戰(zhàn)略管理

內(nèi)容概要

　　《戰(zhàn)略管理理論與案例(第9版)(英文版)》是目前市場(chǎng)上最受教師和學(xué)生以及企業(yè)界歡迎的戰(zhàn)略管理教材。《戰(zhàn)略管理理論與案例(第9版)(英文版)》在教學(xué)方法上強(qiáng)調(diào)概念的整體性和關(guān)聯(lián)性，分戰(zhàn)略管理導(dǎo)論、競(jìng)爭(zhēng)優(yōu)勢(shì)、戰(zhàn)略制定和戰(zhàn)略實(shí)施4個(gè)部分對(duì)戰(zhàn)略管理理論展開(kāi)論述。第5部分戰(zhàn)略管理案例幫助讀者理解真實(shí)企業(yè)面臨的戰(zhàn)略挑戰(zhàn)以及如何在相互沖突的選擇中進(jìn)行權(quán)衡與取舍。
　　

作者簡(jiǎn)介

加雷斯·R．瓊斯 (Gareth
R．Jones)瓊斯教授是著名的組織行為與組織理論學(xué)者，現(xiàn)任美國(guó)得克薩斯A&M大學(xué)梅斯商學(xué)院管理學(xué)教授，其研究方向?yàn)閼?zhàn)略管理和組織理論，并因把交易成本理論分析應(yīng)用于解釋各種戰(zhàn)略行為而聞名。

書(shū)籍目錄

第一部分 戰(zhàn)略管理導(dǎo)論
 第1章 領(lǐng)導(dǎo)、戰(zhàn)略與競(jìng)爭(zhēng)優(yōu)勢(shì)
 第2章 外部環(huán)境分析：機(jī)會(huì)與威脅
第二部分 競(jìng)爭(zhēng)優(yōu)勢(shì)
 第3章 內(nèi)部資源分析：競(jìng)爭(zhēng)優(yōu)勢(shì)與贏利能力
 第4章 職能層戰(zhàn)略
第三部分 戰(zhàn)略制定
 第5章 業(yè)務(wù)層戰(zhàn)略
 第6章 產(chǎn)業(yè)環(huán)境與業(yè)務(wù)層戰(zhàn)略
 第8章 全球化背景下的戰(zhàn)略
 第9章 公司層戰(zhàn)略
 第10章 多元化戰(zhàn)略
第四部分 戰(zhàn)略實(shí)施
 第12章 單一產(chǎn)業(yè)公司戰(zhàn)略
 第13章 多元化與全球化公司戰(zhàn)略
第五部分 戰(zhàn)略管理案例

章節(jié)摘錄

版權(quán)頁(yè)：插圖：Output Control  Output control is a system in which strategic managers esti-mate or forecast appropriate performance goals for each division, department, andemployee and then measure actual performance relative to these goals. Often a com-pany's reward system is linked to performance on these goals, so output control alsoprovides an incentive structure for motivating employees at all levels in the organiza-tion. Goals keep managers informed about how well their strategies are creating acompetitive advantage and building the distinctive competencies that lead to futuresuccess. Goals exist at all levels in an organization.Divisional goals state corporate managers' expectations for each division concern-ing performance on dimensions such as efficiency, quality, innovation, and respon-siveness to customers. Generally, corporate managers set challenging divisional goalsto encourage divisional managers to create more effective strategies and structuresin the future. At Liz Claiborne, for example, each division is given clear performancegoals to achieve, and divisional managers are given considerable autonomy to for-mulate a strategy to meet these goals.Output control at the functional and individual levels is a continuation of controlat the divisional level. Divisional managers set goals for functional managers thatwill allow the division to achieve its goals. As at the divisional level, functional goalsare established to encourage the development of generic competencies that providethe company with a competitive advantage, and functional performance is evaluatedby how well a function develops a competency. In the sales function, for example,goals related to efficiency （such as cost of sales）, quality （such as number of returns）,and customer responsiveness （such as the time needed to respond to customer needs）can be established for the Whole function.Finally, functional managers establish goals that individual employees are expectedto achieve to allow the function to achieve its goals. Sales personnel, for example,can be given specific goals （related to functional goals） that they are required toachieve. Functions and individuals are then evaluated on the basis of achieving ornot achieving their goals; in sales, compensation is commonly pegged to achieve-ment. The achievement of these goals is a sign that the company's strategy is workingand meeting organizational objectives.The inappropriate use of output control can promote conflict among divisions. Ingeneral, setting across-the-board output targets, such as ROIC targets for divisions,can lead to destructive results if divisions single-mindedly try to maximize divisionalROIC at the expense of corporate ROIC. Moreover, to reach output targets, divi-sions may start to distort the numbers and engage in strategic manipulation of thefigures to make their divisions look good——which increases bureaucratic costs.22.

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《戰(zhàn)略管理:理論與案例(第9版)》：美國(guó)商學(xué)院原版教材精選系列。

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