战略管理(英文第六版)ch12.ppt

战略管理(英文第六版)ch12.ppt

《战略管理(英文第六版)ch12.ppt》由会员分享，可在线阅读，更多相关《战略管理(英文第六版)ch12.ppt（32页珍藏版）》请在冰豆网上搜索。

PowerPointslidesby:

R.DennisMiddlemistColoradoStateUniversityChapter12Chapter12Chapter12StrategicLeadershipCopyright2004South-WesternAllrightsreserved.KnowledgeObjectivesStudyingthischaptershouldprovideyouwiththestrategicmanagementknowledgeneededto:

Definestrategicleadershipanddescribetop-levelmanagersimportanceasaresource.Definetopmanagementteamsandexplaintheireffectsonfirmperformance.Describetheinternalandexternalmanageriallabormarketsandtheireffectsondevelopingandimplementingstrategies.Discussthevalueofstrategicleadershipindeterminingthefirmsstrategicdirection.2Copyright2004South-Western.Allrightsreserved.KnowledgeObjectives（contd）Studyingthischaptershouldprovideyouwiththestrategicmanagementknowledgeneededto:

Describetheimportanceofstrategicleadersinmanagingthefirmsresources,withemphasisonexploitingandmaintainingcorecompetencies,humancapital,andsocialcapital.Defineorganizationalcultureandexplainwhatmustbedonetosustainaneffectiveculture.Explainwhatstrategicleaderscandotoestablishandemphasizeethicalpractices.Discusstheimportanceanduseoforganizationalcontrols.3Copyright2004South-Western.Allrightsreserved.Figure1.1Figure1.1Copyright2004South-Western.Allrightsreserved.TheStrategicManagementProcess4Copyright2004South-Western.Allrightsreserved.StrategicLeadershipandtheStrategicManagementProcessAdaptedfromAdaptedfromFigure12.1Figure12.1EffectiveStrategicLeadershipStrategicIntentStrategicMissionSuccessfulStrategicActionsFormulationofStrategiesImplementationofStrategiesStrategicCompetitivenessAbove-averageReturnsShapestheFormulationofandInfluenceYieldsYields5Copyright2004South-Western.Allrightsreserved.StrategicLeadershipRequiresthemanagerialabilityto:

AnticipateandenvisionMaintainflexibilityEmpowerotherstocreatestrategicchangeasnecessaryStrategicleadershipis:

Multi-functionalworkthatinvolvesworkingthroughothersConsiderationoftheentireenterpriseratherthanjustasub-unitAmanagerialframeofreference6Copyright2004South-Western.Allrightsreserved.StrategicLeadership（contd）Effectivestrategicleaders:

ManagethefirmsoperationseffectivelySustainahighperformanceovertimeMakebetterdecisionsthantheircompetitorsMakecandid,courageous,pragmaticdecisionsUnderstandhowtheirdecisionsaffecttheinternalsystemsinusebythefirmSolicitfeedbackfrompeers,superiorsandemployeesabouttheirdecisionsandvisions7Copyright2004South-Western.Allrightsreserved.ManagersasanOrganizationalResourceManagersoftenusetheirdiscretionwhenmakingstrategicdecisionsandimplementingstrategiesFactorsaffectingtheamountofdecision-makingdiscretioninclude:

ExternalenvironmentalsourcesCharacteristicsoftheorganizationCharacteristicsofthemanager8Copyright2004South-Western.Allrightsreserved.FactorsAffectingManagerialDiscretionAdaptedfromFigure12.2AdaptedfromFigure12.2SOURCE:

AdaptedfromS.Finkelstein&D.C.Hambrick,1996,StrategicLeadership:

TopExecutivesandTheirEffectsonOrganizations,St.Paul,MN:

WestPublishingCompany.ExternalEnvironmentManagerialDiscretionExternalEnvironmentIndustrystructureRateofmarketgrowthNumberandtypeofcompetitorsNatureanddegreeofpolitical/legalconstraintsDegreetowhichproductscanbedifferentiated9Copyright2004South-Western.Allrightsreserved.FactorsAffectingManagerialDiscretionAdaptedfromFigure12.2AdaptedfromFigure12.2SOURCE:

AdaptedfromS.Finkelstein&D.C.Hambrick,1996,StrategicLeadership:

TopExecutivesandTheirEffectsonOrganizations,St.Paul,MN:

WestPublishingCompany.ExternalEnvironmentCharacteristicsoftheOrganizationManagerialDiscretionCharacteristicsoftheOrganizationSizeAgeCultureAvailabilityofresourcesPatternsofinteractionamongemployees10Copyright2004South-Western.Allrightsreserved.FactorsAffectingManagerialDiscretionAdaptedfromFigure12.2AdaptedfromFigure12.2SOURCE:

AdaptedfromS.Finkelstein&D.C.Hambrick,1996,StrategicLeadership:

TopExecutivesandTheirEffectsonOrganizations,St.Paul,MN:

WestPublishingCompany.ExternalEnvironmentCharacteristicsoftheOrganizationManagerialDiscretionCharacteristicsoftheManagerCharacteristicsoftheManagerToleranceforambiguityCommitmenttothefirmanditsdesiredstrategicoutcomesInterpersonalskillsAspirationlevelDegreeofself-confidence11Copyright2004South-Western.Allrightsreserved.TopManagementTeamsComposedofthekeymanagerswhoareresponsibleforselectingandimplementingthefirmsstrategiesAheterogeneoustopmanagementteam:

HasvariedexpertiseandknowledgeCandrawonmultipleperspectivesWillevaluatealternativestrategiesBuildsconsensus12Copyright2004South-Western.Allrightsreserved.FirmPerformanceandStrategicChangeHeterogeneoustopmanagementteams:

HavedifficultyfunctioningeffectivelyasateamRequireeffect