戰略管理

StrategicManagement公共管理學院城市管理系

2003年秋戰略管理

StrategicManagement公共管理學1第二講環境分析

一、環境分析的重要性信息收集和分析是戰略管理的重要因素，而環境分析正好滿足要求。

TheimportanceofenvironmentalanalysisAkeyelement,thetypeofenvironmentalinformationinthisphase.1、內外分析

Internalandexternalforces,positiveornegativeimpact.Examples:Rateofproductinnovationvs.pricediscountingbya

competitor.

公共機構重組、合并和私有化。GovernmentReengineering.2、努力和高效

ExhaustiveandProductive戰略管理重視外部環境（由內到外）、長期目標和組織的未來。

第二講環境分析一、環境分析的重要性2環境分析的重要性趨勢或事件

促進或阻礙

青蛙實驗：反應過激或反應不足

變化--目標沖突和多種力量的平衡。奶酪？

觀念：管制與控制，或開放與靈活

注意力：內部或外部

環境分析的重要性趨勢或事件3一、內部分析InternalAnalysis

（一）要點TheImportance自我分析LearnthecapabilitiesorwhattheorganizationcandoorcannotdobySelf-analysisandintrospection.(1)優勢和弱勢是什么？Whattheorganization’sstrengthsandweaknessesare;(2)如何利用優勢和避免弱勢?whatmustbedonetoeliminatetheweaknessesandcapitalizethestrengths.（二）分析框架：戰略制訂科層AnalyticalPerspective:

Thestrategy-makinghierarchy總體層（戰略層）Corporatelevel,事業層Businessleveland職能層（戰術層）Functionallevels(1)系統性Systematic—inalogicalandorderlyfashion;(2)綜合性Comprehensive—acoherentandcomprehensive,broadinscope;(3)可視性afullpictureoftheorganization’internaldynamics.一、內部分析InternalAnalysis（一）要4（三）戰略制訂科層描述：

Strategy-MakingHierarchy1.總體層Thecorporatelevel董事會和高層管理Totalentity,directionTheboardofdirectors+topmanagement(CEO,President,othersupportofferssuchasCOO,CIO,CFO,CKOandstrategicplanners)(1)長期視點Long-term：Financialandnon-financialobjectivesfortheentireorganization;(2)確定范圍Thecurrentbusiness:Divisionsorsubsidiaries.Keep+divestorliquidate+newmove;(3)分配資源allocatetheresourcesamongthebusinesses;(4)建立關系Therelationshipwiththepublicandimageinthecommunity.（三）戰略制訂科層描述：

Strategy-5（三）戰略制訂科層描述：

Strategy-MakingHierarchy2.事業層

TheBusinesslevel

事業部（地理、產品或服務、服務對象等）強調競爭能力

SBUs--StrategicBusinessUnits：DivisionsandsubsidiariesCompetitivecapacities

本科生、研究生；高科技、制造業、旅游業。3.職能層

Thefunctionallevel部門（人力、財務、技術、信息、生產、市場等）Departments—devisingappropriatestrategiestoachievetheobjectives（三）戰略制訂科層描述：

Strategy-6I.總體層Thecorporatelevel

(1)董事會、理事會、政務會、委員會TheBoardofDirectors,TheBoardoftrustees,Theboardofgovernors.股東和利益代表Stockholders(Taxpayersormembersoftheassociations)+theMedia.(2)高層管理團隊TopManagement決策執行主席和總裁CEOandothersupportiveofficers,directlyresponsibleforfashioningthestrategicpostureoftheorganization.角色和行為的系統評價AsystematicevaluationoftherolesandbehaviorI.總體層Thecorporatelevel(17董事會

TheBoardofDirectorsWhy?政治局，常委會，人民代表大會，國務院務會，政務會，理事會。確定使命Definethemission;檢查和詢問有關決策執行Examineandquestionsubsidiaries’plan;制訂全面規劃Formanoverallplan;激勵高層管理者Motivatethemanagementtoperform;監控偏差Monitorperformanceandactswherethereisfailuretoachieveobjectives.評判高層管理者的績效JudgetheperformanceofTopmanagement,reward,punish,orreplacetheexecutives.董事會

TheBoardofDirectors8董事會分析要點

Focusoftheboard’sanalysis

(1)存在的理由WhyBoardsExist----法律要求Alegalmandate:atleastthreemembers;----內在要求Internalcomplexityandexternalchanges;outsidersadvices;(2)董事會成員的資格QualificationsofDirectors----經驗Experienceintheindustry;----政治和經濟系統Economicalandpoliticalsystemofthecountry;----勇氣和客觀Courageandobjectivityinarticulatingviews;----判斷能力強Soundjudgment;----誠信Integrity;----時間充足Timeavailability;董事會分析要點

Focusoftheboard’sa9(3)董事會的責任BoardResponsibilities----保護成員利益Toprotecttheinterestsofthestockholders;----維護資產安全tosafeguardtheassets。(4)董事會的職能BoardFunctions(governancenotmanagement)治理非管理----決定執行者Hiring,evaluating,replacingtheexecutives;----批準高層人事RatifyingtheCEO’sselection;----政策的核準Approving,modifyingorrejectingthepolicies;----薪酬水平Settingthesalarylevels;----通過審計保持連續性ensuringtheintegrityoftopmanagementthroughcontinuousauditing;---保障長遠發展Assuringthelong-runsurvivalandsuccessoftheorganization(3)董事會的責任BoardResponsibilit10

B.相關委員會Boardcommittees

(1)執行ExecutiveCommittees:WTO，人大(2)審計Auditcommittees(3)補償Compensationcommittees:recommending;(4)提名Nominatingcommittees:recommending;(5)財政Financecommittees(6)戰略Strategycommittees(7)其它othercommittees----社會責任socialresponsibilitycommittee----貢獻contributioncommittee----合并mergeandacquisitioncommittee----公共政策publicpolicycommittee----股票期權stockoptioncommittee

B.相關委員會Boardcommittees

(1)11C.董事會的組成BoardComposition

(1)管理董事Managementdirectors:president,financeandmanufacturingdivision;(2)附屬董事Affiliatednon-managementdirectors:customer,creditor,investmentbanker.(3)獨立董事Independentdirectors:executivesofanotherorganizations,aprofessor,acommunityleader.(4)外部董事Outsidersoutnumberinsiders:----advantagesanddisadvantagesofInsiders;----advantagesanddisadvantagesofoutsiders;知識Knowledge溝通Communication時間的許可Availabilityoftimecontinuity+creation+objectivejudgment+experiences.C.董事會的組成BoardComposition12D.董事會的類型TypesofBoards依法型Constitutionalboards:“small,new,lowtechnology,closelyownedfirms”橡皮圖章型Rubberstampboards:a.sharetheexecutives’views,andb.notknownforcourage.監控型Oversightboards:playanactiveroleinreviewing,approving,modifying,orrejectingmanagement’sdecisionsconcerningthecompany’smissions,objectives,strategies,andpolicies.刺激型Catalystboards:aninitiatorofaction,taketheleadingroleinestablishingandmodifyingthemission,objectives,strategy,andpolicies.D.董事會的類型TypesofBoards依法型Con13

2.高層管理TheTopManagementA.CEO在管理中的重要性WhyCEO’sAnalysis(1)靈魂Thesouloftheorganization:shapingthestrategicdirection.(2)塑造特性moldingthecharacteroftheexecutiveteam.(3)樂隊指揮、戰地指揮官、球隊教練、船長likeanorchestraconductor,amilitaryfieldcommander,afootballcoach,ashipcaptain.

2.高層管理TheTopManagementA.C14B.如何分析HowtoanalyzeCEO?

(1)CEO的責任TheCEO’sresponsibilities----清晰內部能力和外部變化Makesurethecapabilityandchanges;----明確事業范圍和目標以及實現策略Definethebusinessandobjectivesandstrategiestoattainthoseobjectives;----創造氛圍Createtheconditionsnecessaryforsuccessfulimplementationofstrategies.----確定控制機制Establishaneffectivecontrolmechanism;----吸引和留住優秀人才Attractandkeepthetalentexecutives;----權力和制度的有效傳達Power,institutionsfortransfersystem;----樹立良好的組織形象ProjectagoodOrganizationimageB.如何分析HowtoanalyzeCEO?(15

(2)CEO的角色

TheCEO’sRoles----人際角色

Interpersonalroles:afigurehead,aleader,andaliaison;名譽領袖、領導者和聯絡者。----信息角色

Informationalroles:amonitor(internalandexternal),adisseminator,andaspokesperson;監督者、傳播者、發言人。----決策角色Decisionalroles:anentrepreneur,adisturbancehandler,aresourceallocate,andanegotiator.創業者、危機處理者、資源分配者和協調者。(2)CEO的角色

TheCEO’sRoles16

D.CEO的管理模式

TheCEO’sManagerialModes冒險或者保守？Riskaverseorriskprone創業型Theentrepreneurialmode

----leaders,領先者growth.aproactive,risk-proneapproach,highlyimaginative,energeticindividuals,huntforandexploitationofenvironmentalopportunities.(2)適應型Theadaptivemode----followers,追隨者controllingtheexternalthreats.(3)混合型Thestrategicplanningmode----flexibility，應變者。D.CEO的管理模式

TheCEO’sManag17E.CEO的決策風格

TheCEO’sDecision-MakingStyle獨裁式AutocraticStyle----威權unilaterally.Authoritarian.----正式formalauthority----優點是快速反應quicklyadapttochangesintheexternalenvironments.-----缺點是maybringthepooranddevastating.(2)參與式

ParticipativeStyle----咨詢consultwithsubordinates.Democratic.----優點在于信息enoughinformation;----缺點是慢而不決mayslowandhardtogetagreement.E.CEO的決策風格

TheCEO’sDecision18

F.CEO的價值觀TheCEO’sValues

(1)價值要素ComponentsofValues----理論要素Theoreticalcomponent:empirical,criticalandrationalapproach.----經濟要素Economicalcomponent:profit,thecreationofwealth.----美學要素Aestheticcomponent:formsymmetry,andharmony.----社會要素Socialcomponent:warmhumanrelations,lovekindness,sympathy,andunselfishness.----政治要素Politicalcomponent:Power,influence,andrecognition.----宗教要素Religiouscomponent:unityandthecreationoftheuniverseTheCEOspersonallywanttheorganizationtodoortobe

F.CEO的價值觀TheCEO’sValues

(119II.事業層TheBusinessLevel中層、獨立的事業分部Middlelayer,StrategicBusinessUnits,Afreestandingbusiness分權運動SBU:1920-1960movementondivisionalizationanddecentralization.Theorganizationgrowth,diversity,andoverallcomplexity,semi-autonomousbusinesses.正式規劃1960s’formal(traditional)planning:overallpurposes,objectives,andenvironmentalassumptions.Overlyoptimisticorpessimistic,andprofitlessgrowth.通用的組合理論GE’sConcept:“portfolio”;uniquebusinessmissionorpurpose;haveidentifiablecompetitors,havemajorfunctions(production,financeetc.)II.事業層TheBusinessLevel中層、獨立的201.戰略事業單位策略

SBU’sStrategies

競爭策略competitivestrategy:akeyadvantage（1）成本領先Costleadership先發制人，資本能力強，嚴格監督，責任分明，詳細報告，定量激勵。（2）特色優勢

Productiondifferentiation先發制人或后發制人：敏銳的創造鑒別能力，技術領先，傳統與獨特相結合，密切合作，創新文化。（3）目標集聚

Focus自我約束，實力不足，追求效率。1.戰略事業單位策略

21（1）成本領先戰略

CostLeadership

擴張、嚴格控制、成本最小化Efficientfacilities,tightoverheadcontrol,costminimization.

優點：對競爭對手、購買方、供應方在價格方面具有更高的討價還價能力。

缺點：技術變化的沖擊，競爭對手的模仿，忽視長遠利益，局限于現有技術和戰略。

應用：-需求彈性大，市場由價格競爭主導；-差別化不能為購買者帶來顯著利益；-大部分購買者對產品的使用了如指掌；

（1）成本領先戰略

CostLeadership擴張、22

(2)差別化戰略

ProductDifferentiation品牌、技術、特性、客戶服務、分銷網絡Brandimage,technology,features,customerservices,dealernetwork優點：品牌忠誠、利潤率高、進入障礙Brandloyalty,profitmarginincrease,entrybarriers,bargainingpower缺點：高價格、多余功能和競爭者的模仿Customers’loss,competitors’imitation.應用application--提供多種差別化方式Manyways,diverseneedsanduses;--用戶需求多樣化--采取差別化的競爭者不多Notmanyrivalfirmsarefollowingadifferentiationstrategy.

(2)差別化戰略

ProductDifferenti23

(3)目標專注策略Focus特定顧客、特定區域，特別產品Aspecialgroupofcustomers,anarrowgeographicarea,aparticularuseoftheproduct.Specializationleadstoproficiency優點：開發特有的競爭對手難以模仿的技巧，新進入者門檻高，客戶忠誠度高。+specialskills,entrybarriers,strongloyalty;缺點：競爭者使用替代品占領分市場，在市場容量小時失去競爭優勢。應用：--明顯需求差別和方式多樣化；--沒有競爭者進入--組織的資源不允許擴展。(3)目標專注策略Focus特定顧客、特定區域，特242、戰略組合法BCGMatrix

（1）私人部門----市場份額和市場增長率MarketshareandMarketGrowth(圖）幼童—明星—金牛—瘦狗QuestionMark—Star—CashCow—Dog（2）公共部門----利益相關者支持度和可控性Stakeholders’Accountability&Tractability黑馬—坐鴨—怒虎—睡狗DarkHorses—SittingDucks—AngryTiger—SleepingDog2、戰略組合法BCGMatrix（1）私人部門----25請思考幾個相對應的案例幼童—高成長低市場份額明星—高成長高市場份額需要持續的投資；金牛—低成長高份額，減少投資；瘦狗—低成長低份額，撤退。黑馬—為嚴重智力殘疾提供生活自理技能；坐鴨—道路安全計劃怒虎—關心少數民族教育睡狗—愛滋病的投資請思考幾個相對應的案例幼童—高26III.職能層TheFunctionalLevel1.市場營銷Marketing(ProductandServices)

(1)產品和服務Products:ideas,services,merchandise.----范圍thebreadthofproductionline;----質量thequalitylevel.(2)市場研究MarketingResearch:customerneeds,values,buyinghabits,marketcharacteristics,growthpotentials,newproductacceptance,competitiveproducts.(3)目標市場Targetmarket:undifferentiatedmarketing,concentratedmarketing,differentiatedmarketing.(4)市場容量Salesvolume:(5)市場份額Marketshare:(6)定價Pricing:(7)分銷Distribution(8)廣告Advertising(9)促銷PromotionIII.職能層TheFunctionalLevel1272.生產Production(1)地點Locationoffacilities(2)更新Newnessoffacilities(3)布局Layoutoffacilities(4)質量控制Qualitycontrol----Function;Reliability,AestheticsandSafety.(5)生產能力Productioncapacity(6)庫存能力Inventory2.生產Production(1)地點Locatio283.研究與發展

ResearchandDevelopment(1)集中Focus:Basicandapplied.(2)態勢Posture:----革新Innovative:offensivelong-term;----保護Protective:defensive;Catch-upandcombination.(3)預算Budget:9%--0.8%;3.研究與發展

ResearchandDevelopm294.人力資源HumanResources(1)持續規劃Successionplanning(2)招聘與選擇Recruitmentandselection(3)訓練與開發Traininganddevelopment(4)績效評估Performanceappraisal(5)補償Compensation4.人力資源HumanResources(1)持續規305.公共事務PublicAffairsConcepts:communityaffairs,communityrelations,externalaffairs,externalcommunications,publicrelations.Functions:ethics,socialresponsibility,crisismanagement.(1)倫理Ethics:perceptualdifference,competitivepressureandpsychologicaldisorders.(2)社會責任Socialresponsibility:financialcontribution;(3)危機管理CrisisManagement5.公共事務PublicAffairsConcepts316.財務Finance/Accounting(1)現金ManagementofCash(2)庫存ManagementofInventory(3)ManagementofAccountsReceivable(4)ManagementofTotalAssets(5)ManagementofDebts(6)CapitalBudgeting6.財務Finance/Accounting(1)現金32IV.信息收集方法

Information-gatheringTools1.個人聯絡PersonalContacts:informalinterpersonalinteractions.2.觀察

Observation:openanddisguised3.訪談和調查InterviewsandSurveyQuestionnaires4.報告ReportsIV.信息收集方法

Information-gatheri33二、外部環境分析ExternalAnalysis內外分析是一個硬幣的正反兩面，缺一不可。Gatheringandexamininginformationontheforces.外部環境的變化多端，反應緩慢帶來災難。Long-termhealth,short-termsurprise.1、特定環境

Taskenvironment:immediateoroperating;inbothdirection;influenceandareinfluenced2、一般環境

Generalenvironment:Influencebutarenotbeinfluencedbytheorganization.二、外部環境分析ExternalAnalysis內外分析34特定環境分析

TheTaskEnvironmentalAnalysis(p8圖)(1)行業分析Industry:agroupoffirmsofferingsimilarproducts(orservices).--行業結構IndustryStructure:增長率Growthrate+規模Size+相對利潤Relativeprofitability--戰略小組StrategicGroup(2)競爭者Competitors----Forcesinfluencingcompetition(p12圖）特定環境分析

TheTaskEnvironmental351、特定環境分析

TheTaskEnvironmentalAnalysis(3)供應者分析Suppliers:Rawmaterials,capitallabor.(4)顧客分析Customers:Region,Income,Education..(5)工會分析（其他利益相關者）LaborUnions(6)政府規則GovernmentRegulators----Regulation----Deregulation1、特定環境分析

TheTaskEnvironmenta362.一般環境分析

TheGeneralEnvironmentP13圖(1)人口Demographics:birthrates,deathrates,lifeexpectancy,agedistribution,marriages,divorces,incomedistributionlevelofincome….(2)文化Culture:collectionofsocietalvalues,habits,knowledge,andwaysofdoingthings(3)經濟Economy:Majoreconomicfactors;(4)政治Politics:nationalandinternational(5)技術Technology(6)壓力集團PressureGroups2.一般環境分析

TheGeneralEnvironm373.外部環境總攬

ScanningtheExternalEnvironment(1)針對競爭對手的情報CompetitorIntelligence:publishedmaterials,informationbrokers,potentialrecruits,questioningtechnicians,debriefing,consultants,keycustomertalk,laborcontract;(2)工業間諜IndustrialEspionage:illegaluseofinformation-gatheringtools.(3)預測技巧Forecasting-Techniques----定性Qualitative:Executiveopinionmethod,Delphi,Brainstorming,Scenarios----定量Quantitative:TrendAnalysis,time-series,regression,econometricmodels,cross-impact,leadingindicators3.外部環境總攬

ScanningtheExterna38[案例分析]底特律新任市長的戰略思考

背景：Detroit是美國中部Michigan州著名的“汽車城”和“動力城”，曾是許多人向往的城市。但是，在1990年前后因犯罪率居高不下而竟背上了“謀殺城”的名聲。問題：1、失業率高，平均7.1%；黑人15%；2、財政赤字，8800萬美元；3、人口下降、經濟畏縮；中產階級紛紛遷往遠郊居住；4、犯罪率仍在上升。改變：1994年新上任。除了日常的城市管理例如修補路面、處理環境污染、垃圾問題、路燈問題之外，市長決定：1、“重塑城市形象，讓市民感到生活在這里是幸福的”；2、吸引更多的投資。從減少煩瑣的行政手續入手開展改革；3、促進基礎設施建設，為城市居民創造優良的環境；4、優化交通管理，吸引遠郊的居民進城工作。5、減少城市犯罪率。

[案例分析]底特律新任市長的戰略思考

背39戰略管理

StrategicManagement公共管理學院城市管理系

2003年秋戰略管理

StrategicManagement公共管理學40第二講環境分析

一、環境分析的重要性信息收集和分析是戰略管理的重要因素，而環境分析正好滿足要求。

TheimportanceofenvironmentalanalysisAkeyelement,thetypeofenvironmentalinformationinthisphase.1、內外分析

Internalandexternalforces,positiveornegativeimpact.Examples:Rateofproductinnovationvs.pricediscountingbya

competitor.

公共機構重組、合并和私有化。GovernmentReengineering.2、努力和高效

ExhaustiveandProductive戰略管理重視外部環境（由內到外）、長期目標和組織的未來。

第二講環境分析一、環境分析的重要性41環境分析的重要性趨勢或事件

促進或阻礙

青蛙實驗：反應過激或反應不足

變化--目標沖突和多種力量的平衡。奶酪？

觀念：管制與控制，或開放與靈活

注意力：內部或外部

環境分析的重要性趨勢或事件42一、內部分析InternalAnalysis

（一）要點TheImportance自我分析LearnthecapabilitiesorwhattheorganizationcandoorcannotdobySelf-analysisandintrospection.(1)優勢和弱勢是什么？Whattheorganization’sstrengthsandweaknessesare;(2)如何利用優勢和避免弱勢?whatmustbedonetoeliminatetheweaknessesandcapitalizethestrengths.（二）分析框架：戰略制訂科層AnalyticalPerspective:

Thestrategy-makinghierarchy總體層（戰略層）Corporatelevel,事業層Businessleveland職能層（戰術層）Functionallevels(1)系統性Systematic—inalogicalandorderlyfashion;(2)綜合性Comprehensive—acoherentandcomprehensive,broadinscope;(3)可視性afullpictureoftheorganization’internaldynamics.一、內部分析InternalAnalysis（一）要43（三）戰略制訂科層描述：

Strategy-MakingHierarchy1.總體層Thecorporatelevel董事會和高層管理Totalentity,directionTheboardofdirectors+topmanagement(CEO,President,othersupportofferssuchasCOO,CIO,CFO,CKOandstrategicplanners)(1)長期視點Long-term：Financialandnon-financialobjectivesfortheentireorganization;(2)確定范圍Thecurrentbusiness:Divisionsorsubsidiaries.Keep+divestorliquidate+newmove;(3)分配資源allocatetheresourcesamongthebusinesses;(4)建立關系Therelationshipwiththepublicandimageinthecommunity.（三）戰略制訂科層描述：

Strategy-44（三）戰略制訂科層描述：

Strategy-MakingHierarchy2.事業層

TheBusinesslevel

事業部（地理、產品或服務、服務對象等）強調競爭能力

SBUs--StrategicBusinessUnits：DivisionsandsubsidiariesCompetitivecapacities

本科生、研究生；高科技、制造業、旅游業。3.職能層

Thefunctionallevel部門（人力、財務、技術、信息、生產、市場等）Departments—devisingappropriatestrategiestoachievetheobjectives（三）戰略制訂科層描述：

Strategy-45I.總體層Thecorporatelevel

(1)董事會、理事會、政務會、委員會TheBoardofDirectors,TheBoardoftrustees,Theboardofgovernors.股東和利益代表Stockholders(Taxpayersormembersoftheassociations)+theMedia.(2)高層管理團隊TopManagement決策執行主席和總裁CEOandothersupportiveofficers,directlyresponsibleforfashioningthestrategicpostureoftheorganization.角色和行為的系統評價AsystematicevaluationoftherolesandbehaviorI.總體層Thecorporatelevel(146董事會

TheBoardofDirectorsWhy?政治局，常委會，人民代表大會，國務院務會，政務會，理事會。確定使命Definethemission;檢查和詢問有關決策執行Examineandquestionsubsidiaries’plan;制訂全面規劃Formanoverallplan;激勵高層管理者Motivatethemanagementtoperform;監控偏差Monitorperformanceandactswherethereisfailuretoachieveobjectives.評判高層管理者的績效JudgetheperformanceofTopmanagement,reward,punish,orreplacetheexecutives.董事會

TheBoardofDirectors47董事會分析要點

Focusoftheboard’sanalysis

(1)存在的理由WhyBoardsExist----法律要求Alegalmandate:atleastthreemembers;----內在要求Internalcomplexityandexternalchanges;outsidersadvices;(2)董事會成員的資格QualificationsofDirectors----經驗Experienceintheindustry;----政治和經濟系統Economicalandpoliticalsystemofthecountry;----勇氣和客觀Courageandobjectivityinarticulatingviews;----判斷能力強Soundjudgment;----誠信Integrity;----時間充足Timeavailability;董事會分析要點

Focusoftheboard’sa48(3)董事會的責任BoardResponsibilities----保護成員利益Toprotecttheinterestsofthestockholders;----維護資產安全tosafeguardtheassets。(4)董事會的職能BoardFunctions(governancenotmanagement)治理非管理----決定執行者Hiring,evaluating,replacingtheexecutives;----批準高層人事RatifyingtheCEO’sselection;----政策的核準Approving,modifyingorrejectingthepolicies;----薪酬水平Settingthesalarylevels;----通過審計保持連續性ensuringtheintegrityoftopmanagementthroughcontinuousauditing;---保障長遠發展Assuringthelong-runsurvivalandsuccessoftheorganization(3)董事會的責任BoardResponsibilit49

B.相關委員會Boardcommittees

(1)執行ExecutiveCommittees:WTO，人大(2)審計Auditcommittees(3)補償Compensationcommittees:recommending;(4)提名Nominatingcommittees:recommending;(5)財政Financecommittees(6)戰略Strategycommittees(7)其它othercommittees----社會責任socialresponsibilitycommittee----貢獻contributioncommittee----合并mergeandacquisitioncommittee----公共政策publicpolicycommittee----股票期權stockoptioncommittee

B.相關委員會Boardcommittees

(1)50C.董事會的組成BoardComposition

(1)管理董事Managementdirectors:president,financeandmanufacturingdivision;(2)附屬董事Affiliatednon-managementdirectors:customer,creditor,investmentbanker.(3)獨立董事Independentdirectors:executivesofanotherorganizations,aprofessor,acommunityleader.(4)外部董事Outsidersoutnumberinsiders:----advantagesanddisadvantagesofInsiders;----advantagesanddisadvantagesofoutsiders;知識Knowledge溝通Communication時間的許可Availabilityoftimecontinuity+creation+objectivejudgment+experiences.C.董事會的組成BoardComposition51D.董事會的類型TypesofBoards依法型Constitutionalboards:“small,new,lowtechnology,closelyownedfirms”橡皮圖章型Rubberstampboards:a.sharetheexecutives’views,andb.notknownforcourage.監控型Oversightboards:playanactiveroleinreviewing,approving,modifying,orrejectingmanagement’sdecisionsconcerningthecompany’smissions,objectives,strategies,andpolicies.刺激型Catalystboards:aninitiatorofaction,taketheleadingroleinestablishingandmodifyingthemission,objectives,strategy,andpolicies.D.董事會的類型TypesofBoards依法型Con52

2.高層管理TheTopManagementA.CEO在管理中的重要性WhyCEO’sAnalysis(1)靈魂Thesouloftheorganization:shapingthestrategicdirection.(2)塑造特性moldingthecharacteroftheexecutiveteam.(3)樂隊指揮、戰地指揮官、球隊教練、船長likeanorchestraconductor,amilitaryfieldcommander,afootballcoach,ashipcaptain.

2.高層管理TheTopManagementA.C53B.如何分析HowtoanalyzeCEO?

(1)CEO的責任TheCEO’sresponsibilities----清晰內部能力和外部變化Makesurethecapabilityandchanges;----明確事業范圍和目標以及實現策略Definethebusinessandobjectivesandstrategiestoattainthoseobjectives;----創造氛圍Createtheconditionsnecessaryforsuccessfulimplementationofstrategies.----確定控制機制Establishaneffectivecontrolmechanism;----吸引和留住優秀人才Attractandkeepthetalentexecutives;----權力和制度的有效傳達Power,institutionsfortransfersystem;----樹立良好的組織形象ProjectagoodOrganizationimageB.如何分析HowtoanalyzeCEO?(54

(2)CEO的角色

TheCEO’sRoles----人際角色

Interpersonalroles:afigurehead,aleader,andaliaison;名譽領袖、領導者和聯絡者。----信息角色

Informationalroles:amonitor(internalandexternal),adisseminator,andaspokesperson;監督者、傳播者、發言人。----決策角色Decisionalroles:anentrepreneur,adisturbancehandler,aresourceallocate,andanegotiator.創業者、危機處理者、資源分配者和協調者。(2)CEO的角色

TheCEO’sRoles55

D.CEO的管理模式

TheCEO’sManagerialModes冒險或者保守？Riskaverseorriskprone創業型Theentrepreneurialmode

----leaders,領先者growth.aproactive,risk-proneapproach,highlyimaginative,energeticindividuals,huntforandexploitationofenvironmentalopportunities.(2)適應型Theadaptivemode----followers,追隨者controllingtheexternalthreats.(3)混合型Thestrategicplanningmode----flexibility，應變者。D.CEO的管理模式

TheCEO’sManag56E.CEO的決策風格

TheCEO’sDecision-MakingStyle獨裁式AutocraticStyle----威權unilaterally.Authoritarian.----正式formalauthority----優點是快速反應quicklyadapttochangesintheexternalenvironments.-----缺點是maybringthepooranddevastating.(2)參與式

ParticipativeStyle----咨詢consultwithsubordinates.Democratic.----優點在于信息enoughinformation;----缺點是慢而不決mayslowandhardtogetagreement.E.CEO的決策風格

TheCEO’sDecision57

F.CEO的價值觀TheCEO’sValues

(1)價值要素ComponentsofValues----理論要素Theoreticalcomponent:empirical,criticalandrationalapproach.----經濟要素Economicalcomponent:profit,thecreationofwealth.----美學要素Aestheticcomponent:formsymmetry,andharmony.----社會要素Socialcomponent:warmhumanrelations,lovekindness,sympathy,andunselfishness.----政治要素Politicalcomponent:Power,influence,andrecognition.----宗教要素Religiouscomponent:unityandthecreationoftheuniverseTheCEOspersonallywanttheorganizationtodoortobe

F.CEO的價值觀TheCEO’sValues

(158II.事業層TheBusinessLevel中層、獨立的事業分部Middlelayer,StrategicBusinessUnits,Afreestandingbusiness分權運動SBU:1920-1960movementondivisionalizationanddecentralization.Theorganizationgrowth,diversity,andoverallcomplexity,semi-autonomousbusinesses.正式規劃1960s’formal(traditional)planning:overallpurposes,objectives,andenvironmentalassumptions.Overlyoptimisticorpessimistic,andprofitlessgrowth.通用的組合理論GE’sConcept:“portfolio”;uniquebusinessmissionorpurpose;haveidentifiablecompetitors,havemajorfunctions(production,financeetc.)II.事業層TheBusinessLevel中層、獨立的591.戰略事業單位策略

SBU’sStrategies

競爭策略competitivestrategy:akeyadvantage（1）成本領先Costleadership先發制人，資本能力強，嚴格監督，責任分明，詳細報告，定量激勵。（2）特色優勢

Productiondifferentiation先發制人或后發制人：敏銳的創造鑒別能力，技術領先，傳統與獨特相結合，密切合作，創新文化。（3）目標集聚

Focus自我約束，實力不足，追求效率。1.戰略事業單位策略

60（1）成本領先戰略

CostLeadership

擴張、嚴格控制、成本最小化Efficientfacilities,tightoverheadcontrol,costminimization.

優點：對競爭對手、購買方、供應方在價格方面具有更高的討價還價能力。

缺點：技術變化的沖擊，競爭對手的模仿，忽視長遠利益，局限于現有技術和戰略。

應用：-需求彈性大，市場由價格競爭主導；-差別化不能為購買者帶來顯著利益；-大部分購買者對產品的使用了如指掌；

（1）成本領先戰略

CostLeadership擴張、61

(2)差別化戰略

ProductDifferentiation品牌、技術、特性、客戶服務、分銷網絡Brandimage,technology,features,customerservices,dealernetwork優點：品牌忠誠、利潤率高、進入障礙Brandloyalty,profitmarginincrease,entrybarriers,bargainingpower缺點：高價格、多余功能和競爭者的模仿Customers’loss,competitors’imitation.應用application--提供多種差別化方式Manyways,diverseneedsanduses;--用戶需求多樣化--采取差別化的競爭者不多Notmanyrivalfirmsarefollowingadifferentiationstrategy.

(2)差別化戰略

ProductDifferenti62

(3)目標專注策略Focus特定顧客、特定區域，特別產品Aspecialgroupofcustomers,anarrowgeographicarea,aparticularuseoftheproduct.Specializationleadstoproficiency優點：開發特有的競爭對手難以模仿的技巧，新進入者門檻高，客戶忠誠度高。+specialskills,entrybarriers,strongloyalty;缺點：競爭者使用替代品占領分市場，在市場容量小時失去競爭優勢。應用：--明顯需求差別和方式多樣化；--沒有競爭者進入--組織的資源不允許擴展。(3)目標專注策略Focus特定顧客、特定區域，特632、戰略組合法BCGMatrix

（1）私人部門----市場份額和市場增長率MarketshareandMarketGrowth(圖）幼童—明星—金牛—瘦狗QuestionMark—Star—CashCow—Dog（2）公共部門----利益相關者支持度和可控性Stakeholders’Accountability&Tractability黑馬—坐鴨—怒虎—睡狗DarkHorses—SittingDucks—AngryTiger—