在行动的战略管理

1StrategicManagementinActionIntroducingtheConceptsLearningObjectives

1.

Discusswhystrategicmanagementisimportant.

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Definestrategyandstrategicmanagement.

3. Describethestrategicmanagementprocess.

4. Describethethreelevelsoforganizationalstrategies.

5. Explainthehistoricalevolutionofstrategicmanagement.

6. Rebutmisconceptionsaboutstrategyandstrategicmanagement.

7. Explainwho’sinvolvedwithstrategicmanagementandtheirroleinmanagingstrategically.WHYISSTRATEGICMANAGEMENTIMPORTANT?StrategicManagement

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Giveseveryonearole Makesadifferenceinperformancelevels Providessystematicapproachtouncertainties CoordinatesandfocusesemployeesWHATISSTRATEGICMANAGEMENT?Strategy

vs.StrategicManagementThe

Basics

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Strategy

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Strategic

ManagementDefinitionofStrategy

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Aseriesofgoal-directeddecisionsandactionsmatchinganorganization'sskillsandresourceswiththeopportunitiesandthreatsinitsenvironmentThe

Basics

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Strategy

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Strategic

ManagementStrategyInvolves:

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Organization’sgoals Goal-directedaction Relateddecisionsandactions Internalstrengths ExternalopportunitiesandthreatsThe

Basics

of

Strategy

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Strategic

ManagementDefinitionofStrategicManagementDecisionsandactionswhereorganizations

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Analyzecurrentsituation Developappropriatestrategies Putstrategiesintoaction Evaluate,modify,orchangestrategiesThe

Basics

of

Strategy

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Strategic

ManagementStrategicManagemententails:

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Basicmanagerialfunctions Planning Organizing Implementing ControllingBasicActivitiesofStrategicManagementFigure1-1The

Basics

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Strategy

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Strategic

ManagementStrategyFormulationStrategyImplementationStrategyEvaluationThe

Basics

of

Strategy

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Strategic

ManagementStrategicManagement“Bigpicture”viewoforganizationinfluencedbyitsexternalenvironmentFouraspectsthatsetapartStrategicManagementInterdisciplinaryExternalfocusInternalfocusFuturedirectionTheStrategicManagementProcessAnalyzingCurrentSituationDecidingonStrategiesPuttingStrategiesinActionEvaluatingandChangingStrategiesSituationAnalysisStrategyFormulationStrategyImplementationStrategyEvaluationChapter2Chapter3Chapter4ExternalAnalysisInternalAnalysisOrganizationalContextChapter5Chapter6Chapter7FunctionalCompetitiveCorporateStrategicManagementinActionFigure1-2TheStrategicManagementProcessSituationAnalysis•••ScanningandevaluatingcontextExternalenvironmentOrganizationalenvironmentTheStrategicManagementProcessStrategyFormulationThreeorganizationallevels•••FunctionalstrategiesCompetitivestrategiesCorporatestrategiesTheStrategicManagementProcessStrategyImplementation•••ProcessofputtingstrategiesintoactionStrategyEvaluationProcessofevaluating:HowthestrategyhasbeenimplementedOutcomesofthestrategyTheStrategicManagementProcessContinuingProcessofStrategicManagementinActionOngoingandcontinuouscycleof•••StrategyformulationStrategyimplementationStrategyevaluationLookingatStrategicManagement’sPastStrategy’sMilitaryRoots••••BattlefieldstrategiestogainanedgeExploitweakspotsAcademicOriginsofStrategicManagementEconomictheoryEarlyorganizationalstudiesLookingatStrategicManagement’sPastStrategicPlanning&StrategicManagementEmerge•••Before1960NotanareaofstudyDuringthe1960sStrategyandStructureCorporateStrategyBusinessPolicy:TextandCasesDuringthe1970sand1980sBecomesdistinctacademicfieldResearchfocusonstrategicdecisionsvs.performanceMisconceptionsAboutStrategyandStrategicManagementMisconceptions•••••StrategyandstrategicplanningaredeadStrategyisstrictlyfortopmanagementStrategyisaboutplanningStrategyisstableandconstantStrategicmanagementoutlinesultimatedestination&routeWHO’SINVOLVEDWITHSTRATEGICMANAGEMENT?TheRoleoftheBoardofDirectors•••••••Electedrepresentativesofthecompany’sstockholdersLegallyobligatedtorepresentandprotectstockholder’sinterestTheRoleofTopManagementResponsibleforeverydecisionandactionofeveryemployeeProvidingeffectiveleadershipOtherStrategicManagersandOrganizationalEmployeesImplement—putthestrategiesintoactionandmonitorperformanceEvaluate—dotheactualevaluationsandtakenecessaryactionsOpenbookmanagementTheRoleoftheBoardofDirectorsTable1-2TypicalBoardResponsibilities••••••••••ReviewandapprovestrategicgoalsandplansReviewandapproveorganization'sfinancialstandardsandpoliciesEnsureintegrityoforganization'sfinancialcontrolsandreportingsystemsApproveanorganizationalphilosophyMonitororganizationalperformanceandregularlyreviewperformanceresultsSelect,evaluate,andcompensatetop-levelmanagersDevelopmanagementsuccessionplansReviewandapprovecapitalallocationsandexpendituresMonitorrelationswithshareholdersandotherkeystakeholdersOtherresponsibilitiesmaybeassigneddependingontheuniquecultureandneedsoftheorganizationTheRoleofTopManagementTopManagement••••CEO ChiefExecutiveOfficerCOO ChiefOperatingOfficerCFO ChiefFinancialOfficerCIO ChiefInformationOfficerTheRoleofTopManagementEffectiveStrategicLeadershipExploitingandMaintainingCoreCo