留学生Report作业-通用汽车人力资源与管理。本文是一篇留学作业report写作参考，本报告分析了通用汽车的使命陈述及其关键业务流程。它还说明了关键业务流程如何与信息系统集成，以及我们对更适合通用汽车的流程的建议和建议。报告还确定了影响公司的政治、经济、社会、生态和技术因素方面的环境因素，以及这些因素对通用汽车的影响，以及公司为适应这些变化而不得不采取的战略多样性。最后，该报告探讨了新的信息系统如何通过自动化和简化部分业务流程来帮助通用汽车提高效率。报告最后结合了我们对公司各部门适当信息系统的建议。以下就是这篇留学生Report作业的全部内容，供参考。
The report also identifies the environmental factors which affect the company in terms of political, economic, social, ecological and technological factors and the impact that these factors have had on General Motors and the strategic diversity the company has had to adopt to accommodate these changes.
Finally the report explores ways on how new information systems can help General Motors create great efficiency by automating and streamlining parts of its business processes. The report concludes by incorporating our recommendations of appropriate information systems for each department within the company.
Introduction 引言
General Motors is the world’s largest automaker with 386,000 employees in over 50 years. Despite this sheer size, its auto sales have declined from about 60 percent of the U.S. vehicle market in the 1970’s to only 28.3 percent today. This decline is attributed to stiff competition from Ford, DaimlerChrysler and the Japanese all of whom enjoy lower production costs, have a reputation for cars with better styling and quality than General Motors.
通用汽车是世界上最大的汽车制造商，50多年来拥有386000名员工。尽管规模如此庞大，但其汽车销量已从20世纪70年代占美国汽车市场的60%下降到如今的28.3%。这一下降归因于福特、戴姆勒克莱斯勒和日本的激烈竞争，这些公司的生产成本较低，拥有比通用汽车更好的造型和质量的汽车。
General Motors adoption of a vertically integrated corporation which at one time manufactured up to 70 percent of its parts, as a power source of competitive advantage, enabled the company to build cars at lower costs than its rivals. However, over time, these policies worked in favour of General Motors competitors who were then able to make motor vehicles at much lower costs because they could purchase their vehicle parts from outside vendors and also bargain on pricing.
通用汽车采用了一家垂直整合的公司，该公司一度制造了70%的零部件，作为竞争优势的动力来源，使该公司能够以低于竞争对手的成本制造汽车。然而，随着时间的推移，这些政策有利于通用汽车的竞争对手，他们能够以更低的成本生产汽车，因为他们可以从外部供应商那里购买汽车零部件，并在定价上讨价还价。
For the past 15 years, General Motors has struggled to overcome the above legacy, inefficient product processes and thousands of outdated information systems that could not communicate with each other. Although the company has now become much leaner and more efficient by shedding off tens of thousands of workers, closing dozens of plants and squeezing costs of motor vehicle parts by scouring the globe for the lowest prices much still needs to be done.
在过去的15年中，通用汽车一直在努力克服上述遗留问题、效率低下的产品流程和数千个无法相互通信的过时信息系统。尽管该公司现在已经变得更加精简和高效，裁减了数万名员工，关闭了数十家工厂，并通过在全球范围内寻找最低价格来压缩汽车零部件的成本，但仍有很多工作要做。
It is our recommendation that General Motors use Internet and other leading-edge information systems technology to reconstruct its entire value chain, transforming itself into a customer-focused business that provides many different electronic services to consumers as well as motor vehicles.
我们建议通用汽车利用互联网和其他先进的信息系统技术重建其整个价值链，将自身转变为以客户为中心的企业，为消费者和机动车提供多种不同的电子服务。
Mission Statement 企业宗旨
General Motors mission statement states that “GM is a multinational corporation engaged in socially responsible operations, worldwide. It is dedicated to provide products and services of such quality that our customers will receive superior value while our employees and business partners will share in our success and our stock-holders will receive a sustained superior return on their investment”.
通用汽车公司的企业宗旨指出：“通用汽车是一家在全球范围内从事社会责任运营的跨国公司。它致力于提供高质量的产品和服务，使我们的客户获得卓越的价值，而我们的员工和业务伙伴将分享我们的成功，我们的股票持有人将获得持续的高回报。”.
We analysed the above mission statement using Druckers five questions namely:-我们使用Druckers的五个问题分析了上述任务陈述，
