企業(yè)核心競爭力的培育外文翻譯

1、<p><b>　　附錄</b></p><p><b>　　附錄1 原文</b></p><p>　　Cultivation of Enterprise Core Competitiveness</p><p>　　1create a positive human capital  </p>&

2、lt;p>　　1.1 The development of a high-level personnel</p><p>　　The core of market competition in the talent, to motivate enterprises to competition in the market place, it is necessary to build a high-qual

3、ity Personnel .Although the core competencies do not exist in a single person, but the final analysis, the formation of core competence is the knowledge, skills 。 Learning and the accumulation of, and talent is the carri

4、er of these intellectual resources, the Core Competence of the personnel have a high degree of dependence. At present, the lack of profess</p><p>　　1.2 create a "learning" organization </p>

5、<p>　　Improve the overall quality and overall competitiveness, we must first learn the theory of market economy, study WTO-related knowledge, but also learning and nurturing core competencies related to business .Pr

6、ofessional and technical knowledge, cultural knowledge. Carried out according to the level of full training, both the formation of the operating personnel, The operation of human resources capital, technological innovati

7、on, high-level personnel training system so that high-level personnel i</p><p>　　The technical capacity of the core training 。To form the core of enterprise competitiveness, the key is to have core technolog

8、y, with the core technology to enable enterprises to form specialized gifted 。 Potential and improve efficiency, reduce costs, to occupy a solid market, the occupation, "opportunity" to form a unique business a

9、dvantage. Train operation core technology must be based on innovation, based on the actual advantages of their own innovation, the evolving technology patents. In t</p><p>　　2 the formation of the management

10、 characteristics  </p><p>　　2.1 nurture the growth of core competencies appropriate management model</p><p>　　Management is to improve the enterprise's core competitiveness of an important

11、way. Only by strengthening the management of enterprises in order to reform the energy and technology progress in the power of surgery to play out fully. Shenmue learn from the West Group in the successful management mod

12、el based on long-term management is Practice in the formation of its own "ZG-type" management model. ① long-term contract; ② collegiate-style Decision-making system; ③ personal responsibility; ④ approp</p>

13、;<p>　　2.2 use information technology to enhance the level of enterprise management </p><p>　　The new century, information-based economy is the economic, information technology in the enterprise's

14、 core competitiveness in the increasingly important status of living. In the letter, Times income today, information is the starting point of business activity is the basis for forecasting and decision-making is an impor

15、tant resource for enterprises, is Raise an important means of corporate governance. An enterprise information flow problems, it is equivalent to poor people's eyes and ears, nose</p><p>　　3 nurturing a c

16、ompetitive advantage  </p><p>　　3.1 The advantages of resources to focus on specialized business </p><p>　　In general, the development of enterprise's core competitiveness of the road there

17、 are two: First, professional development path, the path to diversification. While the former refers to enterprises engaged in their own resources in line with the conditions and the capacity of the field of production a

18、nd operation of a business, to seek business. Continue to develop. The latter refers to enterprises engaged in a number of products or sectors of production and management business, expansion of ent</p><p>　

19、　Engaged in specialized operations, gradually formed a global competitive advantage is to cultivate the core competitiveness of enterprises the main process. In this process, first, to improve efficiency, reduce costs, t

20、he formation of brand market; Second, gradually formed its own management, technology, products, sales, and service aspects of the differences with their peers to form their own unique special consumers can improve the e

21、ffectiveness of Technology and methods, which constitute the </p><p>　　3.2comparative advantage </p><p>　　Enterprises must learn from the competitors and the market vacancy in the look out for o

22、pportunities to build their own comparative advantages and build support for this advantage core competencies. Where to find the so-called from the competitors the opportunity to refer to the analysis of competitors, fi

23、nd their weaknesses, develop their own comparative advantage; and vacancies from the market looking for opportunities is through changes in consumer demand analysis, to find self – Has been ab</p><p><b&g

24、t;　　附錄2 譯文</b></p><p>　　企業(yè)核心競爭力的培育</p><p>　　1積極打造人力資本</p><p>　　1.1 培育一支高水平的人才隊伍</p><p>　　市場競爭的核心在人才，企業(yè)要在激勵的市場競爭中占有一席之地，就必須建設(shè)一支高素質(zhì) 的人才隊伍。雖然核心能力并不存在于單個人中，但核心能力的形成

25、歸根結(jié)底是知識、技能的學(xué)習(xí)與積累，而人才是這些智力資源的載體，因此，企業(yè)核心能力對人才有高度的依賴性。目前，我國企業(yè)缺少專業(yè)技術(shù)人才和市場開發(fā)、管理方面的人才，是制約核心能力形成的一個重要原因。所以，必須努力培養(yǎng)造就一支高水平的人才隊伍。</p><p>　　1.2營造“學(xué)習(xí)型”組織</p><p>　　提高企業(yè)整體素質(zhì)和整體競爭力，首先要學(xué)習(xí)市場經(jīng)濟(jì)理論，學(xué)習(xí)WTO相關(guān)知識，還要 學(xué)習(xí)

26、與培育企業(yè)核心能力相關(guān)的專業(yè)技術(shù)知識、文化知識等。要按層次全員展開培訓(xùn)，既形成經(jīng)營型人才、資本運(yùn)作人才、技術(shù)創(chuàng)新人才等高層人才培訓(xùn)體系，使高層人才分別在專門培訓(xùn)班、大專院校、國內(nèi)外知名公司等處進(jìn)行培訓(xùn)；又形成中層以上領(lǐng)導(dǎo)干部、中層等科技人才的繼續(xù)教育體系；還形成基層全員培訓(xùn)體系，將日?？己撕凸べY獎金掛鉤，形成激勵、約束和監(jiān)督機(jī) 制，迅速提高員工的整體素質(zhì)。</p><p>　　2形成有特色的管理模式</

27、p><p>　　2.1培育適宜核心能力成長的管理模式 </p><p>　　管理是提高企業(yè)核心競爭能力的重要途徑。只有加強(qiáng)管理，才能把企業(yè)機(jī)制改革的活力和技術(shù)進(jìn)步的威力充分地發(fā)揮出來。神火集團(tuán)在借鑒西方成功管理模式的基礎(chǔ)上，在長期管理實(shí)踐中形成了自己的“ZG型”管理模式。這種管理模式的特征是：①中長期合同制；②合議式?jīng)Q策制度；③個人責(zé)任制；④適當(dāng)期限評價與提拔；⑤明確的控制方法和正規(guī)的檢測手段

28、；⑥中等程度專業(yè)化的職工發(fā)展途徑；⑦對職工全面關(guān)懷。在這種模式下，神火集團(tuán)多年來還形成了獨(dú)具特色的管理風(fēng)格，如雷厲風(fēng)行的工作作風(fēng)，表現(xiàn)在全體員工的“三盡、四不推”上，即盡職、盡責(zé)、盡快地干好自己的工作；今天的事不往明天推、自己的事不往別人身上推、本單位應(yīng)該辦的事不往其它單位推和下級應(yīng)該辦的事不往上級推。</p><p>　　2.2以信息化提升企業(yè)管理水平</p><p>　　新世紀(jì)的經(jīng)濟(jì)

29、是信息化的經(jīng)濟(jì)，信息技術(shù)在企業(yè)核心競爭力中居于越來越重要的地位。在信息時代的今天，信息是企業(yè)經(jīng)營活動的起點(diǎn)，是預(yù)測和決策的基礎(chǔ)，是企業(yè)的重要資源，是提升企業(yè)管理的重要手段。一個企業(yè)信息不靈，就相當(dāng)于人的耳目不靈，鼻子不通，將無法生存。所以，企業(yè)要盡快將計算機(jī)引入信息管理，盡快完成信息管理電子化、數(shù)字化和網(wǎng)絡(luò)化；暫不具備上述條件的也必須強(qiáng)化信息機(jī)構(gòu)建設(shè)，建立信息網(wǎng)絡(luò)。要認(rèn)真進(jìn)行市場調(diào)查和 預(yù)測，按照市場需求組織生產(chǎn)經(jīng)營活動。要把信息作為管

30、理活動的基礎(chǔ)依據(jù)來提高企業(yè)管理水平 ，促進(jìn)企業(yè)核心能力的形成。</p><p>　　3揚(yáng)長避短，培育競爭優(yōu)勢</p><p>　　3.1集中優(yōu)勢資源從事專業(yè)化經(jīng)營</p><p>　　一般來講，企業(yè)核心競爭力發(fā)展之路有兩條：一是專業(yè)化發(fā)展路徑，二為多元化發(fā)展路徑。前者是指企業(yè)通過從事符合自身資源條件與能力的某一領(lǐng)域的生產(chǎn)經(jīng)營業(yè)務(wù)，來謀求企業(yè)的不斷發(fā)展。后者是指企

31、業(yè)從事多個產(chǎn)品或行業(yè)領(lǐng)域的生產(chǎn)經(jīng)營業(yè)務(wù)，實(shí)現(xiàn)企業(yè)的不斷擴(kuò)張。 </p><p>　　通常，企業(yè)在某一領(lǐng)域中不具第一位的優(yōu)勢，一般不輕言搞多元化發(fā)展。據(jù)《財富》雜志的統(tǒng)計，世界500強(qiáng)企業(yè)中，單項產(chǎn)品銷售額占企業(yè)總銷售額比重95%以上的有140家，主導(dǎo)產(chǎn) 品銷售額占總銷售額70%～95%的有194家，相關(guān)產(chǎn)品銷售額占總銷售額70%的有146家，而無關(guān)聯(lián)多元化的企業(yè)則很少。這就提醒我們，應(yīng)當(dāng)根據(jù)企業(yè)自身的優(yōu)勢、劣勢和

32、外部因素來制定正 確的戰(zhàn)略定向。</p><p>　　從事專業(yè)化經(jīng)營，逐步形成世界性的競爭優(yōu)勢，是企業(yè)培育核心競爭力的主要過程。在這一過程中，一是能夠提高效率、降低成本、形成品牌占領(lǐng)市場；二是逐步形成自己在經(jīng)營管理 、技術(shù)、產(chǎn)品、銷售、服務(wù)等諸方面與同行的差異，形成自己獨(dú)特的可以提高消費(fèi)者特殊效用的技術(shù)、方法等，這是構(gòu)成公司核心競爭力的重要因素。神火集團(tuán)是從事煤炭生產(chǎn)、加工起家的，在采煤及其它生產(chǎn)工藝上，有獨(dú)到

33、的創(chuàng)新能力，在同樣條件下，煤炭生產(chǎn)的成本低、回采率高、高附加值產(chǎn)品產(chǎn)率高、質(zhì)量高。面對強(qiáng)大的競爭對手，我國企業(yè)應(yīng)當(dāng)集 中力量在某一行業(yè)內(nèi)“做強(qiáng)”，再通過全球擴(kuò)張“做大”。 </p><p>　　3.2 發(fā)揮比較優(yōu)勢</p><p>　　企業(yè)要學(xué)會從競爭對手和市場空缺中尋找機(jī)會，建立自己的比較優(yōu)勢，并構(gòu)建支撐這種優(yōu)勢的核心能力。所謂從競爭對手那里尋找機(jī)會是指通過對競爭對手的分析，發(fā)現(xiàn)他們的

34、弱點(diǎn)，發(fā)展自己的比較優(yōu)勢；而從市場空缺中尋找機(jī)會則是通過對消費(fèi)者需求變化的分析，找到自己能夠為消費(fèi)者提供特殊利益的方式和方法。從能賺錢的角度看，有競爭力的技術(shù)不一定必須是高新技術(shù)。發(fā)展經(jīng)濟(jì)學(xué)中一個重要的概念是“適當(dāng)?shù)募夹g(shù)”，就是在一定發(fā)展階段的一定成本條件下，使企業(yè)能夠贏利而不是使之虧損的技術(shù)，才是比較優(yōu)勢得以充分發(fā)揮的技術(shù) 。</p><p>　　3.3 不斷培養(yǎng)競爭優(yōu)勢</p><p>

35、;　　企業(yè)必須冷靜分析自身所處的產(chǎn)業(yè)狀態(tài)，善于發(fā)現(xiàn)新的經(jīng)濟(jì)增長點(diǎn)。一個企業(yè)要保持持久的競爭力，必須適應(yīng)傳統(tǒng)產(chǎn)業(yè)和新興產(chǎn)業(yè)的動態(tài)變化，著眼于全球范圍考慮產(chǎn)品前景，根據(jù)進(jìn)入更有吸引力的產(chǎn)業(yè)情況建立相應(yīng)競爭優(yōu)勢；同時要以國際眼光制定企業(yè)的總體戰(zhàn)略，確定經(jīng)營方向、產(chǎn)品結(jié)構(gòu)和競爭層次。邁克爾·波特在《競爭優(yōu)勢》一書中提出了企業(yè)盈利的5 種競爭作用力：新的競爭對手入侵、替代產(chǎn)品的威脅、客戶的侃價能力、供應(yīng)商的侃價能力、現(xiàn)存競爭對手之間的競