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沃达丰性能评估英语论文

时间:2015-08-26 14:29来源:www.ukthesis.org 作者:英国论文网 点击联系客服: 客服:Damien
沃达丰在电信行业的性能评估
 
英国服务行业选择电信行业来达到任务的目的。沃达丰集团(伦敦:视频点播,纳斯达克:视频点播)是一个总部设在纽伯里的英国跨国移动网络运营商。英国确立了在商业世界的著名国家这一地位。沃达丰是全球最大的移动通信网络公司,市值约£712亿(2009年11月)。跨国公司,可以被称为MNC、TNC或者MNE,是一个管理生产、为不止一个国家提供服务的公司或者企业。它也可以被称为一个国际公司。第一届现代跨国公司通常认为是东印度公司。 目前已在31个国家运营,合作伙伴网络遍布40个国家。根据电话用户量,它是世界上中国移动之后的第二大移动电话运营商,2009年有超过4.27亿用户在31个市场5大洲使用沃达丰。在它的主场英国, 过去几年由于快速变化的管理,沃达丰已经严重表现不佳。它已经从第一下滑到到第三大电信运营商。2008年到2009年,从18.7百万的客户中获得了£49亿1870万收入。截至2009年3月31日(2009 03-31)(更新),该公司在全球拥有超过79000名员工。沃达丰的名称来自于语音数据词语快捷键,公司选择这个名称的目的是体现出手机提供语音和数据服务的功能。(BBC, 2009)
 
沃达丰已经在许多国家工作与运营,创造了几次与当地公司合作的机会。2010年2月,沃达丰宣布将发布M-PESA,一款具有世界上最成功的手机转账服务的手机。这款手机将由其子公司,沃达丰南非和其南非银行合作伙伴展开销售。
 
Assessment of Vodafones Performance within the Telecommunication industry
 
For the purpose of the assignment, the telecommunication industry was chosen from the services industry from Great Britain. Vodafone Group plc (LSE: VOD, NASDAQ:? VOD), being a British multinational mobile network operator headquartered in Newbury, England has established prominent state within the business world. Vodafone is the world's largest mobile telecommunication network company, and has a market value of about £71.2 billion (November 2009). A multinational corporation (MNC) or transnational corporation (TNC), also called multinational enterprise (MNE), is a corporation or an enterprise that manages production or delivers services in more than one country. It can also be referred to as an international corporation. The first modern multinational corporation is generally thought to be the East India Company. It currently has operations in 31 countries and partner networks in a further 40 countries. It is the world's second largest mobile phone operator behind China Mobile and over Telephonic based on subscribers, with over 427 million subscribers in 31 markets across 5 continents as of 2009. In the UK, its home ground, Vodafone has badly underperformed in the last few years due to brisk change in administration. It has slipped from first to third largest telecom operator generating a revenue of £4.9 billion from its 18.7 million customers in 2008-09. As of March 31, 2009? (2009 -03-31)[update], the company employs more than 79,000 people worldwide. The name Vodafone comes from voice data fone, chosen by the company to "reflect the provision of voice and data services over mobile phones". (BBC, 2009)
 
Vodafone has been working and operating within many countries and have created several opportunities of working with local companies. February 2010, Vodafone announced that it is bringing M-PESA, one of the world's most successful mobile money transfer services, to South Africa, to be deployed by its subsidiary, Vodacom South Africa and its South African banking partner. With approximately 26 million people in South Africa without official bank accounts, M-PESA will enable millions of mobile phone subscribers who have access to a mobile phone, but do not have or have only limited access to a bank account, to send and receive money via their mobile phones. The M-PESA service was developed by Vodafone and has already been deployed by Safari com in Kenya, Vodacom in Tanzania and Roshan in Afghanistan (branded M-Paisa). More than 11 million registered customers now rely on their mobile phones for money transfer, airtime top-up and bill payments.
 
[update]There are several factors that influence the working of multinational companies such as market imperfections and international powers. For the company under consideration, the market imperfections are the possibility of not knowing the local laws, local customers or businesses. The international power factors could be tax exemption, market withdrawal, lobbying, patents and government powers.
 
The SECI model (the acronym stands for Socialization, Externalization, Combination, Internalization) was first proposed in 1991 (Nonaka 1991), though was refined and expanded for a broader audience in the popular book The Knowledge Creating Company (Nonaka & Takeuchi 1995). The SECI model met with broad acceptance, especially among management practitioners, due to its intuitive logic and clear delineation of knowledge types between tacit and explicit knowledge-utilising this knowledge delineation first espoused in management theory by Polanyi (1958). The model also embodied an interaction dynamic by which knowledge is transferred in a spiral process, allowing the knowledge value to be enhanced through exchange between individuals and groups within the organisation. The core behavioural assumption in the model is that knowledge creating companies continually encourage the flow of knowledge between individuals and staff groups to improve both tacit and explicit knowledge stocks. The critical knowledge management assumption of the SECI process is that knowledge is created and improved as it flows through different levels of the organisation and between individuals and groups. Thus, knowledge value is created through synergies between knowledge holders (both individual and group) within a supportive and developmental organisational context.
 
Figure 1(The Key Elements of the SECI Model, In the above diagram, the I, G, and O symbols represent individuals) group and organization
 
In 1998 a third, more challenging, cultural assumption was added to the SECI discussion.
 
Nonaka and Konno (1998) introduced the Japanese concept of Ba, a philosophical construct rooted in Japanese society that relates to the physical, relational and spiritual elements of 'place', or perhaps more expansively 'context'.
 
In the strategic management and organisational theory literatures, organisations are increasingly conceptualised in terms of their knowledge and capabilities (Poppo & Zenger 1998), and less in terms of their physical and financial assets. Further, organisational alliances that draw together firms are being viewed as conduits for information and knowledge flows between organisations (Grant & Baden-Fuller 2004).
 
Figure 2 (Summary of SECI Implementation across Organisations)
 
知识管理方案——Knowledge Management plan
 
Knowledge in organizations is assumed to be widely distributed and embedded in social and cognitive structures of its participants. Effectiveness of human resource management knowledge and systems in global organizations contributes significantly to sustaining competitiveness (Evans, Pucik & Barsoux, 2002). Knowledge may assume many forms, and its quality is revealed in the range of capabilities that the organization possesses as a result of this knowledge. Nonaka (1994, p. 15) described knowledge as a multidimensional construct with multi-layered meanings.
 
Earlier, human resource management systems were concerned with the management of data and information relevant to routine decision-making to enhance organizational functioning, it is useful to differentiate among the concepts of data, information, and knowledge. Data is generally thought of as a set of discrete objective facts about events. In organizational contexts, data is most accurately described as structured records of current or past transactions. When a human resource manager reports the distribution of salaried personnel in different divisions of a company, it tells nothing about the significance of this distribution in the actual context of the organization, the industry in which the organization operates, and its strategic implications for enhancing competitiveness.
 
Tacit knowledge is inherently hard to process and diffuse in global organizations. In the case of human resource management knowledge, the share of tacit knowledge can be rather high, in our opinion. Tacit knowledge is also uniquely rooted in the historical and cultural context of the organization. Nonaka (1994) noted that understanding the significance of tacit knowledge requires effective processing of both cognitive and technical elements. Cognitive
 
elements are focused on mental models (Johnson-Laird, 1983) in which individuals create approximate models of the world by focusing on appropriate cognitive Schemas and analogies. These mental models may include paradigms, beliefs, and viewpoints that constitute the frames of reference that individuals utilize to perceive and define their world. The technical element of tacit knowledge, on the other hand, consists of specific and focused information, such as expertise, blueprints, and other technological details. It is a cognitive(责任编辑:cxj)


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