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

Cluip<er7:IinplemeniingSiiaiegies:ManagemeniauiOeraM>nsIssuesCHFER7IMP1.EMENTINGSTRATEGIES:MANAGEMENTANDOPERATIONSISSUESCHAPTEROUT1.INE TheNatureofSlralcgyhnple11>cnla(ion AnnualObjectives Policies ResourceAllocation ManagingConflict MatchingStnicturewithStrategy Restructuring.Rccnginccring,andE-Enginccring 1.inkingPerformanceandPaytoStnitcgics ManagingResistanceioChange CreatingaSlralegy-SupportiveCulture Pr<xlucIi<>n,0peralionsConcernsWhenImplementingStrategies HUlnanResourceConcernsWhenImplementingStrategiesCHAlrIEROBJECTIVESAfterMudyingIhiSchapter,youshouldbeableiodothefollowing:1. Explainwhystrategyinple11>entationis11>rcdil'11cul(thanstrategyIbnnulalion.2. DiscusstheimportanceofannualobjectivesandpoliciesinhicvingOrganiZatiOnalcommitmenttorstrategiestobeimplemented.ExplainwhyorganizationalStnictureissoimportantinstrategyimplementation.COlnpareandcontrast!Xistruciuringandreengineering.Describetherelationshipsbelween11)duclionroperalionsandstrategyinlenwnlali(1n.Explainhowafirmcanefteclivelylinkperfb11narcandpaytostrategies.Discussemployeestockownershipplans(ESOPs)asast11tcgic-managcmcntconcept.Describehowto11xlifyanorganizationalculturetosupportnewstrategics.DiscussthecultureinMexiandJapan.1().DescribetheglasceilingintheUnitedSlates.CHAPTEROVERVIEW,hestrategic-managementprocessdoesnotendwhen(hefirmdecideswhichstrategyorstrategiestopursue.Theremustbeatranslationofstrategicthoughtintostrategicaction.Thistranslationismucheasierifmanagersandemployeesofthefirmunderstandthebusiness,ledapartofthecompany,and,throughinvolvementinslralcgy-formulationactivities,havebecomecommittedtohelpingtheorganizationsucceed.Withoutunderstandingandcommitment,strategy-implementationeftbrtsfacemajorproblems.Thischapterfocusesonmanagementissuesmostcentraltoimplementingstrategiesin201020l1.DoingGreatinaWeakEconomy-GoogleWhennoslfirmswerestrugglingin20()8,Googleincreaseditsrevenuesandprofitssuch(hatFortunemagazinein2009ratedGooglcasitsfourth,'MostAdmiredCompanyintheWorld''intermsofitsmanagementandperformance.In2009,Googlcbegansellingbooksonline.ThisrelateddiversificationstrategyledGoogletodigitizecloseto10millionbooksbyyear'send.Google'sphilosophyisthat44Iowpricesaregood,buttreeisbelter/*InadirectassaultonMicrosoft.Googleispreparingtolaunchitsownoperatingsystemforcomputers.GoogleChrome.TheGooglCstrategyisahugebe(thatonlineProgramScaneventuallyovertakeandcrushdesktopsoftware.EXTENDEDCHAPTEROUT1.INEWITHTEACHINGTIPSI. THENATUREOFSTRATEGYIMP1.EMENTATIONA. 'IheStrategy-ImplemeniationStageofStrategicManagement1. Tliestrategy-impleinentationstageoistrategicmanagementis代WeaIedinRgure7-1.2. Successfulstrategyformulationdocsnotguaranteesuccessfulstrategyimplementation.Itisalwaysmon?difficulttodoSoIneihing(strategyimplenntation)thantosayyouaregoing(odoit(strategyfbmwlation).B. ManagementPerspectives1. Inallbutthesmallestorganizations,thetransitionfromstrategyformulationtostratcgj,implementationrequiresashiftinresponsibilityfromstrategiststodivisionalandfunctionalmanagers.2. ManagementissuescentraltoStraIegyimPlementationincludeestablishingannual<)hjeclives,devisingpolicies,alkalingresources,alteringanexistingorgani/alionalstructure,restructuringandreengineering,revisingrewardandincentiveplans,minimizingresistancetochange,matchingmanagerswithst11tcgy,developingas(rateg)'-supportiveculture,adaptingPrOdUCtiOiVOPeraIiOlISprocesses,developinganettectivehumanresourcetunc(ion.axlifnecesay.downsizing.Issues3. ManageiSandemployeesIllroUghOlnanorganizationshouldPartiCiPateearlyanddirectlyinstralegy-implenicnlaiiondecisions.TeachingTip:TheCenterforStnUcgicMamigcmcnt(http:.'VTN(VisittheNet)'wxsuchico.edi(m>nustrategynu>(lulelskl()44.htmfivesa(*Mldefinitionofstrategyimplementation.II. ANNUA1.OBJECTIVESA.EstablishingnnualObjectives1. Establishingannualobjectivesisadecenlralizcdactivitythaldirectlyinvolvesallmanagersinanorgani/iiiion.2. AnnUalobjectivesareessentialforstrategyimplementationbecausethey:a. Repsentthebasisibrallocatingresources.h. AaprimaryIixxhanism(brevaluatingmanagers.i. Arcthemajorinstrumentfbrmonitoringp11)gressIowanlsachievingIong-Iennobjectives.j. Establishorganizational,divisional,anddepartmentalpriorities.3. ClearlyslatedandCCmmuniCatedObjeCIiVeSan?criticallosuccessinallIypeSandsizesoflinns.FigIlTV7-2illustrateshowtheSlalmusCompanycouldestablishannualobjectivesbasedonIong-Icnnobjectives.Table7-1revealsassociatedrevenueflgutvsthatcorrespondtotheobjectivesinFigure7-2.a. Objectivesshouldbeconsistentacrosshierarchicallevelsandformanetworkofsupportiveaims.Horizontalconsistencyofobjectivesisasimportantasverticalconsistencyofobjectives.b. AnnualobjectivesshouldbeInCaSunIblc,consistent,reasonable,challenging,clear,communicatedthroughouttheorganization,characterizedbyanappropriatetimedimension,andaccompaniedbycommensuraterewardsadsanctions.c. Toooften,objectivesarestatedingeneralities,withIiuleoperationalusefulness.4. Annualobjectivesshouldbecompatiblewithemployees,andmanagers'valuesandshouldbesupportedbyclearlystatedpolicies.III. PO1.ICIESA. Changesinafirm'sstrategicdirectiondonotoccurautomatically.Onaday-to-daybasis,policiesareneededtomakeastrategywork.B. Broadlydefined,PoliCyrefers(ospecificguidelines,>elhods.Pn亢CdUres、rules,RMls,andadministrativepracticesestablishedtosupportandencourageworktowardstatedgoals.C. PoliciesletbothemployeesandmanagersknowWlJatisexpectedofthem,therebyincreasingtheIikelihcxxlthatstrategieswillbeimplementedsuccessfully.D. Examplesofpoliciesthatsupportacompanystrategy,divisionalocctivc.aladepartmentalobjectivearegiveninTable7-3.E. SoineexampleissuesUIatnIayrequireamanagementx>licyareprovidedinTable7-4.IV. RESOURCEA1.1.OCATIONA. Resourceallocationisacentralmanagementactivitythatallowsforstrategyexecution.1. InorganizationsIhaldo>tuseaStrategic-Inanagenientapproachtodecisionmaking,resourceallocationisoftenbasedOnPOliIicalOrpersonalactors.2. Strategicmanagementenablesresourcestobeallocatedaccordingtoprioritiesestablishedbyannualobjectives.B. Allorganizationshaveatleastfourtypesofresourcesthatcanbeusedtoachievedesiredobjectives:1. Financialresources2. IjhySiCalresources3. iIununresources4. TechnologicalresourcesV. MANAGINGCONF1.ICTA. Resource-SpecificConflict1. InterdependencyofobjectivesandCompelilionIbrlimitedresourcesoftenleadstoConfIie1.Issues2. Conflictcanbedefinedasadisagreementbetweentwoormorepartiesononeorn>reissues.3. EstablishingOhjeCIiVeNcanleadtoCOnfliClbecause11anagersandMrategislsmustInakCt11lc-ofts.Table7-5revealssomeimportantmanagement(11dc-offdecisionsrequiredinstrategyimplenwniation.4. Conflictisunavoidableinorganizations,andis>talwaysbad.AnabsenceofCOnfIiClcansignalindifferenceandapathy.B. ApproachesforManagingandResolvingConllictVariousapproachestormanagingandresolvingconflictcanbeClassitkdintothreecategories:avoidance,delusion,andconfrontation.1. Avoithnccincludessuchactionsasignoringtheprobleminhopes(hat(heCOnniClwillresolveitselforphysicallyseparatingtheconflictingindividuals(orgroups).2. DefusioncanincludeplayingdowndifierencesbetweenconflictingpartieswhileaccentuatingSimilarilieandCQmlnOninterests.CQmPromiSingsothatthereisneitheraclearwinnerIK)Tk>scr,resorting(omajorityrule,appealingtoahigheraulh<)rily,orredesigningpsenlpositions.3. Confrontationisexemplifiedbyexchangingmembersofconflictingpartiessotlateachcangainanappreciationoftheother*spointofview,orholdingameetingatwhichconflictingPanieSpresentIheirviewsadworkthroughheirdiffeivnces.TeachingTip:IntheUnitedStates,therearcanumberofDOnPrOfllorganizationsthatarcdedicatedtohelpingbusinesses,communities,families,schools,andanyotherconflictingPartiCSresolvetheirdisputesinafair,sensiblemanner.TeachingTip:Unkirtunately,workplaceconflictspillsoverintoworkplaceviolenceonccasion.Asaresult,ilisi11polant(hatmanagersbefamiliarwithhowtodealwithworkplaceviolenceiiloccurs.TheU.S.Dqjartmcntof1.abOrprovidesseveralresourcesformanagingsituationsinvolvingworkplaceviolence,seeh(tp:/ww.osha.gov7S1.TC'workplaceviolence'.IheDivisionofHUInanResourcesattheUniversityofCalifbmia-Davishasanexcellentonlinebrochureondealingwithworkplaceviolence.Itisavailableathttpwvw.lu.ucdavis.eduElrErVioIence'Brochre.VI. MATCHINGSTRATEGYWITHSTRUCTUREA. ChangesinStiategyOttenRequiivChangesinStructure1. Changesinstrategyoftenrequirechangesinthewayanorganizationisstructuredfortwomajorreasons.a. FirS1.structurelargelydictatesl>wOlyectivesandpoliciesWinbeestablished.Forexample,objeciivesandpoliciesCNlablishedUrKlCrageographicorgani/xitionalstructurearecouchedingeographicte11ns.Objectivesandpoliciesarcstatedlargelyintermsofproductsinanorganizationwhosestructureisbasedonproductgroups.Ibestn>c(uralformulafordevelopingobjectivesandpoliciescansignificantlyim>aciallotherstrategy-iinplenientationissues.b. Thesecondmajorreasonwhychangesinstrategyo11enrequirechangesinStnicturcisthatstructuredictateshowresourceswillbeallocated.2. Changesinstrategylead(0changesinorganizationalSiruciure.Structureshouldbedesignedtotaciliatethestrategicpursuitofafirmand.Ihereibre.followstrategy.Figure7-3illustratesastructuresequenceIepeatedasorganizationsgrowandChangeoverlime.3. Thereisno(justoneoptimalorganizationaldesignorstructureforagivenstrategyortypeoforganization.4. AsillustratedinTable7-6.symptomsofanineffectiveorganizationalstructureincludetoomanylevelsofmanagement,100manymeetingsHlendedbytoomanypeople,Kx>muchallentionbeingdirectedtowardsolvinginle11lepartnentalconflicts,tIargCaSPanofcontrol,andtoomanyUnaChiCVCdobjectives.VTN(VisirtheNet):,½snrtdniw,c(Hn(offerssoftwareJbrdrawingOrganizaiiotMlclrts.Ifoffersafreehirty-daytrial.B. TheFunclionalStwcture1. ThemostwidelyusedstructureisthefunctionalorBnIraliZCdtypebecausethisstructureisthesimplestandleastexpensiveofthesevenalternatives.2. AfunctionalSructuregroupstasksandactivitiesbybusinessfurtcionsuchas11)duclopera(i()ns,marketing,llnareaccounting,R&D,andcomputerinf<)11na!ionsystems.a. Advantages:Besidesbeingsimpleandinexpensive,afunctionalstructurealsopromotesspecializationoflabor,encouragesefficiency,minimizestheneedforanelaboratecontrolsystenalallowsrapiddecisk)n-iiiaking.b. Disadvantages:S"11edisadvantagesofafunctionalstructurean:IhalitIbrcesIKcountabiIitytothetop,minimizesCarcCrdevelopmentopportunities,andisIssuessometinwscharacterizedbylowemployeemorale.1.ineZstafTconflicts,poordelegationofauthority,andinadequateplanningtorPrOdUCISaklmarketsareotherpotentialdisadvantages.3. MostlargecompanieshaveabandonedthefunctionalStnicturcinfavorofdecentralizationandimprovedaccountability.Table7-7summarizestheadvantagesanddisadvantagesofafinc(ionalorganizationalstructure.C. TheDivisionalStructure1. ThedivisionalordecentralizedstructureisthesecondmostCOmmOntypeusedbyU.S.businesses.2. Tliedivisionalstn>c(urecanbeorganizedinoneoftourways:bygeographicarea,by11luci(H,service,bycustomer,orbypr<xress.WithadivisionalSlrUCIUre,functionalactivitiesareperf(>11nedbolhcentrallyandineachseparatedivision.a. Advantages:AdivisionalStnicturehassomeclearadvantages.First,andperhapsforemost,accountabilityisclear.Otheradvantagesofthedivisionalstructurearethatitcreatescareerdeveloxnen(OPPOnUniIieSforniaiiagers.allowsIOCaIcontrolofIoCalsituations,leads(oacompetitiveclimatewithinanorganization,andallowsnewbusinessesandp11luctstobeaddedeasily.b. Disadvantages:Perhapsthemostimportantlimitationisthatadivisionalstructureiscostly.c. Table7-8summarizestheadvantagesanddisadvantagesofdivisionalorgani4lionalstructure.3. Adivisionalstructurebygeographicareaisappropriatetororganizationswhosestrategiesneedtobetailoredtofittheparticularneedsandcharacteristicsofcustomersindiflerenigeographicareas.4. AdivisionSlruclurebyp11luctismosteffectivel()rimplementingstrategieswhenspecificproductsorservicesneedspecialemphasis.5. AdivisionalstructurebyCUStoInercanbethemosteffectivewaytoimplementstrategiesWhenafewmajorCUSlomeiSareOfPanm)OUnlimportateandmanydifTercn(servicesarcprovidedtotheseCUSIOmers6. AdivisionStnicturcbyprocessissimilartoafunctionalst11ctrc,becauseactivitiesareorganizedaccordingtothewayworkisactuallyperformed.Akeydifferenceisthatfunctional<ieparlrnenlsarer>laccounlablcIbrp11)fitsorrevenues,whereasdivisionalprocessdcpartncnisarcevaluatedonthesecriteria.D. 'I"heStrategicBusinessUnit(SBU)Structure1. TlieSBUSlnicluregn)upssimilardivisionsintostrategicbusinessunitsanddelegatesauthorityarlresponsibilityIbreachunitIoaseniorexeculivewhorqxxtsdirectlytotheCEO.2. Advantages:ThischangeinStiuctuix?canfacilitatestrategyinplen>enationbyimprovingcoordinationbetweensimilardivisionsalCluinnelingaccountabilitytodistinctbusinessunits.AnotheradvantageoftheSBUSInICIurVisthatitmakesthetasksofplanningandcontrolbythecorporateofficemoremanageable.3. Disadvantages:TWodisadvantagesofanSBUstructureare(hatitrequiresanadditionallayerofmaiiagenient.whichincreasesSaIaryexpetses.Also,theroleofthegupvicePreSi加ntisoftenambiguous.4. Figure7-4illustratestheSBUSlruclureusedbySonoCoPnxluclsCOrPoralion.E.'I"heMatrixStnicture1. ItisthemostCOmPleXofalldesignsbecauseitdependsuponbothverticalandhorizontalflowsofaulhorilyandcommunicalion.2. ItCanresultinhigherOVCrhCadbecauseitcreatesmoremanagerialpositions.3. Italsocreatesduallinesofbudgetauthority,dualsourcesofrewardandpunishment,sluuvdauthority,avddualreportingdannels.4. AsindicatedinTable7-9,SOlneadvantagesofamatrixstructurearethat11ycxlobjectivesarcclear,therearcmanychannelsofcommunication,workerscanseevisibleresultsofWOrtUandprojectscanbeshutdowneasily.ThisStnicturealsofacilitatestleuseofspecializedpersonnel,equipment,andfacilities.5. Figure7-5illuNtralesaIypicalmatrixst11utu.6. ForamatrixStnicturctobeeffective,organizationsneedPaniCiPaliVCplanning,training,clearmutualunderstandingofrolesandresponsibilities,excellentinternalcommunication,andmutualtrustandconfidence.F.SoineDo'sandDon,lsinDevelopingOrganizationalCharts1. RcscrrcthetitleofCEOforthe(oppersonintheorganizationandusethetc11nPresidenttordivisiontopmanagers,iftherearedivisionsinthefirm.Issues2. FurKiionalbusinessexecutivessl>uldhavetitleslikeChief.VicePresident.Manager,orOnker3. ItisbesttohaveaCOOreportingtotheCEOandalldivisionalpresidentswillreportCoiheCOO.4. Figure7-6illusiraesanorganizationalchartfbrtopInallagerSofalargei11n.VII. RESTRUCTURING,REENGINEERING,ANDE-ENGINEERlNGA. ReshapingCorporate1.andscape1. ReS(TUCIUring,alsocalleddownsizing,rightsizing,ordelayering,involvesreducingthesizeofIbeIinninIermSofnumberofemployees,divisionsorunits,andhierarchicallevelsinthefirm'sorganizationalstmctur.a.RecessionaryeconomicconditionshaveforcedmanyEuropeancompa