战略管理罗宾斯管理学第版讲义全集英文版
Mgmt-罗宾斯教材 《管理学》(双语)-Course intro
Read exdendedly after class
Mid-term assessment : Presentation – Enterprise introduction
Group work, present a all around introduction of one company of your choice
Eleventh edition
STEPHEN P. ROBBINS
MARY COULTER
Course Introduction
© 2007 Prentice Hall, Inc. All rights reserved.
PowerPoint Presentation by Charlie Cook The University of West Alabama
Other reading materials:
1. 周三多，陈传明，鲁明泓,管理学-原理与方法（第五版）, 复 旦大学出版社，2011
4
Teaching method
• Lecture (Bilingual)
PPT
• Interaction
Ask Ask Ask
5
Assessment method
Why do we study this course?
• Your expectation
© 2007 Prentice Hall, Inc. All rights reserved.
Course purpose
The foundation of Management
战略管理英文版最新版教学课件第8章
LO 8-4 Identify and evaluate benefits and risks of vertical integration. LO 8-5 Describe and examine alternatives to vertical integration. LO 8-6 Describe and evaluate different types of corporate diversification. LO 8-7 Apply the core competence – market matrix to derive different
• Economies of scope
➢ Savings that come from producing more outputs or providing different services at less cost
❖ Ex: Amazon range of products & services
➢ Explains and predicts the scope of the firm ➢ "Market vs. firms" have differential costs
• Transaction costs
➢ Costs associated with economic exchanges
➢ Competitive bidding process ➢ Less than one-year term ➢ Lower prices cost advantages
罗宾斯管理学复习英文PPT课件
What Do Managers Do? (cont.)
• Management Roles
• specific categories of managerial behavior
• Interpersonal - involve people and
duties that are ceremonial and symbolic in nature
• published principles of management
• fundamental, teachable rules of management
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EXHIBIT 2.4: WEBER’S IDEAL BUREAUCRACY
Born 1856; died 1915
Known as ‘father of scientific management’
In 1881, as chief engineer for Midvale Steel, studied how tasks were done
Began first time & motion studies
© Prentice Hall, 2002
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第1页/共101页
Organizational Levels
Top Managers
Middle Managers
First-line Managers
Non-managerial Employees
© Prentice Hall, 2002
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第2页/共101页
• Informational - receiving, collecting,
战略管理英文版最新版教学ppt课件第1章
Part 1 Strategy Analysis 1-2
LO 1-1 Define competitive advantage, sustainable competitive advantage, competitive disadvantage, and competitive parity.
LO 1-7 Critically evaluate the role that different stakeholders play in the firm’s quest for competitive advantage.
1-8
EXHIBIT 1.1 Industry, Firm, and Other Effects Explaining Superior Firm Performance
❖ Yahoo buys Overture for its own search product
• Microsoft launches its own search in 2009
➢ Bing now partnered with Yahoo
1-4
Microsoft and Google – Online Search
• What’s happening in our chapter opener?
➢ Why might Microsoft have acted the way it did?
➢ If they had not killed Keywords, would Microsoft have beat Google to search and linked ads?
战略管理(第13版)英文版PPT david_sm13_ppt_03
Ch 3 -11
Economic Forces
GDP Trends in the dollar’s value Unemployment rates
Copyright 2005 Prentice Hall Publishing as Prentice Hall
Ch 3 -12
Copyright 2005 Prentice Hall Publishing as Prentice Hall
Ch 3 -14
Social, Cultural, Demographic, and Natural Environmental Forces
Copyright 2005 Prentice Hall Publishing as Prentice Hall
Ch 3 -9
Industrial Organization (I/O) View
Industry factors are more important than internal factors
Chapter 3
The External Assessment
Strategic Management: Concepts & Cases 13th Edition Fred David
Copyright 2005 Prentice Hall Publishing as Prentice Hall
Copyright 2005 Prentice Hall Publishing as Prentice Hall
Ch 3 -8
Performing External Audit
External Factors
Long-term Orientation
（完整版）罗宾斯《管理学》内容概要,中英文对照
（完整版）罗宾斯《管理学》内容概要,中英文对照罗宾斯《管理学》内容概要第一篇导论1章管理者和管理1、组织组织(organization)的定义：对完成特定使命的人们的系统性安排组织的层次：操作者(operatives)和管理者(基层、中层、高层)2、管理者和管理管理者(managers)的定义：指挥别人活动的人管理(management)的定义：同别人一起或者通过别人使活动完成得更有效的过程。
管理追求效率(efficiency)和效果(effectiveness)管理职能(management functions)：计划(planning)、组织(organizing)、领导(leading)、控制(controlling)管理者角色(management roles)：人际关系角色(interpersonal roles)、信息角色(information roles)、决策角色(decision roles) 成功的管理者和有效的管理者并不等同，在活动时间上，有效的管理者花费了大量的时间用于沟通，而网络联系（社交等）占据了成功的管理者很大部分时间。
管理者在不同的组织中进行着不同的工作。
组织的国别、组织的类型、组织的规模以及管理者在组织中的不同层次决定了管理者的角色扮演、工作内容以及职能和作用。
2章管理的演进1、20世纪以前的管理：亚当·斯密的劳动分工理论(division of labor)产业革命(industrial revolution)2、多样化时期（20世纪）：科学管理(scientific management)：弗雷德里克·泰勒一般行政管理理论(general administrative theory)：亨利·法约尔(principles of management)、马克斯·韦伯(bureaucracy) 人力资源方法(human resources approach)：权威的接受观点(acceptance view of authority)，霍桑研究，人际关系运动(卡内基、马斯洛)，行为科学理论家(behavioral science theorists) 定量方法(quantitative approach)3、近年来的趋势（20世纪后期）：趋向一体化过程方法(process approach)系统方法(systems approach)：封闭系统和开放系统(closed systems)权变方法(contingency approach)：一般性的权变变量包括组织规模、任务技术的例常性、环境的不确定性、个人差异4、当前的趋势和问题（21世纪）：变化中的管理实践全球化(globalization)工作人员多样化(work force diversity)道德(morality)激励创新(innovations)和变革(changes)全面质量管理(total quality management, TQM)：由顾客需要和期望驱动的管理哲学授权(delegation)工作人员的两极化(bi-modal work force)3章组织文化与环境：管理的约束力量1、组织组织文化(organizational culture)被用来指共有的价值体系。
战略管理英文版最新版教学课件第12章
❖ With $45 million severance package
12-4
HP’s CEO Mark Hurd Resigns amid Ethics Scandal
• What are the key issues in the opening case? • Was the board of directors decision right or
➢ Accounting scandals: Enron, WorldCom, Tyco… ➢ Global financial crisis: real estate bubble burst
• Lessons
➢ Managerial actions affect economy
❖ Ethical business produces wealth but unethical practices destroy it
and ethics.
LO 12-6 Describe the different roles that strategic leaders play and
12-16
Corporate Social Responsibility
• Milton Friedman circa 1962:
➢ “the only social responsibility of business is … to increase profits so long as it stays within the rules of the game”
12-9
Stakeholder Strategy
• Stakeholder theory
罗宾斯《管理学》原版讲义
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11
Organizational Culture
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2
LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter
The Organization’s Culture cont’d
❖ Values; symbols; rituals; myths; and practices
➢ Implications:
❖ Culture is a perception ❖ Culture is shared ❖ Culture is descriptive
Copyright © 2005 Prentice Hall; Inc All rights reserved
➢ The ability of managers to affect outes is influenced and constrained by external factors
❖ The economy; customers; governmental policies; petitors; industry conditions; technology; and the actions of previous managers
管理学(斯蒂芬 罗宾斯 第九版)英文课件(第二章)
– Industrial Revolution • substitution of machine power for human power • large organizations required formal management
– Describe the contributions of the general administrative theorists一般行政管理
– Summarize the quantitative approach定量方法 to management
– Describe the contributions of the early organizational behavior组织行为 advocates
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2-13
EARLY ADVOCATES OF OB
© Prentice Hall, 2002ehavior (cont.)
Hawthorne Studies
– started in 1924 at Western Electric Company
– use of scientific methods to define the “one best way” for a job to be done
– perspective of improving the productivity and efficiency of manual workers
[专业课]罗宾斯管理学英文版15章ppt课件
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15–4
Stages in Group Development
• Forming
➢ Members join and begin the process of defining the group’s purpose, structure, and leadership.
• Storming
➢ Intragroup conflict occurs as individuals resist control by the group and disagree over leadership.
resources ➢ Employee selection criteria ➢ Performance management
〔appraisal〕 system ➢ Organizational culture ➢ General physical layout
• Internal Group Variables
• Conformity
➢ Individuals conform in order to be accepted by groups. ➢ Group pressures can have an effect on an individual
member’s judgment and attitudes. ➢ The effect of conformity is not as strong as it once
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
15–3
Understanding Groups
• Group
➢ Two or more interacting and interdependent individuals who come together to achieve particular goals.
罗宾斯管理学英文版07章
Copyright 2005 Prentice Hall, Inc. All rights reserved.
7–6
Planning and Performance
The Relationship Between Planning And Performance
Formal planning is associated with:
7–8
Types of Goals
Financial Goals
Are related to the expected internal financial performance of the organization.
Strategic Goals
Are related to the performance of the firm relative to factors in its external environment (e.g., competitors).
Explain the criticisms of planning and whether or not they’re valid. Describe how managers can effectively plan in today’s dynamic environment.
Copyright 2005 Prentice Hall, Inc. All rights reserved.
Copyright 2005 Prentice Hall, Inc. All rights reserved. 7–7
How Do Managers Plan?
Elements of Planning
Goals (also Objectives)
罗宾斯《管理学》原版讲义03
v Vision and mission
Ø Past practices of the organization
v The way things have been done
Ø The behavior of top management
• Continuation of the Organizational Culture
culture. • Discuss the actions managers can take to make their
cultures more customer-responsive. • Define workplace spirituality.
罗宾斯《管理学》原版讲义03
L E A R N I N G O U T L I N E (cont’d)
• Discuss the impact of a strong culture on organizations and managers.
• Explain the source of an organization’s culture. • Describe how an organization’s culture continues. • Explain how culture is transmitted to employees. • Describe how culture affects managers. • Describe how managers can create a culture that
Ø Managers symbolize control and influence through their action
罗宾斯《管理学》英文原版讲义全集StuRC8eCh
important even if you don’t plan to be a manager. • Describe the rewards and challenges of being a manager.
• Explain how communication can flow in an organization. • Describe the three common communication networks. • Discuss how managers should handle the grapevine.
h
11–5
What Is Communication?
• Communication
➢ The transfer and understanding of meaning.
❖ Transfer means the message was received in a form that can be interpreted by the receiver.
communication and how to overcome them.
h
11–2
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.
Organizational Communication
❖ Understanding the message is not the same as the receiver agreeing with the message.
战略管理(第八版)Chapter-1(中英)PPT课件
21st Century Competitive Landscape (Cont’d)
Hypercompetition – extremely intense rivalry among competing firms, characterized by Escalating & increasingly aggressive competitive moves Assumptions of market stability replaced with notion of instability and change
.
组织结构与控制
战略领导力 战略型企业家
战略竞争力
超额利润
12
战略管理：
安索夫 1976年 《从战略规划到战略管理》中最 早提出
最早的定义：战略管理是将企业的日常业务决策 同长期计划决策相结合而形成的一系列经营管理 业务。
实际上，战略管理的关键词不是战略也不是管理， 而是动态的管理。
定义：企业确定其使命，根据组织外部环境和内 部条件设定企业的战略目标，为保证目标的正确 落实和实现进行谋划，并依靠企业内部能力将这 种谋划和决策付诸实施，以及在实施过程中进行 控制的一个动态管理过程。
执行的重要决策，采取的途径和行动以及为实 现目标对企业主要资源分配的一种模式。
.
6
在这其中，明茨伯格认为战略形式分为自发产 生的战略，已设计的战略，实现的战略等。
已设计的战略
准备实施的战略
没有实现的战略
自发形成的战略
.
7
4、战略是一种定位（position）
2011-罗宾斯-管理学-11版-英文PPT-09
Step 6: Evaluating results
Analyzing financial and physical assets is fairly easy, but assessing intangible assets (employee skills, culture, corporate reputation, etc.) isn’t as simple.
Functional strategy - the strategies used by an organization’s various functional departments to support the competitive strategy.
Threat of New Entrants
Core competencies - the organization’s major value-creating capabilities that determine its competitive weapons.
Step 4: Formulating strategies
Develop and evaluate strategic alternatives.
Strategic management - what managers do to develop the organization’s strategies.
战略管理(罗宾斯管理学第版讲义全集-英文版)资料
• 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.
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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.
【战略管理】第8章战略管理(罗宾斯管理学-第8版讲义全集,英文版)
more customer oriented. • Describe innovation strategies organizations might use.
Follow this Learning Outline as you read and 源自tudy this chapter.
The Importance of Strategic Management
• Define strategic management.
• Explain why strategic management is important.
8th edition Steven P. Robbins
Mary Coulter
PowerPoint Presentation by Charlie Cook Copyright © 2005 Prentice Hall, Inc. All rights reserved.
LEARNING OUTLINE
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
implementation, and evaluation.
Types of Organizational Strategies
• Tell what strategies each level of management is typically responsible for.
• Describe the three major types of corporate strategies. • Explain the three growth strategies. • Discuss when organizations might pursue a stability
战略管理英文版最新版教学课件第4章
• Some product brands are so well established that the entire category of products (incl. competitors) may be called by the brand name ➢ In your small group, develop two or three examples of this happening in the marketplace.
❖ Best Buy also having problems with this recently
4-5
INTERNAL ANALYSIS: Inside the Firm
• Comparing two firms in same industry: Internal focus
➢ Core Competencies
LO 4-5 Identify competitive advantage as residing in a network of firm activities.
LO 4-6 Outline how dynamic capabilities can help a firm sustain competitive advantage.
➢ Does such brand valuation give the leading brand a competitive advantage?
➢ Does it produce confusion in the market for all products or services in that category?
罗宾斯管理学双语教学讲稿8
EightStrategic Management1. INTRODUCTION.Effective managers recognize the role that strategic management plays in their organization’s performance. An underlying theme of this chapter is that good strategies can lead to high organizational performance.2. THE IMPORTANCE OF STRATEGIC MANAGEMENT.The role that the environment plays has influenced managers in developing a systematic means of analyzing the environment, assessing their organization’s strengths and weaknesses, identifying opportunities that would give the organization a competitive advantage, and incorporating these findings into their planning. The value of thinking strategically has an important impact on organization performance.A. What is strategic management?1. Strategic management is that set of managerial decisions andactions that determines the long-run performance of anorganization.2. It entails all of the basic management functions—planning,organizing, leading, and controlling.B. Why is Strategic Management Important?1. One reason strategic management is important is because it canmake a difference in how well an organization performs.2. Another reason has to do with the fact that organizations of alltypes and sizes face continually changing situations.3. Strategic management is also important because of the nature oforganizations. They are composed of diverse divisions, units,functions and work activities that need to be coordinated.4. Strategic management is also important because it’sinvolved in many of the decisions that managers make.3. THE STRATEGIC MANAGEMENT PROCESS.The strategic management process is s six-step process that encompasses strategic planning, implementation, and evaluation. (See Exhibit 8.1)A. Step 1: Identifying the Organization’s Curre nt Mission, Objectives, andStrategies.1.Every organization needs a mission,which defines the purpose ofthe organization. What is the organization’s reason for being inbusiness? Exhibit 8.2 describes some common components found inorganizational mission statements.2. It’s also important to identify the organization’s currentobjectives and strategies, as well.B. Step 2: External Analysis.1. Managers in every organization need to do an external analysis.Factors such as competition, pending legislation, and laborsupply could have an impact.2. After analyzing the environment, managers need to assess whatthey have learned in terms of opportunities and threats.Opportunities are positive trends in external environmentalfactors; threats are negative trends.3. The same environment can present opportunities to oneorganization and pose threats to another in the same industrybecause of different resources and capabilities.C. Step 3: Internal Analysis.1. Should lead to a clear assessment of the organi zation’s resourcesand capabilities.2. Any activities the organization does well or any uniqueresources that it has are called strengths.3. Weaknesses are activities the organization does not do well orresources it needs but does not possess.If any of the organizational capabilities or resources areexceptional or unique, they’re called the organization’s corecompetencies.anizational culture is important in internal analysis. It canpromote or hinder an organization’s strategic actions.5. Combined external and internal analyses are called SWOTanalysis because it’s an analysis of the organizations’ strengths,weaknesses, opportunities and threats.D. Step 4: Formulating Strategies.1. After the SWOT, managers develop and evaluate strategicalternatives and select strategies that are appropriate.2. Strategies need to be established for corporate, business andfunctional levels.E. Step 5: Implementing Strategies.1. A strategy is only as good as it implementation.F.Step 6:Evaluating Results.1. How effective have the strategies been? Are adjustmentsnecessary?4. TYPES OF ORGANIZATIONAL STRATEGIES.There are three different and distinct levels of strategy: corporate, business, and functional. (See Exhibit 8.4)A. Corporate Level StrategyThe corporate-level strategy seeks to determine what businesses acorporation should be in or wants to be in.1.Three main corporate strategies:a.Growth: growth strategy seeks to increase theorganization’s business by expanding the number ofproducts offered or markets served.b.Stability. A stability strategy is characterized by anabsence of significant change.c.Renewal. Renewal strategies are deployed when theorganization is in trouble. Two such strategies areretrenchment strategy and turnaround strategy.1.Corporate Portfolio Analysis. Used when an organization’scorporate strategy involves a number of businesses.a.BCG Matrix helps to identify which businesses offer highpotential and which are a drain on organizational resources. B.Business-Level StrategySeeks to determine how an organization should compete in each of itsbusinesses.1.The Role of Competitive Advantage. Competitive advantage iswhat sets an organization apart, that is, its distinct edge. Thesecome from the firm’s core co mpetencies.2.Quality as a Competitive Advantage. If implemented properly,quality can be a way for an organization to create a sustainablecompetitive advantage.1. Sustaining Competitive Advantage. Enables the organization tokeep its edge despi te competitors’ actions or evolutionarychanges in the industry.4. Competitive strategies developed out of the work of MichaelPorter. His framework suggests that managers can choose fromamong three generic strategies. Porter’s major contribution hasbeen to carefully outline how managers can create and sustain acompetitive strategy in order to earn above-average profitability.a. Industry analysis is an important step in Porter’sframework. He says there are five competitive forces atwork in an industry. (See Exhibit 8.7).1) Threat of new entrants is determined by barriersto entry, which are factors that determine howeasy or hard it is for new competitors to enter anindustry.2) Bargaining power of buyers are factors thatdetermine the amount of influence that buyershave in an industry.3) Threat of substitutes is a factor that determineswhether or not customers will switch theirbusiness to a competitor.4) Bargaining power of suppliers are forces thatdetermine the power that suppliers have overfirms in the industry.5) Existing rivalry includes factors that determinehow intense the competitive rivalry will beamong firms currently in the industry.5. Porter then goes on to state that management must choose astrategy that will give it a competitive advantage over its rivals.There are three generic competitive strategies. Which onemanagers select depends on the organization’s strengths andcore competencies and its competitors’ weaknesses.a. A cost leadership strategy is the strategy anorganization follows when it wants to be the lowest-costproducer in the industry.b. The differentiation strategy is the strategy a firmfollows when it wants to be unique in its industry alongdimensions valued by buyers.c. The focus strategy is the strategy a company followswhen it pursues a cost or differentiation advantage in anarrow industry segment.6. Porter proposed that a firm could not successfully pursue acombination of these competitive strategies and used the termstuck in the middle to describe organizations that cannotcompete through cost leadership, differentiation, or focusstrategies.7. However, a growing number of research studies have shown thata dual emphasis on low costs and differentiation can result inhigh performance. This app roach isn’t easy to implement,however.C. Functional Level StrategyThe functional-level strategy seeks to determine how to support thebusiness-level strategy.B. New Directions in Organizational Strategies.1. Strategies for Applying e-Business Techniques. Using theInternet, companies have created knowledge bases thatemployees can tap into anytime, anywhere. E-Business as astrategy can develop a sustainable competitive advantage, beused as a differentiator, or act as a focuser.2. Customer Service Strategies. These strategies give customerswhat they want, communicate effectively with them, and provideemployees with customer service training.3. Innovation Strategies. Can focus on breakthrough products orthen can include the application of existing technology to newuses. An organization that is first to bring a product innovationto the market or to use a new process innovation is called a firstmover.1. Perform a SWOT analysis on a local business you think you know well. What, ifany, competitive advantage has this organization staked out?Answers to this question will vary. Depending on the number of “available”businesses to study, you might need to assign this question to teams of students.Encourage them to thoroughly cover each area of the SWOT. To save time and hassle, you might want to discuss with students ways to find information for doing a SWOT before sending them out to do this assignment.2. How might the processes of strategy formulation, implementation, andevaluation differ for (a) large businesses, (b) small businesses, (c) not-for-profit organizations, and (d) global businesses?Hopefully, students will recognize that the processes of strategy formulation, implementation, and evaluation won’t differ for these differe nt types of organizations, but the content of the processes will very likely differ.3.“The concept of competitive advantage is as important for not-for-profitorganizations as it is for for-profit organization.” Do you agree or disagree with this statement? Explain, using examples to make your case.Students should be able to recognize that although the not-for-profit organizations are not attempting to make a profit, they are attempting to be successful and remain productive, and that the correct strategy is what will allow this existence.4. Should ethical considerations be included in the analyses of an organization’sinternal and external environments? Why or why not?Ethical considerations should be included in every activity of an organization.Another question to pose to students is what would ethical considerations include?5. How could the Internet be helpful to managers as they follow the steps in thestrategic management process?The Internet allows the manager access to so much more information almost instantaneously about competitors, environmental factors, and customers. This information improves the manager’s ability to make sound strategic management decisions.6.Find examples of five different organizational mission statements. Using themission statements, describe what types of corporate-level and business-level strategies each organization might use to fulfill that mission statement. Explain your rationale for choosing each strategy.Students will select a wide range of companies and mission statements. This is an excellent opportunity for students to differentiate between corporate-level and business-level strategies. You may want to “assign” at least one firm that has several business units associated with it.。
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• Steps 2 and 3 combined are called a SWOT analysis. (Strengths, Weaknesses, Opportunities, and Threats)
implementation, and evaluation.
Types of Organizational Strategies
• Tell what strategies each level of management is typically responsible for.
• Describe the three major types of corporate strategies. • Explain the three growth strategies. • Discuss when organizations might pursue a stability
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.
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.
Copyright © 2005 Prentice Hall, Inc. All rights reserved. *
8–6
Why Strategic Management Is Important
1. It results in higher organizational performance.
The Strategic Management Process
• List six steps in the strategic management process.
• Explain why it’s important to know an organization’s mission.
• Describe what managers do when they do external and internal analyses.
❖ Focuses on identifying opportunities and threats
Copyright © 2005 Prentice Hall, Inc. All rights reserved. *
8–8
Strategic Managemyright © 2005 Prentice Hall, Inc. All rights reserved. *
8–10
Strategic Management Process (cont’d)
• Step 5: Implementing strategies
➢ Implementation: effectively fitting organizational structure and activities to the environment
• Corporate Strategies
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8–9
Strategic Management Process (cont’d)
• Step 4: Formulating strategies
➢ Develop and evaluate strategic alternatives ➢ Select appropriate strategies for all levels in the
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.
➢ The environment dictates the chosen strategy; effective strategy implementation requires an organizational structure matched to its requirements.
• Step 6: Evaluating Results
➢ Goals: the foundation for further planning
❖ Measurable performance targets
• Step 2: Conducting an external analysis
➢ The environmental scanning of specific and general environments
• Define strategic management.
• Explain why strategic management is important.
• Discuss what studies of the effectiveness of strategic management have shown.
Copyright © 2005 Prentice Hall, Inc. All rights reserved. *
LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter.
The Importance of Strategic Management
organization that provide relative advantage over competitors ➢ Match organizational strengths to environmental opportunities ➢ Correct weaknesses and guard against threats
4. It is very much involved in the managerial decision-making process.
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8–7
Strategic Management Process
2. It requires that managers examine and adapt to business environment changes.
3. It coordinates diverse organizational units, helping them focus on organizational goals.
• Step 3: Conducting an internal analysis
➢ Assessing organizational resources, capabilities, activities, and culture:
❖ Strengths (core competencies) create value for the customer and strengthen the competitive position of the firm.
• Explain the role of resources, capabilities, and core competencies in the internal analysis.
Copyright © 2005 Prentice Hall, Inc. All rights reserved. *
Copyright © 2005 Prentice Hall, Inc. All rights reserved. *
8–5
Strategic Management
• The set of managerial decisions and actions that determines the long-run performance of an organization.
➢ How effective have strategies been? ➢ What adjustments, if any, are necessary?
Copyright © 2005 Prentice Hall, Inc. All rights reserved. *
8–11
Organizational Strategies
level strategies. • Explain Porter’s five forces model. • Describe three generic competitive strategies. • Tell what it means to be stuck in the middle. • Define functional-level strategies.