企业战略管理7

Long Term Objectives 建立长期目标 Chapter 5 第五章
Chapter 8 第八章
Internal Audit 内部分析 Chapter 4 第四章
Ch.7-2
Management Issues 管理问题
"You want your people to run the
business as if it were their own." "应当使企业员工像经营自己的企业一样经 营公司业务." —William Fulmer — -威廉 福尔默-
Ch.7-16
Exercise 3 练习3 练习3
As structure follows strategy, devise a strategy that will call for a new work organisation structure. Be creative 既然结构需要和战略保持一致,请发挥创意设计一个 需要新组织结构的战略. Describe the new structure, in terms of both management and reporting relationships 从管理和报告两个关系描述新的结构 Share your ideas with colleagues 与同学分享你的意见
External Audit 外部分析 Chapter 3 第三章
Vision & Mission Statements 制定愿景和使命陈述 Chapter 2 第二章 Generate, Evaluate, Select Strategies 制定, 制定,评价 及选择战略 Chapter 6 第六章 Implement Strategies: Management Issues 战略的实施的 管理问题 Chapter 7 第七章 Implement Strategies: Marketing, Measure & Fin/Acct, Evaluate R&D, CIS Performance 战略的实施: 战略的实施: 衡量及评价业绩 营销,财务/会计 会计, 营销,财务 会计, Chapter 9 研发, 研发,计算机信息系统 第九章
Ch.7-17
Management Issues & Strategy Implementation 管理问题及战略实施
Restructuring 重组
Reducing size of firm 缩小公司的规模 Employees 员工 Divisions or units 分部或单位 Hierarchical levels 等级层次 Benchmarking against competitors 与竞争者进行基准对比 Ratios out of line基准对比比率 Primary benefit = cost reduction 主要收益=成本节约
Adapting Production/ Operations Processes 适应生产/运作 的过程
Managing the Natural Environment 保护自然环境
Developing a Strategy Supportive Culture 培育支持企业 战略的文化
Developing HR Function 发展人力资源 的功能
Ch.7-3
Management Issues 管理问题
"A management truism says structure follows strategy. However, this truism is often ignored. Too many organizations attempt to carry out a new strategy with an old structure." "管理的真理是架构跟随战略而形成.但是,这个 真理往往被忽视.许多的机构总是尝试在旧的 架构中去实施一个新的战略." —Dale McConkey— -戴尔 麦肯基-
Strategy Implementation
—more difficult to "do" something
战略实施 -"做"起来更难 Strategy Formulation
—easier to say "going to do it" 战略制定 — 说"将要去做"比较容易
Ch.7-6
Management Issues 管理问题
Ch.7-9
Management Issues & Strategy Implementation 管理问题和战略实施
Altering Existing Restructuring Organizational & Reengineering Structure 重组及 改变现存 流程再造 组织结构
Ch.7-11
Management Issues & Strategy Implementation 管理问题和战略实施
Revising Reward & Incentive Programs 修改奖酬 及激励机制 Minimizing Resistance to Change 克服对 变革的阻力
If Necessary Downsizing 是否需要 精减员工
Ch.7-12
Management Issues & Strategy Implementation 管理问题及战略实施
Establishing Annual Objectives 建立年度目标
Basis for allocating resources 配置资源的基础 Mechanism for evaluating managers 评价管理者的主要机制 Monitor progress toward long-term objectives 监控长期目标的实现过程 Establish organizational, divisional, and departmental priorities 建立公司,分部及各功能部门的工作首 要重点
Ch.7-14
Management Issues & Strategy Implementation 管理问题及战略实施
Allocating Resources 资源配置
Allows for strategy execution 战略实施的前提 Sets allocation plan based on annual objectives 以年度目标为基础制定分配方案 Allocation based on four types of resources: financial, physical, human, and technological 以四种资源类型为基础的分配:财务资源, 物力资源,人力资源,技术资源
U51050 Strategic Management 战略管理
Module 7: 第七章 Implementing Strategies: Management Issues 战略实施中的管理问题
Professor Sharon Moore SGSM
Ch.7-1
Comprehensive Strategic Management Model 综合战略管理模型
Ch.7-4
Management Issues 管理问题
Successful strategy formulation does NOT guarantee successful strategy implementation!
成功的战略制定并不保证成功的战略实施
Ch.7-5
Management Issues 管理问题
Strategy Implementation 战略实施
Managing forces during the action 在行动中管理运用力量 Focuses on efficiency 注重效率 Primarily an operational process 主要是一个运作过程 Requires motivation and leadership skills 要求激励和领导才能 Requires coordination among many persons 要对众多人进行协调
Ch.7-13
Management Issues & Strategy Implementation 管理问题及战略实施
Devising Policies 建立政策
Basis for solving recurring problems 解决重复性问题的基础 Sets boundaries, constraints, and limits on administrative actions 为管理活动设定范围,约束和限制 Sets expectations for managers and employees 为管理者和员工设定预期目标 Basis for management control and coordination 管理控制与协调的基础
Strategy Formulation 战略制定
Positioning forces before the action 在行动前部署力量 Focuses on effectiveness 注重效能 Primarily an intellectual process 主要是一个思维过程 Requires good intuitive and analytical skills要求好的直觉和分析技能 Requires coordination among a few individuals 只需对几个人进行协调
Establishing Annual Objectives 建立年度目标
Devising Policies 制定政策
Allocating Resources 分配资源
Ch.7-10
Exercise 2 练习2 练习2
Biblioteka Baidu
Is your business an upstream or down stream organisation in terms of supply chain? 从供应链的角度来说,你所在的企业是一个自下 而上还是一个自上而下的组织? Do different 'positions' call for different strategies? 不同的"定位"要求不同的战略吗? Discuss in your group and share your best group learning with the class 分小组讨论,然后和全班分享小组的讨论结果
Ch.7-7
Management Issues 管理问题 Transition to Strategy Implementation 向战略实施的转变 Shift in focus to divisional and functional managers 着重点转向个人及职能部门经理 Implementation problems arise 出现实施的困难
Ch.7-15
Management Issues & Strategy Implementation 管理问题及战略实施
Altering Existing Organizational Structure 改变现存的 组织结构
Function 功能 Divisional 分部,分公司 SBU Structure 战略业务单元结构 Matrix Structure 矩阵式组织结构
Ch.7-8
Management Issues 管理问题
Important Implementation Concerns 实施中主要的问题 Managers & employees often motivated by selfinterests rather than organizational interests 经理和员工更多的是为个人利益而非公司利益所 驱动 Need to involve all divisional and functional managers in strategy formulation 战略的制定需要所有分部和职能部门经理的参与