1、原文CHANGEMANAGEMENTEXECUTINGSTRATEGIESFORGROWTHKELLY,CIARNTHERECENTECONOMICDOWNTURNPROVIDEDASENSEOFURGENCYANDFOCUSTHATHELPEDIRISHORGANISATIONSTOSUCCESSFULLYIMPLEMENTCHANGESTRATEGIESTHATWOULDHAVEBEENUNPALATABLEINOTHERTIMESTHISDEMONSTRATESTHATIRISHBUSINESSESCANRESPONDQUICKLYTOEXTERNALPRESSURESWHENNEEDE
2、DANDTHAT,ABOVEALL,THEYAREBOTHRESPONSIVEANDAGILETHEMAJORITYOFTHECHANGESTHATPRIVATEANDSEMISTATEORGANISATIONSHAVEMADEINTHEPASTTWOYEARSHAVEFOCUSEDONCOSTREDUCTIONANDRETENTIONOFMARKETPOSITIONMANYIRISHORGANISATIONSHAVEALREADYIMPLEMENTEDORAREINTHEPROCESSOFIMPLEMENTINGCOSTREDUCTIONINITIATIVESSUCHASREDUCTIONS
3、INDISCRETIONARYSPEND,RENEGOTIATIONSWITHSUPPLIERSANDSALARYANDCOMPENSATIONREVIEWSTHESECHANGESCOULDBECLASSIFIEDASTRANSITIONALCHANGESORWAVEONECHANGESWHERETHEYARESIMPLYATTEMPTINGTOWEATHERTHESTORMLOOKINGFORWARD,IFORGANISATIONSARETOMAINTAINORGROWMARKETSHARE,AFURTHERWAVEOFCHANGEISREQUIREDTHATFOCUSESONPROTEC
4、TINGTHEBOTTOMLINETHISCHANGENEEDSTOFOCUSONDELIVERINGGROWTHWHICHISBASEDONSTRATEGICPOSITIONINGANDREQUIRESFOCUSONLONGTERMOUTCOMESITNEEDSTOBETRANSFORMATIONALANDCOULDBECONSIDEREDWAVETWOOFACHANGEJOURNEYSUCHTRANSFORMATIONALCHANGESNEEDTOTAKEACCOUNTOFTHEDRAMATICMACROECONOMICCHANGESTHATAREBEINGIMPLEMENTEDATANA
5、TIONALLEVELTHEFOCUSWILLTHEREFORENEEDTOBEDIFFERENTFROMTHECURRENTCOSTREDUCTIONORQUICKFIXEMPHASIS“ITISNOTTHESTRONGESTOFTHESPECIESTHATSURVIVES,NORTHEMOSTINTELLIGENTITISTHEONETHATISTHEMOSTADAPTABLETOCHANGE“（CHARLESDARWIN）THEREARESEVERALSTRATEGIESTHATSHOULDBECONSIDEREDTOSTAYAHEADANDPOSITIONACOMPANYFORFUTU
6、REGROWTHTHESEINCLUDESCENARIOPLANNINGITISCLEARTHATWEREMAININUNCERTAINTIMESECONOMICALLYANDTHERELEVANCEOFSCENARIOPLANNINGISASIMPORTANTTODAYASITWASATTHESTARTOFOURCURRENTECONOMICCHALLENGESOVERTHEPASTTWOYEARS,ORGANISATIONSTHATUNDERTOOKDOWNTURNSCENARIOPLANNINGTODEALWITH10,20AND30DECLINESINREVENUEWEREOFTENT
7、HEORGANISATIONSTHATWEREBESTPOSITIONEDFORCHANGETHESEPLANSNOTONLYALLOWEDTHEBUSINESSTOBEAHEADOFTHEGAMEINTERMSOFSTRATEGYANDIMPLEMENTATION,BUTALSOINCLUDEDTRIGGERPOINTSTODETECTTHELEVELSOFREVENUEORVOLUMEREDUCTIONWHICENABLEDTHEMTOMEASURETHEBENEFITSACHIEVEDFOLLOWINGIMPLEMENTATIONWITHUNCERTAINTYREMAINING,AROB
8、USTSCENARIOPLANTOCOPEWITHBOTHUPTURNANDDOWNTURNSCENARIOSWILLHELPPREPAREBUSINESSESFORTHEFUTURETHISISNOTTOARGUETHATTHEPRIVATESECTORHASFIGUREDOUTHOWTOMAKETHEIRMERITPAYPOLICIESEFFECTIVETHEERAOFHIGHINFLATIONANDHIGHSALARYINCREASEBUDGETSINTHELATE1970SANDMOSTOFTHE1980SLEDTOA“KEEPTHEMWHOLE“PHILOSOPHYANDTOCOST
9、OFLIVINGALLOWANCESINLABORCONTRACTSANDEITHEREXPLICITORIMPLICITLIVINGCOSTINCREASESINMERITINCREASESPOLICIESTHISEXPERIENCEHASRESULTEDINANENTITLEMENTCULTURETHATMANYCORPORATIONSAREWORKINGHARDTOREVERSETHEIMPORTANCEOFPERFORMANCEANDTHELINKAGEOFPAYTOPERFORMANCEISACONSIDERATIONTHATPERMEATESSALARYMANAGEMENTINTH
10、EPRIVATESECTORCORPORATEPERFORMANCEMANAGEMENTSYSTEMSAREOFTENLITTLEMORETHANANAPPRAISALFORMTOBECOMPLETEDATYEARENDBUTEVERYONEUNDERSTANDSANDACCEPTSTHEIMPORTANCEOFRECOGNIZINGINDIVIDUALPERFORMANCETHEPROSPECTSFORIMPROVINGMERITPAYPOLICIESISAFREQUENTTOPICATPROFESSIONALCONFERENCESANDINHUMANRESOURCEPERIODICALSA
11、LTHOUGHLESSTHAN5PERCENTOFTHEWORKERSARETYPICALLYDENIEDASALARYINCREASEBECAUSEOFPERFORMANCE,ITISALWAYSATHREATTHEPAYFORPERFORMANCEPHILOSOPHYSERVESASTHEFOUNDATIONFORVIRTUALLYEVERYCORPORATEPAYPROGRAMPERHAPSTHEMOSTIMPORTANTDIFFERENCE,HOWEVER,ISNOTAPROGRAMDESIGNCONSIDERATIONTHEPRIVATESECTORS“BOTTOMLINE“PROV
12、IDESAVITALLYIMPORTANTSHAREDGOALMOREOVER,CORPORATIONSHAVETHEADVANTAGEOFSTRONGTOPDOWNLEADERSHIPWHICHMAKESITEASIERTOGAINAGREEMENTONNEEDEDPROGRAMCHANGESTHEPUBLICSECTORDOESNOTHAVETHESAMEPROSPECTSTODEVELOPACONSENSUSANDTHEDIFFERENCESACROSSDEPARTMENTSMAKEITDIFFICULTTODEVELOPAPROGRAMTHATMEETSEVERYONESNEEDSTH
13、ELACKOFAGREEMENTCANBEAMAJORHURDLETOMOVINGFORWARDFOCUSONCOREBUSINESS,TARGETEDACQUISITIONSINORDERFORBUSINESSESTOPOSITIONTHEMSELVESWELLFORTHELONGTERM,THEYNEEDTOUNDERSTANDTHEIRCURRENTMARKETPOSITION,FOCUSONWHATTHEYDOBESTTHEIRCOREBUSINESSANDHOWTHEYPOSITIONTHEMSELVESAGAINSTTHEIRCOMPETITIONADOPTINGACOREBUSI
14、NESSSTRATEGYORABACKTOBASICSSTRATEGYISANAPPROACHTHATWILLALLOWANORGANISATIONTOFOCUSONWHATITDOESBESTANDISBESTKNOWNFORTHISSTRATEGYSHOULDAIMTOGROWCOREBUSINESSANDDISPOSEOFNONCOREBUSINESSUNITSTHATMAYHAVEBEENACQUIREDINBETTERTIMESORWHENFUNDINGWASMOREFREELYAVAILABLECONVERSELY,FORSOMEORGANISATIONS,PARTICULARLY
15、THOSEWHOHAVEACCESSTOTHENECESSARYFUNDING,THISISTHEIDEALTIMETOCONSIDERACQUIRINGCOMPLEMENTARYBUSINESSES,ATDISCOUNTEDRATES,ASOTHERORGANISATIONSATTEMPTTODISPOSEOFTHEIRNONPERFORMINGORNONCOREBUSINESSUNITSOUTSOURCINGANDOFFSHORINGFORALLORGANISATIONS,ITISIMPORTANTTOCONTINUEFOCUSINGONCOSTEFFICIENCYITMAKESSENSE
16、FORMANYORGANISATIONSTOCONSIDERMOVINGTHEIRBACKOFFICEFUNCTIONSSUCHASFINANCEPROCESSING,PAYROLLORITHOSTINGTOASHAREDSERVICESCENTRE,SPECIALISTPROVIDERORALOWERCOSTECONOMYTHEBENEFITSOFSUCHINITIATIVESCANBETWOFOLDACHIEVINGCOSTEFFICIENCIESWHILEATTHESAMETIMEALLOWINGKEYRESOURCESTOBEFOCUSEDSOLELYONSERVICINGCUSTOM
17、ERSANDGROWINGMARKETPOSITIONINANOTHEREXAMPLEOFGOODINTENTIONSNOTADEQUATELYTHOUGHTTHROUGH,THENEWYORKTIMESCALLEDONTHESECURITIESANDEXCHANGECOMMISSIONTOPUBLISHRATIOSOFCEOPAYTO“TYPICALEMPLOYEES,“IGNORINGVARIATIONSBETWEENINDUSTRIESWHATABOUTBUSINESSESFOCUSEDONLOWWAGEEMERGINGMARKETSWHATABOUTDIFFERENCESBETWEEN
18、HIGHWAGESOFTWAREDEVELOPERSANDLOWWAGESERVICECOMPANIESIMPOSEDFORMULASFOREXECUTIVECOMPENSATIONSIMPLYWONTWORKATMANYCOMPANIESANDWEVESEENHOWPOWERFULTHETEMPTATIONCANBEFOREXECUTIVESTOMANIPULATESHORTTERMRESULTSTOINCREASETHEIRCOMPENSATIONPERFORMANCEMANAGEMENTEFFECTIVEPERFORMANCEMANAGEMENTISOFTENUNDERESTIMATED
19、ASTOHOWMUCHTHISCANYIELDINTERMSOFPRODUCTIVITYIMPROVEMENTSITISOFTENDIFFICULTTOMOTIVATESTAFFINADOWNTURN,PARTICULARLYIFORGANISATIONSHAVEUNDERGONEMAJORORGANIZATIONALCHANGESANDBENEFITREALIGNMENTHOWEVER,ITISCRITICALTHATHEARTSANDMINDSSUPPORTFURTHERTRANSFORMATIONALCHANGESANDTHEONLYWAYTODOTHISISBYEFFECTIVEPER
20、FORMANCEANDCHANGEMANAGEMENTITSERVESTOCOORDINATETHEWORKOFMANYDIFFERENTORGANISATIONALFUNCTIONS,FROMABACKOFFICEADMINISTRATIONSUPPORT,TOACOMPANYSSTRATEGICMANAGEMENTTOOLTHEPAYROLL,SALESORDERS,INVENTORYCONTROL,ANDPERSONNELRECORDSSYSTEMSARESOMEEXAMPLESOFBACKOFFICEADMINISTRATIONSUPPORTSYSTEMSFORINDUSTRIESSU
21、CHASBANKING,TRAVEL,ANDINSURANCE,INFORMATIONSYSTEMSAREPARTOFTHEOPERATINGCOREOFTHEORGANISATIONIMPLEMENTATIONOFANINFORMATIONSYSTEMINVOLVESTHEDESIGN,DELIVERYANDUSEOFTHESOFTWARESYSTEMINTHEORGANIZATIONCRITICALSUCCESSFACTORSFORPERFORMANCEAREBASEDONSTRONGLEADERSHIP,CLEARCOMMUNICATIONABOUTCHANGESANDMEASURABL
22、EANDACHIEVABLEOBJECTIVESMANYIRISHBUSINESSESARECURRENTLYIMPLEMENTINGOUTCOMEBASEDPERFORMANCEMANAGEMENTWHERETHEFOCUSISONWHATEMPLOYEESDELIVERRATHERTHANTHETIMETAKENTOCOMPLETETHETASKTHISFORMOFMANAGEMENTENCOURAGESSTAFFTOPERFORMATAHIGHERLEVELWHILEEMPOWERINGTHEMTOMANAGETHEIROWNPERFORMANCETHEARTICLEISORGANISE
23、DASFOLLOWSINSECTION2WEWILLBRIEFLYDESCRIBETHEBASICSOFASUPPLYNETWORKANDSUPPLYCHAINMANAGEMENTTHISWILLBEFOLLOWEDBYTHEDEFINITIONANDCHARACTERISTICSOFSUPPLYCHAINMANAGEMENTINFORMATIONSYSTEMSINSECTION3THEN,INSECTION4,SCMISFAILUREANDITSNOTIONSWILLBECONSIDEREDTHEMAJORITYOFREMAININGTEXTISDEVOTEDTOTHESUBJECTMATT
24、EROFOURWORKINSECTIONS5AND6SCMISCRITICALFAILUREFACTORSBEFOREANDAFTERIMPLEMENTATION,FOLLOWEDBYDISCUSSIONTHEMANUSCRIPTENDSWITHCONCLUSIONSANDSUGGESTIONSFORFUTURERESEARCHFLEXINGTHEWORKFORCETHEBESTORGANISATIONSUSEAWIDERANGEOFSOLUTIONSTONOTONLYREDUCEANDOPTIMISETHEIRWORKFORCEDURINGTHEDOWNTURN,BUTALSOAPPLYST
25、RATEGIESTOIMPROVETHEFLEXIBILITYANDAGILITYOFTHEREMAININGWORKFORCE,ALLOWINGFORVALUEADDEDSERVICESTOBEPROVIDED,ALLATAREDUCEDCOSTORGANISATIONSNEEDTOCONSIDERHOWTOUSESTAFFDIFFERENTLYMULTISKILLINGTHEWORKFORCETOINCREASEFLEXIBILITY,IMPROVEUTILISATIONANDAVOIDLOSINGSKILLEDRESOURCESSHOULDALLBECONSIDEREDRECOGNISI
26、NGWEAKNESSINSENIORMANAGEMENTANDREPLACINGTHEMISCRITICALINOPTIMISINGWORKFORCEEFFECTIVENESSMANYSENIORMANAGERSWHOPERFORMEDCOMPETENTLYINASTEADYORGROWINGMARKETMAYLACKTHEEXPERIENCEANDSKILLSETTOMANAGEANDDRIVECHANGEDURINGADOWNTURNAKEYWORKFORCECONCERNHASBEENTHEUNAVOIDABLELOSSOFSKILLEDEMPLOYEESWHEREMANAGEMENTC
27、UTTOODEEPINTERMSOFHEADCOUNTREDUCTIONINSOMECASES,ORGANISATIONSMAYSTRUGGLETOREEMPLOYTHESESKILLSASVOLUMESRETURNINPREPARATIONFORIMPROVEDBUSINESSCONDITIONS,MANAGEMENTNEEDTOCONSIDERRECRUITMENTANDTRAININGPROGRAMMESSUCHASAPPRENTICESHIPS,GRADUATESCHEMESANDWORKEXPERIENCEPROGRAMMESINADDITIONTOTHEABOVESTRATEGIE
28、SANDTOHELPPOSITIONFORFUTUREGROWTH,COMPANIESSHOULDREVIEWHOWTHEYAREPROGRESSINGINRELATIONTOCASHANDWORKINGCAPITALKPIDRIVENBEHAVIOURANDINCENTIVISINGEARLYPAYMENTORPREPAYMENT,REGULARREVIEWOFCREDITEXPOSURESCOSTMANAGEMENTCONTINUEDCOSTMANAGEMENTANDCONTROL,BOTHINPRACTICEWITHINTHEORGANISATIONSDNASUPPLYCHAINRATI
29、ONALISETHESUPPLYBASE,CENTRALISEALLPROCUREMENTS,CURRENCYHEDGINGOPERATIONSRESCALINGORCUTTINGBACKCOREOPERATIONSINLINEWITHCURRENTTRADINGPATTERNSTHISCOULDALSOBECOMBINEDWITHINSOURCINGCERTAINACTIVITIES,WHERECAPACITYEXISTSCONCLUSIONFORTHEPASTTWOYEARSMANYIRISHORGANISATIONSHAVEBEENINCRISISMODE,IMPLEMENTINGCOS
30、TREDUCTIONINITIATIVESFOCUSEDONFIXINGSHORTTERMISSUESMOSTIRISHORGANISATIONSHAVESUCCESSFULLYIMPLEMENTEDWAVEONEORQUICKFIXTYPECHANGESARGUABLY,FEWERIRISHORGANISATIONSHAVEADOPTEDAWAVETWOORTRANSFORMATIONALSTRATEGYTHATISCLEARLYNEEDEDFORLONGTERMSURVIVALWHATISCLEAR,HOWEVER,ISTHATASIGNIFICANTLEVELOFCHANGEHASSUC
31、CESSFULLYTAKENPLACEAND,ASANECONOMY,WEHAVEDEMONSTRATEDALEVELOFAGILITYTHATWILLASSISTOURRECOVERYIRISHCOMPANIESTHATCANSUCCESSFULLYIMPLEMENTACOMBINATIONOFLONGANDSHORTTERMTRANSFORMATIONALSTRATEGIESINCLUDINGEFFECTIVEEMPLOYMENTENGAGEMENTWILLBEWELLPOSITIONEDTOMAINTAINCURRENTMARKETSHAREANDBEBESTPREPAREDFORGRO
32、WTHWHENCONDITIONSIMPROVEREVIEWINGANDADOPTINGSOMEORALLOFTHEABOVESTRATEGIESWILLHELPENSUREBUSINESSESAREMAXIMIZINGTHEIRPOTENTIALANDAREBESTPREPAREDFORANUNCERTAINFUTUREHEREARESIXPOLICIESTHATSHOULDBERIGOROUSLYFOLLOWED,INCLUDINGINBADTIMESWHENBOARDSAREMOREPRONETOBENDTHERULESFORTHOSEINTHEIRTOPRANKS1PROVIDEFUL
33、LTRANSPARENCYFORCOMPENSATIONPOLICIESANDACTUALPRACTICESPRINCIPLESANDPAYPOLICIESSHOULDBECONSISTENTOVERTIMENOVARTISHASBEENTHEFORERUNNERINEUROPEBYMAKINGITSCOMPENSATIONPRACTICESFULLYTRANSPARENT2CREATEPOLICIESTHATREWARDLONGTERMPERFORMANCEWITHLONGTERMPAYEXXONMOBILWITHHOLDSMORETHANTWOTHIRDSOFITSOFFICERSCOMP
34、ENSATIONUNTILTHEYRETIREORFOR10YEARS,WHICHEVERISGREATERTHISFOCUSESEXECUTIVESONLONGTERMRESULTSANDPROVIDESFORSOUNDSUCCESSION3REWARDEXECUTIVESFORTHEIRPERFORMANCE,NOTTHECOMPANYSSTOCKPRICETARGET,FOREXAMPLE,COMPENSATESITSEXECUTIVESBASEDONSAMESTORESALESPERFORMANCERELATIVETOITSPEERS4LENGTHENTHETIMEHORIZONFOR
35、BONUSESCOMPANIESSHOULDWITHHOLDSIGNIFICANTAMOUNTSOFCOMPENSATIONUSINGRESTRICTEDSTOCK,WITHFORFEITUREFORACCOUNTINGADJUSTMENTSANDLEAVINGTHECOMPANYIN2009THETOP30OFFICERSOFGOLDMANSACHSRECEIVEDNOCASH,GETTINGBONUSESINRESTRICTEDSTOCKWITHTHREETOFIVEYEARVESTINGPERIODSINSTEAD5AVOIDFORMULAICAPPROACHESCOMPENSATION
36、TIEDONLYTOSHORTTERMMETRICSLEADSTOLONGTERMPROBLEMSCOMPANIESSHOULDINCLUDEQUALITATIVEPERFORMANCEMEASURESLIKESTRATEGYIMPLEMENTATION,RESEARCHMILESTONES,ANDLEADERSHIPDEVELOPMENTTOMAKEITSSHIFTTO“LEADINGBYVALUES“RELEVANT,IBMINCLUDESBONUSOPPORTUNITIESFORFURTHERINGITSVALUES,ESPECIALLYINGLOBALCOLLABORATION6BOO
37、STEQUITYBETWEENWORKERSANDEXECUTIVESPEOPLEWITHGREATERRESPONSIBILITIESSHOULDRECEIVEGREATERCOMPENSATION,BUTONEWAYTOSIGNALTHATEVERYONEMATTERSISTODROPSPECIALPLANS,BENEFITS,ANDPERKSFOREXECUTIVESMEDTRONICGIVESEMPLOYEESA“MEANSTOSHAREINTHECOMPANYSSUCCESS“BYENABLINGTHEMTOBECOMESHAREHOLDERSTHROUGHCOMPANYFUNDED
38、EMPLOYEESTOCKOWNERSHIPPLANS来源ACCOUNTANCYIRELANDDEC2010,VOL42ISSUE6,P6668,3P译文管理策略的变化发展KELLY,CIARN最近的经济下滑给爱尔兰的企业家们提供了一种紧迫感和意识，这使得在一个较短的时间内帮助爱尔兰组织成功地实施管理变革策略。这表明，爱尔兰的企业能够在较短的时间内，快速的响应外部环境变化所带来的压力，最重要的一点说明了他们都具有快速反应和适合外部变化的能力。在过去的两年中许多的私人和国家组织在应对这些变化时都采取了降低成本和保留市场地位的方法。爱尔兰的许多组织已经实施或正在实施的过程中采取降低成本的措施，例如
39、，在与一些应聘者商谈薪金和报酬时，适当减少额外的开支。这些变化可分为过渡性的变化和一个阶段性的变化，发生这种变化只是因为他们想要渡过这个难关。如果一个组织想要在未来在市场环境下要维持或扩大市场份额占有量，那么进一步的管理变革是必须的。这种变化是为了满足长期的供给需求的要求和基于企业管理战略的定位。这种变革可以分成两个阶段来进行实施，这种变革性的变化需要考虑到国家正在实施的与调整的宏观经济变动。两者的重点有所不同，因此需要从目前的成本削减等来进行考虑。“活下来的并不是最强的和最聪明的。而是对外界环境的变化最能适应的。”查尔斯达尔文公司为了将来的增长和发展，在同一行业保持领先地位所需要考虑的几个策
40、略，其中包括有情景规划在当前的经济时期，很明显我们仍然要重点考虑的是实用性的情景规划，来面对我们将来到来的经济挑战。在过去的两年中，组织做出了一个低迷的远景规划，用来处理一些经济收益的下降，他们往往认为最好的组织变革定位是的10，20，30这三种情况下。这些计划不仅能够让企业在战略和实施方面处于一种领先的地位。而且还包括从出发点来检测企业的收入水平是否有所提升，这使得他们能够实现对利益地衡量和比较。还有就是制定情景规划，有助于在经济好转的情况下能够更好的实现企业效益，为企业在未来的发展做好充足的准备。专注于核心业务和目标收购为了给自己的企业做一个长远的定位，他们就需要了解企业目前所处的一个市场
41、地位，要将企业的发展定位的他们自己所最擅长的核心业务上来，在这个基础上来确立自己的市场定位和立场，从而使得自己在与同行业的其他企业进行竞争时能够获得优胜，脱颖而出。采用核心业务战略的方法，这是一种基本的战略方法，他的重点是组织应该把工作和发展的重点集中在当前组织所最擅长的，最出名的品牌上来。这一战略的目的是发展核心业务，把其在非核心业务上的投入减少，用来核心业务的发展，当核心业务这个目标取得一定的成绩时。我们就会有更多的时间和资金投入的到其他方面的发展。有一些组织由于资金的问题，他们就试图出售一些非核心业务、部门等来获得更多的资金来发展自己当前的核心任务。业务外包对于所有的组织，他们所关注的重
42、点是企业持续的成本效益。许多组织考虑到自身的情况会把一些非关键的业务外包给其它专业企业来做，这样可以节省自己的成本投入。采取这样的措施的好处有，一来可以实现企业成本降低的目标，同时能够有更多的资金，资源用来发展自己的关键核心领域，从而使得企业在自己擅长的领域上取得更好的发展和成就。绩效管理有效地绩效管理往往不被人们所重视，然而它对生产力的改进方面却能起到重要的作用。在经济低迷时期，它往往难以激发员工的工作积极性，尤其是在组织机构发生重大变革和效益的重新调整时。然而，绩效管理也是至关重要的，企业员工的积极性是支持企业进行转型变化的一个唯一的重要的方法就是通过有效的绩效管理。绩效管理的成功因素其关
43、键是要有强有力的领导，清晰有效地沟通和确定明确的要实现的目标。大多数爱尔兰企业正在实施有效的绩效管理，他们的重点是提高员工的工作效率。这种绩效管理有效地激励员工发挥自己的更高水平，做出更好的工作成绩。柔性劳动力组织在使用最好的解决劳动力问题的方案，不仅能减少和优化在经济衰退时期的劳动力问题，而且也适用于企业的战略性管理，以提高剩余劳动力的灵活性和敏捷性、高技能性，可以使得企业的使用少量的劳动力是获得一样效果的成果，从而减少人力成本的投入。企业需要考虑到如何使用不同的员工，提高他们的技能含量，对企业的工作流程进行调整，这样就能提高的劳动力的利用率。高级管理人员应该要认识劳动力的弱点，以及提高劳动
44、力的劳动效率，优化劳动力的有效性许多都是表现在稳定或增长的市场需求情况下的，一个好的高级管理人员所具有的经验和技能，能够管理好并且推动企业在经济低迷时的发展，和对劳动力的调整。企业管理层在进行裁员时，一定要注意对拥有娴熟技能的员工保留，一个拥有娴熟技能的劳动力在市场上的需求是很大的。这样企业就可以避免一些不必要的损失。在某些情况下，组织在招聘一些员工时要注意其专业技能的含量。企业为了改善经营状况，管理者对新招聘的员工就要制定一些培训计划和方案。现金和营运资本要有足够的资金运用于企业的人力成本上来，用于企业员工的激励等，还要有一定的现金存量在企业工作过程中来进行各种的周转。成本管理持续的成本管理
45、和控制，是任何一个组织内都非常重要的一点供应链企业管理者要理顺，企业的供应基地，在初期要将企业所有的采购，和销售目标都集中在一起。运营按照目前的核心业务的交易模式，来扩大或缩减企业的经营业务，这也可以结合在外包项目中。在过去的两年中许多的爱尔兰组织一直处在一种危机模式当中，他们实现降低成本的措施都集中在一个短期的经营过程中。大多数的爱尔兰组织已经成功的实施管理变革的转型。少数的爱尔兰组织采用了转型模式这是很明显，因为这是一个企业长期生存和发展的需要。这一重大变革的发生和成功，表明出了我们的经济水平，这将有助于经济的复苏。爱尔兰的公司能够成功的实施是有效的就业计划和短期的转型战略相结合的成果。将
46、能更好的维持目前的市场份额，市场占有量，为以后的发展做好了准备。企业能够很好的实施战略计划，做到最大程度发挥企业潜在的资源和力量，为企业将来的发展做好准备。在企业进行管理的过程中，一定要做到这六个方面，那么企业就会取得有很好的发展趋势和业绩。1公司的薪酬策略应该要与实际相结合，而且还要做到一定的透明度，薪酬政策的原则一定要明确，在做薪酬政策的时候一定要企业的当前状况与该行业的市场情况为依据来制定。2在制定薪酬政策是，长期的奖励方式是一个有效地手段，和表现形式。企业股权分配时一个企业对高层管理进行激励的一种行之有效的方法。3对于员工的工作表现进行奖励，这样员工就会重视自己的工作效率，质量。对不同
47、职位设定不同的奖励，例如，在相同的工作业绩的情况下，对于不同职位的奖励是要有差异的。4延长奖金跨度的时间，公司应保留大量报酬性的使用股票，将其股权做为奖励性东西奖励给工作业绩突出者，这样他们获得的就不是单纯的现金报酬，他们对企业也会有一种归属感，就会更加努力地为公司工作。5还要避免僵硬化的形式，企业的薪酬报酬形式应该是灵活多样化，同时还是一个长期关注的问题。这个要在企业的组织战略上就要囊括其中。6使得工人和管理人员的薪酬差异要显得明白，在企业中责任越大的人他所获得的薪酬报酬也应该要更多。企业应该对每个员工都有一个规划，在不同的职位，不同的工作上的都要设定一个合理的报酬、福利等待遇。来源ACCOUNTANCYIRELANDDEC2010,VOL42ISSUE6,P6668,
