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,challengin