论文代写：管理
Zara的规划实践是基于敏捷项目管理宣言的。因此，公司的规划实践形成了一系列迭代，调整，协作和持续改进。这是一种非线性方法，因为迭代可以包含变化，因此无需返回管理单元的开始来改变某些内容。就管理而言，这种灵活性似乎会破坏最初的计划，并且已经观察到，就文化方面而言，西班牙得到了86分的意思，它试图避免不确定性。可能有例外，Zara的工作也基于在一定程度上处理不确定性。在快速时尚行业中，趋势是不断变化的，所以可以看到，尽管扎卡拉的国家文化，扎拉等组织已经适应了不确定性。加拿大社会的得分低得多，并没有受到不确定因素的威胁，但由于行业内引入的不确定性，加拿大负责人驻扎在Reitmans和LeChâteau等品牌商店正在关闭很多商店。因此，可以说，短距离规划工作和像Zara这样的应急计划工作是其适应不断变化的时尚产业的方式。
论文代写：管理
The planning practices of Zara are one that is based in the agile project management manifesto. As such the planning practices of the company forms a series of iterations, adaptations, collaboration and constant improvement. This is a nonlinear approach where it is not necessary to go back to the beginning of a management unit to change something, as iteration can incorporate change. In terms of management, this level of flexibility will seem like it can undermine initial planning and it was already observed that in terms of cultural dimensions Spain scores an 86 meaning it tries to avoid uncertainty. There could be exceptions and Zara’s working is based on working with uncertainty to a certain extent too. In the fast fashion industry trends are ever changing, so it can be observed that organizations like Zara have adapted to uncertainty, despite their national culture. The Canadian society having a much lower score is not threatened by uncertainties and yet Canadian head quartered brands like Reitmans and Le Château are closing many stores because of uncertainties introduced within the industry. Therefore, it could be argued that short range planning efforts and the contingency planning efforts such as the one Zara involves itself in is the way to adapt to an ever-changing fashion industry.
