管理與組織行為學(xué)(雙語)教案

西南財經(jīng)大學(xué)天府學(xué)院教案 TIANFUCOLLEGEOFSWUFEPAGE第70頁共70頁西南財經(jīng)大學(xué)天府學(xué)院教案課程名稱：管理與組織行為學(xué)(雙語)

教案編號：01章,節(jié)Introductiontothecourse授課方式Teach&Discuss教學(xué)目的SelfIntroduction：youandmeHelpstudentsdevelopinterestinginmanagement,andknowcourseschedule,Activitiesinclass,Disciplines,Evaluationsandsoon.教學(xué)重點ArousestudentsinterestingCourseDisciplinesandCourseEvaluations教學(xué)難點1.Arousestudentsinteresting時間分配教學(xué)過程45’25’1IntroductiontoyouandmeSelfintroduction,talkingaboutmyself,especiallyabouttheworkingexperienceStudentintroduction,talkingaboutthefuture,aboutcareerplanningandcareerdevelopment,expectationtothiscourse.etcConclusions:Whystudymanagement?Asemployeeormanagerinthefuture,weneedknowsomethingaboutmanagement,knowsomethingabouttheorganization.Or,RewardsofBeingaManageraUniversalityofManagementChallengesofBeingaManager2Introductiontothiscourse2-1CoursesbriefintroductionFundamentalmanagementcoursePart1:Introductionpart2:Planningpart3:Organizingpart4:Leadingpart5:Controlling2-2CoursescheduleSeeappendix1:教學(xué)計劃第1周：Helpstudentsdevelopinterestinginmanagement,andknowcourseschedule,Activitiesinclass,Disciplines,Evaluationsandsoon.第2周：Part1:introductionChapter1introductiontoManagementandOrganizationChapter2managementyesterdayandtodayChapter23SocialResponsibilityandManagerialEthicsReadChapter4and5afterclass第3周：Part-1introductionChapter3OrganizationalCultureandtheEnvironment:TheConstraints第4周：Part2planningChapter4Decision-Making:TheEssenceoftheManager’sJobChapter5foundationsofplanning第5周：Part2:planningChapter67StrategicManagementandTypesoforganizationalstrategies第6周：student’presentation第7周：student’presentation第8周：Part3:organizingChapter9OrganizationalStructureandDesign第9周：五一放假第10周：Part3:organizingChapter10managerialcommunication第11周：ManagementGame第12周：ManagementGame第13周：Part3:LeadingChapter13IntroductiontoleadershipChapter16what’snewaboutleadership?第14周：Part4:leadingChapter14motivatingemployeestoday第15周：Part4:leadingChapter15managinggroupandteams第16周：Part5:controllingChapter19foundationofcontrol第17周：Students’Presentation(ThesesReport)10’103010’2-3ActivitiesinclassInstructor’spresentationCasediscussionswithingroupsPlaygamesManagementpracticeSelfevaluationStudents’presentationOutward-boundtrainingprogramInvestigationPaper……2-4DisciplinesAttendanceTeambuildingResearchmaterialReport2-5ReferencesRichardL.Daft,Management,5thed.,TheDrydenPress, U.S.ASINO-FOREIGNMANAGEMENT(《中外管理》）,/《管理論壇》/forum/magazine/StephenP.Robbins,Management,SeventhEdition,ChineseEdition，2004.EvaluationsGivestudentschoices:testornot,mostofthemwillselectnotest,andthendeclarethefollowingevaluationplan,andexplainit.Attendance10%Ordinaryexercises10%ManagersInvestigation20%Managementgame20%Managementpaper20%Casereport20%Seeappendix1:管理實驗3Grouping8groupsDifferentProfession作業(yè)布置Assignmentfornextweek:readchapter1andchapter2課后總結(jié)作業(yè)需要有評級標(biāo)準(zhǔn)。分組隨機(jī)分配，可多認(rèn)識不同專業(yè)的同學(xué)。多聊下課程對未來就業(yè)的影響。

教案編號：02章,節(jié)Part1introductiontoManagementandOrganization(chapter1\2\23)授課方式Teaching&Discuss+self-test教學(xué)目的Describefundamentalconceptsandprinciplesofmanagement,includingthebasicroles,skillsandfunctionsofmanagementKnowthehistoricaldevelopmentofmanycurrentmanagementtheoriesrelatingtotheoperationofabusiness.Identifycurrentthoughtsaboutmanagementtrendsthatwillbeaffectingmanagementandwhatbusinessmanagerscandotoprepareforthesemunicationskillsteam-working教學(xué)重點managerbasicrolesmanagerskillsfunctionsofmanagementSocialResponsibilityandManagerialEthics教學(xué)難點managerbasicrolesmanagerskillsfunctionsofmanagement時間分配教學(xué)過程45’45‘40Part1:fundamentalconceptsandprinciplesofmanagementSeevideo:管理者的一天orcaseintroductionDiscussion:What’smanagement?Whatdomanagersdo?Part2:DevelopmentofmajormanagementtheoriesSeeexhibit2-1,andintroduceit.Atthesametimewritekeywordsontheblackboardinordertohelpstudentbetterunderstandit.Part3:SocialResponsibilityandManagerialEthicsCasestudy:英國審計第一案南海公司,or毒奶粉事件Debate:businessorganizationsshouldbesociallyresponsible?Shouldobeyethics?Part1:fundamentalconceptsandprinciplesofmanagementSeevideo:管理者的一天orcaseintroductionDiscussion:What’smanagement?Whatdomanagersdo?Conclusion:DefineManagement0“Gettingthingsdoneefficientlyandeffectively,withandthroughpeople.”Effectivenessisthedegreeoforganizationalobjectivesthatarebeingattained—doingtherightthing.Efficiencyisthedegreeoforganizationalresourcesarecontributedtoproductivity—doingthingsright.LevelsofManagement(orlistdifferenttitle,andintroduceit)FirstlinesupervisoryMiddleManagerTopExecutivesFunctionsofManagementPlanningOrganizingLeadingControllingRolesofaManagerManagerasacommunicator(informational)Managerasaleader(interpersonal)ManagerasadecisionmakerInteraction:explaindifferentroleandgiveexamplesidentifiableactivities(wroteintheblackboard,letstudentsmakechoice),thenSeeExhibit1-4(page10)ManagementSkillsTechnicalHumanRelationsConceptualSeeExhibit1-6(page12)Selftest1:What’sorganization?CharacteristicsofanOrganizationDistinctpurposeDeliberatestructurePeoplePart2:DevelopmentofmajormanagementtheoriesSeeexhibit2-1,andintroduceit.Atthesametimewritekeywordsontheblackboardinordertohelpstudentbetterunderstandit.HistoricalBackgroundofManagementDivisionofLaborIndustrialRevolution—introductionofmachineryScientificManagement—BestPracticePrinciplesofManagement—HenriFayolBureaucracy—MaxWeberQuantitativeApproach—statisticalanalysis,optimizationmodels,computersimulationOrganizationalBehavior—humanbehaviorinanorganizationSystemsApproach—input,process,outputContingencyApproach—intuition,logicPart3:SocialResponsibilityandManagerialEthicsCasestudy:英國審計第一案南海公司,or毒奶粉事件Debate:businessorganizationsshouldbesociallyresponsible?Shouldobeyethics?Part4:Conclusion作業(yè)布置Assignmentfornextweek:ReadChapter4and5課后總結(jié)

教案編號：03章,節(jié)Part-1introductionChapter3OrganizationalCultureandtheEnvironment:TheConstraints授課方式Casestudy&Discuss教學(xué)目的Familiarizewiththeinteractionsbetweenenvironment,culture,andorganizationinordertomaximizeperformance.DescribethesevendimensionsoforganizationalcultureDescribethecomponentsofthespecificandgeneralenvironments.Identifythemostcommonorganizationalmunicationskillsteam-working教學(xué)重點OrganizationalcultureThesevendimensionsoforganizationalcultureThecomponentsofthespecificandgeneralenvironments.Themostcommonorganizationalstakeholders.教學(xué)難點OrganizationalcultureThesevendimensionsoforganizationalcultureThecomponentsofthespecificandgeneralenvironments.Themostcommonorganizationalstakeholders.時間分配教學(xué)過程5’10’HomeworkquestionsfrompreviousweekBriefIntroductiontotheframeworkofthisclassPart1:Seevideo:Mr.ShiweiYuspeech,anddiscussorganizationculturePart2:Casestudy:ThedevelopmentofTian-FuCollege,anddiscussEnvironmentPart1:Seevideo:Mr.ShiweiYuspeech,anddiscussorganizationcultureDiscussioncanyouuseonewordrepresentTian-FuWhocreateTian-FuThen,writeanswersontheblackboardandintroducedefinitionoforganizationculture,andanalyzeitfromthreelevels.Conclusion:OrganizationalCulture:acollectivebehaviorofsharedmeaningandbeliefsheldbymembersofanorganizationthatdetermineshowtheyacttowardeachotherandoutsiders.Thesesharedmeaningandbeliefsinclude,butnotlimitedto,theorganization’svalues,symbols,rituals,myths,andpracticesthathaveevolvedoveraperiodoftime.Itrepresentsacommonperceptionheldbymembersofanorganizationandinfluenceshowtheybehaveinconfrontationwithissues,howtheyconceptualize,define,analyze,andresolveissuesandproblems.Thesourceofsuchculturereflectsthevisionormissionoftheorganizationanditsfounders.DescribethesevendimensionsoforganizationalcultureCurrentissuesfacingmanagers:CreatinganethicalcultureCreatinganinnovativecultureCreatingacustomer-responsiveculturePart2:EnvironmentCase:ThedevelopmentofTian-FuCollegeDiscussion:What’sfactorwillinfluencecollege’soperation?And,writeontheblackboard.Then,explainit.AndthesametimeintroduceanalyzetoolsSWOTanalysis,PESTanalysis.HowtheEnvironmentAffectsManagers?accordingtoexhibit3-10,(page68)whichcelldoTian-FuConclusion:ExternalEnvironment:Thosefactorsandforcesoutsidetheorganizationthataffecttheorganization’sperformance.ComponentsoftheExternalEnvironmentSpecificenvironment:externalforcesthathaveadirectandimmediateimpactontheorganization.SWOTanalysisGeneralenvironment:broadeconomic,socio-cultural,political/legal,demographic,technological,andglobalconditionsthatmayaffecttheorganizationPESTanalysisAssessingtheenvironmentaluncertaintyHowtheEnvironmentAffectsManagersEnvironmentalUncertaintyTheextenttowhichmanagershaveknowledgeofandareabletopredictchangetheirorganization’sexternalenvironmentisaffectedby:Complexityoftheenvironment:thenumberofcomponentsinanorganization’sexternalenvironment.Degreeofchangeinenvironmentalcomponents:howdynamicorstabletheexternalenvironmentis.ManagingStakeholderRelationshipsAnyconstituenciesintheorganization’senvironmentthatareaffectedbytheorganization’sdecisionsandactionsAndusethefollowingsteptomanagingTian-FuIdentifytheorganization’sexternalstakeholders.Determinetheparticularinterestsandconcernsoftheexternalstakeholders.Decidehowcriticaleachexternalstakeholderistotheorganization.Determinehowtomanageeachindividualexternalstakeholderrelationship.Part3:Conclusionaboutthepart1作業(yè)布置Assignmentfornextweek:Assignment1:ReadChapter4Assignment2:interviewmanager,showinweek7實驗項目一：高管訪談錄以小組為單位調(diào)查真實企業(yè)管理者，第7周展示課后總結(jié)作為管理與組織學(xué)的導(dǎo)論部分，重點應(yīng)放在吸引學(xué)生的學(xué)習(xí)興趣，側(cè)重整體的框架的介紹，樹立基本的管理理念。

教案編號：04章,節(jié)Part2planningChapter4Decision-Making:TheEssenceoftheManager’sJobChapter5foundationsofplanning授課方式Casestudy+Discussion+selftest+practice教學(xué)目的Definedecisionanddecision-makingprocess.Describetheassumptionsofdecisionmaking(rational.boundedrationality,intuitivedecision)Contrastprogrammedandnon-programmeddecisionsandthreedecision-makingconditions.Explainmaxi-max,maxi-min,andmini-maxdecisionchoiceapproaches.Describethefourdecisionmakingstyles.understandingthetwelvedecision-makingbiasesmanagersmayexhibit,andhowtodealwithitUnderstandingWhatIsPlanningandHowDoManagersPlan.EstablishingGoalsandDevelopingPlanscommunicationskillsteam-working教學(xué)重點Decisionanddecision-makingprocess.Managerialdecision-makingmodel.assumptionsofdecisionmaking,threedecision-makingconditionsdecisionchoiceapproaches,fourdecisionmakingstylesPlanningcharacteristicsofwell-designedgoalsHowDoManagersPlan?EstablishingGoalsandDevelopingPlans教學(xué)難點Decisionanddecision-makingprocess.Managerialdecision-makingmodel.assumptionsofdecisionmaking,threedecision-makingconditionsdecisionchoiceapproaches,fourdecisionmakingstylesPlanningcharacteristicsofwell-designedgoalsHowDoManagersPlan?EstablishingGoalsandDevelopingPlans時間分配教學(xué)過程10’45’45’Part1:Case家庭現(xiàn)金的投資決策(黃金、房地產(chǎn)、儲蓄、股票)\\高考決策\成都石化項目Discussion:theimportanceofdecisionmakingPart2：practice選擇朋友的決策Throughpracticeandself-test,wediscussthemodelofdecisionmaking,toanalysisthePart3:casestudyandpracticepersonalplanThroughcasestudyaboutJIADUOBAOandpracticepersonalplan,wediscusssomethingaboutplanning.Part1:Case家庭現(xiàn)金的投資決策(黃金、房地產(chǎn)、儲蓄、股票)\\高考決策\成都石化項目Discussion:theimportanceofdecisionmakingPart2：casestudy選擇朋友的決策Stage1:questionStage2:Usethemodelofdecisionmaking,seeexhibit4-12(page91)toanalysistheproblemofdecisionmaking.Conclusion:TheEightStepsofDecisionMakingProcessIdentifyingaproblemIdentifyingdecisioncriteriaAllocatingweightstothecriteriaDevelopingalternativesAnalyzingalternativesSelectinganalternativeImplementingthealternativeEvaluatingdecisioneffectivenessDecision-makingperspectives:Rationality—clearandunambiguousBoundedRationality—underassumptions,inabilitytoprocessinformation,limitedalternativesIntuition—basedheavilyonexperience,feelingsandaccumulatedjudgmentProcedure—aseriesofsequentialstepsthatcanbeusedtorespondtoawell-structuredproblem.Rule—anexplicitstatementthattellsmanagerswhattheycanorcannotdo.Policy—aguidelineformakingdecisions.TypesofProblemsandDecisionsStructuredProblemsProgrammedDecisionUnstructuredProblemsNonprogrammedDecisionsDecision-makingConditionsCertaintyRiskUncertaintyStage3:judgeyoudecision-makingstyleSelftest7-9Discussion:whaterrorswilltakeplacewhenwemakedecision?Decision-MakingStylesDirectiveUseminimalinformationandconsiderfewalternatives.AnalyticMakecarefuldecisionsinuniquesituations.ConceptualMaintainabroadoutlookandconsidermanyalternativesinmakingdecisions.BehavioralAvoidconflictbyworkingwellwithothersandbeingreceptivetosuggestions.Decision-MakingBiasesandErrorsOverconfidenceBiasHoldingunrealisticallypositiveviewsofone’sselfandone’sperformance.ImmediateGratificationBiasChoosingalternativesthatofferimmediaterewardsandthattoavoidimmediatecosts.AnchoringEffectFixatingoninitialinformationandignoringsubsequentinformation.SelectivePerceptionBiasSelectingorganizingandinterpretingeventsbasedonthedecisionmaker’sbiasedperceptions.ConfirmationBiasSeekingoutinformationthatreaffirmspastchoicesanddiscountingcontradictoryinformation.AnchoringEffectFixatingoninitialinformationandignoringsubsequentinformation.SelectivePerceptionBiasSelectingorganizingandinterpretingeventsbasedonthedecisionmaker’sbiasedperceptions.ConfirmationBiasSeekingoutinformationthatreaffirmspastchoicesanddiscountingcontradictoryinformationFramingBiasSelectingandhighlightingcertainaspectsofasituationwhileignoringotheraspects.AvailabilityBiasLosingdecision-makingobjectivitybyfocusingonthemostrecentevents.RandomnessBiasCreatingunfoundedmeaningoutofrandomeventsSunkCostsErrorsForgettingthatcurrentactionscannotinfluencepasteventsandrelateonlytofutureconsequences.Self-ServingBiasTakingquickcreditforsuccessesandblamingoutsidefactorsforfailures.CharacteristicsofanEffectiveDecision-MakingProcessItfocusesonwhatisimportant.Itislogicalandconsistent.Itacknowledgesbothsubjectiveandobjectivethinkingandblendsanalyticalwithintuitivethinking.Itrequiresonlyasmuchinformationandanalysisasisnecessarytoresolveaparticulardilemma.Itencouragesandguidesthegatheringofrelevantinformationandinformedopinion.Itisstraightforward,reliable,easytouse,andflexible.Part3:discussplanStage1:newsreportourcollege,JIADUOBAO,andsoon.Discussion:theimportanceofplanning,especiallyformalplanningConclusion:planninginvolvesgoalsandplans,soasmanagersplan,they’redevelopingbothgoalsandplans.Stage2:collectdifferentcompany’sGOALSORmissionstatement,suchasFORDMOTORCOMPANY;analyzeComponentsofaGOALSORMissionStatement.Stage3:Casestudy:JIADUOBAODiscussion:WhatisJIADUOBAO’sgoal?Whatkindofplansitmakeinordertofulfillit?Andwhatistheseplanscharacteristic?Conclusion:Stage4:howtoestablishgoalsanddevelopplansPractice:P112settinggoalsforyourpersonallifesuchasacademic,careerpreparation,family,andsoforth.Writeapersonalmissionstatement.Discussion:SMARTprinciplecharacteristicsofwell-designedgoals,stepsingoalsettingthreecontingencyfactorinplanningJIADUOBAOStage5:conclusionPlanningAprimarymanagerialactivitythatinvolves:Definingtheorganization’sgoalsEstablishinganoverallstrategyforachievingthosegoalsDevelopingplansfororganizationalworkactivities.TypesofplanningInformal:notwrittendown,short-termfocus;specifictoanorganizationalunit.Formal:written,specific,andlong-termfocus,involvessharedgoalsfortheorganization.PurposesofPlanningProvidesdirectionReducesuncertaintyMinimizeswasteandredundancySetsthestandardsforcontrollingTheRelationshipBetweenPlanningAndPerformanceFormalplanningisassociatedwith:Higherprofitsandreturnsonassets.Positivefinancialresults.Thequalityofplanningandimplementationaffectsperformancemorethantheextentofplanning.Theexternalenvironmentcanreducetheimpactofplanningonperformance,Formalplanningmustbeusedforseveralyearsbeforeplanningbeginstoaffectperformance.HowDoManagersPlan?ElementsofPlanningGoals(alsoObjectives)Desiredoutcomesforindividuals,groups,orentireorganizationsProvidedirectionandevaluationperformancecriteriaPlansDocumentsthatoutlinehowgoalsaretobeaccomplishedDescribehowresourcesaretobeallocatedandestablishactivityschedulesTypesofGoalsFinancialGoalsArerelatedtotheexpectedinternalfinancialperformanceoftheorganization.StrategicGoalsArerelatedtotheperformanceofthefirmrelativetofactorsinitsexternalenvironment(e.g.,competitors).StatedGoalsversusRealGoalsBroadly-wordedofficialstatementsoftheorganization(intendedforpublicconsumption)thatmaybeirrelevanttoitsrealgoals(whatactuallygoesonintheorganization).TypesofPlansStrategicPlansApplytotheentireorganization.Establishtheorganization’soverallgoals.Seektopositiontheorganizationintermsofitsenvironment.Coverextendedperiodsoftime.OperationalPlansSpecifythedetailsofhowtheoverallgoalsaretobeachieved.Covershorttimeperiod.Long-TermPlansPlanswithtimeframesextendingbeyondthreeyearsShort-TermPlansPlanswithtimeframesononeyearorlessSpecificPlansPlansthatareclearlydefinedandleavenoroomforinterpretationDirectionalPlansFlexibleplansthatsetoutgeneralguidelines,providefocus,yetallowdiscretioninimplementation.Single-UsePlanAone-timeplanspecificallydesignedtomeettheneedofauniquesituation.StandingPlansOngoingplansthatprovideguidanceforactivitiesperformedrepeatedly.EstablishingGoalsandDevelopingPlansManagementByObjectives(MBO)Specificperformancegoalsarejointlydeterminedbyemployeesandmanagers.Progresstowardaccomplishinggoalsisperiodicallyreviewed.Rewardsareallocatedonthebasisofprogresstowardsthegoals.KeyelementsofMBO:Goalspecificity,participativedecisionmaking,anexplicitperformance/evaluationperiod,feedbackExhibit7–5 StepsinaTypicalMBOProgramTheorganization’soverallobjectivesandstrategiesareformulated.Majorobjectivesareallocatedamongdivisionalanddepartmentalunits.Unitmanagerscollaborativelysetspecificobjectivesfortheirunitswiththeirmanagers.Specificobjectivesarecollaborativelysetwithalldepartmentmembers.Actionplans,defininghowobjectivesaretobeachieved,arespecifiedandagreeduponbymanagersandemployees.Theactionplansareimplemented.Progresstowardobjectivesisperiodicallyreviewed,andfeedbackisprovided.Successfulachievementofobjectivesisreinforcedbyperformance-basedrewards.DoesMBOWork?ReasonforMBOSuccessTopmanagementcommitmentandinvolvementPotentialProblemswithMBOProgramsNotaseffectiveindynamicenvironmentsthatrequireconstantresettingofgoals.Overemphasisonindividualaccomplishmentmaycreateproblemswithteamwork.AllowingtheMBOprogramtobecomeanannualpaperworkshuffle.Exhibit7–6 CharacteristicsofWell-DesignedGoalsWrittenintermsofoutcomes,notactionsFocusesontheends,notthemeans.MeasurableandquantifiableSpecificallydefineshowtheoutcomeistobemeasuredandhowmuchisexpected.ClearastotimeframeHowlongbeforemeasuringaccomplishment.ChallengingyetattainableLowgoalsdonotmotivate.Highgoalsmotivateiftheycanbeachieved.WrittendownFocuses,defines,andmakesgoalsvisible.CommunicatedtoallnecessaryorganizationalmembersPutseverybody“onthesamepage.”StepsinGoalSettingReviewtheorganization’smissionstatement.Dogoalsreflectthemission?Evaluateavailableresources.Areresourcessufficienttoaccomplishthemission?Determinegoalsindividuallyorwithothers.Aregoalsspecific,measurable,andtimely?Writedownthegoalsandcommunicatethem.Iseverybodyonthesamepage?Reviewresultsandwhethergoalsarebeingmet.Whatchangesareneededinmission,resources,orgoals?DevelopingPlansContingencyFactorsinAManager’sPlanningManager’slevelintheorganizationStrategicplansathigherlevelsOperationalplansatlowerlevelsDegreeofenvironmentaluncertaintyStableenvironment:specificplansDynamicenvironment:specificbutflexibleplansLengthoffuturecommitmentsCommitmentConcept:currentplansaffectingfuturecommitmentsmustbesufficientlylong-termtomeetthosecommitments.ApproachestoPlanningEstablishingaformalplanningdepartmentAgroupofplanningspecialistswhohelpmanagerswriteorganizationalplans.Planningisafunctionofmanagement;itshouldneverbecomethesoleresponsibilityofplanners.InvolvingorganizationalmembersintheprocessPlansaredevelopedbymembersoforganizationalunitsatvariouslevelsandthencoordinatedwithotherunitsacrosstheorganization.作業(yè)布置Assignmentfornextweek:Assignment1:ReadChapter6，7課后總結(jié)本章結(jié)合多種雅典教學(xué)方法，如案例分析、自我測試、課堂練習(xí)等，有效的調(diào)動了學(xué)生的學(xué)習(xí)興趣。教學(xué)效果較好，尤其是加多寶案例分析部分。

教案編號：05章,節(jié)Part2:planningChapter67StrategicManagementandTypesoforganizationalstrategies授課方式Teach&casestudy教學(xué)目的ExplainwhystrategicmanagementisimportantListthesixstepsinthestrategicmanagementprocess.Describewhatmanagersdoduringexternalandinternalanalyses,andDefinestrengths,weaknesses,opportunities,andthreats.Describethethreemajortypesofcorporatemunicationskillsteam-working教學(xué)重點strategicmanagement,andsixstepsinthestrategicmanagementprocess.externalandinternalanalyses,SWOTthreemajortypesofcorporatestrategies.教學(xué)難點strategicmanagement,andsixstepsinthestrategicmanagementprocess.externalandinternalanalyses,SWOTthreemajortypesofcorporatestrategies.時間分配教學(xué)過程5’10’50’50’10’Part1:ReviewofformerchapterPart2：CasestudyStage1:caseintroduction:thestrategiesofRUJIAStage2:caseDiscussion:1、Describethestrategies’changesofRUJIA,andexplainwhy.2、Fromthethreelevelofstrategies,explaindifferentstrategiesofRUJIA,corporate-levelstrategies\BusinessLevel(Competitive)Strategy\functionallevelstrategy3、DescribewhatistheexternalandinternalenvironmentofRUJIA.4、Describestrategiesforapplyinge-businesstechniques.Stage3:conclusionPart3:conclusion:Part1:ReviewofformerchapterPart2：CasestudyStage1:caseintroduction:thestrategiesofRUJIA(如家)Stage2:caseDiscussion:1、Describethestrategies’changesofRUJIA,andexplainwhy.2、Fromthethreelevelofstrategies,explaindifferentstrategiesofRUJIA,corporate-levelstrategies\BusinessLevel(Competitive)Strategy\functionallevelstrategy3、DescribewhatistheexternalandinternalenvironmentofRUJIA.4、Describestrategiesforapplyinge-businesstechniques.Stage3:conclusion2.1StrategicManagementWhatmanagersdotodeveloptheorganization’sstrategies?StrategiesThedecisionsandactionsthatdeterminethelong-runperformanceofanorganization.WhyisStrategicManagementImportantItresultsinhigherorganizationalperformance.Itrequiresthatmanagersexamineandadapttobusinessenvironmentchanges.Itcoordinatesdiverseorganizationalunits,helpingthemfocusonorganizationalgoals.Itisverymuchinvolvedinthemanagerialdecision-makingprocess.2.2StrategicManagementProcessStrategicManagementProcessStep1:Identifyingtheorganization’scurrent mission,goals,andstrategiesMission:thefirm’sreasonforbeingThescopeofitsproductsandservicesGoals:thefoundationforfurtherplanningMeasurableperformancetargetsStep2:DoinganexternalanalysisTheenvironmentalscanningofspecificandgeneralenvironmentsFocusesonidentifyingopportunitiesandthreatsSeeExhibit8–2 ComponentsofaMissionStatementStep3:DoinganinternalanalysisAssessingorganizationalresources,capabilities,andactivities:Strengthscreatevalueforthecustomerandstrengthenthecompetitivepositionofthefirm.Weaknessescanplacethefirmatacompetitivedisadvantage.Analyzingfinancialandphysicalassetsisfairlyeasy,butassessingintangibleassets(employee’sskills,culture,corporatereputation,andsoforth)isn’taseasy.Steps2and3combinedarecalledaSWOTanalysis.(Strengths,Weaknesses,Opportunities,andThreats)Step4:FormulatingstrategiesDevelopandevaluatestrategicalternativesSelectappropriatestrategiesforalllevelsintheorganizationthatproviderelativeadvantageovercompetitorsstrengthstoenvironmentalopportunitiesCorrectweaknessesandguardagainstthreatsMatchorganizationalStep5:ImplementingstrategiesImplementation:effectivelyfittingorganizationalstructureandactivitiestotheenvironment.Theenvironmentdictatesthechosenstrategy;effectivestrategyimplementationrequiresanorganizationalstructurematchedtoitsrequirements.Step6:EvaluatingresultsHoweffectivehavestrategiesbeen?Whatadjustments,ifany,arenecessary?2.3Level1:TypesofOrganizationalStrategiesCorporateStrategiesDefinition:CorporateStrategiesTopmanagement’soverallplanfortheentireorganizationanditsstrategicbusinessunitsTypesofCorporateStrategiesGrowth:expansionintonewproductsandmarketsStability:maintenanceofthestatusquoRenewal:redirectionofthefirmintonewmarketsGrowthStrategySeekingtoincreasetheorganization’sbusinessbyexpansionintonewproductsandmarkets.TypesofGrowthStrategiesConcentrationV