战略管理

2011-5  

清华大学  

(美)加雷斯·R.琼斯//查尔斯·W.L.希尔  

572  

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　　《战略管理理论与案例(第9版)(英文版)》是目前市场上最受教师和学生以及企业界欢迎的战略管理教材。《战略管理理论与案例(第9版)(英文版)》在教学方法上强调概念的整体性和关联性，分战略管理导论、竞争优势、战略制定和战略实施4个部分对战略管理理论展开论述。第5部分战略管理案例帮助读者理解真实企业面临的战略挑战以及如何在相互冲突的选择中进行权衡与取舍。
　　

加雷斯·R．琼斯 (Gareth
R．Jones)琼斯教授是著名的组织行为与组织理论学者，现任美国得克萨斯A&M大学梅斯商学院管理学教授，其研究方向为战略管理和组织理论，并因把交易成本理论分析应用于解释各种战略行为而闻名。

第一部分 战略管理导论
第1章 领导、战略与竞争优势
第2章 外部环境分析：机会与威胁
第二部分 竞争优势
第3章 内部资源分析：竞争优势与赢利能力
第4章 职能层战略
第三部分 战略制定
第5章 业务层战略
第6章 产业环境与业务层战略
第8章 全球化背景下的战略
第9章 公司层战略
第10章 多元化战略
第四部分 战略实施
第12章 单一产业公司战略
第13章 多元化与全球化公司战略
第五部分 战略管理案例

版权页：插图：Output Control Output control is a system in which strategic managers esti-mate or forecast appropriate performance goals for each division, department, andemployee and then measure actual performance relative to these goals. Often a com-pany's reward system is linked to performance on these goals, so output control alsoprovides an incentive structure for motivating employees at all levels in the organiza-tion. Goals keep managers informed about how well their strategies are creating acompetitive advantage and building the distinctive competencies that lead to futuresuccess. Goals exist at all levels in an organization.Divisional goals state corporate managers' expectations for each division concern-ing performance on dimensions such as efficiency, quality, innovation, and respon-siveness to customers. Generally, corporate managers set challenging divisional goalsto encourage divisional managers to create more effective strategies and structuresin the future. At Liz Claiborne, for example, each division is given clear performancegoals to achieve, and divisional managers are given considerable autonomy to for-mulate a strategy to meet these goals.Output control at the functional and individual levels is a continuation of controlat the divisional level. Divisional managers set goals for functional managers thatwill allow the division to achieve its goals. As at the divisional level, functional goalsare established to encourage the development of generic competencies that providethe company with a competitive advantage, and functional performance is evaluatedby how well a function develops a competency. In the sales function, for example,goals related to efficiency （such as cost of sales）, quality （such as number of returns）,and customer responsiveness （such as the time needed to respond to customer needs）can be established for the Whole function.Finally, functional managers establish goals that individual employees are expectedto achieve to allow the function to achieve its goals. Sales personnel, for example,can be given specific goals （related to functional goals） that they are required toachieve. Functions and individuals are then evaluated on the basis of achieving ornot achieving their goals; in sales, compensation is commonly pegged to achieve-ment. The achievement of these goals is a sign that the company's strategy is workingand meeting organizational objectives.The inappropriate use of output control can promote conflict among divisions. Ingeneral, setting across-the-board output targets, such as ROIC targets for divisions,can lead to destructive results if divisions single-mindedly try to maximize divisionalROIC at the expense of corporate ROIC. Moreover, to reach output targets, divi-sions may start to distort the numbers and engage in strategic manipulation of thefigures to make their divisions look good——which increases bureaucratic costs.22.

《战略管理:理论与案例(第9版)》：美国商学院原版教材精选系列。

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战略管理 PDF格式下载

及时到货，感觉不错~

英文的，太坑爹了！

发货速度太慢，10月31下单11月4号才到

书非常好，不过除了前言，其余全部是英文，很有难度。

不错不错。有新有没什么大问题。

质量很好，很不错，值得拥有

虽然是英文的，但是质量很好，很喜欢

排版设计很好，每一页边上都有空白，足以写笔记用了，很方便