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MBA Essay范文-战略管理：业务层和职能层，本文是一篇留学生MBA Essay写作格式范文，主要内容是讲述战略管理涉及管理者代表所有者采取的重要和主要举措。这些举措涉及资源利用，从而提高企业在外部环境中的绩效。组织的愿景、使命和目标由战略管理规定。不仅如此，MBA Essay中为实现这些目标的组织、项目和方案制定计划和政策，并为实施计划、项目、方案和政策分配适当的资源也是战略管理的任务。为了评估企业的整体绩效及其向目标的发展，经常使用平衡计分卡。最新研究和最重要的管理理论家也指出，战略需要根据利益相关者的期望启动，并使用定制的平衡计分卡，将所有利益相关者纳入其中。战略管理只是一种管理活动，负责制定目标和所有必要的战略。提供业务或组织愿景前进的总体方向也是战略管理的责任。下面是MBA Essay范文的全部内容，供参考。 
Strategic management deals with important and main initiatives taken by managers on behalf of owners. These initiatives involve resource utilisation so that performance of their firms is enhanced in external environment. Organization’s vision, mission and objectives are specified by strategic management. Not only this but also developing plans and policies for organization, projects and programs that are due to fulfill these objectives and also allocating proper resources to implement plan, project, programs and policies is also tasks of strategic management. To evaluate the whole performance of the business and its growth towards objectives, a balanced scorecard is frequently used. Strategy needs to initiate with stakeholders expectations and use a customized balanced scorecard which takes in all stakeholders are also stated by latest studies and foremost management theorists. Strategic management is nothing but a level of managerial activity that is responsible for setting goals and all the necessary strategies. Providing the overall direction toward which the business or the organization vision to move forward is also the responsibility of strategic management.
According to Gary Hamel and Michael Porter, the role of strategic management is to figure out the core competencies, and then bring together a set of assets that will offer a competitive advantage and increase value added. It is also stated that to make it happen innovation, organizational structure and reputation, these 3 types of capabilities are essential. Enterprise strategy has its own three levels. It is formulated and implanted in these three levels. These levels are: Corporate level, Business unit level, Functional or departmental level. At the business stage, people are accountable for creating value through their businesses. People do so by managing their portfolio of businesses, which ensures that businesses are winning over the long term, rising business units, and from time to time ensuring that every business is well-matched with others in their portfolio.
根据Gary Hamel和Michael Porter的观点，战略管理的作用是找出核心竞争力，然后将一组资产组合起来，以提供竞争优势并增加附加值。还指出，要实现这一目标，创新、组织结构和声誉这三种能力是必不可少的。企业战略有三个层次。它是在这三个层次上配制和植入的。这些级别包括：公司级、业务单元级、职能或部门级。在商业阶段，人们有责任通过自己的业务创造价值。人们通过管理他们的业务组合来实现这一目标，这确保了企业在长期、不断增长的业务单元中取得胜利，并不时确保每个业务都与其组合中的其他业务相匹配。
Business units are the core of product or service development. Products and services are developed by business units. The role of the corporation is to manage its business units, products and services so that each is competitive and so that each contributes to company purposes.
业务单元是产品或服务开发的核心。产品和服务由业务部门开发。公司的职责是管理其业务部门、产品和服务，使其具有竞争力，并为公司目标做出贡献。
Corporate level strategy basically is alarmed with choice of businesses in which company should struggle and with development and harmonization of that portfolio of businesses.
公司层面的战略基本上是对公司应努力的业务选择以及业务组合的发展和协调提出警告。
Strategies:战略
Corporate level strategy is concerned with: 公司级战略涉及
Defining the issues that are corporate everyday jobs. These might include identifying the on the whole vision, mission, and goals of the company, the type of business firm should be concerned, and the way in which businesses will be integrated and managed. It’s known as Reach.
定义公司日常工作中的问题。这些可能包括确定公司的整体愿景、使命和目标，公司应关注的业务类型，以及业务整合和管理的方式。它被称为Reach。
Defining where in firm competition is to be limited to a small area. It’s nothing but Competitive Contact.
确定公司内竞争将限制在一个小范围内。这只是竞争性接触。
Business strategy seeks to develop synergies by sharing and bringing together employees and other assets across company units, investing monetary possessions across business units, and using trade units to harmonize other commercial business activities, its Managing Activities and Business Interrelationships.
业务战略寻求通过共享和整合公司各部门的员工和其他资产，投资各业务部门的货币财产，并利用贸易部门协调其他商业业务活动、管理活动和业务相互关系，来发展协同效应。
Corporations make a decision, how business units are to be governed: through direct corporate intervention (centralization) or through independent government (decentralization). And it is Management Practices.
公司决定如何管理业务单位：通过直接的公司干预（集权）或通过独立的政府（分权）。这是管理实践。
Business Unit Level Strategy 业务单元级战略
A tactical industry unit may be any profit center that can be designed separately from the other business units of business. At the business unit level, the planned issues are about both realistic management of operating units and about developing and at the bottom of a competitive advantage for the products and services that are produced.
战术工业单位可以是任何利润中心，可以与其他业务单位分开设计。在业务部门层面，计划的问题既涉及运营部门的现实管理，也涉及开发所生产的产品和服务的竞争优势并将其置于竞争优势的底部。
Functional Level Strategy 功能级战略
The functional level of your organization is the level of the operating divisions and departments. The strategic issues at the functional level are related to functional business processes and value chain. Functional level strategies in R&D, operations, manufacturing, marketing, finance, and human resources involve the development and coordination of resources through which business unit level strategies can be executed effectively and efficiently.
组织的职能级别是运营部门和部门的级别。职能层面的战略问题与职能业务流程和价值链有关。研发、运营、制造、营销、财务和人力资源中的职能级战略涉及资源的开发和协调，通过这些资源，业务部门级战略可以有效和高效地执行。
Functional units of your organization are involved in higher level strategies by providing input into the business unit level and corporate level strategy, such as providing information on customer feedback or on resources and capabilities on which the higher level strategies can be based. Once the higher level strategy or strategic intent is developed, the functional units translate them into discrete action plans that each department or division must accomplish for the strategy to succeed.
组织的职能部门通过向业务部门级和公司级战略提供输入，参与更高级别的战略，例如提供有关客户反馈或更高级别战略所基于的资源和能力的信息。一旦制定了更高层次的战略或战略意图，各职能单位将其转化为各部门或部门必须完成的离散行动计划，以使战略取得成功。
Whittington’s and Mintzberg’s strategy concepts:惠廷顿和明茨伯格的战略概念：
Now, to perform well, some strategy models are really important. Not necessarily all models are quite good or updated with modern business but they do influence either internal or external or both environments. But to treat an organization properly managers have to think it as a whole being. Measuring different parts can lead to misjudgment and further situation where loss can occur. As Mintzberg, Ahlstrand and Lampel stated, the story of blind men is not new to anyone. To them different parts of the elephant felt totally different. As, one felt the leg as a tree, other one felt the trunk as a big snake. But they got a wrong perception coz they were blind and with touch they only could perceive limited parts. But managers of organizations are not blinds; moreover they are very conscious for everything. But the developed models that are already in market is limited to different parts of the organization. If those models are not updated according to recent times, it would be not only hard to use them but also less profitable. Now if we consider mintzberg’s comparative analysis of ten schools, the n we need to know first about the schools. There are total ten schools, The Design School, The Planning School, The Positioning School, The Entrepreneurial School, The Cognitive School, The Learning School, The Power School, The Cultural School, The Environmental School, and The Configuration School. These schools focus on different aspects of the total business reminding managers that one part remains untreated and the business can fall very quickly. Mintzberg thought of strategic planning thoroughly but he was unable to come to one point. So he drove more deep and then he found out that there may not be only one strategic planning while so many people are using it too differently to match. So, he concluded that there is no one strategy there is five types of strategies. These are listed as: Strategy as plan, Strategy as ploy, Strategy as pattern, Strategy as position, Strategy as perspective. These five types of strategies were actually developed in process of 10 schools of thoughts which are already given above. These ten schools were grouped into three categories. It goes like this prescriptive or normative (informal design and conception school, the formal planning school, and the analytical positioning school), 2nd group (entrepreneurial, visionary, or great leader school, the cognitive or mental process school, the learning, adaptive, or emergent process school, the power or negotiation school, the corporate culture or collective process school, and the business environment or reactive school) it mainly focuses on how strategic management is actually performed rather than how its hypothesized as to be done. The 3rd group (the configuration or transformation school), it’s more like a hybrid of other schools. According to Mintzberg, strategies are less theoretical and more practical and that’s why it’s more dynamic and flexible than management perceives it.
现在，为了表现良好，一些战略模型非常重要。不一定所有的模型都很好，或者随着现代商业的发展而更新，但它们确实会影响内部或外部环境或两种环境。但要正确对待一个组织，管理者必须将其视为一个整体。测量不同的部件可能导致误判，并进一步造成损失。正如明茨伯格、艾尔斯特兰和兰佩尔所说，盲人的故事对任何人来说都不是新鲜事。对他们来说，大象的不同部位感觉完全不同。一个感觉腿像树，另一个感觉树干像大蛇。但是他们得到了一个错误的认知，因为他们是盲人，通过触摸他们只能感知有限的部分。但组织的管理者不是盲目的；此外，他们对任何事情都很有意识。但是，已经上市的开发模型仅限于组织的不同部分。如果这些模型不根据最近的时间进行更新，不仅很难使用，而且利润也会下降。现在，如果我们考虑明茨伯格对十所学校的比较分析，我们需要首先了解学校。共有十所学校，设计学校、规划学校、定位学校、创业学校、认知学校、学习学校、权力学校、文化学校、环境学校和配置学校。这些学校关注整体业务的不同方面，提醒管理者，其中一部分未得到处理，业务可能会迅速下滑。明茨伯格彻底考虑了战略规划，但他无法得出一点。所以他更深入地研究，然后他发现可能只有一个战略规划，而很多人使用它的方式太不同，无法匹配。因此，他总结说，没有一种战略，有五种战略。它们被列为：战略作为计划，战略作为策略，战略作为模式，战略作为立场，战略作为视角。这五种策略实际上是在上述10个思想流派的过程中形成的。这十所学校被分为三类。它是这样规定或规范的（非正式设计和概念学派、正式规划学派和分析定位学派），第二组（创业、有远见或伟大领袖学校、认知或心理过程学校、学习、适应或紧急过程学校、权力或谈判学校、企业文化或集体过程学校、商业环境或反应学校）主要关注战略管理的实际执行方式，而不是其假设完成。第三组（配置或转型学校），更像是其他学校的混合体。根据明茨伯格的说法，战略不太理论化，更实际，这就是为什么它比管理层所认为的更具动态性和灵活性。
In 2001, Whittington, categorized the strategy concept in four approaches: Classic approach, evolutionary approach, process approach, systemic approach.
2001年，惠廷顿将战略概念分为四种方法：经典方法、进化方法、过程方法和系统方法。
There is nothing more to describe about these approaches but what is important that Whittington himself put an end to his perspectives like elaborating strategy is hard enough and there is no one or another way. But when it comes to real life, implication and performance is well influenced by each of these approaches. So we can say that each of these approaches has a place in reality.
关于这些方法没有更多的描述，但重要的是，惠廷顿自己结束了他的观点，比如制定战略，这已经够难了，没有任何一种或另一种方法。但在现实生活中，每一种方法都会很好地影响其含义和性能。所以我们可以说，这些方法中的每一种都在现实中占有一席之地。
Strategic management is also not above limitations. When it comes to hard situation that demand instant act, fluidity is much appreciable than rigid methods or direction to do the work. It not only make the performance non-innovative but sometimes it also pay by loosing many opportunities. It also ends up defining the organization narrowly. Now, if it comes to strategic theories, it’s always not so dependable. Modern business is so dynamic that one or two theories can’t possibly cover all the fact or parts equally. It covers some parts but not full. But if we think a business as a being, we can’t possibly look at only one or two parts; we have to look for the whole thing. A part or parts may lead to many misconceptions, when the full views can give totally a different view.
战略管理也不能超越限制。当遇到需要立即采取行动的困难情况时，流动性比僵硬的方法或工作方向要明显得多。这不仅使绩效不具创新性，有时也会失去许多机会。它也最终狭义地定义了组织。现在，如果说到战略理论，它总是不那么可靠。现代商业是如此动态，一个或两个理论不可能平等地涵盖所有事实或部分。它覆盖了一些部分，但不是全部。但是，如果我们将企业视为一种存在，我们就不可能只看一个或两个部分；我们必须寻找整件事。当完整视图可以给出完全不同的视图时，一个或多个部分可能会导致许多误解。
As a matter of fact like theorists there is more to say about limitation. Gary Hamel in 2000 coined the name strategic convergence to give details of the incomplete range of the strategies being used by competitors very much differing circumstances. He mourned that strategies converge further than they should, because the more flourishing ones are mimicked by businesses that do not recognize that the strategic process involves scheming a modified strategy for the particulars of each circumstances.
事实上，像理论家一样，关于限制还有更多的话要说。加里·哈默尔在2000年创造了“战略融合”这个名称，以详细说明竞争对手在非常不同的情况下使用的不完整的战略范围。他哀叹，战略的融合程度超过了应有的程度，因为更为繁荣的战略被企业模仿，它们不认识到战略过程涉及为每种情况的具体情况制定修改的战略。
Ram Charan, arranging in a line with a admired marketing tagline, considers that strategic planning must not lead action. “Just do it!”, whereas not quite what he intended to mean, is a phrase that on the other hand comes to mind when fighting analysis paralysis.
拉姆·查兰以一句令人钦佩的营销口号进行安排，认为战略规划不能导致行动。“就这么做吧！”，另一方面，在与分析瘫痪作斗争时，人们会想到这句话，但这并不完全是他的本意。
In the real world in which strategies have to be put into practice, the three fundamentals are mutually dependent. Means are as likely to determine ends as ends are to determine means. The objectives that an organization might wish to follow may be limited by the lack of feasible approaches available out. There is typically only a little number of approaches that will not only be technically and administratively achievable, but also acceptable to the full collection of organizational stakeholders. In turn, the choice of feasible implementation approaches is determined by the accessibility of resources.
在必须实施战略的现实世界中，这三个基本要素是相互依赖的。手段决定目的的可能性与目的决定手段的可能性一样大。一个组织可能希望遵循的目标可能受到缺乏可行方法的限制。通常只有少数方法不仅在技术上和行政上可以实现，而且为组织利益相关者的全部集合所接受。反过来，可行实施方法的选择取决于资源的可获得性。
Conclusion:结论
Till now all the factors, analysis, theories has been collected, it’s quite clear that strategic management is not as much powerful as it seems in theories or when someone is describing it. After all nothing can be in ceteris paribus when it’s the real business world we are talking about. So, why it has to be different than journals if one might say, it’s obviously has to be different coz the journal can’t be updated in every second but unfortunately the world is changing, creating new opportunities and threats in every second. So many things are happening in one second that it’s quite unimaginable. So it’ll be quite awkward and foolish to think that it’ll be always like as it is said in case of strategic management after all strategic management is not so different than other theories or conceptual works. It must to have its own lacking. Dynamic business world demands process that can be changed so easily that one might be able not to pay the price for time limit. As time restriction is so terrifying that one moment one have an opportunity to grasp the next moment it’s taken by someone else. So if there is no much flexibility, opportunities are going to be lost in the depth of abyss. So, this statement – “Strategic Planning makes little or no contribution to the firm’s prosperity in today’s turbulent environment”, may not be so wrong a statement if we really consider all of the scenes. At the end it’s the full matter of means and end.
Ways that allow the means to meet the ends is suitable for the dynamic world whether it is so called theories or something new.
MBA Essay总结到目前为止，所有的因素、分析和理论都已经收集到了，很明显，战略管理并不像理论上或有人描述它时那样强大。毕竟，当我们谈论的是真实的商业世界时，在其他条件相同的情况下，什么都不可能。因此，为什么它必须与期刊不同？如果有人可能会说，它显然必须是不同的，因为期刊不可能在每一秒钟都更新，但不幸的是，世界正在变化，每一秒都在创造新的机会和威胁。在一秒钟内发生了如此多的事情，简直不可思议。因此，MBA Essay提出如果认为战略管理总是如此，那将是非常尴尬和愚蠢的。毕竟，战略管理与其他理论或概念性工作没有太大区别。它必须有自己的缺陷。动态的商业世界要求流程可以很容易地更改，因此可能无法为时间限制付出代价。由于时间限制是如此可怕，一个人有机会抓住下一个被别人占据的时刻。因此，如果没有太多的灵活性，机会将在深渊中消失。因此，MBA Essay范文引用这句话——“战略规划在当今动荡的环境中对公司的繁荣几乎没有或根本没有贡献”，如果我们真的考虑到所有的场景，这可能不是一个错误的说法。最后，这完全是手段和目的的问题。无论是所谓的理论还是新事物，允许手段达到目的的方式都适用于动态世界。本站提供各国MBA Essay写作指导服务，如有需要可咨询本平台。
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