罗宾斯管理学双语教学讲稿8

第2章管理的今昔(罗宾斯管理学-第8版讲义全集,英文版)

2–7
Major Approaches to Management
• Scientific Management • General Administrative Theory • Quantitative Management • Organizational Behavior • Systems Approach • Contingency Approach
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2–9
Scientific Management (cont’d)
• Frank and Lillian Gilbreth
➢ Focused on increasing worker productivity through the reduction of wasted motion
studying management
oCurrent Issues and Trends
• Explain why we need to look at the current trends and issues facing managers.
• Define workforce diversity, entrepreneurship, e-business, learning organization, knowledge management, and quality management.
2–2
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.

罗宾斯管理学原版讲义精选文档

8th edition Steven P. Robbins
Mary Coulter
Copyright ? 2005 Prentice Hall, Inc. All rights reserved.
LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter.
Why Look at Individual Behavior?
? Describe the focus and the goals of organizational behavior.
? Explain why the concept of an organization as an iceberg is important to understanding organizational behavior.
?Individual behavior
? Attitudes, personality, perception, learning, and motivation
?Group behavior
? Norms, roles, team building, leadership, and conflict
? Discuss how managers can shape behavior.
14–4
Understanding Individual Behavior
? Organizational Behavior (OB)
?The actions of people at work
? Dual Focus of OB
Learning
? Explain how operant conditioning helps managers understand, predict, and influence behavior.

罗宾斯管理学第十四版——课件_ppt_08

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Strategic and Operational Plans
• Strategic plans: plans that apply to the entire organization and establish the organization’s overall goals
• Provides direction • Reduces uncertainty • Minimizes waste and redundancy • Establishes the goals and standards for controlling
Copyright © 2018 Pearson Education, Ltd. All Rights Reserved
Copyright © 2018 Pearson Education, Ltd. All Rights Reserved
Exhibit 8-2 The Downside of Traditional Goal-Setting
Exhibit 8-2 illustrates what can happen as the goals make their way down from the top of the organization to lower levels.
• Operational plans: plans that encompass a particular operational area of the organization
Copyright © 2018 Pearson Education, Ltd. All Rights Reserved

管理学罗宾斯第11版08-PPT精品文档-PPT文档资料

– Provide direction and evaluation performance criteria
• Plans
– Documents that outline how goals are to be accomplished – Describe how resources are to be allocated and establish
8-8 ©2012 Pearson Education, Inc. publishing as Prentice Hall
Copyright © 2012 Pearson Education, Inc. Management, Eleventh Edition by Stephen P. Robbins & Mary CPouultberlishing as Prentice Hall
activity sche Pearson Education, Inc. Management, Eleventh Edition by Stephen P. Robbins & Mary CPouultberlishing as Prentice Hall
8-10 ©2012 Pearson Education, Inc. publishing as Prentice Hall
Types of Plans
• Long-Term Plans
– Time frames extending beyond three years.
• Short-Term Plans
8-7 ©2012 Pearson Education, Inc. publishing as Prentice Hall
Types of Goals

管理学,罗宾斯,9版,英文Robbinsfom90935页PPT

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1-1
Learning Outcomes (cont.)
• Describe perception and the factors that influence it.
• Discuss learning theories and their relevance in shaping behavior.
1-8
Understanding Attitudes
Copyright © 2015 Pearson Education, Inc.
1-9
9.3 Describe different personality theories.
Copyright © 2015 Pearson Education, Inc.
Copyright © 2015 Pearson Education, Inc.
1-16
Understanding Personality
1. Job-person compatibility 2. Understanding different approaches to
work 3. Being a better manager
• Job satisfaction • Job involvement • Organizational commitment • Employee engagement
Copyright © 2015 Pearson Education, Inc.
1-7
Attitudes and Consistency
Cognitive dissonance: Any incompatibility or inconsistency between attitudes or between behavior and attitudes.

罗宾斯管理学双语教学讲稿1

罗宾斯管理学双语教学讲稿1one1. INTRODUCTION.The concept of management and managers is introduced in this chapter. Five questions are addressed:A. Who are managers?B. What is management?C. What do managers do?D. What is an organization, and how is the concept of an organization changing?E. Why study management?2. WHO ARE MANAGERS?The changing nature of organizations and work has blurred the clear lines of distinction between managers and non-managerial employees. Many workers’ jobs now include managerial activities. Definitions used in the past no longer work.How do we define a manager? A manager is an organizational member who works with and through other people by coordinating their work activities in order to accomplish organizational goals. However, keep in mind that managers may have other work duties not related to integrating the work of others.Managers can be classified by their level in the organization, particularly for traditionally structured organizations (those shaped like a pyramid). (See Exhibit 1.1)First-line managers are the lowest level of management. They’re often called supervisors.Middle managers include all levels of management between the first-line level and the top level of the organization.Top managers include managers at or near the top of the organization who are responsible for making organization wide decisions and establishing the plans and goals that affect the entire organization.3. WHAT IS MANAGEMENT?Management refers to the process of coordinating and integrating work activitie s so that they’re completed efficiently and effectively with and through other people.The process refers to the ongoing functions or primary activities engaged in by managers.Coordinating others’ work activities is what distinguishes a manager’s job from a non-managerial one.Efficiency is getting the most output from the least amount of inputs, the goal of which is to minimize resource costs. (See Exhibit 1.2.)Effectiveness is completing activities so that organizational goals are attained; often descr ibed as “doing the right things.” (See Exhibit 1.2.)4. WHAT DO MANAGERS DO?No two managers’ jobs are alike. But management writers and researchers have developed some specific categorization schemes to describe what managers do. We’re going to look a t five categorization schemes: functions and processes, roles, skills, managing systems, and situational analysis.A. M anagement Functions and Processes. Henri Fayol, a French industrialist from the early part of the 1900s, proposed that managers perform five management functions: POCCC (plan, organize, command, coordinate, control).These functions still provide the basis around which popular management textbooks are organized, but the functions havebeen condensed to four. (See Exhibit 1.3.)a. Planning involves the process of defining goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate activities.b. Organizing is the process of determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made.c. Leading includes motivating subordinates, influencing individuals or teams as they work, selecting the most effective communication channel, or dealing in any way with employee behavior issues.d. Controlling is monitoring activities to ensure that they are being accomplished, comparing performance with previously set goals, and correcting any significant deviations.The reality of managing isn’t quite as simplistic as these des criptions imply. It’s more realistic to describe managers’ functions from the perspective of a process.The management process is the set of ongoing decisions and work activities in which managers engage as they plan,B. M anagement Roles. In the late 1960s, Henry Mintzberg conducted a precise study of managers at work. He concluded that managers perform 10 different, but highly interrelated roles.1. Management roles refer to specific categories of managerial behavior. (See Exhibit 1.4.)a. Interpersonal roles included figurehead, leadership, and liaison activities.b. Informational roles included monitoring, disseminating, and spokesperson activities.c. Decisional roles included those of entrepreneur, disturbance handler, resource allocator, and negotiator.2. Follow-up studies of Mintzberg’s role categories in different types of organizations and at different managerial levels within organizations have generally supported the notion that managers perform similar roles. However, the more traditional functions have not been invalidated. In fact, the functional approach still represents the most useful way of classifying the manager’s job.C. M anagement Skills. Managers need certain skills to perform the varied duties and activities associated with being a manager.1. Robert L. Katz found through his research in the early 1970s that managers need three essential skills or competencies. (See Exhibit 1.5.)a. Technical skills are skills that include knowledge of and proficiency in a certain specialized field.b. Human skills include the ability to work well with other people both individually and in a group.c. Conceptual skills include the ability to think and to conceptualize(形成概念) about abstract and complex situations, to see the organization as a whole, and to understand the relationships among the various subunits, and to visualize how the organization fits into its broader environment.2. There are 21 skill-building modules found at the back of the textbook. These skills reflect a broad cross section of the managerial activities that are important elements of the four management functions. (See Exhibit 1.6.)D.How the Manager’s Job is Changing. Significant changes both within and beyond the organization have had a measurable impact on management.1. Events of 9/11, corporate ethics scandals, global economicand political uncertainties, and technological advancements need to be discussed.2. While most managers will not have to manage under such terrible conditions such as 9/11, the fact is that how managers manage is changing.E. Two changes that appear to be having a significant impact on managers’ jobs:1. Importance of Customers to the Manager’s Job2. Importance of Innova tion to the Manager’s Job.5. WHAT IS AN ORGANIZATION?Organizations need managers. An organization is a deliberate arrangementof people to accomplish some specific purpose.A. O rganizations share three common characteristics: (1) each has a distinct purpose; (2) each is composed of people; and (3) each develops some deliberate structure so members can do their work. (See Exhibit 1.9.)Although these three characteristics are important to defining what an organization is, the concept of an organization is changing. Exhibit 1.10 lists someof the important differences between the traditional organization and the new organization. Some of these differences include: flexible work arrangements, employee work teams, open communication systems and supplier alliances. Organizations are becoming more open, flexible, and responsive to changes. Organizations are changing because the world around them has changed and is continuing to change. These societal, economic, global, and technological changes have created an environment in which successful organizations must embrace new ways of getting their work done.6. WHY STUDY MANAGEMENT?Management is important in our society today. The importance of studying management can be explained by looking at the universality of management, the reality of work, and the rewards and challenges or being a manager.A. The Universality of Management—the certainty that management isneeded in all types and sizes of organizations, at all organizational levels, and in all organizational work areas, regardless of where they’re located.1.We interact with organizations every day of our lives. Everyproduct we use and every action we take is provided or affectedby organizations. These organizations require managers.Organizations that are well managed develop a loyal customerbase, grow, and prosper.2.By studying management, students will be able to recognize goodmanagement and encourage it, as well as to recognize poor management and work to get it corrected.B. The Reality of Work—after graduating, you will either manage orbe managed. A course in management provides insights into theway your boss behaves and the internal working of organizations.You don’t have to aspire to be a manager to gain somethingvaluable from a course in management.C. Rewards and Challenges of Being a Manager (see Exhibit1.12).1. Challengesa. Managers may find it difficult to effectively blendthe knowledge, skills, ambitions, and experiences ofa diverse group of employees.b. A manager’s success typically is dependent onothers’ work performance.2. Rewardsa. Managers get to create a work environment inwhich organizational members can do their work tothe best of their ability and help the organizationachieve its goals.b. Receiving recognition and status in the organizationin the organization and the community, playing arole in influencing organizational outcomes, andreceiving appropriate compensation.c. Satisfaction from knowing that efforts, skills, andabilities are needed by the organization.1. Is your college instructor a manager? Discuss in terms managerial functions,managerial roles, and skills.A college instructor would generally not fall within the definition of a managerwhen utilizing managerial functions. This is predominantly due to the relationship between instructors and students. Students are not employees but, more appropriately, clients. In fact, in some cases, an instructor may have little say about the course content or how it is to be taught. In these instances, the instructor clearly makes few decisions. Regardless, collegeinstructors, in their position as teacher (in contrast to a position such as department head) are not managers.In terms of managerial roles, college instructors are perhaps involved in some ways in the interpersonal, informational, and decisional roles. For example,a college instructor could be seen as a liaison (interpersonal role), a monitor anddisseminator (both informational roles), and a disturbance handler and negotiator (both decisional roles).Looking at managerial skills, college instructors obviously need a lot of technical skills—in this case, knowledge about the latest research and conceptual developments in a particular discipline. They also need significant human skills as they deal with their students. To a limited extent, the instructor might need to utilize conceptual skills as courses are planned or as departmental curriculums are debated.2.“The manager’s most basic responsibility is to focus people toward performanceof work activities to achieve desired outcomes.” What’s your interpretatio n of this statement? Do you agree with this statement? Why or why not?The statement means that a manager’s job or responsibility is to coordinate and/or focus subordinates’ energies toward performance outcomes that will result in the achievement of organizational goals. By definition, management is the process of coordinating and integrating work activities so that they’re completed efficiently and effectively with and through other people. Therefore, yes, most managers and management scholars would agree with this statement.Coordinating others’ work activities is what distinguishes amanager’s job froma non-managerial one.3. Why do you think skills of job candidates have become so important toemployers? What are the implications for (a) managers, in general, and (b) you, personally?Skills of job candidates have become important to employers because of today’s demanding and dynamic workplace. Employees need to be willing to constantly upgrade their skills and take on extra work outside their own specific job area.The implication for managers of the increasing importance of employee skills is that the job of integrating and coordinating the work of others becomes more challenging. However, it also means that the people a manager manages may have more skills and can be more involved in designing ways to do their jobs effectively and efficiently. A final implication is that organizations will need to provide continual skills training to their employees so they can keep their skills upgraded.The personal implications that students cite are likely to vary. This would be a good time to introduce the skill-building modules that are found at the end of the textbook.4. Is there one best “style” of management? Why or why not?No, there’s probably not one single “best” style of management. Organizational situations vary and what works best in one organization may not necessarily work best in another. Point out to students that they’re going to see a variety of ma nagerial “styles” illustrated throughout the textbook in different boxes, examples, and cases. Each individual tends to develop his or her own preferred “style” of managing.5.What characteristics of new organizations appeal to you? Why? Which do not?Why?Exhibit1.10lists some of the important differences between the traditional organization and the new organization. Some of these differences include: flexible work arrangements, employee work teams, open communication systems and supplier alliances. Organizations are becoming more open, flexible, and responsive to changes. Students should reflect on these new elements and defend their selections.6. In today’s environment, which is more important to organizations—efficiency or effectiveness? Explain your choice.Both are integral to effective management. Management refers to the process of coordinating and integrating work activities so that they’re completed efficiently and effectively with and through other people.Efficiency is getting the most output from the least amount of inputs, the goal of which is to minimize resource costs. (See Exhibit 1.2.). Effectiveness is completing activities so that organizational goals are attained; often described as “doing the right things.”(See Exhibit1.2.)7.Can you th ink of situ ations where management doesn’t matter to organizations?Explain.No. The principle of the universality of management—the certainty that management is needed in all types and sizes of organizations, at all organizational levels, and in all orga nizational work areas, regardless of where they’re located—applies here.This exercise asks students, in small groups, to develop a list of characteristics that make individuals good managers. Then for each characteristic, the students are to identify which management function it falls under.Before the in-class group activity, have each student identify three managers they have worked with (this could be a current or previous boss, a family member they have watched closely, or even themselves in managerial roles). Then for each of the three managers, have the student identify a minimum of three characteristics that made the individual a good manager and at least one characteristic that needed changing. Then have the students identify the management function each good characteristic and each “bad” characteristic falls under. Have the students bring these lists to class to work with in a group.In the group setting, have the students compile a comprehensive list of “good” manager characteristics and a list of “bad” m anager characteristics. Also, have them identify the management function of each characteristic.When all of the group-compiled lists are completed, have the students make a prediction on what management function will be identified the most often and which function will be identified the least. Finally, going around the room, share group results, and see if management function predictions were correct.1. Keeping professionals excited about work that can be routine and standardized is a major challenge for Siegel. How could he use technical, human, and conceptualskills to maintain an environment that encourages innovation and professionalism in his CPA firm?Technical skills are skills that include knowledge of and proficiency in a certain specialized field. Accountants have thisskill set and Siegel would expect competence in his staff. Human skills that he employs demonstrate his commitment to open communication, innovation and creativity. The structure of the organization demonstrates the application of conceptual skills by designing an office that encourages communication and team skills while focusing on the mission of the firm to delight the customer. The office is arranged in a nomadic fashion without proprietary desks or other office equipment. This arrangement encourages staff to work together and to develop a team approach to attaining the firm’s goals as expressed in the mission.2.What management roles would Steven be playing as he (a) made a presentationto potential clients, (b) assessed the feasibility of adding a new consulting service, (c) kept employees focused on the company’s commitments to customers?The basic managerial roles are broadly classified as interpersonal, informational, and decisional. Making a presentation to a client would exemplify the informational managerial role that includes the role of spokesperson and disseminator of information. In terms of assessing the feasibility of adding a new consulting service, Steven would be engaged in decisional roles that revolve around making choices. Here he would be acting as perhaps entrepreneur and resource allocator. Keeping employees focused on the company’s commitments to customers would involve interpersonal roles where Steven would be acting as figurehead, leader and liaison.3. What can you tell about LLG’s emphasis on customer service and innovation?In what ways does the organization support its employees inservicing customers and in being innovative?It is clear that LLG is focused primarily on the customer. The mission of the firm, and the symbols used in the office (e.g. the giant wall-mounted abacus and the “Welcome Wall”) exemplify the firm’s commitment. There pledge to “delight” the customer, and to respond to customer’s within 24 hours demonstrates this commitment. Within the office, there are no telltale signs of what most people consider boring, dull CPA work. Everywhere you look in the company’s office you see versatility, comfort, and eccentricity. The open office design promotes opportunities for professionals to gather.4. Would LLG’s approach work for all CPA firms? Why or why not? What couldother managers learn from Steven Siegel?Each manager develops his or her own style. Not all CPA firms would necessarily benefit from LLG’s approach. This may depend on the type of customers, management, organizational design, and other factors. Other managers could learn the value and benefit of innovation and a strong emphasis on people as a key to organizational success.。

罗宾斯管理学英文版课件

Historical Background of Management --early examples of management --Adam Smith --industrial revolution
Division of Labor ( Job Specialization)
The breakdown of jobs into narrow and repetitive tasks.

criticism

Long on intellectual appeal and catchy terminology and short on verifiable facts and practical advice
Contingency Perspective
A management approach that says that organizations are different, face different situations (contingencies), and require different ways of managing.
Employees are social beings. Besides formal groups, there exist informal groups in organizations. Management can increase

the morale of employees by increasing their satisfaction in order to improve productivity.
bureaucracy
A form of organization characterized by division of labor, a clearly defined hierarchy, detailed rules and regulations, and impersonal relationships.

管理学,罗宾斯,9版,英文Robbinsfom908-精品文档31页

1. Uncertainty 2. Habit 3. Concern over
personal loss 4. Belief change is not
in organization’s best interests
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1-14
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8-5
Internal Factors
• Strategy • Composition of workforce • Employee attitudes
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8-24
Innovation Process
1. Perception 2. Incubation 3. Inspiration 4. Innovation
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8-25
Encouraging Innovation
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Copyright © 2015 Pearson Education, Inc.
8-8
Calm Waters Change
Copyright © 2015 Pearson Education, Inc.
8-9
White-Water Rapids Change
Leading a company in change, in an industry in change.
8-26
Structural Variables and Innovation

罗宾斯《管理学》英文原版讲义全集StuRC8eCh

• Explain the universality of management concept. • Discuss why an understanding of management is
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.

罗宾斯管理学英文版课件

manager
Someone who coordinates and oversees the work of other people so that organization goals can be accomplished.
Top Managers Middle Managers First-Line Managers
Effectiveness
Completing activities so that organizational goals are attained; referred to as “doing the right things.”
efficiency (means)
effectiveness (ends)
Management
Coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively.
Efficiency Getting the most output from the least amount of inputs; referred to as “doing things right.”
organization A deliberate arrangement of people to accomplish some specific purpose.
Distinct Purpose
Deliberate Structure People
Characteristics of Organizations
controlling

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.

罗宾斯《管理学》英文StuRC8eCh12

• Job Specification
➢ A written statement of the minimum qualifications that a person must possess to perform a given job successfully.
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• Human Resource (HR) Planning
➢ The process by which managers ensure that they have the right number and kinds of people in the right places, and at the right times, who are capable of effectively and efficiently performing their tasks.
• Adds value to the firm
➢ High performance work practices lead to both high individual and high organizational performance
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
Current Issues in Human Resource Management
• Explain how managers can manage downsizing. • Discuss how managers can manage workforce diversity. • Tell what sexual harassment is and what managers need

罗宾斯《管理学》原版讲义PPT精选文档

• Organizational Citizenship Behavior (OCB)
➢ Discretionary behavior that is not a part of an employee’s formal job requirements, but which promotes the effective functioning of the organization.
8th edition Steven P. Robbins
Mary Coulter
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter.
14–3
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.
Perception
• Explain how an understanding of perception can help managers better understand individual behavior.
• Discuss how managers can shape behavior.
14–4
Understanding Individual Behavior
• Organizational Behavior (OB)
➢ The actions of people at work

【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)

• Describe strategies applying e-business techniques. • Explain what strategies organization might use to become
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

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.。

罗宾斯管理学PPT(英文9版)Management-8

1. Genentech 2. Wegman’s Food Markets 3. Valero Energy 4. Griffin Hospital 5. W. L. Gore & Associates
Sources: “America’s Most Admired Companies,” Fortune, February 22, 2006, p. 65; “The 100 Best Companies to Work For,” Fortune, January 11, 2006, p. 89; R. Alsop, “Ranking Corporate Reputations,” Wall Street Journal, December 6, 2005, p. B1; and “The 100 Top Brands,” BusinessWeek, August 1, 2005, p. 90.
ninth edition
STEPHEN P. ROBBINS
MARY COULTER
Strategic Management
© 2007 Prentice Hall, Inc. All rights reserved.
PowerPoint Presentation by Charlie Cook The University of West Alabama
LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter.
The Importance of Strategic Management
• Define strategic management, strategy, and business model. • Explain why strategic management is important.

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