组织领导学（第9版）课件 第十二章 组织的战略领导.pptx

LeadershipinOrganizationsNinthEditionChapter12StrategicLeadershipinOrganizationsCopyright?2020,2013,2010PearsonEducation,Inc.AllRightsReserved

LearningObjectivesAfterstudyingthischapter,youshouldbeableto:12.1Understandwhatorganizationalprocessesdetermineacompany’sperformance.12.2Understandhowtopexecutivescaninfluenceorganizationalprocessesandperformance.12.3Understandconstraintsonstrategicleadershipandconditionsthatmakeitmoreimportant.12.4Understandthepotentialadvantagesofexecutiveteamsandhowtousethemeffectively.12.5Understandwhyitisimportanttomonitortheexternalenvironmentandhowtodoit.12.6Understandtheproceduresthatcanbeusedtoformulateagoodcompetitivestrategy.

IntroductionMuchoftheearlyleadershipliteraturewasconcernedwithsupervisorsormiddlemanagersinorganizations,butinmorerecentyearstherehasbeenincreasedinterestin“strategicleadership”bytopexecutives.Theshiftinfocusreflectsanincreasedinterestinunderstandinghowexecutivescantransformtheircompaniestocopewithglobalization,increasinginternationalcompetition,andrapidtechnologicalandsocialchange.Twoimportantresponsibilitiesfortopexecutivesaremonitoringtheexternalenvironmenttoidentifythreatsandopportunities,andformulatingstrategyforthefuturesurvivalandprosperityoftheorganization.?

DeterminantsofOrganizationalPerformance(1of3)AdaptationtotheEnvironmentEfficiencyandProcessReliabilityHumanCapitalandStrategicHumanResourceManagementCompetitiveStrategyManagementPrograms,Systems,andStructures

DeterminantsofOrganizationalPerformance(2of3)Table12.1ManagementPrograms,Systems,andStructuresforImprovingPerformanceEfficiencyandProcessReliabilityPerformancemanagementandgoalsettingprograms(e.g.,MBO,zerodefects)Processandqualityimprovementprograms(qualitycircles,TQM,SixSigma)Cost-reductionprograms