组织决策的层次.docx
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组织决策的层次.docx
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组织决策的层次
组织决策的层次
Visionwithoutactionisadaydream.Actionwithoutvisionisanightmare
组织决策的层次是指从“使命”向下至“实际运作”的整个关系本质上所存在的等级,它表明组织决策的次序。
如下图:
1.愿景vision
Avision,orstrategicvision,isthedesiredfuturestate所希望的未来状态atwhichacompanyhopestoarrive,essentiallythestrategicaimofthecorporation.Itistheimaginativepicture富于想象力的美景ofthefuturestateofaffairs事态afirmwishedtoachieve.Often,thestrategicvisionisreflectedinasummarizedformintheVisionStatement愿景书.
【“vision愿景”与“Strategicvision战略愿景”的含义相同。
张华,2008-1-19】【essentially[]本质上,本来__imaginative[]想象的,虚构的】
Visionwithoutactionisadaydream.Actionwithoutvisionisanightmare
AVisionStatement愿景书isawrittendeclarationoftheStrategicVision战略愿景的书面宣言ofafirm.Itcontainsthedesiredfuturestateatwhichacompanyhopestoarriveandisarticulating清晰明白地说thedreamsandhopesforthebusiness.Itremindsthepeopleinyourfirmofwhatyouaretryingtobuild
ThetermofVisionStatementmustnotbeconfusedwithaMissionStatement
Corporatevisionisashort,succinct,andinspiringstatementofwhattheorganizationintendstobecomeandtoachieveatsomepointinthefuture,oftenstatedincompetitiveterms.Corporatevisionmaycontaincommitmenttocreatinganoutstandingvalueforcustomersandothershareholders,developingagreatnewproductorservice,anddevelopingagreatcompany.Forexample,theVisionofGEisthat“webringgoodthingstolife”andthevisionofFordis“tobecometheworld’sleadingconsumercompanyforautomotiveproductsandservices”.
Thepurposeofarticulatingacoherentvisionofadesirablefutureinwhichyourorganizationcouldthriveistofocusyourorganizationandyourpartnersonthosethingsyoucouldnowtobringthatfuturestateabout
2.使命Mission
Anorganizationsmissionisitspurpose[]宗旨,orthereasonforitsexistence(thereasonforbeing存在的原因).Ittellswhatthecompanyisprovidingtosociety,suchashousecleaningormanufacturingautomobiles.ThemissionoftenisexpressedintheformofaMissionStatement使命书.Amissionmaybedefinednarrowlyorbroadly.
AMissionStatementconveys[]传达asenseofpurposetoemployeesandprojectsacompanyimagetocustomers.Awell-conceived[]构思missionstatementdefinesthefundamental,uniquepurposethatsetsacompanysoperationsintermsofproducts(includingservices)offeredandmarketsserved.Inthestrategyformulationprocess,theMissionStatementsetthemoodofwherethecompanyshouldgo一个构思良好的使命陈述定义了一个基本的、独特的目的,即把本企业与其他企业区别开来,并规定了企业所提供的产品(包括服务)的范围以及所服务的市场.
☞
Leadersshouldcommunicateandsharethevisionregularlywithotherpersons,createstoriesornarrativesthatillustratethevision,actasrole-modelsbyembodyingthevision,createshort-termobjectivescompatiblewiththevision,andencourageemployeestocraft构思theirownpersonalvisioncompatiblewiththeorganization'soverallvision.
【narratives[]叙述__embody[]vt.具体表达,使具体化__craft[]
工艺,手艺;
构思tomakeorconstruct(something)inamannersuggestinggreatcareoringenuity】
Storiesuseverbalpicturestocreateinterest,addvariety,andchangethepaceofadiscussion.Storiescanmakedullspeechessparkle使无聊的演讲迸发出火花andcanhelpbridgethegapbetweendataandknowledge.Theycanbeusedtopresentanecdotalevidence,clarifyapoint,supportapointofviewandtocrystallize[]明确ideas.【所以说,讲故事是一个领导人的基本功之一。
张华,2008-11-11于潜江老家】
3.目标GoalsandObjectives
Goal:
Thepurposetowardwhichanendeavorisdirected;anobjective;SeeSynonymsatintention。
goal译为“目的、目标”,实际指的是远期目标,而objective是指可实现的近期目标,这里有点令人困惑。
为此,这样理解:
goal远期目标/设想,objective目标/近期目标。
——张华,2008-8-28
Agoal设想isanopen-endedstatementofwhatonewishestoaccomplishwithnoquantificationofwhatistobeachievedandnotimeframeforcompletion.设想是一个开放式的陈述,它表达要达到的愿望,但是没有完成数量和时间框架方面的限制。
(注意:
目标具有特定的、具体的、数字化的、可衡量的结果,目标不能含糊和抽象)
Incontrasttogoals,objectives目标aretheendresultsofplannedactivity.Theystatewhatistobeaccomplishedbywhenandshouldbequantifiedifpossible.Theachievementofcorporateobjectivesshouldresultinfulfillmentofthecorporation’smission【目标是规划活动的最终结果。
目标阐述某个时间之前要完成的任务,并尽可能使之量化___目标objective的设置必须至少满足SMART原则。
张华,2008-11-11于潜江老家】。
Themajoroutcomeofstrategicroad-mappingandstrategicplanning,aftergatheringallnecessaryinformation,isthesettingofgoalsfortheorganizationbasedonitsvisionandmissionstatement.Agoalisalong-rangeaimforaspecificperiod.Itmustbespecificandrealistic.Long-rangegoalssetthroughstrategicplanningaretranslatedintoactivitiesthatwillensurereachingthegoalthroughoperationalplanning
4.战略Strategy
Astrategy战略ofacorporationisacomprehensiveplanstatinghowthecorporationwillachieveitsmissionandobjectives使命与目标.Itmaximizescompetitiveadvantage竞争优势andminimizescompetitivedisadvantage竞争劣势.
【comprehensive[]全面的,综合的__state[]陈述,规定__disadvantage[]】一个公司的战略是描述公司如何达到使命和目标的综合计划。
它使竞争优势competitiveadvantage最大化,竞争劣势最小化。
Strategymanagementistheprocessofensuringthatyourorganizationpossessesandbenefitsfromtheuseofanappropriateorganizationalstrategybestsuitedtoitsneedsataparticulartime
Strategy战略即为实现目标而定的计划。
如果你将目标视为最终的目的话,那么战略就是到达此目标的途径。
战略是决策的核心。
职能战略应与该组织的整体战略一致。
Tactic是用来完成战略的方法与措施。
它为实际运作ActualOperations(这是一个组织中需要有最具体、最细致的计划与决策部分)的实施提供指导与方向。
Tactic可以看作是整个过程的“如何做”部分,而Operations则可看成该过程的“实际做”部分。
BusinessEnvironment
Businessenvironmentisasetofpolitical,economic,socialandtechnological(PEST)forcesthatarelargelyoutsidethecontrolandinfluenceofabusiness,andthatcanpotentiallyhavebothapositiveandanegativeimpactonthebusiness
Environmentalanalysisisthestudyoftheorganizationalenvironmenttopinpointenvironmentalfactorsthatcansignificantlyinfluenceorganizationaloperations.Environmentalanalysiswillhelpyouunderstandwhatishappeningbothinsideandoutsideyourorganizationandtoincreasetheprobabilitythattheorganizationalstrategiesyoudevelopwillappropriatelyreflectyourorganizationalenvironment
StrategyFormulation
Strategyformulationistheprocessofdeterminingappropriatecoursesofactionforachievingorganizationalobjectivesandtherebyaccomplishingorganizationalpurpose
Thecurrentlydominantviewofstrategyistheresource-basedtheory.Traditionalstrategymodels,suchasMichaelPorter'sfiveforcesmodel,focusonthecompany'sexternalcompetitiveenvironment.Mostofthemdonotattempttolookinsidethecompany.Incontrast,theresource-basedperspectivehighlightstheneedforafitbetweentheexternalmarketcontextinwhichacompanyoperatesanditsinternalcapabilities.Accordingtothisview,acompany'scompetitiveadvantagederivesfromitsabilitytoassembleandexploitanappropriatecombinationofresources.Sustainablecompetitiveadvantageisachievedbycontinuouslydevelopingexistingandcreatingnewresourcesandcapabilitiesinresponsetorapidlychangingmarketconditions.
Inrelationtothe10traditionalapproaches,today,strategyformulationshouldalsobeacombinationofthem -judgmentaldesigning,intuitivevisioning,andemergentlearning;itshouldbeabouttransformationaswellasperpetuation;ithastoinvolveindividualcognitionandsocialinteraction,co-operativeaswellasconflictive;itmustincludeanalyzingbeforeandprogrammingafteraswellasnegotiatingduring;andallofthismustbeinresponsetowhatcanbeademandingenvironment.
3StrategiesofMarketLeaders
Themarketleaderisdominantinitsindustryandhassubstantialmarketshare.Ifyouwanttoleadthemarket,youmustbetheindustryleaderindevelopingnewbusinessmodelsandnewproductsorservices.Youmustbeonthecuttingedgeofnewtechnologiesandinnovativebusinessprocesses.Yourcustomervaluepropositionmustofferasuperiorsolutiontoacustomers'problem,andyourproductmustbewelldifferentiated
CompetitiveStrategy
Tobesuccessfultoday,yourcompanymustbecomecompetitor-oriented.Youmustpursuetherightcompetitivestrategy–avoidstrengthsofyourcompetitorsandlookforweakpointsintheirpositionsandthenlaunchmarketingattacksagainstthoseweakpoints...More
StrategicThinking
Strategicthinking,oftendepictedas'helicopterthinking',isthecreativeandrelentlessprocessofteasingoutoptionsforactionwhichoffermaximumadvantagetoarriveatanimplementable,cunningplan...More
StrategicIntent
Strategicintentisahigh-levelstatementofthemeansbywhichyourorganizationwillachieveitsvision.Itisacorecomponentofyourdynamicstrategy.
Strategicintentcannotbeplannedallinadvance.Itmustevolveonthebasisofexperienceduringitsimplementation...More
Astrategicintentisacompany'svisionofwhatitwantstoachieveinthelongterm.Itmustconveyasignificantstretchforyourcompany,asenseofdirection,discovery,andopportunitythatcancommunicatedasworthwhiletoallemployees.Itshouldnotfocussomuchontoday'sproblems,whicharenormallydealtwithbycompanyvisionsandmissions,butratherontomorrow'sopportunities.
"Toachievegreatthings,youneedambitiousvisions.Anditdoesnotmatterthatvisioncannotbelaidoutindetails.Itisthedirectionthatcounts."
StrategyImplementation
Strategyimplementationskillsarenoteasilymastered,unfortunately.Infact,virtuallyallmanagersfindimplementationthemostdifficultaspectoftheirjobs–moredifficultthanstrategicanalysisorstrategyformulation...More
StrategyInnovation
Strategyinnovationisaboutchallengingexistingindustrymethodsofcreatingcustomervalueinordertomeet
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