Strategy Structure and BehaviourWord文档下载推荐.docx
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Strategy Structure and BehaviourWord文档下载推荐.docx
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companiesarelarge.Thisisbecauseifthecompanyisbig,
he(astheboss)canaffordtohiregraduatesand
professionalstoworkforhim.Hecanthenhavemoretime
toplaygolfandpursueotherinterestsandhobbies.
Interestingly,theissueisnotofsize.Rather,the
effectivenessandefficiencyofanycompanyorinstitution
dependlargelyonhowitisorganisedandstructured.This
issupportedbythefollowingsayingbySunTzu:
Orderanddisorderdependsonorganisation."
Thus,thewayamilitarygeneralorganiseshisarmywould
affectthebehaviourofthetroopsinbattle.Inthesame
way,thewayacompanyisorganisedandstructuredwillalso
determinethebehaviouroftheemployees.Forexample,ifa
companywantstobecomeinternational,itmustbestructured
insuchawaysoastorewardthoseemployeeswith
internationalexperience.Inotherwords,thosewith
overseasexperiencemustenjoyapremiumwhenitcomesto
promotionandrewards.Otherwise,noonewouldwanttowork
overseas.
Someyearsago,aseniorbankexecutiveinchargeofpublic
relations(PR)askedmeforadviceonhowtojustifythe
activitiesofhisPRdepartment.Itoldhimbluntlythat
thesurvivalofhisPRdepartmentdependslargelyonthe
magnanimityofhischiefexecutiveofficer(CEO).Ifurther
toldhimthatforhisPRdepartmenttodowell,hemust
reportdirectlytotheCEOasopposedtotheseniorofficer
inchargeofmarketing.ThisisbecauseinthePRarea,a
lotofspendinghasnoimmediatenordirectreturns.In
fact,itisverydifficulttodeterminetherelationship
betweenanyincreaseinsalestothatofPRactivities.PR
activitiesaredefinitelydifferentfromthoseinmarketing
wherebyitsexpensesonadvertisingandpromotionareall
sales-related.Thus,ifthePRpersonweretoreporttothe
marketingmanager,theoutcome
isnotdifficulttopredict
--PRactivitieswillendupwithstep-childtreatment.Yet
intoday‘shighlycompetitiveenvironment,theneedfor
effectivePRprogrammescannotbeoverlooked.
What,then,determinesstructure?
Inwar,itisalways
strategy.Inotherwords,thestrategymustbethegenesis
ofanyorganisationaldesignandstructure.Undeniably,no
organisationstartsoffwithnostructure.Thepointis,
whenitcomestoanynewinitiativesorprogrammes,the
strategymustbedesignedfirst.Theappropriatesupport
structureandsystemscanthenbeputinplace.Itisjust
likeinmilitarycampaigns.Noarmyintheworldis
organisedwithoutastructure.Ifanything,thearmyis
probablyoneofthemoststructuredorganisationsaround.
However,whenitcomestoplanningforwar,thestarting
pointforthewholeexercisebeginswithdefiningand
outliningthestrategy(orbattleplanandgoals).For
example,inthe1991waragainstIraq,theUnitedStates-led
forcesdecidedonthestrategyfirstbeforeembarkingonhow
toorganiseforcombat.Otherwise,theUnitedStateswould
havetoshipitsentirearmytotheGulf,includingthen
PresidentGeorgeBush!
Afterall,asthePresident,hewas
thecommander-in-chief.Ofcourse,inreality,weallknow
thatthiswasnotthecase.Infact,inthe1991GulfWar,
theUnitedStatesexperimentedwithmanywaysoforganising
andstructuringtheirtroopsforwar,dependingonthe
strategiesconcerned.EvenGeneralNormanSchwarzkopfwas
himselfaproductofoverallstrategy.
Therearemanyreasonswhystructureandorganisationmust
followthecrystallisationofthestrategyinwar.Firstly,
thereisaneedforflexibility.Thisisbecausebattle
conditionsarequitefluid,andthegeneralontheground
mustbegiventhemaximumflexibilitytoorganiseand
restructurehistroopsandformationsdependingonthe
battlesituations.Atthesametime,battleconditionsare
filledwithuncertainty.Despitethebestmilitary
intelligenceandanalyses,thewarenvironmentisdynamic
andthereisanurgentneedandrequirementtotailorthe
strategyaccordingtothesituationofthebattlefield.
Thus,thegeneralmustbegiventhemaximumleewayto
reorganiseandrestructurehistroops.
Secondly,asbattleconditionschange,thegeneralmust
changehisstrategyaccordingly.Inotherwords,hehasto
constantlyreorganiseaccordingtohisstrategy.Although
hebeginswithabattleplan,thatplancanneverbecastin
stone.Hemustconstantlyreorganisehistroopsforbattles
ashechangeshisplan(strategy)tomeetthedynamic
conditionsofwar.Thesechangesarealsonecessitatedasa
resultofcasualtieswhenthewarprogresses.Insum,he
hastobeveryproactiveandseizeonanyavailable
opportunit
ytowin.Atthesametime,hewillbeableto
tackletherisksanddangersmoreeffectively.This
philosophyofshapingaccordingtothechangesonthe
battlegroundwastrueofancientwars,andisstill
applicabletoday.Insum,therelationshipsbetween
strategy,structureandbehaviourcanbeillustratedbythe
followingdiagram:
|→STRATEGY(Goals,objectivesandplans)
|↓
|→STRUCTURE(Organisation)
|→BEHAVIOUR(Results,Outcome)
Interestingly,whenitcomestobusinessorganisations,we
tendtoforgetabouttheserelationships.Weoftenletthe
structuredictatethestrategyregardlessofthechangesin
thebusinessenvironment.Unfortunately,anorganisation
structurecangetfossilisedovertimeanddevelopintoa
highlybureaucraticinstitution.Asaresult,insteadof
movingforward,itretardsprogressandceasetobea
learningorganisation.Itavoidsrisksandseektotake
decisionsonlyinareasinwhichitiscomfortablewith.
Suchanapproachisperhapsunderstandableifthebusiness
environmentisverystablewithfewchanges.However,this
isfarfromthetruthtoday.
Withtheeconomicandfinancialturmoilsthatare
affectingtheregion,Iwouldseriouslyurgecompaniesto
re-examinetheirstrategiestoensurethattheyareableto
withstandthechallengesahead.Ifnewstrategiesare
required,companiesmustbeboldenoughtoadoptthemand
changetheirorganisationsaccordingly.Inotherwords,an
existingorganisationorstructureshouldnotbeviewedas
constraintstochangeifthestrategydictatesthatthe
changeisnecessary.Inthisaspect,itisveryheartening
tonotethatthegovernmenthasstartedacomprehensive
reviewofourbankingsysteminordertoensureits
competitivenessintheglobaleconomy.Intheprocess,some
sacredcows"
mayhavetobedonewith,andtheremaybe
significantchangestothebankingindustry.Forexample,
mergersasastrategymaybethewaytogotoensurethat
ourbankscangrowbiggerandstrongersoastocounter
stiffinternationalcompetition.Thiswouldmean
substantialchangestothewaysbanksandotherfinancial
institutionsareorganisedandstructuredinSingapore.
Thebankingindustryisonlyonesuchexampleofhow
changesinstrategiesmaydictatetheneedtoreorganiseand
restructure.ManyotherindustriesinSingaporefacethe
samechallenge.Whilechangesareoftenresisted(moreso
whenthestakeholdersconcernedarecomfortablewith
existingstructures),theyarenonethelessnecessaryforany
individual,organisationandsocietytoimproveand
progress.Thecurrenteconomiccrisisperhapsprovidesthe
impetus
forthistotakeplace.Afterall,anyshrewd
strategistwouldalwaysfocusontheopportunitiesthat
providethebreakthroughsinacrisisratherthanbe
threatenedbythedanger.
(ThewriterisProfessorofBusinessPolicy;
Dean,Faculty
ofBusinessAdministration;
Director,GraduateSchoolof
Business,NationalUniversityofSingapore&
aresource
panellistofSPH‘sChineseNewspapers.)
战略、结构和行为
两军交战,一个最重要的环节是怎样处理好战略、结构和行为三
者的关系。
事实上,孙子以下的说法很发人深省。
“凡治众如治寡,分数是也。
”
“斗众如斗寡,形名是也。
大小不是组织指挥的重要因素
这两句话清楚说明了管理和指挥军队时,大小不是一个因素,较
重要的是军队的组织和结构。
商业机构也是如此。
我经常听到商人说,希望自己经营的是小公
司。
因为公司小,老板就可以无事不知。
没有工人惹的麻烦,事业起
步时也就少点头痛!
另一方面,我也常听到商人说他们希望自己的公司大。
因为大才
请得起大学生和专业人士来替自己卖力,好让自己有更多空闲时间打
高尔夫球,做自己感兴趣的事或搞其他嗜好。
关键不在大小,这点很
有意思。
一家公司或机构的实力及效率如何,很大程度上,还是要看
它的组织和结构。
孙子以下这句话,又是一个证明:
“治乱,数也。
所以,一个主帅怎样组织他的军队,会影响这支军队在战场上的
行为。
同样的,公司的组织和结构形态,也决定了它属下雇员的行为
。
举例来说,一家公司如果要走向国际,就必须确立一种“奖赏国际
经验”的结构。
换句话说,在擢升和制定薪俸时,有海外经验的雇员
一定要多打几分。
不然,没有人愿意被派出国。
好几年前,一名主管公关部门的银行高级执行员问我,要怎样证
明给人家看,公关部的工作不是可有可无的?
我直截了当回答:
他的
部门的存活率,很大程度上取决于他的执行总裁有多大量。
我进一步告诉他,公关部门要有所作为,就得直接向总裁而不是
负责行销的主管汇报。
理由是公关领域里有很多花费,是没有直接或马上看得到回报的
事实上,你很难确定销售量上涨了,和公关活动究竟有
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