《企业战略管理》PPT课件.ppt

Ch.7-1,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,Ch.7-2,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,Ch.7-3,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,Ch.7-4,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,Ch.7-5,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,Ch.7-6,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,Ch.7-7,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,Ch.7-8,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,Ch.7-9,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,Ch.7-10,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,Ch.7-11,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,Ch.7-12,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,Ch.7-13,Management Issues & Strategy Implementation 管理问题及战略实施,Establishing Annual Objectives 建立年度目标,Ch.7-14,Management Issues & Strategy Implementation 管理问题及战略实施,Devising Policies 建立政策,Ch.7-15,Management Issues & Strategy Implementation 管理问题及战略实施,Allocating Resources 资源配置,Ch.7-16,Management Issues & Strategy Implementation 管理问题及战略实施,Altering Existing Organizational Structure 改变现存的 组织结构,Ch.7-17,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,Ch.7-18,Management Issues & Strategy Implementation 管理问题及战略实施,Restructuring 重组,Ch.7-19,Management Issues & Strategy Implementation 管理问题及战略实施,Reengineering 流程再造,Ch.7-20,Management Issues & Strategy Implementation 管理问题及战略实施,Revising Reward & Incentive Programs 修改奖酬及 激励机制,Ch.7-21,Management Issues & Strategy Implementation 管理问题及战略实施,Managing Resistance To Change 克服变革的阻力,Ch.7-22,Management Issues & Strategy Implementation 管理问题及战略实施,Managing the Natural Environment 保护自然环境,Ch.7-23,Management Issues & Strategy Implementation 管理问题及战略实施,Creating a Strategy- Supportive Culture 培育支持企业 战略的文化,Ch.7-24,Management Issues & Strategy Implementation 管理问题及战略实施,Production/ Operations Concerns 生产/运作 的问题,Ch.7-25,Management Issues & Strategy Implementation 管理问题及战略实施,Human Resources Concerns 人力资源问题,Ch.7-26,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,Ch.7-27,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,Ch.7-28,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,Ch.7-29,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,Ch.7-30,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,Ch.7-31,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,Ch.7-32,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 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.7-33,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）,Ch.7-34,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