企业战略管理7

Ch.7-1U51050 Strategic Management 战略管理Module 7:第七章第七章Implementing Strategies:Management Issues战略实施中的管理问题战略实施中的管理问题Professor Sharon MooreSGSMCh.7-2Vision&Mission Statements制定愿景和使命陈述制定愿景和使命陈述Chapter 2第二章ExternalAudit外部分析外部分析Chapter 3第三章InternalAudit内部分析内部分析Chapter 4第四章Long Term Objectives建立长期目标Chapter 5第五章第五章Generate,Evaluate,Select Strategies制定，评价制定，评价及选择战略及选择战略Chapter 6第六章第六章ImplementStrategies:Marketing,Fin/Acct,R&D,CIS战略的实施：战略的实施：营销，财务营销，财务/会计，会计，研发，计算机信息系统研发，计算机信息系统Chapter 8第八章Measure&EvaluatePerformance衡量及评价业绩Chapter 9第九章Implement Strategies:Management Issues战略的实施的战略的实施的管理问题管理问题Chapter 7第七章第七章Ch.7-3“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.7-4“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Ch.7-5Successful strategy formulation does NOT guaranteesuccessful strategy implementation!成功的战略制定并不不保证成功的战略实施Ch.7-6Strategy Implementationmore difficult to“do”something战略实施“做”起来更难Strategy Formulationeasier to say“going to do it”战略制定 说”将要去做“比较容易Ch.7-7Strategy Implementation 战略实施战略实施Strategy Formulation 战略制定战略制定Requires coordination among many persons 要对众多人进行协调Requires coordination among a few individuals 只需对几个人进行协调Requires motivation and leadership skills要求激励和领导才能Requires good intuitive and analytical skills要求好的直觉和分析技能Primarily an operational process主要是一个运作过程Primarily an intellectual process 主要是一个思维过程Focuses on efficiency注重效率Focuses on effectiveness注重效能Managing forces during the action在行动中管理运用力量Positioning forces before the action 在行动前部署力量Ch.7-8Transition 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.7-9Important Implementation Concerns实施中主要的问题Managers&employees often motivated by self-interests 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Ch.7-10Management Issues&Strategy Implementation管理问题和战略实施管理问题和战略实施EstablishingAnnualObjectives建立年度目标DevisingPolicies制定政策AllocatingResources分配资源AlteringExistingOrganizationalStructure改变现存组织结构Restructuring&Reengineering重组及流程再造Ch.7-11Is 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.7-12Management Issues&Strategy Implementation管理问题和战略实施管理问题和战略实施RevisingReward&IncentivePrograms修改奖酬及激励机制MinimizingResistancetoChange克服对变革的阻力Managing theNaturalEnvironment保护自然环境Developing aStrategySupportiveCulture培育支持企业战略的文化Adapting Production/OperationsProcesses适应生产/运作的过程DevelopingHRFunction发展人力资源的功能If NecessaryDownsizing是否需要精减员工Ch.7-13Management Issues&Strategy Implementation管理问题及战略实施管理问题及战略实施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EstablishingAnnualObjectives建立年度目标Ch.7-14Management Issues&Strategy Implementation管理问题及战略实施管理问题及战略实施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DevisingPolicies建立政策Ch.7-15Management Issues&Strategy Implementation管理问题及战略实施管理问题及战略实施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AllocatingResources资源配置Ch.7-16Management Issues&Strategy Implementation管理问题及战略实施管理问题及战略实施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AlteringExistingOrganizationalStructure改变现存的组织结构Ch.7-17As 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Ch.7-18Management Issues&Strategy Implementation管理问题及战略实施管理问题及战略实施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Restructuring重组Ch.7-19Management Issues&Strategy Implementation管理问题及战略实施管理问题及战略实施Employee/customer well-being员工和顾客的福利Redesign work工作的重新设计Redesign jobs工种的重新设计Redesign processes流程的重新设计Improvement in:改善：Costs 成本Quality 质量Service 服务Speed 速度Reengineering流程再造Ch.7-20Management Issues&Strategy Implementation管理问题及战略实施管理问题及战略实施Pay-for-performance plans业绩与奖酬挂钩计划Flexibility in compensation systems is necessary如果需要，则运用灵活的薪酬系统Dual bonus system双奖金系统Annual objectives 年度目标Long-term objectives长期目标Profit Sharing利润分享RevisingReward&IncentivePrograms修改奖酬及激励机制Ch.7-21Management Issues&Strategy Implementation管理问题及战略实施管理问题及战略实施Raises anxiety/fear增加焦虑/恐惧Force change strategy强制方式的变革战略Educative change strategy教育方式的变革战略Rational or self-interest change strategy理性或自利变革战略Most desirable 更为理想ManagingResistanceToChange克服变革的阻力Ch.7-22Management Issues&Strategy Implementation管理问题及战略实施管理问题及战略实施Customer&employee sensitivity to environment顾客及员工对环境的敏感度Legal requirements法律要求Earth has become a stakeholder for all firms地球已成为所有的公司的一个利益相关者Preserve and conserve natural resources自然资源的保存和保持Emphasis on developing environmental perspective强调环境发展的前景ManagingtheNaturalEnvironment保护自然环境Ch.7-23Management Issues&Strategy Implementation管理问题及战略实施管理问题及战略实施Many methodologies to determine changes in a firms culture that could benefit strategy许多关于企业的文化的改变的方法论都可能对战略有利Weak linkages between strategic management and organizational culture can jeopardize performance and success战略管理和企业文化间如果缺少有力的联系将危及业绩和成功Creating aStrategy-SupportiveCulture培育支持企业战略的文化Ch.7-24Management Issues&Strategy Implementation管理问题及战略实施管理问题及战略实施Production processes typically constitute more than 70%of firms total assets生产流程一般占用超过70%的企业资源Decisions on:关于以下的决策：Plant size 工厂规模Inventory/inventory control存货/存货控制Quality control质量控制Cost control成本控制Technological innovation技术创新Production/OperationsConcerns生产/运作的问题Ch.7-25Management Issues&Strategy Implementation管理问题及战略实施管理问题及战略实施Assessing staffing needs and costs衡量员工配备的需求和成本Develop performance incentives建立激励机制Equity policies持股政策Child-care policies幼儿保育政策Work-life balance工作与家庭生活的协调Human ResourcesConcerns人力资源问题Ch.7-26Attempts to define Strategic Leadership conclusively have often proved futile.想要总结性地定义战略领导的尝试都是徒劳无果的。“The literature on strategic leadership is vast and bewildering”Yukl,1998“关于战略领导的书籍既浩瀚又混乱”-Yukl,1998Ch.7-27Transformational leadership Bennis&Nanus,1985,变革型领导 Bennis&Nanus,198590 exceptional leaders study 对90位优秀领导者的研究Identified four strategies 确认四种战略Creating the vision(focus)设立目标/愿景（重点）Communicating the vision 就愿景进行沟通Establishing trust accountability&reliability 建立信任 诚信及可靠性Creativity&self-management 创造力及自我管理Ch.7-28Contingent rewards(contracts)具有权变性质的奖酬（合同）Instrumental approach机械性的方法Management by exception以特例为基准的管理Laissez faire authoritarian 放任自由 独裁主义Ch.7-29High esteem and status高度的尊重和地位Strong emotional response in followers追随者感情强烈的回应Charismatic个人魅力Inspirational富于激励性Intellectual stimulation智力启发Individualised consideration个性化的考虑Appeals to higher values追求更高的价值Ch.7-30Dependent on individual personality of leader依赖领导者个人的性格Short-term business advantage eg.Lee Iacocca(Chrysler)短期商业优势，例如李艾柯卡（克莱斯勒汽车）Incompatible with global business development与全球商业发展不协调Not sustainable不能持续发展Ch.7-31Millenium Project(2000)新千年项目（2000）15 global issues dominating the future15项国际事务决定未来Number 1 is achieving sustainable development首要的就是获得可持续性发展Ch.7-32Share leadership around与人分享领导能力Act as strategists,coordinators&coaches担当战略家，协调者及教练的角色Lead by example以身作则Provide the environment&resources to develop organisational capability提供环境和资源以发展企业的能力Create context for workforce to cope with uncertainty创造条件使员工能应对不确定性Accept and reward diversity接受并鼓励多元化Challenge current practices,promote innovation&change-Dunphy,2003挑战现行惯例，鼓励创新与变化Ch.7-33The Question:What enables companies to sustain&improve on high performance?问题：企业如何能保持并改善优秀的表现？Factors:因素：First who,then what首先是谁，然后是什么Confront the brutal facts but never lose faith敢于对抗残酷的现实，但从不失去信心Know one big thing and stick to it确定一个大的目标并持之以恒Culture of self-discipline自律的文化Technology accelerators技术创新的促进派Never one dramatic change,gradual development of momentum-Collins 2001永不要急速的突变（一蹴而就），而应是循序渐进（Collins 2001）Ch.7-34“We were surprised,shocked really,to discover the type of leadership required for turning a good company into a great one.”我们很意外，或者应该说很震惊地发现，这种类型的领导能力能把一个好企业转变成一个优秀的企业。“Fanatically driven to produce results狂热地追求产生结果Compelling modesty,self-effacing,understated绝对谦虚，不出风头，不夸张（有节制力）Workmanlike diligence精益求精，勤奋耐劳Accept responsibility for mistakes愿为错误承担责任Attributes success to others and to good luck把成功归功于他人和运气Set up successors for even greater success为了更大的成功培养接班人Ch.7-35Level 5:Builds enduring greatness through a paradoxical blend of personal humility and professional will第五级：通过个人谦虚和专业意愿的奇妙结合建立长久的伟大Level 4:Effective leader-Commitment to&vigorous pursuit of a clear and compelling,stimulating higher performance standards 第四级：卓有成效的领导者-勇于承担并不懈追求更清晰更具挑战的目标，激发更高的行为准则Level 3:Competent manager-Organises people and resources towards effective&efficient pursuit of pre-determined objectives第三级：胜任的管理者 组织人力物力有效并迅速地向既定目标前进Level 2:Contributing team member第二级：有贡献的团队成员Level 1:Highly capable individual第一级：拥有高度能力的个人Ch.7-36What levels of leadership exist in your organisation?Who are these leader-managers and why do you rate them this way?在你所在的组织中存在哪些层次的领导能力？这些领导管理者是哪些人？你为什么这样把他们分成这样的等级？Share your insights with the class 与全班同学分享你的见解