企業(yè)橫向戰(zhàn)略分析(英文版)-資料下載頁
2025-02-14 12:11本頁面
【正文】 ttees. ? ⒉ Technology, Channel and Other Interrelationship Committees. ? ⒊ Temporary Task Forces. – ④ Group or Corporate Interrelationship Champions. ? A final structural device is the appointment of executives at the group, sector, or corporate level to act as champions for interrelationships. September 2023 19 NJU 賈良定 ⑵ Horizontal Systems – ① Horizontal Strategic Planning. ? First, the corporate planning department can accept responsibility for identifying interrelationships and initiating steps to exploit them. ? Second, group and sector executives can be given responsibility for horizontal strategy and the content of the group plan should concentrate on interrelationships. ? A third approach is to add an interrelationships section to business unit plans. – ② Horizontal Procedures. – ③ Horizontal Incentives. September 2023 20 NJU 賈良定 ⑶ Horizontal Human Resource Practices – ① Personnel Rotation among Business Units. – ② Some Firmwide Role in Hiring and Training. – ③ Promotion from Within. – ④ CrossBusiness Unit Forums and Meetings. – ⑤ Education on Interrelationship concepts. ⑷ Horizontal Conflict Resolution Processes – Senior management always plays an important role by setting the tone for how business units should interact and by acting as final arbiters of any disputes. September 2023 21 NJU 賈良定 to Manage Horizontal Organization? ⑴ About corporate role. – A purely bottomup approach to interrelationships rarely succeeds. Chief executive officers can have a major impact on the achievement of interrelationships through their behavior, as can other line executives above the business unit level. One important way to reinforce interrelationships is through articulating a unifying theme. It should be prominently and repeatedly stressed by senior management both externally and internally, and at all levels of the pany. September 2023 22 NJU 賈良定 ⑵ About firm’ s development. – The achievement of interrelationships is facilitated by developing new businesses internally rather than acquiring them. Internal development is typically based on interrelationships, and anically grown units are likely to have strategies consistent with other parts of the firm. ⑶ Managing horizontal anization. – Achieving interrelationships is a function of instituting an array of horizontal practices. Structure must be reinforced by group and sector executives, as well as appropriate management systems and human resource polices. Top management must also reinforce interrelationships by sending clear signals. September 2023 23 NJU 賈良定
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