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管理学基础英语教材PPTChapter 4.pptx

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Chapter 4Strategic ManagementBrainstormingMost western corporationstop down decision making managers responsible for decision making and accountable for the decisions reachedJapanese systemfocuses more on the performance of the entire teamcollective decision making by individual teamsIf you were an employee, would you prefer the company is characterized by top-down or collective decisions? And why?Text A The Core Competence of the CorporationThe Core Competence of the CorporationCore Competence iscommunication, involvement, and a deep commitment to working across organizational boundaries.The Core Competence of the CorporationThe real sources of advantage are to be found in: Management’s ability to consolidate corporatewide technologiesProduction skills into competencies that empower individual businesses to adapt quickly to changing opportunities.The engine for new business developmentHow Not to Think of Competence Cultivating core competence does not mean:Outspending rivals on research and development.Shared costs, as when two or more SBUs use a common facility—a plant, service facility, or sales force—or share a common component.Integrating verticallyIdentifying Core Competencies—And Losing Them Three tests to identify core competencies:Potential access to a wide variety of markets.A significant contribution to the perceived customer benefits of the end product.Difficult for competitors to imitate.Identifying Core Competencies—And Losing Them Ways to lose Core Competencies:Cut internal investment while in favor of outside suppliers.Focusing too much on outsourcing.Without a choice about where it will build competence leadership.Forgoing opportunities to establish competencies that are evolving in existing businesses.From Core Competencies to Core ProductsFrom Core Competencies to Core Products: The tangible link between identified core competencies and end products is the core products—the physical embodiments of one or more core competencies.From Core Competenci

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