管理學(xué)（第三版）課件：Strategic Planning and Decision Making

StrategicPlanningandDecisionMaking

LearningObjectivesLO1

Summarizethebasicstepsinanyplanningprocess.LO2

Discusshowstrategicplanningshouldbeintegratedwithtacticalandoperationalplanning.LO3

describethestrategicmanagementprocessandtheimportanceofSWOTanalysisinstrategyformulation.LO4

Analyzehowcompaniescanachievecompetitiveadvantagethroughbusinessstrategy.LearningObjectives(cont.)LO5

Identifythekeystoeffectivestrategyimplementation.LO6

Explainhowtomakeeffectivedecisionsasamanager.LO7

Giveexamplesofsomeindividualbarriersthataffectrationaldecisionmaking.LO8

Summarizeprinciplesforgroupdecisionmaking.PlanningPlanning

conscious,systematicprocessofmakingdecisionsaboutgoalsandactivitiesthatanindividual,group,workunit,ororganizationwillpursueinthefuture.apurposefuleffortthatisdirectedandcontrolledbymanagersandoftendrawsontheknowledgeandexperienceofemployeesthroughouttheorganization.FormalPlanningStepsStep1SituationalAnalysisStep2AlternativeGoalsandPlansStep3GoalandPlanEvaluationStep4GoalandPlanSelectionStep5ImplementationStep6MonitorandControlSituationalAnalysisSituationalanalysisAprocessplannersuse,withintimeandresourceconstraints,togather,interpret,andsummarizeallinformationrelevanttotheplanningissueunderconsideration.GenerateAlternative

GoalsandPlansShouldstresscreativityandencouragemanagersandemployeestothinkinbroadtermsabouttheirjobs.Goal

AtargetorendthatmanagementdesirestoreachSpecific,measurable,attainable,relevant,time-bound-SMARTQuestion ___________aretheactionsormeansmanagersintendtousetoachieveorganizationalgoals.MissionsPlansStrategiesServices

GenerateAlternative

GoalsandPlansPlans

TheactionsormeansmanagersintendtousetoachieveorganizationalgoalsContingencyplanssetsofactionstobetakenwhenacompany’sinitialplanshavenotworkedwellorifeventsintheexternalenvironmentrequireasuddenchangeEvaluateGoalsandPlansManagerswillevaluatetheadvantages,disadvantages,andpotentialeffectsofeachalternativegoalandplan.Mustprioritizethosegoalsandeveneliminatesomeofthem.Managersmustconsidercarefullytheimplications

ofalternativeplansformeetinghighprioritygoals.SelectGoalsandPlansManagerswillselecttheoptionthatismostappropriateandfeasible

Theevaluationprocesswillidentifytheprioritiesandtrade-offsamongthegoalsandplansScenario

Anarrativethatdescribesaparticularsetoffutureconditions.ImplementtheGoalsandPlansManagersandemployeesmustunderstandtheplan,havetheresources

toimplementit,andbemotivatedtodosoSuccessfulimplementationrequiresaplantobelinkedtoothersystemsintheorganization,particularlythebudgetandrewardsystemsMonitorandControlPerformanceManagersmustcontinuallymonitortheactualperformanceoftheirworkunitsagainsttheunit’sgoalsandplans.Manager’salsoneedtodevelopcontrolsystems

tomeasurethatperformanceandallowthemtotakecorrectiveactionwhentheplansareimplementedimproperlyorwhenthesituationchangesStrategicPlanningStrategicplanningAsetofproceduresformakingdecisionsabouttheorganization’slong-termgoalsandstrategiesStrategicgoalsmajortargetsorendresultsthatrelatetothelong-termsurvival,value,andgrowthoftheorganization.StrategicPlanningStrategy

Apatternofactionsandresourceallocationsdesignedtoachievetheorganization’sgoalsStrategicPlanningWherewillwebeactive?Howwillwegetthere?Howwillwewininthemarketplace?Howfastwillwemoveandinwhatsequencewillwemakechanges?Howwillweobtainfinancialreturns?HierarchyofGoalsandPlansExhibit5.2TacticalandOperationalPlanningTacticalplanningAsetofproceduresfortranslatingbroadstrategicgoalsandplansintospecificgoalsandplansthatarerelevanttoadistinctportionoftheorganization,suchasafunctionalarealikemarketing.TacticalandOperationalPlanningOperationalplanningTheprocessofidentifyingthespecificproceduresandprocessesrequiredatlowerlevelsoftheorganization.StrategicPlanningProcessStrategicmanagementAprocessthatinvolvesmanagersfromallpartsoftheorganizationintheformulationandimplementationofstrategicgoalsandstrategies.TheStrategicManagementProcessExhibit5.3Question Anorganization’s__________isthebasicpurposeandscopeofoperations.MissionStrategyGoalPolicy

EstablishaMission,Vision,

andGoalsMissionAnorganization’sbasicpurposeandscopeofoperations.EstablishaMission,Vision,

andGoalsStrategicvisionthelong-termdirectionandstrategicintentofacompanyprovidesaperspectiveonwheretheorganizationisheadedandwhatitcanbecomeAnalyzeExternal

OpportunitiesandThreatsIndustryprofileIndustrygrowthIndustryforcesCompetitorprofileCompetitoranalysisCompetitoradvantagesLegislationPoliticalactivitySocialissuesLaborissuesMacroeconomicconditionsTechnologicalfactorsAnalyzeExternal

OpportunitiesandThreatsStakeholdersGroupsandindividualswhoaffectandareaffectedbytheachievementoftheorganization’smission,goals,andstrategiesAnalyzeInternalStrengths

andWeaknessesResourcesInputstoasystemthatcanenhanceperformanceTangible,intangibleassetsAnalyzeInternalStrengths

andWeaknessesFinancialanalysisHumanresourceassessmentMarketingauditOperationsanalysisOtherinternalresourceanalysesAnalyzeInternalStrengthsandWeaknessesBenchmarkingprocessofassessinghowwellonecompany’sbasicfunctionsandskillscomparewiththoseofanothercompanyorsetofcompanies.goalofbenchmarkingistothoroughlyunderstandthe“bestpractices”ofotherfirmsandtoundertakeactionstoachievebothbetterperformanceandlowercostsConductaSWOTAnalysis

andFormulateStrategySWOTanalysisAcomparisonofstrengths,weaknesses,opportunities,andthreatsthathelpsexecutivesformulatestrategy.ConductaSWOTAnalysis

andFormulateStrategyCorporatestrategyThesetofbusinesses,markets,orindustriesinwhichanorganizationcompetesandthedistributionofresourcesamongthoseentitiesConcentrationAstrategyemployedforanorganizationthatoperatesasinglebusinessandcompetesinasingleindustry.ConductaSWOTAnalysis

andFormulateStrategyVerticalintegrationTheacquisitionordevelopmentofnewbusinessesthatproducepartsorcomponentsoftheorganization’sproductConductaSWOTAnalysis

andFormulateStrategyRelateddiversificationAstrategyusedtoaddnewbusinessesthatproducerelatedproductsorareinvolvedinrelatedmarketsandactivitiesUnrelateddiversificationAstrategyusedtoaddnewbusinessesthatproduceunrelatedproductsorareinvolvedinunrelatedmarketsandactivitiesBCGMatrixExhibit5.5BusinessStrategyLow-coststrategyAstrategyanorgani