SrucureandConrols戰(zhàn)略管理,英文

Chapter11OrganizationalStructureandControlsMichaelA.HittR.DuaneIrelandRobertE.Hoskisson?2000South-WesternCollegePublishingCompetitivenessChapter3InternalEnvironmentChapter2ExternalEnvironmentTheStrategicManagementProcessStrategicIntentStrategicMissionStrategicCompetitivenessAboveAverageReturnsFeedbackStrategyFormulationChapter4Business-LevelStrategyChapter5CompetitiveDynamicsChapter6Corporate-LevelStrategyChapter8InternationalStrategyChapter9CooperativeStrategiesChapter7Acquisitions&RestructuringStrategyImplementationChapter10CorporateGovernanceChapter11Structure&ControlChapter12StrategicLeadershipChapter13Entrepreneurship&InnovationStrategicInputsStrategicActionsStrategicOutcomesStructureTypesAllorganizationsrequiresomeformoforganizationalstructuretoimplementandmanagetheirstrategiesFirmsfrequentlyaltertheirstructureastheygrowinsizeandcomplexityThreebasicstructuretypes:FunctionalStructureMulti-divisionalStructure(M-form)SimpleStructureStrategy&StructureGrowthPatternsSalesGrowthCoordinationandControlProblemsEfficientimplementationofformulatedstrategyMultidivisionalStructureEfficientimplementationofformulatedstrategySalesGrowthCoordinationandControlProblemsFunctionalStructureSimpleStructureSimpleStructureOwner/ManagerOwner/ManagermakesallmajordecisionsdirectlyandmonitorsallactivitiesDifficulttomaintainthisstructureasthefirmgrowsinsizeandcomplexity*Production*Finance*Engineering*Accounting*Sales&Marketing*HumanResourcesFunctionalStructureFirststagebeyondaSimpleStructureAppropriateforsingleordominant-businessfirmsAllowsspecializationoftasksOvercomesinformationprocessinglimitsofsingleowner/managerFunctionaldepartmentheadsreporttoChiefExecutiveOfficerwhointegratesdecisionsandactionsfromacompany-widepointofviewRisksconflictsbetweenmyopicfunctionmanagersProductionFinanceEngineeringAccountingSales&MarketingHumanResourcesFunctionalStructureChiefExecutiveOfficerCorporateFinanceCorporateR&DCorporateMarketingCorporateHumanResourcesStrategicPlanningMarketingEngineeringOperationsPersonnelAccountingFunctionalStructureforCostLeadershipStrategyOfficeofthePresidentCentralizedStaffOperationsismainfunctionProcessengineeringisemphasizedratherthannewproductR&DFormalizedproceduresallowforlow-costcultureStructureismechanical;jobrolesarehighlystructuredRelativelylargecentralizedstaffcoordinatesfunctionsMarketingNewProductR&DOperationsHumanResourcesFinanceR&DMarketingFunctionalStructureforDifferentiationStrategyPresidentandLimitedStaffMarketingisthemainfunctionfortrackingnewproductideasNewproductR&DisemphasizedMostfunctionsaredecentralizedFormalizationislimitedtofosterchangeandpromotenewideasOverallstructureisorganic;jobrolesarelessstructuredMulti-DivisionalStructureEachdivisionisoperatedasaseparatebusinessAppropriateforrelated-diversifiedbusinessesKeytaskofcorporatemanagersisexploitingsynergiesamongdivisionsManagersuseacombinationofstrategiccontrolsandfinancialcontrolsManagerstrytostrikeabalancebetween:CompetingamongdivisionsforscarcecapitalresourcesCreatingopportunitiesforcooperationtodevelopsynergiesThegoalistomaximizeoverallfirmperformanceMulti-DivisionalStructureBalanceonthesedimensionsmaychangeovertimeThedecision-makingofmanagersinaMulti-Divisionalstructuremaybe:CentralizedorDecentralizedBureaucraticorNon-bureaucraticChangesinstrategyDegreeofdiversificationGeographicscopeNatureofcompetitionStructurewillevolveovertimewith:DivisionDivisionDivisionDivisionProductionFinanceEngineeringAccountingSales&MarketingHumanResourcesMulti-DivisionalStructureChiefExecutiveOfficerCorporateFinanceCorporateR&DCorporateMarketingStrategicPlanningCorporateHumanResourcesCooperativeFormStrategicBusinessUnit(SBU)StructureCompetitiveFormVariationsoftheMulti-DivisionalStructureMulti-DivisionalStructure(M-form)Related-ConstrainedStrategyRelated-LinkedStrategyUnrelated/HoldingCompanyStrategyProductDivisionProductDivisionProductDivisionProductDivisionProductDivisionStrategicPlanningCorporateR&DLabCorporateHumanResourcesLegalAffairsCorporateMarketingCorporateFinanceCooperativeFormPresidentRelated-ConstrainedStrategyGovernmentAffairsStructuralintegrationdevicescreatetightlinksamongalldivisionsLargecorporateofficewithR&DlikelytobecentralizedCultureemphasizescooperativesharingPresidentStrategicBusinessUnitASBUFormRelated-LinkedStrategyCorporateFinanceCorporateR&DCorporateMarketingStrategicPlanningCorporateHumanResourcesDivisionDivisionDivisionStrategicBusinessUnitCDivisionDivisionDivisionStrategicBusinessUnitBStrategicBusinessUnitDStructuralintegrationexistsamongdivisionswithinSBUs,butnotacrossSBUsEachSBUmayhaveitsownbudgetforstafftofosterintegrationCorporateheadquartersstaffserveasconsultantstoSBUsanddivisionsCompetitiveFormUnrelated/HoldingCompanyStrategyPresidentLegalAffairsFinanceCorporateheadquartershasasmallstaffFinanceandauditingarethemostprominentfunctionsintheheadquartersDivisionsareindependentandseparateforfinancialevolutionpurposesDivisionsretainstrategiccontrol,butcashismanagedbythecorporateofficeDivisionscompeteforcorporateresourcesAuditingDivisionDivisionDivisionDivisionDivisionCostLeadershipDecentralizationDifferentiationCentralizationMulti-DivisionalStructureThechoicebetweencentralizationanddecentralizationisfrequentlybasedonthebusiness-levelstrategyimplementedineachdivisionComplexMulti-Divisionalstructurefirmsmaybesimultaneouslycentralizedanddecentralized,dependinguponthevariousbusiness-levelstrategiesemployedthroughoutthefirm’sindividualbusinessesMulti-Divisionalstructurefirmsuseacombinationof:FinancialControlsStrategicControlsAttributesofVariousStructuralFormsStructuralCharacteristicsDegreeofCentralizationUseofIntegratingMechanismsDivisionalPerformanceAppraisalDivisionalIncentiveCompensationTypeofStrategyCooperativeM-FormSBUM-FormCompetitiveM-FormCentralizedatCorporateOfficeCentralizedinSBUsDecentralizedtoDivisionLinkedtoCorporatePerformanceLinkedtoCorporation,Division&SBULinkedtoDivisionalPerformanceExtensiveSynergiesModerateSynergiesNonexistentSynergiesFinancialCriteriaStrategic&FinancialCriteriaSubjective/StrategicCriteriaRelated-ConstrainedRelatedLinkedUnrelatedNorthAmericaAustraliaEuropeAsiaLatinAmericaAfricaProductAProductBProductCProductDProductAEvolutionofMulti-DivisionalStructureChiefExecutiveOfficerCorporateOffice(Staff)AStructuralevolutionbasedonGeographiclinesusuallyimpliesaMulti-DomesticInternationalStrategyEvolutionofMulti-DivisionalStructureNorthAmericaAustraliaEuropeAsiaLatinAmericaAfricaProductAProductBProductCProductDChiefExecutiveOfficerCorporateOffice(Staff)ImplementationofaMultidomesticStrategyWorldwideGeographicAreaStructureMultinationalHeadquartersAsiaUnitedStatesLatinAmericaEuropeAustraliaMiddleEast/AfricaGreencirclesindicatedecentralizationofoperationsEmphasisisondifferentiationbylocaldemandtofitacultureCorporateheadquarterscoordinatesfinancialresourcesamongindependentsubsidiariesTheorganizationislikeadecentralizedfederationProductAProductBProductCProductDAStructuralevolutionbasedonProductlinesusuallyimpliesaGlobalInternationalStrategyEvolutionofMulti-DivisionalStructureChiefExecutiveOfficerCorporateOffice(Staff)ImplementationofaGlobalStrategyWorldwideProductDivisionalStructureGreencircleindicatescentralizationtocoordinateinformationflowamongworldwideproductsHeadquartersusesmanyintercoordinationdevicestofacilitateglobaleconomiesofscaleandscopeHeadquartersalsoallocatesfinancialresourcescooperativelyTheorganizationislikeacentralizedfederationMultinationalHeadquartersWorldwideProductsDivisionWorldwideProductsDivisionWorldwideProductsDivisionWorldwideProductsDivisionWorldwideProductsDivisionWorldwideProductsDivisionATransnationalInternationalStrategyislikelytoutilizeastructureandthatresultsinemphasisonbothgeographicandproductstructuresEvolutionofMulti-DivisionalStructureStrategicNetworksAStrategicNetworkisagroupingoforganizationsthathasbeenformedtocreatevaluethroughparticipationinanarrayofcooperativearrangements,suchasastrategicallianceAStrategicCenterFirmoftenmanagesthenetworkTheStrategicCenterFirmidentifiesactionsthatincreasetheopportunityforeachfirmtoachievesuccessthroughitsparticipationinthenetworkTheStrategicCenterFirmcreatesincentivesthatreducetheprobabilityofanysinglefirmtakingadvantageofitsnetworkpartnersAStrategicNetworkStrategicCenterFirmNetworkFirmsStrategicCenterFirmStrategicCenterFirm’sCriticalFunctionsStrategicOutsourcingCapabilityDevelopmentTechnologySharingBuildingLinkagestoFacilitateLearningStrategicCenterFirmStrategicOutsourcingCenterfirmcoordinatesoutsourcingamongpartners,initiatesactionsandcoordinatesproblemsolvingStrategicCenterFirmStrategicCenterFirm’sCriticalFunctionsStrategicOutsourcingCapabilityDevelopmentTechnologySharingBuildingLinkagestoFacilitateLearningStrategiccenterfirmmanagesthedevelopmentandsharingtechnology-basedideasamongnetworkpartnersCapabilityandTechnologyStrategicCenterFirmCenterfirmattemptstodevelopeachpartner’scorecompetenciesandprovidesincentivesfornetworkfirmstosharetheircapabilitiesandcompetencieswithpartnersStrategicCenterFirmStrategicCenterFirm’sCriticalFunctionsStrategicOutsourcingCapabilityDevelopmentTechnologySharingBuildingLinkagestoFacilitateLearningStrategicCenterFirmBuildingLinkagestoFacilitateLearningStrategiccenterfirmemphasizestopartnerstheneedtobuildlinkagesbetweenvaluechainsandnetworksofvaluechains.ThestrategicnetworkseekstodevelopacompetitiveadvantageinprimaryorsupportactivitiesADistributedStrategicNetworkMainStrategicCenterFirmDistributedStrategicCenterFirmsInternationalCooperativeStrategiesoftenrequiremorecomplexnetworksManylargemultinationalfirmsformdistributedstrategicnetworkswithmultipleregionalstrategiccenterstomanagetheirarrayofcooperativearrangementswithpartnerfirmsBreakinglargenetworksintomultiplemanageably-sizednetworkshelpstomanagethecomplexityofmaintainingmanyrelationships9、靜夜夜四無無鄰，，荒居居舊業(yè)業(yè)貧。。。1月-231月-23Wednesday,January4,202310、雨中黃葉葉樹，燈下下白頭人。。。23:06:4023:06:4023:061/4/202311:06:40PM11、以我獨(dú)獨(dú)沈久，，愧君相相見頻。。。1月-2323:06:4023:06Jan-2304-Jan-2312、故故人人江江海海別別，，幾幾度度隔隔山山川川。。。。23:06:4023:06:4023:06Wednesday,January4,202313、乍見見翻疑疑夢，，相悲悲各問問年。。。1月-231月-2323:06:4023:06:40January4,202314、他鄉(xiāng)鄉(xiāng)生白白發(fā)，，舊國國見青青山。。。04一一月月202311:06:40下下午午23:06:401月-2315、比不了得得就不比，，得不到的的就不要。。。。一月2311:06下午1月-2323:06January4,202316、行動(dòng)出成成果，工作作出財(cái)富。。。2023/1/423:06:4023:06:4004January202317、做做前前，，能能夠夠環(huán)環(huán)視視四四周周；；做做時(shí)時(shí)，，你你只只能能或或者者最最好好沿沿著著以以腳腳為為起起點(diǎn)點(diǎn)的的射射線線向向前前。。。。11:06:40下下午午11:06下下午午23:06:401月月-239、沒有失敗敗，只有暫暫時(shí)停止成成功！。1月-231月-23Wednesday,January4,202310、很多事情情努力了未未必有結(jié)果果，但是不不努力卻什什么改變也也沒有。。。23:06:4023:06:4023:061/4/202311:06:40PM11、成功就是日日復(fù)一日那一一點(diǎn)點(diǎn)小小努努力的積累。。。1月-2323:06:4023:06Jan-2304-Jan-2312、世間間成事事，不不求其其絕對對圓滿滿，留留一份份不足足，可可得無無限完完美。。。23:06:4023:06:4023:06Wednesday,January4,202313、不不知知香香積積寺寺，，數(shù)數(shù)里里入入云云峰峰。。