【正文】 reholders and long term development of BCL. During the report, the implementation of the strategies and policies may cause the change in management, as well as the anizational ponents such as leadership, technology and structure need to stand with the implementation of the strategies and policies. Particularly, with the implementation of the strategies, there are gaps between the requirement and the current anizational ponents. Therefore, it is significant for BCL to overe the gaps, in order to get the long term financial resource to support its business expansion. 中國(guó)最大管理資源中心 Table of Content EXECUTIVE SUMMARY..................................................................................................1 INTRODUCTION......................................................................................................3 TERMS OF REFERENCE ........................................................................................ 3 SCOPE OF REPORT. ............................................................................................. 3 PROCEDURE ...................................................................................................... 3 FINDINGS ................................................................................................................3 THE FIVE KEY STRATEGIC ISSUES FACING BCL ...................................................... 3 THE ASSOCIATED FUNCTIONAL STRATEGIES, POLICIES AND BUSINESSLEVEL STRATEGY INTEND TO RESOLVE THE FINANCIAL STRATEGIC ISSUE................................................................ 4 THE MAJOR CHANGE MANAGEMENT ISSUES RELATED TO THE IMPLEMENTATION OF THE FINANCIAL STRATEGIES AND POLICIES ........................................................................... 5 THE KEY REQUIREMENTS IN TERMS OF ORGANISATIONAL COMPONENTS IN RELATION TO ADDRESSING THE CHANGE MANAGEMENT ISSUES IDENTIFIED IN FINANCIAL STRATEGIES. ..... 6 THE KEY GAPS BETWEEN THE CURRENT AND REQUIRED ORGANISATIONAL COMPONENTS. 7 THE NATURE OF THE CHANGES REQUIRED BY THE ORGANIZATION IN ORDER TO IMPLEMENT THE STRATEGIES. .............................................................................................................. 8 DEVELOPING A PLAN OF ACTION FOR THE STRATEGY. .............................................. 9 ISSUES RELATING TO THE ASPECTS OF MONITORING, CONTROLLING AND EVALUATING THE IMPLEMENTATION OF THE STRATEGIES AND ACTION PLAN. .............................................. 10 THE ETHICAL ISSUES RELATED TO THE IMPLEMENTATION ....................................... 10 CONCILIATION ...........................................................................錯(cuò)誤 !未定義書簽。 THE ASSOCIATED FUNCTIONAL STRATEGIES, POLICIES AND BUSINESSLEVEL STRATEGY INTEND TO RESOLVE THE FINANCIAL STRATEGIC ISSUE.............................................................. 11 THE MAJOR CHANGE MANAGEMENT ISSUES RELATED TO THE IMPLEMENTATION OF THE FINANCIAL STRATEGIES AND POLICIES ......................................................................... 11 THE KEY REQUIREMENTS IN TERMS OF ORGANISATIONAL COMPONENTS IN RELATION TO ADDRESSING THE CHANGE MANAGEMENT ISSUES IDENTIFIED IN FINANCIAL STRATEGIES. ... 11 THE NATURE OF THE CHANGES REQUIRED BY THE ORGANIZATION IN ORDER TO IMPLEMENT THE STRATEGIES. ............................................................................................................ 11 DEVELOPING A PLAN OF ACTION FOR THE STRATEGY. ............................................ 12 ISSUES RELATING TO THE ASPECTS OF MONITORING, CONTROLLING AND EVALUATING THE IMPLEMENTATION OF THE STRATEGIES AND ACTION PLAN. .............................................. 12 THE ETHICAL ISSUES RELATED TO THE IMPLEMENTATION ....................................... 12 RECOMMENDATIONS ........................................................................................... 12 APPENDIX A FINANCIAL STATEMENT ANALYSES........................................................... 13 PROCESS CRITIQUE................................................................................................... 14 REFERENCE: ............................................................................................................ 15 中國(guó)最大管理資源中心 Introduction A、 Terms of reference Having done the anization analyses, situation analyses and strategy formulation, the Strategy and Organisational Change Planning Unit (STROCPLAU) has generally made the Strategic Business Development Plan for BCL. Based on the Plan, STROCPLAU is going to elaborate on the Strategy Implementation and Change Management. The Strategy Implementation and Change Management will help BCL better implement its business level strategies and make BCL rapid development. However, when implementing the strategy, there are some conflicts or gaps between the strategy and the current strategy of BCL. It is also significant for BCL to develop its anizational ponents to better implement the strategy. The STROCPLAU authorized this report on 1st October 20xx. The purpose of the report is to resolve problems when BCL implements the key strategy from the Strategy Business Development Plan and focuses on the key milestone within the change process of BCL. B、 Scope of Report. This report relates to both the report about the Description Strategic Appraisal of the telemunication industry WiMax and the report about the Strategic Business Development Plan BCL. This report is going to focus on implementing the business level strategy for BCL. C、 Procedure To finish the report successfully, I prefer to use the information from the inter resources, lecture materials and textbook. Especially, I am going to focus more on the information from BCL’s website. Findings D、 The five key