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Assignment代写:Network organization

2018-08-29 来源: 51due教员组 类别: 更多范文

下面为大家整理一篇优秀的assignment代写范文- Network organization,供大家参考学习,这篇论文讨论了网络组织。作为一种组织,网络组织实际上表示了一种统一的目的,即在一致的意义上有助于活跃和安排实现战略与目的所必需的资源、代理人和行动。没有共同的目的,组织中的代理人既不可能识别联合的效能或意愿,也不可能知道行动是否会带来合作的收益。因此,网络组织合作各方的管理层应就合作的目的达成一致,形成共同的价值取向。这需要管理层花费时间和精力评估合作方的价值取向,判断自己与合作方之间在目标上是否相互协调。

Network organization,网络组织,assignment代写,paper代写,美国作业代写

In the past 20 years, the research on network organization has received extensive attention. From the perspective of economics, management and sociology, scholars have conducted a lot of research on the meaning, manifestation, operation mechanism and management mode of network organization. Because the network organization is an intermediate between integration between enterprise and market organization, therefore, the goal of organization and management, is to make the network organization both the flexibility of market transaction and the relative stability of internal hierarchy management, in order to improve the competitiveness of the whole network organization, more effectively cope with the challenge of rapid changes in current and future market. This is the key to the sustainability of network organization.

As an organization, a network organization actually represents a unified purpose, and thus implies the need to activate and arrange the resources, agents and actions necessary to achieve the strategy and purpose in a consistent sense. Without a common purpose, it is impossible for an agent in an organization to identify the efficacy or willingness of the association, or to know whether the action will yield the benefits of cooperation. Therefore, the management of all parties should agree on the purpose of cooperation and form a common value orientation. This requires the management to spend time and effort to evaluate the partner's value orientation and determine whether the goals of the partner and themselves are compatible.

Network organization structure is a relatively fixed and relatively stable organic connection between nodes. This kind of connection is the intrinsic basis to maintain the integrity and function of network organization. It is a dynamic organizational structure, whose structure is much more complex than that of general organizations, mainly determined by the complex nonlinear cooperative relations between enterprises. The structure form of network organization can be divided into the network organization with and without alliance.

In the network organization with the alliance master, there is a node that has the management and coordination function in the organization, and the operation of the entire network organization is managed and coordinated through information such as instructions and contracts. The network organization that has alliance advocate can divide again into collective type and value chain network organization. In the collective network organization, the alliance master serves as the hub of information and material communication between the organization and the outside world, but does not participate in the material creation process, such as wal-mart and a-mazon. Com, 8848, etc. In the value chain network organization, the alliance master not only serves as the hub of information and material communication between the organization and the outside world, but also constructs, guides and coordinates the creation process of the whole material, such as Ciseo, Dell, GeneralMotors, etc.

In an unallied network organization, each node is in the same position. Through the communication between each node, the self-regulation of the organization is formed to maintain the operation of the organization. The network organization without alliance can be divided into market type and alliance type. In the market network organization, all nodes freely exchange information and materials, such as eBay, NASDAQ, eBay, etc. In a federated network organization, each node shares its knowledge or experience by participating in the creation of organizational knowledge or experience, such as Linux, MP3, win-tel, Java alliance, etc.

The coordination mechanism of network organization refers to how to coordinate the behavior of each node of the organization to maintain the effective operation of the organization. This involves two aspects: how to design the adjustment mechanism within the network organization; The implementation and management of the adjustment mechanism. That is, how to regulate the behavior of each node in the network organization, so as to improve and improve the function of the network organization and increase the value of the network organization.

Since the nodes are connected through property rights, contractual relations, legal contracts, administrative orders and other means, and operate under the organization and coordination of the alliance master, the network organization can be effectively operated through the management and coordination function of the alliance master. By designing effective incentive mechanism and regulating the behavior of nodes, the main nodes concerned can induce the initiative of other nodes, reduce the risk of organization operation and improve the efficiency of organization operation.

As the relationship between nodes, contact method and value realization process are different from the network organization with alliance leader, so its mechanism is different from the network organization with alliance leader. Because no leader network organization due to its unique structure and the formation of a unique operation mode: because each node in peer status, no network organization is through the network of the organization's own self adjusting function - that is, through the mutual communication, the nodes involved in the operation of the network organization, the formation of the value of network organization, and Shared with the network members. Therefore, the active node chooses different behaviors to participate in the operation of the network organization, which has an important impact on the value of the network organization. In the future e-commerce environment, due to the decentralization and virtuality of organization members, it is difficult to observe the behavior of each member node effectively, so it is easy to generate the moral risk of hidden action after the event, such as "lazy" or "free-rider" and the act of rebellious choice. As the unallied network organization cannot maintain the effective operation of the organization under the spontaneous regulation mechanism, a supervision mechanism or punishment mechanism must be introduced to effectively regulate the behavior of nodes, making the one-time game become repeated game. In the repeated game, each node will start from the long-term interests, and will not be concerned with their own "reputation" just because of the immediate "opportunistic" gains. Therefore, the behavior of nodes is restrained and the non-cooperative behavior is eliminated.

The main content of network organization management is cooperative management. How to maintain the stability and efficiency of cooperation, improve the competitiveness of the whole network organization, and further improve the operating performance of member enterprises is the key of network organization management. Firstly, we should pay attention to cooperative sincerity analysis, strategic cooperation analysis and cultural cooperation analysis when choosing partners. Secondly, we should strengthen the management of partner attitude. Thirdly, communication and negotiation among network members should be strengthened.

The network organization emphasizes that a single enterprise mainly focuses on the key business of the enterprise and gives full play to its advantages. Meanwhile, it establishes strategic cooperative relations with suitable enterprises in the global scope. The core business of the enterprise is completed by the cooperative enterprise. Its essence is the alliance of all parties in core competence. Therefore, how to cultivate, maintain, learn and develop core competence becomes the problem that most member enterprise managers must face.

Core competence is the organic combination of enterprise's different technical system, management system, social psychological system, goal and value system, structure system and so on. The core connotation embodied in this combination is the knowledge system exclusive to the enterprise. These proprietary knowledge and core competencies are unique, distinctive, and difficult to imitate. The positioning and target selection of enterprise core capability should consider two aspects. Second, as an important carrier of core competence, talent cultivation, incentive and aggregation problems. Core competence is the source of enterprise development and should be the focus of enterprise strategy. Only when the core competence, core products and market development are integrated can the enterprise gain long-term competitive advantage.

Learning from each other among network members is by no means always equal. This involves specific forms of cooperation. For example, for cisco and its partners in Taiwan, a company that makes networking equipment for cisco in Taiwan may need the expertise that cisco provides with networking equipment. But cisco, in turn, doesn't need much. From M porter's point of view, the value chain of cisco and Taiwanese manufacturers is different. The advantage of cisco lies in its research and development capability, while the advantage of Taiwan manufacturers lies in its mass production capacity. The cooperation between cisco and Taiwan manufacturers only focuses on their core competence in production. For this kind of network organization with the characteristics of learning inequality, unless some partner wants to develop new core ability, otherwise, the effect of learning will be inferior to that of network organization with learning inequality.

Network organizations with learning equivalence are usually non-complementary forms of cooperation. In a sense, this means the cooperation parties must be the cooperation of their core capabilities to some extent. For example, Boeing and Honda cooperate to develop aircraft engines. At this time, organizational learning has a strong sense of business ethics. One partner may be thought to have stolen the other's technology or knowledge by accident. Therefore, in order to avoid similar awkward situation, an effective approach is to make detailed provisions on the rights, responsibilities and interests of both parties in the agreement. Although the contract may not be complete, in most cases, this approach can be circumvented for foreseeable risks.

First, top managers need to be charismatic. The network organization lives in the complex and changeful environment, must carry on the strategy adjustment and shift the product direction unceasingly, the charm type leader is most suitable to arouse the heavy duty. The power of charismatic leader comes from the subordinates' conviction of the leader's extraordinary personality charm, and the subordinates are willing to accept his leadership because they believe in the leader. Charismatic leaders have absolute confidence in judgment and ability; Good at drawing the future blueprint of the organization, and can vividly illustrate this blueprint to subordinates to inspire them to work hard for the realization of this blueprint; Dare to break tradition, do not stick to convention, dare to take risks and make self-sacrifice for the realization of the lofty goal that is in everyone's interest. In network organizations, charismatic leaders are more prominent in that they often change the external living environment through creative changes in the internal environment of the organization, guide the organization to make reflective learning, and enhance the enterprise's competitive advantage.

Second, middle managers need to be coaches. The role of managers is changed from evaluation and supervisor to coach and leader. Instead of sitting on the sidelines waiting for the expected results, or conducting, supervising, inspecting and controlling from the top, managers should go deep into the field and lead by example to provide Suggestions, collaboration, encouragement and motivation for the team led to carry out the work smoothly. In this way, managers can be closer to customers and employees and the nature of their relationships can be significantly changed. This is the new type of relationship required by a network of creative groups.

Thirdly, employees should have knowledge and adaptability. In the 21st century, the competitiveness of an enterprise will mainly depend on the knowledge intelligence of the whole enterprise employees and their ability to adapt to the changes in tasks. Only when employees have more knowledge and strong adaptability, and the enterprise can introduce such knowledge, experience and technology into the whole process of product design, manufacturing and marketing, can the enterprise have a competitive advantage. Therefore, the enterprise should give full play to the enthusiasm and creativity of employees from the aspects of technical system and support guarantee from the perspective of management organization and method, conduct technical training and continue education for employees, make them have special technical ability and become the carrier of the core ability of the enterprise, and lay the foundation for the enterprise to win the competitive advantage.

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