企業(yè)戰(zhàn)略作戰(zhàn)的程序(1)-資料下載頁
2025-01-13 18:16本頁面
【正文】 making implementing skills 戰(zhàn)略計(jì)劃編制者的角色 ? COLLECT INFORMATION needed by strategy managers ? Conduct BACKGROUND ANALYES as needed ? Establish administer an ANNUAL STRATEGY REVIEW CYCLE ? COORDINATE review approval process of strategic plans ? ASSIST all managers to focus on strategic issues ? WARNING ? Planners should NOT make strategic decision or do strategic thinking for line managers STRATEGIC MANAGEMENT PRINCIPLE ? Strategymaking is NOT a proper task for strategic planners! ? A board of director’ s role in the strategic management process is to critically appraise and ultimately approve strategic action plan, but RARELY, if ever, to participate directly in the details of strategy making! 為什么計(jì)劃編制不等于戰(zhàn)略決策 ?Planners know less about situation, placing them in weaker position than line managers to devise workable action plan ?Separates responsibility accountability for for strategymaking from implementing. ? A MAJOR FLAW! ?Allows managers to toss decisions to planners avoid doing own strategic thinking Implementers have no “ buy in” to strategy . Recap of Important Term ?Strategic Vision ?A view of an anization’ s future direction and business course: a guiding concept for what the anization is trying to do and to bee. ?Organization Mission ?Represents management’ s customized answer to the question “ What is our business and will it be.” A mission statement broadly outlines the anization’ s future direction and serves as a guiding concept for what the anization is to do and to bee. Recap of Important Term ?Performance Objectives ?Organization’ s targets for achievement: both short and long range objectives are needed. ?Financial Objectives ?Financial performance targets a pany wants to achieve. ?Strategic Objectives ?Targets relating to strengthening a pany’ s overall market position and petitive viability. Recap of Important Term ?LongRange Objectives ?Achievement levels to be reached within the next three to five years. ?ShortRange Objectives ?Nearterm performance targets:they establish the pace for achieving the longrange objectives. Recap of Important Term ?Strategy ?Managerial action plan for achieving anizational objectives。strategy is a mirrored in the PATTERN of moves and approaches devised by management to produce the desired performance. Strategy is the HOW of pursuing an anization’ s mission and reaching target objectives. ?Strategy Plan ?Statement outlining an anization’ s mission and future direction, nearterm and longterm performance targets, and strategy, in light of anization39。s external and internal situation. ? 不確定性下的規(guī)劃 ?象牙塔規(guī)劃 ?當(dāng)前戰(zhàn)略意圖的規(guī)劃 補(bǔ)充三：常見的戰(zhàn)略規(guī)劃錯(cuò)誤 改善戰(zhàn)略決策制定 ?認(rèn)知的偏見和戰(zhàn)略決策 ?團(tuán)隊(duì)思考和戰(zhàn)略決策 ?改善決策制定的技術(shù) ?評審 ?辯證的探求 改善戰(zhàn)略決策制定 圖 1.：五個(gè)熟知的認(rèn)知偏見 評審 改善戰(zhàn)略決策制定 圖 1.：兩種決策制定過程 辯證的探求 需要注意理解的問題 ？ ？ ？ ？ ？ ？ ？ ？ 作業(yè)：閱讀太平洋公司的材料，歸納其戰(zhàn)略規(guī)劃的特點(diǎn) 講座到此結(jié)束 謝謝！
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