管理学,罗宾斯,9版,英文Robbinsfom915.ppt

Unsupportive cultural attitudes—especially attitudes toward trust and control—can also be obstacles to value chain management. To be effective, partners in a value chain must trust each other. There must be a mutual respect for, and honesty about, each partner’s activities all along the chain. But too much trust also can be a problem. Nearly all organizations are vulnerable to theft of intellectual property—that is, proprietary information that’s critical to an organization’s efficient and effective functioning and competitiveness. Another cultural attitude that can be an obstacle is the belief that when an organization collaborates with external and internal partners, it no longer controls its own destiny. This is not true. Even with the intense collaboration that’s important to value chain management, organizations still control critical decisions such as what customers value, how much value they desire, and what distribution channels are important. * We know that value chain partners need numerous capabilities. Several of these—coordination and collaboration, the ability to configure products to satisfy customers and suppliers, and the ability to educate internal and external partners—aren’t easy to attain. However, they’re essential to capturing and exploiting the value chain. The final obstacles to successful value chain management can be an organization’s people. Without their unwavering commitment to do whatever it takes, value chain management won’t succeed. In addition, value chain management takes an incredible amount of time and energy on the part of an organization’s employees. Motivating such high levels of effort isn’t easy for managers to do. * * With soaring global demand and higher costs for energy and materials, virtually every aspect of the economy needs to be re-examined and many products must be redesigned for greater efficiency. Let’s now look at three contemporary issues that managers face in managing operations: technology’s role in