retire or for 10 years,

46、 whichever is greater. This focuses executives on long-term results and provides for sound succession. </p><p>　　Reward executives for their performance, not the company's stock price. Target, for exampl

47、e, compensates its executives based on same-store sales performance relative to its peers. </p><p>　　Lengthen the time horizon for bonuses. Companies should withhold significant amounts of compensation using

48、 restricted stock, with forfeiture for accounting adjustments and leaving the company. In 2009 the top 30 officers of Goldman Sachs received no cash, getting bonuses in restricted stock with three-to-five-year vesting pe

49、riods instead. </p><p>　　Avoid formulaic approaches. Compensation tied only to short-term metrics leads to long-term problems. Companies should include qualitative performance measures like strategy implemen

50、tation, research milestones, and leadership development. To make its shift to "leading by values" relevant, IBM includes bonus opportunities for furthering its values, especially in global collaboration. </p

51、><p>　　Boost equity between workers and executives. People with greater responsibilities should receive greater compensation, but one way to signal that everyone matters is to drop special plans, benefits, and

52、perks for executives. Medtronic gives employees a "means to share in the company's success" by enabling them to become shareholders through company-funded employee stock ownership plans. </p><p&g

53、t;　　來(lái)源 Accountancy Ireland; Dec2010, Vol. 42 Issue 6, p66-68, 3p</p><p><b>　　譯文：</b></p><p><b>　　管理策略的變化發(fā)展</b></p><p>　　Kelly, Ciarán</p><

54、p>　　最近的經(jīng)濟(jì)下滑給愛(ài)爾蘭的企業(yè)家們提供了一種緊迫感和意識(shí)，這使得在一個(gè)較短的時(shí)間內(nèi)幫助愛(ài)爾蘭組織成功地實(shí)施管理變革策略。這表明，愛(ài)爾蘭的企業(yè)能夠在較短的時(shí)間內(nèi)，快速的響應(yīng)外部環(huán)境變化所帶來(lái)的壓力，最重要的一點(diǎn)說(shuō)明了他們都具有快速反應(yīng)和適合外部變化的能力。在過(guò)去的兩年中許多的私人和國(guó)家組織在應(yīng)對(duì)這些變化時(shí)都采取了降低成本和保留市場(chǎng)地位的方法。愛(ài)爾蘭的許多組織已經(jīng)實(shí)施或正在實(shí)施的過(guò)程中采取降低成本的措施，例如，在與一些應(yīng)聘者商談

55、薪金和報(bào)酬時(shí)，適當(dāng)減少額外的開(kāi)支。</p><p>　　這些變化可分為過(guò)渡性的變化和一個(gè)階段性的變化，發(fā)生這種變化只是因?yàn)樗麄兿胍蛇^(guò)這個(gè)難關(guān)。如果一個(gè)組織想要在未來(lái)在市場(chǎng)環(huán)境下要維持或擴(kuò)大市場(chǎng)份額占有量，那么進(jìn)一步的管理變革是必須的。這種變化是為了滿足長(zhǎng)期的供給需求的要求和基于企業(yè)管理戰(zhàn)略的定位。這種變革可以分成兩個(gè)階段來(lái)進(jìn)行實(shí)施，這種變革性的變化需要考慮到國(guó)家正在實(shí)施的與調(diào)整的宏觀經(jīng)濟(jì)變動(dòng)。兩者的重點(diǎn)有所不同

56、，因此需要從目前的成本削減等來(lái)進(jìn)行考慮。</p><p>　　“活下來(lái)的并不是最強(qiáng)的和最聰明的。而是對(duì)外界環(huán)境的變化最能適應(yīng)的?！?查爾斯·達(dá)爾文)</p><p>　　公司為了將來(lái)的增長(zhǎng)和發(fā)展，在同一行業(yè)保持領(lǐng)先地位所需要考慮的幾個(gè)策略，其中包括有：</p><p><b>　　情景規(guī)劃</b></p><p&g

57、t;　　在當(dāng)前的經(jīng)濟(jì)時(shí)期，很明顯我們?nèi)匀灰攸c(diǎn)考慮的是實(shí)用性的情景規(guī)劃，來(lái)面對(duì)我們將來(lái)到來(lái)的經(jīng)濟(jì)挑戰(zhàn)。在過(guò)去的兩年中，組織做出了一個(gè)低迷的遠(yuǎn)景規(guī)劃，用來(lái)處理一些經(jīng)濟(jì)收益的下降，他們往往認(rèn)為最好的組織變革定位是的10%，20%，30%這三種情況下。這些計(jì)劃不僅能夠讓企業(yè)在戰(zhàn)略和實(shí)施方面處于一種領(lǐng)先的地位。而且還包括從出發(fā)點(diǎn)來(lái)檢測(cè)企業(yè)的收入水平是否有所提升，這使得他們能夠?qū)崿F(xiàn)對(duì)利益地衡量和比較。還有就是制定情景規(guī)劃，有助于在經(jīng)濟(jì)好轉(zhuǎn)的情況下

58、能夠更好的實(shí)現(xiàn)企業(yè)效益，為企業(yè)在未來(lái)的發(fā)展做好充足的準(zhǔn)備。</p><p>　　專(zhuān)注于核心業(yè)務(wù)和目標(biāo)收購(gòu)</p><p>　　為了給自己的企業(yè)做一個(gè)長(zhǎng)遠(yuǎn)的定位，他們就需要了解企業(yè)目前所處的一個(gè)市場(chǎng)地位，要將企業(yè)的發(fā)展定位的他們自己所最擅長(zhǎng)的核心業(yè)務(wù)上來(lái)，在這個(gè)基礎(chǔ)上來(lái)確立自己的市場(chǎng)定位和立場(chǎng)，從而使得自己在與同行業(yè)的其他企業(yè)進(jìn)行競(jìng)爭(zhēng)時(shí)能夠獲得優(yōu)勝，脫穎而出。采用核心業(yè)務(wù)戰(zhàn)略的方法，這是一種

59、基本的戰(zhàn)略方法，他的重點(diǎn)是組織應(yīng)該把工作和發(fā)展的重點(diǎn)集中在當(dāng)前組織所最擅長(zhǎng)的，最出名的品牌上來(lái)。這一戰(zhàn)略的目的是發(fā)展核心業(yè)務(wù)，把其在非核心業(yè)務(wù)上的投入減少，用來(lái)核心業(yè)務(wù)的發(fā)展，當(dāng)核心業(yè)務(wù)這個(gè)目標(biāo)取得一定的成績(jī)時(shí)。我們就會(huì)有更多的時(shí)間和資金投入的到其他方面的發(fā)展。有一些組織由于資金的問(wèn)題，他們就試圖出售一些非核心業(yè)務(wù)、部門(mén)等來(lái)獲得更多的資金來(lái)發(fā)展自己當(dāng)前的核心任務(wù)。</p><p><b>　　業(yè)務(wù)外包&

60、lt;/b></p><p>　　對(duì)于所有的組織，他們所關(guān)注的重點(diǎn)是企業(yè)持續(xù)的成本效益。許多組織考慮到自身的情況會(huì)把一些非關(guān)鍵的業(yè)務(wù)外包給其它專(zhuān)業(yè)企業(yè)來(lái)做，這樣可以節(jié)省自己的成本投入。采取這樣的措施的好處有，一來(lái)可以實(shí)現(xiàn)企業(yè)成本降低的目標(biāo)，同時(shí)能夠有更多的資金，資源用來(lái)發(fā)展自己的關(guān)鍵核心領(lǐng)域，從而使得企業(yè)在自己擅長(zhǎng)的領(lǐng)域上取得更好的發(fā)展和成就。</p><p><b>　　

61、績(jī)效管理</b></p><p>　　有效地績(jī)效管理往往不被人們所重視，然而它對(duì)生產(chǎn)力的改進(jìn)方面卻能起到重要的作用。在經(jīng)濟(jì)低迷時(shí)期，它往往難以激發(fā)員工的工作積極性，尤其是在組織機(jī)構(gòu)發(fā)生重大變革和效益的重新調(diào)整時(shí)。然而，績(jī)效管理也是至關(guān)重要的，企業(yè)員工的積極性是支持企業(yè)進(jìn)行轉(zhuǎn)型變化的一個(gè)唯一的重要的方法就是通過(guò)有效的績(jī)效管理?？?jī)效管理的成功因素其關(guān)鍵是要有強(qiáng)有力的領(lǐng)導(dǎo)，清晰有效地溝通和確定明確的要實(shí)現(xiàn)的

62、目標(biāo)。大多數(shù)愛(ài)爾蘭企業(yè)正在實(shí)施有效的績(jī)效管理，他們的重點(diǎn)是提高員工的工作效率。這種績(jī)效管理有效地激勵(lì)員工發(fā)揮自己的更高水平，做出更好的工作成績(jī)。</p><p><b>　　柔性勞動(dòng)力</b></p><p>　　組織在使用最好的解決勞動(dòng)力問(wèn)題的方案，不僅能減少和優(yōu)化在經(jīng)濟(jì)衰退時(shí)期的勞動(dòng)力問(wèn)題，而且也適用于企業(yè)的戰(zhàn)略性管理，以提高剩余勞動(dòng)力的靈活性和敏捷性、高技能性，

63、可以使得企業(yè)的使用少量的勞動(dòng)力是獲得一樣效果的成果，從而減少人力成本的投入。企業(yè)需要考慮到如何使用不同的員工，提高他們的技能含量，對(duì)企業(yè)的工作流程進(jìn)行調(diào)整，這樣就能提高的勞動(dòng)力的利用率。</p><p>　　高級(jí)管理人員應(yīng)該要認(rèn)識(shí)勞動(dòng)力的弱點(diǎn)，以及提高勞動(dòng)力的勞動(dòng)效率，優(yōu)化勞動(dòng)力的有效性許多都是表現(xiàn)在穩(wěn)定或增長(zhǎng)的市場(chǎng)需求情況下的，一個(gè)好的高級(jí)管理人員所具有的經(jīng)驗(yàn)和技能，能夠管理好并且推動(dòng)企業(yè)在經(jīng)濟(jì)低迷時(shí)的發(fā)展，和

64、對(duì)勞動(dòng)力的調(diào)整。企業(yè)管理層在進(jìn)行裁員時(shí)，一定要注意對(duì)擁有嫻熟技能的員工保留，一個(gè)擁有嫻熟技能的勞動(dòng)力在市場(chǎng)上的需求是很大的。這樣企業(yè)就可以避免一些不必要的損失。在某些情況下，組織在招聘一些員工時(shí)要注意其專(zhuān)業(yè)技能的含量。企業(yè)為了改善經(jīng)營(yíng)狀況，管理者對(duì)新招聘的員工就要制定一些培訓(xùn)計(jì)劃和方案。</p><p>　　現(xiàn)金和營(yíng)運(yùn)資本：要有足夠的資金運(yùn)用于企業(yè)的人力成本上來(lái)，用于企業(yè)員工的激勵(lì)等，還要有一定的現(xiàn)金存量在企業(yè)工

65、作過(guò)程中來(lái)進(jìn)行各種的周轉(zhuǎn)。</p><p>　　成本管理：持續(xù)的成本管理和控制，是任何一個(gè)組織內(nèi)都非常重要的一點(diǎn)</p><p>　　供應(yīng)鏈：企業(yè)管理者要理順，企業(yè)的供應(yīng)基地，在初期要將企業(yè)所有的采購(gòu)，和銷(xiāo)售目標(biāo)都集中在一起。</p><p>　　運(yùn)營(yíng)：按照目前的核心業(yè)務(wù)的交易模式，來(lái)擴(kuò)大或縮減企業(yè)的經(jīng)營(yíng)業(yè)務(wù)，這也可以結(jié)合在外包項(xiàng)目中。</p><

66、;p>　　在過(guò)去的兩年中許多的愛(ài)爾蘭組織一直處在一種危機(jī)模式當(dāng)中，他們實(shí)現(xiàn)降低成本的措施都集中在一個(gè)短期的經(jīng)營(yíng)過(guò)程中。</p><p>　　大多數(shù)的愛(ài)爾蘭組織已經(jīng)成功的實(shí)施管理變革的轉(zhuǎn)型。少數(shù)的愛(ài)爾蘭組織采用了轉(zhuǎn)型模式這是很明顯，因?yàn)檫@是一個(gè)企業(yè)長(zhǎng)期生存和發(fā)展的需要。這一重大變革的發(fā)生和成功，表明出了我們的經(jīng)濟(jì)水平，這將有助于經(jīng)濟(jì)的復(fù)蘇。愛(ài)爾蘭的公司能夠成功的實(shí)施是有效的就業(yè)計(jì)劃和短期的轉(zhuǎn)型戰(zhàn)略相結(jié)合的成果

67、。將能更好的維持目前的市場(chǎng)份額，市場(chǎng)占有量，為以后的發(fā)展做好了準(zhǔn)備。企業(yè)能夠很好的實(shí)施戰(zhàn)略計(jì)劃，做到最大程度發(fā)揮企業(yè)潛在的資源和力量，為企業(yè)將來(lái)的發(fā)展做好準(zhǔn)備。</p><p>　　在企業(yè)進(jìn)行管理的過(guò)程中，一定要做到這六個(gè)方面，那么企業(yè)就會(huì)取得有很好的發(fā)展趨勢(shì)和業(yè)績(jī)。</p><p>　　公司的薪酬策略應(yīng)該要與實(shí)際相結(jié)合，而且還要做到一定的透明度，薪酬政策的原則一定要明確，在做薪酬政策的時(shí)

68、候一定要企業(yè)的當(dāng)前狀況與該行業(yè)的市場(chǎng)情況為依據(jù)來(lái)制定。</p><p>　　在制定薪酬政策是，長(zhǎng)期的獎(jiǎng)勵(lì)方式是一個(gè)有效地手段，和表現(xiàn)形式。企業(yè)股權(quán)分配時(shí)一個(gè)企業(yè)對(duì)高層管理進(jìn)行激勵(lì)的一種行之有效的方法。</p><p>　　對(duì)于員工的工作表現(xiàn)進(jìn)行獎(jiǎng)勵(lì)，這樣員工就會(huì)重視自己的工作效率，質(zhì)量。對(duì)不同職位設(shè)定不同的獎(jiǎng)勵(lì)，例如，在相同的工作業(yè)績(jī)的情況下，對(duì)于不同職位的獎(jiǎng)勵(lì)是要有差異的。</p&

69、gt;<p>　　延長(zhǎng)獎(jiǎng)金跨度的時(shí)間，公司應(yīng)保留大量報(bào)酬性的使用股票，將其股權(quán)做為獎(jiǎng)勵(lì)性東西獎(jiǎng)勵(lì)給工作業(yè)績(jī)突出者，這樣他們獲得的就不是單純的現(xiàn)金報(bào)酬，他們對(duì)企業(yè)也會(huì)有一種歸屬感，就會(huì)更加努力地為公司工作。</p><p>　　還要避免僵硬化的形式，企業(yè)的薪酬報(bào)酬形式應(yīng)該是靈活多樣化，同時(shí)還是一個(gè)長(zhǎng)期關(guān)注的問(wèn)題。這個(gè)要在企業(yè)的組織戰(zhàn)略上就要囊括其中。</p><p>　　使得工