人民大2024战略管理（第13版）教师手册 David_13e_im_09.docx

Chapter9：StraiegyReview,EvNuaiion,adCOnIrolCHAPTER9STRATEGYREVIEW；EVA1.UATION.ANDCONTRO1.CHAPTEROUT1.INE TheNatureofStrategyEvaluation AStrategy-EvaluationFraiiwworic TheBalancedJicorecanJ PublishedSourcesofStrategy-EvaluationIntbnnation CharacteristicsofanEfiectiveEvaluationSystem ContingencyPlanning Auditing 21Cenlurj,ChallengesinSlralegicManagementCHAPTEROBJECTIVESAfterstudyingIhiSchapter,youshouldbeabletodothefollowing:Describeapracticalframeworkk)revaluatingstrategies.Explainwhystrategyevaluationiscomplex,sensitive,andyetessentia)fororganizationalsuccess.Discusstheimportanceofcontingencyplanninginstrategyevaluation.DiscusstheroleOfauditinginstrategyevaluation.ExplainhowcomputersCanaidinevaluatingstrategies.DiscusstheBalancedScorecard.Discussthree2/ccnturjchallengesinstrategicmanagement.CHAPTEROVERVIEWThebestformulatedarlimplementedstrategiesbecomeobsoleteasafirm'sexternalandinternalenvi11>nmentNchange.Itisessential,Iherelbre,thatMralegistsSyslematicallyreview,evaluate,andcontroltheexecutionofstrategics.Chapter9presentsafranworkthatcanguidemanagers*effortstoevaluatestrategic-managementactivities,tomakesuretheyareworking,andtomaketimelychanges.Managementinfbmationsystemsbeingusedtoevaluatestrategiesarediscussed.Guidelinesarevesenedibrib11nulating.inlen>ening.andevaluatingstrategies.DoingGreatinaWeakEconomy-FamilyDollarStoresFoundedin1959bythefatherofCEOHoward1.cvinc.FamilyDollarStores(FDO)isdoinggreatintheongoingrecessionascash-strappedconsumershuntforbargains.Thecompany'ssecond-quarter2009resultsexceededexpectations:Saleswereup8.7percentfromlastyeartoS2billion.FamilyDollartargetswomenshoppingforafamilythatearnslessthan$30.(NX)a188year,withstoresnearlow-andmiddle-incomecustomersinruralandurbanareasin45statesandtheDistrictofColumbia.EXTENDEDCHAIxTEROUT1.INEWITHTEACHI、GrlpS1. THENATUREOFSTRATEGYEVA1.UATIONA. ImportanceofStrategyEvaluation1. Tliejurategic-managenient¾ucessinsultsindecisionsIhalcanhavesignificantlong-lastingconsequences.ErroneousstrategicdecisionscaninflictseverePenaIIieXandcanbeexceedinglydifikult.ifnotimpossible,toreverse.2. Moststrategistsagree,theretbre,thatstrategyevaluationisvitaltoanorganization'swell-being:Iimelyevaluationscanalertmanagementtoproblemsorpotential¾blemsIxifbreasituationbecoine$critical.3. StnitegyevaluationincludesIhrcxbasicaclivilies:a. Examiningtheunderlyingbasesofafinn'sstrategy.b. Comparingexpectedresultswithactualresults.c. Takingcorrectiveactionstoensuretlatertb11naweconfb11nsioplans.4. Thestrategy-evaluationstageofthest11Ucgic-managcmcntprocessisilIustnitcdinFgrc9-I.5. StrategyevaluationcanbeacomplexandsensitiveUndenaki咯TmuchemphasisonevaluatingstrategiesmaybeexpensivealCounierproduciive.Yet.looIitdeornoevaluationcancreateevenworseproblems.Slralegyevaluationisessentialtoensurethatstatedobjectivesarcbeingachieved.6. Itisimpossibletodemonstrateconclusivelythataparticularstrategyisoptimal,butitcanbeevaluatedforcriticalflaws.AsdescribedinTable9-1.therearefourcriteriaiouseinevaluatingastrategy:a. Consistencyb. Consonancec. Feasibilityd. Advantage7. Counlless<>rgani4ili0nshavethrivedoneyearonlytostruggleforsurvivalIbefollowingycxr.Table9-2providesCXamPlcSoforganizationaldemise.8. Thesetrendsmakestrategyevaluationincreasinglydifficultwith(bepassageoftime:a. Dramxiticincreaseinenvironmentalcomplexity.b. Difficultinpredictingthefuturec. Increasingnumberofvariablesd. Rapidrateofobsolescencee. Increaseinthenumberof<k>nx:sticandworldeventsaffectingtheorganizationf. Decreasinglimespansforplanning9. Vhetundamentalproblemfacingmanagerstodayishowtocontrolemployeesettectivelyinlightofmodernorganizationaldenarlsforgreaterflexibility,innovation,creativity,andinitiativefromemployees.VTjV(VisittheNel):ThewebsiteMMM.mindi"ck.akM?levplanhlmlKiVegexcellentinformationaMutevaluatingstrategies.VTN(VisittheNet):wwr.csuchico.edM/m即nstmiegymodUe1/Skfo46hmtdescribesthehowandwhyofstrategyevaluation,VTN(ViSiltheNet)：wcsuchico.edu/mgr)u/stratemo(hdel/sld047Jumelaborateson"takingCorreetiwaclions.”B. TheProcessofEvaluatingStrategies1. Stralegyevaluationisnecessaryfi>rallsizesandkindsoforgani/ations.StrategyCvaliwtionshouldinitiatemanagerialquestioningofexpectationsandassumptions,triggerareviewofobjectivesandvalues,andstimulatecreativityingeneratingaliema(ivesandtb11nula(ingcriteriaofevaluation.2. certainanx)uniofnumageme11bywxnderingaroundatalllevelsisessentialioe11eclivestrategyevaluation.3. Evaluatingstrategicsonacontinuousrathcrthanaperiodicbasisallowsbenchmarksofprogresstobeestablishedandn>reeffectivelymonitored.4. Maiiageisandemployeesofhefirmshouldcontinuallybeawareofwgressbeing11uletowardachievingthefirm'sobjectives.Ascriticalsuccessfactorschange,<>rgani4ili0nalmembersshouldbeinvolvedinde(e11niningappropriatec<>rrecliveactions.VTN(VisittheNet):hilp:w«N.ofm.wa.goWbUdgetmnnage3raiegic495siraegicDan.Mfprovidesthest