在行动的战略管理(1)

©PrenticeHall,2002EndShow1-1StrategicManagementinActionIntroducingtheConcepts©PrenticeHall,2002EndShow1-2LearningObjectives1.Discusswhystrategicmanagementisimportant.2.Definestrategyandstrategicmanagement.3.Describethestrategicmanagementprocess.4.Describethethreelevelsoforganizationalstrategies.5.Explainthehistoricalevolutionofstrategicmanagement.6.Rebutmisconceptionsaboutstrategyandstrategicmanagement.7.Explainwho’sinvolvedwithstrategicmanagementandtheirroleinmanagingstrategically.©PrenticeHall,2002EndShow1-3WHYISSTRATEGICMANAGEMENTIMPORTANT?StrategicManagement••••GiveseveryonearoleMakesadifferenceinperformancelevelsProvidessystematicapproachtouncertaintiesCoordinatesandfocusesemployees©PrenticeHall,2002EndShow1-4WHATISSTRATEGICMANAGEMENT?Strategyvs.StrategicManagement©PrenticeHall,2002EndShow1-5TheBasicsofStrategy&StrategicManagementDefinitionofStrategy•Aseriesofgoal-directeddecisionsandactionsmatchinganorganization'sskillsandresourceswiththeopportunitiesandthreatsinitsenvironment©PrenticeHall,2002EndShow1-6TheBasicsofStrategy&StrategicManagementStrategyInvolves:•••••Organization’sgoalsGoal-directedactionRelateddecisionsandactionsInternalstrengthsExternalopportunitiesandthreats©PrenticeHall,2002EndShow1-7TheBasicsofStrategy&StrategicManagementDefinitionofStrategicManagementDecisionsandactionswhereorganizations••••AnalyzecurrentsituationDevelopappropriatestrategiesPutstrategiesintoactionEvaluate,modify,orchangestrategies©PrenticeHall,2002EndShow1-8TheBasicsofStrategy&StrategicManagementStrategicManagemententails:•••••BasicmanagerialfunctionsPlanningOrganizingImplementingControlling©PrenticeHall,2002EndShow1-9BasicActivitiesofStrategicManagementFigure1-1TheBasicsofStrategy&StrategicManagementStrategyFormulationStrategyImplementationStrategyEvaluation©PrenticeHall,2002EndShow1-10TheBasicsofStrategy&StrategicManagementStrategicManagement“Bigpicture”viewoforganizationinfluencedbyitsexternalenvironmentFouraspectsthatsetapartStrategicManagementInterdisciplinaryExternalfocusInternalfocusFuturedirection©PrenticeHall,2002EndShow1-11TheStrategicManagementProcessAnalyzingCurrentSituationDecidingonStrategiesPuttingStrategiesinActionEvaluatingandChangingStrategiesSituationAnalysisStrategyFormulationStrategyImplementationStrategyEvaluationChapter2Chapter3Chapter4ExternalAnalysisInternalAnalysisOrganizationalContextChapter5Chapter6Chapter7FunctionalCompetitiveCorporateStrategicManagementinActionFigure1-2©PrenticeHall,2002EndShow1-12TheStrategicManagementProcessSituationAnalysis•••ScanningandevaluatingcontextExternalenvironmentOrganizationalenvironment©PrenticeHall,2002EndShow1-13TheStrategicManagementProcessStrategyFormulationThreeorganizationallevels•••FunctionalstrategiesCompetitivestrategiesCorporatestrategies©PrenticeHall,2002EndShow1-14TheStrategicManagementProcessStrategyImplementation•••ProcessofputtingstrategiesintoactionStrategyEvaluationProcessofevaluating:HowthestrategyhasbeenimplementedOutcomesofthestrategy©PrenticeHall,2002EndShow1-15TheStrategicManagementProcessContinuingProcessofStrategicManagementinActionOngoingandcontinuouscycleof•••StrategyformulationStrategyimplementationStrategyevaluation©PrenticeHall,2002EndShow1-16LookingatStrategicManagement’sPastStrategy’sMilitaryRoots••••BattlefieldstrategiestogainanedgeExploitweakspotsAcademicOriginsofStrategicManagementEconomictheoryEarlyorganizationalstudies©PrenticeHall,2002EndShow1-17LookingatStrategicManagement’sPastStrategicPlanning&StrategicManagementEmerge•••Before1960NotanareaofstudyDuringthe1960sStrategyandStructureCorporateStrategyBusinessPolicy:TextandCasesDuringthe1970sand1980sBecomesdistinctacademicfieldResearchfocusonstrategicdecisionsvs.performance©PrenticeHall,2002EndShow1-18MisconceptionsAboutStrategyandStrategicManagementMisconceptions•••••StrategyandstrategicplanningaredeadStrategyisstrictlyfortopmanagementStrategyisaboutplanningStrategyisstableandconstantStrategicmanagementoutlinesultimatedestination&route©PrenticeHall,2002EndShow1-19WHO’SINVOLVEDWITHSTRATEGICMANAGEMENT?TheRoleoftheBoardofDirectors•••••••Electedrepresentativesofthecompany’sstockholdersLegallyobligatedtorepresentandprotectstockholder’sinterestTheRoleofTopManagementResponsibleforeverydecisionandactionofeveryemployeeProvidingeffectiveleadershipOtherStrategicManagersandOrganizationalEmployeesImplement—putthestrategiesintoactionandmonitorperformanceEvaluate—dotheactualevaluationsandtakenecessaryactionsOpenbookmanagement©PrenticeHall,2002EndShow1-20TheRoleoftheBoardofDirectorsTable1-2TypicalBoardResponsibilities••••••••••ReviewandapprovestrategicgoalsandplansReviewandapproveorganization'sfinancialstandardsandpoliciesEnsureintegrityoforganization'sfinancialcontrolsandreportingsystemsApproveanorganizationalphilosophyMonitororganizationalperformanceandregularlyreviewperformanceresultsSelect,evaluate,andcompensatetop-levelmanagersDevelopmanagementsuccessionplansReviewandapprovecapitalallocationsandexpendituresMonitorrelationswithshareholdersandotherkeystakeholdersOtherresponsibilities