战略管理流程讲义(英文版!11要点.ppt

6 17 18 10 10 27 34 18 21 35 43 36 48 76 41 76 39 76 42 * * Ch11-* Ch11-* Chapter 11 Organizational Structure and Controls Competitiveness Chapter 3 Internal Environment Chapter 2 External Environment The Strategic Management Process Strategic Intent Strategic Mission Strategic Competitiveness Above Average Returns Feedback Strategy Formulation Chapter 4 Business-Level Strategy Chapter 5 Competitive Dynamics Chapter 6 Corporate-Level Strategy Chapter 8 International Strategy Chapter 9 Cooperative Strategies Chapter 7 Acquisitions Restructuring Strategy Implementation Chapter 10 Corporate Governance Chapter 11 Structure Control Chapter 12 Strategic Leadership Chapter 13 Entrepreneurship Innovation Strategic Inputs Strategic Actions Strategic Outcomes Structure Types All organizations require some form of organizational structure to implement and manage their strategies Firms frequently alter their structure as they grow in size and complexity Three basic structure types: Functional Structure Multi-divisional Structure (M-form) Simple Structure Strategy Structure Growth Patterns Sales Growth Coordination and Control Problems Efficient implementation of formulated strategy Multidivisional Structure Efficient implementation of formulated strategy Sales Growth Coordination and Control Problems Functional Structure Simple Structure Simple Structure Owner / Manager Owner/Manager makes all major decisions directly and monitors all activities Difficult to maintain this structure as the firm grows in size and complexity * Production * Finance * Engineering * Accounting * Sales Marketing * Human Resources Functional Structure First stage beyond a Simple Structure Appropriate for single or dominant-business firms Allows specialization of tasks Overcomes information processing limits of single owner/manager Functional department heads report to Chief Executive Officer who integrates decisions and actions from a company-wide point of view Risks conflicts between myopic