企业战略的管理

Strategies in Action,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Ch.7-,*,单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,*,单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,*,企业战略的管理,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,2,Comprehensive Strategic Management Model,综合战略管理模型,Vision,&,Mission,Statements,制定愿景和使命陈述,Chapter 2,第二章,External,Audit,外部分析,Chapter 3,第三章,Internal,Audit,内部分析,Chapter 4,第四章,Long Term,Objectives,建立长期目标,Chapter 5,第五章,Generate,Evaluate,Select,Strategies,制定，评价,及选择战略,Chapter 6,第六章,Implement,Strategies:,Marketing,Fin/Acct,R&D, CIS,战略的实施：,营销，财务/会计，,研发，计算机信息系统,Chapter 8,第八章,Measure &,Evaluate,Performance,衡量及评价业绩,Chapter 9,第九章,Implement,Strategies:,Management,Issues,战略的实施的,管理问题,Chapter 7,第七章,3,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,4,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,5,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,6,Management Issues,管理问题,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,7,Management Issues,管理问题,Strategy Implementation,战略实施,Strategy Formulation,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,8,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,9,Management Issues,管理问题,Important 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,10,Management Issues & Strategy Implementation,管理问题和战略实施,Establishing,Annual,Objectives,建立年度目标,Devising,Policies,制定政策,Allocating,Resources,分配资源,Altering,Existing,Organizational,Structure,改变现存,组织结构,Restructuring,&,Reengineering,重组及,流程再造,11,Exercise 2,练习2,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,12,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,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,Adapting,Production/,Operations,Processes,适应生产/运作,的过程,Developing,HR,Function,发展人力资源,的功能,If Necessary,Downsizing,是否需要,精减员工,13,Management Issues & Strategy Implementation,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,Establishing,Annual,Objectives,建立年度目标,14,Management Issues & Strategy Implementation,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,Devising,Policies,建立政策,15,Management Issues & Strategy Implementation,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,Allocating,Resources,资源配置,16,Management Issues & Strategy Implementation,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,Altering,Existing,Organizational,Structure,改变现存的,组织结构,17,Exercise 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,18,Management Issues & Strategy Implementation,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,19,Management Issues & Strategy Implementation,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,20,Management Issues & Strategy Implementation,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,Revising,Reward &,Incentive,Programs,修改奖酬及,激励机制,21,Management Issues & Strategy Implementation,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,Managing,Resistance,To,Change,克服变革的阻力,22,Management Issues & Strategy Implementation,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,Managing,the,Natural,Environment,保护自然环境,23,Management Issues & Strategy Implementation,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 a,Strategy-,Supportive,Culture,培育支持企业,战略的文化,24,Management Issues & Strategy Implementation,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/,Operations,Concerns,生产/运作,的问题,25,Management Issues & Strategy Implementation,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,Resources,Concerns,人力资源问题,26,Strategic Leadership,战略型领导风格,Attempts 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, 1998,27,Strategic Leadership,战略型领导风格,Transformational leadership Bennis & Nanus, 1985,变革型领导 ,Bennis & Nanus, 1985,90 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,28,Transactional Leadershiip,交易型领导风格,Contingent 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,29,Transformational Leadership,变革型领导风格,High 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,30,Problems with Transformational Leadership,变革型领导风格存在的问题,Dependent 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,31,Leadership for Sustainability,可持续发展型领导风格,Millenium Project (2000),新千年项目（2000）,15 global issues dominating the future,15,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,32,What Sustaining Leaders Do,可持续发展型领导的举措,Share 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 exle,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,33,Level Five Leadership,五级领导能力,The 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,）,34,Level Five Leadership,五段式领导风格,“,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,35,Leadership Hierarchy,领导能力层次,Level 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,36,Exercise 5,练习5,What 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,37,