刘平-商概资料-Ch05.pptVIP

Chapter 5 Managing the Business Enterprise “Some men see things as they are and say why. I dream of things that never were and say why not.”  —John F. Kennedy Key Topics Setting goals and formulating strategies The management process Types of managers by level and area The basic management skills The development and importance of corporate culture Setting Goals Is the Starting Point of Effective Management Strategy: the broad set of action plans to achieve company goals Hierarchy of Strategy Strategy Formulation Step 1: Goal-setting The purposes Step 1: Goal-setting (cont’d) The purposes of goal-setting: To provide direction for managers To help firms allocate resources To help define corporate culture To help managers assess performance Effective Organizations Set Goals at Different Levels Mission Statement: How a business will achieve its fundamental purpose Long-term Goals Intermediate Goals Short-term Goals Step 2: Conducting an external analysis The environmental scanning of specific and general environments Focuses on identifying opportunities and threats Positive trends and negative trends Step 3: Conducting an internal analysis Assessing organizational resources, capabilities, activities, and culture: Strengths (core competencies) create value for the customer and strengthen the competitive position of the firm. Weaknesses (things done poorly or not at all) can place the firm at a competitive disadvantage. Steps 2 and 3 combined are called a SWOT analysis. (Strengths, Weaknesses, Opportunities, and Threats) Step 4: Formulating strategies Develop and evaluate strategic alternatives Select appropriate strategies for all levels in the organization that provide relative advantage over competitors Match organizational strengths to environmental opportunities Correct weaknesses and guard against threats Leaders and managers: Bennis (1989) Managers Administer and copy Maintain Focus on systems structure Rely on control Short-range view - bottom l