工商管理專業(yè)MBALectureLecture02戰(zhàn)略思考

1、LECTURE TWODR ITA ODONOVANStrategic Thinking精選pptSome Basic ConceptsThinking is a key component of cognition.When we think, we perceive, classify, manipulate and combine informationAt the end of the process, we know something we did not know before ( it is possible this new knowledge is incorrectNee

2、d to remember we think not by language alone, we think in shapes, images2精選pptSome things that we do when thinkingWe classify according to characteristicsWe use prior learnt knowledge about objects or situationsWe use concepts, concepts are categories of objects, actions, or states of being that sha

3、re some common attributes e.g. : “ Youth is a care free time”Generalisations using one particular example to generalise to all.3精選pptSome things we do when thinkingFormal Concepts: these are defined just like a dictionary does so it has rules about membership and non membership. e.g. A bird has wing

4、s we cannot include a dog in the category.The formal concept is organised in a hierarchy of conceptsNatural concepts are based on our own perceptions and interactions with things in the world.4精選pptHierarchical Concepts in memoryLevel OneLevel Two Level O AnimalSkin, eats breathesMoves aroundFishFin

5、s, swimsBirdWingsflySalmonPink edibleSharkBitesdangerousOstrichLong legsCanarySingsyellow5精選ppt basic level, subordinate, super ordinate conceptsLevel of ConceptExamples Super ordinateBasicSub ordinateFruitOrangesCoxVegetablesApplesRussettFishPeachesGranny SmithMeatPearsDeliciousCerealsBananasBramle

6、y6精選pptDeductive ReasoningDeductive Reasoning consists of inferring specific instances from general principles or rules e.g. Kiran is taller than SunielSophia is shorter than SunielTherefore Kiran is taller than SophiaOr All mammals have furA bat is a mammalTherefore a bat has fur. 7精選pptInductive R

7、easoningInductive reasoning is the opposite of deductive reasoning. It consists of inferring general principles or rules from specific facts.Inductive reasoning requires us to test facts or hypotheses8精選pptInductive reasoning: ExampleYour job is to determine which of the hidden parts of these cards

8、you need to see in order to answer the following question decisivelyFor these cards is it true that if there is a vowel on one side there is an even number on the other side?You have only one opportunity to make this decision; you must not assume that you can inspect the cards one at a time. Name th

9、ose cards which it is absolutely essential to see(a) (b) (c) (d)AD479精選pptOther Concepts to be aware of for thinking Failure to utilise a comparison groupControl group for comparisonConfirmation Bias: we tend to seek evidence that confirms our hypothesis.Think about the number of rules that could ex

10、plain this series of numbers. Test your hypotheses.246Remember if there is an exception the rule is wrong.10精選pptTension between logical thought and creativityCreativity almost as many definitions and theories as intelligence. Common sense approach says that writing a novel, creating a work art, cre

11、ating new products , inventing new ways of doing things all may be defined as creative.Note all these views imply that creativity is defined by the form of end product.11精選pptUseful approach from Individual Learning perspectiveSternberg and Lubart (1991) three features of creativity:Domain related s

12、kills, abilities the person has in their domain and knowledge of domainCreativity relevant processes- the personality, cognitive style or other individual differences which promote creativityIntrinsic motivation for the task and which can be influenced by the individuals environment12精選pptBasic Desi

13、gn School ModelExternal appraisal Internal Appraisal Threats and strengths and Opportuntiies weaknesses ofIn the environment organisation Key Success Distinctive Factors Competences CreationOfStrategyEvaluationand ChoiceOf StrategyImplementation of strategySocialresponsibilityManagerialvalues13精選ppt

14、Design School and element of position schoolModel Places primary emphasis on:External appraisal of environment: position schoolSWOT analysisConsider technological, social, political, economic aspects of companys environmentInternal appraisal of situationsStrengths and weaknesses of organisationRaise

15、s the questions of : can an organisation know itself, linked to idea that organisation develops own habits culture , question is evidence from product and sales more dependable. 14精選pptEnvironmental Variables Check listSocietal Changes : Customer perspectives change, product demand or designGovernme

16、ntal Changes: new legislationEconomic Changes: interest rates; exchange rates, real personal income changesCompetitive Changes: adoption new technologies; new competitors, price changes, new productsSupplier Changes: change in input costs; supply change, changes in number of suppliersMarket Changes:

17、 new use of products, new markets; product obsolisence15精選pptStrengths & Weaknesses ChecklistMarketing: product quality & differentiation, market share & research, pricing policies, distribution channels, promotional programmes, customer services, advertisingResearch and Development: R &D capabiliti

18、es in product and processManagement Information System: speed, responsiveness, quality, expanability, user-orientated systemManagement Team: skills, value congruence, team spirit, experience, coordinationOperations: control of raw materials & quality & inventory, production cost structure & capacity

19、, energy efficient, facilities and equipmentFinance: financial & operating leverage, balance sheet ratios, stockholder relations,tax situationHuman Resources: Employee capabilities, morale , development and turnover, personnel systems.16精選pptDesign School Check listFrom Diagram on slide 13: you will

20、 see that strategies must be evaluated and one chosen.Consistency: the strategy must not present mutually inconsistent goals and policiesConsonance: the strategy must represent an adaptive response to the external environment and to the critical changes occurring within it.Advantage: the strategy mu

21、st provide for the creation/maintenance of competitive advantage in the selected area of activityFeasibility: The strategy must neither overtax available resources nor create unsolvable sub problems17精選pptLets look at this from a different perspective: EntrepreneurialHere the emphasis is on the lead

22、er and on mental states such as: judgement, intuition, wisdom, experience, insight.Vision and perspective are key ideas here ( remember the working definition of creativity by Sternberg and Lubart (1991) SLIDE 12Vision serves as both an inspiration and a sense of what needs to be done a guiding idea

23、.Entrepreneurial concept comes for economics in particular Joseph Schumpeter (1950) Schumpeter was concerned with how organisations keep surviving in changing situations.He was concerned with how the leader created ideas, new ways of doing things: within this he introduced the notion of creative des

24、tructionSchumpeter was aware that economists like to deal with such things as money, machinery, land. He was concerned with things that are less tangible.18精選pptEntrepreneurial SchoolSchumpeter held the view:That entrepreneurs have not accumulated any kind of goods, nor created original means of pro

25、duction but have employed existing means of production differently, more appropriately, more advantageously. They have carried out new combinations. And their profit, the surplus to which no liability corresponds, is an entrepreneurial profit.The key thing here is is doing things in new ways and the

26、 capitalist bore the risk.Importantly Schumpeter thought that once the founder /leader ceased to innovate he/she was no longer an entrepreneur.Richard Branson is someone who fits the idea of an Entrpreneur.19精選pptSummary of key points of EntrepreneurshipStrategy exists in the mind of the leader as p

27、erspective, this is a long term direction, a vision of the organisations future.The process of strategy formation is semiconscious at best, rooted in leaders experience and intuition, the strategy may be conceived or adopted from others, but the Leader will internalise it in his or her own behaviour

28、.The Leader promotes the vision single-mindedly, maintained close personal control of implementationThe strategic vision is thus malleable, the strategy can be deliberate and emergent, deliberate in vision and emergent is how it unfolds.The organisation is equally malleable, responsive to the leader

29、s directives, many of the procedures and power relationships are suspended to allow leader to manoeuvreEntrepreneurial strategy tends to form of a niche, one or more positions in market protected form the forces of outright competition20精選pptReflections of an Entrepreneur“The biggest risk any of us

30、take is to invest money in a business we do not know. Very few businesses that Virgin has set up have been completely new fields”“I have not depended on others to do surveys or market research, or to develop grand strategies. I have taken the view that the risk to the company is best reduced by my o

31、wn involvement in the nitty gritty of the new business”“There is always another deal. Deals are like London buses- theres always another one coming along”“as businesses grow, watch out for management loosing touch with the basicsnormally the customer”“pursue a buy, dont make a strategy “Having evaluated an investment.and having decided to make an investment,