如何分析問題的框架和思路課件

SystemsThewaymanagerscollectivelybehavewithrespecttouseoftime,attention,andsymbolicactionsThepeopleintheorganization,consideredintermsofcorporatedemographics,notindividualpersonalitiesTheorganizationchartandaccompanyingbaggagethatshowwhoreportstowhomandhowtasksarebothdividedupandintegratedThoseideasofwhatisrightanddesirable(incorporateand/orindividualbehavior)whicharetypicaloftheorganizationandcommontomostofitsmembersTheprocessesandproceduresthroughwhichthingsgetdonefromdaytodayAcoherentsetofactionsaimedatgainingasustainableadvantageovercompetitionStrategyCapabilitiespossessedbytheorganizationasawholeasdistinctfromtheindividuals.SomecompaniesperformextraordinaryfeatswithordinarypeopleSkillsStaffStyleSharedValuesStructureSystemsThewaymanagerscollect1AcoherentsetofactionsaimedatgainingasustainableadvantageovercompetitionThoseideasofwhatisrightanddesirable(incorporateand/orindividualbehavior)whicharetypicaloftheorganizationandcommontomostofitsmembersTheorganizationchartandaccompanyingbaggagethatshowwhoreportstowhomandhowtasksarebothdividedupandintegratedThewaymanagerscollectivelybehavewithrespecttouseoftime,attentionandsymbolicactionsTheprocessesandproceduresthroughwhichthingsgetdonefromday-to-dayThepeopleintheorganization,consideredintermsofcorporatedemographics,notindividualpersonalitiesSkillsSharedvaluesStrategyStaffStructureSystemsCapabilitiespossessedbytheorganizationasawholeasdistinctfromtheindividuals.SomecompaniesperformextraordinaryfeatswithordinarypeopleStyleAcoherentsetofactionsaime2StyleStructureStaffStrategySystemsSkillsSharedvalues

AcoherentsetofactionsaimedatgainingasustainableadvantageovercompetitionThoseideasofwhatisrightanddesirable(incorporateand/orindividualbehavior)whicharetypicaloftheorganizationandcommontomostofitsmembersTheorganizationchartandaccompanyingbaggagethatshowwhoreportstowhomandhowtasksarebothdividedupandintegratedThewaymanagerscollectivelybehavewithrespecttouseoftime,attentionandsymbolicactionsTheprocessesandproceduresthroughwhichthingsgetdonefromday-to-dayThepeopleintheorganization,consideredintermsofcorporatedemographics,notindividualpersonalitiesCapabilitiespossessedbytheorganizationasawholeasdistinctfromtheindividuals.SomecompaniesperformextraordinaryfeatswithordinarypeopleStyleStructureStaffStrategySys3如何分析問題的框架和思路4如何分析問題的框架和思路5CommitmentCapabilityConvictionCourageEnablingdevicesIndividualactivityChangevisionChiefexecutiveDownthelineExternalconstituentsLeadershipgroupsCommitmentCapabilityConviction6Developingfeltneed......andvision...amplifyingchangeandbuildingskills......andreinforcingchangeInstitutional-izingachangemindset1.Preparingforchange

2.Bringingaboutchange3.SustainingchangeLaunchingchange...Developingfeltneed......7如何分析問題的框架和思路8如何分析問題的框架和思路9VisionandLeadershipOrganizationalInfrastructurePerformancemeasurementPeopledevelopmentCommunicationsProblemsolvingprocess?Implementationornearimplementationofrequiredstructureandsystems?Flowof2-waycommunications?People’sunderstanding,beliefandcontributiontoactonvisionandactionplans?Accuratemeasurementofactionandresults?Clearaccountabilities?Earlywins?Actionplanssufficienttoachievegoals?Agreementonobjectivesbylinemanagement?Managementofhigh-involvementprocess?Visibledemonstrationofnewvisionandvaluesbyclientleadership?Clientmanagers(particularlymiddlemanagement)haveskilltoleadprogramimplementation?Changeinactualbehavior

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DeltaVisionandLeadershipOrganizati10如何分析問題的框架和思路11如何分析問題的框架和思路12如何分析問題的框架和思路13如何分析問題的框架和思路14如何分析問題的框架和思路15Governmentderegulationoftheindustry?Licensingof16new(mainlyforeign)banks?Freeing-upofmostinterestrates?VirtuallyunrestrictedentryintoforeignexchangedealingAvailabilityofnew,low-costnetworkingtechnology?ATMs?Low-cost,high-speeddatacommunicationslinks?“Smart”plasticcardsSubstantiallyreducedconcentrationInfluxofnew“players”withdiversemethods,valuesandbackgrounds,etc.Formationofstrategicgroupsofbanks?“Full-line/high-tech/maximize-share”bankers?“Niche”bankersIncumbentbanksstuckwithhigh-cost“bricksandmortar”networks;entrantsabletouseelectronic/plasticnetworksmoreintensivelyIncreasedpricerivalry,especiallyincommercialsegmentandforeignexchangeIncreasedfocusonmarketsegments(e.g.consumer,ruralandcommercial)through?Products?Outlets?StafftrainingReducedmarginsReducedcostsImprovedservicePRODUCERSExternalshocksChangesinConductCChangesinPerformancePINDUSTRYChangesinStructureSGovernmentderegulationofthei16如何分析問題的框架和思路17如何分析問題的框架和思路18如何分析問題的框架和思路19如何分析問題的框架和思路20如何分析問題的框架和思路21ProductivityContributionTotalsellingcostsSellingmarginContributionSalesSellingrateSalesAvailablesellingtimeUtilizationAvailablesellingtimeTotalsalestimeSupportintensitySupportcostsTotalsellingcostsEffectivenessContributionAvailablesellingtimeEfficiencyAvailablesellingtimeTotalsellingcostsSupportleverageTotalsalestimeSupportcostsProductivityContributionTotal22如何分析問題的框架和思路23如何分析問題的框架和思路24ProductofferingPlacePricePositioningpromotionProductPackageProductofferingPlacePricePosi25PRODUCERSINDUSTRYtructureSonductCerformancePExternalshocksFeedbackPRODUCERSChangesinConductCChangesinPerformancePINDUSTRYChangesinStructureSPRODUCERSINDUSTR26SystemsThewaymanagerscollectivelybehavewithrespecttouseoftime,attention,andsymbolicactionsThepeopleintheorganization,consideredintermsofcorporatedemographics,notindividualpersonalitiesTheorganizationchartandaccompanyingbaggagethatshowwhoreportstowhomandhowtasksarebothdividedupandintegratedThoseideasofwhatisrightanddesirable(incorporateand/orindividualbehavior)whicharetypicaloftheorganizationandcommontomostofitsmembersTheprocessesandproceduresthroughwhichthingsgetdonefromdaytodayAcoherentsetofactionsaimedatgainingasustainableadvantageovercompetitionStrategyCapabilitiespossessedbytheorganizationasawholeasdistinctfromtheindividuals.SomecompaniesperformextraordinaryfeatswithordinarypeopleSkillsStaffStyleSharedValuesStructureSystemsThewaymanagerscollect27AcoherentsetofactionsaimedatgainingasustainableadvantageovercompetitionThoseideasofwhatisrightanddesirable(incorporateand/orindividualbehavior)whicharetypicaloftheorganizationandcommontomostofitsmembersTheorganizationchartandaccompanyingbaggagethatshowwhoreportstowhomandhowtasksarebothdividedupandintegratedThewaymanagerscollectivelybehavewithrespecttouseoftime,attentionandsymbolicactionsTheprocessesandproceduresthroughwhichthingsgetdonefromday-to-dayThepeopleintheorganization,consideredintermsofcorporatedemographics,notindividualpersonalitiesSkillsSharedvaluesStrategyStaffStructureSystemsCapabilitiespossessedbytheorganizationasawholeasdistinctfromtheindividuals.SomecompaniesperformextraordinaryfeatswithordinarypeopleStyleAcoherentsetofactionsaime28StyleStructureStaffStrategySystemsSkillsSharedvalues

AcoherentsetofactionsaimedatgainingasustainableadvantageovercompetitionThoseideasofwhatisrightanddesirable(incorporateand/orindividualbehavior)whicharetypicaloftheorganizationandcommontomostofitsmembersTheorganizationchartandaccompanyingbaggagethatshowwhoreportstowhomandhowtasksarebothdividedupandintegratedThewaymanagerscollectivelybehavewithrespecttouseoftime,attentionandsymbolicactionsTheprocessesandproceduresthroughwhichthingsgetdonefromday-to-dayThepeopleintheorganization,consideredintermsofcorporatedemographics,notindividualpersonalitiesCapabilitiespossessedbytheorganizationasawholeasdistinctfromtheindividuals.SomecompaniesperformextraordinaryfeatswithordinarypeopleStyleStructureStaffStrategySys29如何分析問題的框架和思路30如何分析問題的框架和思路31CommitmentCapabilityConvictionCourageEnablingdevicesIndividualactivityChangevisionChiefexecutiveDownthelineExternalconstituentsLeadershipgroupsCommitmentCapabilityConviction32Developingfeltneed......andvision...amplifyingchangeandbuildingskills......andreinforcingchangeInstitutional-izingachangemindset1.Preparingforchange

2.Bringingaboutchange3.SustainingchangeLaunchingchange...Developingfeltneed......33如何分析問題的框架和思路34如何分析問題的框架和思路35VisionandLeadershipOrganizationalInfrastructurePerformancemeasurementPeopledevelopmentCommunicationsProblemsolvingprocess?Implementationornearimplementationofrequiredstructureandsystems?Flowof2-waycommunications?People’sunderstanding,beliefandcontributiontoactonvisionandactionplans?Accuratemeasurementofactionandresults?Clearaccountabilities?Earlywins?Actionplanssufficienttoachievegoals?Agreementonobjectivesbylinemanagement?Managementofhigh-involvementprocess?Visibledemonstrationofnewvisionandvaluesbyclientleadership?Clientmanagers(particularlymiddlemanagement)haveskilltoleadprogramimplementation?Changeinactualbehavior

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DeltaVisionandLeadershipOrganizati36如何分析問題的框架和思路37如何分析問題的框架和思路38如何分析問題的框架和思路39如何分析問題的框架和思路40如何分析問題的框架和思路41Governmentderegulationoftheindustry?Licensingof16new(mainlyforeign)banks?Freeing-upofmostinterestrates?VirtuallyunrestrictedentryintoforeignexchangedealingAvailabilityofnew,low-costnetworkingtechnology?ATMs?Low-cost,high-speeddatacommunicationslinks?“Smart”plasticcardsSubstantiallyreducedconcentrationInfluxofnew“players”withdiversemethods,valuesandbackgrounds,etc.Formationofstrategicgroupsofbanks?“Full-line/high-tech/maximize-share”bankers?“Niche”bankersIncumbentbanksstuckwithhigh-cost“bricksandmortar”networks;entrantsabletouseelectronic/plasticnetworksmoreintensivelyIncreasedpricerivalry,especiallyincommercials