沟通、知识和信息管理对于公司决策重要性--留学生essay代写范文

留学生essay代写范文:“沟通、知识和信息管理对于公司决策重要性”，这篇论文主要描述的是决策是良好商业的重要组成部分。此主要讨论的是在公司管理当中，公司内部沟通、知识、信息传播之间的微妙关系。详细的讨论了这三者对于公司管理决策过程的影响力。及决策者应该如何通过沟通、知识和信息这三个信息要点，让普通的员工产生更多归属感，进而更为有效的为业务实践做决策。

Part 1

Task 1

Discuss what the major ranges of decisions to be taken:

Decision-making is a crucial part of good business. In classic badges company, decision making should increasingly happen at all levels of management. The owner may make the grand strategic decisions about investment and direction of future growth, and managers may make the more tactical decisions about how their own department may contribute most effectively to the overall enterprise objectives. But quite ordinary employees are increasingly expected to make decisions about the conduct of their own tasks, responses to customers and improvements to business practice.

Following are the decisions that need to be taken when starting a new enterprise:

Programmed Decisions:

These are standard decisions which always follow the same routine. As such, they can be written down into a series of fixed steps which anyone can follow. They could even be written as computer program

Non-Programmed Decisions:

These are non-standard and non-routine. Each decision is not quite the same as any previous decision.

Strategic Decisions:

These affect the long-term direction of the business e.g. whether to expand the business in different countries

Tactical Decisions:

These are medium-term decisions about how to implement strategy e.g. what kind of Marketing to have, or how many extra staff to recruit.

Operational Decisions:

These are short-term decisions (also called administrative decisions) about how to implement the tactics e.g. which method is use to make deliveries. (Bowett, 2013)

Identify and examine the kind of information and knowledge needed to ensure that effective decisions are taken:

Information is the vital component for the decision making. In fact the success or failure of decision rests on the information on hand. Situation in which a manager have full information regarding the problem is available is called certainty e.g. what will be the demand of badges if prices are increased by 5%? and where the range of information is neither perfect and neither imperfect it is called risky decision making e.g. what will be the sales revenue of company if prices are increased by 5% per unit? while the situation where the decision maker have no information regarding the problem on hand is called uncertainty e.g. what will be the growth rate of company in 5 years?

Following are the different kinds of information and knowledge that needed to make effective decisions for Classic Badges Company.

What are the major objectives of company?

Who are its major customers?

Who are its potential customers?

Who are its potential competitors?

Which advertisement and marketing procedure should be used?

Which distribution method should be used? (Rutherfort, 2007)

List and assess internal and external sources of information required and justify their suitability and reliability for this project:

There are two different sou

第五篇

深入分析远程办公的利弊留学论文

随着现代社会快速的发展，远程办公已经不再新鲜。然而凡事有利就有弊，远程办公给我们带来高效快捷之时，他的潜在隐患也慢慢积发出来了。这篇留学论文就是具体深入分析远程办公的利弊。

此篇论文重点研究远程办公是如何影响一个公司的员工及整体公司的。另外通过探讨科技公司在创新与远程办公之间的的关系，及远程办公以后的整体发展趋势。

This study seeks to explore the relationship between high-tech firms, innovation, and the teleworking trend. Specifically, an examination of the high-technology sector in the UK is provided, followed by explanations of teleworking, innovation, and high-tech firms as they relate to the scope and focus of this study. The above is based on published findings of empirical research and published reports. This study then considers how teleworking has impacted innovation at the Intel Corporation, a leading manufacturer of semiconductors who allows employees in certain positions to telework part or all of their workweek. Innovation and impact are considered at an overall corporate level, rather than at an individual level.

Findings of this research indicate that teleworking one to two dayseach week has no discernibly negative impact on innovation, and mayactually enhance innovation, provided systems to encourage andfacilitate innovation are in place. Implications for organisationsentering the teleworking arena and the sector as a whole are followed by recommendations for high-tech companies and for future research.

Teleworking is a cultural trend in much of Europe and theAmericas. While it provides many plusses and a few minuses to theindividual teleworkers, its impact on organisations and particularlyinnovation at those organisations has not been sufficiently explored. This study seeks to consider the impact teleworking has onorganisations, specifically high-technology organisations, and theirability to generate, initiate, and implement innovative products,processes and administrative ideas.

A review of previously published findings related to teleworking,innovation, and high-technology is provided, covering these topics ingeneral. The focus of the study then narrows, addressing organisationsthat both use and produce high-tech products or services, and finallyconcentrating on innovation in the computer hardware and softwaresector. Ideas and conclusions from these studies are then combinedwith information from Intel Corporation, a leading manufacturer ofsemi-conductors and similar computer products, to analyse the specificimpact of teleworking at Intel.

It is hoped the conclusions drawn from Intel’s experiences will beuseful to other high-tech firms practicing or considering teleworking,as well as encourage others to pursue related research.

High-technology has evolved in the past thirty years from something outof a science fiction novel to part of the average Britain’s everydaylife. The UK contributes over 5% of the world’s research anddevelopment, although it has less than one percent of the world’spopulation. The UK additionally has the larges software and computerservices sector in the EU, and a significant semiconductor industry(Anon 2005). From Bristol, at the end of the M4 hi-tech corridor, toSheffield, where software has replaced steel, to the hi-tech centres inCambridge and Hertfordshire, high-tech is replacing and revitalisingthe declining UK industrial sector.

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