管理学罗宾斯第11版09

Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall9-1Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall9-2•Definestrategicmanagementandexplainwhyit’simportant•Explainwhatmanagersdoduringthesixstepsofthestrategicmanagementprocess•Describethethreetypesofcorporatestrategies•Describecompetitiveadvantageandthecompetitivestrategiesorganizationsusetogetit•DiscusscurrentstrategicmanagementissuesCopyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall9-3WhatIsStrategicManagement?•Strategicmanagement-whatmanagersdotodeveloptheorganization’sstrategies.•Strategies-theplansforhowtheorganizationwilldowhatit’sinbusinesstodo,howitwillcompetesuccessfully,andhowitwillattractandsatisfyitscustomersinordertoachieveitsgoals.•Businessmodel-howacompanyisgoingtomakemoney.Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall9-4WhyIsStrategicManagementImportant?1.Itresultsinhigherorganizationalperformance.2.Itrequiresthatmanagersexamineandadapttobusinessenvironmentchanges.3.Itcoordinatesdiverseorganizationalunits,helpingthemfocusonorganizationalgoals.Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall9-5WhatistheStrategicManagementProcess?•Strategicmanagementprocess-asix-stepprocessthatencompassesstrategicplanning,implementation,andevaluation.Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall9-6Exhibit9-1:StrategicManagementProcessCopyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall9-7StrategicManagementProcess•Step1:Identifyingtheorganization’scurrentmission,goals,andstrategies–Mission:astatementofthepurposeofanorganization•Thescopeofitsproductsandservices–Goals:thefoundationforfurtherplanning•Measurableperformancetargets•Step2:Doinganexternalanalysis–Theenvironmentalscanningofspecificandgeneralenvironments•FocusesonidentifyingopportunitiesandthreatsCopyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall9-8Exhibit9-2:ComponentsofaMissionStatementCopyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall9-9StrategicManagementProcess•Step3:Doinganinternalanalysis–Assessingorganizationalresources,capabilities,andactivities:•Strengthscreatevalueforthecustomerandstrengthenthecompetitivepositionofthefirm.•Weaknessescanplacethefirmatacompetitivedisadvantage.–Analyzingfinancialandphysicalassetsisfairlyeasy,butassessingintangibleassets(employeeskills,culture,corporatereputation,etc.)isn’tassimple.•Steps2and3combinedarecalledaSWOTanalysis.(Strengths,Weaknesses,Opportunities,andThreats)Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall9-10SWOTAnalysis•SWOTanalysis-ananalysisoftheorganization’sstrengths,weaknesses,opportunities,andthreats.•Resources-anorganization’sassetsthatareusedtodevelop,manufacture,anddeliveraproducttoitscustomers.•Capabilities-anorganization’sskillsandabilitiesindoingtheworkactivitiesneededinitsbusiness.Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall9-11StrengthsandWeaknesses•Strengths-anyactivitiestheorganizationdoeswelloranyuniqueresourcesthatithas.•Weaknesses-activitiestheorganizationdoesnotexecutewellorneededresourcesitdoesnotpossess.•Corecompetencies-theorganization’smajorvalue-creatingcapabilitiesthatdetermineitscompetitiveweapons.Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall9-12StrategicManagementProcess•Step4:Formulatingstrategies–Developandevaluatestrategicalternatives.–Selectappropriatestrategiesforalllevelsintheorganizationthatproviderelativeadvantageovercompetitors.–Matchorganizationalstrengthstoenvironmentalopportunities.–Correctweaknessesandguardagainstthreats.Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall9-13StrategicManagementProcess•Step5:Implementings