|
Assignment写作范文-影响组织绩效的外部因素。本文是一篇国外大学Assignment格式范文，主要内容是讲述影响组织当前和未来绩效的外部因素存在于组织运作的宏观和微观外部环境中。如以下assignment范文中所述，技术不仅是外部环境中影响组织当前和未来绩效的因素之一，也是组织战略制定和实施的一个重要因素，它有助于组织限制外部环境变化带来的任何负面影响，并利用外部环境带来的任何机会。下面就一起来看以下这篇Assignment写作范文的具体内容。
What are the External Factors that strongly affect an organization’s present and future performance? Critically evaluate the role of Technology as an element of an organization’s strategy formulation and implementation.什么是强烈影响组织当前和未来绩效的外部因素？对技术作为组织战略制定和实施要素的作用进行批判性评估。 The external factors which can influence an organisation’s present and future performance are found in the macro and micro external environments in which the organisation operates. As will be expanded on below, technology is not only one of the factors in the external environment which can affect an organisation’s present and future performance, but also an important element of an organisation’s strategy formulation and implementation which assists an organisation to limit any negative fall out from changes in the external environment and to capitalise on any opportunities the external environment presents. The microenvironment refers to competitive influences from the industry and markets in which an organisation operates. The strategic models which assist managers to anticipate potential risks from microeconomic factors include Michael Porter’s five forces model, the opportunities and threats sections of a SWOT analysis and the resource/core competence model.[1] Porter’s five forces model refers to five forces which he believes shape the strategies that organisations implement and which drive competition in an industry. These forces are; “potential entrants with their threat of entry; buyers with their bargaining power; suppliers with their bargaining power; substitutes with their threat of substitute products or services; and industry competitors with their rivalry among existing firms.”[2] However, while microenvironmental factors are important, they are much easier for managers to plan and prepare for. 微环境是指一个组织所处行业和市场的竞争影响。帮助管理者预测微观经济因素潜在风险的战略模型包括迈克尔·波特的五力模型、SWOT分析的机会和威胁部分以及资源/核心竞争力模型。波特的五力模型指的是五种力量，他认为这五种力量塑造了组织实施的战略，并推动了一个行业的竞争。这些力量是；“潜在进入者及其进入威胁；买家及其议价能力；供应商及其议价能力，替代品及其替代产品或服务的威胁；行业竞争对手及其在现有公司之间的竞争。”然而，尽管微观环境因素很重要，但管理者更容易对其进行规划和准备。 When asked to reflect on the environmental forces which strongly affect an organisation’s present and future performance, one has to look at macroenvironmental factors. The factors which make up the macroenvironment in which an organisation operates are much more difficult for an organisation to anticipate and plan for and thus much more likely to have a strong effect on an organisation’s performance when they do occur. These factors effect all the organisations in a sector and include, “socio-demographic, political, economic, natural and technological influences” (or “SPENT”[3]).[4] 当被要求反思强烈影响组织当前和未来业绩的环境因素时，必须考虑宏观环境因素。构成一个组织运作的宏观环境的因素对一个组织来说更难预测和规划，因此当它们发生时，更有可能对组织的绩效产生强烈影响。这些因素影响一个部门中的所有组织，包括“社会人口、政治、经济、自然和技术影响”。 Socio-demographic factors relate, as the name suggests, to changes in the demographic nature of society. This can include such things as an aging population, more single person households, children remaining at home longer, people putting their careers before having children, etc. While socio-demographic factors can have a strong influence on an organisation’s performance, these factors are generally slow moving and easier than some of the other factors to anticipate and plan for. For instance, it has been known for sometime that Western societies are faced with an aging population[5]. As such an organisation’s future strategy would need to reflect this change in order for that organisation to remain competitive. 顾名思义，社会人口因素与社会人口性质的变化有关。这可能包括人口老龄化、更多的单身家庭、孩子在家呆的时间更长、人们把事业放在生孩子之前等等。虽然社会人口因素可能对组织的绩效产生很大影响，但这些因素通常进展缓慢，比其他一些因素更容易预测和计划。例如，西方社会面临人口老龄化已经有一段时间了。因此，一个组织的未来战略需要反映这一变化，以便该组织保持竞争力。 The political environment includes such things as changes in legislation, legal decisions, wars, etc. One of the most recent examples of the effect that the political environment can have on organisation’s present and future performance was the passing of new legislation in the US which curtailed the ability for credit card companies to process payments relating to online gambling. The legislation passed in the US late last year, saw an immediate halving of the share prices of many online casino operators on the basis that up to 70% of online gambling revenue had to that point come from US customers.[6] This was a change in the political environment that was extremely difficult to anticipate and, more importantly, almost impossible to guard against. 政治环境包括立法、法律决定、战争等方面的变化。政治环境可能对组织当前和未来业绩产生影响的最新例子之一是美国通过了新的立法，限制了信用卡公司处理与在线赌博有关的付款的能力。去年年底，美国通过了这项立法，许多在线赌场运营商的股价立即减半，因为到那时，高达70%的在线赌博收入必须来自美国客户。这是一种政治环境的变化，极难预测，更重要的是，几乎不可能防范。 The economic environment relates to the state of both domestic and international economies. As the world becomes increasingly inter-reliant, the effect of a downturn in a foreign economy can have a domino effect on economies around the world and effect an organisation’s present and future performance (even when that organisation has no dealings in that foreign economy). A recent example of this effect was the recent fall on the Chinese stock market which led to the US stock market losing $900 million in value (or almost 5% of its value) over a five day period.[7] 经济环境与国内和国际经济状况有关。随着世界变得越来越相互依赖，外国经济衰退的影响可能会对世界各地的经济产生多米诺骨牌效应，并影响一个组织目前和未来的业绩（即使该组织与该外国经济没有任何交易）。最近的一个例子是，中国股市最近下跌，导致美国股市在五天内损失了9亿美元（几乎占其价值的5%）。 The natural environment relates to changes in nature including factors such as global warming, flooding, hurricanes, etc. While the natural environment can have devastating effects on an organisation’s performance, in economic terms, natural disasters are more likely to be an opportunity for an organisation as the risks can be limited through insurance, force majeure clauses in contracts and duplicating vital business data in secondary locations while the damage that a natural disaster creates opportunities for rebuilding. A recent example of this was the devastation of New Orleans. While this represented a tragic human disaster, it no doubt also increased the profits of those organisations involved in the reconstruction of the city. 自然环境与自然变化有关，包括全球变暖、洪水、飓风等因素。虽然自然环境可能对组织的绩效产生毁灭性影响，但从经济角度来看，自然灾害更有可能是组织的机会，因为风险可以通过保险来限制，合同中的不可抗力条款，以及在次要位置复制重要业务数据，而自然灾害造成的损害为重建创造了机会。最近的一个例子是新奥尔良的破坏。虽然这是一场悲惨的人类灾难，但毫无疑问，它也增加了参与城市重建的组织的利润。 Finally, the technological environment is perhaps the external environment which changes the most quickly in the information age and is most likely to produce disruptive technologies. While some cynics may argue that to date the majority of technological advances have simply replaced what already existed in analogue form with a digital version, such comments do not reflect what a fundamental shift this change has been. For organisation’s competing in the information age, in which sustainable competitive advantages are ever more difficult to come by and retain, the one core competency which must be pursued without fail if present and future performance is to be enhanced is the need to utilise technology to its full potential in the pursuance of relentless innovation. 最后，技术环境可能是信息时代变化最快、最有可能产生颠覆性技术的外部环境。虽然一些愤世嫉俗者可能会认为，到目前为止，大多数技术进步只是用数字版本取代了已经存在的模拟形式，但这些评论并没有反映出这一变化的根本性转变。对于组织在信息时代的竞争来说，在这个时代，可持续的竞争优势越来越难以获得和保持，如果要提高当前和未来的绩效，就必须追求的一个核心能力是需要充分利用技术的潜力来追求不懈的创新。 Strategy has been defined as, “the match an organisation makes between its internal resources and skills… and the opportunities and risks created by its external environment.”[8] 战略被定义为，“一个组织在其内部资源和技能…以及外部环境创造的机会和风险之间进行的匹配。” In an information society, the strategic use that an organisation makes of technology is often the key differentiating factor in whether or not it prospers. An example of an organisation that has led the implementation of relevant technology in its market and reaped the benefits has been Tesco. Innovative uses of technology, and in particular customer information management systems, have allowed Tesco to become the largest retailer in the UK[9]. Tesco intends to remain at the forefront of technological innovation as evidenced by the planned introduction of radio barcodes: 在信息社会中，一个组织对技术的战略利用往往是决定其是否繁荣的关键因素。乐购就是一个领导相关技术在其市场上的实施并从中获益的组织。技术的创新应用，尤其是客户信息管理系统，使乐购成为英国最大的零售商。乐购打算继续走在技术创新的前沿，计划推出无线电条形码就是明证： “At the most basic level Radio Barcodes have the potential to give us accurate and near real-time visibility of all the products we sell, right down to the individual item. That visibility will be throughout our supply chain from the factory to the store. Much of this can be achieved without human intervention – imagine, no more stock counting, no more checking deliveries at the back door.”[10] “在最基本的层面上，无线电条形码有可能让我们准确、近乎实时地了解我们销售的所有产品，一直到单个产品。这种可见性将贯穿我们从工厂到商店的整个供应链。这在很大程度上可以在没有人为干预的情况下实现——想象一下，不再清点库存，不再在后门检查交付情况。“ While the introduction of radio barcodes may not be particularly interesting to the average consumer, the competitive advantage that it will give Tesco over any of its supermarket rivals who do not use similar technology, while measured in pennies, will be enormous overall. 虽然无线电条形码的引入对普通消费者来说可能不是特别有趣，但与任何不使用类似技术的超市竞争对手相比，它将给乐购带来巨大的竞争优势，尽管以便士为单位。 On the other hand, Tesco will need to ensure that its introduction of new technology, while providing it with a competitive advantage over its competitors does not create a consumer backlash which would have repercussions well beyond any potential savings it will make implementing the technology. This is the fine line that organisation’s in the information age are forced to tread. On the one hand, the performance of every organisation would benefit from precise and detailed data relating to their customers and their preferences. This would potentially then allow those organisations to place customers into different bands and price goods accordingly (also known as “price discrimination”). 另一方面，乐购需要确保其新技术的引入，同时为其提供相对于竞争对手的竞争优势，不会引起消费者的强烈反对，这将产生远远超出其实施该技术所能节省的任何潜在成本的影响。这是信息时代的组织不得不走的一条细线。一方面，每个组织的绩效都将受益于与其客户及其偏好相关的精确而详细的数据。这可能会让这些组织将客户分为不同的类别，并相应地对商品进行定价（也称为“价格歧视”）。 Perhaps the most public example of price discrimination to date involved the website retailer Amazon.com which was accused of price discrimination on the basis of customer profiling in late 2000.[11] The fact that consumers still remember this having occurred shows the risk of damage to a brand that can be caused by an organisation’s strategic use of technology without consideration of the social environment in which that organisation operates. While the technology exists to chip people and track all their spending habits and then price goods accordingly, this does not necessarily mean that organisations should blindly rush to adopt these technologies. Unfortunately, it seems that many managers fail to understand the technology they are being presented with and rely rather on the potential benefits without due consideration of the risks. The reason for this may be the complexity of evolving technology, but a more likely reason is that the speed at which companies compete today leaves managers feeling that they have little time for reflection and due diligence and that the failure to reach a quick decision could leave their organisation trailing a competitor. The problem with such an approach is that mistakes in a fast moving environment are likely to be exponentially more costly to recover from. 到目前为止，最公开的价格歧视案例可能涉及网站零售商亚马逊，该公司在2000年底被指控基于客户特征的价格歧视。消费者仍然记得这种情况的发生，这表明一个组织在不考虑技术的情况下战略性地使用技术可能会对品牌造成损害该组织运作的社会环境。虽然这项技术的存在是为了给人们提供芯片，跟踪他们的所有消费习惯，然后相应地为商品定价，但这并不一定意味着组织应该盲目地急于采用这些技术。不幸的是，许多管理者似乎不了解他们所掌握的技术，而是在没有适当考虑风险的情况下依赖于潜在的好处。造成这种情况的原因可能是技术发展的复杂性，但更可能的原因是，如今公司竞争的速度让管理者感到他们几乎没有时间进行反思和尽职调查，如果不能迅速做出决定，他们的组织可能会落后于竞争对手。这种方法的问题在于，在快速变化的环境中，错误的恢复成本可能会成倍增加。 Both the micro and macro external environments have an influence on the present and future performance of organisations. Due to macroenvironmental factors being more difficult to plan and prepare for, it is suggested that these are more likely to strongly affect an organisation’s performance. While technology is an external factor, it can also be used by an organisation as an element of an organisation’s strategy formulation and implementation. By utilising technology in this way, an organisation is best placed to compete in the information age, take advantage of any opportunities that the external environment may throw up and limit any threats. It should always be noted however that the implementation of technology should never become a goal in itself. 微观和宏观外部环境都会影响组织当前和未来的绩效。由于宏观环境因素更难规划和准备，因此这些因素更有可能对组织的绩效产生强烈影响。虽然技术是一个外部因素，但它也可以被组织用作组织战略制定和实施的一个要素。通过以这种方式利用技术，一个组织最适合在信息时代竞争，利用外部环境可能带来的任何机会，并限制任何威胁。然而，应该始终注意的是，技术的实施本身永远不应该成为一个目标。 Technology can be a useful tool for the formulation and implementation of organisational strategies. Where however, the implementation of new technology becomes the master and not the servant of an organisation’s strategic planning, the potential repercussions could damage the organisation’s reputation to such an extent that years are necessary for it to fully recover. To avoid this occurring, managers should take a greater interest in the technologies that they intend to implement and realise that in the information age, where relentless innovation and speed are competitive advantages, reflection and due diligence are still a necessity (perhaps more so than ever) and the relevance of a certain technology to an organisation’s strategic objectives still needs to be carefully considered. BIBLIOGRAPHY 参考文献 Campbell, D. J., Stonehouse, G. & Houston, B. (2004), Business Strategy: An Introduction, Elsevier Butterworth-Heinemann, Oxford Clark, J. (1995), Managing Innovation and Change: People, Technology and Strategy, Sage Publications, London Clawson, J. G. & Conner, M. L. (2004), Creating a Learning Culture: Strategy, Technology and Practice, Cambridge University Press, Cambridge Grant, R. M. (2005), Contemporary Strategy Analysis: Concepts, Techniques, Applications, Blackwell Publishing, Malden MA Grigsby, D. W. & Stahl, M. J. (1997), Strategic Management: Total Quality and Global Competition, Blackwell Publishers Ltd, Oxford Paul, J. (2005), International Business, 2nd ed., Prentice-Hall, New Dehli Rainey, D. L. (2006), Sustainable Business Development: Inventing the Future through Strategy, Innovation and Leadership, Cambridge University Press, Vaghefi, M. R., Paulson, S. K. & Tomlinson, W. H. (1991), International Business: Theory and Practice, Taylor & Francis, NY Zack, M. H. ed. (1999), Knowledge and Strategy, Butterworth-Heinemann, Woburn, MA 技术可以成为制定和实施组织战略的有用工具。然而，如果新技术的实施成为组织战略规划的主人，而不是仆人，那么潜在的影响可能会损害组织的声誉，以至于需要数年时间才能完全恢复。为了避免这种情况的发生，Assignment提出管理者应该对他们打算实施的技术产生更大的兴趣，并意识到在信息时代，无情的创新和速度是竞争优势，反思和尽职调查仍然是必要的（也许比以往任何时候都更需要），某种技术与组织战略目标的相关性仍然需要仔细考虑。本站提供各国各专业Assignment范文，以及Assignment写作指导服务，如有需要可咨询本平台。 |
 |
|||
| 网站地图 |
