人民大2024战略管理（第13版）教师手册 David_13e_im_07.docx

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1、CluipnsIssuesCHFER7IMP1.EMENTINGSTRATEGIES:MANAGEMENTANDOPERATIONSISSUESCHAPTEROUT1.INE TheNatureofSlralcgyhnple11cnla(ion AnnualObjectives Policies ResourceAllocation ManagingConflict MatchingStnicturewithStrategy Restructuring.Rccnginccring,andE-Enginccring 1.inkingPerformanceandPaytoStnitcgics Ma

2、nagingResistanceioChange CreatingaSlralegy-SupportiveCulture PrxlucIin,0peralionsConcernsWhenImplementingStrategies HUlnanResourceConcernsWhenImplementingStrategiesCHAlrIEROBJECTIVESAfterMudyingIhiSchapter,youshouldbeableiodothefollowing:1. Explainwhystrategyinple11entationis11rcdil11cul(thanstrateg

3、yIbnnulalion.2. DiscusstheimportanceofannualobjectivesandpoliciesinhicvingOrganiZatiOnalcommitmenttorstrategiestobeimplemented.ExplainwhyorganizationalStnictureissoimportantinstrategyimplementation.COlnpareandcontrast!Xistruciuringandreengineering.Describetherelationshipsbelween11)duclionroperalions

4、andstrategyinlenwnlali(1n.Explainhowafirmcanefteclivelylinkperfb11narcandpaytostrategies.Discussemployeestockownershipplans(ESOPs)asast11tcgic-managcmcntconcept.Describehowto11xlifyanorganizationalculturetosupportnewstrategics.DiscussthecultureinMexiandJapan.1().DescribetheglasceilingintheUnitedSlat

5、es.CHAPTEROVERVIEW,hestrategic-managementprocessdoesnotendwhen(hefirmdecideswhichstrategyorstrategiestopursue.Theremustbeatranslationofstrategicthoughtintostrategicaction.Thistranslationismucheasierifmanagersandemployeesofthefirmunderstandthebusiness,ledapartofthecompany,and,throughinvolvementinslra

6、lcgy-formulationactivities,havebecomecommittedtohelpingtheorganizationsucceed.Withoutunderstandingandcommitment,strategy-implementationeftbrtsfacemajorproblems.Thischapterfocusesonmanagementissuesmostcentraltoimplementingstrategiesin201020l1.DoingGreatinaWeakEconomy-GoogleWhennoslfirmswerestruggling

7、in20()8,Googleincreaseditsrevenuesandprofitssuch(hatFortunemagazinein2009ratedGooglcasitsfourth,MostAdmiredCompanyintheWorldintermsofitsmanagementandperformance.In2009,Googlcbegansellingbooksonline.ThisrelateddiversificationstrategyledGoogletodigitizecloseto10millionbooksbyyearsend.Googlesphilosophy

8、isthat44Iowpricesaregood,buttreeisbelter/*InadirectassaultonMicrosoft.Googleispreparingtolaunchitsownoperatingsystemforcomputers.GoogleChrome.TheGooglCstrategyisahugebe(thatonlineProgramScaneventuallyovertakeandcrushdesktopsoftware.EXTENDEDCHAPTEROUT1.INEWITHTEACHINGTIPSI. THENATUREOFSTRATEGYIMP1.EM

9、ENTATIONA. IheStrategy-ImplemeniationStageofStrategicManagement1. Tliestrategy-impleinentationstageoistrategicmanagementis代WeaIedinRgure7-1.2. Successfulstrategyformulationdocsnotguaranteesuccessfulstrategyimplementation.Itisalwaysmon?difficulttodoSoIneihing(strategyimplenntation)thantosayyouaregoin

10、g(odoit(strategyfbmwlation).B. ManagementPerspectives1. Inallbutthesmallestorganizations,thetransitionfromstrategyformulationtostratcgj,implementationrequiresashiftinresponsibilityfromstrategiststodivisionalandfunctionalmanagers.2. ManagementissuescentraltoStraIegyimPlementationincludeestablishingan

11、nualnustrategynu(lulelskl()44.htmfivesa(*Mldefinitionofstrategyimplementation.II. ANNUA1.OBJECTIVESA.EstablishingnnualObjectives1. Establishingannualobjectivesisadecenlralizcdactivitythaldirectlyinvolvesallmanagersinanorgani/iiiion.2. AnnUalobjectivesareessentialforstrategyimplementationbecausethey:

12、a. Repsentthebasisibrallocatingresources.h. AaprimaryIixxhanism(brevaluatingmanagers.i. Arcthemajorinstrumentfbrmonitoringp11)gressIowanlsachievingIong-Iennobjectives.j. Establishorganizational,divisional,anddepartmentalpriorities.3. ClearlyslatedandCCmmuniCatedObjeCIiVeSan?criticallosuccessinallIyp

13、eSandsizesoflinns.FigIlTV7-2illustrateshowtheSlalmusCompanycouldestablishannualobjectivesbasedonIong-Icnnobjectives.Table7-1revealsassociatedrevenueflgutvsthatcorrespondtotheobjectivesinFigure7-2.a. Objectivesshouldbeconsistentacrosshierarchicallevelsandformanetworkofsupportiveaims.Horizontalconsistencyofobjectivesisasimportantasverticalconsistencyofobjectives.b. AnnualobjectivesshouldbeInCaSunIblc,consistent,reasonable,challengin