企業(yè)戰(zhàn)略管理是系統(tǒng)整合各個職能戰(zhàn)略基礎(chǔ)上從管理學(xué)層面課件

1、STRATEGIC MANAGEMENT: PHILOSOPHY & PRACTICE浙江大學(xué)管理學(xué)院SCHOOL OF MANAGEMENT魏 江戰(zhàn)略管理理念和實務(wù)課程總體要求及說明1.1 課程簡介企業(yè)戰(zhàn)略管理是系統(tǒng)整合各個職能戰(zhàn)略基礎(chǔ)上，從管理學(xué)層面分析和揭示“企業(yè)為什么能夠獲得回報”和“如何獲得持續(xù)回報”的基本經(jīng)濟(jì)學(xué)命題。核心問題企業(yè)“可以做什么”、“應(yīng)該做什么”、“為什么”核心內(nèi)容發(fā)展目標(biāo)確定業(yè)務(wù)發(fā)展選擇持續(xù)競爭優(yōu)勢思考范疇總體長遠(yuǎn)發(fā)展 小處著手 能認(rèn)知、體會到戰(zhàn)略與每一員工行為是融合在一 起的，戰(zhàn)略貫穿在企業(yè)生產(chǎn)經(jīng)營活動的全過程。1.2 課程目標(biāo) 大處著眼 管理學(xué)知識系統(tǒng)整合起來考慮

2、戰(zhàn)略問題，能把 市場營銷、人力資源、生產(chǎn)運作和研究開發(fā)等 職能戰(zhàn)略與企業(yè)總體戰(zhàn)略結(jié)合起來系統(tǒng)分析。 結(jié)合企業(yè)內(nèi)外部環(huán)境，從長遠(yuǎn)發(fā)展高度概括、 總結(jié)，提出可操作性思路； 系統(tǒng)規(guī)劃持續(xù)競爭優(yōu)勢和核心競爭能力。（1）能夠融會貫通管理學(xué)基本理論，系統(tǒng)思考 職能戰(zhàn)略，領(lǐng)會“資源有效配置，企業(yè)整 體優(yōu)化和持續(xù)發(fā)展”（2）能結(jié)合企業(yè)實際分析“企業(yè)為什么能夠獲 得回報和如何獲得回報”（3）結(jié)合三個核心問題，運用戰(zhàn)略管理理論， 分析并制定具體戰(zhàn)略思路和手段：戰(zhàn)略目 標(biāo)、業(yè)務(wù)發(fā)展和選擇、企業(yè)持續(xù)競爭優(yōu)勢、 職能戰(zhàn)略和管理體系匹配（4）認(rèn)識到戰(zhàn)略制定和實施過程中，不能讓戰(zhàn) 略成為裝飾品，而是一個能夠?qū)崒嵲谠谥?導(dǎo)具

3、體行為的思路1.3 總體學(xué)習(xí)要求1.4 具體要求 Previous background Management & fundamental theories operational management, finance, marketing, HRM, basic economics Assessment - final test - case report (including PowerPoint making) - written essay (including strategy design) - presentation - participation Necessary pre

4、paration Proofreading, teamworking, writing, etc More than 1/3 absentee, no qualification. OthersPart I IntroductionWhat is the strategy?Strategy is the direction and scope of an organization over the long-term: which achieves advantage for the organization through its configuration of resources wit

5、hin a changingenvironment, to meet the needs of markets and to fulfill stakeholder expectation. (Johnson G. and Scholes K., (1999) Exploring Corporate Strategy, 5th, Prentice Hall)1.5 ConceptCharacteristics-long-term direction-advantage-scope of an organizations activities-match activities with envi

6、ronment-bounded rationality and resources scarcity -values and expectationLevel 1: Corporate strategy in concerned with the overall purpose and scope of the organization to meet the expectations of owners or major stakeholders and add value to the different parts of the enterprise. Level 2: Strategi

7、c business strategy is about how to compete successfully in a particular market Level 3: operational strategies are concerned with how the component parts of the organization in terms of resources, processes, people and their skills effectively deliver the corporate- and business-level strategies di

8、rection1.6 Levels of strategy1.7 Vocabulary of strategyGeneral statement of aim or purposeQuantification (if possible) or more precisestatement of the goalResources, processes or skills whichprovide competitive advantagelong-term directionCombination of resources, processes andcompetencies to put st

9、rategy into effectThe monitoring of action steps to: assess effectiveness of strategies and actions modify strategies and/or actions as necessaryOverriding purpose in line with the values or expectations of stakeholdersDesired future state: the aspiration of the organizationMissionStrategic architec

10、tureVision(strategic intent)GoalObjectivesCore CompetencyStrategiesControlHow strategies come about in practice? Large firms vs. Small firms Culture & Orthodox Resource vs. Scope/span Managerial styles vs. Industry Employer vs employee Manager vs subordinate Headquarter vs. Subsidiary National vs. M

11、NCs .1.8 Strategic management 1.9 A Framework for Understanding Strategic Management in PracticePatterns of Strategic DevelopmentExplanations of strategic developmentstrategy as:ManagerialintentOutcome of cultureand political processesExternallyimposedConfigurations for processChallenges for strateg

12、y developmentCultural webStrategic driftLearning organ. 討論題根據(jù)戰(zhàn)略計劃學(xué)派和設(shè)計學(xué)派的觀點，企業(yè)可以而且應(yīng)該制定長期發(fā)展的規(guī)劃。但由于環(huán)境的不確定性和決策的有限理性，有觀點認(rèn)為企業(yè)要制定長期戰(zhàn)略（如5年發(fā)展戰(zhàn)略）是不可能的。你認(rèn)為企業(yè)制定5年或更長時間的發(fā)展戰(zhàn)略是可能的嗎？1.10 戰(zhàn)略管理本質(zhì)和基本問題戰(zhàn)略管理是“以不變應(yīng)萬變”的藝術(shù) “經(jīng)”與“權(quán)”的統(tǒng)一 “學(xué)習(xí)”和“學(xué)習(xí)如何學(xué)習(xí)”的統(tǒng)一戰(zhàn)略是確定性和不確定性之間的權(quán)衡 確定的什么？ 不確定的是什么？戰(zhàn)略演變是系統(tǒng)進(jìn)化的過程 長期、中期和短期戰(zhàn)略的統(tǒng)一 動態(tài)性和靈活性的統(tǒng)一問題1年

13、、5年、10年戰(zhàn)略確定的什么？ 企業(yè)的含義和存在的理由 企業(yè)為什么能夠得到回報？ 企業(yè)的業(yè)務(wù)是什么？ 應(yīng)該是什么？ 為什么？1.10 戰(zhàn)略管理本質(zhì)和基本問題企業(yè)能夠得到回報的根本在于能創(chuàng)造并向社會提供獨特的價值。獨特價值的載體是獨特的產(chǎn)品和服務(wù)業(yè)務(wù)；獨特的業(yè)務(wù)依賴于自身獨特的資源和能力，及其與外部環(huán)境的適應(yīng)；獨特能力來自于企業(yè)長期的積累和戰(zhàn)略家的眼光。1.10 戰(zhàn)略管理本質(zhì)和基本問題戰(zhàn)略管理的本質(zhì)闡明企業(yè)為什么能夠得到回報戰(zhàn)略管理的基本問題 業(yè)務(wù)確定過程 Can do! (Opportunity) Should do! (Constraints) Be able to do! (Potentials)1.10 戰(zhàn)略管理本質(zhì)和基本問題管理就是“讓人做事以取得預(yù)期的成果。”（Harold Koontz, Heinz Weihrich