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1、F7J735:BusinessCultureandstrategyAssessment1Assessor:QingchunMaCandidate:WenzhiDuanWords:4587wordsSCN:157042211Submitteddate:22-4-2016 TableofContentsTOC o 1-5 h z HYPERLINK l bookmark0 ntrodction2Externalenironent2ETEanalsis.2OTanalsis.3idelinesforcondctingOTanalsis43.0Organizationalcltre.Organizat

2、ioncltresharedaletaenforgrantedasstions.odeloforganizationalcltre.Organizationalcltreandorganizationalbehaiornalternatieodeloforganizationalcltre.8TOC o 1-5 h z4.0sinessstrategorossiblestrategies.enefitsofthestrateg.10nalternatiestrateg.11Tofactorsinflencingbsinessstrateg12sinessstrategandstrategicc

3、hoice.12eissesintheanageentofbsinessstrateg135.0Change.13orcesforchange.13Thefactorleadingtochangeintheorganization15 HYPERLINK l bookmark26 ealingithchange.1nalzingachangesitationandoercoingresistancetochange.1.0Conclsion1eferencelist.181.0IntroductionThisreportintroducestheexternalenvironmentthrou

4、ghPESTELanalysis,andSWOTanalysis;andorganizationalcultureandorganizationalbehaviour.Thisreportalsodescribessomeinformationofbusinessstrategy,andanalysisoftwodifferenttypeschangesfortheorganization.2.0ExternalenvironmentPESTELanalysisPESTanalysisreferstoaframeworkfortheusingofmacroenvironmentalfactor

5、sinstrategicmanagementofenvironmentalscanningcomponents.(SQA,2006)Political/legalfactorsrefertomanykindsoflaw,whichcanaffecthowacompanyoperates,itscosts,andthedemandforitsproducts.asedonthecase,thetiedhousesystemhadbeenbrokenbytheMMCwhichlimitedthenumberofpubswhichabrewercouldoperate.JDWetherspoonha

6、stoobeythelegalofMMC.Economicfactorincludeeconomicgrowth,interestrates,exchangerates,inflationrate,whichhasgreatlyaffectshowbusinessesoperateandmakedecisions.(SQA,2006)Fromthecase,onlypubsselldrinksbefore,butnowsupermarketandlotsofnewpubsbegansellingdrinks,atlowerpricesduring2002-2004.Withtheincreas

7、ingofsupplies,thesellingpriceofdrinkinwholeareawillbedecreasedasademandofdrinksisfixed.ThiseconomicfactorhashugeimpactonJDWetherspoonssellingprice,marketshare,andotherimpactthatmakesitdifficultforcompanytocompeteonprice.Socialfactorsincludetheculturalaspectsandhealthconsciousness,populationgrowthrat

8、e,agedistribution,careerattitudesandemphasisonsafety,whichaffectthedemandforacompanysproductsandhowthatcompanyoperates.Peoplepaymoreconcernabouttheirhealth,andallpubsandrestaurantsinUKarenon-smokingplaces.Duetothissocialtrend,JDWetherspoonsetspaceineachestablishmentwastobenon-smoking.Technologicalfa

9、ctorsincludetechnologicalaspects,whichcandeterminebarrierstoentry,minimumefficientproductionlevelandinfluencetheoutsourcingdecisions.JDWetherspoondevelopedanewbrandcalledloydsumberOnearwhichhasvarioushigh-endtechnologicalequipments,suchasplasmascreenstoshowTVprogrammestosatisfiedpeoplesneeds.SWOTana

10、lysisSWOTanalysisinvolvedinaprojectorinabusinessundertaking.Itinvolvesspecifyingthecurrentpositionandidentifyingtheinternalandexternalfactorstoachieveorganisationalgoals.StrengthsandWeaknessesareinternalfactors,OpportunitiesandThreatsareexternalfactors.(SQA,2006)Strengthsarethebusinessorprojectsthat

11、giveitanadvantageoverothers.Weaknessesarethatplacethebusinessorprojectatadisadvantagerelativetoothers.Opportunitiesareelementsthattheprojectcouldexploittoitsadvantage.Threatsareelementsintheenvironmentthatcouldcausetroubleforthebusinessorproject.Strength:JDWetherspoonhasatrainingpolicytoprovidetrain

12、ingopportunity,andcommittedtolifelongtrainingforemployees.Goodqualityemployeesisoneofstrengthsfortheenterprise,whichcanhelpJDWetherspoondevelopbetter.Weakness:JDWetherspoonhastobuildfromscratchwhenitenteredintoahotelchain.Thecompanylackexperiencewhentheyenteredintoanewarea.SoitisweaknessofJDWethersp

13、oon.ItrequiresJDWeherspooncostalotontheirfinance,time,andhumanresourcestodevelopasotherpubs.Opportunities:JDWetherspoonneedtochoosetobetweenbrewingandretailer,JDWetherspoontookthisopportunityasaretailertobuildfromscratch.ftertiedhousesystembrokenbyarulingfromtheMMC.JDWetherspoongotthelicensetradewhi

14、chcouldprovideopportunitiesforJDWetherspoontoenlargethebusiness.Threats-In21stcentury,JDWetherspoonwasfacingmuchmorecompetition;thenumberofincreasingnumberofpubscausedthemarketover-supplied.ItwillaffecttheJDWetherspoonsprofits.ThusJDWetherspoonhadmorestressasitsthreats.GuidelinesforconductingSWOTana

15、lysisBusinessenvironmentinfluencethecompanyalot.S&Wareinternalfactors,andtheyalwaysdependonwhatthefirmshasdoneinthepast.Managersneedtoidentifythembasedoninternalenvironment.Forexample,JDWetherspoonhasgainedconvenientlocation,goodreputation,andstaffloyalty.Thesearetheinternalfactorswhichcanidentified

16、theS&W.PESTELcanbeusedtoidentifyO&Tformacroenvironment.Inotherword,JDWetherspoonsmanagesneedtoidentifyO&TforthecompanyfirstlywithPESTELanalysis.CurrentS&WmaybaseontheresultofpastO&T.Thegovernmentlimitedthealcoholprovidedbypubs,itwillbetheTfortheJDWetherspoon.JDWetherspoonnowreducethecontentofcocktai

17、lforcustomers,itwouldhelpthecompanyenjoyahighreputationonagainstdrinkproblem.Then,ithasbecometostrengthforthecompany.S,W,O,Tischangingovertime.Tobeginwith,JDWetherspoondidnothaveTVandservecrispsasadissimilaritywithotherpubsisSforJDWetherspoon.Butnowpeoplerealizedtheimportantofhealthy,sotheydidnotpre

18、ferjunkfoodanymore.Atthesametime,theydidnothasTVcausedthecompanylostthecompetiveness.ThereforeitbecametoaWinthatperiod.ButthecompanyhasTVlateron,andhelpJDWetherspoonwinthecompetitivepower.SoitbecomesSin2002.SWOTanalysisisimportanthelpthecompanytoidentifythesituationsubjectively.Itdoesnotdeterminethe

19、strategy,butitusuallybetakenaccountwhenthecompanyneedstomakesstrategybecomemoreefficiency.Theorganisationshouldtakeconsiderationonalloffourelementstogether,theyshouldnotpaytoomuchattentiononWorTonlyiftheywanttotakesomemeasuresaccordingtoSWOTanalysis.ManagersshouldfindsolutiontoovercomeWandT,andturnt

20、heWandTbecometoSandO.Andalso,thecompanyshoulduseitsstrengthandcatchtheopportunitytogetcompetitiveadvantagesanddevelopbetter.OrganizationalcultureOrganizationculturearealuetaenorgranteautionOrganizationculturereferstoasystemofsharedmeaningbetweenmembersofanorganizationorthewaywedothingshere.Cultureis

21、asymboloforganizationwhichdiscriminatedfromanother,includesartefacts,espousedvaluesandbasicunderlyingassumptions.Sharedvaluesaretheorganisationsstatedvaluesandrulesofbehavior,whichincludesmanyelementssuchasstrategies,goals,slogans,andmissionstatements.JDWetherspoonthinkspeoplearebestassetsofthecompa

22、ny,andgivepeoplelifelongtrainingopportunities.Eachemployeesrecognizesthisvaluewithintheorganization.Sothiswaywillformasharedvaluethatemployeescanbedevloped.Takenforgrantedassumptionsaremoreinformalanddevelopovertimetocreateanunseenandunopenedruletogivemanagersdirection,andleadtheemployeesperceivethi

23、ngsmorecorrectly.JDWetherspoonhastoiletsforcustomerswithdisabilities.Theremaynothaveanydisabledcustomerusethetoilet,butiftherehasdisabledcustomer,theycanusethetoilet.JDWetherspoonhasalreadyconsideredaboutthethingswillhappened.AmodeloforganizationalcultureTerrenceDealandAllanKennedysculturemodelshows

24、thatdifferenttypesoforganization,havedifferentreceivingfeedbackorrewardspeed,andriskstheorganizationshouldtake.DealandKennedyisimportantfororganizationmanagement,andthiscultureissuitableforJDWetherspoon.Workhard/playhardcultureismostsuitableforJDWetherspoon.Thiscultureencouragethestaffcompletedthelo

25、wrisktaskandhasrapidfeedback.Asachainof44pubs,JDWetherspoonneedsimmediatelyfeedback.Forexample,theirfrequencyweeklymeetingandbroadmeetingcouldletmanagementreceivefeedbacksimmediately.AndifthereisanyissuesofJDWetherspoon,managementletemployeesparticipatetodiscusstheissueimmediately.Thus,thecompanyhas

26、highspeedaction.Therefore,theimmediatelyfeedbackandhighspeedactionwillleadgood-qualityworkandhigh-qualityserviceforcustomers.Theemployeesarepromotedinternal,andthehumanresourceinthecompanyisstable.Itisfamiliarofthecompanytogetknowthebackgroundofemployees.Sotheriskislow.Organizationalcultureandorgani

27、zationalbehaviorOrganizationalculturereferstoasharemeaningsystemamongeachmemberintheorganizationorthewayofdoingthings.(SQA,2006)Organisationalbehaviourisakindofreactionofchangebothforinternalandexternalenvironment,anditreferstothewayofhumanelementsbehaveasaresultoforgansiationalcultureinanorganizati

28、on.Organizationcultureisconsistentwithorganizationbehavior,whatorganizationculturethecompanyselecteddeterminedtheorganizationbehavior.Organizationalculturecanguidethebehaviorswhilethebehaviorcaninfluencetheorganizationalculture.Theculturewillhelptodictatethebehavior,andthebehaviorwillcomebackaroundt

29、oreinforcetheorganizationalculture.Duetotheselectionoftheworkhard/playhardcultureinJDWetherspoon,thiscompanyneedsstafftobeenthusiasticandreachhighstandards.Organizationculturewhichplacegreatimportanceonlisteningto,actioningon,andfeedbacksfromstaffcouldaffectorganizationbehaviortohelppromotethebusine

30、sstargetachieves.OrganizationcultureinJDWetherspoonwouldalsohelpthecompanyensuretheogranisationbehavioronpursuingofinnovationandservicequality,andstaffwoulddeveloptheirskillsandknowledgebylifelongtrainingtomeettheeachcustomersneeds.Createthissortofcultureandensureeveryoneinthefirmknowaboutthiscultur

31、e.Everyoneinthisorganizationiswillingtocompeteinitiativelytofulfilltheirabilities,whichcouldhelpcompanytodevelopbetter.AnalternativemodeloforganizationalcultureJDWetherspooncouldadapttoughguyculture.ThisculturedevelopedbyDealandKennedy,anditfocusmoreonpresentinsteadoftheplanninginthefuture.(SQA,2006

32、)ThisculturehasquickfeedbackassameasWorkhard/playhardculture.Forexample,theweeklymeeting,broadmeetings,andnewsletterofJDWetherspoonallshowsthequickfeedbackofthecompany.WeeklymeetingofJDWetherspoonrequiresmanagementandemployeesparticipateimmediatelycanmakecontributions.Themeetingisfrequencymeanstheem

33、ployeesparticipatefrequency.Andanotherdifferencebetweenworkhard/playhardcultureandtoughguyculturearehighrisksandreward.AndasforJDWetherspoonenteredintothehotelindustry,theyneedtobedecisiveandcareful.Sothisdecisionsuffershighrisks.Andstresscomesfromrisksandpotentiallossorgainofrewardwhichfocusonprese

34、ntratherthanfuture.JDWetherspoonwouldfaceshighriskbecauseofthetoughguyculture.Whentraditionallinkarebroken,JDWetherspoonenterthemarketasaretailerwithnoconnectionswithanybrewery.Itishighrisktomaintaintheiroperation,anditisdifficulttoavoiddangersandcatchinterestsforJDWetherspoon.ButJDWetherspoonfacest

35、hechallengewelltotakeeffectmeasurestochange.Therefore,JDWetherspoonissuccessful.4.0Businessstrategy4.1FourpossiblestrategiesSelectionstrategyisadirectimpactonthedevelopmentoftheorganizationandinthefuture,wecanadoptdifferentstrategiestosolvedifferentproblems.CostleadershipstrategyThisstrategyrefersto

36、uselowcosttoobtainthecompetitiveadvantageinthemarket.Thelowproductioncostandlowcommoditypricescanhelporganisationsgaincompetitiveadvantages.Plantestablishmentandmaintenance,personnelrecruitmentandtrainingcanreduceproductioncost.Therewillbelotsofcompetitioninbusinessenvironment.Lowcostcanhelpcompanyg

37、aincompetitiveadvantages.Furthermore,ifJDWetherspoonadaptsthisstrategy,thecompanywouldattractcustomerswhoprefersameproductswithlowerprice,andgaincompetitiveadvantages.DifferentiationstrategyDifferentiationstrategyreferstotheproductsorserviceisunique.Providingproductsandservicesforapremiumpricetomeet

38、customerdemand,inordertocreatesuperiorproducts,andhaveasustainablecompetitiveadvantage.Thedrinkistheproductionofdifferenttypesofpubstomeetthecustomer.Fromthecasestudy,JDWetherspoonprovidesfamilyareasandbreakfastareasforcustomers,anddifferentiatedservicestowincustomers,andachievesustainedcompetitivea

39、dvantage.Thecompanypaidattentiontothecompanysproductsinordertoattractdifferentgroupsofcustomers.Segmentation,nicheorfocusstrategyTheSegmentationstrategyisalsoknownasanicheorfocusstrategy.Thegenericstrategyoffocusrestsonthechoiceofanarrowcompetitivescopewithinanindustry.Costfocusstrategyemphasisprodu

40、cesproductsorservicewithlowestcost.Differentiationstrategyemphasisproducesspecialproductsorservicewhichisunique.(SQA,2006)Thisstrategyonlycanbeadaptedbysmallbusinessforshort-term.IfabranchofJDWetherspoonfollowedthedifferentiationfocusstrategytocreatemoreuniqueserviceorproduct,suchasinvitesingerstope

41、rformcouldhelpcompanyattractmorecustomersandgainmorecompetitiveadvantages.ProspectorstrategyProspectorreferstocompanyshouldpredictbusinesstrendandmarketneedstoinnovatenewproductsorservices,andfindnewmarketopportunities.JDWetherspoonwantedtoexpandbecausetheydevelopedwellinpubindustrynow.Thentheyaimed

42、atthehotelindustry.Newmarketmeansagreatamountofnewcustomers,itwillbringmorecustomers.Inordertogetbetterdevelopmentandbusinessgrowth,enterprisecouldbringnewproductstomarkettonewcustomers.2enefitsofthestrategyFrom1980sto1990s,JDWetherspoonadoptdifferentiationstrategy.JDWetherspoonhasdevelopedbettertha

43、nmanypubs,becausetheyprovidedifferentservicesfromotherpubs.Forexample,companyprovideslunchandopenearlier.Companyalsoprovidefortoiletsfordisabledcustomersandnon-smokingplaces.Therefore,thedifferentiationstrategyhelpsJDWetherspoontosatisfytheneedsofdifferentcustomersthroughasustainablecompetitiveadvan

44、tage.ThesearedifferencesbetweenJDWetherspoonandotherpubs.MaintainthisstrategycouldhelpJDWetherspoonattracthighlyskilled,creativepeoplejointhisgroupbygoodreputationofcompanytohelpcompanydevelopbetter.Thisbelongstothereformofhumanresources,thecompanyincreasedthenumberofemployeestobetterserveenterprise

45、s.Assoonasthefirmusesthisstrategybyprovidinggoodservicewillhaverepeatcustomers.Thisisapotentialadvantageforthecompany,notonlycangaincustomerssatisfactionandloyaltybutalsocangaingoodreputations.Thisstrategycanhelpthecompanytoincreasemarketshare,makemoreprofits.Sinceithasgoodreputationwhichbringsoppor

46、tunitiesforJDWetherspoon,ithaschancestodiverseitbusinesslikeenteringothersareas.Theexpansionmeansmoreprofits.AnalternativestrategyAsforcostleadershipstrategywhichisadoptedbyJDWetherspoonfrom1980sto1990s.Inthisstrategy,JDWetherspoonsellsgoodqualityofbeerswithlowpriceandprovidescheapfoodwithgoodtaste.

47、Thus,JDWetherspoonaimsatlowcostbothforproductandservice.In21stcentury,thecompanyfollowedprospectorstrategy.JDWetherspoonfacedmorecompetitioninthisperiod.SothecompanystartedtodevelopnewbrandpubscalledLloydsNumberOneBar.Andcompanyhascatchmarketopportunity,suchasexpandbusinessforhotelindustrytodevelopb

48、etter.Thingsdonotchange:Firstly,both1980-1990sand21stcenturyJDWetherspoonfocusesonprovidebestservicesandfoodsforcustomerswithlowprice.Secondly,companycontinuouslydevotestocreatesocializingatmosphereandemphasisthisforalong-termculture.Anditconsistentlysetupfamilyareasforcustomers.Thingschanged:Inorde

49、rtoincreasetheprofit,JDWetherspoonchangescontentofingredientsbyreducingthealcoholamountincocktailpitchers.AndJDWetherspoonnotonlyreducethecostofoperationstosavemoney,butalsoexpanditbusinesstoanewarea,suchasdevelophotelchains.TwofactorsinfluencingbusinessstrategyFirstofall,thegovernmentpolicyinfluenc

50、esthebusinessstrategyofJDWetherspoon.asedonthecase,thetiedhousesystemhadbeenbrokenbyMMCspolicywhichlimitedthenumberofpubsthebrewercouldoperate.Theprofitswillbedecreasedinthissituation,anditwilllimititbusinessdevelopment.JDWetherspoonhastoobeythelegalofMMC.Inaddition,socialtrendwillinfluencethebusine

51、ssstrategyofJDWetherspoon.During2002-2004,supermarketsbegansellingdrinksatloss-leaderprice,andencouragespeopletodrinkathome.Soinordertomakesmoreprofitsandwintheincreasedcompetition,JDWetherspoonneedstotakeeffectivemeasures,suchashavesomediscountorcutthepriceofdrinkstoattractcustomers.Businessstrateg

52、yandstrategicchoiceStrategychoiceisthetypeofbusinessstrategyofthedecisionshouldbetaken.Itreferstoleadersorleadinggroupsplayininfluencinganorgansationtroughmakingachoiceindynamicpoliticalprocess.Businessstrategyreferstotheplanschoicesanddecisionsinordertoleadacompanytomakegreaterprofitabilityandsucce

53、ss.Itusedtobedesignedtobringsuccessandavoidfailurefororganisation.Iftheenterpriseswanttoimplementthestrategyintheshortterm,theyneedtoenableenterprisestosurvivethecrisis,andthenturntootherstrategicplan.Accordingtothecompanysdevelopmentandcorporatestrategicobjectives,whenthemarketdemandchangedandneedi

54、nevitablestrategicchoice,selecttheappropriatetypeofcorporatedevelopmentstrategyisnecessary.Enterprisestrategydividedintovariousspecificaspectsofpersonaldevelopment.JDWetherspoonadoptsthedifferentiationstrategyin21stcentury.Inordertomeetmarketdemand,companystarttoprovideTV,musicplayer,dedicatedfamily

55、diningareaandbreakfast.Incompetitivemarket,JDWetherspoonhasdevelopednewpubbusinessandhotelbusinesstomeetcustomersneeds.ItisastrategicchoiceforJDWetherspoontoopenanewmarketwhichincreasethecompetitivenessandbringmorerisks.Allinall,thiscompanyissuccessfulaccordingtotakedifferentiationstrategyandmakethe

56、rightstrategicchoice,whichcanbringmoreprofitsforcompany.eyissuesinthemanagementofbusinessstrategyFirstkeyissueofJDWetherspooniscommitmentfromstaff.Employeesareregardasbestassetsinthiscompany,andthereare20%managersbeganasbottomstaff.TherearenotanyfreshbloodacceptedbyJDWetherspoon,becausethecompanypre

57、fertogetinternalstaffcommitment.Thelackofnewideasmaycausetheproblemoffuturedevelopment.Theotheristhestrongtraditionalorgnisationalculture.From1880sto1990,JDWetherspoondoesnothaveanyentertainmentestablishment,suchasTV.Theyusesocialisingplacesculture,andonlyprovidecustomersaplacetodrinkandchat.However

58、,peoplenowadayswanttoentertainthemselvesinpubs,thereforethepreviousculturearrestedthesalesofpubsandcausethelossofcustomers.5.0ChangeForcesforchangeKurtLewinsforcefieldanalysisForcefieldanalysisprovidesaframeworkfortheforcestoinfluenceasituationandtheoriginalsocialstatus.Itfocusesonthesocialscienceof

59、helpingforcesorhinderingforces.eckhardandHarrischangeformulaeckhardandHarrischangeformularepresentthechangeprocessmathematically.Itprovideamodeltoaccesstherelativestrengthaffectingthelikelysuccessoforganizationalchangeprograms.(ArthurD,I960)Dmeansthedissatisfactionofcurrentsituation;Vmeansthevision;

60、Fmeansthefirststeptowardsachievingthevision;Rmeanstheresistancetochange.(DXVXFR)ForceforchangeIn21stcentury,becausepeoplepaymoreattentiontoentertainment,JDWetherspoonstartedtoprovideentertainmentfacilities,suchasTV,Wi-Fi,etc.forcustomers.Inthecompetitivepubindustry,doesnothasentertainmentfacilitiesw