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has developed for a long time. In the early days of planned economy, important building enterprises in every region were directly charged by Ministry of Construction, later by local government. They are companies with quite deep culture and very perfect management system and management personnel, strong technical force and complete plant and equipment, which are the big advantages of construction enterprises. But all these things are gradually decaying after the baptism of time.
It is said in the text book that most internal factors are controllable, but in Chinese enterprises most are uncontrollable. In our economic market, the controllable factors should have increased. There are more uncontrollable factors especially in state-owned enterprises (or state share-holding). For instance, a new manager in some installing company wants to fire half of the employees to streamline company departments for the sake of increasing revenue. Do you think it is applicable? Maybe not. Even through most employees will not opposite it strongly, the government will interfere with his action. It is more impossible if there are about ten thousand employees in the company. Or there is a valuable land that the manager intends to sell to modify the equipment in the company. But he cannot make a decision for the land does not belong to him. Thus, the internal environment becomes less controllable. It returns to the former problems, namely property right. These problems are coursed by unclearly defined property rights which can not solved by an individual.

There is opportunity where there is problem. Western development brings many opportunities for these enterprises. If they cannot grasp these opportunities, it will be hard for them to survive. There are many reform methods to internal problems, but it is hard to put into practice which is coursed by the actual measurements the enterprises take (or we can see it is because of executive force). If an enterprise has no executive force, it will be troublesome. There is a saying in the western countries that change is the only constant. It is so suitable for the current circumstance in the enterprises. No one will wait for those enterprises without any change or with slow change. It is hard to catch up with others changing quickly. Therefore, the reform must be enforced.

4.2 Environment performance report in South Korea enterprises
Example of environment performance report in South Korean enterprises
A later color kinescope producer Samsung SDI gain the biggest market share in the world only 30 years after its establishment. It has 6 foreign subsidiaries and 6 South Korean factories. Currently, its output of kinescope ranks the first in the world, not only taking a place in electronic tube industry based on CPT and CDT, but making great achievement in production and marketing for new core products such as liquid crystal display (LCD), VFD and plasma Display Panel (PDP) also.
The key to success is that it clear knows its internal environment so that it clearly identifies its property rights firstly. Internal analysis shall firstly set the development direction. Samsung SDI has achieved it and specifically established production business divisions and regional divisions based on the characteristics of the products and regions. In 1990s, with the appearance of European Community, North American Free Trade Agreement and World Trade Organization, the 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。