代寫assignment范文：Steve Jobs: Leadership Style Theories
代寫assignment范文-史蒂夫·喬布斯：領(lǐng)導(dǎo)風(fēng)格理論。本文是一篇留學(xué)生assignment代寫范例，主要內(nèi)容是講述先鋒是指被視為領(lǐng)導(dǎo)努力的人，沒有奉獻(xiàn)者，任何人都不可能成為先鋒，行政管理可以通過個(gè)人在集會(huì)中的地位能量來(lái)策劃，有了這種權(quán)力，他或她就有機(jī)會(huì)通過控制個(gè)人為實(shí)現(xiàn)特定目標(biāo)所做的努力來(lái)影響集會(huì)中的個(gè)人。先鋒處于聚會(huì)活力結(jié)構(gòu)的交匯點(diǎn)，保持聚會(huì)，將生命插入其中，使其朝著目標(biāo)前進(jìn)，并保持其力量。下面就一起來(lái)看一下這篇代寫assignment范文的具體內(nèi)容。
Executive summary:執(zhí)行摘要
A pioneer is a person who is perceived to lead an exertion, nobody can be a pioneer without devotees , administration can be plot by an energy of position that an individual holds in a gathering, with that power he or she gets an opportunity to exercise on affecting the individuals from gathering by controlling their endeavours for accomplishment of a specific objective.
The pioneer is at the point of convergence of get-together vitality structure, keeps the assembling, inserts life into it, moves it towards its goals and keeps up its compel.
Here, Discussing about administration style ,hypotheses , methodologies of Steve occupations who was (CEO and Co-originator ) of Macintosh Inc which was established by Steve employments ,Ronald wayne and Steve Wozniac in 1976. Wayne didn’t remained with them for long and left Apple by deserting Steve occupations and Wozniak as its primary authors. To raise subsidizing for their wander Steve occupations sold his Volkswagen and Wozniac sold his logical number cruncher. On Apple’s first day of open exchanging its market esteem achieved 1.2 billion.
在此，討論了1976年由Steve employments、Ronald wayne和Steve Wozniac創(chuàng)立的Macintosh公司的首席執(zhí)行官兼創(chuàng)始人Steve職業(yè)的管理風(fēng)格、假設(shè)和方法。韋恩在他們身邊的時(shí)間并不長(zhǎng)，他放棄了史蒂夫的職業(yè)，放棄了沃茲尼亞克作為蘋果的主要作者。為了提高流浪者的補(bǔ)貼，史蒂夫賣掉了他的大眾汽車，沃茲尼亞克賣掉了他的邏輯數(shù)字運(yùn)算器。在蘋果公開交流的第一天，其市場(chǎng)聲望就達(dá)到了12億。
Steve employments surrendered from Apple as CEO in 1985 to take after his very own advantages, then he began another equipment and programming organization named NEXT Inc. he additionally put resources into a movement organization Pixar Animation Studios. In 1997 Mac acquired occupations possessed organization NEXT and selected him again as CEO.
1985年，史蒂夫放棄了蘋果公司首席執(zhí)行官的職位，以利用自己的優(yōu)勢(shì)，然后他創(chuàng)辦了另一家名為NEXT股份有限公司的設(shè)備和編程組織。此外，他還向皮克斯動(dòng)畫工作室的運(yùn)動(dòng)組織投入了資源。1997年，Mac獲得了NEXT組織的職位，并再次任命他為首席執(zhí)行官。
Being a CEO in Apple and with his administration style, skills and application of his creative abilities to innovation and business he changed in individualized computing, music, phones, tablet figuring and retail location industry. His touchiness and restlessness were necessary piece of his perfection and devotion toward his employment. He was extremely engaged and put stock in straightforwardness, responsibility and advancement were among in his administration qualities, he never bargained with quality and never contemplated simply making benefits , he generally centred more around items rather then cost or benefits. He was harsh at individuals since he needed outcomes. With his leadership capacities he took Apple’s worth incentive to $10.2 billion at the season of his demise on oct. 5 2011. In this report initiative speculations are connected with Steve employments authority style in light of his administration challenges confronted there amid his residency as a CEO at Macintosh and contemporary issues of authority and their pertinence with Steve occupations authority style
作為蘋果公司的首席執(zhí)行官，憑借他的管理風(fēng)格、技能和創(chuàng)造性能力在創(chuàng)新和商業(yè)中的應(yīng)用，他改變了個(gè)性化計(jì)算、音樂、手機(jī)、平板電腦和零售定位行業(yè)。他的敏感和不安是他對(duì)工作的完美和忠誠(chéng)的必要組成部分。他非常投入，并重視直率、責(zé)任感和先進(jìn)性是他的管理素質(zhì)之一，他從不與質(zhì)量討價(jià)還價(jià)，也從不考慮簡(jiǎn)單地創(chuàng)造利益，他通常更多地關(guān)注項(xiàng)目，而不是成本或利益。他對(duì)個(gè)人很苛刻，因?yàn)樗枰Y(jié)果。憑借他的領(lǐng)導(dǎo)能力，他在2011年10月5日去世時(shí)將蘋果公司的價(jià)值激勵(lì)提高到102億美元。在本報(bào)告中，鑒于史蒂夫在Macintosh擔(dān)任首席執(zhí)行官期間面臨的管理挑戰(zhàn)，以及當(dāng)代的權(quán)威問題及其與史蒂夫職業(yè)權(quán)威風(fēng)格的相關(guān)性，推測(cè)與史蒂夫的職業(yè)權(quán)威風(fēng)格有關(guān)
Introduction:引言
“Leadership is an act and behaviour of an individual person who directs the activities of a group toward the attainment of a common or shared goal”
“領(lǐng)導(dǎo)力是一個(gè)人的行為，他指導(dǎo)團(tuán)隊(duì)的活動(dòng)以實(shí)現(xiàn)共同或共同的目標(biāo)”
(Hemphill and coons, 1957)
A leader is an individual who is recognised to lead an effort, no one can be a leader without followers , leadership can be outlined by a power of position that an individual holds in a group, with that power he or she gets an opputunity to workout on influencing the members of group by guiding their efforts for achievement of a certain goal.
領(lǐng)導(dǎo)者是被公認(rèn)為領(lǐng)導(dǎo)努力的個(gè)人，沒有追隨者，任何人都不可能成為領(lǐng)導(dǎo)者，領(lǐng)導(dǎo)力可以通過個(gè)人在團(tuán)隊(duì)中所擁有的地位權(quán)力來(lái)概括，有了這種權(quán)力，他或她有機(jī)會(huì)通過指導(dǎo)團(tuán)隊(duì)成員為實(shí)現(xiàn)某個(gè)目標(biāo)所做的努力來(lái)影響他們。
The pioneer is at the focal point of gathering energy structure, keeps the gathering together, implants life into it, moves it towards its objectives and keeps up its force.
先鋒處于聚集能量結(jié)構(gòu)的焦點(diǎn)，將聚集保持在一起，將生命植入其中，使其朝著目標(biāo)前進(jìn)，并保持其力量。
Here, Discussing about leadership style ,theories , approaches of Steve jobs who was (CEO and Co-founder ) of apple Inc which was founded by Steve jobs ,Ronald wayne and Steve Wozniac in 1976. Wayne didn’t stayed with them for long and left Apple by leaving behind Steve jobs and Wozniac as its main founders. To raise funding for their venture Steve jobs sold his volkswagon and Wozniac sold his scientific calculator. On Apple’s first day of public trading its maket value reached 1.2 billion.
在這里，討論史蒂夫·喬布斯的領(lǐng)導(dǎo)風(fēng)格、理論和方法，喬布斯是蘋果公司的首席執(zhí)行官和聯(lián)合創(chuàng)始人，該公司由史蒂夫·喬布斯、羅納德·韋恩和史蒂夫·沃茲尼亞克于1976年創(chuàng)立。韋恩沒有在他們身邊呆多久，就離開了蘋果，留下了史蒂夫·喬布斯和沃茲尼亞克作為蘋果的主要?jiǎng)?chuàng)始人。為了籌集資金，喬布斯賣掉了他的大眾車，沃茲尼亞克賣掉了他的科學(xué)計(jì)算器。在蘋果上市交易的第一天，其市值就達(dá)到了12億美元。
Steve jobs resigned from Apple as CEO in 1985 to follow his own personal interests, then he started a new hardware and software company named NEXT Inc. he also invested in a animation company Pixar Animation Studios. In 1997 apple purchased jobs owned company NEXT and appointed him again as CEO and from that time he worked for Apple for a salary of $1 a year.
史蒂夫·喬布斯于1985年辭去蘋果公司首席執(zhí)行官一職，以追求個(gè)人利益，隨后他創(chuàng)辦了一家名為NEXT股份有限公司的新硬件和軟件公司。他還投資了一家動(dòng)畫公司皮克斯動(dòng)畫工作室。1997年，蘋果收購(gòu)了喬布斯旗下的NEXT公司，并再次任命他為首席執(zhí)行官，從那時(shí)起，他為蘋果公司工作，年薪為1美元。
Being a CEO in Apple and with his leadership style,skills and apllication of his imaginations to technology and business he revolutionised in personal computing, music, phones,tablet computing and retail store industry. His moodiness and impatience were integral part of his perftion and dedication toward his job. He was very focused and believed in simplicity, reasponsibility and innovation were among in his leadership qualities, he never compromised with quality and never thought about just making profits , he always focused more on products rather then cost or profits. He was rough at people because he wanted results. With his leadershio abilities he took Apple’s worth value to $10.2 billion at the time of his death on oct. 5 2011. In this report leadership theories are linked with steve jobs leadership style based on his leadership challenges faced there during his tenure as a CEO at apple and contemporary issues of leadership and their relevance with steve jobs leadership style .
作為蘋果公司的首席執(zhí)行官，憑借他的領(lǐng)導(dǎo)風(fēng)格、技能以及對(duì)技術(shù)和商業(yè)的想象力，他在個(gè)人電腦、音樂、手機(jī)、平板電腦和零售店行業(yè)進(jìn)行了革命性的變革。他的喜怒無(wú)常和不耐煩是他對(duì)工作的表現(xiàn)和獻(xiàn)身精神不可或缺的一部分。他非常專注，相信簡(jiǎn)單、合理負(fù)責(zé)和創(chuàng)新是他的領(lǐng)導(dǎo)素質(zhì)之一，他從不向質(zhì)量妥協(xié)，也從不考慮僅僅盈利，他總是更多地關(guān)注產(chǎn)品，而不是成本或利潤(rùn)。他對(duì)人很粗暴，因?yàn)樗胍Y(jié)果。2011年10月5日他去世時(shí)，憑借他的領(lǐng)導(dǎo)才能，蘋果公司的市值達(dá)到102億美元。在這份報(bào)告中，領(lǐng)導(dǎo)力理論與史蒂夫·喬布斯的領(lǐng)導(dǎo)風(fēng)格聯(lián)系在一起，基于他在擔(dān)任蘋果首席執(zhí)行官期間面臨的領(lǐng)導(dǎo)力挑戰(zhàn)，以及當(dāng)代領(lǐng)導(dǎo)力問題及其與史蒂夫·喬布斯領(lǐng)導(dǎo)風(fēng)格的相關(guān)性。
Trait theory:特質(zhì)理論
Attribute construct speculations focussed with respect to breaking down physical and identity normal for people keeping in mind the end goal to increase comprehension of the mix of characteristics that are basic among pioneers. Fundamentally pioneers were conceived and authority is craftsmanship. These hypotheses were impacted by ‘Extraordinary Man Theory’ which contended that powerful authority is overwhelmed by individual identity qualities (Buchanan and Huczynski, 2010 , p.599). For instance, qualities, for example, knowledge, self-assurance, drive, awareness of other’s expectations, chance taking and different qualities makes an individual a decent pioneer. The fundamental speaciaslist of quality based hypotheses is that it overlooks the effect of the circumstance. The hypothesis it expect that there is an unequivocal arrangement of qualities that makes a pioneer powerful in all circumstances, i.e. , same arrangement of attributes would work in military setting and in addition in a production line setting. This prompted later research which stressed that compelling authority emerges from conduct and it includes cooperation with other individuals. The authority of Steve Jobs has a tendency to legitimize characteristic administration hypothesis. Quality hypothesis holds that pioneer’s close to home attributes are the way to achievement (Crawford, Brungardt and Maughan, 2009). Steve Jobs can be seen from his identity, social, physical or scholarly characteristics. Such qualities as Zaccaro, (2007) battles can without much of a stretch separate him from other non-pioneers. Steve Jobs had a considerable measure of aspiration and vitality. Growing up, Steve Jobs gained from his dad who acquainted him with gadgets at a youthful age. At the point when Apple 1 PC was uncovered in 1976, he rapidly sold his Volkswagen to raise reserves for the organization. He additionally offered his carport to be utilized as the organization premises. This Per Northouse (2013), indicates out desire and vitality.
屬性結(jié)構(gòu)推測(cè)側(cè)重于打破人們的身體和身份常態(tài)，牢記最終目標(biāo)，以提高對(duì)先驅(qū)者基本特征組合的理解。從根本上講，先驅(qū)者是有思想的，權(quán)威就是工藝。這些假設(shè)受到了“非凡人理論”的影響，該理論認(rèn)為強(qiáng)大的權(quán)威被個(gè)人身份品質(zhì)所淹沒。例如，知識(shí)、自信、動(dòng)力、對(duì)他人期望的意識(shí)、冒險(xiǎn)和不同的品質(zhì)等品質(zhì)使個(gè)人成為一個(gè)體面的先驅(qū)。基于質(zhì)量的假設(shè)的基本特征是它忽略了環(huán)境的影響。它所期望的假設(shè)是，有一種明確的品質(zhì)安排，使先鋒在所有情況下都強(qiáng)大，即，同樣的屬性安排在軍事環(huán)境中以及在生產(chǎn)線環(huán)境中都有效。這促使后來(lái)的研究強(qiáng)調(diào)，令人信服的權(quán)威來(lái)自行為，它包括與其他個(gè)人的合作。史蒂夫·喬布斯的權(quán)威傾向于使特色行政假說合法化。質(zhì)量假說認(rèn)為，開拓者接近家鄉(xiāng)的特質(zhì)是取得成就的途徑。史蒂夫·喬布斯可以從他的身份、社會(huì)、身體或?qū)W術(shù)特征中看出。扎卡羅的戰(zhàn)斗中的這些品質(zhì)可以將他與其他非開拓者區(qū)分開。史蒂夫·喬布斯有相當(dāng)程度的抱負(fù)和活力。在成長(zhǎng)過程中，史蒂夫·喬布斯從他年輕時(shí)就熟悉電子產(chǎn)品的父親那里得到了好處。1976年，當(dāng)Apple 1 PC被發(fā)現(xiàn)時(shí)，他迅速賣掉了自己的大眾汽車，為該組織籌集儲(chǔ)備。他還提出將自己的車庫(kù)用作組織場(chǎng)所。這個(gè)Per Northhouse，指出了欲望和活力。
Steve Job emerges as a man who is extremely smart. He concentrated the market and rapidly conveyed join Scully on board to help him in running the organization. Around then, John Scully supported in changing the organization’s technique to make feasible for the organization to rival IBM and another PC’s. Steve Jobs likewise emerges as a pioneer who was extremely definitive as Fleenor, (2006) depicts. When he moves back to Apple in 1997 in the wake of being terminated in 1995, he rolled out brisk improvements that made the organization the market pioneer. Steve Jobs likewise had the administration attributes of vision and foreknowledge. At the point when the organization began in 1976, he predicted better execution and rushed to raise assets to guarantee that the organization moved into the correct training.
喬布斯是一個(gè)非常聰明的人。他集中了市場(chǎng)，并迅速傳達(dá)加入斯庫(kù)利，幫助他管理組織。大約在那時(shí)，John Scully支持改變?cè)摻M織的技術(shù)，使該組織能夠與IBM和另一臺(tái)PC競(jìng)爭(zhēng)。史蒂夫·喬布斯同樣是一位先驅(qū)，正如Flenor所描繪的那樣，他是一位極具權(quán)威性的人。當(dāng)他在1995年被解雇后于1997年搬回蘋果公司時(shí)，他進(jìn)行了快速的改進(jìn)，使該組織成為市場(chǎng)先驅(qū)。史蒂夫·喬布斯同樣具有遠(yuǎn)見卓識(shí)的管理特質(zhì)。1976年該組織成立時(shí)，他預(yù)測(cè)會(huì)有更好的執(zhí)行力，并迅速籌集資產(chǎn)，以確保該組織進(jìn)入正確的培訓(xùn)。
Behavioural theory:行為理論
Contrasted with Trait hypothesis, Behavioral hypothesis takes a gander at initiative from the point of view of a pioneer’s conduct instead of choosing pioneers in light of their identity qualities. This hypothesis recommended that authority can be learnt and everybody is fit for turning into a pioneer. Distinctive examples of initiative conduct or styles were distinguished. In any case, they all can be extensively gathered under the two initiative styles:
與特拉特假說相比，行為假說從開拓者的行為角度出發(fā)，而不是根據(jù)開拓者的身份品質(zhì)來(lái)選擇開拓者。這一假設(shè)表明，權(quán)威是可以學(xué)習(xí)的，每個(gè)人都適合成為先驅(qū)。突出了主動(dòng)行為或風(fēng)格的突出例子。在任何情況下，它們都可以廣泛地收集在兩種倡議風(fēng)格下：
Legitimate Style;授權(quán)風(fēng)格
In this style, pioneers force choice and propel supporters by prizes or danger. They don’t totally trust adherents and concentrate is on tight control of errand finishing.
在這種風(fēng)格中，先驅(qū)者通過獎(jiǎng)勵(lì)或危險(xiǎn)來(lái)迫使選擇并推動(dòng)支持者。他們并不完全信任追隨者，而是專注于嚴(yán)格控制工作完成度。
Participative Style;參與式風(fēng)格
In this style, pioneers impart basic leadership to others. Concentrate is on assignment and pioneers have finish trust and trust in the devotees for getting the errand finished.
在這種風(fēng)格中，先驅(qū)者將基本的領(lǐng)導(dǎo)力傳授給其他人。專注于任務(wù)，開拓者必須完成任務(wù)，信任奉獻(xiàn)者完成任務(wù)。
The primary faultfinder of behavioural hypothesis is that it overlooks the setting in which these diverse authority style are utilized. The styles that pioneers embrace can be influenced by the earth they are working inside, and those they are working with. Be that as it may, notwithstanding this confinement, behavioural hypothesis can at present give helpful knowledge on how we comprehend authority.
行為假說的主要缺陷在于它忽略了這些不同權(quán)威風(fēng)格的使用環(huán)境。拓荒者所接受的風(fēng)格可能會(huì)受到他們內(nèi)心工作的地球和他們所合作的人的影響。盡管如此，盡管存在這種限制，行為假說目前可以為我們?nèi)绾卫斫鈾?quán)威提供有用的知識(shí)。
Behavioral speculations have a tendency to separate practices that disengage impact pioneers from non-successful pioneers. The hypothesis holds that authority is appeared by a man’s demonstration and not his characteristics (Crawford, Brungardt and Maughan, 2009). As Amanchukwu et al. (2017) battle, Steve Jobs’ administration style can likewise fit exceptionally well into behavioral hypothesis. As far as this Steve Jobs turned out as a pioneer who confided in other individuals and had respect for their inclination. For example, he brought John Scully into the organization and permitted him to roll out improvements that saw the past higher valuing by Steve Jobs changed to low evaluating system which was intended to build request and rival different players in the business. Notwithstanding, regardless of the way that the quantity of representatives is recorded to have developed to 4000 amid his time, Steve Jobs emerges as a pioneer who was more item situated as Dugan, (2016) keeps up. His conduct was more worried with seeing Apple develop as a brand and when gotten some information about his proudest achievement, he generally alluded to the arrangement of the Apple Company.
行為推測(cè)傾向于將影響先鋒的實(shí)踐與不成功的先鋒分離開來(lái)。該假說認(rèn)為，權(quán)威是通過一個(gè)人的表現(xiàn)而不是他的特征來(lái)表現(xiàn)的。正如Amanchukwu等人所言，史蒂夫·喬布斯的管理風(fēng)格同樣非常符合行為假說。就這一點(diǎn)而言，史蒂夫·喬布斯是一位向其他人傾訴并尊重他們意愿的先驅(qū)。例如，他將約翰·斯庫(kù)利引入了該組織，并允許他進(jìn)行改進(jìn)，將史蒂夫·喬布斯過去的高價(jià)值體系改為低評(píng)價(jià)體系，旨在建立請(qǐng)求并與業(yè)務(wù)中的不同參與者競(jìng)爭(zhēng)。盡管如此，無(wú)論代表人數(shù)在他那個(gè)時(shí)代以何種方式發(fā)展到4000人，史蒂夫·喬布斯都是一位先驅(qū)，他比杜根更具影響力。他的行為更擔(dān)心看到蘋果作為一個(gè)品牌發(fā)展，當(dāng)?shù)玫揭恍╆P(guān)于他最自豪的成就的信息時(shí)，他通常會(huì)提到蘋果公司的安排。
Steve Jobs was more worried about the item and championed for IPO that saw the organization open up to the world to expand stores for the organization. Upon his arrival to the organization, he made a pile of measures that were more focused on Apple as an item and not the workers. He suspended certain items, made the working framework open source, and built up a site to support guide exchanging and even outsourced assembling to Taiwan. Every one of the progressions were item situated in light of non-having the general population. Truth be told, outsourcing assembling to Taiwan had the unsafe impact of pushing certain representatives out of the employment showcase.
史蒂夫·喬布斯更擔(dān)心這個(gè)項(xiàng)目，并支持首次公開募股，該組織向世界開放，為該組織擴(kuò)大門店。在他到達(dá)該組織后，他制定了一系列措施，這些措施更側(cè)重于蘋果作為一個(gè)項(xiàng)目，而不是員工。他暫停了某些項(xiàng)目，使工作框架開源，并建立了一個(gè)網(wǎng)站來(lái)支持導(dǎo)游交換，甚至將組裝外包給臺(tái)灣。每一項(xiàng)進(jìn)步都是根據(jù)沒有普通人口的情況而定的。說實(shí)話，將組裝外包到臺(tái)灣會(huì)產(chǎn)生不安全的影響，將某些代表擠出就業(yè)展示會(huì)。
Steve Jobs as a Transformational Leader :史蒂夫·喬布斯作為變革領(lǐng)袖
Transformational pioneers are charming, vision situated, empowering scholarly advancement of their supporters, moving and spurring to more elevated amounts of adequacy.
變革先鋒富有魅力，視野開闊，為其支持者的學(xué)術(shù)進(jìn)步提供了力量，并推動(dòng)其獲得更高的充分性。
The perspectives that firmly guarantee that Steve Jobs initiative hints at transformational administration is his charming identity. As indicated by Rakesh Khurana (2002) Steve Jobs, the New Age wunderkind of Apple adored for his achievement in acquainting individuals with the PC that could ensure our opportunity (Khurana, 2002). As Steve Wozniak, the prime supporter with Jobs of the Apple, shortly noted he can simply love seat things in the correct words’ . Steve Job is depicted as absolute entirety of Apple. (Patterson, 1985)
堅(jiān)定地保證史蒂夫·喬布斯倡議暗示轉(zhuǎn)型政府的觀點(diǎn)是他迷人的身份。正如拉凱什·庫(kù)拉納，史蒂夫·喬布斯所指出的，新時(shí)代的蘋果神童因其在讓個(gè)人熟悉電腦方面的成就而備受推崇，這可以確保我們的機(jī)會(huì)。喬布斯的主要支持者史蒂夫·沃茲尼亞克很快指出，他很喜歡用正確的詞語(yǔ)來(lái)形容事物。喬布斯被描繪成蘋果的絕對(duì)整體。
What was visionary about Job’s approach – where he most likely included esteem was his zealous enthusiasm to show individuals the future capability of the item. With this vision as prescience has made Jobs be named the extremely valuable proselytizer. (Uttal, 1985)
喬布斯的方法是有遠(yuǎn)見的——他最可能包括尊重的地方是他向個(gè)人展示該項(xiàng)目未來(lái)能力的熱情。有了這種先見之明，喬布斯被稱為極有價(jià)值的傳教者。
Cocks (1983) contends that Apples fellow benefactor, Steve Wozniak, intensely expressed that Jobs did not comprehend PCs, and the real outline of the machine has been broadly credited to Wozniak. In any case, as Wozniak likewise stated, it never entered my thoughts to offer PCs. It was Steve who said Let’s hold them undetermined and offer a couple’. It was Jobs who demanded that the PC be ‘light and trim, all around planned in quieted colou
Cocks認(rèn)為，蘋果公司的另一位贊助人Steve Wozniak強(qiáng)烈表示，喬布斯不懂電腦，而這臺(tái)機(jī)器的真正輪廓被廣泛認(rèn)為是Woznia克的功勞。無(wú)論如何，正如沃茲尼亞克同樣指出的那樣，我從未想過提供個(gè)人電腦。是史蒂夫說，讓我們待定，并提供一對(duì)。正是喬布斯要求這款電腦“輕薄、整潔，并在安靜的科盧全面規(guī)劃”
Occupations in like manner pushed his specialists to ‘make machines that won’t panic away a touchy customer base. (Cocks, 1983)
類似的職業(yè)促使他的專家們“制造出不會(huì)嚇跑敏感客戶群的機(jī)器”。
Butcher (1988) contends that Jobs a fussbudget, and as the association, numerous in Apple encountered this as narrow mindedness and self-ingestion. Steve Hawkins a representative said ‘Employments such a stickler, to the point that individuals can never satisfy him, his extremely eager, practically to the point of autocracy.(Butcher, 1988)
Butcher認(rèn)為喬布斯是一個(gè)挑剔的人，作為聯(lián)想，蘋果公司的許多人都認(rèn)為這是心胸狹窄和自我陶醉。史蒂夫·霍金斯是一位代表，他說：“雇傭這樣一個(gè)固執(zhí)的人，以至于個(gè)人永遠(yuǎn)無(wú)法滿足他，他的極度渴望，實(shí)際上已經(jīng)到了專制的地步。”
Transformational authority is about empowering development, realizing an adjustment in the reasoning of its adherents and being visionary in executing change in the association execution. Steve Jobs as a transformational pioneer is found in his endeavours to convey imaginative computerized innovation to mass purchaser so they can open their wallet ( Deutschman, 2001).
轉(zhuǎn)型權(quán)威是指賦予發(fā)展權(quán)力，實(shí)現(xiàn)追隨者推理的調(diào)整，并在協(xié)會(huì)執(zhí)行中實(shí)現(xiàn)變革。史蒂夫·喬布斯是一位變革先鋒，他致力于將富有想象力的計(jì)算機(jī)化創(chuàng)新傳達(dá)給大眾購(gòu)買者，讓他們打開錢包。
Confirmation of Steve Jobs vision in making advancement open was ‘Mac is focused on conveying the best individualized computing knowledge to understudies, instructors, inventive experts and customers around the globe through its creative equipment, programming and Internet offerings’ (Young, 2005)
“Mac專注于通過其創(chuàng)造性的設(shè)備、編程和互聯(lián)網(wǎng)產(chǎn)品，向全球各地的研究生、講師、創(chuàng)意專家和客戶傳達(dá)最佳的個(gè)性化計(jì)算知識(shí)”，這證實(shí)了Steve Jobs開放進(jìn)步的愿景
Regarding inspiration and motivating representatives to give their best of execution is a normal for transformational initiative. Proof of Steve Jobs spurring and motivating his representatives is when Job when first discussed any new thought to his representatives not everybody thought it to be an effective item likewise now and again the workers were not enthused about taking a shot at such new thoughts.
關(guān)于激勵(lì)和激勵(lì)代表發(fā)揮最佳執(zhí)行力是轉(zhuǎn)型舉措的常態(tài)。史蒂夫·喬布斯激勵(lì)和激勵(lì)他的代表的證據(jù)是，當(dāng)喬布斯第一次向他的代表討論任何新想法時(shí)，并不是每個(gè)人都認(rèn)為這是一個(gè)有效的項(xiàng)目——同樣，工人們也不熱衷于嘗試這種新想法。
Occupations alongside his workers could change over the imaginative thoughts into an innovation which changed the way advanced innovation is utilized today. Regardless of whether it is the Macintosh PC or the recently propelled iPad or iPhone. It was Jobs initiative which roused and motivated and Apple made the frameworks and structures that could change over information into a significant item. Work challenge connects with his representatives to achieve almost outlandish goals (Bryant, 2003) (MCB UP Ltd, 2002). Work utilized moving addresses to keep his representatives propelled and pass on his creative thoughts to them (Harvey, 2001)
與他的工人一起從事的職業(yè)可以將富有想象力的思想轉(zhuǎn)變?yōu)閯?chuàng)新，從而改變當(dāng)今先進(jìn)創(chuàng)新的利用方式。不管是Macintosh PC，還是最近推出的iPad或iPhone。正是喬布斯的倡議激發(fā)了人們的積極性，蘋果公司將可以改變信息的框架和結(jié)構(gòu)變成了一個(gè)重要的項(xiàng)目。工作挑戰(zhàn)與他的代表聯(lián)系在一起，以實(shí)現(xiàn)幾乎古怪的目標(biāo)。工作利用移動(dòng)地址來(lái)推動(dòng)他的代表，并將他的創(chuàng)造性思想傳遞給他們
Butcher (1989) argues with a proof by Steve Hawkins, worker of Apple puts it that the vast majority of the general population weren’t sufficient for him and would truly be in a condition of stun after experiences with Steve. Additionally, Steve was exceptionally goal-oriented alongside fussbudget and that brought about a great deal of issue with good. Youthful (2005) includes that Macintosh workers were pushed to the best of their ability and execution and associations with Steve were the ones which the vast majority of the representatives dreaded.
Butcher根據(jù)蘋果公司員工Steve Hawkins的一份證據(jù)辯稱，絕大多數(shù)普通人群對(duì)他來(lái)說都不夠，在與Steve相處后，他們真的會(huì)處于眩暈狀態(tài)。此外，史蒂夫和fussbudget一起非常注重目標(biāo)，這給good帶來(lái)了很多問題。Youthful包括Macintosh員工被推到了他們的最佳能力和執(zhí)行力，與Steve的聯(lián)系是絕大多數(shù)代表所害怕的。
As per Peter Elkind (2008) Steve work has clashing practices and he frequently had his subordinates to tears and in his irate temper he terminates the representatives. But then the top administration has worked with him for quite a long time and they give credit Jobs for the best employment they at any point did was just with him. (Elkind, 2008)
根據(jù)Peter Elkind的說法，Steve的工作有沖突的做法，他經(jīng)常讓下屬流淚，脾氣暴躁的他解雇了代表。但后來(lái)，最高政府與喬布斯共事了很長(zhǎng)一段時(shí)間，他們認(rèn)為喬布斯是他們?cè)谌魏螘r(shí)候都做得最好的工作。
Steve Job in a meeting expressed that he has truly able individuals and his occupation is to make the entire of his official group sufficient to be successors, so that is what he’s attempting to do, to push them he has forceful dreams (Morris, 2008).
史蒂夫·喬布斯在一次會(huì)議上表示，他有真正有能力的人，他的職業(yè)是讓他的整個(gè)官方團(tuán)隊(duì)都足以成為繼任者，所以這就是他試圖做的，推動(dòng)他們——他有著強(qiáng)大的夢(mèng)想。
As an Evidence the exchange of Steve employment with Morris (2008) reveals insight to the feedback made by specialists Steidlmeier (1999); Yukl (1999) about the transformational authority style in the writing audit and Steve’s transformational administration style demonstrates the exploitative or unmoral measurements of transformational initiative style. Likewise, Steve occupations communications are restricted to the top administration and he expresses that his employment is to work with kind of the main 100 individuals, among the 20000 individuals at Apple. This demonstrates his connections are not firmly related with the dominant part of his workers. (Morris, 2008)
作為證據(jù)，Steve與Morris的就業(yè)交流揭示了對(duì)專家Steidlmeier反饋的見解；Yukl關(guān)于寫作審計(jì)中的轉(zhuǎn)型權(quán)威風(fēng)格和Steve的轉(zhuǎn)型管理風(fēng)格，展示了對(duì)轉(zhuǎn)型主動(dòng)風(fēng)格的剝削性或非實(shí)質(zhì)性衡量。同樣，史蒂夫的職業(yè)交流僅限于最高管理層，他表示自己的工作是與蘋果公司20000名員工中的主要100人合作。這表明，他的關(guān)系與工人中占主導(dǎo)地位的部分并沒有牢固的聯(lián)系。
Steve Jobs as a Transactional Leader :史蒂夫·喬布斯作為交易型領(lǐng)導(dǎo)者
Notwithstanding the above contentions about the authority style of Steve Job. Bryant (2003) is of view that Job showed a mix of transformational and value-based initiative style and this helped him achievement in Apple. As indicated by Bryant (2003) Job when gone to the Xerox Parc and he took a dream of how future PCs ought to work. What’s more, he made his representatives make the frameworks and structures in his organization Apple where information was changed over into profitable items e.g. the Macintosh PC. The transformational administration style was utilized as a part of his vision to change the way PC will be worked in future and value-based initiative style was utilized when he fused his vision into reality by making the items with the assistance of his representatives.
盡管有以上關(guān)于喬布斯權(quán)威風(fēng)格的爭(zhēng)論。Bryant認(rèn)為，喬布斯表現(xiàn)出了轉(zhuǎn)型和基于價(jià)值的主動(dòng)風(fēng)格，這幫助他在蘋果取得了成就。正如BryantJob在去施樂公園時(shí)所指出的那樣，他夢(mèng)想著未來(lái)的個(gè)人電腦應(yīng)該如何工作。更重要的是，他讓他的代表在他的組織蘋果公司制作框架和結(jié)構(gòu)，在那里信息被轉(zhuǎn)換為有利可圖的項(xiàng)目，例如Macintosh PC。轉(zhuǎn)型管理風(fēng)格被用作其愿景的一部分，以改變PC未來(lái)的工作方式，當(dāng)他在其代表的幫助下制作項(xiàng)目，將其愿景融入現(xiàn)實(shí)時(shí)，采用了基于價(jià)值的主動(dòng)風(fēng)格。
In a meeting with Morris (2008) Steve discusses his part in the organization is to enrol in the meantime concentrate on its technique and deal with the entire business from various offices and individuals of the organization and this is a qualities of a value-based initiative style.
在與Morris（2008）的一次會(huì)議上，Steve討論了他在組織中的角色是在注冊(cè)的同時(shí)專注于技術(shù)，并處理組織中各個(gè)辦公室和個(gè)人的整個(gè)業(yè)務(wù)，這是一種基于價(jià)值的主動(dòng)風(fēng)格。
Hersey Blanchard situational hypothesis connected to Steve Jobs:赫西·布蘭查德情境假說與史蒂夫·喬布斯有關(guān)
Steve Jobs administration style is more dependent on his adherent’s abilities and capacities. The Hersey Blanchard situational hypothesis demonstrate accentuation on coordinating a style of initiative to the development of subordinates this relationship demonstrates the assurance of administration viability as specified in the writing survey. The way work leads and his style identifies with this hypothesis.
史蒂夫·喬布斯的管理風(fēng)格更多地取決于他的追隨者的能力和能力。赫西·布蘭查德情境假設(shè)強(qiáng)調(diào)了協(xié)調(diào)下屬發(fā)展的主動(dòng)性——這種關(guān)系證明了書面調(diào)查中規(guī)定的行政可行性的保證。工作的領(lǐng)導(dǎo)方式和他的風(fēng)格與這一假設(shè)一致。
The appointing style D4-S4 is obvious from Steve meet with Morris (2008) where he says that on the off chance that he has enlisted great individuals and they have potential he would give them a business and left them keep running all alone and when a smart thought comes, an aspect of my responsibilities is to move it around, simply observe what diverse individuals think, get individuals discussing it, get thoughts moving among that gathering of 100 individuals, get distinctive individuals together to investigate distinctive parts of it .
任命風(fēng)格D4-S4從Steve與Morris的會(huì)面中可以明顯看出，他在會(huì)面中表示，如果他有機(jī)會(huì)招募到優(yōu)秀的個(gè)人，他們有潛力，他會(huì)給他們一筆生意，讓他們獨(dú)自經(jīng)營(yíng)，讓人們討論它，讓思想在100個(gè)人的聚會(huì)中流動(dòng)，讓不同的人聚在一起調(diào)查它的不同部分。
The partaking style D3-S3 of Hersey Blanchard situational hypothesis is the place Jobs discusses the way he takes another thought to his workers is the earth of brilliance and how his employees are self-roused, he coaches them at first and moves them and after that the representatives astonish him over and over with the best of their execution (Gendron, 1989)
Hersey Blanchard情景假設(shè)的參與式D3-S3是喬布斯討論的地方，他對(duì)員工的另一種想法是輝煌的地球，以及他的員工是如何自我激勵(lì)的，他一開始指導(dǎo)他們并激勵(lì)他們，之后代表們以他們最好的執(zhí)行力一次又一次地讓他驚訝
Contemporary Leadership Issues of Global Leadership and Leadership Change :全球領(lǐng)導(dǎo)力與領(lǐng)導(dǎo)力變革的當(dāng)代領(lǐng)導(dǎo)力問題
Control of the big and little:控制大小
Contemporary leadership focus on each aspect whether its small or big as Steve jobs was conscious about every detail when he was at apple. he was very clear with the goals and made them true as he turned his imagination into reality. he always concentrated every small aspect of the apple devices even the boards as well which are visible but he wanted them simple.
當(dāng)代領(lǐng)導(dǎo)層關(guān)注每一個(gè)方面，無(wú)論是小的還是大的，就像史蒂夫·喬布斯在蘋果公司時(shí)對(duì)每一個(gè)細(xì)節(jié)都很清楚一樣。他非常清楚自己的目標(biāo)，并把自己的想象變成了現(xiàn)實(shí)。他總是把注意力集中在蘋果設(shè)備的每一個(gè)小方面，甚至是可以看到的電路板上，但他希望它們簡(jiǎn)單。
Products before profit:利潤(rùn)前的產(chǎn)品
As modern leadership is more quality focused rather than cost, Steve jobs always wanted to make the product insanely great without worrying about the cost. He just wanted to make innovative products he motivated the employees of company to work great products without caring about profit and cost because everything was secondary for him, similar to jobs leadership style contemporary leadership is more focused about its products.
由于現(xiàn)代領(lǐng)導(dǎo)層更注重質(zhì)量而非成本，史蒂夫·喬布斯一直想在不擔(dān)心成本的情況下讓產(chǎn)品變得非常棒。他只是想制造創(chuàng)新的產(chǎn)品，他激勵(lì)公司的員工在不關(guān)心利潤(rùn)和成本的情況下生產(chǎn)偉大的產(chǎn)品，因?yàn)橐磺袑?duì)他來(lái)說都是次要的，類似于喬布斯領(lǐng)導(dǎo)風(fēng)格，當(dāng)代領(lǐng)導(dǎo)更關(guān)注產(chǎn)品。
Concentrating on what is critical:專注于關(guān)鍵內(nèi)容
Pioneers should guarantee that an association does not dismiss its principle objective. Steve Jobs exhibited this with a pile of measures that were intended to guarantee that Apple developed to more prominent statures. His primary point was effectiveness and cost investment funds to expand piece of the overall industry and net revenues. This saw him outsource assembling to Taiwan and expelled littler providers in the chain. He additionally ceased certain items which maybe were not adding key favourable position to Apple.
開拓者應(yīng)保證協(xié)會(huì)不會(huì)忽視其主要目標(biāo)。史蒂夫·喬布斯展示了這一點(diǎn)，并采取了一系列措施，旨在確保蘋果發(fā)展到更突出的地位。他的主要觀點(diǎn)是有效性和成本投資基金，以擴(kuò)大整個(gè)行業(yè)的份額和凈收入。這導(dǎo)致他將組裝外包給臺(tái)灣，并驅(qū)逐了鏈中規(guī)模較小的供應(yīng)商。此外，他還停止了某些項(xiàng)目，這些項(xiàng)目可能并沒有為蘋果增加關(guān)鍵的有利地位。
Recommendations:建議
Simplify 簡(jiǎn)化
Employments’ goals for Zen straightforwardness radiated through when he wiped out the on/off catch on the iPod. The music player bit by bit shut down and killed, and afterward it flashed on again with only a swipe. Occupations needed to compose complex programming and push the cut off points of preparing energy to deal with every one of the directions that made the UI appear to be basic.
當(dāng)Zen消除iPod上的開關(guān)捕捉時(shí)，員工們對(duì)Zen直率的目標(biāo)就體現(xiàn)了出來(lái)。音樂播放器一點(diǎn)一點(diǎn)地關(guān)閉并被殺死，然后它只刷了一下就又亮了起來(lái)。職業(yè)需要組成復(fù)雜的編程，并推動(dòng)準(zhǔn)備能量的截止點(diǎn)，以處理使UI看起來(lái)很基本的每一個(gè)方向。
Employments exceeded expectations at outlining moderate gadgets that softened obstructions up PC speeds. His frameworks could remain solitary or cooperate in an interconnected environment-like an iPod associated with a Mac associated with an iTunes store. Apple could oversee unfathomable measures of data through division of work among the frameworks. For instance, the Mac controlled framework organization while iTunes brought content from distributed storage, liberating the gadget to focus on playing the music.
員工們?cè)诟攀鰷睾偷男」ぞ叻矫娉隽祟A(yù)期，這些小工具可以軟化阻礙PC速度的障礙。他的框架可以在一個(gè)互聯(lián)的環(huán)境中保持孤立或合作，比如iPod與Mac與iTunes商店相關(guān)聯(lián)。蘋果可以通過框架之間的分工來(lái)監(jiān)督深不可測(cè)的數(shù)據(jù)測(cè)量。例如，Mac控制著框架組織，而iTunes則從分布式存儲(chǔ)中帶來(lái)內(nèi)容，解放了小工具專注于播放音樂。
Afterward, Jobs set his sights on overhauling the cell phone. He would get a contender’s telephone and rage the capacities were inconceivable and the address book was incomprehensible. His iPhone set another standard for cell phones, making them into scaled down PCs. The iPhone’s little touch screen was the experiment for the iPad, Apple’s tablet PC, and demonstrated there was a major market for minuscule portable PCs. Toward the finish of his vocation, Jobs reconsidered TVs with another route framework to get to any video content on the web. He cooked up approaches to make TV more individual.
之后，喬布斯將目光投向了手機(jī)的大修。他會(huì)得到一個(gè)競(jìng)爭(zhēng)者的電話，并憤怒地說，容量是不可思議的，地址簿是不可理解的。他的iPhone為手機(jī)樹立了另一個(gè)標(biāo)準(zhǔn)，使其成為縮小版的個(gè)人電腦。iPhone的小觸摸屏是蘋果平板電腦iPad的實(shí)驗(yàn)，并證明了小型便攜式個(gè)人電腦有一個(gè)主要市場(chǎng)。在職業(yè)生涯即將結(jié)束時(shí)，喬布斯重新考慮了用另一種路線框架訪問網(wǎng)絡(luò)上任何視頻內(nèi)容的電視。他想出辦法使電視節(jié)目更加個(gè)人化。
2. Control the Experience 控制體驗(yàn)
Apple assumed full liability for the item from end-to-end. Each part of the equipment was examined precisely, from every segment to the general look. In like manner, he considered the client involvement in each line of code and every sales representative in the Apple stores. Employments’ fixation on “the entire gadget” mirrored his energy for flawlessness. He utilized his intense attractive identity to rouse thousands. Apple’s model of a shut and restrictive framework was steady with his controlling identity and set Apple apart from open-source contenders.
蘋果從端到端對(duì)該產(chǎn)品承擔(dān)全部責(zé)任。設(shè)備的每一個(gè)部分都經(jīng)過了精確的檢查，從每一個(gè)環(huán)節(jié)到總體外觀。以同樣的方式，他考慮了客戶參與每一行代碼和蘋果商店的每一位銷售代表。員工們對(duì)“整個(gè)小工具”的執(zhí)著反映了他追求完美的能量。他利用自己極具吸引力的身份喚醒了成千上萬(wàn)的人。蘋果的封閉和限制性框架模式與他的控制身份保持穩(wěn)定，使蘋果與開源競(jìng)爭(zhēng)者區(qū)別開來(lái)。
3. Advance 預(yù)先進(jìn)展
Trailblazers change the diversion standards to rehash ventures. Employments saw individuals were copying CDs on their PCs from substance on-line. The Mac could oversee recordings and photographs however it couldn’t record CDs. Occupations thought he had missed an open door in on-line amusement. However, he re-examined the idea and built up a biological community that changed media outlets with iTunes programming and the iTunes Store. He made it easy to purchase and oversee music from one site and store it on an iPod or PC. After the accomplishment of the iPod, Jobs made more leaps forward in working frameworks, handling and memory and after that made sense of how to add remote voice to make the iPhone.
先驅(qū)者們改變了分流標(biāo)準(zhǔn)，重新投資。員工們看到一些人在電腦上從網(wǎng)上的物質(zhì)復(fù)制CD。Mac可以監(jiān)督錄音和照片，但不能錄制CD。認(rèn)為他錯(cuò)過了一扇打開的在線娛樂之門。然而，他重新審視了這個(gè)想法，并建立了一個(gè)生物學(xué)社區(qū)，通過iTunes節(jié)目和iTunes商店改變了媒體渠道。他讓從一個(gè)網(wǎng)站購(gòu)買和監(jiān)督音樂并將其存儲(chǔ)在iPod或PC上變得很容易。iPod問世后，喬布斯在工作框架、處理和內(nèi)存方面取得了更大的進(jìn)步，之后，他還了解了如何添加遠(yuǎn)程語(yǔ)音來(lái)制作iPhone。
4. Disregard Reality 無(wú)視現(xiàn)實(shí)
Employments’ capacity to push the inconceivable was called his Reality Distortion Field, after a scene of Star Trek in which outsiders make an option reality through sheer will. An early illustration was when Jobs was on the night move at Atari and pushed Steve Wozniak to make an amusement called Breakout. Woz said it would take months, however Jobs gazed at him and demanded he could do it in four days. Woz wound up doing it.
員工推動(dòng)不可思議的事情的能力被稱為他的現(xiàn)實(shí)扭曲場(chǎng)，以《星際迷航》中的一個(gè)場(chǎng)景命名，在這個(gè)場(chǎng)景中，局外人通過純粹的意愿將一個(gè)選擇變成現(xiàn)實(shí)。一個(gè)早期的例子是，喬布斯在雅達(dá)利的夜間搬家，并推動(dòng)史蒂夫·沃茲尼亞克制作了一個(gè)名為Breakout的娛樂節(jié)目。沃茲說這需要幾個(gè)月的時(shí)間，但喬布斯盯著他，要求他在四天內(nèi)完成。沃茲最終做到了。
Conclusion Steve Jobs was a decent business visionary with a ton of vision and aspiration. He could without much of a stretch fit into the qualities of best business people which portrays as the capacity to go out on a limb, tirelessness, prejudice for uncertainty et cetera. In any case, the focal topic that stems from his authority style is that he was more errand arranged. He had an enthusiasm for Apple, and every one of his systems were focused towards guaranteeing that it developed to more prominent statures. From the contextual investigations, it’s implied that pioneers who need to copy Steve Jobs must be prepared to apply distinctive authority styles. They should be creative to guarantee that they create winning items in the market to beat contenders. They additionally should be participative pioneers and get completely included in the exercises of the association. Such pioneers must be prepared to be transformational pioneers an aptitude that might be required in turning an association round to enhance execution. Without some of those qualities it is hard to pick up the trust of workers and guarantee that they guide the association towards the correct course.
References 參考文獻(xiàn)
(2013, 4 19). what makes a good leader.coons, h. a. (1957).
isaacson, w. (2012). the real leadership lessons of steve jobs. 94-102.
Lussier, R. N., & Achua, C. F. (2015). Leadership. Boston, MA: Cengage Learning.2012, 04 06). leadership of steve jobs. (v. v. suvarna, Interviewer)
macInerney, s. (2011, 107).
Northouse, P. G. (2013). Leadership: Theory and practice. Los Angeles [u.a.: SAGE.
wolinski, s. (2010, 04 21).
這篇代寫assignment范文給出結(jié)論史蒂夫·喬布斯是一個(gè)有遠(yuǎn)見、有抱負(fù)的商業(yè)人士。他可以毫不夸張地融入最優(yōu)秀的商界人士的品質(zhì)，這些品質(zhì)被描述為敢于冒險(xiǎn)、厭倦、對(duì)不確定性的偏見等等。無(wú)論如何，源于他的權(quán)威風(fēng)格的焦點(diǎn)話題是，他更多的是跑腿安排。他對(duì)蘋果充滿熱情，他的每一個(gè)系統(tǒng)都致力于確保它發(fā)展到更突出的地位。從背景調(diào)查來(lái)看，這意味著需要模仿史蒂夫·喬布斯的先驅(qū)必須準(zhǔn)備好運(yùn)用獨(dú)特的權(quán)威風(fēng)格。他們應(yīng)該有創(chuàng)造力，以確保他們?cè)谑袌?chǎng)上創(chuàng)造出獲勝的產(chǎn)品來(lái)?yè)魯「?jìng)爭(zhēng)者。此外，他們應(yīng)該是參與性的先驅(qū)，并完全納入?yún)f(xié)會(huì)的活動(dòng)。這些先鋒必須做好成為變革先鋒的準(zhǔn)備——這可能是扭轉(zhuǎn)協(xié)會(huì)局面以提高執(zhí)行力所需要的才能。如果沒有這些品質(zhì)，就很難獲得工人的信任，也很難保證他們能引導(dǎo)協(xié)會(huì)走向正確的道路。本站提供各國(guó)各專業(yè)assignment范文，assignment代寫以及assignment寫作輔導(dǎo)，如有需要可咨詢本平臺(tái)。
