战略管理公共管理学院城市管理系dhkz

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,2021/2/8,#,战略管理,Strategic Management,公共管理学院 城市管理系,第二讲 环境分析,一、环境分析的重要性,信息收集和分析是战略管理的重要因素，而,环境分析正好满足要求。,The importance of environmental analysis,A key,element,the type of environmental information,in this phase.,1、内外分析,Internal and external forces,positive or,negative impact.Examples:Rate of product innovation vs.,price discounting by a,competitor.,公共机构重组、合并,和私有化。,Government Reengineering.,2、努力和高效,Exhaustive and Productive,战略管理重视外部环境（由内到外）、长期目,标和组织的未来。,环境分析的重要性,趋势,或,事件,促进,或,阻碍,青蛙实验：,反应过激或,反应不足,变化-,目标冲突和多种力量的平衡。奶酪？,观念：,管制与控制，或开放与灵活,注意力：,内部或外部,一、内部分析 Internal Analysis,（一）要点,The Importance,自我分析Learn the capabilities or what the organization can do or cannot do by Self-analysis and introspection.,(1)优势和弱势是什么？,What the organizations strengths and weaknesses are;,(2)如何利用优势和避免弱势?,what must be done to eliminate the weaknesses and capitalize the strengths.,（二）分析框架：战略制订科层,Analytical Perspective:,The strategy-making hierarchy,总体层（战略层）Corporate level,事业层Business level and 职能层（战术层）Functional levels,(1)系统性 Systematicin a logical and orderly fashion;,(2)综合性 Comprehensivea coherent and comprehensive,broad in scope;,(3)可视性 a full picture of the organization internal dynamics.,（三）战略制订科层描述：,Strategy-Making Hierarchy,1.总体层,The corporate level,董事会和高层管理 Total entity,direction,The board of directors+top management(CEO,President,other support offers such as COO,CIO,CFO,CKO and strategic planners),(1)长期视点,Long-term：,F,inancial and non-financial objectives for the entire organization;,(2)确定范围,The,current business,:Divisions or subsidiaries.Keep+divest or liquidate+new move;,(3),分配资源,allocate the,resources,among the businesses;,(4),建立关系,The,relationship,with the public and image in the community.,（三）战略制订科层描述：,Strategy-Making Hierarchy,2.事业层,The Business level,事业部（地理、产品或服务、服务对象等）,强调,竞争能力,SBUs-,Strategic Business Units,：Divisions and subsidiaries Competitive capacities,本科生、研究生；,高科技、制造业、旅游业,。,3.职能层,The functional level,部门,（人力、财务、技术、信息、生产、市场等）,Departmentsdevising appropriate strategies to achieve the objectives,I.总体层,The corporate level,(1)董事会,、理事会、政务会、委员会,The Board of Directors,The Board of trustees,The board of governors.,股东和利益代表Stockholders(Taxpayers or members of the associations)+the Media.,(2)高层管理 团队,Top Management,决策执行主席和总裁CEO and other supportive officers,directly responsible for fashioning the strategic posture of the organization.,角色和行为的系统评价A systematic evaluation of the roles and behavior,董事会,The Board of Directors,Why?政治局，常委会，人民代表大会，国务院务会，,政务会，理事会。,确定使命,Define the mission;,检查和询问,有关决策执行Examine and question subsidiaries plan;,制订全面规划,Form an overall plan;,激励高层管理者,Motivate the management to perform;,监控偏差,Monitor performance and acts where there is failure to achieve objectives.,评判高层管理者的绩效,Judge the performance of Top management,reward,punish,or replace the executives.,董事会分析要点,Focus of the boards analysis,(1)存在的理由,Why Boards Exist,-法律要求A legal mandate:at least three members;,-内在要求Internal complexity and external changes;outsiders advices;,(2)董事会成员的资格,Qualifications of Directors,-经验 Experience in the industry;,-政治和经济系统 Economical and political system of the country;,-勇气和客观Courage and objectivity in articulating views;,-判断能力强Sound judgment;,-诚信 Integrity;,-时间充足Time availability;,(3)董事会的责任,Board Responsibilities,-保护成员利益 To protect the interests of the stockholders;,-维护资产安全 to safeguard the assets。,(4)董事会的职能,Board Functions(governance not management)治理非管理,-决定执行者 Hiring,evaluating,replacing the executives;,-批准高层人事Ratifying the CEOs selection;,-政策的核准 Approving,modifying or rejecting the policies;,-薪酬水平 Setting the salary levels;,-通过审计保持连续性 ensuring the integrity of top management through continuous auditing;,-保障长远发展 Assuring the long-run survival and success of the organization,B.相关委员会 Board committees,(1)执行,Executive Committees:WTO，人大,(2)审计,Audit committees,(3)补偿,Compensation committees:recommending;,(4)提名,Nominating committees:recommending;,(5)财政,Finance committees,(6)战略,Strategy committees,(7)其它,other committees,-社会责任social responsibility committee,-贡献contribution committee,-合并merge and acquisition committee,-公共政策public policy committee,-股票期权stock option committee,C.董事会的组成 Board Composition,(1)管理董事,Management directors:president,finance and manufacturing division;,(2)附属董事,Affiliated non-management directors:customer,creditor,investment banker.,(3)独立董事,Independent directors:executives of another organizations,a professor,a community leader.,(4)外部董事,Outsiders outnumber insiders:,-advantages and disadvantages of Insiders;,-advantages and disadvantages of outsiders;,知识Knowledge,沟通Communication,时间的许可Availability of time,continuity+creation+objective judgment+experiences.,D.董事会的类型Types of Boards,依法型,Constitutional boards:“small,new,low technology,closely owned firms”,橡皮图章型,Rubber stamp boards:a.share the executives views,and b.not known for courage.,监控型,Oversight boards:play an active role in reviewing,approving,modifying,or rejecting managements decisions concerning the companys missions,objectives,