personal statement 代写：公司内部残酷的竞争
业绩压力是5分，因为公司竞争残酷，这是一个非常高的压力，导致公司风险很高。与绩效压力相比，扩张的速度是3，因为扩张对公司来说是必要的，但是他们也做得很好，所以如果有必要的话，这里的压力可以稍微避免。另一方面，如果公司决定雇佣新人，那么缺乏经验的压力是非常大的。在这里，一旦公司雇佣了某个人，这个人就是公司的代表，这个人的不称职反映了公司的不称职。
personal statement 代写：公司内部残酷的竞争
1)创业冒险的回报
就创业风险承担而言，该公司自成立以来一直表现良好，对产品的需求不断增长，因此有必要冒险扩张，看看作为一家规模大得多的公司，它能取得怎样的进展。企业家行为的回报是存在的，随着回报的增加，就会有很高的风险暴露。
2)高管对坏消息的抵制
高管们通常对坏消息持抵制态度。他们希望听到公司业绩良好的消息，“他们希望周围的人都能分享他们对企业的自豪感，并对实现高要求的业绩目标充满信心。”那些谈论障碍、问题或即将到来的危险的人被嘲笑为讨厌的唱反调者，被指责没有团队精神。24)。在这个案例研究中，区域经理们被所谓的“唯唯诺诺者”包围着。区域经理只希望听到业绩得到处理，而不想听到问题。
3)内部竞争水平
公司内部存在一种非常残酷的竞争，顾问们相互竞争。据观察，公司员工、区域经理或顾问只关心他们必须做什么或赚什么。他们不担心长期的影响和策略。
personal statement 代写：公司内部残酷的竞争
The pressures of performance are given a 5 as the company is ruthlessly competitive and hence this is a very high pressure for the company leading to high risks. Compared to the performance pressures, the rate of expansion is a 3, as the expansion is necessary for the company but then they are also doing well as such, so the pressure here could be slightly avoided if necessary. On the other hand, if the company decides to hire new people, then pressure of inexperience is very high. Here once the company hires someone, the person is the representative of the company and the incompetence of the person reflects as the incompetence of the company.
personal statement 代写：公司内部残酷的竞争
i) rewards for entrepreneurial risk taking
In terms of entrepreneurial risk taking, the company has been doing well since it was incepted and the demand for product has grown, so it was necessary to take the risk to expand and see how it can fare as a much more expanded company. Rewards exist for entrepreneurial behaviour, and with the increase of the rewards, there is high risk exposure.
ii) executive resistance to bad news
Executives are usually resistant to bad news. They want to hear that the company is doing well, “They want to be surrounded by people who share their pride in the business and exude confidence about reaching demanding performance goals. People who speak of obstacles, problems, or impending dangers are derided as annoying naysayers and accused of not being team players” (Simmons, 1999, para. 24). Now in the case study, the regional managers are supposedly surrounded by the “yes men”. The regional managers just want to hear that performance is handled and do not want to hear about the issues.
iii) level of internal competition
A very ruthless internal competition exists in the company as the consultants are pitted against one another. It is observed that the company employees, regional managers or consultants are only worried about what they must do or earn. They are not worried about the long-term impact and strategy.
