商務(wù)文化與策略hnd(編輯修改稿)
2025-07-14 00:08 本頁面
【文章內(nèi)容簡介】 el energy and customerorientation. J D provide lower prices of beer and good service, and maintenance. Thepanyalwayspayshighlyattentiontothestaffandthecustomers,andtheinformation’shighspeedrecreation, the feedback will employees always have highspeed actions which result in highspeed recreation activities. J D alsodoesthesesuggestionsquickly. So the risk is low. Relationship between Behavior and CultureOrganizational Behavior is “the study of human behavior in organizational settings, the interface between human behavior and the organization, and the organization itself” (Moorhead, G., amp。 Griffin, R. W. /1995). Organisation behavior is the response of the system or organism to various stimuli or inputs, whetherinternalorexternal,consciousorsubconscious,overtorcovert, andvoluntaryorinvoluntary. (Elizabeth,2014). The relationship between organisation behavior and organisation culture is consistent relationship. In this case, there are numbers of ideas and suggestions are discussed each week in pany meeting and staff are rewarded for their suggestion, staff can also discuss pany issues with board members. Another culture typeAccording to DK model, J D could choose tough guy, which have higher risk and slower feedback than work hard/ play hard. J D can carry out more party to attract customer and take costadvantage to confront petitor. And the type of tough guy mostly applies to this type of pany which fastmoving financial and police force or athletes peting in team sports, and they are focus on the present rather than on the longerterm future, they make more shortterm decisions. As the drawing of Christmas Eve, J D can plan a activity to promote their product and service. Sothe feedback is rapid, and exist high risk. However, even the reward of tough guy is high, it also may result in stress of staff and has influence on the performance of employees. Section 3 Business strategyThemainstrategiesareclassifiedintofourtypes:costleadership,differentiation, focus differentiation and penetration.Cost leadership: is a concept developed by Michael Porter, used in business strategy. It describes a way to establish the petitive advantage. Cost leadership means the lowest cost of operation in the industry（Stahl, Grigsby，1997）. The cost leadership is often driven by pany efficiency, size, scale, scope and cumulative experience (learning curve). A cost leadership strategy aims to exploit scale of production, well defined scope and other economies, producing highly standardized products, using high technology. Business environment: strong petition and a threat of substitute products. Differentiation: is the process of distinguishing a product or service from others, to make it more attractive to a particular target market. This involves differentiating it from petitors39。 products as well as a firm39。s own products(Chamberlin, 1949). Business environment: The chosen basis for differentiation should be inherently difficult to imitate, and will probably need to be developed over time. It could reducerivalrywithpetitors and improve c
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