大学经济管理基础论文范文

1、Challennges ffor a managger inn a neew ecoonomyIntroduuctionnThere iis morre andd moree “new eeconommy” and compaanies cominng up, it bbringss moree and more challlengess to tthe maanagerrs. Allthouggh theree are diffeerent typess of mmanageers, ggeneraal manngers, funcctionaal manngers, linee manaa

2、gers, stafff mannagerss and projeect maangerss, butt, to make the eeconommy or own ccompanny devvelopiing iss the same and tthe moost immportaant taarget for eevery managger. MManageers arre alwways pplayinng thee leadder off an econoomy; they are aall faacing the ssame cchalleenges, in mmost oof it

3、, learrn howw to bbuild the iinternnal caapabillity tto meeet inccreasiingly demannding custoomers and tto ballance long-term and sshort-term requiiremennts, aare thhe twoo signnificaant chhallennges. Manageers arre alwways rready to maake deecisioons abbout iit.But theere arre stiill soomethiing mo

4、ore arre chaallengging tthem. Diverssity iis onee of tthe chhallennges tthat aa manaager sshouldd orgaanize, it iis a rrealitty in laborr markkets aand cuustomeer marrkets todayy. Tecchnoloogy annd extternall enviironmeent arre twoo otheer impportannt souurces for tthe deeveloppment. To havve higgh

5、tecchnoloogy inn an ecoonomy will speedd up tthe prroducttion aand eaasily make thinggs orgganizeed. Any ecconomyy are reliees on the eenviroonmentt, thee exteernal envirronmennt aree linkk to eevery part of thhe mannagemeent. AA manaager iis nott justt shouuld knnow whhat thhe bacckgrouund off the

6、compaany iss, butt alsoo shouuld too knoww lotss of ssociall sourrce, tto makke thiis neww econnomy bbalancced inn bothh shorrt andd longg termm to mmake mmoney. “So a mmanageer is someoone whho getts thiins doone wiith thhe aidd of oother peoplle” saaid Roosemarry Steewart (19967). DiversiityManage

7、rrs in many counttries work in a conteext inn whicch thee workkforcee is bbecomiing inncreassinglyy diveerse. (Davidd Bodddy, p115) Diiversiity, oof couurse, it beecome one oof thee mostt impoortantt and signiificannt souurce oof thee new econoomy foor a mmanageer. It givves evvery eemployyers ooppo

8、rttunityy in aan organnizatiion too learrn froom eacch othher, tto co-operaative in a groupp workk.Gender and eethnicc origgin arre twoo dimeensionns of diverrsity, it alsso inccludinng dissabiliity, aage annd sexxual oorienttationn. There are mmuch aargumeent abbout iit, maanaginng a ddiversse worr

9、kforcce prooactivvely iis likkely tto briing buusinesss bennefit, in tthat iit mayy leadd to:Greaterr acceess too a wiider rrange of inndividdual sstrenggths, experriencees andd persspectiivesA greatter unndersttandinng of the ddiversse grooup off poteentiall and existting ccustommers rrepressentedd

10、 withhin a workfforce.Better commuunicattion wwith tthis ddiversse grooup off poteentiall and existting ccustommers. (Andeerson and MMetcallf, 20003, pp.1x)Gender From thhe ressearchh, it showss thatt in UUK 58% of wwomen was eemployyment in 19984, wwhile it haas rissen ovver 700% in 2003. Howeever,

11、 they do noot havve equual acccess to alll occcupatiions. For innstancce, woomen aare muuch moore liikely than men tto worrk as nursees or libraarianss. But menn are more likelly to be dooctorss, juddges. Researrch shhows tthat wwomen proviided 889% off nursses, bbut onnly 3% of ddriverr. When gende

12、er in managgementt, Rosseer (19977) fouund thhat maale maanagerrs tennded tto adoopt whhat hee termmed transsactioonal sstyle, (Davvid Booddy, p27) they give rewarrds foor thiings ddone wwell, they are vvery ddifferrent ffrom wwomen. Women mostlly, doont llike tto makke ordders oor commmand peoplle;

13、 thhey geenerallly trry to make theirr stafff feeel goood aboout thhemsellves. Becauuse off thiss diffferentt abillity bbetweeen mann and womenn, a mmanageer shoould ddistriibute a rigght pllace tto eveery off themm in tthe neew ecoonomy, to mmake ssure eevery work done in a most rightt way.Technoll

14、ogy As thhe ecoonomy come into 21st cenntury, to hhave hhigh ttechnoology becommes a big ppart oof a nnew coompanyy for a mannager. It iis cleear thhat teechnollogy hhas annd willl conntinuee to pplay aa signnificaant roole inn drivving eeconommic grrowth.Computeer andd commmunicaation Todayy, in mo

15、st or alll of the eeconommy, moore thhan haalf off the job wwere bbe donne by technnologyy equiipmentt, compputer, for exampple, ssince the dday itt has been creatted, iit is surelly to be onne of the mmost iimporttant ppart iin thee techhnologgy, foor a mmanageer, ussing tthe coomputeer cann evenn

16、conttrol sstaff, for instaance, a nettwork compuuter ssystemm, whiich liinkingg all of brranchees to the mmanageer, maany beenefitts aree expeectablle andd achiievablle (Booddy aand Guunson, 19966). Teleephonee, it is noot onlly usee for speecch commmuniccationn, butt alsoo to ppass ddata aand piict

17、uree betwween ffixed compuuters and bbetweeen theem andd variious mmobilee commmunicaation devicces (CCairnccross, 20011).Using ttechnoology contrributees eveen morre thaan thaat to a neww econnomy aand allso too a maanagerr, apppears of thhe intternett, briings mmore bbenefiits. IIt is a webb of tt

18、housaands oof commputerr netwworks linkeed toggetherr by ttelephhone llines throuugh whhich ddata ccan bee carrried. Manageers shhould alwayys orgganizee a weebsitee for theirr econnomy tto suppport businness pprocessses, commuunicattions and ttransaactionns. For exxamplee, sellling produuct, sservi

19、cce oveer thee inteernet such like interrnet bbankinng, annd usiing thhe intternett to gget thhe infformattion aabout the mmarkett situuationn. Theree are more otherr techhnologgy, suuch liike teelevission, intraanets and eextrannets; they are aall keeep giiving beneffits tto thee entiire maanagerrs

20、 in an econoomy. New teechnollogy, new eeconommy, allways be, bbecausse a mmanageer shoould aalwayss knoww and to maake suure whhats neww.Externaal envvironmment All oof thee manaaging and oorganiizatioon aree effeectingg by tthe exxternaal envvironmment ttoo. it incclude the ggeneraal andd comppeti

21、tiive ennvironnmentss. The geenerall enviironmeent inncludees ecoonomicc, polliticaal, soocial and ttechnoologiccal faactorss thatt geneerallyy affeect alll orgganizaationss; thee comppetitiive ennvironnment is thhe inddustryy-speccific envirronmennt comprrisingg the organnizatiions custoomers, supp

22、plierss and compeetitorrs (Daavid BBoddy, p82,3). BBut booth off themm are imporrtant for aa manaager tto orgganizee the econoomy.Competiitive envirronmennt Compeetitivve Envvironmment iis an envirronmenntal, healtth andd safeety (EEHS) mmanageement consuultingg firmm incoorporaated iin Ariizona ser

23、viing cllientss domeesticaally aand innternaationaally ssince 1995. Comppetitiive Ennvironnment proviides ccorporrationns witth thee proggrams and ttools needeed to make them more compeetitivve andd effeectivee ( HYPERLINK / httpp:/ acceessed 26/022/06). Porter (19800a, 19985) pprovidded thhat thher

24、e aare fiive foorces affeccting the aabilitty of new ffirm iin inddustryy. Buyers/custtomerss powwer Suupplieers ppowerRivalryy amonng commpetittors Threat of neew enttrantss Threat of suubstittute pproducctsSupplieers ppowerThe morre powwerfull thesse forrces iin an indusstry, the llower its pprofi

25、tt poteentiall. The strenngth oof eacch forrce diifferss by iindusttry annd chaanges over time. So an indusstry mmanageer willl alwways ffolloww the five forcees to make more profiits. Generall enviironmeent Generral ennvironnment in a managgementt are relatte on the PPESTELL anallysis, whicch staan

26、d foor polliticaal ecoonomicc, ecoonomicc, soccial, technnologiical, envirronmenntal aand leegal. For eexamplle, poollutiion arre beccome aa moree seriious probblem iin nattural envirronmennt facctor, most of thhe facctoriees aree provvidingg, if in a new iindusttry ecconomyy, a mmanageer shoould oo

27、rganiize a methood to reducce thee polllutionn to mminimuum. Theree are more naturral reesourcces arre afffectinng an econoomy, iincludding mmineraals, aagricuulturaal lannd andd the prevaailingg climaate. AA manaager mmust kknow wwell oon eveery paart off thesse fivve facctors, becaause tthe PEESTE

28、L is noot jusst to produuce a list of faactorss thatt mighht afffect oorganiizatioonal pperforrmancee, butt alsoo to hhelp mmanageers iddentiffy thoose foorces whichh are the mmost iimporttant ffor thhe mannagemeent annd thee deveelopinng of the eeconommy.Conclussion In geenerall, theere arre manny

29、chaallengges foor a mmanageer, booth foor a nnew ecconomyy or aa old one, but mmanageers, wwho arre thee leadder off it sshouldd thinnk aboout noot onlly thee sourrces pprovidded abbove, but aalso mmust kknow ootherss, inccludinng gloobalizzationn, lonng-shoort teerm orrientaation, custtomer oriennt

30、atioon, etthics/sociaal ressponsiibilitty, brrain ddrain, cultture. All off thosse facctors are tthe soourcess whicch an econoomy neeeds tto devvelop and mmake pprofitts. Also, managgers sshouldd havee abillity tto makke deccisionns, itt is aa proccess oof ideentifyying pprobleems annd oppportunniti

31、ess and resollving them, in ssome oof thee manaagemennt, deecisioon makking iis thee mostt diffficultt partt for a mannager, it cchalleenges the mmanageer a llot. BBut peersonaally, to maake a good decission iis alwways aa manaagers abiility. So too be aa goodd manaager iin a nnew ecconomyy needds a llot off expeeriencce andd needd to kknow tthe soourcess outsside.