战略管理(英文第六版)ch12.ppt

1、PowerPoint slides by:R.Dennis MiddlemistColorado State UniversityChapter 12Chapter 12Chapter 12Strategic Leadership Copyright 2004 South-WesternAll rights reserved.Knowledge ObjectivesStudying this chapter should provide you with the strategic management knowledge needed to:Define strategic leadersh

2、ip and describe top-level managers importance as a resource.Define top management teams and explain their effects on firm performance.Describe the internal and external managerial labor markets and their effects on developing and implementing strategies.Discuss the value of strategic leadership in d

3、etermining the firms strategic direction.2Copyright 2004 South-Western.All rights reserved.Knowledge Objectives(contd)Studying this chapter should provide you with the strategic management knowledge needed to:Describe the importance of strategic leaders in managing the firms resources,with emphasis

4、on exploiting and maintaining core competencies,human capital,and social capital.Define organizational culture and explain what must be done to sustain an effective culture.Explain what strategic leaders can do to establish and emphasize ethical practices.Discuss the importance and use of organizati

5、onal controls.3Copyright 2004 South-Western.All rights reserved.Figure 1.1Figure 1.1Copyright 2004 South-Western.All rights reserved.The Strategic Management Process4Copyright 2004 South-Western.All rights reserved.Strategic Leadership and the Strategic Management ProcessAdapted from Adapted from Fi

6、gure 12.1Figure 12.1Effective Strategic LeadershipStrategic IntentStrategic MissionSuccessful Strategic ActionsFormulation of StrategiesImplementation of StrategiesStrategic CompetitivenessAbove-average ReturnsShapes theFormulation ofandInfluenceYieldsYields5Copyright 2004 South-Western.All rights r

7、eserved.Strategic LeadershipRequires the managerial ability to:Anticipate and envisionMaintain flexibilityEmpower others to create strategic change as necessaryStrategic leadership is:Multi-functional work that involves working through othersConsideration of the entire enterprise rather than just a

8、sub-unitA managerial frame of reference6Copyright 2004 South-Western.All rights reserved.Strategic Leadership(contd)Effective strategic leaders:Manage the firms operations effectivelySustain a high performance over timeMake better decisions than their competitorsMake candid,courageous,pragmatic deci

9、sionsUnderstand how their decisions affect the internal systems in use by the firmSolicit feedback from peers,superiors and employees about their decisions and visions7Copyright 2004 South-Western.All rights reserved.Managers as an Organizational ResourceManagers often use their discretion when maki

10、ng strategic decisions and implementing strategiesFactors affecting the amount of decision-making discretion include:External environmental sourcesCharacteristics of the organizationCharacteristics of the manager8Copyright 2004 South-Western.All rights reserved.Factors Affecting Managerial Discretio

11、nAdapted from Figure 12.2Adapted from Figure 12.2SOURCE:Adapted from S.Finkelstein&D.C.Hambrick,1996,Strategic Leadership:Top Executives and Their Effects on Organizations,St.Paul,MN:West Publishing Company.External EnvironmentManagerial DiscretionExternal EnvironmentIndustry structureRate of market

12、 growthNumber and type of competitorsNature and degree of political/legal constraintsDegree to which products can be differentiated9Copyright 2004 South-Western.All rights reserved.Factors Affecting Managerial DiscretionAdapted from Figure 12.2Adapted from Figure 12.2SOURCE:Adapted from S.Finkelstei

13、n&D.C.Hambrick,1996,Strategic Leadership:Top Executives and Their Effects on Organizations,St.Paul,MN:West Publishing Company.External EnvironmentCharacteristics of the OrganizationManagerial DiscretionCharacteristics of the OrganizationSizeAgeCultureAvailability of resourcesPatterns of interaction

14、among employees10Copyright 2004 South-Western.All rights reserved.Factors Affecting Managerial DiscretionAdapted from Figure 12.2Adapted from Figure 12.2SOURCE:Adapted from S.Finkelstein&D.C.Hambrick,1996,Strategic Leadership:Top Executives and Their Effects on Organizations,St.Paul,MN:West Publishi

15、ng Company.External EnvironmentCharacteristics of the OrganizationManagerial DiscretionCharacteristics of the ManagerCharacteristics of the ManagerTolerance for ambiguityCommitment to the firm and its desired strategic outcomesInterpersonal skillsAspiration levelDegree of self-confidence11Copyright

16、2004 South-Western.All rights reserved.Top Management TeamsComposed of the key managers who are responsible for selecting and implementing the firms strategiesA heterogeneous top management team:Has varied expertise and knowledgeCan draw on multiple perspectivesWill evaluate alternative strategiesBuilds consensus12Copyright 2004 South-Western.All rights reserved.Firm Performance and Strategic ChangeHeterogeneous top management teams:Have difficulty functioning effectively as a teamRequire effect