战略管理流程讲义(英文版!11资料
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Three basic structure types: Simple Structure Functional Structure Multi-divisional Structure (M-form)
Ch11-3
Strategy & Structure Growth Patterns
Multidivisional Structure
Chapter 11 Structure & Control
Chapter 13
Entrepreneurship
& Innovation
Strategic Actions
Strategic Outcomes
Feedback
Strategic Competitiveness Above Average
Corporate Human
Resources
Finance
Production
Engineering
Accounting
Байду номын сангаас
Sales & Marketing
Human Resources
Ch11-7
Functional Structure for Cost Leadership Strategy
Sales Growth Coordination and Control Problems
Efficient implementation of formulated strategy
Functional Structure
Sales Growth Coordination and Control Problems
Chapter 11
Organizational Structure and Controls
Ch11-1
Strategic Inputs
Chapter 2 External Environment
Chapter 3 Internal Environment
Strategic Intent Strategic Mission
Acquisitions & Restructuring
Chapter 8
International Strategy
Chapter 9
Cooperative Strategies
Strategy Implementation
Chapter 10 Corporate Governance
Chapter 12 Strategic Leadership
The Strategic Management
Process
Strategy Formulation
Chapter 4
Business-Level Strategy
Chapter 5
Competitive Dynamics
Chapter 6
Corporate-Level Strategy
Chapter 7
* Finance
* Accounting
* Sales & Marketing * Human Resources
Overcomes information processing limits of single owner/manager
Functional department heads report to Chief Executive Officer who integrates decisions and actions from a company-wide point of view
Returns
Ch11-2
Structure Types
All organizations require some form of organizational structure to implement and manage their strategies
Firms frequently alter their structure as they grow in size and complexity
Office of the President
• Operations is main function
• Process engineering is
emphasized rather than new product R&D
• Formalized procedures allow
for low-cost culture
• Structure is mechanical; job
roles are highly structured
Centralized Staff
Relatively large centralized staff coordinates functions
Engineering Marketing Operations Personnel Accounting
Efficient implementation of formulated strategy
Simple Structure
Ch11-4
Simple Structure
Owner / Manager
Owner/Manager makes all major decisions directly and monitors all activities Difficult to maintain this structure as the firm grows in size and complexity
Ch11-5
Functional Structure
First stage beyond a Simple Structure
Appropriate for single or dominant-business firms
Allows specialization of tasks
* Production * Engineering
Risks conflicts between myopic function managers
Ch11-6
Functional Structure
Chief Executive Officer
Corporate R&D
Corporate Finance
Strategic Planning
Corporate Marketing
Ch11-3
Strategy & Structure Growth Patterns
Multidivisional Structure
Chapter 11 Structure & Control
Chapter 13
Entrepreneurship
& Innovation
Strategic Actions
Strategic Outcomes
Feedback
Strategic Competitiveness Above Average
Corporate Human
Resources
Finance
Production
Engineering
Accounting
Байду номын сангаас
Sales & Marketing
Human Resources
Ch11-7
Functional Structure for Cost Leadership Strategy
Sales Growth Coordination and Control Problems
Efficient implementation of formulated strategy
Functional Structure
Sales Growth Coordination and Control Problems
Chapter 11
Organizational Structure and Controls
Ch11-1
Strategic Inputs
Chapter 2 External Environment
Chapter 3 Internal Environment
Strategic Intent Strategic Mission
Acquisitions & Restructuring
Chapter 8
International Strategy
Chapter 9
Cooperative Strategies
Strategy Implementation
Chapter 10 Corporate Governance
Chapter 12 Strategic Leadership
The Strategic Management
Process
Strategy Formulation
Chapter 4
Business-Level Strategy
Chapter 5
Competitive Dynamics
Chapter 6
Corporate-Level Strategy
Chapter 7
* Finance
* Accounting
* Sales & Marketing * Human Resources
Overcomes information processing limits of single owner/manager
Functional department heads report to Chief Executive Officer who integrates decisions and actions from a company-wide point of view
Returns
Ch11-2
Structure Types
All organizations require some form of organizational structure to implement and manage their strategies
Firms frequently alter their structure as they grow in size and complexity
Office of the President
• Operations is main function
• Process engineering is
emphasized rather than new product R&D
• Formalized procedures allow
for low-cost culture
• Structure is mechanical; job
roles are highly structured
Centralized Staff
Relatively large centralized staff coordinates functions
Engineering Marketing Operations Personnel Accounting
Efficient implementation of formulated strategy
Simple Structure
Ch11-4
Simple Structure
Owner / Manager
Owner/Manager makes all major decisions directly and monitors all activities Difficult to maintain this structure as the firm grows in size and complexity
Ch11-5
Functional Structure
First stage beyond a Simple Structure
Appropriate for single or dominant-business firms
Allows specialization of tasks
* Production * Engineering
Risks conflicts between myopic function managers
Ch11-6
Functional Structure
Chief Executive Officer
Corporate R&D
Corporate Finance
Strategic Planning
Corporate Marketing