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论文语言：英语论文 English
论文专业：Management
字数：2000
学校国家：英国
是否有数据处理要求：否
您的学校：Keele University ,排名40
论文用于：BA essay 本科课程作业
补充要求和说明：
Students are asked to write a research proposal outlining their preferred research paradigm and appropriate methodological approaches on any one of the following topics:Leadership;
Organizational Ethics;
Management and Marginalization

英国基尔大学作业Effect of leadership of management in China’s SME on employees' satisfaction

1.0 Introduction

China is the country which has the largest number of small and medium enterprises (SMEs) and the enterprises grow fastest. Since more than 30 years of reform and opening up, China's economy keeps a sustained and rapid growth, which depends on the rise of the SMEs in China to a considerable extent. Today, there are more than 30 million SMEs which are registered in Administration for Industry and Commerce in China, accounting for more than 90% of the total number of enterprises in China. The ultimate value of products and services, total exports, paying taxes and employment that these SMEs create account for 58.5%, 68.3%, 50.2% and 80% of the total number of the country, the SMEs are regarded as the most active part in China's economic growth (Wang, 2004).中国是一个有中小企业最多的国家（中小企业）和企业成长最快的。由于开放30多年的改革开放，中国经济保持持续快速增长，这取决于中国的中小企业在相当程度的上升。今天，有超过30000000的中小企业是在中国工商行政管理部门登记注册，超过中国企业总数的90%核算。产品和服务，出口总额的终极价值，支付税收和就业，这些中小企业为58.5%，占68.3%，50.2%和全国总数的80%，中小企业在中国经济增长视为最活跃的部分（王，2004）。
In recent years, however, due to the rising capital, costs of labor, raw materials, land and resource-environment, Penminbi (RMB) enters into the strategic appreciation channel, China has entered the era of high cost, for SMEs which depend on "cost drivers" and are at the low end of global industrial chain, the space for them to create value is getting smaller and smaller, there are more and more SMEs which are eliminated. Especially after the financial crisis and the debt crisis in Europe, the reduction in global demand makes SMEs in China face the unprecedented survival bottlenecks and competitive pressures, the SMEs need to find a strategic transformation(Wang, 2004).

2.0 Rationale
3.0 Aim and objectives
4.0 Literature review
5.0 Methodology
6.0 Research hypothesis
7.0 Research ethics
8.0 Budget
9.0 Timetable
10. Conclusion

References

Aaltio-Marjosola, I. & Takala,T. (2000). Charismatic leadership, manipulation and the complexity of organizational life. Journal of Workplace Learning, 12 (4), 102-115.
Avolio, B., Waldman, D. & Yammarino, F. (1991). Leading in the 1990s: the four I’s of transformational leadership. Journal of European Industrial Training, 15(4), 9-16.
Bass, B. (1994). Improving organizational effectiveness through transformational leadership. London Sage Publications.
Chen, J.C. & Silverthorne, C. (2005). Leadership effectiveness, leadership style and employee
readiness. Leadership & Organization Development Journal, 26 (4), 280-288.
Chen, X. H., Wang, S. Y. & Yand, L. (2012). The impact mechanism of transformational leadership on firm performance: based on a aurvey of SMEs' leaders. Science and Management, 33(11)本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。