基于人機工程學的家用轎車駕駛員座椅設計,基于,人機,工程學,家用轎車,駕駛員座椅,設計 畢 業(yè) 設 計（論 文）外 文 參 考 資 料 及 譯 文 譯文題目： The Strategic Transformation of Automobile Industry in China 中國汽車工業(yè)的戰(zhàn)略轉(zhuǎn)型 學生姓名： 專　　業(yè)： 所在學院： 指導教師： 職　　稱： The Strategic Transformation of Automobile Industry in China Abstract In the past few years, the global automobile industry is developing difficultly because of the influence from the financial crisis. In contrast, China's automobile production and sales are still having a blowout type growth, and jumped into the world's largest automobile production and sales market. At the same time, Chinese automobile companies continue to deepen and join with international brand cooperation; independent research and development of the independent brand production, and their technical also get greatly strengthened. Similarly, in the tide of industrial upgrading and international acquisitions, strategic transformation era of Chinese automobile industry has gradually started. This paper based on the world economic crisis brought both challenge and opportunity to the automobile industry in China, comprehensively analysis China's automobile industry development present situation and development trend in the transformation era, with case analysis of China's automobile companies, and then gives some suggestions on China's automobile industry strategy adjustment in transformation. Keywords: Strategic transformation, Automobile industry, China automobile development 1. Introduction Changing is the eternal theme of enterprise development. The strategic change is not only the result of environmental changes of the product, but also the outcome of the enterprise internal development pressure. Automobile enterprise is an organization of the high technology industrialization and commercialization and its purpose is to make profit. The globalization of economic and high diversity means of new technology enterprise competition, the market competition became more intense, and the enterprise metabolism speed up, which makes high technology and new technology enterprise face an increasing survival pressure in the market. The market is the foundation of the enterprise’s survival; the enterprise strategy must comply with the needs of the market. The present market is changing fast, the automobile industry enterprise will undoubtedly need to pay more attention than ever to the strategic management, when the current strategy can not follow the change of environment, then they need to change it in time, to make a strategic transformation and adjustment. Therefore, the success or failure of the strategic transformation involves what factors, and which is the key factor have become the enterprise decision makers highly concerned problems, the purpose of this study is to find the influential key factors of automobile industry strategic change, and analyzes the effect factors of its importance, and then puts forward some guidance strategic change for other enterprise to make strategic decisions. 2. The Strategic Transformation and Its Influencing Factors 2.1 The Connotation of Enterprise Strategic Transformation and Its Literature Review The transformation strategy is refers to a process, in which the enterprise according to its external environment, the enterprise internal resources and capacity situation to overcome the difficulties. The enterprise faces in the original management pattern and access to a new competitive environment and design enterprise's future goals. The ways achieve them, and then form the new technology, new product and new market. The strategic transformation is the highest form of strategy and the adjustment of transformation. It is the results of enterprise external forces, and the internal forces promote the enterprise strategic adjustment and reformation. Its main manifestation is the key technology of the enterprise, product structure, and target market of business model to do adjustment and make decision. The essence of the strategy transformation of the enterprise is to achieve sustainable development and sustainable management goal and an exhaustive change. For, the enterprise it is a new life, it is the positive change for the enterprise. Through the research of the enterprise strategic transformation, it is better to provide guidance for the enterprise's growth. Strategic transformation is the business enterprise’s growth process that every enterprise has to meet in the process of making strategic choice, and it occupies a very important position. Once the enterprise growth meet some frustration, it is necessary to do strategic transition. The study of strategic transformation for enterprise can provide corresponding guidelines to its practical operation. An enterprise may also through the process of implementing the strategic transformation to reduce the blind behavior and invalid trial and error, reduce strategy transformation cost and improve the efficiency of the transformation, so as to improve the success rate of strategic transformation. Enterprise can get sustainable competitive advantages through the successful strategy transformation. In order to prevent the risk that the product or the decline of the industry may bring to the enterprise, the enterprise must be accurately and timely implement strategy transformation, so as to decline the loss on products or industry that the enterprise resources may bring to the enterprise. So far, there is no special book written about enterprise strategic transformation, however, many strategists are aware of the strategic transformation is a profound enterprise reform. The scope of the enterprise reformation can be divided into the following categories: for the purpose of improve process performance process, to redesign the process of the existing innovation as the foundation, abandon the existing process of reengineering from scratch with the whole enterprise restructuring of the strategic transformation. Organizational change experts, Kurt Lewin, put forward the reform trilogy: Defrost, Mobile, and Freeze. Richard Pascale and Tonyathos put forward the basic frame structure transformation 7S mode, point out that in order to understand the mechanism of organizational transformation and make the performance improvement target, an organization should achieve consistently and balance in seven aspects. These seven aspects are Strategy, Skills, Values, Structures, Systems, Staff, and Style. Strategy, Structure and System are considered to be the essential "hardware” elements of enterprise’s success, and Style, Staff, Skills and Values are considered to be the "software" elements of the enterprise with a successful management. "Software" elements and the "hardware" elements are equally important. John Kotter put forward the eight steps mode of the transformation in the article "the leadership change" set up the sense of urgency, the formation of the powerful guiding power, vision and strategy formulated, vision to communicate and fully empowered to achieve our vision of employees, harvest short-term results, consolidating achievement and create further reform, and make new method institutionalization. Kotter researched more than 100 companies and found that the basic goals of the enterprise reform is to fundamentally change the enterprise’s management practices, help the enterprise to adapt to a more challenging new market environment. Jack T. put forward the ten commandments in the article "implementing the change ", and points out that the organizational transformation should also focused on two aspects, the organization for change “Readiness” and the ability of change “Capability”. The preparation for transformation depends on whether there is enough motivation and whether it can get in benefits from the transformation. The ability to transformation depends on whether there is enough support, conditions and skills to complete the change. PWC company put forward 15 guiding principles in this paper "Better Change: Best Practices for Transforming Your Organization" in 1995. This 15 guiding principles are: face the reality, focus on strategic issues, make strong call on, set range wisely, establish strong change atmosphere, let customers drive the change, get knowledge about the stakeholders, do continuous communication, reconstruction assessment index, make full use of all change means, with a view of the long term, consider about the diversity, establishing the integration of skill, plans and the action. The Boston consulting group’s vice president Jeanie Daniel Duck in the article "The Management Transformation" put forward: managers should not divide change down into sporadic clips, and should think about transformation on the point of supervision system changes. David pointed in a book "the strategic management" about there are three strategic transformation methods: forced change strategies, education reform strategy, rational make the change of strategy. Jack Duncan thinks that rational change strategy that should be includes the following four steps: the first step, invite employees to participate in the change and specific process of transformation. The second step, in order to promote reform, some incentive is needed; self-interest is one of the most important incentives. The third step, for making people to understand the purpose of transformation, we need to spread and communication. The fourth step, send and receive feedback, everyone is pleased to know how things are going on, and made what progress they have. They have all emphasized to overcome change resistance, think that the most important factor of the failure is resistance. To sum up, we can see that so far all of the literature about the enterprise strategic transformation are on some varying degree emphasize on the enterprise strategic management and its control, thus made clear strategy transformation as basic steps to make a comprehensive system of change. However, there is hardly any research about the factors of the impact the transformation strategy, if the enterprise wants to get a successful implementation of strategic transformation, must analyze the influence factors of its success or failure first, and then start from these aspects. 2.2 The Analysis of Transformation Strategy Influence Factors Strategic transformation is a complex multi-objective decision making, which is jointed by many subjective and objective factors; it is decided not only by the enterprise internal resources and ability, but also by the outside environment. Thus, this paper will concrete analysis the internal and external influence factors of automobile enterprise strategic transformation, in order to make the operator can fully consider about their importance. Only if the enterprise can recognize these the specific factors that influence the strategy transformation, clear all the advantages and disadvantages that the enterprise has, then they can lay the foundation for strategic transformation. It is considered that, the major factors that influence automobile enterprise strategic transformation are as follows: national/industry environment, strategic management, operation management, technology management, human resources. Every factor has its assessment criteria: National/industry environment assessment criteria: the government encourages and preferential policy, industrial competitive situation, national macroeconomic conditions, association of industry competition situation, the industrial policy and regulation, industrial potential competitors. Strategy management assessment criteria: enterprise idea/vision/target communication, enterprise social capital and the interpersonal network, the business's strategic vision, enterprise scale and international status, enterprise strategic alliance. The management assessment criteria: management team’s quality and ability, enterprise’s information collection and report, organization and operation mechanism, the internal control mechanism. Technical management assessment criteria: technology innovation ability, input intensity of the research and development, technology absorption/using ability, the core technology level, inventions and patents. Human resources assessment criteria: human resources quality, interpersonal cooperation and exchange, performance management, executive officers/employee training, employee’s loyalty. Today's era is the strategy wins era, in order to participate in the competition and won a competition, it is important for an organization to make their strategy and tactics. The right strategy can make the organization improve their environment strain capacity, development and strengthen capacity; conversely, the wrong strategy will make the organization lost competitive advantage in the competition, and even fall or bankruptcy. Therefore, the strategic management as a new management concept has been at the core position of modern management. Based on the above analysis, we put forward assumption 1: strategic management has great impact on the automobile enterprise strategic transformation. Some scholars believe that in the strategic transformation of a enterprise, the operators’ decisions play a decisive role of the strategy to make the success or failure of the strategic transition, so they think the enterprise management strategies have the biggest influence on enterprise strategy transformation. But it is also considered that, enterprise social capital, the interpersonal network and the quality and strategic vision of operators are the key factors. Then we put forward hypothesis 2: in the strategic management assessment criteria, enterprise social capital and the interpersonal network and the strategic vision of the operators are the most important factors of the enterprise strategic transformation. Talents are the most important resource of an enterprise; it is the basic power of the enterprise in the market competition and the development. Therefore, we put forward assumption 3: among the factors which have influence in enterprise strategic transformation, human resources management is more important than technology. 中國汽車工業(yè)的戰(zhàn)略轉(zhuǎn)型 背景 在過去的幾年中，全球汽車工業(yè)正因金融危機的影響而發(fā)展困難。相比之下，中國的汽車生產(chǎn)和銷售仍在井噴式增長，并一躍成為全球最大的汽車生產(chǎn)和銷售市場。同時，中國汽車公司繼續(xù)深化與國際品牌合作加盟、自主品牌自主研發(fā)生產(chǎn)，其技術(shù)技術(shù)也得到極大的加強。同樣，在產(chǎn)業(yè)升級和國際并購的大潮中，中國汽車產(chǎn)業(yè)的戰(zhàn)略轉(zhuǎn)型時代已逐步開始。本文基于世界經(jīng)濟危機帶來的挑戰(zhàn)和機遇，在中國的汽車產(chǎn)業(yè)，全面分析我國汽車工業(yè)發(fā)展現(xiàn)狀在轉(zhuǎn)型時期的現(xiàn)狀及發(fā)展趨勢，隨著我國汽車公司的案例分析，并提出了對我國汽車產(chǎn)業(yè)戰(zhàn)略調(diào)整轉(zhuǎn)型的幾點建議信息。 關(guān)鍵詞：戰(zhàn)略轉(zhuǎn)型，汽車工業(yè)，中國汽車發(fā)展 1、簡介 變革是企業(yè)發(fā)展的永恒主題。戰(zhàn)略改變的不僅是產(chǎn)品的環(huán)境變化的結(jié)果，也是企業(yè)內(nèi)部發(fā)展壓力的結(jié)果。汽車企業(yè)是高新技術(shù)產(chǎn)業(yè)化和商業(yè)化的組織，其目的是實現(xiàn)利潤。經(jīng)濟全球化與高多元化的新途徑科技企業(yè)的競爭使市場競爭更加激烈，而企業(yè)的新陳代謝加快，使高新技術(shù)企業(yè)面臨越來越大的市場生存壓力。市場是企業(yè)生存的基礎，企業(yè)戰(zhàn)略必須順應市場的需要。目前的市場正在快速變化，汽車行業(yè)企業(yè)無疑要比以往任何時候都更加注重戰(zhàn)略管理，當目前的戰(zhàn)略不能遵循環(huán)境的變化，那么他們需要及時的改變，做出戰(zhàn)略性的轉(zhuǎn)型和調(diào)整。因此，戰(zhàn)略轉(zhuǎn)型的成敗就涉及到哪些因素，而這也是關(guān)鍵因素已經(jīng)成為企業(yè)決策者高度關(guān)注的問題，本研究目的主要是找出影響汽車產(chǎn)業(yè)戰(zhàn)略轉(zhuǎn)變的關(guān)鍵因素，并分析其影響因素，進而提出一些指導性戰(zhàn)略轉(zhuǎn)變其他企業(yè)做出戰(zhàn)略決策。 2、戰(zhàn)略轉(zhuǎn)型及其影響因素 2.1企業(yè)戰(zhàn)略轉(zhuǎn)型的內(nèi)涵及其文獻綜述 轉(zhuǎn)型戰(zhàn)略是指企業(yè)根據(jù)其外部環(huán)境、企業(yè)內(nèi)部資源和能力狀況來克服困難的過程。企業(yè)在原有的管理模式下，面對新的競爭環(huán)境來設計企業(yè)的未來目標。戰(zhàn)略轉(zhuǎn)型是戰(zhàn)略的最高形式和轉(zhuǎn)型的調(diào)整。它是企業(yè)外部力量的結(jié)果，是推動企業(yè)戰(zhàn)略調(diào)整和改革的內(nèi)在力量。其主要表現(xiàn)形式是企業(yè)的關(guān)鍵技術(shù)、產(chǎn)品結(jié)構(gòu)和業(yè)務模式的目標市場做調(diào)整和決策。企業(yè)戰(zhàn)略轉(zhuǎn)型的實質(zhì)是實現(xiàn)可持續(xù)發(fā)展和可持續(xù)管理的目標和徹底的變革。對于企業(yè)它是一個新的生命，它是對企業(yè)的積極變化。通過對企業(yè)戰(zhàn)略轉(zhuǎn)型的研究，更好的為企業(yè)的成長提供指導。戰(zhàn)略轉(zhuǎn)型是每一個企業(yè)在做出戰(zhàn)略選擇的過程中都要遇到一個很重要的企業(yè)成長過程，它就占據(jù)了非常重要的地位。一旦企業(yè)成長遇到一些挫折，就要做戰(zhàn)略轉(zhuǎn)型。對企業(yè)戰(zhàn)略轉(zhuǎn)型的研究可以為企業(yè)的戰(zhàn)略轉(zhuǎn)型提供相應的指導。企業(yè)還可以通過在實施戰(zhàn)略轉(zhuǎn)型的過程中，減少盲目行為和無效的嘗試和錯誤，降低戰(zhàn)略轉(zhuǎn)型成本，提高效率轉(zhuǎn)換的效率，從而提高企業(yè)戰(zhàn)略轉(zhuǎn)型的成功率。通過成功的戰(zhàn)略轉(zhuǎn)型，企業(yè)可以獲得持續(xù)的競爭優(yōu)勢。為了防止產(chǎn)品或行業(yè)的下降可能帶給企業(yè)的風險企業(yè)，企業(yè)必須及時準確地實施戰(zhàn)略轉(zhuǎn)型，從而降低產(chǎn)品或產(chǎn)業(yè)或者 企業(yè)的資源可能給企業(yè)帶來的損失。 通過成功的戰(zhàn)略轉(zhuǎn)型，企業(yè)可以獲得持續(xù)的競爭優(yōu)勢。為了防止產(chǎn)品或行業(yè)的下降可能帶給企業(yè)的風險企業(yè)，企業(yè)必須及時準確地實施戰(zhàn)略轉(zhuǎn)型，從而降低產(chǎn)品或產(chǎn)業(yè)，企業(yè)的資源可能給企業(yè)帶來的損失。企業(yè)改革的范圍可以分為以下幾類：為了提高過程績效的目的，重新設計以現(xiàn)有為創(chuàng)新基礎的過程，放棄現(xiàn)有流程再造與企業(yè)重組的戰(zhàn)略轉(zhuǎn)型。組織變革專家，庫爾特勒溫，提出改革三部曲：解凍、移動和凍結(jié)。李察?帕斯卡爾和托尼亞斯提出基本框架結(jié)構(gòu)改造7S模式，指出為了了解組織變革的機制，并制定績效改進的目標，一個組織要在七個方面達到一致和平衡。這七個方面是策略、技能、價值觀、結(jié)構(gòu)、系統(tǒng)、員工和風格。戰(zhàn)略、結(jié)構(gòu)和制度被認為是企業(yè)成功的基本“硬件”要素，其風格、員工、技能和價值觀都被認為是一個企業(yè)成功管理的“軟件”要素。“軟件”元素和“硬件”元素同樣重要。約翰科特在文章“領(lǐng)導變革”提出轉(zhuǎn)型的八步模式，樹立緊迫感、強大的引導力的形成、愿景和戰(zhàn)略制定、愿景的溝通和充分授權(quán)以實現(xiàn)我們的員工愿景、收獲短期結(jié)果、鞏固成果、深化改革、并使新方法制度化。科特的研究超過100家企業(yè)，發(fā)現(xiàn)企業(yè)改革的基本目標是要從根本上改變企業(yè)的管理實踐，幫助企業(yè)適應更具挑戰(zhàn)性的新的市場環(huán)境。杰克T在文章中提出“實施變革”十條戒律，指出組織變革也主要集中在兩個方面，常組織“準備”和“能力”的能力。轉(zhuǎn)換的準備取決于是否有足夠的動機和是否可以從轉(zhuǎn)換中獲得好處。轉(zhuǎn)化的能力取決于是否有足夠的支持，完成變更條件和技能。普華永道公司于1995年在“更好的改變：轉(zhuǎn)變組織的最佳實踐”提出了15項指導原則。這15個指導原則是：面對現(xiàn)實，注重戰(zhàn)略問題，做強號召，合理設置范圍，樹立強大的變革氛圍，讓客戶推動變革，獲得有關(guān)利益相關(guān)者的知識，做持續(xù)溝通，重建評估指標，充分利用一切手段，用長遠的觀點，考慮多樣性，建立技能、計劃和行動的整合。波士頓咨詢集團的副總裁珍妮丹尼爾鴨在文章“管理轉(zhuǎn)型”提出：管理者不應將變更分為零星的片斷，并且要考慮到監(jiān)督制度變遷的角度進行轉(zhuǎn)變。 戴維在《戰(zhàn)略管理》一書中指出，有三種戰(zhàn)略轉(zhuǎn)變方法：強行轉(zhuǎn)變戰(zhàn)略、教育改革戰(zhàn)略、理性化戰(zhàn)略的轉(zhuǎn)變。杰克鄧肯認為理性改變策略應該包括以下四個步驟：第一步，邀請員工參與和具體轉(zhuǎn)型過程中的變化。第二步，為了推動改革，一些激勵是必要的；自我利益是最重要的誘因之一。第三步，讓人們了解轉(zhuǎn)變的目的，我們需要傳播和溝通。第四步，發(fā)送和接收反饋，大家都很高興知道事情的發(fā)生是怎樣的和他們有什么進步。他們都強調(diào)要克服阻力，認為失敗最重要的因素是阻力。 總之，我們可以看到，迄今為止，企業(yè)戰(zhàn)略轉(zhuǎn)型的所有文獻都在不同程度上強調(diào)企業(yè)戰(zhàn)略管理及其控制，從而明確了戰(zhàn)略轉(zhuǎn)型作為一個全面系統(tǒng)的基本步驟。然而，目前還沒有對影響企業(yè)轉(zhuǎn)型戰(zhàn)略的因素進行研究，如果企業(yè)要獲得成功實施戰(zhàn)略轉(zhuǎn)型，首先必須進行分析其成功或失敗的影響因素，然后從這些方面開始。 2.2轉(zhuǎn)型戰(zhàn)略影響因素分析 戰(zhàn)略轉(zhuǎn)型是一個復雜的多目標決策，這是由許多主客觀因素的結(jié)合；它不僅取決于企業(yè)內(nèi)部的資源和能力而且還受到外界環(huán)境的影響。因此，本文將具體分析內(nèi)部和外部的汽車企業(yè)戰(zhàn)略轉(zhuǎn)型的影響因素，為了使運營商可以充分考慮他們的重要性。只有企業(yè)才能認識到影響企業(yè)戰(zhàn)略轉(zhuǎn)型的具體因素，明確企業(yè)所擁有的優(yōu)勢和劣勢，才能奠定企業(yè)戰(zhàn)略的基礎戰(zhàn)略轉(zhuǎn)型的基礎。我認為影響汽車企業(yè)戰(zhàn)略轉(zhuǎn)型的主要因素有：國家/行業(yè)環(huán)境、戰(zhàn)略管理、運營管理、技術(shù)學管理，人力資源。每一個因素都有其評價標準： 國家/行業(yè)環(huán)境評價標準：政府鼓勵和優(yōu)惠政策，產(chǎn)業(yè)競爭形勢，國家的宏觀經(jīng)濟條件下，競爭的行業(yè)協(xié)會競爭狀況、產(chǎn)業(yè)政策法規(guī)、產(chǎn)業(yè)潛在的競爭對手。 戰(zhàn)略管理評估標準：企業(yè)理念/愿景/目標溝通、企業(yè)社會資本和人際網(wǎng)絡，企業(yè)的戰(zhàn)略愿景、企業(yè)規(guī)模與國際地位，企業(yè)戰(zhàn)略聯(lián)盟。 管理評審標準：管理團隊的質(zhì)量和能力，企業(yè)的信息收集和報告，組織和運行機制，內(nèi)部控制機制。 技術(shù)管理評審標準：技術(shù)創(chuàng)新能力、研發(fā)投入強度、技術(shù)吸收、利用能力、核心技術(shù)水平、發(fā)明和專利。 人力資源評價標準：人力資源素質(zhì)、人際合作與交流、績效管理、執(zhí)行人員、員工培訓、員工忠誠度。 當今的時代是戰(zhàn)略的時代，為了參與競爭，贏得競爭，重要的是組織制定自己的戰(zhàn)略和策略。正確的戰(zhàn)略可以使組織提高自身的環(huán)境應變能力，發(fā)展和增強能力；反之，錯誤的戰(zhàn)略將使組織失去競爭力優(yōu)勢在競爭，甚至下降或破產(chǎn)。因此，戰(zhàn)略管理作為一種新的管理理念，一直處于現(xiàn)代管理的核心地位?；谏鲜龇治?，我們提出了假設1：戰(zhàn)略管理偉大的汽車企業(yè)戰(zhàn)略轉(zhuǎn)型的影響。 有學者認為，在企業(yè)戰(zhàn)略轉(zhuǎn)型的過程中，經(jīng)營者的決策起著決定性的作用，是戰(zhàn)略的成功或失敗的戰(zhàn)略轉(zhuǎn)型，因此他們認為企業(yè)經(jīng)營戰(zhàn)略對企業(yè)戰(zhàn)略轉(zhuǎn)型的影響最大。但也有人認為，企業(yè)社會資本、人際網(wǎng)絡而運營商的質(zhì)量和戰(zhàn)略愿景是關(guān)鍵因素。然后，我們提出假設2：在戰(zhàn)略管理中的評估標準，企業(yè)社會資本與人際關(guān)系網(wǎng)絡與經(jīng)營者的戰(zhàn)略愿景是企業(yè)戰(zhàn)略轉(zhuǎn)型的最重要因素。 人才是企業(yè)最重要的資源，是企業(yè)在市場競爭和發(fā)展中的基本力量。因此，我們提出了假設3：在事實上影響企業(yè)戰(zhàn)略轉(zhuǎn)型的關(guān)鍵因素中，人力資源管理更為重要。