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| 论文编号： | 4743 | |
| 作者编号： | 2120102615 | |
| 上传时间： | 2012/12/11 12:50:37 | |
| 中文题目： | SE公司执行力提升研究 | |
| 英文题目： | SE Execution Promotion Research | |
| 指导老师： | 任兵 | |
| 中文关键字： | 执行力 提升 决策执行单元 企业文化 | |
| 英文关键字： | Execution Promotion DEU Enterprise Culture | |
| 中文摘要： | 随着改革开放的春风,跨国企业在我国的投资飞速增加。天津作为环渤海经济圈的重要一环，其良好的政策导向、人才储备及特殊的地理环境吸引了越来越多的世界各国的投资者。经过20多年的发展，根据Roland Berger的企业生命周期理论，这些企业在经历了出生期、婴幼儿期、少年期、青年期、相继达到成年期的一个比较稳定的经营阶段；也有很多进入成年期但有明显下滑趋势的阶段；有的甚至已进入死亡期。究其根源，执行力严重下降是普遍存在而且导致当前结果的主要原因。如果不警醒，通过改革转型并伴以强有力的执行力度，很有可能会很快进入死亡期。从而对天津的就业生态，投资环境，经济发展，甚至社会稳定都会造成严重而深远的影响。本文案例分析中SE天津公司就是这样一个典型的例子，要想重现其曾经的辉煌，并让企业持续发展，执行力的提高迫在眉睫。执行力欠缺，再好的战略也只能成为空中楼阁。而执行力的研究是一直是企业管理中的被忽略的地方，管理学教会管理人员如何制定战略，如何进行组织重建，如何选才、育才、留才，如何进行财务预算及分析控制等。可是该如何高效的实现这些战略，却很少有人深入研究。事实上，要制定有价值的战略，企业高层管理者必须同时确认企业是否有足够的条件来执行，要明白战略原本就是为执行而拟定出来的。联想集团柳传志与杨元庆的搭配为战略的制定与执行力的关系做了最好的注脚。执行力的水平既是企业的整体素质的体现，也是管理者的管理素质的体现。如何培养下属的执行力，是企业管理者的必修课，也是提升企业总体执行力的关键。本文通过深度剖析一个处在成年期并有下滑趋势的在津老牌外资企业在执行力方面的案例，针对不同部门员工，并根据各个部门的实际运行管理情况，结合两年来MBA学习的理论积累，分析总结出了一些提高员工执行力的经验及方法，管中窥豹，借以抛砖引玉…… | |
| 英文摘要： | With the reformation and opening up, foreign company invest directly in China very fast. As the part of BoHai Bay Economic area, Tianjin, attract a large number of investors all the worldwide because of the good investment environment. As the first foreign-owned enterprises in China is settled in TEDA. With 20+ years of development, according to Roland Berger's corporate life cycle theory, experienced a period of birth, infancy, adolescence, young adulthood, in succession to reach adulthood, a relatively stable phase of the operation; and many enter adulthood a marked decline in the trend of the stage, and some even have entered the death phase. The execution serious decline is the root-cause of all the problems come from, and if not awakened, accompanied by strong enforcement through reform and restructuring. It is likely to soon enter the death phase. And this will even impact negatively Tianjin’s employment environment, investment environment, economic development, and even social stability. SE Tianjin is a typical example; to get the sustainable development of enterprises to regain their former glory, improve execution is imminent. The lack of execution, even the best decisions can only become castles in the air. Execution is a black hole in the enterprise management, management science there are many theories, tell managers how to develop strategies, how to organize change, how before the election, training, retention, and how to do capital budgeting. But how to implement these ideas, often be overlooked, and never been explored. In fact, to develop valuable strategies, managers must also confirm whether a company has enough conditions to perform, to understand that the strategy was originally drawn up for the implementation of it. Lenovo Group President Liu ChuanZhi and CEO Yang YuanQing is the typical partner to show the best footnote between the strategic development and execution. Execution is in place reflects both the overall quality of the enterprise, and also reflects the manager's role. Managers how to train subordinates execution is the key to improve the overall business execution. In this article, the depth profiling in adulthood and decline of the veteran foreign-funded enterprises in Tianjin in the case of the execution, for different sector employees, and according to the actual operation and management of the various departments, combined with two years of MBA study theoretical accumulation, analysis summed up some experience and methods to improve staff execution, piece of a jigsaw, to active your inspiration… | |
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