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管理学留学生作业-战略管理与领导力的关系。本文是一篇留学生Management 作业范文，本作业的目的是分析组织中战略管理与领导力之间的关系，讨论其联系、影响以及领导力风格在H&M中的具体适应方式。下面就一起来看一下这篇留学生作业范文的全部内容。 
The objective of this essay is to analyze the relationship between strategic management and leadership in an organization, to discuss its link as well as the impact and how leadership styles are adapted specifically in H&M (Hennes and Mauritz).
1.1.1 The link between Management and Leadership 管理与领导之间的联系
Strategic management and good leadership play an important role in meeting the organisation’s objective. The management is linked to processes and structures of the organization while the leadership is to the vision and values of the organization.
战略管理和良好的领导力在实现组织目标方面发挥着重要作用。管理层与组织的流程和结构相联系，而领导层则与组织的愿景和价值观相联系。
According to Buhler, (2001), leadership is more focused on revitalizing individual’s performance. Management, on the other hand, is more absorbed on checking their performance levels.
根据Buhler领导力更侧重于重振个人绩效。另一方面，管理层更专注于检查他们的绩效水平。
The keys of any successful organization are the quality of its management and leadership skills. In a fast changing world, organizations are increasingly dependent on good management and leadership style to improve their business which somehow supports organizational productivity.
任何成功组织的关键是其管理和领导技能的质量。在一个瞬息万变的世界中，组织越来越依赖于良好的管理和领导风格来改进其业务，这在某种程度上支持了组织的生产力。
1.1.2 Strategic Management 战略管理
As per Parthasarthy, (2007), strategic management is a series of long-term decisions and actions taken by managers in which they select and implement strategies with a purpose of building the firm’s strengths through market positioning and/or accumulation of internal resources that will give the firm an advantage over rivals.
根据Parthasarthy战略管理是管理者采取的一系列长期决策和行动，他们选择和实施战略，目的是通过市场定位和/或积累内部资源来增强公司的优势，从而使公司在竞争对手中占据优势。
Strategic management is said to be an area in an organization which deals with the major intended and emergent initiatives taken by managers on behalf of policy makers. It is mostly about the processes.
战略管理据说是一个组织中的一个领域，它处理管理者代表决策者采取的重大计划和紧急举措。主要是关于流程。
1.1.3 Leadership 领导力
Drucker, (1986), refers leadership as a “lifting of people’s vision to a higher sight, the raising of their performance to a higher standard, the building of their personality beyond its normal limitations.”
德鲁克将领导力称为“将人们的视野提升到更高的水平，将他们的表现提升到更大的标准，超越其正常局限性的人格建设”
As per Parthasarthy, (2007), leadership broadly refers to “the ability of managers to conceive an inspiring vision, formulate goals, articulate them, and successfully guide a firm toward the envision future”.
根据Parthasarthy的说法，领导力广义上指的是“管理者构想鼓舞人心的愿景、制定目标、明确目标并成功引导公司走向未来的能力”。
1.2 Case Study ( H&M, Hennes and Mauritz) 案例研究
H&M is well known as a successful and expansive Swedish fashion group. Today, it operates in 38 countries and has 76,000 employees throughout Europe, North America and Asia. The company offers a range of clothing, cosmetic, footwear and accessories for men, women, children and teenagers as stated in Ideas and Thoughts, (2009). The business runs by strong values as commercial mindset, simplicity, constant improvement, cost consciousness and entrepreneurship.
H&M作为一个成功且扩张的瑞典时尚集团而闻名。如今，该公司在38个国家开展业务，在欧洲、北美和亚洲拥有76000名员工。该公司为男性、女性、儿童和青少年提供一系列服装、化妆品、鞋类和配件，如《想法与想法》所述。企业以商业思维、简单、持续改进、成本意识和企业家精神等强大价值观运营。
The CEO of H&M is Mr. Stefan Persson (born 4.10.1947), since 1982 Mr. Stefan has been the main shareholder of H&M. In 2010, he is second richest person in Sweden and 13th richest person in the world. In 2009 his son Mr. Karl-Johan Persson took over as president and CEO of H&M. The management strategy is linked with its leader, CEO of H&M. So far the vision of leadership is implemented with certain strategies to increase 10-15% in the number of stores every year, which would be founded internally. The aim is to increase sales in existing stores, while focusing on quality and continued profitability,
H&M的首席执行官是Stefan Persson先生（1947年4月4日出生），自1982年以来，Stefan先生一直是H&M公司的主要股东。2010年，他是瑞典第二富有的人，也是世界第十三富有的人。2009年，他的儿子卡尔·约翰佩尔森先生接任H&M总裁兼首席执行官。管理战略与其领导者、H&M首席执行官联系在一起。到目前为止，领导力的愿景是通过一定的战略来实现的，即每年增加10-15%的门店数量，这些门店将在内部建立。目的是提高现有商店的销售额，同时注重质量和持续盈利能力，
1.2.1 The impact of management and leadership styles on strategic decision.管理和领导风格对战略决策的影响。
The objective of H&M is “fashion and quality at the best price”.
As per stated by Ideas and Thoughts, (2009), H&M focuses on three main aspects of business concept which are:
Price Control, this means, the company is constraining the number of merchants purchasing in bulk, depending on the massive proficiency in the design, the company is also ensuring to obtain goods the best production markets, and being conscious of the cost at all times while preserving the best distribution manufacturers.
H&M的目标是“以最佳价格提供时尚和质量”。
根据《想法与思想》（2009）所述，H&M专注于商业概念的三个主要方面，
即：
价格控制，这意味着，公司正在限制批量采购的商家数量，这取决于对设计的巨大熟练程度，公司也在确保在最佳生产市场上获得商品，并时刻意识到成本，同时保留最佳分销制造商。
Design Control, merchandise are designed within the company and manufacturing is totally contract out.
设计控制，商品在公司内部设计，制造完全外包。
Quality Control, the management is focused with the essentiality of the quality with wide-ranging testing and making sure of the least nature damage.
As a leading company of fashion and retail business they always have to boost their business strategy among the competitors. The strategy of H&M has been developing along with continuous business expansion, price competitiveness and profitability and reduction of lead time. In terms of expansion, the company has expanded largely around 2,000 stores in the recent years and they also extended in business like home wares and online shopping store. Talking about price competitiveness, H&M do business with right merchandise from the right production markets, being cost-conscious at all levels and maintaining effective distribution producers. Hence, quality products are be sold in an affordable price that can always beat the competitors while making profit. Furthermore, H&M is using IT system to control sales and the stocks, for the company to react quickly whenever new trends are identified and to avoid procurement of goods which are not appreciated by the market. Likewise, H&M relies on efficient and integrated systems for inventory management which have been able to reduce lead times while ensuring sufficient stock management.
质量控制，管理层通过广泛的测试关注质量的重要性，并确保最小的自然损害。
作为时尚和零售业的领先公司，他们总是必须在竞争对手中提升自己的商业战略。H&M的战略随着业务的不断扩张、价格竞争力和盈利能力以及交付周期的缩短而不断发展。在扩张方面，该公司在近几年中已扩大了大约2000家门店，并且还扩展了家居用品和网上购物商店等业务。在谈到价格竞争力时，H&M从正确的生产市场中选择正确的商品进行业务，在各个层面都具有成本意识，并保持有效的分销生产者。因此，高质量的产品可以以实惠的价格出售，在盈利的同时总能击败竞争对手。此外，H&M正在使用IT系统控制销售和库存，以便公司在发现新趋势时迅速做出反应，避免采购市场不认可的商品。同样，H&M依赖于高效和集成的库存管理系统，该系统能够减少交付周期，同时确保充足的库存管理。
H&M is leading the way in following a strategy of vertical integration with distribution network. This strategy has allowed the company to directly collect and fully exploit information about sales and customers in order to improve and accelerate response to the market.
H&M在遵循与分销网络垂直整合的战略方面处于领先地位。这一战略使公司能够直接收集和充分利用有关销售和客户的信息，以改进和加快对市场的反应。
In my own understanding, management and leadership strategies play a vital role in reaching the vision of the organization. Without the effective implementation of those would make the company paralyzed and unproductive.
在我自己的理解中，管理和领导策略在实现组织愿景方面起着至关重要的作用。如果这些措施得不到有效实施，公司将陷入瘫痪，无法生产。
1.2.2 Adaptation of Leadership Styles on different situation 领导风格在不同情况下的适应性
H&M management is performing a democratic leadership wherein staffs are encouraged to be involved in any activities pertaining to achieving a certain goal. In addition, open communication is present between the management and the staffs that would somehow break some grudges with one another. As part of it, meetings and trainings for both business and personal development with provided feedbacks for one’s improvement are also practiced.
H&M管理层实行民主领导，鼓励员工参与与实现特定目标有关的任何活动。此外，管理层和员工之间存在着公开的沟通，这会以某种方式打破彼此之间的一些恩怨。作为其中的一部分，还将举行会议和培训，以促进业务和个人发展，并为个人的进步提供反馈。
H&M is committed to providing a workplace environment that offers employees opportunities to express their initiative and ideas. Team work, communication, respect and sharing of the responsibilities make the workplace unique and empowering. (H&M UK,2008)
Through the business strategies of H&M, the organization continues to grow up and leading as one of the top worldwide fashion and retail business. The management of H&M is comprehensible and determined to achieve the objective which is to be a leader in fashion and retail world for long.
H&M致力于提供一个工作环境，让员工有机会表达自己的主动性和想法。团队合作、沟通、尊重和分担责任，使工作场所独一无二，充满力量。
通过H&M的业务战略，该组织继续成长并成为全球顶级时尚和零售企业之一。H&M的管理是可理解的，并决心实现长期成为时尚和零售界领导者的目标。
1.3 Conclusion 结论
Strategic Management and Leadership play an essential part of the organization. Having strategies without good leadership is worthless. I believe that strategies are formulated and be implemented by the management with good leadership to fulfil the vision of the organization and for the purpose of productivity that would somehow makes the organization liquid.
战略管理和领导力是组织的重要组成部分。没有良好的领导力就制定战略是毫无价值的。我相信，战略是由具有良好领导能力的管理层制定和实施的，以实现组织的愿景，并以某种方式提高组织的流动性。
With the vision of being the leader in fashion retail, H&M always consider the values that they are keeping like, the fast pace & constant improvement, common sense, initiative, believing in people, being straightforward, cost conscious and teamwork. These values served as a guideline for them to work harmoniously without forgetting how to be effective and efficient individuals.
H&M以成为时尚零售业的领导者为愿景，始终考虑他们所保持的价值观，快速发展和不断改进、常识、主动性、对人的信任、直率、成本意识和团队合作。这些价值观是他们和谐工作的准则，而不会忘记如何成为高效的个人。
It is my recommendation that H&M should continue to provide motivation and incentive packages to all the employees for them to have more spirit to work effectively for the benefit of the organization.
我建议H&M应继续为所有员工提供激励和激励方案，让他们更有精神为组织的利益有效工作。
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