管理學(xué)essay代寫范文—Point of Entry for Communication Solutions (ComSol)
管理學(xué)essay代寫范文—通信解決方案入口(ComSol)，本文是一篇留學(xué)生管理專業(yè)的Essay寫作格式參考范文。大多數(shù)成功企業(yè)的成長周期都包括開拓新市場，但它們之間的進(jìn)入點(diǎn)和實(shí)踐往往有很大程度的不同。這方面的一個(gè)例子是通信解決方案公司(ComSol)的第二次嘗試，該公司是美國電話電報(bào)公司(AT&T)旗下的一家零售商，它試圖打入德克薩斯州的達(dá)拉斯-沃斯堡市場。該項(xiàng)目采用了在Lucas, Fort Worth和McKinney區(qū)域內(nèi)快速開放三個(gè)零售地點(diǎn)的形式。雖然這些零售場所的開業(yè)過程與之前的運(yùn)營基本相似，但需要注意的是，核心元素始終是由俄克拉荷馬州的地區(qū)領(lǐng)導(dǎo)運(yùn)行的本地化創(chuàng)業(yè)項(xiàng)目。考慮到他們成功地開設(shè)了店面，整個(gè)項(xiàng)目可以被認(rèn)為是成功的，但它面臨多次延誤和挫折，包括但不限于核心員工的流失、不存在的樓層交通、結(jié)構(gòu)混亂、技術(shù)故障和缺乏商品。
本文將探討這些事件的理論基礎(chǔ)和導(dǎo)致他們的項(xiàng)目管理不善的方面，以提供可行的建議，以防止類似的障礙在未來出現(xiàn)。這一探索將集中在兩個(gè)特定領(lǐng)域:風(fēng)險(xiǎn)管理和利益相關(guān)者管理。通過從其他挫折中抽象化這些實(shí)踐，應(yīng)該有可能發(fā)展出一個(gè)更有效的擴(kuò)展戰(zhàn)略。以下是管理學(xué)essay范例寫作的全部內(nèi)容，是一篇符合國外大學(xué)Essay寫作格式要求的范文，供參考。
Introduction引言
The growth cycle of most successful businesses includes expeditions into new markets, but the point of entry and practice often varies to a large degree between them. One example of this is the second attempt of Communication Solutions (ComSol), an AT&T retailor, to break into the Dallas-Fort Worth market in Texas. This project took the form of rapidly opening three retail locations across the region within Lucas, Fort Worth, and McKinney. While the process of opening these retail locations was largely similar to previous operations, it is important to note that the core element was always a localized start-up program run by the regional leadership from Oklahoma. Considering they were successful in opening the storefronts, the overall project could be considered a success, but it faced multiple delays and setbacks including but not limited to the loss of core staff, non-existent floor traffic, structural confusion, faulty technology, and a lack of merchandise. This text will explore the theoretical underpinning of these events and the aspects of project mismanagement that led to them to offer actionable recommendations to prevent similar impediments from arising in the future. That exploration will focus on two specific areas: Risk Management and Stakeholder Management. By abstracting these practices from the rest of the setbacks, it should be possible to develop a more effective expansion strategy going forward.
Risk Analysis風(fēng)險(xiǎn)分析
One of the defining moments for this project occurred during the preparation to open the Lucas store when a visiting senior member of the company insisted on keeping the original schedule despite a wide array of known technical problems and the open disagreement from local staff. This eventually led to a disastrous opening for both the store and the overall project because those minor system problems resulted in employees being unable to complete customer requests and more than a few negative reviews that still plague the store. In all reality, this could have been avoided if more time and resources had been dedicated to troubleshooting required systems or if leadership had listened to the employees on the ground floor and prioritized the known problems with the system. Drawing from last week’s lectures the opening should have been a paint by numbers project for a company like ComSol that had already opened several dozen stores across rural and central Oklahoma. Unfortunately, the lack of a meaningful feedback mechanism and case-specific risk management resulted in this seemingly simple project rapidly devolving into a marketing nightmare. However, before addressing those specifics, it would be best to contextualize the store opening as a starting point because it was the company’s first attempt to re-enter a challenging market and set the tone for the rest of the project.
這個(gè)項(xiàng)目的一個(gè)決定性時(shí)刻發(fā)生在Lucas商店開業(yè)的準(zhǔn)備階段，當(dāng)時(shí)公司一位來訪的高級(jí)成員堅(jiān)持保持原來的計(jì)劃，盡管有大量已知的技術(shù)問題和當(dāng)?shù)貑T工的公開分歧。這最終給商店和整個(gè)項(xiàng)目帶來了災(zāi)難性的開局，因?yàn)槟切┪⑿〉南到y(tǒng)問題導(dǎo)致員工無法完成客戶的要求，還有很多負(fù)面評(píng)論仍然困擾著商店。事實(shí)上，如果能夠?qū)⒏嗟臅r(shí)間和資源用于解決系統(tǒng)故障，或者領(lǐng)導(dǎo)能夠聽取底層員工的意見，并對(duì)系統(tǒng)中已知的問題進(jìn)行優(yōu)先排序，那么這種情況是可以避免的。從上周的講座來看，對(duì)于ComSol這樣已經(jīng)在俄克拉何馬州中部和農(nóng)村地區(qū)開設(shè)了幾十家門店的公司來說，開業(yè)本應(yīng)是一個(gè)按數(shù)字來畫的項(xiàng)目。不幸的是，缺乏有意義的反饋機(jī)制和個(gè)案風(fēng)險(xiǎn)管理導(dǎo)致這個(gè)看似簡單的項(xiàng)目迅速淪為營銷噩夢。然而，在討論這些細(xì)節(jié)之前，最好先把開店作為一個(gè)起點(diǎn)，因?yàn)檫@是該公司第一次嘗試重新進(jìn)入一個(gè)具有挑戰(zhàn)性的市場，并為項(xiàng)目的其余部分定下基調(diào)。
Looking at the situation from the application of chaos theory as described Cooke-Davis et al (2007) establishes the opening as a temporal “edge of chaos” (p.53 & 54) with the possibility to result in either order (a preferable out-come) or chaos (what occurred). The potential is critical here because it highlights the branching paths to consider when evaluating risks. Functionally, chaos theory provides a framework for project managers to expect unknown unknowns because it recognises complex sequences of events as either the change to or results of a nonlinear system (Cooke-Davis et al, 2007). Analysing leadership decisions by contextualizing them within an inherently volatile situation allows a more functional understanding of simple decisions. The decision to not prioritize technology that has already been identified as a potential risk allowed for unique aspects of the project like regional connectivity or a different internet service provider to fly under the radar resulting in a ripple effect that still impacts the business. While the existence of complex systems isn't solely to blame for leadership mistakes, it does provide a useful framing mechanism for the lack of risk management that took place.
No human being wants to consider the possibility that a failure is an option let alone an inevitability, but it should be the first line of logic to be pursued by any project manager because it will expose the obvious stress points, they need to develop a strategy to mitigate or accept. Drawing from the textbook, risk management in its simplest form operates in a three-step process: Identification, Quantification, Mitigation. Or more simply put, what is it, how bad is it, what can be done about it? While this is a clear oversimplification, it does provide a functional framework for beginning the process of risk management because it forces the practitioner to engage with each of the required steps at a surface level. This simplification fails when obvious conclusions can accurately represent the scope of the problem. Looking back at Lucas, the following risks were identified and mitigated; training employees in high-performance environments, product overflow, and direct oversight from company executives. However, these precautions all assumed that there wouldn’t be other problems within the system.
沒有人愿意考慮失敗是一個(gè)選項(xiàng)的可能性，更不用說是不可避免的，但它應(yīng)該是任何項(xiàng)目經(jīng)理所追求的第一個(gè)邏輯，因?yàn)樗鼘⒈┞睹黠@的壓力點(diǎn)，他們需要制定一個(gè)策略來減輕或接受。根據(jù)教科書，風(fēng)險(xiǎn)管理最簡單的形式包括三個(gè)步驟:識(shí)別、量化、緩解。或者更簡單地說，它是什么，它有多糟糕，我們能做些什么?雖然這是一個(gè)明顯的過度簡化，但它確實(shí)為開始風(fēng)險(xiǎn)管理過程提供了一個(gè)功能框架，因?yàn)樗仁箯臉I(yè)者在表面層面上參與每一個(gè)必需的步驟。當(dāng)明顯的結(jié)論能夠準(zhǔn)確地代表問題的范圍時(shí)，這種簡化就失敗了。回顧Lucas，我們發(fā)現(xiàn)并減輕了以下風(fēng)險(xiǎn);對(duì)員工進(jìn)行高性能環(huán)境、產(chǎn)品溢出和公司高管直接監(jiān)督方面的培訓(xùn)。然而，這些預(yù)防措施都假定系統(tǒng)內(nèi)不會(huì)出現(xiàn)其他問題。
In the end, those precautions didn’t have the ability to address more subtle issues like those outlined above because they were either deemed unlikely or not to have a big enough impact to justify intervention. On the theoretical side, Cooke-Davis et al (2007) describes an element of chaos theory called the butterfly effect that addresses how even minor changes can result in massive impacts. In this way, Lucas represents a clear example of the butterfly effect because a singular decision point led to multiple problems. In reality, planning around every possible risk is impractical and functionally impossible so applying a process like failure mode effect analysis (FMEA) would lead to more effective decision making. Contextualizing this to Lucas, the hideability factor of FMEA would have ensured that technology failure would have been prioritized since it directly impacted the front-end customer experience. Even if this initial risk analysis fails to identify critical stress points, the dynamic nature of risk management should have the ability to mitigate most risks before they escalate.
Finally, it is important to explore the dyadic relationship between company culture and risk management. Based on previous lectures recognizing a company’s risk appetite is an important step for developing an appropriate program management plan, but this can be further specified to individual leaders within the corporate structure. Lucas specifically operated on a unidirectional risk evaluation system so the management would identify risk and inform employees of their responsibilities in the mitigation process, but when employees raised a concern it was largely disregarded. This created an environment defined by seniority. Despite the fact new hires were the majority of the population, their concerns would consistently be defined as inexperience with the software or a misunderstanding of company policy leading to a lack of interest and little to no action. This unequal power dynamic led to minimum effective responses to known problems.
最后，探討企業(yè)文化與風(fēng)險(xiǎn)管理之間的二元關(guān)系是很重要的。根據(jù)之前的講座，認(rèn)識(shí)到一個(gè)公司的風(fēng)險(xiǎn)偏好是發(fā)展一個(gè)適當(dāng)?shù)捻?xiàng)目管理計(jì)劃的重要步驟，但這可以進(jìn)一步指定的個(gè)人領(lǐng)導(dǎo)在公司結(jié)構(gòu)。Lucas具體操作的是一個(gè)單向的風(fēng)險(xiǎn)評(píng)估系統(tǒng)，因此管理層會(huì)識(shí)別風(fēng)險(xiǎn)，并告知員工他們在緩解過程中的責(zé)任，但當(dāng)員工提出一個(gè)擔(dān)憂時(shí)，它基本上被忽視了。這創(chuàng)造了一個(gè)由資歷決定的環(huán)境。盡管事實(shí)上新員工是大多數(shù)人，他們的擔(dān)憂始終被定義為缺乏軟件經(jīng)驗(yàn)或誤解公司政策導(dǎo)致缺乏興趣和幾乎沒有行動(dòng)。這種不平等的動(dòng)力導(dǎo)致了對(duì)已知問題的最小有效反應(yīng)。
Stakeholder Management股東管理
Beyond this static form of risk management, the divide between workers and management continued to be an almost constant stress point throughout the days leading up to the opening and in the weeks immediately after. This stress would take the form of several employees quitting due to lack of customers (they were in commission-based positions), miscommunication between local and regional management about approved marketing/community outreach strategies, and near-constant company policy changes to try and resolve known issues. While the majority of these can be defined as corporate strategy or correction, it is important to note how this impacted the employees as stakeholders for the remainder of the project. Considering Lucas was the first store in the region, the problems it faced set the tone for Fort Worth as well. While it certainly didn't suffer from the same technical problems as Lucas, the lack of effective stakeholder management marred the Fort Worth opening.
Internally, employees felt they weren’t prioritized by the company so there was less energy during the preparation for the opening celebration. This represents the power of vision as a project management tool as described by Christenson and Walker in 2004. Leadership can use vision as a foundational tool in project management because it motivates all parties to engage with a specified challenge, but they continue by providing several core components of effective vision making including accessibility, credibility, and a motivational call to action (Christenson and Walker, 2004). In this way, Fort Worth could be considered less successful than Lucas because the team involved no longer had the same passion for the project. This reshaped the way people interacted with the project and moved the majority from golden triangles to moaners. This took the form of fewer and less expansive outreach efforts by the local team, and eventually a single-digit turn-out for the opening celebration. While the external impacts were rather obvious, it is harder to quantify the internal impacts. As discussed above, it was clear there had been a shift on the synergy-agonism scale. The lack of faith in leadership resulted in near constant questions in team meetings, and many employees doing the bare minimum in terms of outreach. At least point, there were very few members of the original team among the staff, and those who remained were actively looking for other opportunities.
在公司內(nèi)部，員工們覺得他們沒有得到公司的優(yōu)先考慮，所以在準(zhǔn)備開業(yè)慶典的過程中沒有多少精力。正如Christenson和Walker在2004年所描述的那樣，這代表了作為項(xiàng)目管理工具的愿景的力量。在項(xiàng)目管理中，領(lǐng)導(dǎo)力可以將愿景作為一個(gè)基礎(chǔ)工具，因?yàn)樗?lì)所有各方參與到一個(gè)特定的挑戰(zhàn)中，但他們繼續(xù)通過提供有效愿景制定的幾個(gè)核心組件，包括可訪問性、可信性和行動(dòng)的激勵(lì)呼吁(christensen和Walker, 2004)。在這種情況下，F(xiàn)ort Worth可能被認(rèn)為不如Lucas成功，因?yàn)閰⑴c的團(tuán)隊(duì)不再對(duì)項(xiàng)目有同樣的熱情。這改變了人們與項(xiàng)目互動(dòng)的方式，讓大多數(shù)人從“金三角”變成了“牢騷滿腹”。當(dāng)?shù)貓F(tuán)隊(duì)的推廣活動(dòng)越來越少，最終開幕式的人數(shù)只有個(gè)位數(shù)。雖然外部影響相當(dāng)明顯，但內(nèi)部影響難以量化。如上所述，很明顯，協(xié)同-激動(dòng)作用量表發(fā)生了變化。對(duì)領(lǐng)導(dǎo)缺乏信心導(dǎo)致在團(tuán)隊(duì)會(huì)議上幾乎無休止地提出問題，許多員工在外聯(lián)方面做得很少。至少有一點(diǎn)，原來的團(tuán)隊(duì)成員很少，留下來的人都在積極尋找其他機(jī)會(huì)。
Conclusion and Core Recommendations結(jié)論和核心建議
The ComSol examples above highlight the importance of the human element within project management. Leadership can have extensive plans for each stage of the operation, but if the people carrying out those plans are unable to meet the requirements, they are functionally useless. The core failures of the project can be summarized in the following three ways: a lack of contextualizes risk management, a failure to maintain effective communication, and an utter breakdown in the team dynamic. In this way, both Lucas and Fort Worth can be classified as failures of project management, but the reality is that the stores remain open despite a global pandemic so they could be classified as corporate success stories. In order to minimize the likelihood of repeating these errors, it is recommended that ComSol establish a more agile form of project management going forward. Specifically, having personnel focused on a single project so they can build interpersonal relationships with the staff and more effectively contextualize solutions to the situation at hand. While opening a store may be a paint by number operation, entering a region with a unique market falls more in line with a quest project.
Outside of agile project management, establishing a clearer framework for risk analysis such as FMEA would lead to more concrete decision making. If widely applied, it could open the door for employees to potential risks to leadership in a more concrete method. This would open the door for a more multidirectional and dynamic form of management that actively encourages employee engagement and maintains their involvement throughout the process. In addition to reshaping the method the company engages with risks, it would allow a more precise calculation of risk. Finally, the largest recommendation is to provide an avenue for effect feedback so team members have the ability to shape the project as opposed to engaging as passive observers.
在敏捷項(xiàng)目管理之外，建立一個(gè)更清晰的風(fēng)險(xiǎn)分析框架，如FMEA，將導(dǎo)致更具體的決策。如果被廣泛應(yīng)用，它可以為員工打開一扇門，以一種更具體的方法來面對(duì)領(lǐng)導(dǎo)的潛在風(fēng)險(xiǎn)。這將為更多向、更動(dòng)態(tài)的管理形式打開大門，積極鼓勵(lì)員工參與，并在整個(gè)過程中保持他們的參與。除了重塑該公司處理風(fēng)險(xiǎn)的方法外，它還將允許對(duì)風(fēng)險(xiǎn)進(jìn)行更精確的計(jì)算。最后，最大的建議是提供一個(gè)有效反饋的途徑，這樣團(tuán)隊(duì)成員就有能力塑造項(xiàng)目，而不是作為被動(dòng)的觀察者。
References參考文獻(xiàn)略
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