管理学原理Chapter4课后题答案复习进程

第三次作业

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3.Describe in detail the six-step strategic management process.

The strategy management process is a six-step process that encompasses strategy planning, implementation and evaluation.

The first step is identifying the organization’ s current mission, goals and strategies. Every organization needs a mission-a statement of its purpose. Defining the mission forces managers to identify what it’ s in business to do. It’s also important for managers to identify the current goals and strategies for managers have a basis for assessing whether they need to be changed.

The second step is doing an external analysis. Analyzing that environment is a critical step in the strategic management process. Once the managers’ve analyzed the environment, managers need to pinpoint opportunities that the organization can exploit and threats that it must counteract or buffer against. And opportunities are positive trends in the external environment and threats are negative trends.

The third step is doing an internal analysis. The internal analysis provides important information about an organization’s specific resources and

capabilities. After completing an internal analysis, managers should be able to identify organizational strengths and weakness. The combined external and internal analyses are called the SWOT analysis, which is an analysis of the organization’s strengths, weakness, opportunities, and threats.

The forth step is formulating strategies. As managers formulate strategies, they develop and evaluate strategic alternatives, select appropriate strategies for all levels in the organization that provide relative advantages over competitors, match organizational strengths to environmental opportunities, and correct weaknesses and guard against threat.

The fifth step is implementing strategies. Once strategies are formulated, they must be implemented. No matter how effectively an organization has planned its strategies, performance will suffer if the strategies aren’t implemented properly.

The sixth step is evaluating results. There are many problems managers can meet with, such as how effective the manager have been at helping the organization reach its goal, what adjustments are necessary and so on.

5.Under what circumstances do you believe MBO would be most

useful? Discuss.

From my point, MBO would be most useful under the circumstances where departmental, team and individual goals are vital to planing and directing. What’s more, MBO would be also most useful under the circumstances where communication and efficiency are necessary.

Management by objectives (MBO) is a process of setting mutually agreed-upon goals and using those goals to evaluate employee performance. MBO programs have four elements: goals specificity, participative decision making, an explicit time period, and performance feedback.

If a manager were to use this approach, he or she should sit down with each member of the team and set goals and periodically review whether progress was being made toward achieving those goals. That is exactly the biggest difference from traditional goal setting. This way lays emphasis on specific goals. What’ more, instead of using goals to make sure employees are doing what they’re supposed to be doing, MBO uses goals to motivate them as well. Studies also have shown that it can increase employee performance and organizational productivity. We can