公司英文文獻
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Multinational Companies Adjust Strategies to China
China is Now a Key Area in the Global Strategies of Multinational Companies
Once upon a time, multinational companies were very sober-minded about investing in China. Of the large German and Japanese companies, originally only Volkswagen and the Sanyo invested in Shanghai, Changchun and Shenzhen on a significant scale. When recalling the days of studying China's investment climate in 1981, Dr. Karl Harn, a magnate in the German auto instry, said, "For most multinational companies at that time, China was still a mysterious, shy girl".
But today, changes have taken places. Multinational companies are begining to accelerate their investment in China on a large scale, and have integrated with China's economic and social activities in every sector.
According to statistic, 400 out of the "FORTUNE 500" have made a direct investment in over 2000 projects in China. In Pudong, Shanghai alone, the total value of 181 projects invested by 98 companies has reached U.S.$ 8 billion.
In recent years, the "FORTUNE 500" 500 target at China, apart from the impetus of the international situation, China' own potential is also a strong temptation.
As for the remarkable achievements of China's economy, chairman and CEO of the Boeing Company, can't help showing his admiration. "China's GDP growth rate in the past twenty-three years is 2.5 times more than in North America and Europe. If the leading increase rate keeps going, China will undoubtedly grow into a strong economic power in the next fifty years. Multinational companies must attach sufficient importance to the promising purchasing power on the Chinese market".
After a study of China's current situation, Mr. Li Wen, president of the Warner Group, firmly believes that taking a comprehensive survey of the great changes in China in the past twenty years and the development trend of the world economy, two positive facts can be ensured. One is that China's economy has a bright future and the growth potential is huge, the other is that powerful multinational companies are seeking regions with a stable economic growth rate to gain new development opportunities. Connecting the two facts, China in the reform and opening is just such an ideal cooperate partner. In fact, China has already become one of the focuses for the multinationals in all business lines in rearranging their international economic setup in the 21st century.
Based on this thinking, many large multinational enterprises have moved their head offices to China, such as the ABB Group of Switzerland, the Robert Bosch Gmbh Co. from Germany and two famous companies from America and France.
Talking of the relocation of the ABB Group, vice president, Mr. Chen Daping said, "in order to reside in China, learn of the policies at an early date and improve our development strategy, we moved here." Maybe this is just the reason why multinational companies are fighting to relocate their head offices in China. The abundant harvest received by the early arrivals further encourages the investment by multinational companies. According to a survey, the sales volume of German Henkel Group in 1998 reached RMB 2 billion, and that of Boeing obtained a surprising RMB 19 billion. Motorola, Sony, Volkswagen, Coca-Cola and Ericsson also achieved considerable profits.
A survey by the Boston Company not long ago indicates that 90% of companies in Europe, the U.S. and Japan have set a "China first" strategy. Their race to invest and relocate of their head offices in China clearly tells us: multinational companies have focused their key strategies on China, a stable and developing China can not be separated from the world, and the world can not be independent of China, which is creating external business opportunities.
Multinational Companies Accelerating the Sales Strategy Rearrangement
There is a new trend in the investment by multinational enterprises: to shift their businesses and technical transformation to establishing proction bases, the core strategy is first to occupy the huge Chinese market.
Reviewing the short-term investment history: in 1992, most multinational companies merely set up representative offices in China and mainly engaged in trade.
But since 1995, they have shifted to establishing proction bases, especially the share holding companies (such companies are the highest form of foreign investment, besides investment and reinvestment, their responsible also includes proct agency, the training of personnel, providing information and supplying funds). Such multinationals include Omron, Hitachi, Panasonic, Sanyo, Fujitong, Toshiba, Isuzu of Japan, Siemens, Bayer, Henkel of Germany, General Electric, IBM, Motorola, and Dell Computer of America.
In recent years, multinational companies have accelerated their large investment in China. McDonald's alone has built 52 factories in China. ABB Group established 20 joint ventures. Volkswagen AG set up four large joint ventures and one solely-invested enterprise with a total investment of U.S.$ 2 billion. In addition, Boeing has three large joint ventures, and the key components of 3100 Boeing planes now flying worldwide were made in China. Moreover, with the relocation fever, multinational companies are intensifying their localization strategy of the "root in China".
According to employment records, foreign-funded enterprises favor local professionals. The director of human resources for Microsoft (China) Co., Ltd. says, over 500 their employees are Chinese, and most of them are masters and doctors. To our surprise, more and more senior posts are being taken by Chinese. In the ABB (China) Group, of 5000 employees, nearly ten general managers are Chinese, while foreign senior officials are very few.
In order to ensure that their procts keep up with the changing market, multinational companies lay special emphasis on the localization of R & D and the expansion towards the intellectual service field. Some powerful companies have increased their R & D investment and established research institutes in China. A "China fever" has been started by foreign IT magnates.
At the end of last year, Microsoft invested U.S.$ 80 million in a China Research Institute specializing in essential research. It also declared recently that U.S.$ 50 million investment will be made in the Microsoft Asian Technology Center in Shanghai, the highest level research institute of Microsoft in China.
Siemens intensifies the localization of key technology. After a century of introcing track communication technology into China, vice president Mr. Burt said, "a century's experience persuaded us that a key factor securing the successful operation is the localization of key components.
In November 1999, Motorola (China) Electric Co., Ltd. built the "Motorola China Research Institute" in Beijing. It now has altogether eighteen R & D centers in China (including Hong Kong), 650 research personnel with a investment of RMB 1.3 billion, covering advanced semiconctor materials, micro-controller, CDMA, Will system, and chips for mobiles and software. By the year 2001, there will be 25 research centers and 1000 research personnel with a total investment of RMB 1.8 billion.
Northern Telecom International Ltd., IBM, Intel, Du Pont Holding Co., Ltd., P & G, Ericsson, Nokia, Panasonic and Mitsubishi have all established research centers, technological development centers and laboratories in China. AT &T even plans to open the first "Bell Lab". A French company will build "technological zones" in Beijing and Shanghai, including a chip factory and four application labs.
Thanks to the acceleration of component localization brought about by the establishment of R & D institutes by multinational companies, costs are reced and the competitiveness is increased.
如要其他類似文獻，可以給我留言。
B. 企業文化英文的參考文獻
企業文化英文的參考文獻可以到網上去找
C. 企業核心競爭力英文文獻
http://www.americanscience.org/journals/am-sci/0201/11-liudayong-0110.pdf
http://www.psychnology.org/File/PSYCHNOLOGY_JOURNAL_1_4_BREITE.pdf
D. 求英語達人提供關於公司章程的英文論文文獻，畢業論文要用，感激不盡~！
公司章程（英文版） 法律
The Article Of Association of Guangdong XXX company of limited libiability
(drafted by lawyer LuYu)
Chapter 1 General Principles
Article 1 The article is formulated according to the provisions of china-foreign cooperative enterprises law of people's republic of china(hereinafter refered to as cooperative enterprises law), Company Law of the People's Republic of China(hereinafter refered to as company law) and other relevant laws and administrative regulations.
Article 2 Where the Article Of Association conflicts with the provisions stipulated by the state laws and regulations, such provisions shall apply.
Article 3 The Type of Business is limitied liability company jointly invested by investors from mainland of China and Hong Kong, Macao and Taiwan province.
Chapter 2 the title and the domicile of the company
Article 4 The title of the company is Guangdong XX company of limited libiability(hereinafter refered to as the company) .
Article 5 The domicle of the company shall be
Chapter 3 Business scope
Article 6 The business scope of the company is limited in ……….
Chapter 4 The total investment and the registered capital
Article 7 The total investment of the company is ……HK dollars and the registered capital is …HK dollars.
Chapter 5 the name (or title) of the company and the registered place
Article8 The two collaborators of the company are:
(1) The……company (hereinafter referred to as party A) registered in china with a legal representative named ……, and which is domiciled in ………with a business license numbered ………
(2) The……company (hereinafter referred to as party B ) registered in Hongkong with a authorized signatory named ……, and which is domiciled in ………with a business license numbered ………
Chapter 6 The Type Of Investment Or Conditions for Cooperation and the corresponding time limit
Article 9 The type of investment or Conditions for Cooperation and the corresponding time limit shall be:
(1) The party A shall be responsible for going through the formalities of transportation permit for the vehicles and corresponding responsibilities.
(2) The party B makes its captical contributions by contributing RMB XXX yuan in currency and by contributing non-currency property as material objects which takes up XX percent and XX percent of the total registerd capital respectively. The said captical contributions shall be Fully paid once in six months after the establishment of the company.
Article10 The conversion between the foreign currency concted as the registered captal and RMB or between different kinds of foreign currency shall be accounted according to the middle price of the exchange rate, made known to the public by the central bank, of the day on which the investment is made.
Article 11 The Chinese and foreign partners shall perform the obligations of making a full contribution and providing cooperation conditions as scheled according to the provisions of the laws and regulations and the agreements of the contract. Where either of the parties fails to perform the contributive obligations the Administration Bureau for Instry and Commerce shall set a restricted ration for them to perform and the examination and approval authorities shall handle and punish it where it fails to ferform ring the restricted period in accordance with relevant regulations of the state.
Chapter seven Equity Transfer
Article 12 The permit and the approval shall be obtained from the other party and the examination and approval authorities before where the transfer will occur between the parties and between one party of the cooperators and a third party and such transfer shall go through a formality of change registration.
Chapter 9 Organizational Structure
Article 13 The cooperative company shall has a board of directors which is the organ of power making decisions on the major issues in accordance of the article of association of the company.
Article 14 The board of directors shall be composed of three persons, two of them shall be appointed or replaced by party A and the other one by party B. Each service term for a director may not exceed 3 years and the director may continue to serve his post if he is re-appointed by the relevant party upon the expiration of his term.
Article 15 The meeting of the board of directors shall be convened at least once a year and the meeting shall be convened and presided over by the chairman of the board, where the chairman can not perform the ties for special cause the chairman shall appoint a vice chairman or one of the other members of the board to convene and preside over the meeting. The meeting may be convened upon proposal made by directors presenting more than one-third of directors of the board.
The meeting of the board of directors can be held only when more than two-thirds of the directors attend. And an authorized man shall be entrusted in writing form by the absent director to attend and vote as the representative of him. Any decision made by the meeting requires affirmative votes by more than half of all the directors. Where a director who neither attends nor entrusts a delegate to attend the meeting shall be deemed as having attended the meeting and waived his right of voting in resolving.
A notice shall be made to all the directors ten days before the meeting is convened.
The meeting of the board of directors may make decisions by means of communication.
Article 16 Any of the following resolutions may be adopted only when a affirmative votes is made by all of the directors presenting the meeting.
(1) to adopt resolutions on amending the articles of association of the company;
(2) to adopt resolutions on the increase or rection of the registered capital of the company;
(3) to adopt resolutions on dissolving the company;
(4) to adopt resolutions on setting a mortgage on the assets of the company;
(5) to adopt resolutions on matters such as merger, division and transformation of the company;
(6) to adopt resolutions on other matters agreed by the parties.
Article 17 The board of the directors has one chairman delegated by party A and has two vice chairman delegated by party B. Each service term for them may not exceed 3 years and the director may continue to serve his post if he is re-appointed by the relevant party upon the expiration of his term.
The chairman of the board shall be the legal representative of the company.
Article 18 The company has a general manager who is in charge of the daily affairs of the company operation and management and shall report to the board of directors. The general manager shall be appointed and dismissed by the board.
Appointed by the board of directors the directors may hold a concurrent post as the general manager or other senior officer.
The board of the directors may adopt a resolution on dismissing the general manager and other senior officers if they are unfit for the job, conct malpractices or neglect their ties. And they shall bear legal liabilities according to the law where any loss is caused thus.
Article 19 The company has no board of supervisors but has two supervisors, delegated by party B, whose service term may not exceed 3 years but they may continue to serve his post if he is re-appointed by the relevant party upon the expiration of his term. Here the directors, senior officers or the finance manager may not hold a concurrent post as a supervisor.
Article 20 The supervisors shall exercise the following functions and powers:
(1) to check the company fiance;
(2) to supervise the concts of implementation of the company office of the directors and the senior officers, and to put forward the proposal of removal where a director or a senior officer breaches the law, administrative regulations or the articles of association.
(3) to ask the directors or senior officers to rectify their concts where the concts of the directors or senior officers cause damage to the company.
(4) to bring an action against the directors or senior officers according to the provisions of the article 152 of the company law;
The supervisors may sit in the meeting of the board of directors and may bring up a interpellation or a proposal to the resolutions adopted by the booard of the directors.
Article 21 The qualifications for the position of directors, supervisors and senior officers shall meet the requirements stipulated(provided) by the company law.
Chapter 8 The Share Of The Incomes, Procts, Risks And Losses
Article 22 The style of the cooperative enterprise shall be a company if it meets the qualifications of a Chinese legal person. The parties of the cooperation shall be liable for the company』s debts to the extent of their respective investment or the cooperative conditions except as otherwise agreed by the contract.
Article 23 The share of the parties of the incomes, procts, risks and losses shall be ………………………………….
And the party B shall pay the party A, on the basis of the number of the vehicles obtaining the entrance permission, a fixed profit per vehicle monthly.
Chapter 9 The ration, dissolving and liquidation
Article 24 The ration of the cooperation shall be XXX years which shall be counting from the date when the business license issued.
Article 23 If both of the parties agree to extend the ration of cooperation, an application shall be submitted to the examination and approval authority 180 days in advance before the expiration of the contract after the a resolution to the matter has been adopted by the board of directors.
Article 25 The cooperative company may be dissolved for any one of the following reasons:
(1) the term of cooperation expires;
(2) the cooperative company suffers serious losses in operation or incurs a big loss for force majeure and thus makes it difficult to continue the operation;
(3) it is difficult for the cooperative company to continue the operation for one or more parties fail to perform the obligations provided by the contract or the articles of association;
(4) any other causes for dissolution prescribed by the cooperative contract or the articles of association has occurred;
(5) or the cooperative company has been ordered to terminate for the reason of breach of the laws or administrative regulations.
Article 26 A liquidation proceres shall be carried out when the term of the cooperative company expires or when it is dissolved in advance. The assets of the cooperative company shall be distributed by the cooperative parties according to the agreements of the contract.
An application for company de-registration shall be submitted to the administrative agency for instry and commerce where the cooperative company expires or dissolves in advance.
Chapter 10 Supplementary Provisions
Article 27 The matters such as………………………, herein not referred to, shall under the govern of the laws and administrative regulations of the people』s republic of China.
Party A (signature and seal):
Date:
Party B (signature and seal):
Date:
E. 論文英文文獻翻譯找哪個要專業的公司。
頂級問題。
使用英文文獻主要是為了直接用英文做研究。翻譯的，只能降級！這個大多數不明白，舉例說明。馬克思愛因斯坦，用德文寫作。那些個把他們的德文論文翻譯成中文的，哪個敢說達到了馬克思愛因斯坦的水平呢？只能降級！同理可推論。而那些個只能用中文讀老馬老愛的，恐怕連那些個翻譯的水平都達不到，又降了不知道多少級啦！
F. 企業文化的英文文獻
www.google.co.nz
search for: organisation culture
主推薦：http://www.managementhelp.org/search/management_help_search.html?zoom_query=organisation+culture
http://www.archivesearch.co.nz/default.aspx?webID=MGT要注冊
任何一個管理學里都會講到企業文化的。
G. 中小企業核心競爭力的英文文獻
Core competitiveness of enterprises is unique, can bring economic benefits, corporate sustainabilityThe core competence of competitive advantage, once owned enterprise core competitive ability, can make the enterprise form long-term advantage, promote the development of the enterprise. Since the 1990s, western strategic theorists are very concerned that core competitiveness of enterprises, the core competitiveness of enterprises is the driving force, is growing enterprise obtains a sustainable competitive advantage.A small and medium-sized enterprise core competitiveness. To analyze the current situationSince the reform and opening up, China's small and medium-sized enterprise development of small and medium-sized enterprises in economic development, and played an important role, the survival and development of small and medium-sized enterprises more and more attention, and its status and known by people. The future belongs to the era of small and medium-sized enterprises, vigor of small and medium-sized enterprises will continue to play its flexible, salesConvenient and flexible liquidity advantages in the fierce competition in the market economy in his place, and to inject new vitality into the economic development.In the development of small and medium-sized enterprises has its own advantages, but also faced a series of small and medium-sized enterprises, the current problems facing an outstanding problem is lack of competitiveness, especially the lack of core competitiveness, embodied in the following aspects:1 enterprise strategic consciousness, strategic intent is not clearSustained competitive advantage to play with the development strategy of enterprise strategic intention that match the future direction of the enterprise, business development plan, the position. From now on, the small and medium-sized enterprises widespread light strategy, tactics, and on the decision thinking formulary experience. With no clear strategic intent, caused many small and medium-sized enterprise management, business field direction, lost the blindness of management and speculative, optional features.2 limited resources scattered into the diversified trapMany small and medium-sized enterprise diversification is enterprise profit growth for expansion, and dispersive risk strategy. Many small and medium-sized enterprises in the main business still does not have strong competitive situation, diversification, e to the implementation of blind in multiple domain of business resources, scattered in the specific areas of business enterprise resources, especially the impact strength of the core areas that need resources or main business field of competitiveness, damage to cultivating the core competitiveness of enterprises, and some even lost the original advantage.3) research and development and innovation ability is poor investmentAssess, small and medium-sized enterprises in China r&d funds for the proportion of sales revenue, and average less than 0.4% international businesses generally think of funds for research, sales of more than 5%, the enterprise has competitiveness, Just enough to maintain 2%, Less than 1% of the enterprise is hard to survive. Technological innovation is the power of the enterprise research and development ability, to small and medium-sized enterprises in China, the serious shortage of r&d input hindered enterprise technology improvement and innovation, severely weakened the enterprise sustainable competitive capacity of enterprises, the further development.4 organizational structure, management confusion. BackwardWith the development of knowledge economy, the information management play a more and more important role in time, the information, the communication of information, to traditional organizational structure adjustment, organization structure should be flexible to flat, the development direction. While the majority of small and medium-sized enterprises at present in our country executes or traditional linear organization structure, e to the lagging organization structure adjustment, and the domestic large enterprises and foreign enterprises, management of small and medium-sized enterprises, especially behind the enterprise's strategic management, cost and quality management, human resources management, sales management, etc., it is hard to adapt to the fierce market competition. Enterprise organization structure unreasonable, operation mechanism is not alive, the radical reasons.Ii. Cultivate core competitiveness of small and medium-sized enterprisesEnterprise core competitive ability is enterprise, can create economic benefits and difficult to competitors mimic the unique ability of the enterprise, it is necessary to establish and maintain the advantage conditions, is the enterprise from the technology procts, from management to the comprehensive quality of small and medium-sized enterprises core embodiment. Cultivate the core competitive force of important realistic significance.1 our economy has from the economic surplus to economic shortageIn short, although economic times of small and medium-sized enterprises in the proction of procts, proct technical content is low, but e to the low proct demand, small and medium-sized enterprises procing procts can still sell in the market and has certain advantages. In the market economy is increasingly perfect today, procts, and the buyer's market for procts glut has graally formed, and with the progress of science and technology, the Chinese small and medium-sized enterprises in market competition in the original advantage is graally disappear, cultivate their own unique advantages of small and medium-sized enterprises is the key to enhance its competitiveness.2 both domestic and international market competition becomes increasingly fierceAfter joining the wto, foreign goods can proceed in China, which makes the consumer market is very small and medium-sized enterprises. At the same time, domestic market competition will be more intense. In recent years, China's small and medium-sized enterprises can rapid development, largely thanks to the government and tariff barriers to adjust the macro-control. But after the wto entry, tariffs and canceling graally, foreign procts with high quality and low price to win the domestic consumer, it is undoubtedly to small and medium-sized enterprises more challenges. Facing economic globalization and the entry of wto, the core competitiveness of the small and medium-sized enterprises will sooner or later in the fierce competition in the market.3 for sustainable development of the enterpriseThe small and medium-sized enterprises in China, many enterprises can why some people, develop, and some of the enterprise is just a flash in the pan. Investigate its reason, the key lies in whether the enterprise with long-term competitive advantages. In certain period of small and medium-sized enterprises to gain a competitive advantage is not difficult, difficult is long-term competitive advantage. Economic globalization, e to the proct life cycle is shortened, competition is critical to the success of the enterprise owns continuously develops new procts and market competition ability of special. The long-term competitive advantages of enterprises from the core competitiveness of superior rivals. Only the cultivation of small and medium-sized enterprises core competitiveness, to drive the development of enterprise, the enterprise limited manpower, 核心競爭力是企業獨具的、能為企業帶來經濟效益的、支撐企業可持續性
競爭優勢的核心能力,企業一旦擁有核心競爭能力,就會使企業形成長期優勢,推動企業的長久發展。20世紀90年代以來,西方戰略理論家們就十分關注企業核心競爭力,認為核心競爭力是企業成長的驅動力,是企業獲取持續競爭優勢的基礎。一.我國中小企業核心競爭力現狀分析改革開放以來，我國中小企業得到了不斷的發展，中小企業在經濟發展中發揮了重要的作用，中小企業的生存和發展越來越受到人們的關注，它的地位也越來越為人們所認識。未來時代是屬於中小企業的時代，充滿活力的中小企業必將繼續發揮其經營靈活自如、銷售快捷
方便、資金周轉靈活等優勢，在競爭激烈的市場經濟中取得自己的立足之地，並為經濟發展注入新的活力。中小企業在發展中有自身的優勢，但也面臨一系列問題，當前中小企業面臨的一個突出問題就是缺乏競爭力，特別是普遍缺乏核心競爭力，具體表現在以下幾個方面：1.企業戰略意識淡薄，戰略意圖不明確持續競爭優勢的發揮需要與發展戰略相匹配企業戰略意圖表明了企業未來的前進方向、自己的業務定位、計劃發展的能力。從目前來看，中小企業普遍存在著重戰術、輕戰略，依賴經驗決策的思維定式。由於沒有明確的戰略意圖，導致了許多中小企業經營方向迷失，經營領域模糊，經營的盲目性、投機性、隨意性特點突出。2.有限的資源分散，跌入多元化陷阱多元化經營被很多中小企業認為是企業尋求規模擴張、利潤增長、分散風險的策略。目前很多中小企業在主營業務尚不具備較強的競爭力的狀況下，盲目實施多元化經營，由於資源分散在多個業務領域，分散了企業在具體業務領域的資源實力，尤其是影響了需要資源保證的核心領域或主營業務領域的競爭力，損害了對核心競爭力的培養，一些企業甚至喪失了原有的優勢。3.研究發展投入不足，創新能力差椐調查，我國中小企業研發經費占銷售收入的比例平均水平不到0.4%，而國際企業界普遍認為，研發經費占銷售額的5%以上，企業才有競爭力；佔2%僅夠維持；不足1%的企業則難以生存。技術創新的動力在於企業的研發能力，對我國中小企業而言，研發投入的嚴重不足阻礙了企業進行技術改進和創新，嚴重削弱了企業的持續競爭能力，制約了企業的進一步發展壯大。4.組織結構調整滯後，管理混亂隨著知識經濟的發展，信息在管理中發揮了越來越重要的作用，為了及時的傳遞信息，溝通信息，必須對傳統的組織結構進行調整，組織結構應向扁平化、柔性化方向發展。而目前我國大多數中小企業實行的還是傳統的直線型組織結構，由於組織結構調整滯後，與國內大型企業及國外企業相比，我國中小企業的管理落後，尤其是企業的戰略管理、成本理、質量管理、人力資源管理、銷管理等方面，很難適應激烈的市場競爭。企業組織結構不合理，經營機制不活，是影響企業競爭力的帶有根本性的深層次原因。二. 培育中小企業核心競爭力的必要性企業核心競爭力是企業所擁有的,能夠創造經濟效益並難以被競爭對手模仿的獨特能力,它是企業建立和保持優勢的必要條件，是企業從技術到產品，從管理到戰略綜合素質的核心體現.培育中小企業的核心競爭力具有重要的現實意義。1.我國經濟已從短缺經濟走向過剩經濟在短缺經濟時代，盡管中小企業生產的產品技術含量低,產品檔次低,但由於產品供不應求,中小企業生產的產品仍然能銷售出去並在市場中具有一定的優勢。在市場經濟體制日益完善的今天，產品往往供過於求,產品的買方市場已逐步形成,而且隨著科學技術的進步，我國中小企業在市場競爭中的原有優勢正在逐步消失,培育自己的獨特優勢是中小企業增強其競爭力的關鍵。2.國內外市場競爭日趨激烈加入wto後，國外的商品可以長驅直入我國的消費市場,這使得中小企業受到很大的沖擊。同時，國內市場的競爭將更加激烈。近幾年來，我國的中小企業之所以能較快發展，很大程度上得益於關稅壁壘的調節和政府的宏觀調控能力。而入世後，關稅降低以至逐步取消，外國產品將以質優價廉贏得國內的消費者，這無疑是給中小企業更多的挑戰.面對經濟全球化和加入wto的挑戰，沒有核心競爭力的中小企業遲早會在激烈的市場競爭中被淘汰。3.企業可持續發展的需要在我國眾多的中小企業中，為什麼有些企業能長盛不衰,發展壯大,而有些企業只是曇花一現?究其原因，關鍵在於企業是否擁有長期的競爭優勢.中小企業在某個特定時期取得競爭優勢並不是很難，難的是長期保持競爭優勢.經濟全球化時代，由於產品壽命周期的日漸縮短，競爭成功的關鍵在於企業是否擁有不斷開發新產品和開拓市場的特殊競爭能力。企業的長期競爭優勢來源於優於競爭對手的核心競爭力.只有培育中小企業的核心競爭力,才能帶動企業各方面的發展，把企業有限的人力、 希望採納 謝謝
H. 求企業團隊精神相關的英文文獻，拜託各位了
January 1 cultural management. A French Minister of Culture said: "Culture is tomorrow's competition." A lucrative business as long as there are brilliant, meaning Meaningful corporate culture, we can support enterprises to become a mainstay in the Big waves wash the sand. The unique charm of the corporate culture, the rapid development of enterprises can provide the core competitiveness.
Enterprise culture is team spirit and the accumulation of
A culture of enterprise content reced to just 20 words: "Wuwangzaiju, honesty and integrity surprisingly, the area of life, Peoples normalized and constant innovation."
"Wuwangzaiju" - not to forget the past is always the hardships and suffering of entrepreneurship. "Forget the past means betrayal."
"Shou is surprising" - "honesty and integrity", meaning the practice of holding upright in the groups set up a good reputation; "surprising" is to realize I have no people, I have gifted, gifted people I new, a miracle, dominate the market.
"Area of life" - people doing things on the side side, the circle is round. Specific performance is: should the event, to small circle; on their side to the people to circle. The man is the backbone of a round is the way of tips.
"Peoples normalized" - that is building around the Pacific Group of the Development Goals, are to implement the responsibility of everyone in everything, even the most basic level staff. The development of enterprises, indivials will have the development of other people, also have their own development. This is the Peoples normalized.
"Innovation" - on behalf of all the glorious past, the future is always empty. Innovation is the continuation of life, is an inexhaustible motive force for the development of enterprises. Who Gaorenyichou sense of innovation, enterprises who can Jiezuxiandeng.
Culture meaning can be summarized as the following eight words:
1, "Confucianism is also shaping the cultural character" - despite conservative Confucian culture side, but also contains many positive ideas, for today's enterprises are still important. For example, the world's ideological and very positive to be learned from.
2, "the pursuit of a healthy psychological qualities" - "victory or defeat is a routine military strategists." CEOs have to stand the test of the success or failure, have a strong sense of psychological enrance capacity. Setbacks,the face of adversity can maintain expansive optimistic attitude. It should be noted that within the tolerance, generosity of the corporate culture is a major feature.
3, "with Chinese characteristics, upholding the ethical concepts" - "justice sensible letter, Lee Cheng Jing," Chinese enterprises in a number of years not only have a personality, is also inseparable from the modest nature of the world top 500 ranked No. 16 in the Enron, the system neglect to talk about human nature, and collapse very quickly. In a business of a public opinion survey reflected the entry of more than three years of the crisis staff in enterprises, can not sacrifice a year with wages 80 percent over five years the 2002 dedication of the staff can not take the wage 78 percent, enough to demonstrate that employees and between enterprises and sharing weal and woe of deep emotion.
4, "360 position to make friends" - with the charm of personality to win the trust and respect for each other, turning hostility into friendship, controlling the hostile, rule of hostilities. Jusan are some margin, and working with people, came together fate, a long time, conflicts are often more, breaking up is routine, but also can be acquaintances, friends. Do not do the people profiting at others' expense, not to dopeople.
5, the survival of self-improvement on January 1 every person has a climate, geography, and when As an ancient saying goes: "no worries about the no-bit, so with legislation," There are three opportunities: to seize the opportunity momentum, as a third-rate; No opportunity to find opportunities for second-class; whimsical, and create opportunities for first-class.
The so-called team spirit, put it in simple terms is that the overall situation, and the spirit of collaboration and the concentrated expression of the spirit of service. Team spirit is the basis of respect for the personal interest and achievements. The core is collaboration, is the highest level of all members of the centripetal force, cohesion, and reflects the indivial interests and overall interests of unity, and thus ensure the efficient functioning of organizations. The formation of the team spirit does not require team members to self-sacrifice, on the contrary, Huisa personality and talent ensure that the performance of members of the common goal of completing tasks, and clear the way cooperation and collaboration will then have a real inner power. Teamwork is part of organizational culture, good management through appropriate organizational form for each indivial to the appropriate positions, give full play to the collective potential. If not correct the management culture, not a good business mentality and spirit of dedication, there will be no team spirit.
The role of team spirit
1. Goal-oriented functions
The cultivation of team spirit, work together so that the shop staff,擰成一股繩, efforts toward a goal of a single salesperson, the team targets to be achieved by the efforts of its own that is the direction of the overall team goal of homeopathy are broken down into various small Goals in each employee was implemented.
2. Rally function
Any organization needs a cohesive group, the traditional management approach is through the organization of top-down system of administrative directives and dilute the personal feelings of psychological and social aspects of demand, and team spirit through the collective sense of culture, through staff In a long-term practice of the customs, beliefs, motivation, interest, and other cultural psychology, to communicate people's ideas, guide people to have a common sense of mission and sense of belonging and identity, in turn, graally strengthen the team spirit and generate a powerful Cohesion.
3. Incentive function
Team to rely on staff consciously demands progress, and strive to team with the best staff in line. Between employees through the normal function of encouraging competition can be achieved, and this incentive is not simply stay on the basis of the material, the team also received recognition, access to other staff in the team's respect.
4. Control
The staff of the need to control indivial behavior, groups need to coordinate actions. Team spirit generated by the control functions, through the internal team formed by a perception of power, the impact of atmosphere, bound to regulate and control the indivial acts of employees. This rigid top-down control is not mandatory power, but from hard to soft in the control of control by the control of workers, trade unions to control the sense of control by the short-term workers, to its values and long-term goals of the Control. Therefore, this control is more lasting significance, and is easy enjoys popular support.
Build team spirit
1, to create an atmosphere of mutual trust organizations
Have a well-known banks, especially its managers to their middle-level delegation of authority employees, despite a month to spend money marketing. Some people worry that those people will Luanhua Qian, in fact, the staff did not Luanhua Qian, instead of maintaining a large number of clients and their performance as a banner of the instry. By contrast, some managers, the money can see very strict, for fear others Luanhua Qian, but their Dashoudajiao, the staff has done everything in secret to seek their own interests. There are an environmentally friendly operation of joint ventures, with the general manager of the general staff of the Office of the same, in an open hall, each ordinary employees can stand up to see what the general manager. Staff from the purchase of day-to-day office supplies, in addition to the normal reimbursement, the Company has also paid some extra hard for this initiative put an end to the employees up the virtual fraud efforts. In both cases, we can understand and trust each member of the Organization of the impact, in particular, will increase the feelings of employees of organizations recognized. From the emotional and mutual trust, is an organization most solid basis for cooperation, will give employees a sense of security, employees can be truly recognized, the company as their own, and as personal development arena.
2, attitude and can not decide everything
Liu Bei is a very people-oriented attitude, Sangumaolu please Kongming, and Guan Yu and Zhang Fei form Sidang, relations are very Rail, but in the end is a loser. Cao Cao regardless of attitude, but the people are given, the great cause of achievement. Because not only earned alone attitude, but also can rely on. Those who attach importance to the attitude of managers are generally very heavy sense of authority, if someone challenges his authority, not too comfortable on the heart. So, that attitude is everything the managers, we must first reflect on their attitude toward employment, in assessing a person's ability, is not only consider their own feelings did not take into account the needs of employees «feel that they are not subject to the authority of the Personnel from the heart of the challenges can not be accepted.
3, anti-punishment within the organization
From a psychological point of view, if we change a person's behavior, there are two means: penalties and incentives. Punish acts lead to retreat, is a negative and passive, the internal mechanism is legal punishment. Incentive is a positive, proactive, to continue improving efficiency. An appropriate degree of punishment is of positive significance, excessive punishment is invalid, and punish the abuse of corporate certainly not a long time. Punishment is the denial to the employee, often a negative employees, the number of passion for work will no longer exist. Employers certainly have the incentive and employees of enterprises to increase the positive recognition for employees and employers often deny employees feel that they will not use the enterprise, then the employees will negate the enterprise.
4, to establish an effective communication mechanism
Understanding and trust is not an empty talk, often a small misunderstanding but the management is an endless source of trouble. One employee to resign, the employer said: "You can not Zoua, you very well, before the practice is to train you, I will be promoted to you, I would also like to reward you!" However, employees are considered to be a pack of lies, He avid to work, but not the high-income Mapi Jing, how to calm him! Would like to reuse a talent, one would like to play for their own enterprises can, simply because of poor communication, were injured. I once heard a senior employee said: "If the boss told me the truth a little earlier, I would not leave the company."
Enterprises and institutional arrangements for the team
Team spirit and the enterprise system of relations should be reflected in several aspects:
1, business principles, the system should be formed into the decision-making and teamwork
In accordance with the principles of modern company law, a company's shareholders by the company or interest group to enter the market status of legal persons engaged in various commercial activities, from the policy of enterprises, the development of strategies to the implementation of specific measures are reflected in the overall interest of enterprises, To a considerable extent, the corporate personality of the commercial rights. As a legal entity specifically authorized by the Executive and their leadership team also should be an overall attitude in shopping malls, this is a modern enterprise system and the operation of the market principles of the inevitable demand of enterprises, and infiltration into the team spirit is consistent with this One of the inherent law.
Enterprise system should be the formation of a scientific and democratic decision-making process, is a collective wisdom, wisdom and power of people to play the course, is the commander of the integrated experience and the wealth of many combatants process of practice, it is difficult to imagine in a quiet Harbour with great concentration Come up with the free enterprise system to respond to the changing market conditions over the reefs. We are all kinds of rules and regulations of the enterprise is not uncommon, but are often shelved, The reason, of which a very important point is that the system itself seriously divorced from reality, naturally exist in name only.
2, enterprises need to achieve the goal of a team spirit
Sony Corporation is the world's leading enterprises, is able to have today's huge achievements, with its "family-style" management methods are inseparable. In Sony, each of the staff were seen as part of the extended family, every employee can express their unique perspective, but also stressed that employees should be like in a family living in the same co-ordination, co-ordination. Every employee's e to the fully respected, talented be brought into full play. Finally, the company has employees the same return - to work and loyalty to the company, so Sony was a great, sustainable success in our cause.