战略管理(英文第六版)ch12
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战略管理Chapter12
The Role of Top-Level Managers
• Top Management Teams
– Helps avoid potential problem of CEO making decisions alone: that of managerial hubris
• Hubris: excessive pride leading to a feeling of invincibility • Hubris can magnify the effects of decision-making biases
– Composed of key individuals who are responsible for selecting and implementing firm’s strategies; usually includes officers of the corporation (VP and above) and BOD
Factors Affecting Managerial Discretion
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
战略管理-竞争优势与全球化(英文第六版)
• Important Elements of Success
Developing strategy
Implementing strategy
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7
Competitive Landscape
• Strategic Management Process
The full set of commitments, decisions, and actions required for a firm to achieve strategic competitiveness and earn above-average returns
Describe strategic intent and strategic mission and discuss their value.
Define stakeholders and describe their ability to influence organizations.
Copyright © 2004 South-Western. All rights reserved.
5
The Strategic Management Process
Figure 1.1
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• Strategic Competitiveness
When a firm successfully formulates and implements a value-creating strategy
战略管理(中英文)
8-7
Components of a Mission Statement
8-8
The Strategic Management Process (cont.)
2. Analyzing the Environment分析环境 – successful strategies are aligned with the environment 成功的战略大多是那些与环境相适应的战略。 – examine both the specific and general environments to determine what trends and changes are occurring 必须审视具体环境和一般环境，把握即将要出现的 环境变化和发展趋势及其对组织的重要影响。 3. Identifying Opportunities and Threats发现机会和威胁 – Opportunities机会 - positive trends in the external environmental外部环境的积极的变化趋势 – Threats威胁 - negative trends in the external environment外部环境的消极变化趋势
• strong culture - new employees easily identify the organization’s core competencies 强文化——新雇员很容易识别组织的核心能力
– may serve as a barrier to accepting change具有强文化的成 功组织，可能成为它们过去成功的囚徒 • influence managers’ preferences for certain strategies 对于某些 战略，文化的价值观影响管理当局的倾向性 – SWOT analysis - analysis of the organization’s strengths, weaknesses, opportunities, and threats SWOT 分析—组织优势、 劣势、机会和威胁分析
Components of a Mission Statement
8-8
The Strategic Management Process (cont.)
2. Analyzing the Environment分析环境 – successful strategies are aligned with the environment 成功的战略大多是那些与环境相适应的战略。 – examine both the specific and general environments to determine what trends and changes are occurring 必须审视具体环境和一般环境，把握即将要出现的 环境变化和发展趋势及其对组织的重要影响。 3. Identifying Opportunities and Threats发现机会和威胁 – Opportunities机会 - positive trends in the external environmental外部环境的积极的变化趋势 – Threats威胁 - negative trends in the external environment外部环境的消极变化趋势
• strong culture - new employees easily identify the organization’s core competencies 强文化——新雇员很容易识别组织的核心能力
– may serve as a barrier to accepting change具有强文化的成 功组织，可能成为它们过去成功的囚徒 • influence managers’ preferences for certain strategies 对于某些 战略，文化的价值观影响管理当局的倾向性 – SWOT analysis - analysis of the organization’s strengths, weaknesses, opportunities, and threats SWOT 分析—组织优势、 劣势、机会和威胁分析
战略管理双语资料
战略管理双语资料(共71页)--本页仅作为文档封面，使用时请直接删除即可----内页可以根据需求调整合适字体及大小--Chapter 1 Strateg ic Ma n a gem e nt a nd Str a tegic Com pe titiven e ss ................... 错误!未定义书签。
Management Process .............................................................................. 错误!未定义书签。
The Rational Model ....................................................................... 错误!未定义书签。
The critique of the rational model .................................................. 错误!未定义书签。
The New Competitive Landscape ........................................................... 错误!未定义书签。
Globalized Competition ................................................................. 错误!未定义书签。
Changes .......................................................................................... 错误!未定义书签。
I/O model of Above-average Returns ..................................................... 错误!未定义书签。
战略管理(罗宾斯管理学第版讲义全集-英文版)资料
Strategic Management in Today’s Environment (cont’d)
• Discuss the implications of dynamic and uncertain environments on organizational strategy.
• Explain the rule of three and its significance to strategic management.
strategy. • Describe two renewal strategies.
Copyright © 2005 Prentice Hall, Inc. All rights reserved. *
8–3
L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.
• Discuss what studies of the effectiveness of strategic management have shown.
The Strategic Management Process
• List six steps in the strategic management process.
Copyright © 2005 Prentice Hall, Inc. All rights reserved. *
8–4
L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.
• Discuss the implications of dynamic and uncertain environments on organizational strategy.
• Explain the rule of three and its significance to strategic management.
strategy. • Describe two renewal strategies.
Copyright © 2005 Prentice Hall, Inc. All rights reserved. *
8–3
L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.
• Discuss what studies of the effectiveness of strategic management have shown.
The Strategic Management Process
• List six steps in the strategic management process.
Copyright © 2005 Prentice Hall, Inc. All rights reserved. *
8–4
L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.
chap6战略管理英语版
6
Procter & Gamble’s Diversification Strategy
Procter & Gamble (P&G) (Cont’d) Synergy created with combining toothbrush and toothpaste businesses
10
Levels of Diversification (N=3)
1. Low Levels
Single Business Strategy
Corporate-level strategy in which the firm generates 95% or more of its sales revenue from its core business area
Builds synergy: value added by corporate office adds up to more than the value if different businesses in the portfolio were separate and independent
Dominant Business Diversification Strategy
Corporate-level strategy whereby firm generates 70-95% of total sales revenue within a single business area
11
Levels of Diversification (N=3)
2. Moderate to High Levels
Procter & Gamble’s Diversification Strategy
Procter & Gamble (P&G) (Cont’d) Synergy created with combining toothbrush and toothpaste businesses
10
Levels of Diversification (N=3)
1. Low Levels
Single Business Strategy
Corporate-level strategy in which the firm generates 95% or more of its sales revenue from its core business area
Builds synergy: value added by corporate office adds up to more than the value if different businesses in the portfolio were separate and independent
Dominant Business Diversification Strategy
Corporate-level strategy whereby firm generates 70-95% of total sales revenue within a single business area
11
Levels of Diversification (N=3)
2. Moderate to High Levels
战略管理SM Chp 6
Competitive Profile Matrix (CPM)
Ch 6 -10
Strategy-Formulation Analytical Framework
SWOT Matrix
SPACE Matrix Stage 2: The Matching Stage
BCG Matrix
IE Matrix
Threats – T
List Threats
ST Strategies
Use strengths to avoid threats
WT Strategies
Minimize weaknesses and avoid threats
Ch 6 -18
Limitations with SWOT Matrix
Strengths-Opportunities (SO)
Weaknesses-Opportunities (WO)
Strengths-Threats (ST)
Weaknesses-Threats (WT)
Ch 6 -12
SO Strategies
Strengths Weaknesses Opportunities Threats SWOT
WO Strategies
Improving internal weaknesses by taking advantage of external opportunities
Ch 6 -14
ST Strategies
Strengths Weaknesses Opportunities Threats SWOT
Ch 6 -22
SPACE Factors
Internal Strategic Position External Strategic Position
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• • • • • Size Age Culture Availability of resources Patterns of interaction among employees
Managerial Discretion
Copyright © 2004 South-Western. All rights reserved.
Sustain a high performance over time Make better decisions than their competitors Make candid, courageous, pragmatic decisions Understand how their decisions affect the internal systems in use by the firm Solicit feedback from peers, superiors and employees about their decisions and visions
12–10
Factors Affecting Managerial Discretion
External Environment
Adapted from Figure 12.2
Characteristics of the Organization
Characteristics of the Manager
Managerial Discretion
Copyright © 2004 South-Western. All rights reserved.
SOURCE: Adapted from S. Finkelstein & D. C. Hambrick, 1996, Strategic Leadership: Top Executives and Their Effects on Organizations, St. Paul, MN:West Publishing Company.
Chapter 12 Strategic Leadership
R. Dennis Middlemist
Colorado State University Copyright © 2004 South-Western All rights reserved.
PowerPoint slides by:
Knowledge Objectives
Strategic Mission
Formulation of Strategies
Implementation of Strategies
Yields
Strategic Competitiveness Above-average Returns
Copyright © 2004 South-Western. All rights reserved.
12–9
Factors Affecting Managerial Discretion
External Environment
Adapted from Figure 12.2
Characteristics of the Organization
Characteristics of the Organization
Copyright © 2004 South-Western. All rights reserved.
12–3
The Strategic Management Process
Figure 1.1
Copyright © 2004 South-Western. All rights reserved. Copyright © 2004 South-Western. All rights reserved. 12–4
Strategic Leadership and the Strategic Management Process
Effective Strategic Leadership
Shapes the Formulation of
Strategic Intent
and Influence
Successful Strategic Actions
Copyright © 2004 South-Western. All rights reserved.
12–2
Knowledge Objectives (cont’d)
• Studying this chapter should provide you with the strategic management knowledge needed to:
External environmental sources Characteristics of the organization Characteristics of the manager
Copyright © 2004 South-Western. All rights reserved.
Has varied expertise and knowledge Can draw on multiple perspectives
Will evaluate alternative strategies
Builds consensus
Copyright © 2004 South-Western. All rights reserved.
12–11
Top Management Teams
• Composed of the key managers who are responsible for selecting and implementing the firm’s strategies • A heterogeneous top management team:
Describe the importance of strategic leaders in managing the firm’s resources, with emphasis on exploiting and maintaining core competencies, human capital, and social capital.
Managerial Discretion
Characteristics of the Manager
Copyright © 2004 South-Western. All rights reserved.
SOURCE: Adapted from S. Finkelstein & D. C. Hambrick, 1996, Strategic Leadership: Top Executives and Their Effects on Organizations, St. Paul, MN:West Publishing Company.
12–8
Factors Affecting Managerial Discretion
External EnvironmentAdaptedfrom Figure 12.2
External Environment
• Industry structure • Rate of market growth • Number and type of competitors • Nature and degree of political/legal constraints • Degree to which products can be differentiated
• Strategic leadership is:
Multi-functional work that involves working through others Consideration of the entire enterprise rather than just a sub-unit A managerial frame of reference
Define organizational culture and explain what must be done to sustain an effective culture.
Explain what strategic leaders can do to establish and emphasize ethical practices. Discuss the importance and use of organizational controls.
• Studying this chapter should provide you with the strategic management knowledge needed to:
Define strategic leadership and describe top-level managers’ importance as a resource. Define top management teams and explain their effects on firm performance. Describe the internal and external managerial labor markets and their effects on developing and implementing strategies. Discuss the value of strategic leadership in determining the firm’s strategic direction.
• Tolerance for ambiguity • Commitment to the firm and its desired strategic outcomes • Interpersonal skills • Aspiration level • Degree of self-confidence
Managerial Discretion
Copyright © 2004 South-Western. All rights reserved.
Sustain a high performance over time Make better decisions than their competitors Make candid, courageous, pragmatic decisions Understand how their decisions affect the internal systems in use by the firm Solicit feedback from peers, superiors and employees about their decisions and visions
12–10
Factors Affecting Managerial Discretion
External Environment
Adapted from Figure 12.2
Characteristics of the Organization
Characteristics of the Manager
Managerial Discretion
Copyright © 2004 South-Western. All rights reserved.
SOURCE: Adapted from S. Finkelstein & D. C. Hambrick, 1996, Strategic Leadership: Top Executives and Their Effects on Organizations, St. Paul, MN:West Publishing Company.
Chapter 12 Strategic Leadership
R. Dennis Middlemist
Colorado State University Copyright © 2004 South-Western All rights reserved.
PowerPoint slides by:
Knowledge Objectives
Strategic Mission
Formulation of Strategies
Implementation of Strategies
Yields
Strategic Competitiveness Above-average Returns
Copyright © 2004 South-Western. All rights reserved.
12–9
Factors Affecting Managerial Discretion
External Environment
Adapted from Figure 12.2
Characteristics of the Organization
Characteristics of the Organization
Copyright © 2004 South-Western. All rights reserved.
12–3
The Strategic Management Process
Figure 1.1
Copyright © 2004 South-Western. All rights reserved. Copyright © 2004 South-Western. All rights reserved. 12–4
Strategic Leadership and the Strategic Management Process
Effective Strategic Leadership
Shapes the Formulation of
Strategic Intent
and Influence
Successful Strategic Actions
Copyright © 2004 South-Western. All rights reserved.
12–2
Knowledge Objectives (cont’d)
• Studying this chapter should provide you with the strategic management knowledge needed to:
External environmental sources Characteristics of the organization Characteristics of the manager
Copyright © 2004 South-Western. All rights reserved.
Has varied expertise and knowledge Can draw on multiple perspectives
Will evaluate alternative strategies
Builds consensus
Copyright © 2004 South-Western. All rights reserved.
12–11
Top Management Teams
• Composed of the key managers who are responsible for selecting and implementing the firm’s strategies • A heterogeneous top management team:
Describe the importance of strategic leaders in managing the firm’s resources, with emphasis on exploiting and maintaining core competencies, human capital, and social capital.
Managerial Discretion
Characteristics of the Manager
Copyright © 2004 South-Western. All rights reserved.
SOURCE: Adapted from S. Finkelstein & D. C. Hambrick, 1996, Strategic Leadership: Top Executives and Their Effects on Organizations, St. Paul, MN:West Publishing Company.
12–8
Factors Affecting Managerial Discretion
External EnvironmentAdaptedfrom Figure 12.2
External Environment
• Industry structure • Rate of market growth • Number and type of competitors • Nature and degree of political/legal constraints • Degree to which products can be differentiated
• Strategic leadership is:
Multi-functional work that involves working through others Consideration of the entire enterprise rather than just a sub-unit A managerial frame of reference
Define organizational culture and explain what must be done to sustain an effective culture.
Explain what strategic leaders can do to establish and emphasize ethical practices. Discuss the importance and use of organizational controls.
• Studying this chapter should provide you with the strategic management knowledge needed to:
Define strategic leadership and describe top-level managers’ importance as a resource. Define top management teams and explain their effects on firm performance. Describe the internal and external managerial labor markets and their effects on developing and implementing strategies. Discuss the value of strategic leadership in determining the firm’s strategic direction.
• Tolerance for ambiguity • Commitment to the firm and its desired strategic outcomes • Interpersonal skills • Aspiration level • Degree of self-confidence