与管理学专业有关的英语文章

Strategic Human Capital
Not all managers are equally suited to all business situations. The strategic skills required to control costs in the face of fierce price competition are not the same as those required to improve the top line in a rapidly growing business or balance investment against cash flow to survive in a highly cyclical business. Such skills are usually transferable to new environments - and are the most portable type of human capital other than general management skills - but they won't offer an advantage if the strategic needs of the company don't match the manager's skills. When the telecommunications industry was deregulated and challenged by new entrants, for instance, few former Bell System managers were able to successfully transition to the fast-moving, entrepreneurial, growth-oriented environment, despite being seasoned veterans of what was considered one of America's best-managed companies.
By the 1990s, GE's Appliance and Lighting businesses required careful attention to costs given mature industries and highly unionized labor forces. Its Aircraft Engines, Power Systems, Industrial Systems, and Transportation Systems businesses were cyclical and required careful management of capital. GE Capital, Plastics, Medical Systems, and NBC were areas of growth, whether organic or through globalization or acquisitions.
By coding our GE managers' résumés, we were able to determine their strategic skills and categorize these individuals as cost controllers, growers, or cycle managers on the basis of their line management experience at GE. Using S&P industry reports, we then coded the strategic challenges facing each new company the former GE managers were hired into. Nine of the 20 executive transitions we studied involved strategic skill matches, meaning that, for instance, a savvy cost-cutter was hired into a company where cost management would turn out to be the key driver of success. The other 11 constituted mismatches. When the strategic need matched the strategic experience of the hired GE executive, companies saw annualized abnormal returns of 14.1%, while mismatched pairings saw returns of ?39.8%. (See the exhibit "The Impact of Fit.")
战略性人力资本并非所有经理人都同样适合于所有企业的情况. 战略所需技能,以控制成本,在激烈的价格竞争,是不相同 需要改进的顶线在一个迅速增长的业务或平衡投资对现金流生存 高度周期性业务. 这种技巧通常转移到新的环境,是最便携型人力资本以外 一般管理技能,但他们不会提供一个有利的战略需求,该公司不配合 经理人的技能. 当电信业放松管制和挑战的新加入者,比如, 前几个钟系统管理者能够成功地过渡到快速移动,创业,成长的环境, 尽管老练的老兵何种行为会被视为是美国管理最佳的公司之一. 到1990年 通用电器和照明企业需要注意成本,成熟产业和高度工会劳动力. 其飞机引擎,电力系统,工业系统,交通系统业务是周期性的,需要小心地管理资金. 葛资本,塑料,医疗系统,及NBC分别增长领域,不论是有机或通过全球化或收购. 编码,我们葛经理人的简历, 我们能够决定自己的战略技巧和分类,这些人作为成本控制,种植者, 或周期管理的基础上根据自己的管理经验时葛. 用标准普尔产业报告 然后我们编码的战略挑战,每一个新的公司前经理葛被雇用. 9 20个行政过渡,我们研究了涉及战略技能比赛,也就是说,比如 悟性成本刀具被网罗成为公司的管理成本,反而是关键驱动力 成功. 其余的11家构成话题. 当战略需要相应的战略经验的聘请葛长官 公司出现异常年均回报为14.1% ,而配对相合看到回报? 39.8% . (见"的展览的影响,符合" ) .