TM404 Lecture 3 Strategic Underpinnings [1]...

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元认知策略计划策略英文表达

元认知策略计划策略英文表达Metacognitive strategies are pretty important for effective learning. When it comes to planning, I usually start by thinking about what I want to achieve. Like, "Okay, this week I'm gonna focus on understanding this new topic."I break it down into smaller steps and set a timeline for each one.Sometimes, I use a mind map or a simple list to jot down the key points I need to cover. It helps me visualize the whole process and stay focused. You know, having aclear roadmap makes the journey a lot smoother.For me, flexibility is key when planning. If I realize something's not working, I don't hesitate to make changes. Like, if a certain topic is taking too long, I might decide to come back to it later and focus on something else first.Planning ahead also means anticipating challenges. Itry to think of potential obstacles and have backup plansready. It's all about being prepared and ready to adapt.At the end of the day, planning is just a tool to help me stay organized and focused. It doesn't have to be perfect, just good enough to get me started and keep me moving forward.。

战略管理课程

Os ≤ OT Is ≤ IT
(ROI)S ＞ (ROI)T
Type of Synergy
Sales Synergy: from share brand,channel Operating Synergy Investment Synergy Management Synergy
H.Mintzberg’s Definition
Combination of the two models, firms can increase the probability of achieving strategic competitiveness and earning above-average returns(AARs).
Kenneth R.Andrews H.I.Ansoff H.Mintzberg Our definition
Kenneth R．Andrews’ Definition
The Concept of Corporate Strategy, 1971
Strategy is target, intent, purpose, and the model of which a firm formulates main policies and plan in order to achieving the target. The model defines the business scope which the firm is doing, and should do. The model also defines the business type which the firm is in, and should be in.
Every Competitive Strategy Can be Translated into Congruent X Strategies

1997-不确定条件下的战略-talking.pdf

不确定条件下的战略: 3
不确定条件下的战略
Strategy under Uncertainty
by Hugh Courtney（休 x 考特尼） Jane Kirkland （简 x 柯克兰） Patrick Viguerie （帕特里克 x 维格里） Harvard Business Review（哈佛商业评论） Nov.‐Dec. 1997, pp.67‐79
不确定条件下的战略: 4
不确定条件下的战略
Patrick Viguerie（帕特里克 x 维格里）
麦肯锡公司（McKinsey & Company）亚特兰大办事处负责人，为电信、电子、化工等众多行业的客户提供服务。作为公司战略实施的领导者之一，他引导公司关注和思考不确定条件的战略。此外，他还是公司微观经济学实践的领导者以推广一些前沿的分析理论和方法（如博弈论）能够为客户所用。
不确定条件下的战略: 16
传统战略规划方法的危险性
Î 反对冒险且认为自己处于非常不确定的环境中的经理人员，不相信自己的直觉，并且患了决策瘫痪症。他们避免就有关产品、市场及应开发技术的重要战略进行决策，而是代之以关注企业再造、质量管理或内部成本削减计划。这些计划尽管重要，却不能代替战略。
不确定条件下的战略: 7
不确定条件下的战略
问题的提出：
战略问题的传统解决方法的核心，是基于一种假设 ⎯ 如果能有一系列强有力的分析工具可以运用，经理人员就可以精确地预测企业的前景，从而选择明晰的战略方向。但是，如果周围环境不确定，也无法借助什么分析工具预测前景，那又该怎么办呢？在高度不确定的企业环境中应依靠什么来制定好的战略呢？
决策分析与竞争战略
不确定条件下的战略

战略管理(英文版)

战略管理(英文版)Strategic Management: An OverviewIntroductionIn today's fast-paced and highly competitive business environment, companies must adopt effective strategies to ensure their long-term success and sustainable growth. Strategic management plays a crucial role in helping organizations align their resources, capabilities, and objectives to achieve their strategic goals. This article provides an overview of strategic management, its key components, and the benefits it offers in an increasingly dynamic and complex marketplace.1. Definition of Strategic ManagementStrategic management is the process of formulating and implementing strategies that enable organizations to fulfill their missions and achieve their objectives. It involves analyzing the external environment, identifying internal strengths and weaknesses, setting objectives, formulating strategies, implementing plans, and monitoring progress to ensure strategic goals are met.2. Key Components of Strategic Management2.1 Environmental AnalysisEnvironmental analysis involves assessing the external factors that influence an organization's performance and success. This includes macro-environmental factors such as political, economic, social, technological, environmental, and legal (PESTEL) factors, as well as industry-specificfactors. Understanding the external environment helps organizations identify opportunities and threats and make informed strategic decisions.2.2 Internal AnalysisInternal analysis focuses on assessing an organization's internal strengths and weaknesses. This includes evaluating its resources, capabilities, and core competencies. By understanding its internal strengths, an organization can leverage them to gain a competitive advantage. Similarly, identifying weaknesses helps organizations address potential areas of improvement and overcome challenges.2.3 Strategy FormulationStrategy formulation involves developing a comprehensive plan to achieve an organization's objectives and competitive advantage. This includes defining the mission and vision, setting strategic objectives, and selecting appropriate strategies. Strategies can be categorized into corporate, business, and functional levels, depending on the scope and focus of the organization's activities.2.4 Strategy ImplementationStrategy implementation is the process of translating strategic plans into actions and ensuring their effective execution. It involves allocating resources, coordinating activities, and monitoring progress. Effective implementation requires strong leadership, effective communication, and a supportive organizational culture.2.5 Evaluation and ControlEvaluation and control involve monitoring and reviewing the progress of strategic initiatives and making necessary adjustments. This includes establishing key performance indicators, conducting regular performance assessments, and taking corrective actions to ensure strategic goals are being achieved. Evaluation and control help organizations stay on track and make informed decisions throughout the strategic management process.3. Benefits of Strategic ManagementStrategic management offers several benefits to organizations:3.1 Clear DirectionBy formulating a clear strategy, organizations establish a sense of direction and purpose. This enables employees to align their efforts and work towards common goals, enhancing overall organizational performance.3.2 Competitive AdvantageStrategic management helps organizations identify unique value propositions and differentiate themselves from competitors. By leveraging their strengths and focusing on key opportunities, organizations can gain a competitive advantage in the marketplace.3.3 Adaptability to ChangeIn today's rapidly evolving business landscape, agility and adaptability are essential for success. Strategic management enables organizations to anticipate and respond to changes in the external environment, ensuring their long-term viability in a dynamic marketplace.3.4 Resource AllocationStrategic management facilitates effective resource allocation by aligning financial, human, and technological resources with strategic objectives. This ensures optimal utilization of resources and maximizes the organization's ability to achieve its goals.3.5 Performance MeasurementBy implementing strategic objectives and monitoring progress, organizations can measure their performance and identify areas for improvement. This allows for continuous learning and ongoing improvement, enhancing overall organizational effectiveness.ConclusionStrategic management is a fundamental process that enables organizations to navigate the complexities of the modern business landscape. By analyzing the external environment, assessing internal capabilities, formulating effective strategies, implementing plans, and evaluating performance, organizations can achieve their objectives and thrive in a highly competitive marketplace. Embracing strategic management is essential for long-term success and sustainability.。

战略部署培训教材

战略部署培训教材Strategy Deployment Aligning theOrganizationAgenda●Review Strategy Deployment philosophy●Review Strategy Deployment process details●Review Donaldson Strategy Deployment“X”charts●Determine2nd level Annual Improvement Priority●Determine Targets to Improve for the2nd level AIPs●Determine resources●Management Review and KPI discussion●Develop Action Plans for as many as AIPs as possible ●Bowling Chart and countermeasures●Establish action items,completion dates,responsibilityStart and stop on time,breaks etc.Everyone is equal,no rank in the room Be open and honestGround Rules &LogisticsCell phones turned off or to quiet mode One conversation at a timeLet’s agree to end point for day one.Let’s have Some Fun!What is the StrategyDeployment Process?In Theory–A systematic approach to management of change in critical business processes leading to sustainable breakthrough performanceIn Practice–The most effective leadership and management tool,IF,you want to make the absolute best use of your time,money and resources.Hire an architect?When building a house which would you do firstStrategic PlanHire a general contractor?Hire a painter?Strategy DeploymentValue Stream Mapping &KaizenWhat is Strategy Deployment?One year plan reflecting the3-5year strategic goalson the Critical Few,Customer Focused FocusesBreakthrough Objectives that are required for a company's long term successLinks major objectives with specific resources and support plans throughout the organization Deploys Strategy to“Point of Impact”Execution of the Strategies Strategic PlanMission3-5Year ViewProduct/Market Focus-Voice of the CustomerAdvantage CompetitiveObjectives/Strategies/Action PlansStrategy vs.Daily ManagementDAILY MANAGEMENTMaintain What We Have Operating UnitResponsibility–SQDC KPI’s Minimum Management AttentionCONTINUOUS IMPROVEMENTImprove What We Have Selected Management AttentionFunctional/Department ResponsibilityStrategic Deployment PlanBreakthroughsDeployed Throughout the OrganizationHigh Measurement FocusStrategic Deployment Implementation“Critical Few”ProcessesAction Plan at Point of Impact Bowling ChartsDefinition of Daily ManagementRoutine,day to day activitiesLimited cross-functional interfaceStandard is usually in placeImprovements characterized as bunts&singles Progress monitored through Key Performance Indicators(KPI)measures Daily Management Systems are aprerequisite to Strategy DeploymentManaging the ConnectionStrategic PlanMission3-5Year ViewProduct/Market Focus-Voice of the Customer Advantage Competitive Objectives/Strategies/Action PlansDaily ManagementMaintain What We HaveOperating Unit Responsibility–SQDC KPI’sMinimum ManagementAttentionBUDGETING PROCESSFinancial Expression of1Year Operational PlanOperating IncomeWorking CapitalImprovementEVA ImprovementMONTHLY OPERATIONS REVIEWException ReportingForward Focus on PotentialProblems&OpportunitiesQuick Response CountermeasuresStrategic Deployment Plan ?BreakthroughsDeployed Throughoutthe OrganizationHigh Measurement Focus Strategic Deployment Implementation “Critical Few”Processes Action Plan at Point of Impact Bowling Charts CONTINUOUS IMPROVEMENT ?Improve What We Have ?Functional/Department Responsibility ? Selected Management AttentionWe Need a Balanced FocusFocus on Strategic Breakthrough Priorities AND Commitment to Delivering Annual Business PlanDaily Management…Strategic….Lead Implementation of Process Based Solution AND Manage Necessary Current Business ProcessesMeasure&Action Aggressive Targets to Improve AND Measure&Action KPI’s& Balanced ScorecardDeliver Value for Customers AND Deliver Value forShareholders“AND”=High Performance CultureStrategy Deployment Process1.Identify Breakthrough Objectives6.Monthly Review ProcessHow is Strategy Deployment Different?●MBO typically focuses on individual short term departmental objectives/results.●Strategy Deployment requires af ocused ,d ata driven,process centered solution.●Strategy Deployment uses metrics to monitor effectiveness of actions.●Strategy Deployment starts with the 3-5year Strategic Plan.Why Use Strategy Deployment?●Focus on voice of the customer●Improve Growth,Quality,Delivery and Cost●Facilitates multi-functional team work andcommon goals for all associates.●Drives organization to achieve sustainable“Breakthrough”levels of improvement●Provides common format to assess andmanage businesses across an organization“Fire Fighting”to“Daily Management”to“Breakthrough”!Why Use Strategy Deployment?To clarify vision and align &focus resources throughout the organizationS&MF&AENGVSOPSHRStep2:HOW FAR…Step4:5Steps SDP Thought ProcessStep3:HOW?Which KeyProcesses?Step1:WHAT?BreakthroughThinkingStrategy Deployment ProcessCompany Name >Top Level X matrixTop The “X ”MatrixStep 1432Improvement Priority #1Improvement Priority #5Improvement Priority #4Improvement Priority #3Improvement Priority #2Improvement Priority #6Step 3:HOW?Which Key Processes?Step 5:Who?Leader &assistance?O Primary ResponsibilitySecondary ResponsibilityResources3-5Year Breakthrough ObjectivesAnnual Objectives Target to ImproveLevel Improvement Priorities4:How Much?What key driver processes are we going to modify or implement to meet our 1st Year Annual Objectives? Objective #1A n n u a l O b j e c t i v e #A n n u a l O b j e c t i v e #A n n u a l O b j e c t i v e #A n n u a l O b j e c t i v e#Objective #2Objective #3Step 2:HOWFAR?This year?Step 1:WHAT?Breakthrough ThinkingWHAT:Establish3Yr Breakthrough Objectives1.Start with Strategic PlanComplete Strategic Plan Summary Form2.Identify Key Breakthrough Objectives5.Implement Annual Objectives。

strategicmanagementsociety研究提案

strategicmanagementsociety研究提案The Strategic Management Society research proposal aims to delve into the intricate dynamics of strategic decision-making in contemporary organizations. This undertaking is premised on the belief that strategic management is a crucial aspect of organizational success, particularly in an increasingly competitive and volatile business environment.The proposed research endeavors to identify and analyze the key factors that influence strategic decisions, such as organizational culture, leadership styles, and market conditions. By examining these factors, the study aims to gain a deeper understanding of how organizations can effectively formulate and implement strategic plans that align with their long-term goals.Furthermore, the research will explore the role of strategic management in enhancing organizational performance and sustainability. It will investigate how organizations can leverage strategic management practices to mitigate risks, seize opportunities, and achieve competitive advantage.The proposed methodology involves a mixed-methods approach, combining quantitative and qualitative research techniques. This approach will allow for a comprehensive analysis of strategic decision-making, taking into account both objective data andsubjective insights from organizational stakeholders.The expected outcomes of this research include insights into the most effective strategies for strategic management, as well as practical recommendations for organizations seeking to improve their strategic decision-making processes. These outcomes have the potential to significantly contribute to the field of strategic management and inform the practices of organizations worldwide.战略管理学会的研究提案致力于深入探究当代组织战略决策制定的复杂动态。

萨班斯SOX404工作方法论培训

中国明阳风电集团 SOX404工作方法论培训
目录
内容
1、萨班斯法案背景简介 ►背景简介 ►PCAOB第五号审计准则概述
2、风险种类及案例介绍 3、SOX404项目工作方法解析
► 总述 ► 项目范围确定 ► 公司层面 ► 流程层面
Page 1
1
萨班斯法案背景简介
Page 2
什么是萨班斯法案
Page 3
等环节）出错而导致损失 ► 系统出错是指系统失灵、数据的存取和处理、系统的安全性和可用性
、系统的非法接入而使用导致损失 ► 人为因素，如员工缺乏知识和能力、诚信及道德操守而导致损失
Page 14
2、风险的种类及案例（续）
运营风险案例 - 英国巴林银行(Barings Bank)
► 巴林银行在90年代前是英国最大的银行之一，有超过200年的历史。 ► 1992-1994年期间，由于缺乏足够的职责划分以及上级对下级从事业务的监
Page 19
3
SOX404项目工作方法解析
Page 20
3、SOX404项目工作方法解析－总述
SOX404项目的工作内容
对公司层面内控和在流程层面与财务报告相关的内控措施的记录以及对其有效性（包括设计上和操作上）的评估。在公司层面内控的评审方面，广深确定以美国The Committee of Sponsoring Organizations of the Treadway Commission所颁布的对于内部控制框架的相关指引为依据（以下简称 “COSO”）
► 投资与融资策略 ► 市场定位、品牌及形象的建立 ► 并购风险 ► 控制环境及高层管理பைடு நூலகம்格
Page 12
2、风险种类及案例介绍（续）

03第三章战略人力资源管理.ppt

Help establish and execute strategy. Provide alternative insights. Are centrally involved in creating responsive
and market-driven organizations. Conceptualize and execute organizational
The Southwest Airlines’ Activity System
HR and Competitive Advantage
Competitive advantage
Any factors that allow an organization to differentiate its product or service from those of its competitors to increase market share.
Goals Step 4: Formulate a Strategy to Achieve the
Strategic Goals Step 5: Implement the Strategy Step 6: Evaluate Performance
Overview of Strategic Management
Three basic challenges
The need to support corporate productivity and performance improvement efforts.
That employees play an expanded role in employers’ performance improvement efforts.

战略人力资源的英文经典资料

战略人力资源的英文经典资料Classic Literature on Strategic Human Resources (2000 words) IntroductionStrategic human resources (HR) plays a crucial role in the success of organizations by aligning HR practices and policies with the overall business strategy. It involves the effective management of human capital to gain a competitive advantage. In this article, we will explore some classic literature on strategic HR that has had a significant impact on the field.1. "Human Resource Champions: The Next Agenda for Adding Value and Delivering Results" by David UlrichPublished in 1996, this book by David Ulrich revolutionized the field of strategic HR. Ulrich introduced the concept of HR as a strategic partner, emphasizing the need for HR professionals to align their activities with business objectives. The book outlines four key roles that HR professionals should adopt: strategic partner, administrative expert, employee champion, and change agent.2. "The HR Scorecard: Linking People, Strategy, and Performance" by Dave Ulrich, Brian E. Becker, and Mark A. HuselidThis book, published in 2001, emphasizes the importance of measuring HR's contribution to organizational performance. The authors introduce the concept of the HR scorecard, which helpsHR professionals identify their strategic goals and develop metricsto assess their achievement. The book provides practical examples and case studies to illustrate the implementation of the HR scorecard.3. "Strategic Human Resource Management: A Guide to Action" by Michael ArmstrongMichael Armstrong's book, first published in 2000, outlines the essential elements of strategic HR management. It emphasizes the aligning of HR strategies with business strategies, the identification of HR's contribution to organizational success, and the development of HR policies and practices that support strategic objectives. The book provides practical guidance on how to design and implement strategic HR initiatives.4. "The Talent Masters: Why Smart Leaders Put People Before Numbers" by Bill Conaty and Ram CharanIn this book, published in 2010, Conaty and Charan highlight the critical role of talent management in organizational success. They argue that having the right people in the right positions is more important than any other factor. The authors provide insights into creating a talent-rich organization by attracting, developing, and retaining top talent. They also emphasize the need for HR professionals to be strategic partners in talent management.5. "High-Impact HR: Building Human Capital Advantage for Organizations" by Jack J. Phillips, Patricia Pulliam Phillips, and Martha L. TateThis book, published in 2016, explores how HR professionals can create a high-impact HR function. It emphasizes the need for HRto align its activities with business objectives, develop metrics to measure the impact of HR initiatives, and communicate the value HR brings to the organization. The authors provide a roadmap for transforming HR into a strategic partner and outline the steps to assess and enhance HR's impact.ConclusionThe above-mentioned classic literature on strategic HR has been highly influential in shaping the field. These books highlight the importance of aligning HR strategies with business strategies, measuring HR's contribution to organizational performance, and prioritizing talent management. By understanding and implementing the concepts outlined in these books, HR professionals can become strategic partners in their organizations and contribute to long-term success.6. "Beyond HR: The New Science of Human Capital" by John W. Boudreau and Peter M. RamstadPublished in 2007, this book challenges traditional HR practices and encourages HR professionals to think beyond their operational roles. Boudreau and Ramstad introduce the concept of "strategic HR measurement" and emphasize the need for HR to demonstrate its impact on business outcomes. They argue that HR should move from a focus on HR activities and processes to a focus on measuring the value that human capital brings to the organization.7. "The HR Value Proposition" by Dave Ulrich, Wayne Brockbank,Dani Johnson, and Kurt SandholtzPublished in 2005, this book builds upon Ulrich's previous work and explores how HR can create value for the organization. The authors propose that HR should deliver value in four key areas: talent, organization, leadership, and performance. They provide practical tools and frameworks for HR professionals to assess and improve their value proposition, taking into account the unique needs of their organization.8. "Aligning Human Resources and Business Strategy" by Linda HolbecheHolbeche's book, first published in 2009, focuses on the role of HR in driving business success. She argues that HR professionals must understand the business strategy and align HR practices accordingly. Holbeche provides insights into how HR can contribute to strategic decision-making, develop a high-performance culture, and effectively manage change. The book includes case studies and practical advice for HR professionals looking to enhance their strategic impact.9. "Strategic Human Resource Management: Winning Through People" by Jeffrey A. MelloMello's book, published in 2015, takes a comprehensive look at strategic HR management. He emphasizes the importance of integrating HR practices with business strategy, managing human capital effectively, developing competitive advantage through HR, and assessing HR's impact on organizational performance. Thebook also explores the ethical and legal considerations involved in strategic HR management.10. "Strategic Staffing: A Comprehensive System for Effective Workforce Planning" by Thomas P. BechetBechet's book, first published in 2008, focuses on strategic staffing and its role in achieving organizational goals. He presents a systematic approach to workforce planning, which includes analyzing the current workforce, identifying future needs, developing recruiting strategies, and evaluating staffing effectiveness. The book provides practical tools and techniques for HR professionals to align their staffing practices with business objectives.11. "Human Resource Management: Gaining a Competitive Advantage" by Raymond A. Noe, John R. Hollenbeck, Barry Gerhart, and Patrick M. WrightFirst published in 1999 and now in its current 12th edition, this textbook provides a comprehensive overview of strategic HR management. The authors discuss various HR practices and their impact on organizational performance, such as recruitment and selection, training and development, performance management, compensation, and employee relations. The book also examines contemporary issues in HR, such as diversity, globalization, and technology.12. "The Value of Talent: Promoting Talent Management Across the Organization" by Sylvie RagueneauRagueneau's book, published in 2012, focuses on talent management as a key strategic initiative. She highlights the need for organizations to identify, attract, develop, and retain top talent to gain a competitive advantage. Ragueneau provides practical guidance on how to design and implement talent management programs, including succession planning, leadership development, and performance management.These classic literature works on strategic HR have become essential references for HR professionals and students alike. By understanding and applying the concepts outlined in these books, HR practitioners can enhance their strategic thinking, align HR practices with business objectives, measure HR's impact on organizational performance, and effectively manage talent. Strategic HR management is crucial for organizations to thrive in today's competitive and rapidly changing business environment.。

Research Process Strategies

Research Process StrategiesThe research process is a crucial aspect of academic and professional development, as it allows individuals to explore new ideas, gain knowledge, and contribute to the advancement of their field. However, conducting research can be a daunting task, requiring careful planning, organization, and critical thinking. In this response, I will discuss various strategies for effective research, including setting clear objectives, conducting thorough literature reviews, utilizing appropriate research methods, and effectively managing time and resources. Additionally, I will explore the emotional and personal aspects of the research process, such as the challenges and rewards of conducting research, and the importance of perseverance and resilience in the face of obstacles.One of the first steps in the research process is setting clear objectives and defining the scope of the research. This involves identifying the research question or problem that the study aims to address, as well as establishing specific goals and outcomes. By clearly defining the objectives of the research, individuals can focus their efforts and resources on relevant and meaningful pursuits, ultimately leading to more impactful and valuable results. Additionally, setting clear objectives helps researchers stay on track and maintain a sense of purpose and direction throughout the research process, which can be particularly motivating and empowering.Conducting a thorough literature review is another essential strategy for effective research. A comprehensive review of existing literature provides researchers with valuable insights, knowledge, and perspectives on the topic of interest, helping to inform and shape their own research endeavors. By critically analyzing and synthesizing existing research, individuals can identify gaps, contradictions, and opportunities for further exploration, ultimately contributing to the advancement of knowledge in their field. Furthermore, a literature review can also help researchers situate their work within the broader context of existing scholarship, establishing the significance and relevance of their research within the academic community.In addition to literature reviews, choosing appropriate research methods is critical for conducting rigorous and valid research. Depending on the nature of the research questionand objectives, individuals may opt for qualitative, quantitative, or mixed methods approaches, each of which offers unique advantages and challenges. Selecting the most suitable research methods involves careful consideration of factors such as the nature of the research question, the availability of resources, and ethical considerations. By choosing appropriate research methods, individuals can ensure that their research is methodologically sound and capable of generating reliable and meaningful findings, thereby enhancing the credibility and impact of their work.Effective time and resource management are also crucial aspects of the research process. Research projects often involve numerous tasks, deadlines, and logistical considerations, making it essential for individuals to plan and allocate their time and resources effectively. This may involve creating a detailed research plan, establishing realistic timelines and milestones, and prioritizing tasks based on their importance and urgency. Additionally, individuals may need to consider practical aspects such as access to research materials, equipment, and facilities, as well as budgetary constraints. By managing their time and resources effectively, researchers can optimize their productivity and minimize the risk of delays and setbacks, ultimately leading to more efficient and successful research outcomes.Beyond the technical and logistical aspects of research, it is important to acknowledge the emotional and personal dimensions of the research process. Conducting research can be a challenging and often solitary endeavor, requiring individuals to navigate uncertainty, setbacks, and self-doubt. It is not uncommon for researchers to experience feelings of frustration, anxiety, or isolation during the course of their work, particularly when faced with obstacles or unexpected difficulties. In such moments, it is important for individuals to cultivate resilience, perseverance, and self-care, recognizing that setbacks and challenges are an inherent part of the research journey. Seeking support from mentors, peers, or mental health professionals can also be valuable for maintaining emotional well-being and navigating the emotional complexities of the research process.Despite the challenges, the research process also offers numerous rewards and opportunities for personal and professional growth. Engaging in research allows individualsto delve deeply into topics of interest, expand their intellectual horizons, and contribute to the generation of new knowledge. The process of conducting research can also foster critical thinking, problem-solving skills, and creativity, as individuals grapple with complex questions and pursue innovative solutions. Furthermore, the outcomes of research, such as publications, presentations, or practical applications, can have a lasting impact on the academic community and society at large, offering individuals a sense of fulfillment and accomplishment. By embracing the emotional and personal dimensions of the research process, individuals can cultivate a sense of purpose, passion, and resilience that sustains them through the inevitable challenges and uncertainties of research.In conclusion, the research process is a multifaceted and dynamic endeavor that requires careful planning, critical thinking, and emotional resilience. By setting clear objectives, conducting thorough literature reviews, choosing appropriate research methods, and managing time and resources effectively, individuals can enhance the rigor and impact of their research. Additionally, acknowledging and addressing the emotional and personal dimensions of the research process is crucial for maintaining well-being, motivation, and a sense of purpose. Ultimately, the research process offers individuals the opportunity to explore new ideas, contribute to knowledge production, and cultivate valuable skills and attributes that extend beyond the realm of academia.。

战略管理PPT

standardization dimension
how much does a firm standardize its offerings across countries?
integration dimension
how much does a firm integrate its competitive moves across countries?
the degree of product standardization and responsiveness to local business environment the extent to which a firm's competitive moves in major markets are interdependent
political factors
regional integration government legislation political risk corruption
economic factors
cost of production currency exchange rates cost of capital
countries.
1.6 drivers for a global strategic perspective
exhibit 1.4 drivers for a global strategic perspective
globalization
market drivers
cost drivers
buyers
industry level
firm level firm capabilities

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。

03第三章战略人力资源管理

change.
HR Involvement in Mergers
HR’s Strategy Execution Role
The HR department’s strategies, policies, and activities must make sense in terms of the company’s corporate and competitive strategies, and they must support those strategies.
Spells out who the company is, what it does, and where it’s headed.
Strategic Management Process (cont’d)
Strategic management tasks
Step 1: Define the Business and Its Mission Step 2: Perform External and Internal Audits Step 3: Translate the Mission into Strategic
Relationships Among Strategies in Multiple- Business Firms
Achieving Strategic Fit
Michael Porter
Emphasizes the “fit” point of view that all of the firm’s activities must be tailored to or fit its strategy, by ensuring that the firm’s functional strategies support its corporate and competitive strategies.

战略下沉英语

战略下沉英语Strategic descent refers to the process of shiftingfocus and resources from higher levels of an organizationto lower levels, such as regional offices or local branches. This approach aims to improve decision-making, increase responsiveness to local market conditions, and enhance overall organizational performance.There are several reasons why companies may choose to implement a strategic descent approach. First, by decentralizing decision-making authority, organizations can become more agile and responsive to changes in the business environment. This can help them better adapt to localmarket dynamics and customer preferences, leading to improved competitiveness and performance.Second, strategic descent can also help to foster innovation and creativity within the organization. By empowering local teams to make decisions and take ownership of projects, companies can tap into the diverseperspectives and expertise of their employees. This canlead to the development of new ideas and solutions that maynot have emerged in a more centralized decision-making structure.Furthermore, strategic descent can help to build stronger relationships with local stakeholders, such as customers, suppliers, and regulatory bodies. By having a local presence and being more attuned to the needs and expectations of these stakeholders, organizations can build trust and credibility, which can be crucial for long-term success.However, implementing a strategic descent approach is not without its challenges. One of the key concerns is maintaining consistency and alignment across the organization. With decision-making power dispersed among different levels, there is a risk of conflicting priorities and strategies emerging. To address this, companies need to establish clear communication channels, set common goals and objectives, and ensure that there is alignment around key strategic initiatives.Another challenge is ensuring that local teams have the necessary resources and capabilities to effectively execute their responsibilities. This may require investing intraining and development programs, providing access to relevant data and information, and establishing mechanisms for sharing best practices and lessons learned across the organization.In conclusion, strategic descent can be a powerful tool for organizations looking to improve their agility, responsiveness, and overall performance. By empoweringlocal teams, fostering innovation, and building stronger relationships with stakeholders, companies can position themselves for long-term success in an increasingly complex and dynamic business environment.战略下沉是指将组织的重点和资源从较高层次转移到较低层次，如区域办事处或地方分支机构。

战略下沉英语

战略下沉英语English:"Strategic downscaling refers to the decentralization of decision-making and resources, allowing for more localized management and implementation of strategies. This approach involves shifting power and autonomy from higher levels of administration to those closer to the ground, such as regional branches or individual departments. By empowering local teams to make decisions and tailor strategies to meet specific needs and challenges, organizations can increase agility, responsiveness, and innovation. Strategic downsizing can also enhance communication, collaboration, and employee engagement, as individuals feel more connected to the decision-making process and outcomes. However, effective implementation of strategic downscaling requires careful planning, clear communication, and ongoing support to ensure alignment with overall goals and consistency across different levels of the organization."中文翻译:"战略下沉指的是将决策和资源的分权，使得更多本地化管理和战略实施成为可能。

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