(完整word版)HND商務(wù)文化與策略

(完整word版)HND商務(wù)文化與策略(完整word版)HND商務(wù)文化與策略PAGEPAGE9(完整word版)HND商務(wù)文化與策略Assessmenttask1OutcomecoveredAlloutcomes(1-5)Section1:(a).ThePESTELanalysisheadingareaframeworkinwhichenvironmentalinfluencearecategorizedintosixmaintypes:political,economic,socio-cultural,technological,,environmentalandlegal.P:politicalforces,asthepoliticalarenahasahugeinfluenceupontheregulationofbusinessandthespendingofconsumersandotherbusinesses.Thepoliticalisincludinggovernmentstability,taxationpolicy,socialwelfarepoliciesandthetraderegulations.InourcaseofJDWetherspoonplc,theMonopoliesandMergersCommissiontakearulingaboutbrokenthe‘tiedhouse’system,thisrulinglimitedthebrewersellingthebeerandbrewingthebeeratsametime.Andthegovernmentpaysattentionforthedisadvantage.2.E:economicforces,asthestateofatradingeconomyintheshort-termandlong-terminfluencethewealthofapopulation.Theeconomicisincludinginterestrates,inflation,anddisposableincomeandproductseasonalityandsoon.AbouttheJDWetherspoonplc,inthestartoftwentyfirstcentury,JDWetherspoonwasfacingmuchmorecompetition.Theretaillicensingmarkinghadadaptedtothechangesinthe‘tiedhouse’systemandotherretailpubchainslikeRegentInnsandPunchTavernshadbeendevelopingtheirbusinesses.Andthesupermarketbegansellingdrinksalsohaveinfluenceonthecompany.S:socio-culturalforces.Suchasreligionanddemographicsimpactuponproductdesignandspendingbyconsumers.Itincludeslifestyletrends,educationlevel,populationdemographicsandsocialresponsbilityInthecase,peoplemoreandmorecarefullytotakeattentionontheirhealth,sotheybegantoreducethewinedrinking.ThenJDWethersponplcdevelopsakindoflowethanolwine.T:technologicalforces,suchasinformationtechnologyinfluencesproductionmethods,andtransportationinfluencesmarketpenetrationandproductcosts.Itwillincludespeedofintroductionofnewtechnologies,innovations/developmentsandconsumerbuyingoptionsandsoon.Inthecase,withthetechnologicaldevelop,thebeercanbebottledandsellinginthemarket.Becauseofthis,peopleisn’tneedtodrinkbeeronlyinthepubs.ThiscandecreasethesellshareoftheJDWetherspoon.L:legalforces,suchasproductsafetyinfluencesdesign,andtradingpracticesinfluencehowbusinessesconductthemselvesinthemarket.Itmayincludelikeemploymentlaw,healthyandsafety,companylawandconsumerprotectionandsoon.Inthecase,thegovernmentissuedpoliciestolimitthewinedrinking,andtheMonopoliesandMergersCommissiontakearulingaboutbrokenthe‘tiedhouse’system,thisrulinglimitedthebrewersellingthebeerandbrewingthebeeratsametime.AlloftheselegalforcecouldhaveinfluenceonJDWetherspoon.(b).Theanalysisoftheorganization’sinternalandexternalstrategicenvironmentisreferredtoasaSWOTanalysis.SWOTisanacronymforstrengths,weakness,opportunitiesandthreats.TheSWOTanalysisisaverypopulartoolwithmanagersbecauseitisquickandeasytolearn.SWOTanalysisforJDWethersponInternalStrength:Staff.Goodserviceandenvironment.Weaknesses:Food.Serviceforchildren.ExternalOpportunities:Differentpubbrand.Developingbudgethotel.Threats:1.Otherpubscompete.

2.Governmentpolicy.S:inthecase,JDWetherspoonclaimedthatpeopleareitsbestasset.20%ofseniormanagersbeganasbarstafforcleaners.Thecompanyprovidelifelongtrainingandadopthestaffsuggestion,andcommunicatewiththem,JDWetherspoonprovidequietenvironmentandtheservicearealwayssatisfiedtheconsumerdemand,allofthesecanprotectthecompanydevelopwell.W:thefoodinpubsofJDWetherspoon,itsupportscomplimentarycrispswithbaguettes,thiskindisbadforcustomers’healthanditdidn’tdistinguishthehotdegree,thismightcausecustomer’sdiscontentedfortheJDWetherspoon.Italsodoesn’thavechildren’smeals.Thiswillletthecustomersofadultunconvenient,anditmaybecausethechildrenarehurt.Allofthesecanlossthecustomers.O:JDWetherspoonismanaginghepubstyleas‘quiet’.Butnow,itacquiredtheLloydspubchain,JDWetherspoondevelopitasanotherstyle.Thiskindofpub’smusicdazedoutletswithamuchstrongerentertainmentelementandshowTVprograms,thiscanattractmuchmorecustomers.Thecompanyalsobegundevelopingbudgethotel,thiscandevelopanothermarketandincreasetheprofitofJDWetherspoon.T:JDWetherspoonfacedmanycomputers,likeRegentInns,PunchTavernsandthesupermarket.Theywillstrivetheshareofmarketandthecustomer.Thegovernmentpolicyalsoinfluencesit.Likethelimitofbrewinganddrinkbeerinthecenturyofthecity,thisalsocandecreasetheshareofJDWetherspoon.(c).ThroughaSWOTanalysisanorganizationcanassessitscurrentpositionandmakecomparisonswithcompetitorsinordertoplanactivitiesandresourcesappropriately.Itisthefirststageofplanningandhelpsmanagerstofocusonkeyissues.ItisimportantrememberwhencarryingoutaSWOTanalysisthatitisnotabsolute.SimplerulesforsuccessfulSWOTanalysislikenext:Berealisticaboutthestrengthsandweaknessesoftheorganization.Analysisshoulddistinguishbetweenwhereyourorganizationistoday,andwherebeinthefuture.Bespecific.Avoidgreyareas.Alwaysanalysisinrelationtothecompetition.KeepyourSWOTshortandsimple.Avoidcomplexityandover-analysis.SWOTanalysisisakindofsubjectiveandshortterminitsnature,soitcan’tusetoanalysislong-termsituation.Forexample,whenyouanalysistheopportunities,youcanthinkabout:wherearethegoodopportunitiesavailabletoourorganization？Section2:(a).1.Organizationalcultureisdifficulttodefineprecisely.Asimpledescriptionisthatitisasystemofsharedmeaningbetweenmembersofanorganizationor‘thewaywedothingshere’.Itactsasthesocialgluewhichholdstheorganizationtogether.Researchshowsthatthecultureofanorganizationcansignificantlyaffectthewayinwhichthecompanyoperates,particularlyintermsofitseffectiveness.Sharedvaluesbecomeembodiedintheorganization’sideologyorphilosophyandactasaquitetobehaviorandwaysofdealingwithanxiety.InJDWetherspoonpubs,itsaysthatpeopleareitsbestasset.Thecompanyissatisfiedthestaff,sothisisitsorganizationalculture.Ithasaflexibletrainingpolicywhichenablespeoplefromallkindsofdifferentbackgroundstojointhecompany.ItiscommittedtolifelongtraininganditprovidesstaffwithopportunitiestogainrelevantqualificationssuchasthoseofferedbytheBritishInstituteofInnkeeping,20%ofseniormanagersbeganasbarstafforcleaners.2.Basicassumptionsataveryfundamental,almostsubconscious,leveltellemployeeshowtoperceive,thinkandfeelaboutthings.Thesearetheelementsofcultureareunseenandnotopenlyidentifiedintheday-to-dayinteractionsofthemembersoftheorganization.Cultureelementsatthislevelexistas‘unspokenrules’andarerarelydiscussedwithintheorganization.Theydirectthewayeventsandactionsareperceivedandinterpretedbytheorganization.Inthecase,JDWetherspooncreateaquarterofthespaceineachestablishmentisnon-smoking.(b).AkindofrecognizedmodeloforganizationalcultureisTerrenceDealandAllanKennedy.Itisbasedonhowquicklyorganizationsreceiveorstrategiesandthelevelofriskthattheytake.DealandKennedystatedthatthesetwofactorsgaverisetofourgenerictypesofcultures,whichtheycalledtoughguy/machoculture,workhard/playhardculture,bet-the-companycultureandprocessculture.Throughthecase,wecanknowTimMartinisa‘bigman’inhiscompany;hemanagesthecompanywithhismindandidea,itcompanyisincludebythefoodindustry,allthestaffworkhardeveryday,andthentheywillhaveaholidayforseveraldays.SoJDWetherspoonissuitthetoughworkhard/payhardculture.Theworkhard/payhardculture’scorevalueiskeepinggoodcustomerservice.Inthecase,thecompanyhasa‘lifestyleguarantee’whichaimstogivemanagerstimeforalifeoutsidework.Anotherkeyaspectofthecompany’soperationis‘involvementandcommunication’.Staffsarekeptintouchwithweeklynewsletters,amonthlycompanyvideoandbypublicizingtheminutesofBoardmeetings.Thecompanyalwayspayshighlyattentiontothestaffandthecustomers,andtheinformation’shigh-speedrecreation,andthecompanyalsodoesthesesuggestionsquickly.(c).Cultureissomethingeveryorganizationhas,butitisnotaconcreteentity.Thecultureofanorganizationimpactsuponhowthatorganizationreactstochangeanditalsoexplainswhatanorganizationsstandsfor.Organizationalcultureisdifficulttodefineprecisely.Asimpledescriptionisthatitisasystemofsharedmeaningbetweenmembersofanorganizationor‘thewaywedothingshere’.Thefoundersoftheorganizationhavetraditionallyhadamajorimpactontheorganization’searlyculture.Throughthecultureandthebehaviors,inthecompany,thecompanybuiltthepubsenvironmentveryquietandletitsstaffworkhardinseveraldaysandhaveaholidayinseveraldays.So,akindofculturewillhaveakindofbehavior.(d).TheothertypeofTerrenceDealandAllanKennedyofrecognizedmodeloforganizationalcultureisprocessculture,itisfocusondetailsandprocessexcellence.However,thestressmaycomefrominternalpoliticsandstupidityofthesystem.Thiskindofculturehasslowfeedback/rewardandlowrisk.Asafoodindustry,itpaysattentionontheresultaboutthecustomerssatisfied.Soitisn’tpayingmuchattentiononthedetailsandprocess.Ifthecompanybecomestheprocessculture,itwillbogdownwithhowthingsaredoneandnotwithwhatistobeachieved.Section3:(a)IntheGeneric-StrategiesMichaelPorter(1990),therearethreestrategies:costleadership,differentiationandsegmentation,nicheorfocusstrategy.Costleadershipisalowcostleadergaincompetitiveadvantagefrombeingabletoproduceatthelowestcost‘costadvantageisthefocuses’,thelowcostdoesn’tmeanlowpricegainthebenefits.Itinabroadmarketscopeenvironmentwhereithasakindofsubstituteproductsandpowercompetition.Differentiationisdifferentiatedgoodsandservicessatisfytheneedsofcustomers,andthecompaniescande-sensitizepricesandfocusesonvalue-higherpriceandabettermargin.Soitneedstoincuradditionalcostsincreatingitscompetitiveadvantage.Itinabroadmarketscopeenvironmentisinthatthecustomers’loyaltycanhelpthecompanylimitedandreducenewentrantsandcompetitors.Thesegmentation,nicheorfocusstrategyisincludedcostfocusandfocusdifferentiation.Thecostfocusisaformaimsatbeingthelowscostproducerinthatnicheorsegment,itinanarrowmarketscopeenvironmentlikelowcostthanthedifferentiationinaniche.Thefocusdifferentiationisafirmcreatescompetitiveadvantagethroughdifferentiationwithinthenicheorsegment.Itspotentialproblemsaresmall,specialistnichescoulddisappearinthelongterm.Itsassociatedenvironmentisinthenarrowmarketscope,youcanuseaspecialproductfromthemajordevelopedmarketcompetitorswhohavedifferentpurposes.(b)Inthecase,duringthe1980sand1990SthecompanyreliedonorganicgrowthbyacquiringsuitablesitesandconvertingthemintoJDWetherspoonpubs.Anditisdevelopingastylethatisquiet,healthyandsatisfiedenvironment.Inthecase,wecanseethatitbuildnon-smokingandprovidehealthfoodtothecustomers.Toitsstaff,thecompanythinksthatpeopleareitsbestasset.Thisstyleismoredifferentwithothers.Inourcase,allofthesewehavesaid,duringthe1980sand1990s,JDWetherspoonisapubchain,ithasmanypubs,thecompany’saimistomanagethepubtosatisfiedwiththecustomer,anditisalwaysmakeitsstrategyinthepubchain,itsallofactionslikeprovidecheapbeerandnon-smokingareaandsoon,whichareallofsetthemainpointtoitspubmanagestyle.SoIadvisethatthecompany’ssituationissuitGeneric-StrategiesMichaelPorter(1990),differentiation.Fromthestrategy,JDWetherspoongetsmorebenefits,hereIonlyidentifyfouraboutit:thecompanybuilditsownstyleandbrand,ithasitsowncustomergroup,theexpansionaboutshareandscopeisgrowingquickly,andthebenefitsismorethanbefore.(c)Duringthe21stcentury,JDWeterspoonwasfacingmuchmirecompetition,andthroughthegovernment’spolicylimited,itsdevelopwasdecreaseandslowly,thenitbegaintochangeitsstyleandacquiredothers,itservebreakfastandopenearlierinthemorning,supportthefamilydiningarea,showtelevisedfootballandsoon.Thecompanyalsobegantomanageotherarealikethehotel.SoitsuitGeneric-StrategiesMichaelPorter(1990),segmentation,nicheorfocusstrategy.Duringthe1980sand1990s,thecompanyreliedonorganicgrowthbyacquiringsuitablesitesandconvertingthemintoJDWetherspoonpubs.Inthecase,wecanseethatitbuildnon-smokingandprovidehealthfoodtothecustomers.Toitsstaff,thecompanythinksthatpeopleareitsbestasset.ItisGeneric-StrategiesMichaelPorter(1990),differentiation.Duringthe21stcentury,italsopaysattentiontothestaff,butittrytochangeitsstyle,managemotel,andthefoodwhathasprovided.(d)Whenacompanywaschangingbusinessstrategy,itmustbeconsideringthefactors,soasJDWetherspoon.Exteriorenvironment:bythestartofthetwentyfirstcentury,becauseoftheretaillicensingmarkethadadapttothechangesinthe“tiedhouse”systemandothercompetitorhadbeenadapteditanddevelopingtheirbusiness.SoJDWetherspoonwasfacingmuchmorecompetition.Manyothercompetitorsrunthepubandreceivethepayrent,thissituationleadtosaturationofthepubmarket.SoJDWetherspoonneedstochangeitsbusinessstrategy.Policy:during2002-2004,governmentallowsthesupermarketbegansellingdrinks,particularlypremiumlarger,atloss-leaderprices.Thismeansthatthepubcannotcomparewithsupermarketinprice.Ontheotherhand,governmentconcernaboutbingedrinkingandtheconsequentantspecialbehaviors,particularlyincitycenters.Thisleadthedecreaseofnewpubnumberandsharesofcaseform.Theymusttochangetosavetheircompany.(e)Strategyismanythingslikeplan,pattern,position,ployandperspective.Asposition,strategyisthestanceorganizationstake.Organizationscanchooseto:beaspecialistprovider;bethelow-costproviderandsoon.Inthecase,wecanknowthat:atfirst,itsuppliesspecialenvironmentquiet,clean,non-smokingtoothers.Duringthedevelopmentofpubs,theyallbecametodospecialenvironmentlikethat.ThenJDWbegantoservebreakfast,showWorldCupfootballandsoon,italsodevelopnewbrandlike”LNO”,andbegundevelopingbudgethotelas“Wetherlodges”tochangeitsstrategy,alltheseprocessofstrategyfromdifferentiationtofocusondifferencestrategychoosingisitsstrategicchoice.Sothestrategychoosingisaprocess.(f)Keyissuesinthemanagementofabusinessstrategylikenext:Market/industryknowledgeSufficiencyofresourcesandcapabilitiesOfferingconsumers’auniquevalue’perceivedorrealEstablishingakey’differentiator’ConsistentcommunicationconsistentlyManagementmustkeepchangefeasibleandStructureRecognizetheprincipalcausesofstrategicchange.AbouttheJDWetherspoon,Iwilltalkabouttwopoints:Consistentcommunicationconsistently.IntheJDWetherspoon,‘movementandcommunication’,staffsarekeepingintouchwithweeklynewsletters,amonthlycompanyvideoandbypublicizingtheminutesofbroadmeeting.AndJDWetherspoonattendtolistentothestaffvoice,liketheirsuggestionswetherspoon’s‘listening’policyisbasedonasystemsuccessfullypioneeredbythehi-foreteller,richersounds.Establishingakey‘differentiator’.Duringthedevelopmentandgrowthofthecompany,itprovidesrealalebeersatrelativelylowpricesandcareaboutchildanddisable,itbuildnon-smokingareatokeephealthforthecustomers.Section4:(a)Becauseofthetwopowersaboutrestrainingforcesanddrivingforcestakeeffect.ThestrategyofJDWetherspoonchangedovertime.Throughtwoforcesofrestrainingistheforceworkingagainstdesiredchanges.Andtheotherforceofdivingistheforceofworkingfordesiredchanges.Ifthedivingforceisstrongerthanrestrainingforce,thenthefirmwillbechanging.Theleadercouldcomparethetwoforces,andconsiderthecompanyneedtochangeornot.NextwewilltalkaboutJDWetherspoon’sdrivingforceandrestrainingforces.Drivingforces:Theincreasecompetition,manycompetitorsrunpubstorentthemoney.Governmenttakesmanypolicelikeconcernaboutbingedrinking,andthoughtitisanti-socialbehaviors.Thechangingmarket,themarketappearstobeover-supplied.Restrainingforces:Inertia(habit)oftheJDWetherspoon,liketheirstaff,theyhavehabittotheirrulerandmanagement.Theywantthesteadyenvironmentofwork.StrengthofcultureintheJDWetherspoonisverystrong,theculturehasastrongeffectonJDWetherspoonanditsstaffanditsstructure.(b)ThebigchangesfrombusinessethicsisamainlyfactorintheJDWetherspoon.Inthecase,thegovernmentconcernaboutbingedrinkingandthinkitisananti-socialbehaviors,anditisparticularlyinthecitycanters.Thesituationofpubwasn’tbeensawtobeencouragingbringsthembadpolicing.TheeventcausesabadeffectonJDWetherspoon.ThebadinfluenceonJDWetherspoonaboutprofitandsharesandsales.TimMartinnowasanexecutive,hehadgiveuphispowerthroughdailytime.SothebusinessethicsisveryimportantfactorsforJDWetherspoon.(c)TheroleofmanagementofJDWetherspoondealingwiththechangesislikenext:Establishingdirections:developingavisionofthefutureofteninthedistantfuture,andstrategiesforproducingthechangesneededtoachievethatvision.DuringtheJDWetherspoon’sdevelopmentandgrows,thefirmsalebearincheapprice,takenon-smokingarea,providetelevisionprogramandsoon.AllofthesemeansJDWetherspoonadopttheabovebehaviortoreplychange.Aligningpeople:communicatingdirectioninwordsanddeedstoallwhosecooperationmaybeneedsoastoinfluencethecreationofteamsandcoalitionsthatunderstandthevisionandstrategiesandaccepttheirvalidity.AbouttheJDWetherspoon,itcommunicatesandknowsaboutcustomersneeds,thenchangeitsbusiness,likebreakfastservinginthemorningbeforenormaltimeat11:00a.m.Motivatingandinspiring:energizingpeopletoovercomemajorpolitical,bureaucraticandresourcebarrierstochangebysatisfyingbasic,butoftenunfulfilled,humanneeds.Monitoringorganizingandresults,throughfindthecarelesstosolvetheproblems.TheleadershouldfideoutthedifferencebetweenJDWetherspoonandothers.Italwaysneedstocommunicationwithpeople,knowtheirneedsandsolvethem,helpthemtoadaptthechangesinthecompany.(d)IwillgivesomesuggestionstoJDWetherspoon’smanagement,inordertohelpthemanalysisachangesituation.Iamintroducingthethree-stepconceptualframeworkfromKurtLewintomanagement.Hehasintroducedthethree-stepchangemodelin1951andhasagreedthechangethatshouldbeinvolvedandconcernedwiththethreestagesandtheindividuals.Thethreestageslikenext:Unfreezingthepresent.Reducingtheforcesmaintainingtheorganizationinitspresentsituation.Recognizingtheneedforchangeandimportant.Inthisstage,managementneedlettheiremployeesknowtheimportanceofthechange.Inthe21thcentauryofthecaseofJDWetherspoon,itfacedmorecompetition.Someotherretailpubchainshadbeendevelopingtheirbusiness,andsomeofthepubareincreasingthemarketappearstobeover-supplied.Thegovernmentlimitedthedrinkingandtheconsequentanti-socialbehavior.Inaword,themarketshare,profitandsalesaredecreasing.Sothecompanyneedstochange.Movingtothenewlevel.Shiftingthebehavioroftheorganizationtoanewlevelbyencouragingstafftoadoptmewbehaviorandattitudes.Theimplementationofthechange.Inthisstage,theemployeeneedstoacceptthemewbusinessculturewiththemanagement’shelp.Leadercanusemotivatemethodstoencourageemployeessayyestothechange.Forinstance,theycangiverewardstoemployees,orsobenefits.AboutJDWetherspoon,ithassomechangeslike:mostpubshaveadedicatedfamilydininga