管理学基础英语Chapter 4教学课件.pptx

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1、PPT模板下载：/moban/行业PPT模板：/hangye/节日PPT模板：/jieri/PPT素材下载：/sucai/PPT背景图片：/beijing/PPT图表下载：/tubiao/优秀PPT下载：/xiazai/PPT教程：/powerpoint/Word教程：/word/Excel教程：/excel/资料下载：/ziliao/PPT课件下载：/kejian/范文下载：/fanwen/试卷下载：/shiti/教案下载：/jiaoan/字体下载：/ziti/管理学基础英语Chapter 4International ManagementNinth EditionLuthans|DohNi

2、nth EditionFundamentals of ManagementEnglish Course forEnglish Course forFundamentals of Management管理学基础英语Chapter 4Strategic ManagementFundamentals of ManagementEnglish Course for管理学基础英管理学基础英语语Chapter 4Most western corporationstop down decision making managers responsible for decision making and acc

3、ountable 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 If you were an employee,would you prefer the company is characterized by top-down or collective company is cha

4、racterized by top-down or collective decisions?And why?decisions?And why?Fundamentals of ManagementEnglish Course forEnglish Course forFundamentals of Management管理学基础英语Chapter 4The Core Competence of the CorporationFundamentals of ManagementEnglish Course for管理学基础英语Chapter 4Core Competence iscommuni

5、cation,involvement,and a deep commitment to working across organizational boundaries.Fundamentals of ManagementEnglish Course for管理学基础英语Chapter 4The real sources of advantage are to be found in:Managements ability to consolidate corporatewide technologiesProduction skills into competencies that empo

6、wer individual businesses to adapt quickly to changing opportunities.Fundamentals of ManagementEnglish Course for管理学基础英语Chapter 4Fundamentals of ManagementEnglish Course for管理学基础英语Chapter 4Cultivating core competence does not mean:Outspending rivals on research and development.Shared costs,as when t

7、wo or more SBUs use a common facilitya plant,service facility,or sales forceor share a common component.Integrating verticallyFundamentals of ManagementEnglish Course for管理学基础英语Chapter 4Three tests to identify core competencies:Potential access to a wide variety of markets.A significant contribution

8、 to the perceived customer benefits of the end product.Difficult for competitors to imitate.Fundamentals of ManagementEnglish Course for管理学基础英语Chapter 4Ways to lose Core Competencies:Cut internal investment while in favor of outside suppliers.Focusing too much on outsourcing.Without a choice about w

9、here it will build competence leadership.Forgoing opportunities to establish competencies that are evolving in existing businesses.Fundamentals of ManagementEnglish Course for管理学基础英语Chapter 4From Core Competencies to Core Products:The tangible link between identified core competencies and end produc

10、ts is the core productsthe physical embodiments of one or more core competencies.Fundamentals of ManagementEnglish Course for管理学基础英语Chapter 4From Core Competencies to Core Products:It is essential to make this distinction between core competencies,core products,and end products because global compet

11、ition is played out by different rules and for different stakes at each level.Fundamentals of ManagementEnglish Course for管理学基础英语Chapter 4At the level of core competence:The goal is to build world leadership in the design and development of a particular class of product functionalitybe it compact da

12、ta storage and retrieval.Fundamentals of ManagementEnglish Course for管理学基础英语Chapter 4At the level of core products:It can consistently reduce the cost,time,and risk in new product development.In short,well-targeted core products can lead to economies of scale and scope.Fundamentals of ManagementEngl

13、ish Course for管理学基础英语Chapter 4The implications of the two alternate concepts of the corporation:Two Concepts of the Corporation:SBU or Core Competence.Fundamentals of ManagementEnglish Course for管理学基础英语Chapter 4The need for new principles is most obvious in companies organized exclusively according

14、to the logic of SBUan organizational dogma for a generation.Fundamentals of ManagementEnglish Course for管理学基础英语Chapter 4The costs of distortion:Underinvestment in Developing Core Competencies and Core Products.Imprisoned Resources.Bounded Innovation.Fundamentals of ManagementEnglish Course for管理学基础英

15、语Chapter 4The fragmentation of core competencies:When a diversified companys information systems,patterns of communication,career paths,managerial rewards,and processes of strategy development do not transcend SBU lines.Fundamentals of ManagementEnglish Course for管理学基础英语Chapter 4A strategic architec

16、ture is:A road map of the future that identifies which core competencies to build and their constituent technologies.Fundamentals of ManagementEnglish Course for管理学基础英语Chapter 4A strategic architecture can:Dramatically reduce the investment needed to secure future market leadership.Provide a logic f

17、or product and market diversification.Make resource allocation priorities transparent to the entire organization.Fundamentals of ManagementEnglish Course for管理学基础英语Chapter 4To sink sufficiently strong roots,a company must answer some fundamental questions:How long could we preserve our competitivene

18、ss in this business if we did not control this particular core competence?How central is this core competence to perceived customer benefits?What future opportunities would be foreclosed if we were to lose this particular competence?Fundamentals of ManagementEnglish Course for管理学基础英语Chapter 4Once ov

19、erarching competencies are identified:Ask businesses to identify the projects and people closely connected with them.Direct an audit of the location,number,and quality of the people who embody competence.Make the positive contribution of the SBU manager visible across the company.Fundamentals of Man

20、agementEnglish Course forEnglish Course forFundamentals of Management管理学基础英语Chapter 4Strategic Management of EBAYFundamentals of ManagementEnglish Course for管理学基础英语Chapter 4External Analysis:Political factors:Chance of depreciation of Sterling due to exit of UK from EU.Political turmoil can affect E

21、BAY business.Strong restrictions from the United States.Fundamentals of ManagementEnglish Course for管理学基础英语Chapter 4External Analysis:Economic factors:Economic slowdown in UK.Global recession decreases the sales.Inflation,tariff rate imposed by different importing country.Imposition of high rate of

22、corporation tax by government affects the business.Fundamentals of ManagementEnglish Course for管理学基础英语Chapter 4External Analysis:Social factors:Number of unemployment may riseDecrease in the standard of living of peopleFundamentals of ManagementEnglish Course for管理学基础英语Chapter 4External Analysis:Tec

23、hnological factors:Latest and user-friendly technology is requiredDisplay the products in a more attractive way to the customersManagement can use an extensive database to manage information regarding supplies and customerThe proprietary information would be at risk with security breachFundamentals

24、of ManagementEnglish Course for管理学基础英语Chapter 4External Analysis:Environmental factors:Needs to maintain Environment safety law in packaging,importing and shipping the goods.Environmental factors such as changing regulation for energy use can affect the business.There are more benefits achieved by p

25、eople rather than spending.Fundamentals of ManagementEnglish Course for管理学基础英语Chapter 4External Analysis:Legal factors:Environmental safety law,Sales of Goods Act 1979,Work and Safety Act 1974 are required to be maintainedFundamentals of ManagementEnglish Course for管理学基础英语Chapter 4Internal Analysis:

26、Development of online auction modelInformation management technology and supply chain management is very strongFundamentals of ManagementEnglish Course forEnglish Course forFundamentals of Management管理学基础英语Chapter 4Apples Profitable but Risky StrategyFundamentals of ManagementEnglish Course for管理学基础

27、英语Chapter 4Please read Text C and finish the discussion:Using the concepts in this article,undertake a competitive analysis of both Apple and Nokia who is stronger?What are the problems with predicting how the market and the competition will change over the next few years?What are the implications for strategy development?