企业战略管理是系统整合各个职能战略基础上从管理学层面课件

1、STRATEGIC MANAGEMENT: PHILOSOPHY & PRACTICE浙江大学管理学院SCHOOL OF MANAGEMENT魏 江战略管理理念和实务课程总体要求及说明1.1 课程简介企业战略管理是系统整合各个职能战略基础上，从管理学层面分析和揭示“企业为什么能够获得回报”和“如何获得持续回报”的基本经济学命题。核心问题企业“可以做什么”、“应该做什么”、“为什么”核心内容发展目标确定业务发展选择持续竞争优势思考范畴总体长远发展 小处着手 能认知、体会到战略与每一员工行为是融合在一 起的，战略贯穿在企业生产经营活动的全过程。1.2 课程目标 大处着眼 管理学知识系统整合起来考虑

2、战略问题，能把 市场营销、人力资源、生产运作和研究开发等 职能战略与企业总体战略结合起来系统分析。 结合企业内外部环境，从长远发展高度概括、 总结，提出可操作性思路； 系统规划持续竞争优势和核心竞争能力。（1）能够融会贯通管理学基本理论，系统思考 职能战略，领会“资源有效配置，企业整 体优化和持续发展”（2）能结合企业实际分析“企业为什么能够获 得回报和如何获得回报”（3）结合三个核心问题，运用战略管理理论， 分析并制定具体战略思路和手段：战略目 标、业务发展和选择、企业持续竞争优势、 职能战略和管理体系匹配（4）认识到战略制定和实施过程中，不能让战 略成为装饰品，而是一个能够实实在在指 导具

3、体行为的思路1.3 总体学习要求1.4 具体要求 Previous background Management & fundamental theories operational management, finance, marketing, HRM, basic economics Assessment - final test - case report (including PowerPoint making) - written essay (including strategy design) - presentation - participation Necessary pre

4、paration Proofreading, teamworking, writing, etc More than 1/3 absentee, no qualification. OthersPart I IntroductionWhat is the strategy?Strategy is the direction and scope of an organization over the long-term: which achieves advantage for the organization through its configuration of resources wit

5、hin a changingenvironment, to meet the needs of markets and to fulfill stakeholder expectation. (Johnson G. and Scholes K., (1999) Exploring Corporate Strategy, 5th, Prentice Hall)1.5 ConceptCharacteristics-long-term direction-advantage-scope of an organizations activities-match activities with envi

6、ronment-bounded rationality and resources scarcity -values and expectationLevel 1: Corporate strategy in concerned with the overall purpose and scope of the organization to meet the expectations of owners or major stakeholders and add value to the different parts of the enterprise. Level 2: Strategi

7、c business strategy is about how to compete successfully in a particular market Level 3: operational strategies are concerned with how the component parts of the organization in terms of resources, processes, people and their skills effectively deliver the corporate- and business-level strategies di

8、rection1.6 Levels of strategy1.7 Vocabulary of strategyGeneral statement of aim or purposeQuantification (if possible) or more precisestatement of the goalResources, processes or skills whichprovide competitive advantagelong-term directionCombination of resources, processes andcompetencies to put st

9、rategy into effectThe monitoring of action steps to: assess effectiveness of strategies and actions modify strategies and/or actions as necessaryOverriding purpose in line with the values or expectations of stakeholdersDesired future state: the aspiration of the organizationMissionStrategic architec

10、tureVision(strategic intent)GoalObjectivesCore CompetencyStrategiesControlHow strategies come about in practice? Large firms vs. Small firms Culture & Orthodox Resource vs. Scope/span Managerial styles vs. Industry Employer vs employee Manager vs subordinate Headquarter vs. Subsidiary National vs. M

11、NCs .1.8 Strategic management 1.9 A Framework for Understanding Strategic Management in PracticePatterns of Strategic DevelopmentExplanations of strategic developmentstrategy as:ManagerialintentOutcome of cultureand political processesExternallyimposedConfigurations for processChallenges for strateg

12、y developmentCultural webStrategic driftLearning organ. 讨论题根据战略计划学派和设计学派的观点，企业可以而且应该制定长期发展的规划。但由于环境的不确定性和决策的有限理性，有观点认为企业要制定长期战略（如5年发展战略）是不可能的。你认为企业制定5年或更长时间的发展战略是可能的吗？1.10 战略管理本质和基本问题战略管理是“以不变应万变”的艺术 “经”与“权”的统一 “学习”和“学习如何学习”的统一战略是确定性和不确定性之间的权衡 确定的什么？ 不确定的是什么？战略演变是系统进化的过程 长期、中期和短期战略的统一 动态性和灵活性的统一问题1年

13、、5年、10年战略确定的什么？ 企业的含义和存在的理由 企业为什么能够得到回报？ 企业的业务是什么？ 应该是什么？ 为什么？1.10 战略管理本质和基本问题企业能够得到回报的根本在于能创造并向社会提供独特的价值。独特价值的载体是独特的产品和服务业务；独特的业务依赖于自身独特的资源和能力，及其与外部环境的适应；独特能力来自于企业长期的积累和战略家的眼光。1.10 战略管理本质和基本问题战略管理的本质阐明企业为什么能够得到回报战略管理的基本问题 业务确定过程 Can do! (Opportunity) Should do! (Constraints) Be able to do! (Potentials)1.10 战略管理本质和基本问题管理就是“让人做事以取得预期的成果。”（Harold Koontz, Heinz Weihrich