留學(xué)生essay代寫：The bakhresa group of companies tanzania
留學(xué)生essay代寫-坦桑尼亞bakhresa公司集團(tuán)。本文是一篇由本站代寫服務(wù)提供的essay代寫參考，主要內(nèi)容是講述商業(yè)活動(dòng)在創(chuàng)造財(cái)富和就業(yè)方面發(fā)揮了巨大作用，這是社會(huì)經(jīng)濟(jì)發(fā)展的關(guān)鍵。政府決策者的領(lǐng)導(dǎo)人也關(guān)心社會(huì)成員在自己的企業(yè)中就業(yè)。私營(yíng)部門為坦桑尼亞經(jīng)濟(jì)的增長(zhǎng)和發(fā)展做出了巨大貢獻(xiàn)。政府認(rèn)識(shí)到在為私營(yíng)部門增長(zhǎng)創(chuàng)造有利環(huán)境方面發(fā)揮的重要作用，一直在實(shí)施廣泛的體制和政策改革。下面就一起來看一下這篇留學(xué)生essay代寫范例。
如有需要可掃碼添加客服微信進(jìn)入人工咨詢
Business activities have been acknowledged for playing a great role in wealth and job creation, which are the key to economic development of the society. Also leaders in Government policy makers are concerned to see members of the society get employed in their own businesses.
商業(yè)活動(dòng)在創(chuàng)造財(cái)富和就業(yè)方面發(fā)揮了巨大作用，這是社會(huì)經(jīng)濟(jì)發(fā)展的關(guān)鍵。政府決策者的領(lǐng)導(dǎo)人也關(guān)心社會(huì)成員在自己的企業(yè)中就業(yè)。
The private sector has contributed a lot in the growth and Development of Tanzania economy. In recognition of this important role towards creating an enabling environment for private sector growth, the Government has been implementing wide ranging institutional and policy reforms.
私營(yíng)部門為坦桑尼亞經(jīng)濟(jì)的增長(zhǎng)和發(fā)展做出了巨大貢獻(xiàn)。政府認(rèn)識(shí)到在為私營(yíng)部門增長(zhǎng)創(chuàng)造有利環(huán)境方面發(fā)揮的重要作用，一直在實(shí)施廣泛的體制和政策改革。
The aim of this essay is to discuss Bakhresa Group which owned by Tanzanian successful Entrepreneur.
本篇essay旨在探討坦桑尼亞成功企業(yè)家所擁有的Bakhresa集團(tuán)。
Corporate Profile 公司簡(jiǎn)介
Bakhresa Group is one of the leading Industrial Houses in Tanzania, East Africa. Started in a humble manner with a small restaurant in the Port City of Dar Es Salaam, Tanzania, in mid seventies, it has now emerged as a respected business group in the Region. The Group has its operations spread in Tanzania, Zanzibar, Uganda, Kenya, Malawi, Zambia and most recently in Mozambique. Plans are in place to spread its wings to other countries. The group now boasts of a turnover of more than Three Hundred Million United Sates Dollars and is a proud employer of more than two thousand employees associated directly. There are several companies under its umbrella and have investments mainly in Food and Beverage Sector, Packaging, Logistics and Real Estate .
Bakhresa集團(tuán)是東非坦桑尼亞領(lǐng)先的工業(yè)公司之一。70年代中期，它在坦桑尼亞達(dá)累斯薩拉姆港口城的一家小餐館以謙遜的方式起步，現(xiàn)在已成為該地區(qū)受人尊敬的企業(yè)集團(tuán)。該集團(tuán)的業(yè)務(wù)分布在坦桑尼亞、桑給巴爾、烏干達(dá)、肯尼亞、馬拉維、贊比亞，最近還分布在莫桑比克。已經(jīng)制定了將其翅膀擴(kuò)展到其他國(guó)家的計(jì)劃。該集團(tuán)現(xiàn)在擁有超過三億美元的營(yíng)業(yè)額，是一家擁有2000多名直接相關(guān)員工的自豪雇主。旗下有幾家公司，主要投資于食品和飲料行業(yè)、包裝、物流和房地產(chǎn)。
Mission, Vision & Value使命、愿景和價(jià)值
Mission使命
To increase and sustain the living standards of Africans by providing them with essential products and services of global quality at affordable prices.
以負(fù)擔(dān)得起的價(jià)格向非洲人提供全球質(zhì)量的基本產(chǎn)品和服務(wù)，以提高和維持非洲人的生活水平。
To exceed customers’ expectations through innovation and harnessing technology.
通過創(chuàng)新和利用技術(shù)超越客戶的期望。
Vision 視力
To be one of the internationally respected and professionally managed companies in the African Continent.
成為非洲大陸受國(guó)際尊重和專業(yè)管理的公司之一。
To spread our wings to the other parts of the globe.
把我們的翅膀展開到世界的其他地方。
Values 價(jià)值觀
Passion for success
對(duì)成功的熱情
We are determined to be the best at what we do.
我們決心做到最好。
We are not content with the status quo.
我們不滿足于現(xiàn)狀。
We have a compelling desire to innovate.
我們有強(qiáng)烈的創(chuàng)新欲望。
Commitment 承諾
We are conscious of our responsibilities towards all our stakeholders and discharge them in letter and spirit.
我們意識(shí)到我們對(duì)所有利益相關(guān)者的責(zé)任，并在文字和精神上履行這些責(zé)任。
Employees 員工
We treat our employees as our assets, not an expense item in Profit & Loss account.
我們將員工視為我們的資產(chǎn)，而不是損益表中的支出項(xiàng)目。
We recognize that keeping the employee morale high is the key for achieving our success.
我們認(rèn)識(shí)到，保持員工士氣高漲是我們?nèi)〉贸晒Φ年P(guān)鍵。
Team spirit and synergy are the hallmarks of our work culture.
團(tuán)隊(duì)精神和協(xié)同作用是我們工作文化的標(biāo)志。
Our employees have a sense of ownership in what they do
我們的員工對(duì)自己的工作有主人翁意識(shí)
Mutual Trust 相互信任
We have respect for and confidence in each of our stake-holders, namely, shareholders, employees, customers, suppliers, bankers, financiers and others.
我們尊重并信任我們的每一位股東，即股東、員工、客戶、供應(yīng)商、銀行家、金融家和其他人。
We believe that mutual trust is the foundation upon which everything else rests on.
我們認(rèn)為，相互信任是其他一切的基礎(chǔ)。
Social Responsibility 社會(huì)責(zé)任
We recognise that corporate responsibility towards society is an integral part of doing business.
我們認(rèn)識(shí)到，企業(yè)對(duì)社會(huì)的責(zé)任是做生意不可分割的一部分。
Thus we actively participate in community development programmes.
因此，我們積極參與社區(qū)發(fā)展方案。
Question 1 問題1
In the Bakhresa Group, the organization is treated as an instrument for achieving established goals, in which the members of the organization are made to serve these goals and rewards are given to motivate them. The organization structure contributes to the dominance of the technology-push model of innovation.
在Bakhresa集團(tuán)，該組織被視為實(shí)現(xiàn)既定目標(biāo)的工具，組織成員被要求為這些目標(biāo)服務(wù)，并給予獎(jiǎng)勵(lì)以激勵(lì)他們。組織結(jié)構(gòu)有助于技術(shù)推動(dòng)創(chuàng)新模式的主導(dǎo)地位。
Bakhresa group use classical approach in its management. This type of management is Built around traditional management concepts with, bureaucratic theory(Weber, 1964) and scientific management (Taylor, 1974) that is;
Bakhresa集團(tuán)在其管理中采用了經(jīng)典的方法。這種類型的管理是圍繞著傳統(tǒng)的管理理念構(gòu)建的，即官僚主義理論（Weber，1964）和科學(xué)管理（Taylor，1974）；
The people can be combined with machines to produce an orderly output.
人們可以和機(jī)器結(jié)合起來生產(chǎn)有序的產(chǎn)品。
The organisation is an instrument for achieving established goal – members of the organisation serve these goals
組織是實(shí)現(xiàn)既定目標(biāo)的工具——組織成員為這些目標(biāo)服務(wù)
Rewards are given to motivate them.
獎(jiǎng)勵(lì)是為了激勵(lì)他們。
Assumes all tasks can be rationalised – resulting in predictable flow of work
假設(shè)所有任務(wù)都可以合理化，從而產(chǎn)生可預(yù)測(cè)的工作流程
Innovation see a series of rational decisions – can be related to departmental stages of innovation. (Trott, 2005)
創(chuàng)新看一系列理性決策——可以與部門創(chuàng)新階段相關(guān)。（Trott，2005）
This theory contributes to the technological-push model of innovation.
這一理論有助于建立創(chuàng)新的技術(shù)推動(dòng)模型。
The channel of communication is highly structured, there is restricted information flow, and operating styles are uniform and restricted. Authority for decision is based on formal line management position and the management is reluctant to adapt changing circumstances.
溝通渠道是高度結(jié)構(gòu)化的，信息流是受限的，操作風(fēng)格是統(tǒng)一和受限的。決策權(quán)基于正式的直線管理職位，管理層不愿適應(yīng)不斷變化的環(huán)境。
The Bakhresa company use Mechanistic organization structure. Organizational structure can inhibit or foster creativity and innovation. The problem with organizational structure though, is that it is resultant of many factors, including history, organic growth, strategy, operational design, product diversity, logistics, marketing, client base, supplier base and so forth. Therefore, what managers need, are not recipes for complete structural change, but insights into the properties of fostering structures that can be adapted into the existing structure.
Bakhresa公司采用機(jī)械化組織結(jié)構(gòu)。組織結(jié)構(gòu)可以抑制或促進(jìn)創(chuàng)造力和創(chuàng)新。然而，組織結(jié)構(gòu)的問題是由許多因素造成的，包括歷史、有機(jī)增長(zhǎng)、戰(zhàn)略、運(yùn)營(yíng)設(shè)計(jì)、產(chǎn)品多樣性、物流、營(yíng)銷、客戶群、供應(yīng)商群等。因此，管理者需要的不是徹底改變結(jié)構(gòu)的配方，而是深入了解可以適應(yīng)現(xiàn)有結(jié)構(gòu)的培養(yǎng)結(jié)構(gòu)的特性。
The theorists argued that organizations need different kinds of structure to control their activities that will allow the company to adapt and react to changes and uncertainties in the environment.
理論家們認(rèn)為，組織需要不同類型的結(jié)構(gòu)來控制其活動(dòng)，從而使公司能夠適應(yīng)和應(yīng)對(duì)環(huán)境中的變化和不確定性。
Companies facing a dynamic and uncertain environment may have to develop or maintain an organic organizational structure, whereas companies operating in a stable environment may benefit from developing or maintaining a mechanistic organizational structure.
面對(duì)動(dòng)態(tài)和不確定環(huán)境的公司可能必須發(fā)展或維持一個(gè)有機(jī)的組織結(jié)構(gòu)，而在穩(wěn)定環(huán)境中運(yùn)營(yíng)的公司可能受益于發(fā)展或維持機(jī)械化的組織結(jié)構(gòu)。
The reason for this is that organic structures can process and distribute information and knowledge faster within the organization, which thus results in an increased ability to respond or react to changes in the environment.
這是因?yàn)橛袡C(jī)結(jié)構(gòu)可以在組織內(nèi)更快地處理和分發(fā)信息和知識(shí)，從而提高對(duì)環(huán)境變化的反應(yīng)能力。
However, mechanistic structures may act as an effective and efficient organizational structure for companies operating in a more stable and certain environment. Companies operating in a stable environment may not need to make decisions quickly. Likewise, many of the day-to-day decisions and operating procedures may be formalized and centralized, because there is no inherent need for constant change or innovation
然而，對(duì)于在更穩(wěn)定、更確定的環(huán)境中運(yùn)營(yíng)的公司來說，機(jī)械結(jié)構(gòu)可能是一種有效的組織結(jié)構(gòu)。在穩(wěn)定環(huán)境中運(yùn)營(yíng)的公司可能不需要快速做出決策。同樣，許多日常決策和操作程序可能是正式的和集中的，因?yàn)椴恍枰粩嗟淖兓騽?chuàng)新
Mechanistic organization tends to offer a less suitable environment for managing the creativity and the innovation process. (T. Burns and G.M. Stalker, 1961).
機(jī)械化組織往往為管理創(chuàng)造力和創(chuàng)新過程提供一個(gè)不太合適的環(huán)境。（T.Burns和G.M.Stalker，1961年）。
To start, it is useful to analyse the preferred structures against the not so preferred. There are many definitions of types of organizational structure, but one example is:
首先，對(duì)照不那么優(yōu)選的結(jié)構(gòu)來分析優(yōu)選的結(jié)構(gòu)是有用的。組織結(jié)構(gòu)的類型有很多定義，但有一個(gè)例子：
a) Mechanistic structures (generally not preferred) – includes centralised control and authority, clearly defined tasks, vertical communication links, obedience to supervisors, rigidity and inflexibility.
機(jī)械化結(jié)構(gòu)（通常不可取）——包括集中控制和權(quán)力、明確定義的任務(wù)、垂直溝通聯(lián)系、服從主管、僵化和不靈活。
b) Organic structures (generally preferred) – decentralisation of authority, tasks loosely defined, horizontal communications, greater individual authority, flexible, adaptable.
有機(jī)結(jié)構(gòu)（通常首選）——權(quán)力下放、任務(wù)定義松散、橫向溝通、更大的個(gè)人權(quán)力、靈活性和適應(yīng)性。
Experience shows that the above can be misleading. For example, flat organisations are generally preferred and hierarchical ones not preferred, however, even flat organisations are in reality hierarchical.
經(jīng)驗(yàn)表明，上述內(nèi)容可能會(huì)產(chǎn)生誤導(dǎo)。例如，扁平組織通常是首選的，而分層組織則不是首選的，然而，即使是扁平組織實(shí)際上也是分層的。
Importantly, if we have a mechanistic structure, what factors allow us to move in the right direction without wholesale change?
重要的是，如果我們有一個(gè)機(jī)械結(jié)構(gòu)，什么因素允許我們?cè)诓话l(fā)生大規(guī)模變化的情況下朝著正確的方向前進(jìn)？
Some answers include 一些答案包括
Direct communication links to decision makers.
與決策者的直接溝通聯(lián)系。
Communication and information flow between departments.
部門之間的溝通和信息流。
Tangible progression of ideas from problem to solution, product development to commercialisation.
想法從問題到解決方案，從產(chǎn)品開發(fā)到商業(yè)化的切實(shí)進(jìn)展。
Creative teams working outside but linked into the organization, whose culture, processes etc diffuse into the existing structure.
創(chuàng)造性團(tuán)隊(duì)在外部工作，但與組織相連，其文化、流程等融入現(xiàn)有結(jié)構(gòu)。
Innovation approch used by Bakhresa companies is technological push. Adopting a technology push approach to product innovations can allow a company to target and control premium market segments, establish its technology as the industry standard, build a favourable market reputation, determine the industry’s future evolution, and achieve high profits. It can become the centrepiece in a company strategy for market leadership. It however costly and risky. Such an approach requires a company to develop and comercialize an emerging tecnology in pursuit of growth and profits. To be successfull, a company needs to ensureits technology is a heart of its competetive strategy.
Bakhresa公司采用的創(chuàng)新方法是技術(shù)推動(dòng)。采用技術(shù)推動(dòng)的方法進(jìn)行產(chǎn)品創(chuàng)新可以使公司瞄準(zhǔn)并控制高端細(xì)分市場(chǎng)，將其技術(shù)確立為行業(yè)標(biāo)準(zhǔn)，建立有利的市場(chǎng)聲譽(yù)，決定行業(yè)的未來發(fā)展，并實(shí)現(xiàn)高利潤(rùn)。它可以成為公司市場(chǎng)領(lǐng)導(dǎo)力戰(zhàn)略的核心。然而，它的成本和風(fēng)險(xiǎn)都很高。這種方法要求公司開發(fā)和商業(yè)化一種新興技術(shù)，以追求增長(zhǎng)和利潤(rùn)。為了取得成功，一家公司需要確保技術(shù)是其競(jìng)爭(zhēng)戰(zhàn)略的核心。
Question 2 問題2
On the one hand Bakhresa Group requires stability and static routines to accomplish the daily tasks efficiently and quickly and on the other hand, Bakhresa Group also needs to develop new ideas and new products to be competitive in future and it needs to nurture a creative environment where ideas can be tested and developed.
一方面，Bakhresa集團(tuán)需要穩(wěn)定和靜態(tài)的日常工作來高效、快速地完成日常任務(wù)，另一方面，巴赫雷薩集團(tuán)還需要開發(fā)新的想法和新產(chǎn)品，以在未來具有競(jìng)爭(zhēng)力，并需要培養(yǎng)一個(gè)可以測(cè)試和開發(fā)想法的創(chuàng)造性環(huán)境。
According to the above statement its shows Bakhresa Group have a dilemma in developing new idea and new products (innovation) and stability and routine to accomplish the daily task efficiently.
根據(jù)上述聲明，這表明Bakhresa集團(tuán)在開發(fā)新理念和新產(chǎn)品（創(chuàng)新）以及高效完成日常任務(wù)的穩(wěn)定性和常規(guī)性方面存在困境。
The Dilemma of Innovation Management
創(chuàng)新管理的困境
Within organizations there is a fundamental tension between the need for stability and the need for creativity. On the one hand, companies require stability and static routines to accomplish daily tasks efficiently and quickly. This enables the organization to compete today. For example processing of millions of cheques by banks everyday.
在組織內(nèi)部，穩(wěn)定的需要和創(chuàng)造力的需要之間存在著根本的緊張關(guān)系。一方面，公司需要穩(wěn)定和靜態(tài)的日常工作來高效、快速地完成日常任務(wù)。這使組織能夠在今天進(jìn)行競(jìng)爭(zhēng)。例如，銀行每天處理數(shù)百萬張支票。
On the other hand, companies also need to develop new ideas and new products to be competitive in the future. Hence they need to nurture a creative environment where ideas can be tested and developed. This poses one of the most fundamental problems for management today. (Trott, 2008)
另一方面，公司也需要開發(fā)新思想和新產(chǎn)品，以在未來具有競(jìng)爭(zhēng)力。因此，他們需要培養(yǎng)一個(gè)創(chuàng)造性的環(huán)境，在那里可以測(cè)試和發(fā)展思想。這給今天的管理帶來了最根本的問題之一。（Trott，2008）
Managing the tension between the need for creativity and efficiency.
管理創(chuàng)造力需求和效率之間的緊張關(guān)系。
Efficiency Gain 效率增益
The efficient day to day operations within an organization require stable routines which can be achieved in stable and controlled environments
組織內(nèi)高效的日常運(yùn)營(yíng)需要穩(wěn)定的日常工作，這些日常工作可以在穩(wěn)定和受控的環(huán)境中實(shí)現(xiàn)
The development of new products/services requires creativity and room to try out new ideas this is achieved in a loose and flexible environment
新產(chǎn)品/服務(wù)的開發(fā)需要?jiǎng)?chuàng)造力和嘗試新想法的空間——這是在寬松靈活的環(huán)境中實(shí)現(xiàn)的
Creativity gains 創(chuàng)造力獲得
Organization 組織
Take any medium to large company and examine its operations and activities. Every company has to ensure that their products are carefully manufactured to precise specifications and that they are delivered for customers on time day after day. In this hectic, repetitive and highly organized environment, the need to squeeze out any slack or inefficiencies is crucial to ensure a firm’s costs are lower than their competitors’. However the long-term economic growth is dependent on the ability of firms to make improvements to products and manufacturing processes. The firms need to make room for creativity and innovation, that is, allow black in the system. These then is the dilemma: how do firms try to reduce costs and slack to improve competitiveness on the one hand and then try to provide slack for innovation on the other? The firm has to do balancing: The firm needs to ensure there is a constant pressure to drive down costs and improve efficiency in its operations. At the same time it needs to provide room for new product development and improvements to be made the most obvious way forward is to separate production from R & D. However there are many improvements and innovations that arise out of the operations of the firm.
以任何一家中大型公司為例，檢查其運(yùn)營(yíng)和活動(dòng)。每家公司都必須確保其產(chǎn)品按照精確的規(guī)格精心制造，并日復(fù)一日按時(shí)交付給客戶。在這個(gè)繁忙、重復(fù)和高度組織化的環(huán)境中，為了確保公司的成本低于競(jìng)爭(zhēng)對(duì)手，消除任何松懈或低效的需求至關(guān)重要。然而，長(zhǎng)期經(jīng)濟(jì)增長(zhǎng)取決于企業(yè)改進(jìn)產(chǎn)品和制造工藝的能力。這些公司需要為創(chuàng)造力和創(chuàng)新騰出空間，也就是說，允許黑人進(jìn)入系統(tǒng)。這就是困境：企業(yè)如何一方面努力降低成本和放松以提高競(jìng)爭(zhēng)力，另一方面又努力為創(chuàng)新提供放松？公司必須做到平衡：公司需要確保有持續(xù)的壓力來降低成本和提高運(yùn)營(yíng)效率。同時(shí)，它需要為新產(chǎn)品的開發(fā)和改進(jìn)提供空間，最明顯的前進(jìn)方向是將生產(chǎn)與研發(fā)分開。然而，公司的運(yùn)營(yíng)也帶來了許多改進(jìn)和創(chuàng)新。
Question 3 問題3
The management of the Bakhresa Group is committed to long-term growth rather than short-term profit and the organization is willing to invest in the long-term development of technology and is aware of its threats and opportunities.
Bakhresa集團(tuán)的管理層致力于長(zhǎng)期增長(zhǎng)而非短期利潤(rùn)，該組織愿意投資于技術(shù)的長(zhǎng)期發(fā)展，并意識(shí)到其威脅和機(jī)遇。
Organizational Characteristics that Facilitate the Innovation Process
促進(jìn)創(chuàng)新過程的組織特征
Growth Orientation 成長(zhǎng)方向
Is characterized by a commitment to long-term growth rather than short-term profit. Not all companies’ first and foremost objective is growth. Some companies are established merely to exploit a short-term opportunity, other companies would like to maintain the company at its existing size: the objective of innovative companies is to grow the business the actively plan for the long-term.
其特點(diǎn)是致力于長(zhǎng)期增長(zhǎng)而非短期利潤(rùn)。并非所有公司的首要目標(biāo)都是增長(zhǎng)。一些公司的成立只是為了利用短期機(jī)會(huì)，其他公司則希望將公司保持在現(xiàn)有規(guī)模：創(chuàng)新公司的目標(biāo)是積極規(guī)劃長(zhǎng)期業(yè)務(wù)。
Vigilance 警惕
It is characterized by the ability of the organization to be aware of its threats and opportunities. Vigilance requires continual external scanning e.g. within the marketing function the activity would form part of market research and competitor analysis collecting valuable information is one thing, but relaying it to the necessary individuals and acting on it are two necessary associated requirements.
其特點(diǎn)是組織能夠意識(shí)到其威脅和機(jī)遇。保持警惕需要持續(xù)的外部掃描，例如在營(yíng)銷職能部門，活動(dòng)將成為市場(chǎng)研究和競(jìng)爭(zhēng)對(duì)手分析的一部分，收集有價(jià)值的信息是一回事，但將其傳達(dá)給必要的個(gè)人并采取行動(dòng)是兩個(gè)必要的相關(guān)要求。
Commitment to Technology 對(duì)技術(shù)的承諾
It is characterized by the willingness to invest in the longterm development of technology. Most innovative firms exhibit patience in permitting ideas to geminate and develop overtime. This needs to be accompanied by a commitment to resources in terms of intellectual input without a longterm approach it would be extremely difficult for the company to attract good scientists.
其特點(diǎn)是愿意投資于技術(shù)的長(zhǎng)期發(fā)展。大多數(shù)創(chuàng)新型公司都表現(xiàn)出耐心，允許想法隨著時(shí)間的推移而發(fā)展。這需要同時(shí)承諾在智力投入方面投入資源，如果沒有長(zhǎng)期的方法，公司將極難吸引優(yōu)秀的科學(xué)家。
Acceptance of Risks 風(fēng)險(xiǎn)接受
It is characterized by the willingness to include risky opportunities in a balanced portfolio. It means the willingness to consider carefully risky opportunities. Ability to take calculated risks and include them in a balanced portfolio of project
它的特點(diǎn)是愿意將風(fēng)險(xiǎn)機(jī)會(huì)納入平衡的投資組合。這意味著愿意仔細(xì)考慮有風(fēng)險(xiǎn)的機(jī)會(huì)。能夠承擔(dān)經(jīng)過計(jì)算的風(fēng)險(xiǎn)，并將其納入平衡的項(xiàng)目組合
Cross-functional Cooperation 跨職能合作
It is characterized by mutual respect among individuals and a willingness to work together across functions. Inter-departmental conflict is a well documented barrier to innovation. Often conflict has been observed between marketing and R & D functions as the two groups often have very different interests.
它的特點(diǎn)是個(gè)人之間相互尊重，并愿意跨職能合作。部門間沖突是阻礙創(chuàng)新的一個(gè)有據(jù)可查的障礙。市場(chǎng)營(yíng)銷和研發(fā)職能之間經(jīng)常存在沖突，因?yàn)檫@兩個(gè)群體的利益往往非常不同。
Receptivity 受體
It is characterized by the ability to be aware of, to identify and take effective advantage of externally developed technology. Most technology based innovations involve a combination of several different technologies. It would be unusual for all the technology to be developed inhouse. That is why business are witnessing an inchasing number of joint ventures and alliances.
它的特點(diǎn)是能夠意識(shí)到、識(shí)別和有效利用外部開發(fā)的技術(shù)。大多數(shù)基于技術(shù)的創(chuàng)新都涉及幾種不同技術(shù)的組合。所有的技術(shù)都在內(nèi)部開發(fā)是不尋常的。這就是為什么企業(yè)正在見證越來越多的合資企業(yè)和聯(lián)盟。
Slack 松弛
It is characterized by an ability to manage the innovation dilemma and provide space for creativity while organizations place a great emphasis on the need for efficiency, there is also a need for a certain amount of ‘slack’ to allow individuals room to think, experiment, discuss ideas and be creative.
它的特點(diǎn)是能夠管理創(chuàng)新困境并為創(chuàng)造力提供空間，而組織非常強(qiáng)調(diào)效率的需求，也需要一定的“松弛”，讓個(gè)人有思考、實(shí)驗(yàn)、討論想法和創(chuàng)造力的空間。
Adaptability 適應(yīng)性
It is characterized by a readiness to accept the changes. The development of new product innovations willpower invariably lead to disruptions to established organizational activities. Major or radical innovations may result in significant changes, although the two are not necessarily associated. The organization must be set to accept change in the way it manages its internal activities. Otherwise proposed innovations would be stifled due to a reluctance to amend existing ways of working or to learn new techniques.
它的特點(diǎn)是隨時(shí)準(zhǔn)備接受變化。新產(chǎn)品創(chuàng)新意志力的發(fā)展必然會(huì)破壞既定的組織活動(dòng)。重大或激進(jìn)的創(chuàng)新可能會(huì)導(dǎo)致重大變化，盡管兩者不一定相關(guān)。組織必須設(shè)置為接受其管理內(nèi)部活動(dòng)方式的變化。否則，由于不愿修改現(xiàn)有的工作方式或?qū)W習(xí)新技術(shù)，擬議的創(chuàng)新將被扼殺。
Diverse Range of Skills 多樣化的技能范圍
It is characterized by a combination of specialization and diversity of knowledge as well as skills. Organizations require individuals of a hybrid nature who are able to understand a variety of technical subjects and make possible the transfer of knowledge within the company. It is the ability of the organization to manage this diversity of knowledge skills efficiently that lies at the heart of the innovation process. (Trott, 2008)
它的特點(diǎn)是專業(yè)化與知識(shí)和技能的多樣性相結(jié)合。組織需要具有混合性質(zhì)的個(gè)人，他們能夠理解各種技術(shù)主題，并使公司內(nèi)部的知識(shí)轉(zhuǎn)移成為可能。組織有效管理知識(shí)技能多樣性的能力是創(chuàng)新過程的核心。（Trott，2008）
Question 4 問題4
The Bakhresa Group engages commercial scanner, gatekeeper and project leader and sponsor to facilitate the innovation process.
Bakhresa集團(tuán)聘請(qǐng)商業(yè)掃描儀、看門人、項(xiàng)目負(fù)責(zé)人和贊助商來促進(jìn)創(chuàng)新過程。
All of the above is the role of individual in the Innovation group. With above statement its shows that Bakhresa group are implementing them in their different field.
以上都是個(gè)人在創(chuàng)新群體中的角色。上述聲明表明，Bakhresa集團(tuán)正在各自的不同領(lǐng)域?qū)嵤┻@些措施。
The Role of the individual in the innovation Process
個(gè)人在創(chuàng)新過程中的作用
Innovation process is essentially a people process and that organizational structure, formal decision making processes, delegation of authority and other formal aspects of a so-called well run company are not necessary situation for successful technological innovation. The study of Rubenstein has revealed that certain individuals have fulfilled a variety of roles that had contributed to successful technological innovation.
創(chuàng)新過程本質(zhì)上是一個(gè)人的過程，所謂運(yùn)營(yíng)良好的公司的組織結(jié)構(gòu)、正式?jīng)Q策過程、授權(quán)和其他正式方面并不是技術(shù)創(chuàng)新成功的必要條件。對(duì)魯賓斯坦的研究表明，某些人發(fā)揮了各種作用，為成功的技術(shù)創(chuàng)新做出了貢獻(xiàn)。
Technical Innovator 技術(shù)創(chuàng)新者
This individual is an expert in one or else two fields. Generates new ideas and sees new as well as different ways of doing things, also referred to as the ‘mad scientific.’
這個(gè)人是一兩個(gè)領(lǐng)域的專家。產(chǎn)生新的想法，看到新的和不同的做事方式，也被稱為“瘋狂的科學(xué)”
Technical/Commercial Scanner
技術(shù)/商用掃描儀
This individual acquires enormous amounts of information from outside the organization, often through net working. This may well include market and technical information.
這個(gè)人經(jīng)常通過網(wǎng)絡(luò)工作從組織外部獲取大量信息。這很可能包括市場(chǎng)和技術(shù)信息。
Gatekeeper 看門人
This individual keeps informed of related developments that occur outside the organization through journals, conferences, colleagues and other companies details. Passes information to others, finds it easy to talk to colleagues. Serves as an in formatted resource in favor of others in the organization.
這個(gè)人通過期刊、會(huì)議、同事和其他公司的詳細(xì)信息隨時(shí)了解組織外發(fā)生的相關(guān)進(jìn)展。將信息傳遞給他人，發(fā)現(xiàn)與同事交談很容易。充當(dāng)有利于組織中其他人的格式化資源。
Product champion 產(chǎn)品冠軍
This individual sells new ideas to others in the organization. Acquires resources. Aggressive in championing his/her cause and takes risks.
這個(gè)人向組織中的其他人推銷新想法。獲取資源。積極支持自己的事業(yè)并承擔(dān)風(fēng)險(xiǎn)。
Project Leader 項(xiàng)目負(fù)責(zé)人
This individual provides the team with leadership as well as motivation. Plans and organizes the project ensures that administrative requirements are meet. Provides necessary coronation among team members sees that project moves forward efficiently and balances Project goals with organizational needs.
這個(gè)人為團(tuán)隊(duì)提供了領(lǐng)導(dǎo)力和動(dòng)力。計(jì)劃和組織項(xiàng)目以確保滿足管理要求。在團(tuán)隊(duì)成員中提供必要的加冕禮，確保項(xiàng)目有效推進(jìn)，并平衡項(xiàng)目目標(biāo)和組織需求。
Sponsor 贊助商
This individual provides access to a power base inside the organization. Senior person. Buffers the Project team from unnecessary organizational constraints and helps the project team too get what it needs from other parts of the organization. It provides legitimacy and organizational confidence in the project. (Trott, 2008)
這個(gè)人提供了進(jìn)入組織內(nèi)部權(quán)力基礎(chǔ)的途徑。資深人士。緩沖項(xiàng)目團(tuán)隊(duì)不必要的組織約束，并幫助項(xiàng)目團(tuán)隊(duì)從組織的其他部分獲得所需。它為項(xiàng)目提供了合法性和組織信心。（Trott，2008）
Question 5 問題5
The Bakhresa Group, given the importance of innovation, has spent enormous sums of money trying to develop an environment that fosters innovation. The Bakhresa Group is aware of developing a reputation for innovation which helps propagate a virtuous circle that reinforces Group’s abilities.
鑒于創(chuàng)新的重要性，Bakhresa集團(tuán)花費(fèi)了巨額資金，試圖開發(fā)一個(gè)促進(jìn)創(chuàng)新的環(huán)境。Bakhresa集團(tuán)意識(shí)到要樹立創(chuàng)新的聲譽(yù)，這有助于傳播加強(qiáng)集團(tuán)能力的良性循環(huán)。
Its shows that Bakhresa Group support the innovation which lead them to have a different group of companies within and outside and it’s also want to keep its good reputation for innovation which help make the group stable.
這表明，Bakhresa集團(tuán)支持創(chuàng)新，這使他們?cè)趦?nèi)部和外部擁有一個(gè)不同的公司集團(tuán)，它還希望保持其創(chuàng)新的良好聲譽(yù)，這有助于使集團(tuán)穩(wěn)定。
The structure of an organization is the sum total of ways in which it divides its labour into distinct tasks and after that achieves coordination among them. One of the problem is recognizing to different groups within an organization behave differently and interact with different parts of the wider external environment. Non the less, there have been numerous helpful studies exploring the link between the organizational structure and innovative performance.
一個(gè)組織的結(jié)構(gòu)是將其勞動(dòng)劃分為不同任務(wù)，然后在這些任務(wù)之間實(shí)現(xiàn)協(xié)調(diào)的方式的總和。其中一個(gè)問題是認(rèn)識(shí)到組織內(nèi)的不同群體行為不同，并與更廣泛的外部環(huán)境的不同部分互動(dòng)。盡管如此，已經(jīng)有許多有益的研究探索了組織結(jié)構(gòu)與創(chuàng)新績(jī)效之間的聯(lián)系。
Organization Structures against Innovation 反對(duì)創(chuàng)新的組織結(jié)構(gòu)
Formalisation 形式化
There is some evidence of inverse relationship between formalization and innovation. That is an increase in formalization of procedures will result in a disease in innovative activity.
有一些證據(jù)表明，形式化和創(chuàng)新之間存在著相反的關(guān)系。這就是程序正規(guī)化的增加將導(dǎo)致創(chuàng)新活動(dòng)中的疾病。
Complexity 復(fù)雜性
Where these are several different type of professional groups working in an organization, it would represent a complex organization
如果有幾個(gè)不同類型的專業(yè)團(tuán)體在一個(gè)組織中工作，它將代表一個(gè)復(fù)雜的組織
Centralisation 集中化
It refers to the decision making activity and the location of power inside an organization. In a decentralized organization fewer levels of hierarchy are usually required and this tends to lead to more responsive decision making closer to the action.
它指的是決策活動(dòng)和權(quán)力在組織內(nèi)部的位置。在一個(gè)分散的組織中，通常需要更少的層級(jí)，這往往會(huì)導(dǎo)致在更接近行動(dòng)的情況下做出更具響應(yīng)性的決策。
Organizational Size 組織規(guī)模
A small business with fewer employees differs significantly on terms of resources from an organization which is big size is a proxy variable for more meaningful dimensions such as economic and organization resources, together with number of employees.
員工較少的小企業(yè)與規(guī)模較大的組織在資源方面存在顯著差異，這是經(jīng)濟(jì)和組織資源以及員工數(shù)量等更有意義維度的代理變量。
Establishing an innovative environment and Propagating this virtuous circle
建立創(chuàng)新環(huán)境并傳播這種良性循環(huán)
Given the importance of innovation, many businesses have spent enormous sum of money trying to enlarge an environment that fosters innovation.
鑒于創(chuàng)新的重要性，許多企業(yè)花費(fèi)了巨額資金，試圖擴(kuò)大促進(jìn)創(chuàng)新的環(huán)境。
Creating a virtuous circle of innovation means getting competitive advantage over others.
創(chuàng)造創(chuàng)新的良性循環(huán)意味著獲得相對(duì)于其他人的競(jìng)爭(zhēng)優(yōu)勢(shì)。
Virtuous circle of innovation
創(chuàng)新的良性循環(huán)
The organization’s
該組織的
Reputation for innovation
創(chuàng)新聲譽(yù)
High morale and Attraction of
高昂的士氣和吸引力
Retention of creative creative people
留住有創(chuàng)造力的人
people
人
Motivates people and organisational
激勵(lì)員工和組織
Reduce frustration encouragement of
減少挫折鼓勵(lì)
Creativity and
創(chuàng)造力和
innovation
創(chuàng)造
A willingness in the
一種意愿
Org. to accept new
組織。接受新的
ideas
思想
Development of
的發(fā)展
Innovative
創(chuàng)新的
Product
產(chǎn)品
Reputation of the Organisationb組織聲譽(yù)
It takes many years to develop the reputation of an organization. It is strongly linked to overall performance of an organization. Some companies are able to achieve wide exposure of new products or new research and others are not.
建立一個(gè)組織的聲譽(yù)需要很多年的時(shí)間。它與組織的整體績(jī)效密切相關(guān)。一些公司能夠獲得新產(chǎn)品或新研究的廣泛曝光，而另一些公司則不然。
Attraction of creative people 有創(chuàng)造力的人的吸引力
Creative people will be concerned to those companies that themselves are viewed as creative. TOP scientists and researchers will seek employment with such companies.
有創(chuàng)造力的人會(huì)關(guān)注那些自己被視為有創(chuàng)造力的公司。頂尖的科學(xué)家和研究人員將在這些公司尋找工作。
Conclusion 結(jié)論
Bakhresa group is among the most successful company which operate in Tanzania and other different African countries and World Wide. All these success are due to well established structure of a company. The members of the organization are made to serve these goals and reward are given to motivate them.
Bakhresa集團(tuán)是在坦桑尼亞和其他不同非洲國(guó)家以及全球范圍內(nèi)運(yùn)營(yíng)的最成功的公司之一。所有這些成功都?xì)w功于一個(gè)公司良好的組織結(jié)構(gòu)。組織的成員被要求為這些目標(biāo)服務(wù)，并給予獎(jiǎng)勵(lì)以激勵(lì)他們。
On the one hand Bakhresa Group supports the innovation and creativity. It has spent enormous sums of money trying to develop an environment that fosters innovation. Also the company creates a good product from manufacturing food and beverage to all other sector which keeps the good reputation of the company. Due to all this the Bakhresa Group becomes a market leader because of innovation and entrepreneurship
一方面，Bakhresa集團(tuán)支持創(chuàng)新和創(chuàng)造力。它花費(fèi)了巨額資金試圖開發(fā)一個(gè)促進(jìn)創(chuàng)新的環(huán)境。此外，該公司創(chuàng)造了一個(gè)良好的產(chǎn)品，從制造食品和飲料到所有其他行業(yè)，保持了公司的良好聲譽(yù)。正因?yàn)槿绱耍珺akhresa集團(tuán)憑借創(chuàng)新和創(chuàng)業(yè)精神成為市場(chǎng)領(lǐng)導(dǎo)者
本站提供各國(guó)各專業(yè)留學(xué)生essay格式范文，essay代寫以及essay寫作指導(dǎo)，如有需要可咨詢本平臺(tái)。
