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摘要:管理学科的分析报告AnalysisReport范文 这是一篇管理学科的分析报告,领导者在新的形势之下如何更好的管理好员工和企业。 Analysis In a busy section of the city there is a food factory, due to the long-term los......

管理学科的分析报告 Analysis&Report范文

这是一篇管理学科的分析报告,领导者在新的形势之下如何更好的管理好员工和企业。

Analysis

In a busy section of the city there is a food factory, due to the long-term loss due to bad management, the city leaders plan on transforming the factory into a wholesale food market because it can not only solve the laid-off workers issue owing to the enterprise bankruptcy , but also is convenient for the residents in the vicinity. There is a series of preparation afterwards, including the project approval, land acquisition demolition, construction planning design. However, the field developers have already invested in the construction of a comprehensive market nearby; the market has a considerable size of the wholesale food field that is sufficient to meet the needs of nearby residents and retailers. Faced with this situation, the city leaders are caught in a dilemma. If they continue with construction, the new wholesale food market will result in the inevitable loss; if they stop this construction, pre-investment will be wasted. In this case, the leaders have made a blind decision to change the food factory into a residential area for the developer to do further development, but the original food factory workers fail to get effective compensation so that the factory workers are in trouble. Because the factory workers cannot reflect address the issue of compensation for a long time, there will be hidden dangers the city's stability.

The leaders want to solve a problem out of kindness, not only to solve the issue of enterprise poor production, but also solve the problem of city residents’ shopping comfort and have a better arrangements for enterprise workers, yet the decision of the leaders was relatively short, and cannot fully consider various factors involved in the problem, which result in making the wrong decision and further errors and being situated in a very passive situation and causing the enterprise  irretrievable loss. With the scientific   leadership analysis, the decision reflects the following problems: Firstly, this case reflects the importance of information principles of leadership in decision-making. The main reasons for this dilemma is the information priority principle is not well adhere to the leadership decision-making. Information is the foundation of decision; sufficient, timely, comprehensive, effective information is the premise of scientific decision-making. The city leaders apparently lack market research and do not carefully understand the market before deciding on non-staple food grain wholesale market project and comprehensive building especially wholesale food court inside. Therefore, blind decision-making in a hurry leads to trouble. Secondly, this case reflects the importance of the follow-up decisions. When the implementation of the original decision scheme, great changes have taken place in the objective and subjective conditions. When the objective decision making in the original cannot be achieved, fundamental changes on the decision goal or plan need to be made, which is the tracking decision. When the conditions have undergone major changes in the objective situation, the city leaders do not carefully analyze, but in a rush to make a new decision. These are errors in tracking decision. Thirdly, to step out of the dilemma of the scheme, there can be different ideas. For example, one is to meet the challenges, continue to build. But the leader have to study, revise and improve the original decision in order to make the wholesale market more competitive in size, facilities, services and management in order to win in the market competition. Another is the early decision for a fundamental revision of the original decision, re-inspection, the establishment and demonstration and a steering operation of a new the project. The city leaders are in an absence of the establishment and demonstration of a new project for the real estate development with considerable arbitrariness. Fourthly, the leaders fail to put the question of people in the first place. When leaders make decisions, the first problem to be solved in the final analysis is one of the people problems, and successfully deal with the problems is the key to the realization of the leadership decision. If leaders only consider economic benefits while ignoring to solve the problem of people and regardless of people's ideological work, that would cause social problems and social contradictions that could make the government to pay a higher price.

在繁忙的城市的部分有一个食品工厂,由于长期的损失由于管理不善,这座城市的领导人计划将工厂转变为食品批发市场,因为它不仅可以解决下岗工人问题由于企业破产,但也方便了附近的居民。随后要进行项目立项、征地拆迁、建筑规划设计等一系列准备工作。然而,该地块开发商已经在附近投资建设了一个综合市场;该市场有相当规模的食品批发领域,足以满足附近居民和零售商的需求。面对这种情况,市领导们陷入了进退两难的境地。如果继续建设,新的食品批发市场将不可避免地造成损失;如果他们停止建设,前期投资就会浪费。在这个案例中,领导盲目决定将食品厂改造成住宅区,让开发商进行进一步的开发,但是原来食品厂的工人没有得到有效的补偿,导致工厂工人陷入困境。由于工厂工人长期不能反映解决补偿问题,会给城市的稳定带来隐患。
 
 
 
仁慈的领导人想要解决一个问题,不仅要解决企业不生产的问题,而且解决问题的城市居民购物舒适和有一个更好的安排企业工人,但领导人的决定是相对较短,而不能全面考虑各种因素参与的问题,导致决策失误和进一步的失误,处于十分被动的境地,给企业造成无法挽回的损失。通过科学的领导力分析,该决策体现出以下几个问题:首先,本案例体现了领导力信息原则在决策中的重要性。造成这种困境的主要原因是信息优先原则没有很好地坚持领导决策。信息是决策的基础;充分、及时、全面、有效的信息是科学决策的前提。市领导显然缺乏市场调研,没有仔细了解市场,才决定了副粮批发市场项目和综合楼,特别是批发食品广场里面。因此,盲目仓促的决策会带来麻烦。其次,这个案例反映了后续决定的重要性。在实施原决策方案时,客观条件和主观条件都发生了很大变化。当原有的目标决策无法实现时,需要对决策目标或计划做出根本性的改变,这就是跟踪决策。当客观形势发生重大变化时,市领导没有仔细分析,而是急于作出新的决定。这些是跟踪决策中的错误。第三,要走出方案的困境,可以有不同的想法。例如,一是迎接挑战,继续建设。但要想在市场竞争中取胜,就必须对原有的决策进行学习、修改和改进,使批发市场在规模、设施、服务和管理等方面更具竞争力。另一种是早期决定对原决定进行根本性修改,重新检查,建立和论证并指导运行一个新的项目。市领导对房地产开发新项目的建立和示范工作不到位,任意性很大。第四,领导人没有把人民问题放在第一位。领导者在做决策时,归根结底首先要解决的问题是人的问题之一,而成功地处理好这些问题是实现领导决策的关键。如果领导者只考虑经济利益而不考虑解决人民问题,不考虑人民的思想工作,就会导致社会问题和社会矛盾,从而使政府付出更高的代价。
 
The following are recommendations and solutions for the issue.

Variability, complexity and uncertainty is the main character of environment, the enterprises must quickly adapt to this environment. Leaders are playing a decisive role in the changing environment. The leaders have to almost continuously changing organization. Otherwise it could not keep up with the consistent changes of external environment. Some methods to cope with external changes issue is to transform into autonomous work teams or structure innovation. Leaders need to change the organizational structure and culture constantly. They also need to deal with the technical aspects of innovation. Before the change, creating a favorable environment for change is very important. People often resist change, why? James Adams explains in the concept of "disorder" (Conceptual Blockbusting) that in the face of change there are four obstacles, respectively is the perceived barriers (Perceptual blocks), affective disorder (emotional blocks), cultural and environmental barriers (cultural and environmental blocks), and knowledge and expression disorder (intellectual and expressive blocks). Leader’s leadership skill is the overall change. With the development of the society change constantly, various problems have emerged in various organizations and society, these problems and other problems with complex relationships are interweaved together. To solve most of the problems, leaders should not only focus on the elements of a problem or locally, and must deal with the elements among the various parts of the complex interrelation and interaction of the overall improvement. Moving cross the barriers to enhance leadership requires the business leaders to do the following. First, the formation of recognition step by step to create conducive change to the psychological environment; Second, make full use of wisdom and grasp to create space in reality beyond the limits of; Third, pay attention to the learning and communication.

以下是针对这一问题的建议和解决方案。
 
变异性、复杂性和不确定性是环境的主要特征,企业必须迅速适应这种环境。领导者在变化的环境中起着决定性的作用。领导者必须不断地改变组织。否则就跟不上外部环境的不断变化。应对外部变化问题的一些方法是转变为自主工作团队或结构创新。领导者需要不断改变组织结构和文化。他们还需要处理创新的技术方面的问题。在变革之前,为变革创造一个有利的环境是非常重要的。人们经常抵制改变,为什么?James Adams在“障碍”(Conceptual Blockbusting)的概念中解释,面对变化存在四种障碍,分别是感知障碍(知觉障碍)、情感障碍(情感障碍)、文化和环境障碍(文化和环境障碍)、知识和表达障碍(智力和表达障碍)。领导者的领导能力是整体的变化。随着社会的不断发展变化,各种组织和社会出现了各种问题,这些问题与其他关系复杂的问题交织在一起。要解决大部分的问题,领导者不应该只关注一个问题或局部的要素,而必须处理各个要素之间复杂的相互关系和相互作用的整体改善。跨越障碍来提高领导能力需要商业领袖做以下事情。第一,认知的形成要逐步创造有利于改变心理环境的条件;二是充分运用智慧和把握,创造现实中超越极限的空间;第三,注重学习和交流。

Leaders should start the ability training and develop insight into the essence of things, such as what is the nature of team work and customer requirements and what is the essence of permanence thinking of enterprise. The nature of work itself is the marketing for enterprise specific commodity to stimulate and attract the purchasing power of consumers in the future. A successful leader should master entire firm aspects to be good at grasping the focus right now and understanding the importance and urgency of the work about the long-term and short-term goal influence, but also good at communicating that information to subordinates. Everyone wants to know the status, position, direction, task and the "rules of the game" of the company. Leaders are coaches, consultants and referees. He/She must provide employees with their conditions and measures necessary to accomplish the task. He/She must also provide appropriate goals and the necessary guidance to complete the task of promotion.

领导者应该从能力训练开始,洞察事物的本质,比如什么是团队合作,什么是客户需求,什么是企业永恒思维的本质。工作本身的性质是对企业特定商品进行营销,以刺激和吸引未来消费者的购买力。一个成功的领导者应该掌握整个公司的方方面面,既要善于把握当下的焦点,了解工作的重要性和迫切性,也要善于将这些信息传达给下属。每个人都想知道公司的地位、职位、方向、任务和“游戏规则”。领导者包括教练、顾问和裁判员。他/她必须为员工提供完成任务所需的条件和措施。他/她还必须提供适当的目标和必要的指导,以完成推广任务。

Report

The city leaders have made some mistakes in the process of city development due to several leader errors such as ineffective authorization, resistance to change, terrible communication and ineffective goal setting. The main reasons for this dilemma is the information priority principle is not well adhere to the leadership decision-making. Information is the foundation of decision; sufficient, timely, comprehensive, effective information is the premise of scientific decision-making. The city leaders apparently lack market research and do not carefully understand the market before deciding on non-staple food grain wholesale market project and comprehensive building especially wholesale food court inside. Therefore, blind decision-making in a hurry leads to trouble. Secondly, this case reflects the importance of the follow-up decisions. When the implementation of the original decision scheme, great changes have taken place in the objective and subjective conditions.To solve most of the problems, leaders should not only focus on the elements of a problem or locally, and must deal with the elements among the various parts of the complex interrelation and interaction of the overall improvement. Moving cross the barriers to enhance leadership requires the business leaders to do the following. First, the formation of recognition step by step to create conducive change to the psychological environment; Second, make full use of wisdom and grasp to create space in reality beyond the limits of; Third, pay attention to the learning and communication. Also, leaders need to change the organizational structure and culture constantly. They also need to deal with the technical aspects of innovation. Before the change, creating a favorable environment for change is very important. Leaders are coaches, consultants and referees. He/She must provide employees with their conditions and measures necessary to accomplish the task. He/She must also provide appropriate goals and the necessary guidance to complete the task of promotion.

报告
 
城市领导在城市发展过程中出现了一些错误,比如授权不力、拒绝变革、沟通不力、目标设定不力等。造成这种困境的主要原因是信息优先原则没有很好地坚持领导决策。信息是决策的基础;充分、及时、全面、有效的信息是科学决策的前提。市领导显然缺乏市场调研,没有仔细了解市场,才决定了副粮批发市场项目和综合楼,特别是批发食品广场里面。因此,盲目仓促的决策会带来麻烦。其次,这个案例反映了后续决定的重要性。在实施原决策方案时,客观条件和主观条件都发生了很大变化。要解决大部分的问题,领导者不应该只关注一个问题或局部的要素,而必须处理各个要素之间复杂的相互关系和相互作用的整体改善。跨越障碍来提高领导能力需要商业领袖做以下事情。第一,认知的形成要逐步创造有利于改变心理环境的条件;二是充分运用智慧和把握,创造现实中超越极限的空间;第三,注重学习和交流。此外,领导者需要不断改变组织结构和文化。他们还需要处理创新的技术方面的问题。在变革之前,为变革创造一个有利的环境是非常重要的。领导者包括教练、顾问和裁判员。他/她必须为员工提供完成任务所需的条件和措施。他/她还必须提供适当的目标和必要的指导,以完成推广任务。

Reference List
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Meindl, J. R., Ehrlich, S. B., & Dukerich, J. M. (1985). "The romance of leadership".Administrative Science Quarterly, 30, 78–102
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Zaccaro, S. J. (2007). "Trait-based perspectives of leadership". American Psychologist, 62, 6–16.

参考表
 
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乔治M. 2000。“情绪与领导:情绪智力的作用”,《人际关系》53(2000),第1027-1055页
 
(2003)。“领导的出现与全女性群体中的性别角色:情境检视”。小组研究,34,170 - 196。
 
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