代写战略管理assignment范例：Is Strategic Management an Art or a Science?

代写战略管理assignment范例-战略管理是一门艺术还是一门科学？本文是一篇由本站代写服务提供的留学生assignment范文，主要内容是讲战略管理是制定、实施和评估跨职能决策的艺术和科学，这些决策将使组织能够实现其目标。它是指定组织的目标，制定实现这些目标的政策和计划，并分配资源来实施实现组织目标的政策与计划的过程。下面就一起来看一下这篇Assignment代写范例的具体内容。

战略管理是制定、实施和评估跨职能决策的艺术和科学，这些决策将使组织能够实现其目标。它是指定组织的目标，制定实现这些目标的政策和计划，并分配资源来实施实现组织目标的政策与计划的过程。

Strategic management is the art and science of formulating, implementing and evaluating cross-functional decisions that will enable an organization to achieve its objectives. It is The process of specifying the organization’s objectives, developing policies and plans to achieve these objectives, and allocating resources to implement the policies and plans to achieve the organization’s objectives.

因此，战略管理将企业各个职能领域的活动相结合，以实现组织目标。它是最高级别的管理活动，通常由董事会制定，由组织的首席执行官和执行团队执行。战略管理为企业提供了全面的指导，与组织研究领域密切相关。

Strategic management, therefore, combines the activities of the various functional areas of a business to achieve organizational objectives. It is the highest level of managerial activity, usually formulated by the Board of directors and performed by the organization’s Chief Executive Officer (CEO) and executive team. Strategic management provides overall direction to the enterprise and is closely related to the field of Organization Studies.

公司的战略包括竞争举措和管理者用来取悦客户、成功竞争和实现组织目标的商业方法的结合。我们可以将“战略”定义为一个组织所需形象、方向和目的地的长期蓝图——它想成为什么样的组织，想做什么，想去哪里。以下其他定义对于理解该术语也很重要：

A company’s strategy consists of the combination of competitive moves and business approaches that managers employ to please customers, compete successfully and achieve organizational objectives. We may define ‘strategy’ as a long range blueprint of an organization’s desired image, direction and destination what it wants to be, what it wants to do and where it wants to go. Following other definitions are also important to understand the term:

“组织活动和产品市场之间的共同主线，定义了组织过去或计划未来的基本业务性质”。

”The common thread among the organization’s activities and product-markets that defines the essential nature of business that the organization was or planned to be in future”.

“旨在确保实现企业基本目标的统一、全面和综合计划”。

”A unified, comprehensive and integrated plan designed to assure that the basic objectives of the enterprise are achieved”.

Scope and Nature of Strategic Management 战略管理的范围和性质

固定单位的使命：每个公司的成立背后都有一定的目标。为了实现这些目标，长期和短期的目的和目标都是固定的。

To fix mission of the unit: There is certain objectives, behind establishment of the each company. To achieve such objectives, long term as well short-term purposes and goals are fixed.

创造有利的内部环境：在企业的内部环境中，包括财务资源、生产工具和生产能力、销售能力、人力、物理设施等。如果这些环境资源不合适，为了满足单位的目标，应努力使其变得方便。

To make favourable internal environment: In internal environment of business, financial resources, production tools and production capacity, selling capacity, manpower, physical facilities etc. are included. In case if such environmental resources are not proper, to meet with objectives of the unit, efforts should be made to make it convenient.

外部环境分析与评价：在外部环境中，包括竞争对手的政策、竞争对手的产品、客户的趋势、新的研究、教育、技术、政府政策、时尚、税收等。通过分析当前和未来影响的外部环境因素，如政府的进出口政策和税收政策，它对业务的影响，考虑到客户的时尚变化趋势，应安排营销管理，对当前和未来的外部环境影响进行评估。

Analysis and evaluation of External environment: In external environment, policy of competitors, product of competitors, trend of customers, new research, education, technology, government policy, fashion, taxes etc. many such matters are involved. An evaluation to be made in relation to, external environmental factors affecting currently and in future, by making its analysis e. g. government’s export import policy and tax policy, how it’s affecting the business, considering the trend of customers in changing fashion, into account, marketing management should be arranged.

（4） SWOT分析：在对内部和外部环境进行研究后，进行SWOT分析。其中，考虑了公司的优势、劣势、机遇和威胁。这些每一个因素都与公司的目标有关，并制定了适当的战略，以避免这些因素之间的阻碍。例如，公司有足够的出口导向，但其劳动力没有正常工作。这是公司的弱点。若采取适当的措施，该公司有足够的潜力增加出口业务。但是，如果不及时采取适当的措施，就会有产品过时和浪费的风险。

(4) SWOT analysis to be made: After making study of internal as well external environment, SWOT analysis should be done. In which, company’s strength, weakness, opportunities and threats are taken into account. Such each factor are related to the company’s objectives and proper strategy is made, to avoid obstructive matters among this e. g. Company has enough export orientation, but its labor are not working regularly. This is the company’s weakness. If proper steps are taken, company has enough potential for increase in export business. But, if no timely proper steps are taken, then there is risk of product to be out of fashion and wastage of product.

（5） 选择新的替代方案以实现使命：为了实现公司的愿景，应该从为实现使命而找到的许多替代方案中适当选择一个替代方案。在这个阶段，选择最佳的替代方案，同时考虑公司的能力、弱点、风险和商机，例如，对于准备太阳能汽车的任务，首先应该优先考虑，对于准备小型机器或太阳能汽车，在取得成功后，研制“太阳能汽车”的任务可以实现。

(5) Selection of new alternatives to achieve mission: For achievement of mis¬sion of the company, proper selection of an alternative should be made out of many alternatives found out for benefit of achievement of mission. At this stage, best alternative is selected, keeping company’s capacity, weaknesses, risks, and business opportunities into consideration, e. g. For mission of preparing motorcar running by solar energy, first of all preference should be given, for preparing small machines or vehicles run by solar energy, after getting success on it, mission of preparing “solar motor-car” can be achieved.

（6） 制定大战略：针对确定的公司业务备选方案，有必要明确公司的长期目标。为了实现这一目标，我们制定了一个目标战略，例如，生产小型机器和车辆，使用太阳能，选择地点，建立工厂，保留研究部门，在实验基础上进行生产，然后进行商业生产。

(6) To develop grand strategy: In relation to company’s business alternatives ascertained, it is necessary to clarify long-term objectives of the company. For success of such objective, a goal strategy is prepared, e. g. for production of small machines and vehicles, run by solar energy, a location to be selected, to erect plant, to keep research department, pro¬duction to be done on experimental basis and thereafter commercial production to be made.

（7） 确定短期年度目标：为了公司最高任务的成功，需要确定短期目标。一般来说，它们的持续时间为半年或一年。为此，制定了时间表和预算。在年度期间，编制一份时间表，说明生产哪种产品、何时生产以及生产多少车辆，例如何时生产机械或车辆，有必要确定目标，在多长时间内生产多少车辆以及生产什么车辆。

(7) To fix short-term annual targets: For success of company’s top mission, a short-term targets are required to be ascertained. Generally, they are of half-year or annual duration. For this a time schedule and budget is prepared. During annual period, a time table is prepared that, production of which product, when and how much would be made e. g. when production of machineries or vehicles is to be made, it is necessary to fix targets, that during how much period, how many and what vehicles would be manufactured.

（8） 筹集资源和设施：为了按照时间表实现目标，有必要筹集所需的资源和设施。关于产量的增加，需要增加员工及其设施。在这一阶段，应在确定财务资源和非财务资源的可用性后，对其进行适当分配，对管理进行必要的改革，以鼓励员工实现目标等。这些事项都已考虑在内。

(8) To raise resources and facilities: To achieve targets as per time schedule, it is necessary to raise required resources and facilities. In relation to increase in production, it is required to increase employees and their facilities. At this stage, proper distribution of financial as well non-financial resources is to be made after ascertaining their availability, necessary changes in administration to be made, to encourage employees in relation to achieve targets etc. such matters are taken into account.

（9） 对活动的评估和控制：有必要定期评估，在确定的时间内，整个战略的成功以何种速度实现了短期目标。如果活动没有朝着既定目标的方向发展。对相关员工进行培训、指导、领导和鼓励。通过将结果与原始目标进行比较，如果结果不好，可以通过控制步骤使活动更加有效，例如控制步骤、必要的技术变化、提供培训、与贸易商签订合同、政策、程序和方法的变化。

(9) Evaluation and control on activities: It is necessary to evaluate regularly that, short-term targets, within decided period, for success of entire strategy, are achieved, at what rate. If activities are not progressing towards direction of decided goals, steps, viz. training to related employees, guidance, leadership and encouragement should be taken. By comparing results with original targets, activities can be made more effective by controlling steps, if results are not favorable, e. g. as controlling steps, necessary changes in technology, providing training, making contracts with traders, changes in policy, procedure and methods may be made.

战略管理的重要性战略管理为企业的所有重大商业决策提供了框架，如业务、产品和市场、制造设施、投资和组织结构的决策。在一个成功的公司中，战略规划是各种商业机会的探路者；同时，它也作为一种企业防御机制，帮助企业避免在产品市场选择或投资中出现代价高昂的错误。战略管理的最终责任是为企业组织提供一定的核心竞争力和竞争优势，以争取生存和发展。这不仅仅是一个预测未来的问题。这不仅仅是一项预测工作；它关注的是确保公司有一个美好的未来。它试图让公司做好面对未来的准备，甚至塑造有利于自己的未来。它的最终负担是影响对其有利的环境力量，深入环境并塑造环境，而不是被其动荡或不确定性冲昏头脑。正是环境的不确定性使得战略和战略行为在企业中至关重要。环境的不确定性越大，战略管理的必要性就越重要。

Importance of Strategic Management Strategic management provides the framework for all the major business decisions of an enterprise such as decisions on businesses, products and markets, manufacturing facilities, investments and organizational structure. In a successful corporation, strategic planning works as the pathfinder to various business opportunities; simultaneously, it also serves as a corporate defence mechanism, helping the firm avoid costly mistakes in product market choices or investments. Strategic management has the ultimate burden of providing a business organization with certain core competencies and competitive advantages in its fight for survival and growth. It is not just a matter of projecting the future. It is not just a forecasting job; it is concerned with ensuring a good future for the firm. It seeks to prepare the corporation to face the future and even shape the future in its favour. Its ultimate burden is influencing the environmental forces in its favour, working into the environs and shaping it, instead of getting carried away by its turbulence or uncertainties. It is environmental uncertainty that makes strategy and strategic conduct essential in a business. The more intense the environmental uncertainty, more critical is the need for strategic management.

战略管理过程中自然需要大量的思想、专业知识和努力。企业的努力和活动的成功在很大程度上取决于战略管理的质量，即愿景、洞察力、经验、判断质量以及方法和措施的完善。

Quite naturally, considerable thought, expertise and effort goes into the process of strategic management. The success of the efforts and activities of the enterprise depends heavily on the quality of strategic management, i.e. the vision, insight, experience, quality of judgment and the perfection of methods and measures.

战略规划和实施已成为所有组织在当前动荡的商业环境中生存和发展的必要条件。”达尔文所宣扬的“适者生存”是组织生存的唯一原则，“适者”不是“最大”或“最强”的组织，而是那些能够成功改变和适应商业环境变化的组织。就像曾经统治地球但未能在地球自然环境变化的条件下生存的恐龙灭绝一样，许多组织巨头也走上了灭绝的道路，未能应对商业环境的剧烈变化。同样，商业遵循“输赢”的战争原则，在商业世界中不一定会出现双赢的局面。因此，组织必须在商业战中建立相对于竞争对手的竞争优势才能获胜。只有在战略分析、制定和实施之后，才能做到这一点。

Strategic planning and implementation have become a must for all organizations for their survival and growth in the present turbulent business environment. ‘Survival of fittest ‘as propagated by Darwin is the only principle of survival for organization, where ‘fittest’ are not the ‘largest’ or ‘strongest’ organization but those who can change and adapt successfully to the changes in business environment. Just like the extinction of the dinosaurous who ruled the earth one time but failed to survive in change condition of earth natural environment many organizational giants have also followed the path of extinction failing to manage drastic changes in the business environment. Also business follows the war principle of ‘win or lose’, and not necessarily win-win situation arises in business world. Hence the organization has to build its competitive advantage over the competitors in the business warfare in order to win. This can be done only following strategic analysis, formulation and implementation.

THE TASK OF STRATEGIC MANAGEMENT 战略管理的任务

战略制定/战略实施过程包括五项相互关联的管理任务。这些是

The strategy-making/strategy-implementing process consists of five interrelated managerial tasks. These are

设定愿景和使命：形成组织发展方向的战略愿景，以提供长期方向，描绘公司试图成为什么样的企业，并为组织注入有目的的行动感。

Setting vision and mission: Forming a strategic vision of where the organization is headed, so as to provide long-term direction, delineate what kind of enterprise the company is trying to become and infuse the organization with a sense of purposeful action.

设定目标：将战略愿景转化为公司要实现的具体绩效成果。

Setting objectives: Converting the strategic vision into specific performance outcomes for the company to achieve.

制定战略以实现预期结果。

Crafting a strategy to achieve the desired outcomes.

高效地实施和执行所选择的战略。

Implementing and executing the chosen strategy efficiently and effectively.

根据实际经验、不断变化的条件、新想法和新机会，评估绩效，并在愿景、长期方向、目标、战略或执行方面进行纠正性调整。

Evaluating performance and initiating corrective adjustments in vision, long-term direction, objectives, strategy, or execution in light of actual experience, changing conditions, new ideas, and new opportunities.

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