工商管理專業(yè)MBALectureLecture戰(zhàn)略思考第1頁(yè)/共24頁(yè)SomeBasicConcepts2Thinkingisakeycomponentofcognition.Whenwethink,weperceive,classify,manipulateandcombineinformationAttheendoftheprocess,weknowsomethingwedidnotknowbefore(itispossiblethisnewknowledgeisincorrectNeedtorememberwethinknotbylanguagealone,wethinkinshapes,images第2頁(yè)/共24頁(yè)Somethingsthatwedowhenthinking3WeclassifyaccordingtocharacteristicsWeusepriorlearntknowledgeaboutobjectsorsituationsWeuseconcepts,conceptsarecategoriesofobjects,actions,orstatesofbeingthatsharesomecommonattributese.g.:“Youthisacarefreetime”Generalisationsusingoneparticularexampletogeneralisetoall.第3頁(yè)/共24頁(yè)Somethingswedowhenthinking4FormalConcepts:thesearedefinedjustlikeadictionarydoessoithasrulesaboutmembershipandnonmembership.

e.g.Abirdhaswingswecannotincludeadoginthecategory.TheformalconceptisorganisedinahierarchyofconceptsNaturalconceptsarebasedonourownperceptionsandinteractionswiththingsintheworld.第4頁(yè)/共24頁(yè)HierarchicalConceptsinmemory5LevelOneLevelTwoLevelOAnimalSkin,eatsbreathesMovesaroundFishFins,swimsBirdWingsflySalmonPinkedibleSharkBitesdangerousOstrichLonglegsCanarySingsyellow第5頁(yè)/共24頁(yè)

basiclevel,subordinate,superordinate

concepts

6LevelofConceptExamples

SuperordinateBasicSubordinateFruitOrangesCoxVegetablesApplesRussettFishPeachesGrannySmithMeatPearsDeliciousCerealsBananasBramley第6頁(yè)/共24頁(yè)DeductiveReasoning7DeductiveReasoningconsistsofinferringspecificinstancesfromgeneralprinciplesorrulese.g.KiranistallerthanSunielSophiaisshorterthanSunielThereforeKiranistallerthanSophiaOrAllmammalshavefurAbatisamammalThereforeabathasfur.

第7頁(yè)/共24頁(yè)InductiveReasoning8Inductivereasoningistheoppositeofdeductivereasoning.Itconsistsofinferringgeneralprinciplesorrulesfromspecificfacts.Inductivereasoningrequiresustotestfactsorhypotheses第8頁(yè)/共24頁(yè)Inductivereasoning:Example9YourjobistodeterminewhichofthehiddenpartsofthesecardsyouneedtoseeinordertoanswerthefollowingquestiondecisivelyForthesecardsisittruethatifthereisavowelononesidethereisanevennumberontheotherside?Youhaveonlyoneopportunitytomakethisdecision;youmustnotassumethatyoucaninspectthecardsoneatatime.Namethosecardswhichitisabsolutelyessentialtosee(a)(b)(c)(d)AD47第9頁(yè)/共24頁(yè)OtherConceptstobeawareofforthinking10FailuretoutiliseacomparisongroupControlgroupforcomparisonConfirmationBias:wetendtoseekevidencethatconfirmsourhypothesis.Thinkaboutthenumberofrulesthatcouldexplainthisseriesofnumbers.Testyourhypotheses.2—4—6Rememberifthereisanexceptiontheruleiswrong.第10頁(yè)/共24頁(yè)Tensionbetweenlogicalthoughtandcreativity11Creativityalmostasmanydefinitionsandtheoriesasintelligence.Commonsenseapproachsaysthatwritinganovel,creatingaworkart,creatingnewproducts,inventingnewwaysofdoingthingsallmaybedefinedascreative.Notealltheseviewsimplythatcreativityisdefinedbytheformofendproduct.第11頁(yè)/共24頁(yè)UsefulapproachfromIndividualLearningperspective12SternbergandLubart(1991)threefeaturesofcreativity:Domainrelatedskills,abilitiesthepersonhasintheirdomainandknowledgeofdomainCreativityrelevantprocesses-thepersonality,cognitivestyleorotherindividualdifferenceswhichpromotecreativityIntrinsicmotivationforthetaskandwhichcanbeinfluencedbytheindividual’senvironment第12頁(yè)/共24頁(yè)BasicDesignSchoolModel13ExternalappraisalInternalAppraisal

ThreatsandstrengthsandOpportuntiiesweaknessesofIntheenvironmentorganisationKeySuccessDistinctiveFactorsCompetencesCreationOfStrategyEvaluationandChoiceOfStrategyImplementationofstrategySocialresponsibilityManagerialvalues第13頁(yè)/共24頁(yè)DesignSchoolandelementofpositionschool14ModelPlacesprimaryemphasison:Externalappraisalofenvironment:positionschoolSWOTanalysisConsidertechnological,social,political,economicaspectsofcompany’senvironmentInternalappraisalofsituationsStrengthsandweaknessesoforganisationRaisesthequestionsof:cananorganisationknowitself,linkedtoideathatorganisationdevelopsownhabitsculture,questionisevidencefromproductandsalesmoredependable.第14頁(yè)/共24頁(yè)EnvironmentalVariablesChecklist15SocietalChanges:Customerperspectiveschange,productdemandordesignGovernmentalChanges:newlegislationEconomicChanges:interestrates;exchangerates,realpersonalincomechangesCompetitiveChanges:adoptionnewtechnologies;newcompetitors,pricechanges,newproductsSupplierChanges:changeininputcosts;supplychange,changesinnumberofsuppliersMarketChanges:newuseofproducts,newmarkets;productobsolisence第15頁(yè)/共24頁(yè)Strengths&WeaknessesChecklist16Marketing:

productquality&differentiation,marketshare&research,pricingpolicies,distributionchannels,promotionalprogrammes,customerservices,advertisingResearchandDevelopment:

R&DcapabilitiesinproductandprocessManagementInformationSystem:speed,responsiveness,quality,expanability,user-orientatedsystemManagementTeam:skills,valuecongruence,teamspirit,experience,coordinationOperations:controlofrawmaterials&quality&inventory,productioncoststructure&capacity,energyefficient,facilitiesandequipmentFinance:financial&operatingleverage,balancesheetratios,stockholderrelations,taxsituationHumanResources:Employeecapabilities,morale,developmentandturnover,personnelsystems.第16頁(yè)/共24頁(yè)DesignSchoolChecklist17FromDiagramonslide13:youwillseethatstrategiesmustbeevaluatedandonechosen.Consistency:thestrategymustnotpresentmutuallyinconsistentgoalsandpoliciesConsonance:

thestrategymustrepresentanadaptiveresponsetotheexternalenvironmentandtothecriticalchangesoccurringwithinit.Advantage:thestrategymustprovideforthecreation/maintenanceofcompetitiveadvantageintheselectedareaofactivityFeasibility:Thestrategymustneitherovertaxavailableresourcesnorcreateunsolvablesubproblems第17頁(yè)/共24頁(yè)Letslookatthisfromadifferentperspective:Entrepreneurial18Heretheemphasisisontheleaderandonmentalstatessuchas:judgement,intuition,wisdom,experience,insight.Visionandperspectivearekeyideashere(remembertheworkingdefinitionofcreativitybySternbergandLubart(1991)SLIDE12Visionservesasbothaninspirationandasenseofwhatneedstobedoneaguidingidea.EntrepreneurialconceptcomesforeconomicsinparticularJosephSchumpeter(1950)Schumpeterwasconcernedwithhoworganisationskeepsurvivinginchangingsituations.Hewasconcernedwithhowtheleadercreatedideas,newwaysofdoingthings:withinthisheintroducedthenotionofcreativedestructionSchumpeterwasawarethateconomistsliketodealwithsuchthingsasmoney,machinery,land.Hewasconcernedwiththingsthatarelesstangible.第18頁(yè)/共24頁(yè)EntrepreneurialSchool19Schumpeterheldtheview:Thatentrepreneurshavenotaccumulatedanykindofgoods,norcreatedoriginalmeansofproductionbuthaveemployedexistingmeansofproductiondifferently,moreappropriately,moreadvantageously.Theyhavecarriedoutnewcombinations....Andtheirprofit,thesurplustowhichnoliabilitycorresponds,isanentrepreneurialprofit.Thekeythinghereisisdoingthingsinnewwaysandthecapitalistboretherisk.ImportantlySchumpeterthoughtthatoncethefounder/leaderceasedtoinnovatehe/shewasnolongeranentrepreneur.RichardBransonissomeonewhofitstheideaofanEntrpreneur.第19頁(yè)/共24頁(yè)SummaryofkeypointsofEntrepreneurship20Strategyexistsinthemindoftheleaderasperspective,thisisalongtermdirection,avisionoftheorganisation’sfuture.Theprocessofstrategyformationissemiconsciousatbest,rootedinleader’sexperienceandintuition,thestrategymaybeconceivedoradoptedfromothers,buttheLeaderwillinternaliseitinhisorherownbehaviour.TheLeaderpromotesthevisionsingle-mindedly,maintainedclosepersonalcontrolofimplementationThestrategicvisionisthusmalleable,thestrategycanbedeliberateandemergent,deliberateinvisionandemergentishowitunfolds.Theorganisationisequallymalleable,responsivetotheleader’sdirectives,manyoftheproceduresandpowerrelationshipsaresuspendedtoallowleadertomanoeuvreEntrepreneurialstrategytendstoformofaniche,oneormorepositionsinmarketprotectedformtheforcesofoutrightcompetition第20頁(yè)/共24頁(yè)ReflectionsofanEntrepreneur21“Thebiggestriskanyofustakeistoinvestmoneyinabusinesswedonotknow.VeryfewbusinessesthatVirginhassetuphavebeencompletelynewfields”“Ihavenotdependedonotherstodosurveysormarketresearch,ortodevelopgrandstrategies.Ihavetakentheviewthattherisktothecompanyisbestreducedbymyowninvolvementinthenitty–grittyofthenewbusiness”“Thereisalwaysanotherdeal.DealsarelikeLondonbuses-there’salwaysanotheronecomingalong”“asbusinessesgrow,watchoutformanagementloosingtouchwiththebasics—normallythecustomer”“pursueabuy,don’t