大学经济管理基础论文范文

1ChallengesforamanagerinaneweconomyIntroductionThereismoreandmore“neweconomy”andcompaniescomingup,itbringsmoreandmorechallengestothemanagers.Althoughtherearedifferenttypesofmanagers,generalmangers,functionalmangers,linemanagers,staffmanagersandprojectmangers,but,tomaketheeconomyorowncompanydevelopingisthesameandthemostimportanttargetforeverymanager.Managersarealwaysplayingtheleaderofaneconomy;theyareallfacingthesamechallenges,inmostofit,learnhowtobuildtheinternalcapabilitytomeetincreasinglydemandingcustomersandtobalancelong-termandshort-termrequirements,arethetwosignificantchallenges.Managersarealwaysreadytomakedecisionsaboutit.Buttherearestillsomethingmorearechallengingthem.Diversityisoneofthechallengesthatamanagershouldorganize,itisarealityinlabormarketsandcustomermarketstoday.Technologyandexternalenvironmentaretwootherimportantsourcesforthedevelopment.Tohavehightechnologyinaneconomywillspeeduptheproductionandeasilymakethingsorganized.Anyeconomyarereliesontheenvironment,theexternalenvironmentarelinktoeverypartofthemanagement.Amanagerisnotjustshouldknowwhatthebackgroundofthecompanyis,butalsoshouldtoknowlotsofsocialsource,tomakethisneweconomybalancedinbothshortandlongtermtomakemoney.“Soamanagerissomeonewhogetsthinsdonewiththeaidofotherpeople”saidRosemaryStewart(1967).DiversityManagersinmanycountriesworkinacontextinwhichtheworkforceisbecomingincreasinglydiverse.(DavidBoddy,p15)Diversity,ofcourse,itbecomeoneofthemostimportantandsignificantsourceoftheneweconomyforamanager.Itgiveseveryemployersopportunityinanorganizationtolearnfromeachother,toco-operativeinagroupwork.Genderandethnicoriginaretwodimensionsofdiversity,italsoincludingdisability,ageandsexualorientation.Therearemuchargumentaboutit,managinga2diverseworkforceproactivelyislikelytobringbusinessbenefit,inthatitmayleadto:Greateraccesstoawiderrangeofindividualstrengths,experiencesandperspectivesAgreaterunderstandingofthediversegroupofpotentialandexistingcustomersrepresentedwithinaworkforce.Bettercommunicationwiththisdiversegroupofpotentialandexistingcustomers.(AndersonandMetcalf,2003,p.1x)GenderFromtheresearch,itshowsthatinUK58%ofwomenwasemploymentin1984,whileithasrisenover70%in2003.However,theydonothaveequalaccesstoalloccupations.Forinstance,womenaremuchmorelikelythanmentoworkasnursesorlibrarians.Butmenaremorelikelytobedoctors,judges.Researchshowsthatwomenprovided89%ofnurses,butonly3%ofdriver.Whengenderinmanagement,Roseer(1997)foundthatmalemanagerstendedtoadoptwhathetermedtransactionalstyle,(DavidBoddy,p27)theygiverewardsforthingsdonewell,theyareverydifferentfromwomen.Womenmostly,don’tliketomakeordersorcommandpeople;theygenerallytrytomaketheirstafffeelgoodaboutthemselves.Becauseofthisdifferentabilitybetweenmanandwomen,amanagershoulddistributearightplacetoeveryofthemintheneweconomy,tomakesureeveryworkdoneinamostrightway.TechnologyAstheeconomycomeinto21stcentury,tohavehightechnologybecomesabigpartofanewcompanyforamanager.Itisclearthattechnologyhasandwillcontinuetoplayasignificantroleindrivingeconomicgrowth.ComputerandcommunicationToday,inmostoralloftheeconomy,morethanhalfofthejobwerebedonebytechnologyequipment,computer,forexample,sincethedayithasbeencreated,itissurelytobeoneofthemostimportantpartinthetechnology,foramanager,usingthecomputercanevencontrolstaff,forinstance,anetworkcomputersystem,which3linkingallofbranchestothemanager,manybenefitsareexpectableandachievable(BoddyandGunson,1996).Telephone,itisnotonlyuseforspeechcommunication,butalsotopassdataandpicturebetweenfixedcomputersandbetweenthemandvariousmobilecommunicationdevices(Cairncross,2001).Usingtechnologycontributesevenmorethanthattoaneweconomyandalsotoamanager,appearsoftheinternet,bringsmorebenefits.Itisawebofthousandsofcomputernetworkslinkedtogetherbytelephonelinesthroughwhichdatacanbecarried.Managersshouldalwaysorganizeawebsitefortheireconomytosupportbusinessprocesses,communicationsandtransactions.Forexample,sellingproduct,serviceovertheinternetsuchlikeinternetbanking,andusingtheinternettogettheinformationaboutthemarketsituation.Therearemoreothertechnology,suchliketelevision,intranetsandextranets;theyareallkeepgivingbenefitstotheentiremanagersinaneconomy.Newtechnology,neweconomy,alwaysbe,becauseamanagershouldalwaysknowandtomakesurewhat’snew.ExternalenvironmentAllofthemanagingandorganizationareeffectingbytheexternalenvironmenttoo.itincludethegeneralandcompetitiveenvironments.Thegeneralenvironmentincludeseconomic,political,socialandtechnologicalfactorsthatgenerallyaffectallorganizations;thecompetitiveenvironmentistheindustry-specificenvironmentcomprisingtheorganization’scustomers,suppliersandcompetitors(DavidBoddy,p82,3).Butbothofthemareimportantforamanagertoorganizetheeconomy.CompetitiveenvironmentCompetitiveEnvironmentisanenvironmental,healthandsafety(EHS)managementconsultingfirmincorporatedinArizonaservingclientsdomesticallyandinternationallysince1995.CompetitiveEnvironmentprovidescorporationswiththeprogramsandtoolsneededtomakethemmorecompetitiveandeffective(