managementsynergy管理協(xié)同作用，accap3復(fù)習(xí)資料-資料下載頁
2025-07-22 08:39本頁面
【正文】 ra pEdg e of H e a r tlandH e a r tlandLowLowH i ghH i ghFi t b e t w e e n SBU p a re n t i n g o pp ort un iti e sa n d pa r e n t ’s s k il l s a nd re s o u r c e sFi t b e t w e e n SBUc riti c a l s uc c e s sfa c to rs a ndpa r e n t’ s s k i ll sa n d re s o u r c e sC ClarkeHill 34 10 CORPORATE PARENT AS MIDDLEMAN Shareholders/Investors Businesses Parent Organisation Parenting skills C ClarkeHill 35 Summary 1 ? The portfolio approaches which seek financial synergies through a balanced portfolio of business units. ? The linkages approach which aims to create synergies through shared activities and/or transferred skills between business units. The core petences approach in which the anisation seeks to create and exploit synergies through its core petences and core products. C ClarkeHill 36 Summary 2 ?Together the approach to synergy and the management style form a series of underlying logics. The decisions managers take about the development of their anisations and the scope of the anisation are governed largely by the views they hold about the logic of synergy and management style. An integrative framework links the directions and methods of development to these logics. C ClarkeHill 37 Summary 2 The work by Michael Goold and Andrew Campbell has identified three broad management styles that anisations may follow to address the challenges of corporate strategy: Financial control the shareholder or investment banker approach. Strategic control the strategic shaper approach. Strategic planning the master planner approach. C ClarkeHill 38 Conclusions 1 Together the approach to synergy and the management style form a series of underlying logics. The decisions managers take about the development of their anisations and the scope of the anisation are governed largely by the views they hold about the logic of synergy and management style. An integrative framework links the directions and methods of development to these logics. No one style is superior over any other. C ClarkeHill 39 Conclusions 2 ?Finally, the concept of parenting advantage suggests that the corporate centre needs to be able to add more value to the business units than any other parent. Based on this concept the parenting matrix allows decisions to be taken as to which business units fit into the scope of the group as a whole. Positions within the parenting matrix are affected by the choice of logic made by the centre and this may change over time.
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