组织决策的层次.docx

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