管理与组织行为学(双语)教案

西南财经大学天府学院教案 TIANFUCOLLEGEOFSWUFEPAGE第70页共70页西南财经大学天府学院教案课程名称：管理与组织行为学(双语)

教案编号：01章,节Introductiontothecourse授课方式Teach&Discuss教学目的SelfIntroduction：youandmeHelpstudentsdevelopinterestinginmanagement,andknowcourseschedule,Activitiesinclass,Disciplines,Evaluationsandsoon.教学重点ArousestudentsinterestingCourseDisciplinesandCourseEvaluations教学难点1.Arousestudentsinteresting时间分配教学过程45’25’1IntroductiontoyouandmeSelfintroduction,talkingaboutmyself,especiallyabouttheworkingexperienceStudentintroduction,talkingaboutthefuture,aboutcareerplanningandcareerdevelopment,expectationtothiscourse.etcConclusions:Whystudymanagement?Asemployeeormanagerinthefuture,weneedknowsomethingaboutmanagement,knowsomethingabouttheorganization.Or,RewardsofBeingaManageraUniversalityofManagementChallengesofBeingaManager2Introductiontothiscourse2-1CoursesbriefintroductionFundamentalmanagementcoursePart1:Introductionpart2:Planningpart3:Organizingpart4:Leadingpart5:Controlling2-2CoursescheduleSeeappendix1:教学计划第1周：Helpstudentsdevelopinterestinginmanagement,andknowcourseschedule,Activitiesinclass,Disciplines,Evaluationsandsoon.第2周：Part1:introductionChapter1introductiontoManagementandOrganizationChapter2managementyesterdayandtodayChapter23SocialResponsibilityandManagerialEthicsReadChapter4and5afterclass第3周：Part-1introductionChapter3OrganizationalCultureandtheEnvironment:TheConstraints第4周：Part2planningChapter4Decision-Making:TheEssenceoftheManager’sJobChapter5foundationsofplanning第5周：Part2:planningChapter67StrategicManagementandTypesoforganizationalstrategies第6周：student’presentation第7周：student’presentation第8周：Part3:organizingChapter9OrganizationalStructureandDesign第9周：五一放假第10周：Part3:organizingChapter10managerialcommunication第11周：ManagementGame第12周：ManagementGame第13周：Part3:LeadingChapter13IntroductiontoleadershipChapter16what’snewaboutleadership?第14周：Part4:leadingChapter14motivatingemployeestoday第15周：Part4:leadingChapter15managinggroupandteams第16周：Part5:controllingChapter19foundationofcontrol第17周：Students’Presentation(ThesesReport)10’103010’2-3ActivitiesinclassInstructor’spresentationCasediscussionswithingroupsPlaygamesManagementpracticeSelfevaluationStudents’presentationOutward-boundtrainingprogramInvestigationPaper……2-4DisciplinesAttendanceTeambuildingResearchmaterialReport2-5ReferencesRichardL.Daft,Management,5thed.,TheDrydenPress, U.S.ASINO-FOREIGNMANAGEMENT(《中外管理》）,/《管理论坛》/forum/magazine/StephenP.Robbins,Management,SeventhEdition,ChineseEdition，2004.EvaluationsGivestudentschoices:testornot,mostofthemwillselectnotest,andthendeclarethefollowingevaluationplan,andexplainit.Attendance10%Ordinaryexercises10%ManagersInvestigation20%Managementgame20%Managementpaper20%Casereport20%Seeappendix1:管理实验3Grouping8groupsDifferentProfession作业布置Assignmentfornextweek:readchapter1andchapter2课后总结作业需要有评级标准。分组随机分配，可多认识不同专业的同学。多聊下课程对未来就业的影响。

教案编号：02章,节Part1introductiontoManagementandOrganization(chapter1\2\23)授课方式Teaching&Discuss+self-test教学目的Describefundamentalconceptsandprinciplesofmanagement,includingthebasicroles,skillsandfunctionsofmanagementKnowthehistoricaldevelopmentofmanycurrentmanagementtheoriesrelatingtotheoperationofabusiness.Identifycurrentthoughtsaboutmanagementtrendsthatwillbeaffectingmanagementandwhatbusinessmanagerscandotoprepareforthesemunicationskillsteam-working教学重点managerbasicrolesmanagerskillsfunctionsofmanagementSocialResponsibilityandManagerialEthics教学难点managerbasicrolesmanagerskillsfunctionsofmanagement时间分配教学过程45’45‘40Part1:fundamentalconceptsandprinciplesofmanagementSeevideo:管理者的一天orcaseintroductionDiscussion:What’smanagement?Whatdomanagersdo?Part2:DevelopmentofmajormanagementtheoriesSeeexhibit2-1,andintroduceit.Atthesametimewritekeywordsontheblackboardinordertohelpstudentbetterunderstandit.Part3:SocialResponsibilityandManagerialEthicsCasestudy:英国审计第一案南海公司,or毒奶粉事件Debate:businessorganizationsshouldbesociallyresponsible?Shouldobeyethics?Part1:fundamentalconceptsandprinciplesofmanagementSeevideo:管理者的一天orcaseintroductionDiscussion:What’smanagement?Whatdomanagersdo?Conclusion:DefineManagement0“Gettingthingsdoneefficientlyandeffectively,withandthroughpeople.”Effectivenessisthedegreeoforganizationalobjectivesthatarebeingattained—doingtherightthing.Efficiencyisthedegreeoforganizationalresourcesarecontributedtoproductivity—doingthingsright.LevelsofManagement(orlistdifferenttitle,andintroduceit)FirstlinesupervisoryMiddleManagerTopExecutivesFunctionsofManagementPlanningOrganizingLeadingControllingRolesofaManagerManagerasacommunicator(informational)Managerasaleader(interpersonal)ManagerasadecisionmakerInteraction:explaindifferentroleandgiveexamplesidentifiableactivities(wroteintheblackboard,letstudentsmakechoice),thenSeeExhibit1-4(page10)ManagementSkillsTechnicalHumanRelationsConceptualSeeExhibit1-6(page12)Selftest1:What’sorganization?CharacteristicsofanOrganizationDistinctpurposeDeliberatestructurePeoplePart2:DevelopmentofmajormanagementtheoriesSeeexhibit2-1,andintroduceit.Atthesametimewritekeywordsontheblackboardinordertohelpstudentbetterunderstandit.HistoricalBackgroundofManagementDivisionofLaborIndustrialRevolution—introductionofmachineryScientificManagement—BestPracticePrinciplesofManagement—HenriFayolBureaucracy—MaxWeberQuantitativeApproach—statisticalanalysis,optimizationmodels,computersimulationOrganizationalBehavior—humanbehaviorinanorganizationSystemsApproach—input,process,outputContingencyApproach—intuition,logicPart3:SocialResponsibilityandManagerialEthicsCasestudy:英国审计第一案南海公司,or毒奶粉事件Debate:businessorganizationsshouldbesociallyresponsible?Shouldobeyethics?Part4:Conclusion作业布置Assignmentfornextweek:ReadChapter4and5课后总结

教案编号：03章,节Part-1introductionChapter3OrganizationalCultureandtheEnvironment:TheConstraints授课方式Casestudy&Discuss教学目的Familiarizewiththeinteractionsbetweenenvironment,culture,andorganizationinordertomaximizeperformance.DescribethesevendimensionsoforganizationalcultureDescribethecomponentsofthespecificandgeneralenvironments.Identifythemostcommonorganizationalmunicationskillsteam-working教学重点OrganizationalcultureThesevendimensionsoforganizationalcultureThecomponentsofthespecificandgeneralenvironments.Themostcommonorganizationalstakeholders.教学难点OrganizationalcultureThesevendimensionsoforganizationalcultureThecomponentsofthespecificandgeneralenvironments.Themostcommonorganizationalstakeholders.时间分配教学过程5’10’HomeworkquestionsfrompreviousweekBriefIntroductiontotheframeworkofthisclassPart1:Seevideo:Mr.ShiweiYuspeech,anddiscussorganizationculturePart2:Casestudy:ThedevelopmentofTian-FuCollege,anddiscussEnvironmentPart1:Seevideo:Mr.ShiweiYuspeech,anddiscussorganizationcultureDiscussioncanyouuseonewordrepresentTian-FuWhocreateTian-FuThen,writeanswersontheblackboardandintroducedefinitionoforganizationculture,andanalyzeitfromthreelevels.Conclusion:OrganizationalCulture:acollectivebehaviorofsharedmeaningandbeliefsheldbymembersofanorganizationthatdetermineshowtheyacttowardeachotherandoutsiders.Thesesharedmeaningandbeliefsinclude,butnotlimitedto,theorganization’svalues,symbols,rituals,myths,andpracticesthathaveevolvedoveraperiodoftime.Itrepresentsacommonperceptionheldbymembersofanorganizationandinfluenceshowtheybehaveinconfrontationwithissues,howtheyconceptualize,define,analyze,andresolveissuesandproblems.Thesourceofsuchculturereflectsthevisionormissionoftheorganizationanditsfounders.DescribethesevendimensionsoforganizationalcultureCurrentissuesfacingmanagers:CreatinganethicalcultureCreatinganinnovativecultureCreatingacustomer-responsiveculturePart2:EnvironmentCase:ThedevelopmentofTian-FuCollegeDiscussion:What’sfactorwillinfluencecollege’soperation?And,writeontheblackboard.Then,explainit.AndthesametimeintroduceanalyzetoolsSWOTanalysis,PESTanalysis.HowtheEnvironmentAffectsManagers?accordingtoexhibit3-10,(page68)whichcelldoTian-FuConclusion:ExternalEnvironment:Thosefactorsandforcesoutsidetheorganizationthataffecttheorganization’sperformance.ComponentsoftheExternalEnvironmentSpecificenvironment:externalforcesthathaveadirectandimmediateimpactontheorganization.SWOTanalysisGeneralenvironment:broadeconomic,socio-cultural,political/legal,demographic,technological,andglobalconditionsthatmayaffecttheorganizationPESTanalysisAssessingtheenvironmentaluncertaintyHowtheEnvironmentAffectsManagersEnvironmentalUncertaintyTheextenttowhichmanagershaveknowledgeofandareabletopredictchangetheirorganization’sexternalenvironmentisaffectedby:Complexityoftheenvironment:thenumberofcomponentsinanorganization’sexternalenvironment.Degreeofchangeinenvironmentalcomponents:howdynamicorstabletheexternalenvironmentis.ManagingStakeholderRelationshipsAnyconstituenciesintheorganization’senvironmentthatareaffectedbytheorganization’sdecisionsandactionsAndusethefollowingsteptomanagingTian-FuIdentifytheorganization’sexternalstakeholders.Determinetheparticularinterestsandconcernsoftheexternalstakeholders.Decidehowcriticaleachexternalstakeholderistotheorganization.Determinehowtomanageeachindividualexternalstakeholderrelationship.Part3:Conclusionaboutthepart1作业布置Assignmentfornextweek:Assignment1:ReadChapter4Assignment2:interviewmanager,showinweek7实验项目一：高管访谈录以小组为单位调查真实企业管理者，第7周展示课后总结作为管理与组织学的导论部分，重点应放在吸引学生的学习兴趣，侧重整体的框架的介绍，树立基本的管理理念。

教案编号：04章,节Part2planningChapter4Decision-Making:TheEssenceoftheManager’sJobChapter5foundationsofplanning授课方式Casestudy+Discussion+selftest+practice教学目的Definedecisionanddecision-makingprocess.Describetheassumptionsofdecisionmaking(rational.boundedrationality,intuitivedecision)Contrastprogrammedandnon-programmeddecisionsandthreedecision-makingconditions.Explainmaxi-max,maxi-min,andmini-maxdecisionchoiceapproaches.Describethefourdecisionmakingstyles.understandingthetwelvedecision-makingbiasesmanagersmayexhibit,andhowtodealwithitUnderstandingWhatIsPlanningandHowDoManagersPlan.EstablishingGoalsandDevelopingPlanscommunicationskillsteam-working教学重点Decisionanddecision-makingprocess.Managerialdecision-makingmodel.assumptionsofdecisionmaking,threedecision-makingconditionsdecisionchoiceapproaches,fourdecisionmakingstylesPlanningcharacteristicsofwell-designedgoalsHowDoManagersPlan?EstablishingGoalsandDevelopingPlans教学难点Decisionanddecision-makingprocess.Managerialdecision-makingmodel.assumptionsofdecisionmaking,threedecision-makingconditionsdecisionchoiceapproaches,fourdecisionmakingstylesPlanningcharacteristicsofwell-designedgoalsHowDoManagersPlan?EstablishingGoalsandDevelopingPlans时间分配教学过程10’45’45’Part1:Case家庭现金的投资决策(黄金、房地产、储蓄、股票)\\高考决策\成都石化项目Discussion:theimportanceofdecisionmakingPart2：practice选择朋友的决策Throughpracticeandself-test,wediscussthemodelofdecisionmaking,toanalysisthePart3:casestudyandpracticepersonalplanThroughcasestudyaboutJIADUOBAOandpracticepersonalplan,wediscusssomethingaboutplanning.Part1:Case家庭现金的投资决策(黄金、房地产、储蓄、股票)\\高考决策\成都石化项目Discussion:theimportanceofdecisionmakingPart2：casestudy选择朋友的决策Stage1:questionStage2:Usethemodelofdecisionmaking,seeexhibit4-12(page91)toanalysistheproblemofdecisionmaking.Conclusion:TheEightStepsofDecisionMakingProcessIdentifyingaproblemIdentifyingdecisioncriteriaAllocatingweightstothecriteriaDevelopingalternativesAnalyzingalternativesSelectinganalternativeImplementingthealternativeEvaluatingdecisioneffectivenessDecision-makingperspectives:Rationality—clearandunambiguousBoundedRationality—underassumptions,inabilitytoprocessinformation,limitedalternativesIntuition—basedheavilyonexperience,feelingsandaccumulatedjudgmentProcedure—aseriesofsequentialstepsthatcanbeusedtorespondtoawell-structuredproblem.Rule—anexplicitstatementthattellsmanagerswhattheycanorcannotdo.Policy—aguidelineformakingdecisions.TypesofProblemsandDecisionsStructuredProblemsProgrammedDecisionUnstructuredProblemsNonprogrammedDecisionsDecision-makingConditionsCertaintyRiskUncertaintyStage3:judgeyoudecision-makingstyleSelftest7-9Discussion:whaterrorswilltakeplacewhenwemakedecision?Decision-MakingStylesDirectiveUseminimalinformationandconsiderfewalternatives.AnalyticMakecarefuldecisionsinuniquesituations.ConceptualMaintainabroadoutlookandconsidermanyalternativesinmakingdecisions.BehavioralAvoidconflictbyworkingwellwithothersandbeingreceptivetosuggestions.Decision-MakingBiasesandErrorsOverconfidenceBiasHoldingunrealisticallypositiveviewsofone’sselfandone’sperformance.ImmediateGratificationBiasChoosingalternativesthatofferimmediaterewardsandthattoavoidimmediatecosts.AnchoringEffectFixatingoninitialinformationandignoringsubsequentinformation.SelectivePerceptionBiasSelectingorganizingandinterpretingeventsbasedonthedecisionmaker’sbiasedperceptions.ConfirmationBiasSeekingoutinformationthatreaffirmspastchoicesanddiscountingcontradictoryinformation.AnchoringEffectFixatingoninitialinformationandignoringsubsequentinformation.SelectivePerceptionBiasSelectingorganizingandinterpretingeventsbasedonthedecisionmaker’sbiasedperceptions.ConfirmationBiasSeekingoutinformationthatreaffirmspastchoicesanddiscountingcontradictoryinformationFramingBiasSelectingandhighlightingcertainaspectsofasituationwhileignoringotheraspects.AvailabilityBiasLosingdecision-makingobjectivitybyfocusingonthemostrecentevents.RandomnessBiasCreatingunfoundedmeaningoutofrandomeventsSunkCostsErrorsForgettingthatcurrentactionscannotinfluencepasteventsandrelateonlytofutureconsequences.Self-ServingBiasTakingquickcreditforsuccessesandblamingoutsidefactorsforfailures.CharacteristicsofanEffectiveDecision-MakingProcessItfocusesonwhatisimportant.Itislogicalandconsistent.Itacknowledgesbothsubjectiveandobjectivethinkingandblendsanalyticalwithintuitivethinking.Itrequiresonlyasmuchinformationandanalysisasisnecessarytoresolveaparticulardilemma.Itencouragesandguidesthegatheringofrelevantinformationandinformedopinion.Itisstraightforward,reliable,easytouse,andflexible.Part3:discussplanStage1:newsreportourcollege,JIADUOBAO,andsoon.Discussion:theimportanceofplanning,especiallyformalplanningConclusion:planninginvolvesgoalsandplans,soasmanagersplan,they’redevelopingbothgoalsandplans.Stage2:collectdifferentcompany’sGOALSORmissionstatement,suchasFORDMOTORCOMPANY;analyzeComponentsofaGOALSORMissionStatement.Stage3:Casestudy:JIADUOBAODiscussion:WhatisJIADUOBAO’sgoal?Whatkindofplansitmakeinordertofulfillit?Andwhatistheseplanscharacteristic?Conclusion:Stage4:howtoestablishgoalsanddevelopplansPractice:P112settinggoalsforyourpersonallifesuchasacademic,careerpreparation,family,andsoforth.Writeapersonalmissionstatement.Discussion:SMARTprinciplecharacteristicsofwell-designedgoals,stepsingoalsettingthreecontingencyfactorinplanningJIADUOBAOStage5:conclusionPlanningAprimarymanagerialactivitythatinvolves:Definingtheorganization’sgoalsEstablishinganoverallstrategyforachievingthosegoalsDevelopingplansfororganizationalworkactivities.TypesofplanningInformal:notwrittendown,short-termfocus;specifictoanorganizationalunit.Formal:written,specific,andlong-termfocus,involvessharedgoalsfortheorganization.PurposesofPlanningProvidesdirectionReducesuncertaintyMinimizeswasteandredundancySetsthestandardsforcontrollingTheRelationshipBetweenPlanningAndPerformanceFormalplanningisassociatedwith:Higherprofitsandreturnsonassets.Positivefinancialresults.Thequalityofplanningandimplementationaffectsperformancemorethantheextentofplanning.Theexternalenvironmentcanreducetheimpactofplanningonperformance,Formalplanningmustbeusedforseveralyearsbeforeplanningbeginstoaffectperformance.HowDoManagersPlan?ElementsofPlanningGoals(alsoObjectives)Desiredoutcomesforindividuals,groups,orentireorganizationsProvidedirectionandevaluationperformancecriteriaPlansDocumentsthatoutlinehowgoalsaretobeaccomplishedDescribehowresourcesaretobeallocatedandestablishactivityschedulesTypesofGoalsFinancialGoalsArerelatedtotheexpectedinternalfinancialperformanceoftheorganization.StrategicGoalsArerelatedtotheperformanceofthefirmrelativetofactorsinitsexternalenvironment(e.g.,competitors).StatedGoalsversusRealGoalsBroadly-wordedofficialstatementsoftheorganization(intendedforpublicconsumption)thatmaybeirrelevanttoitsrealgoals(whatactuallygoesonintheorganization).TypesofPlansStrategicPlansApplytotheentireorganization.Establishtheorganization’soverallgoals.Seektopositiontheorganizationintermsofitsenvironment.Coverextendedperiodsoftime.OperationalPlansSpecifythedetailsofhowtheoverallgoalsaretobeachieved.Covershorttimeperiod.Long-TermPlansPlanswithtimeframesextendingbeyondthreeyearsShort-TermPlansPlanswithtimeframesononeyearorlessSpecificPlansPlansthatareclearlydefinedandleavenoroomforinterpretationDirectionalPlansFlexibleplansthatsetoutgeneralguidelines,providefocus,yetallowdiscretioninimplementation.Single-UsePlanAone-timeplanspecificallydesignedtomeettheneedofauniquesituation.StandingPlansOngoingplansthatprovideguidanceforactivitiesperformedrepeatedly.EstablishingGoalsandDevelopingPlansManagementByObjectives(MBO)Specificperformancegoalsarejointlydeterminedbyemployeesandmanagers.Progresstowardaccomplishinggoalsisperiodicallyreviewed.Rewardsareallocatedonthebasisofprogresstowardsthegoals.KeyelementsofMBO:Goalspecificity,participativedecisionmaking,anexplicitperformance/evaluationperiod,feedbackExhibit7–5 StepsinaTypicalMBOProgramTheorganization’soverallobjectivesandstrategiesareformulated.Majorobjectivesareallocatedamongdivisionalanddepartmentalunits.Unitmanagerscollaborativelysetspecificobjectivesfortheirunitswiththeirmanagers.Specificobjectivesarecollaborativelysetwithalldepartmentmembers.Actionplans,defininghowobjectivesaretobeachieved,arespecifiedandagreeduponbymanagersandemployees.Theactionplansareimplemented.Progresstowardobjectivesisperiodicallyreviewed,andfeedbackisprovided.Successfulachievementofobjectivesisreinforcedbyperformance-basedrewards.DoesMBOWork?ReasonforMBOSuccessTopmanagementcommitmentandinvolvementPotentialProblemswithMBOProgramsNotaseffectiveindynamicenvironmentsthatrequireconstantresettingofgoals.Overemphasisonindividualaccomplishmentmaycreateproblemswithteamwork.AllowingtheMBOprogramtobecomeanannualpaperworkshuffle.Exhibit7–6 CharacteristicsofWell-DesignedGoalsWrittenintermsofoutcomes,notactionsFocusesontheends,notthemeans.MeasurableandquantifiableSpecificallydefineshowtheoutcomeistobemeasuredandhowmuchisexpected.ClearastotimeframeHowlongbeforemeasuringaccomplishment.ChallengingyetattainableLowgoalsdonotmotivate.Highgoalsmotivateiftheycanbeachieved.WrittendownFocuses,defines,andmakesgoalsvisible.CommunicatedtoallnecessaryorganizationalmembersPutseverybody“onthesamepage.”StepsinGoalSettingReviewtheorganization’smissionstatement.Dogoalsreflectthemission?Evaluateavailableresources.Areresourcessufficienttoaccomplishthemission?Determinegoalsindividuallyorwithothers.Aregoalsspecific,measurable,andtimely?Writedownthegoalsandcommunicatethem.Iseverybodyonthesamepage?Reviewresultsandwhethergoalsarebeingmet.Whatchangesareneededinmission,resources,orgoals?DevelopingPlansContingencyFactorsinAManager’sPlanningManager’slevelintheorganizationStrategicplansathigherlevelsOperationalplansatlowerlevelsDegreeofenvironmentaluncertaintyStableenvironment:specificplansDynamicenvironment:specificbutflexibleplansLengthoffuturecommitmentsCommitmentConcept:currentplansaffectingfuturecommitmentsmustbesufficientlylong-termtomeetthosecommitments.ApproachestoPlanningEstablishingaformalplanningdepartmentAgroupofplanningspecialistswhohelpmanagerswriteorganizationalplans.Planningisafunctionofmanagement;itshouldneverbecomethesoleresponsibilityofplanners.InvolvingorganizationalmembersintheprocessPlansaredevelopedbymembersoforganizationalunitsatvariouslevelsandthencoordinatedwithotherunitsacrosstheorganization.作业布置Assignmentfornextweek:Assignment1:ReadChapter6，7课后总结本章结合多种雅典教学方法，如案例分析、自我测试、课堂练习等，有效的调动了学生的学习兴趣。教学效果较好，尤其是加多宝案例分析部分。

教案编号：05章,节Part2:planningChapter67StrategicManagementandTypesoforganizationalstrategies授课方式Teach&casestudy教学目的ExplainwhystrategicmanagementisimportantListthesixstepsinthestrategicmanagementprocess.Describewhatmanagersdoduringexternalandinternalanalyses,andDefinestrengths,weaknesses,opportunities,andthreats.Describethethreemajortypesofcorporatemunicationskillsteam-working教学重点strategicmanagement,andsixstepsinthestrategicmanagementprocess.externalandinternalanalyses,SWOTthreemajortypesofcorporatestrategies.教学难点strategicmanagement,andsixstepsinthestrategicmanagementprocess.externalandinternalanalyses,SWOTthreemajortypesofcorporatestrategies.时间分配教学过程5’10’50’50’10’Part1:ReviewofformerchapterPart2：CasestudyStage1:caseintroduction:thestrategiesofRUJIAStage2:caseDiscussion:1、Describethestrategies’changesofRUJIA,andexplainwhy.2、Fromthethreelevelofstrategies,explaindifferentstrategiesofRUJIA,corporate-levelstrategies\BusinessLevel(Competitive)Strategy\functionallevelstrategy3、DescribewhatistheexternalandinternalenvironmentofRUJIA.4、Describestrategiesforapplyinge-businesstechniques.Stage3:conclusionPart3:conclusion:Part1:ReviewofformerchapterPart2：CasestudyStage1:caseintroduction:thestrategiesofRUJIA(如家)Stage2:caseDiscussion:1、Describethestrategies’changesofRUJIA,andexplainwhy.2、Fromthethreelevelofstrategies,explaindifferentstrategiesofRUJIA,corporate-levelstrategies\BusinessLevel(Competitive)Strategy\functionallevelstrategy3、DescribewhatistheexternalandinternalenvironmentofRUJIA.4、Describestrategiesforapplyinge-businesstechniques.Stage3:conclusion2.1StrategicManagementWhatmanagersdotodeveloptheorganization’sstrategies?StrategiesThedecisionsandactionsthatdeterminethelong-runperformanceofanorganization.WhyisStrategicManagementImportantItresultsinhigherorganizationalperformance.Itrequiresthatmanagersexamineandadapttobusinessenvironmentchanges.Itcoordinatesdiverseorganizationalunits,helpingthemfocusonorganizationalgoals.Itisverymuchinvolvedinthemanagerialdecision-makingprocess.2.2StrategicManagementProcessStrategicManagementProcessStep1:Identifyingtheorganization’scurrent mission,goals,andstrategiesMission:thefirm’sreasonforbeingThescopeofitsproductsandservicesGoals:thefoundationforfurtherplanningMeasurableperformancetargetsStep2:DoinganexternalanalysisTheenvironmentalscanningofspecificandgeneralenvironmentsFocusesonidentifyingopportunitiesandthreatsSeeExhibit8–2 ComponentsofaMissionStatementStep3:DoinganinternalanalysisAssessingorganizationalresources,capabilities,andactivities:Strengthscreatevalueforthecustomerandstrengthenthecompetitivepositionofthefirm.Weaknessescanplacethefirmatacompetitivedisadvantage.Analyzingfinancialandphysicalassetsisfairlyeasy,butassessingintangibleassets(employee’sskills,culture,corporatereputation,andsoforth)isn’taseasy.Steps2and3combinedarecalledaSWOTanalysis.(Strengths,Weaknesses,Opportunities,andThreats)Step4:FormulatingstrategiesDevelopandevaluatestrategicalternativesSelectappropriatestrategiesforalllevelsintheorganizationthatproviderelativeadvantageovercompetitorsstrengthstoenvironmentalopportunitiesCorrectweaknessesandguardagainstthreatsMatchorganizationalStep5:ImplementingstrategiesImplementation:effectivelyfittingorganizationalstructureandactivitiestotheenvironment.Theenvironmentdictatesthechosenstrategy;effectivestrategyimplementationrequiresanorganizationalstructurematchedtoitsrequirements.Step6:EvaluatingresultsHoweffectivehavestrategiesbeen?Whatadjustments,ifany,arenecessary?2.3Level1:TypesofOrganizationalStrategiesCorporateStrategiesDefinition:CorporateStrategiesTopmanagement’soverallplanfortheentireorganizationanditsstrategicbusinessunitsTypesofCorporateStrategiesGrowth:expansionintonewproductsandmarketsStability:maintenanceofthestatusquoRenewal:redirectionofthefirmintonewmarketsGrowthStrategySeekingtoincreasetheorganization’sbusinessbyexpansionintonewproductsandmarkets.TypesofGrowthStrategiesConcentrationV