Assignment代寫范例-埃里克·施密特領(lǐng)導(dǎo)素質(zhì)分析。本文是一篇留學(xué)生Assignment格式范例,在這項(xiàng)Assignment中,作者將全面分析埃里克·埃默森·施密特的領(lǐng)導(dǎo)風(fēng)格,他曾是著名互聯(lián)網(wǎng)公司谷歌的首席執(zhí)行官。在2001年至2011年期間,埃里克·施密特領(lǐng)導(dǎo)谷歌公司成為世界上變化最大、最受歡迎的公司之一。最初的谷歌只是一家搜索引擎網(wǎng)站公司,埃里克·施密特就像一位魔術(shù)師,在這家公司創(chuàng)造了奇跡,并成為行業(yè)先驅(qū)。下面就一起來看一下這篇Assignment寫作范文的具體內(nèi)容。
1. Introduction: 簡(jiǎn)介
In this assignment, I am going to analyze the leadership style of Eric Emerson Schmidt which one was the CEO of the famous internet company Google comprehensively. Over the period of 2001 to 2011, Eric Schmidt leaded the Google company to become one of the most variable companies and the most popular companies in the world. The initial Google is just a searching engine website company, Eric Schmidt likes a magician made a miracle in this company that build up as a industry pioneer.
The business philosophy of Eric Schmidt:埃里克·施密特的經(jīng)營(yíng)理念
As Harold Koontz said: “Management is an art of getting things done through and with people in formally organized groups. It is an art of creating an environment in which people can perform and individuals and can cp-operate towards attainment of group goals. ”
正如哈羅德·孔茨所說:“管理是一種通過正式組織的團(tuán)隊(duì)中的人來完成事情的藝術(shù)。它是一種創(chuàng)造一種環(huán)境的藝術(shù),在這種環(huán)境中,人們可以表演,個(gè)人可以合作,實(shí)現(xiàn)團(tuán)隊(duì)目標(biāo)?!?/p>
The full title of CEO is chief executive officer, a important responsibility of CEO is to management the whole company in a positive direction. Every large companies have a evident style as same as their CEO, the CEO runs the company in their own personal style. Eric Schmidt used socio-human approach in his organizational process. And this style was not only used in Google company, but also he used in his first company-SUN which is a same internet technological company as Google and it is famous of JAVA. Because Eric thinks both are same type company, he can use similar style to lead the company. The socio-human approach is a opposite way to technical rational approaches, it is more flexible and humanized to treat employees. the Google is not a traditional company, it depends on its power of innovation. In order to let the employee have better innovative thinking, Eric used this solution to make more advantages for the company. In detail, Eric use a mode which is small team management mode. He made each team have different duty in every areas. That mode is more effective than the old school management mode in real business practice. This approach has following favors :Frist one is that it allows the company to have bigger possible to attempt, let the company has newborn things as much as possible, so the change of success will be lager. There are many famous companies dying because lock of innovation such as Yahoo and IBM. Secondly, this approaches can make employees build up their sense of responsibility as the masters of this company, let them not feel working in a big company. And Eric give the decision-making power to the team, in the process of development, the team mates can have their right to change and improve the product, that also is a benefit thing for their customer. As the famous management education master Peter Ferdinand Drucker said “The man who focuses on contribution and who takes responsibility for results no matter how junior is in the most literal sense of the phrase, ‘top management’”. This is also Eric’s goal for using this mode. Thirdly, to reduce the cost of internal coordination, they believe that fast is better than slow in the Google company. The small team management mode can develop more products in shorter time because the team can use their decision-making power to make quick decision, to the failure of adjustment will be repaired easily and quickly. Comparing with other IT companies like Microsoft. When the Microsoft company developed the new windows system, there was a large group members which is several hundreds people to join this subject, it lead to take over years and progress slowly. This is a major point of the Google company can exceed the Microsoft company. The small working team can improve effectively and it is better than the large working group in this specific industry. A good idea will not become effective unless the action commitments have been built into the decision from the begining.
CEO的全稱是首席執(zhí)行官,CEO的一項(xiàng)重要職責(zé)是以積極的方向管理整個(gè)公司。每個(gè)大公司都有一個(gè)明顯的風(fēng)格,就像他們的首席執(zhí)行官一樣,首席執(zhí)行官以自己的個(gè)人風(fēng)格管理公司。埃里克·施密特在組織過程中使用了社會(huì)人的方法。這種風(fēng)格不僅在谷歌公司使用,他還在他的第一家公司SUN中使用,這家公司與谷歌是同一家互聯(lián)網(wǎng)技術(shù)公司,以JAVA聞名。因?yàn)榘@锟苏J(rèn)為兩者都是同一類型的公司,所以他可以用類似的風(fēng)格來領(lǐng)導(dǎo)公司。社會(huì)-人的方法與技術(shù)-理性方法相反,它對(duì)待員工更加靈活和人性化。谷歌不是一家傳統(tǒng)的公司,它依賴于其創(chuàng)新能力。為了讓員工有更好的創(chuàng)新思維,Eric使用此解決方案為公司創(chuàng)造更多優(yōu)勢(shì)。具體來說,埃里克使用的是一種小團(tuán)隊(duì)管理模式。他讓每個(gè)團(tuán)隊(duì)在每個(gè)領(lǐng)域都有不同的職責(zé)。在實(shí)際的商業(yè)實(shí)踐中,這種模式比舊的學(xué)校管理模式更有效。這種方法有以下好處:第一,它允許公司有更大的嘗試,讓公司盡可能多地?fù)碛行律挛铮虼顺晒Φ母淖儗⒏?。有許多著名的公司因?yàn)閯?chuàng)新的鎖定而死亡,比如雅虎和IBM。其次,這種方法可以讓員工建立起作為公司主人的責(zé)任感,讓他們感覺不到在大公司工作。Eric將決策權(quán)交給團(tuán)隊(duì),在開發(fā)過程中,團(tuán)隊(duì)成員可以有權(quán)更改和改進(jìn)產(chǎn)品,這對(duì)他們的客戶也是一件好事。正如著名管理教育大師彼得·費(fèi)迪南德·德魯克所說:“一個(gè)專注于貢獻(xiàn)并對(duì)結(jié)果負(fù)責(zé)的人,無論多年輕,從最字面意義上來說,就是‘最高管理層’”。這也是Eric使用此模式的目標(biāo)。第三,為了降低內(nèi)部協(xié)調(diào)的成本,他們認(rèn)為在谷歌公司,快比慢要好。小團(tuán)隊(duì)管理模式可以在更短的時(shí)間內(nèi)開發(fā)出更多的產(chǎn)品,因?yàn)閳F(tuán)隊(duì)可以利用他們的決策權(quán)做出快速?zèng)Q策,調(diào)整失敗的問題將很容易和快速地得到修復(fù)。與微軟等其他IT公司相比。當(dāng)微軟公司開發(fā)新的windows系統(tǒng)時(shí),有一個(gè)數(shù)百人的大團(tuán)隊(duì)成員加入了這個(gè)主題,這導(dǎo)致了多年的時(shí)間和緩慢的進(jìn)展。這是谷歌公司可以超越微軟公司的一個(gè)主要點(diǎn)。小的工作團(tuán)隊(duì)可以有效地改進(jìn),并且在這個(gè)特定行業(yè)中比大的工作團(tuán)隊(duì)更好。除非從一開始就將行動(dòng)承諾納入決策中,否則好的想法不會(huì)變得有效。
This kind of organization structure is organismic and duo to the Google is a information technology company, duo to that situation, Eric thinks it can help company have better advantage in IT industry environment. The faster update is Google’s powerful weapon to win their competition.
這種組織結(jié)構(gòu)是有組織的,由于谷歌是一家信息技術(shù)公司,由于這種情況,埃里克認(rèn)為它可以幫助公司在it行業(yè)環(huán)境中擁有更好的優(yōu)勢(shì)。更快的更新是谷歌贏得競(jìng)爭(zhēng)的有力武器。
The leadership of Eric Schmidt:埃里克·施密特的領(lǐng)導(dǎo)層
The definition of leadership is ‘Leadership is the process of influencing the activities of an organized group in its efforts toward goal setting and goal achievement ‘(Stogdill. 1950). The effect of leadership is that make strong motivated to the staffs, let staffs work in unity and achieve goals.
領(lǐng)導(dǎo)力的定義是:“領(lǐng)導(dǎo)力是影響一個(gè)有組織的團(tuán)體在制定目標(biāo)和實(shí)現(xiàn)目標(biāo)方面的活動(dòng)的過程”。領(lǐng)導(dǎo)的作用是激發(fā)員工的積極性,讓員工團(tuán)結(jié)一致,實(shí)現(xiàn)目標(biāo)。
According to trait theories of leadership, the leadership is relate to leader’s personality, In Stogdill’s five traits Model: Intelligence, Dominance, Self-confidence, High level of energy, and Task-relevant knowledge. Based on Eric Schmidt’s career , cover news and public speech, Eric at least has intelligence, dominance, and Task-relevant knowledge, these three models can find obvious evidences from his business career. It also can mean Eric has agreeableness, conscientiousness, and openness to experience.
根據(jù)領(lǐng)導(dǎo)力的特質(zhì)理論,領(lǐng)導(dǎo)力與領(lǐng)導(dǎo)者的人格有關(guān),在斯托格迪爾的五個(gè)特質(zhì)模型中:智力、支配力、自信、高能量和任務(wù)相關(guān)知識(shí)。根據(jù)埃里克·施密特(Eric Schmidt)的職業(yè)生涯、封面新聞和公開演講,埃里克至少擁有智力、統(tǒng)治力和與任務(wù)相關(guān)的知識(shí),這三個(gè)模型可以從他的商業(yè)生涯中找到明顯的證據(jù)。這也可能意味著埃里克具有親和力、責(zé)任心和對(duì)經(jīng)驗(yàn)的開放性。
Firstly, it is clear to see his self-confidence because he believe his employees, he can give the right of decision-making to every teams. Secondly, his openness to experience is also easy to find, during his CEO career in Google these ten years, the Google company developed many newborn product not only in their search function such as Chrome, Android, and so on. Third one is his conscientiousness, as a survey about 313 private company choosing their CEO, there are 215 successes, in these 215 CEO, Almost of them have conscientiousness. That means how conscientiousness important to a successful CEO. Eric Schmidt has been a leader in three big IT company, all of them become famous and successful in their profession area especially these companies have a higher maker value. Eric’s conscientiousness is proved by he having a strong sense of organization, and word hard. He organises the google engineering team in 70:20:10, it means seventy percent group focus on their product in the area of search function, twenty percent team work on product in other development area like Android, then the least ten percent team works in newborn things like pilotless automobile. Until now the Google still use this structure when they develop product.
首先,可以清楚地看到他的自信,因?yàn)樗嘈潘膯T工,他可以將決策權(quán)交給每個(gè)團(tuán)隊(duì)。其次,他對(duì)經(jīng)驗(yàn)的開放性也很容易發(fā)現(xiàn),在他在谷歌的十年CEO生涯中,谷歌公司開發(fā)了許多新產(chǎn)品,不僅在搜索功能方面,如Chrome、Android等,他們幾乎都有責(zé)任心。這意味著盡責(zé)對(duì)于一個(gè)成功的CEO來說是多么重要。埃里克·施密特(Eric Schmidt)是三家大型IT公司的領(lǐng)導(dǎo)者,所有這些公司都在其專業(yè)領(lǐng)域中成名并取得成功,尤其是這些公司的創(chuàng)客價(jià)值更高。埃里克有很強(qiáng)的組織意識(shí),說話也很認(rèn)真,這證明了他的責(zé)任心。他在70:20:10組織了谷歌工程團(tuán)隊(duì),這意味著70%的團(tuán)隊(duì)專注于搜索功能領(lǐng)域的產(chǎn)品,20%的團(tuán)隊(duì)致力于其他開發(fā)領(lǐng)域的產(chǎn)品(如Android),然后至少10%的團(tuán)隊(duì)致力于無人駕駛汽車等新生事物。直到現(xiàn)在,谷歌在開發(fā)產(chǎn)品時(shí)仍然使用這種結(jié)構(gòu)。
In the other hand, there has another theory about leadership:Behavioral of theories of leadership. There are two fundamental types of leader behaviours : ‘Initiating structure’ and ‘consideration’. Initiating structure refers to behaviour which focuses on the achievement of objectives and includes clear supervision and role clarification, planning of work and a results orientation. Consideration includes behaviours which encourage collaboration and focus on supportive network, group welfare and the maintenance of job satisfaction. (Brooks, 2009)
另一方面,還有另一種關(guān)于領(lǐng)導(dǎo)力的理論:領(lǐng)導(dǎo)力的行為理論。領(lǐng)導(dǎo)者行為有兩種基本類型:“啟動(dòng)結(jié)構(gòu)”和“考慮”。啟動(dòng)結(jié)構(gòu)是指?jìng)?cè)重于實(shí)現(xiàn)目標(biāo)的行為,包括明確的監(jiān)督和角色澄清、工作規(guī)劃和結(jié)果導(dǎo)向。考慮因素包括鼓勵(lì)合作的行為,并關(guān)注支持性網(wǎng)絡(luò)、群體福利和保持工作滿意度。
Eric Schmidt is a consideration structure in this theory. There are some points to prove that. Primarily, Eric give a wonderful and comfortable working environment, this working environment has been first most popular working environment in the world for four years at American Fortune magazine. This is a evident welfare for employees. Secondly, Eric insists to give the power of decision-making to each work team, he is highly trusted to his professional employees, at mean time, the employee get a stronger sense of encourage than a good working environment. Eric get a vehement support from his employees during company developing time virtually.
埃里克·施密特是這一理論中的一個(gè)考慮結(jié)構(gòu)。有幾點(diǎn)可以證明這一點(diǎn)。主要是,埃里克提供了一個(gè)美妙舒適的工作環(huán)境,四年來,這種工作環(huán)境一直是《美國(guó)財(cái)富》雜志世界上最受歡迎的工作環(huán)境。這顯然是員工的福利。其次,埃里克堅(jiān)持將決策權(quán)交給每一個(gè)工作團(tuán)隊(duì),他得到了專業(yè)員工的高度信任,同時(shí),與良好的工作環(huán)境相比,員工得到了更強(qiáng)烈的鼓勵(lì)。埃里克在公司發(fā)展期間幾乎得到了員工的大力支持。
Above two theories of leadership can not explain the leadership style of Eric Schmidt well, in order to give more thoughtful explanation. We appoint the third theory-Situational theories. One of situational theories is Fiedler contingency theory. This model asks the estimate of both the leader’s style and three broad characteristics of the situation:leader-group member relations, task structure, and position power. Primarily, In leader-member relations of Eric and his employees, it easy to prove they are real great, as the organization structure which Eric made, he and his employees have highly trusted with each other. That also can relet to situational leadership theory, his subordinates have enough ability to achieve his requirements, and he do not need to give too much guide to them. Secondly, the task structure is very clear in Google until now, Eric insists his 70:20:10 structure for the engineering development group. Thirdly, the position power of Eric is not very stong, because he give a part power of decision-making to every engineering development teams.
以上兩種領(lǐng)導(dǎo)理論都不能很好地解釋埃里克·施密特的領(lǐng)導(dǎo)風(fēng)格,以便給出更深入的解釋。我們指定了第三種理論情境理論。情境理論之一是Fiedler權(quán)變理論。該模型要求評(píng)估領(lǐng)導(dǎo)者的風(fēng)格和形勢(shì)的三個(gè)主要特征:領(lǐng)導(dǎo)小組成員關(guān)系、任務(wù)結(jié)構(gòu)和職位權(quán)力。首先,在埃里克和他的員工的領(lǐng)導(dǎo)-成員關(guān)系中,很容易證明他們是真正偉大的,因?yàn)榘@锟怂⒌慕M織結(jié)構(gòu),他和他的員工彼此高度信任。這也可以借鑒情境領(lǐng)導(dǎo)理論,他的下屬有足夠的能力達(dá)到他的要求,他不需要給他們太多的指導(dǎo)。其次,到目前為止,谷歌的任務(wù)結(jié)構(gòu)非常清晰,埃里克堅(jiān)持他70:20:10的工程開發(fā)組結(jié)構(gòu)。第三,埃里克的職位權(quán)力不是很大,因?yàn)樗o了每個(gè)工程開發(fā)團(tuán)隊(duì)部分決策權(quán)。
Conclusion:結(jié)論
All in all, Eric Schmidt is a intelligent, professional, and accommodating leader. As we know that the Google culture is freedom and innovation since two originator of Google Sergey Brin and Larry Page starting the Google company until Eric been invited to be a CEO of this company, this culture never change. Eric’s experience is also perfect for the Google, first advantage is that he has a B. S. degree in electrical engineering at Princeton University and a phd degree in EECS at the university of California, Berkeley. These professional knowledge makes big different with normal CEO for the Google company. Second one is his ideal working experiences, before he came to the Google, the companies that he worked are all IT companies. Effectiveness is a habit, that is a complex of practices. The most significant thing is that he can run these companies very well and make outstanding achievement. Eric Schmidt makes the two originator believe he is the prefect role for The Google CEO. No matter using what theories to analyse the leadership of Eric Schmidt, he has proved that he is a suitable leader for this company during his career of Google CEO. Comparing with the famous Steve Jobs, Eric is not charming and distinctive as Jobs, but his leadership style is more appropriate for the Google Company.
References:參考文獻(xiàn)
Koontz H. The management theory jungle[J]. Academy of Management Journal, 1961, 4(3): 174-188.
Drucker P F. People and performance: The best of Peter Drucker on management[M]. Routledge, 1995.
Stogdill R M. Leadership, membership and organization[J]. Psychological bulletin, 1950, 47(1): 1.
lan Brooks (2009). organisational behaviour. 4th ed. Essex: Person Education Limited. p167.
Assignment范文總結(jié)埃里克·施密特是一位聰明、專業(yè)、通融的領(lǐng)導(dǎo)者。我們知道,自從谷歌創(chuàng)始人謝爾蓋·布林和拉里·佩奇創(chuàng)立谷歌公司以來,谷歌文化就是自由和創(chuàng)新,直到埃里克被邀請(qǐng)擔(dān)任該公司的首席執(zhí)行官,這種文化從未改變。埃里克的經(jīng)驗(yàn)對(duì)谷歌來說也是完美的,第一個(gè)優(yōu)勢(shì)是他擁有普林斯頓大學(xué)電氣工程學(xué)士學(xué)位和加州大學(xué)伯克利分校EECS博士學(xué)位。這些專業(yè)知識(shí)與谷歌公司的普通CEO大不相同。第二個(gè)是他理想的工作經(jīng)歷,在他來到谷歌之前,他工作的公司都是IT公司。有效性是一種習(xí)慣,是一種復(fù)雜的實(shí)踐。最重要的是,他能夠很好地管理這些公司,并取得杰出的成就。埃里克·施密特讓兩位創(chuàng)始人相信,他是谷歌CEO的最佳人選。無論用什么理論來分析埃里克·施密特的領(lǐng)導(dǎo)力,他都證明了在擔(dān)任谷歌首席執(zhí)行官期間,他是這家公司的合適領(lǐng)導(dǎo)者。與著名的史蒂夫·喬布斯相比,埃里克不像喬布斯那樣迷人和與眾不同,但他的領(lǐng)導(dǎo)風(fēng)格更適合谷歌公司。本站提供各國(guó)各專業(yè)Assignment代寫或?qū)懽髦笇?dǎo)服務(wù),如有需要可咨詢本平臺(tái)。
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