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如何改变代理策略 [15]

论文作者:www.51lunwen.org论文属性:短文 essay登出时间:2015-10-28编辑:chenyuting点击率:20764

论文字数:3000论文编号:org201510262346201640语种:英语 English地区:中国价格:免费论文

关键词:ICAS代理策略

摘要:本文是本文主要讲述了如何改变代理策略,并提出了改变代理策略相应的措施。

. This, of course, is the role played by new management movements, as organizations in the Western world moved through total quality management and business process reengineering, then e-business and knowledge management. What is critical for future success is an organization's ability to take the best of each new focus area---each new fad---discern the value, determine fit, and integrate the best of each focus area into the organization in a way that makes sense.


In the complex world in which we live, there is no lack of new management approaches, and assuredly each approach offers potential value. What is difficult is to achieve is the balance between recognizing and sustaining that which is good in an organization, embedding that which has been determined valuable and is currently being implemented, and embracing the value offered by new management approaches. What is that balance? What are the potential gains and losses from this approach? How do we facilitate the gains and mitigate the losses? Finally, since a complex organization cannot be controlled in the classical meaning of the term---nor should it be---how do we ensure that value, as it emerges, is shared across the organization?


This dilemma of balance extends through every aspect of an organization. A visible example is the insertion of new information technology such as wireless. At what point does the organization wishing to succeed in the future global world embrace wireless technology? How fast should this transition move? What mindsets and strategies (such as moving the security focus from technology to information) need to be changed?


In this new world, many organizations are moving forward at a fast pace, with a vision and strategy, but without a predetermined path. The path has been and will continue to be forged by dedicated professionals in each organization, working individually and collectively, but always aware of the organization's mission and vision. The ICAS vision is to increase the number of dedicated professionals, and to ensure that every single individual in the organization has awareness of---and is committed to achieving---the vision of the organization. As this vision turns and changes in response to the turbulent environment, the understanding of individuals within the organization must turn and change with it.


This focus on people is holistic, ranging from the creation of theory and the building of shared understanding to the development of infrastructure to support individual and organizational learning and development of knowledge centricity. Enterprise-level leadership ranges from promulgating guidance and policy, to providing tools, to rewarding success. Effectively, this complex change strategy cannot help but encourage a natural progression toward the ICAS across and within the organization, contributing to the cultural change essential to take full advantage of the opportunities offered by the ICAS, and facilitating a connectedness of choices through the sharing of new thought in a fully aware and conscious process.

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