1、本科毕业论文（设计）外文翻译原文THESTRATEGICMANAGEMENTPROCESSWHATDOESASTRATEGICMANAGEMENTPROCESSLOOKLIKETHEAPPROACHDESCRIBEDBELOWISSUGGESTEDASAGUIDE1AGREEMENTONANDINITIATIONOFTHESTRATEGICMANAGEMENTPROCESS2IDENTIFICATIONANDCLARIFICATIONOFTHEORGANIZATIONSMISSION,OBJECTIVES,ANDCURRENTSTRATEGIES3IDENTIFICATIONOFTHEORGA
2、NIZATIONSINTERNALSTRENGTHSANDWEAKNESSES4ASSESSMENTOFTHETHREATSANDOPPORTUNITIESFROMTHEEXTERNALENVIRONMENT5IDENTIFICATIONOFKEYCONSTITUENTS/STAKEHOLDERSANDTHEIREXPECTATIONS6IDENTIFICATIONOFTHEKEYSTRATEGICISSUESCONFRONTINGTHEORGANIZATION7DESIGN/ANALYSIS/SELECTIONOFSTRATEGYALTERNATIVESANDOPTIONSTOMANAGEI
3、SSUESIDENTIFIEDINSTEP68IMPLEMENTATIONOFSTRATEGY9MONITORINGANDREVIEWOFTHESTRATEGYSPERFORMANCESTEPONEAGREEMENTONTHEPROCESSTHEFIRSTSTEPINTHESTRATEGICMANAGEMENTPROCESSISTOGETAGREEMENTNOTONLYTOCARRYOUTTHEPROCESSBUTALSOTOGETAGREEMENTONHOWANDWHENANDBYWHOMITWILLBECARRIEDOUTSINCETHESTRATEGICMANAGEMENTPROCESS
4、ISNOTAONESHOTEXERCISE,COMMITMENTTOTHELONGHAULISVITALWITHOUTCOMMITMENT,THEEXERCISEWILLBESTERILEANDLIKELYREGARDEDASAWASTEOFTIMEWHOSHOULDBEINCLUDEDINTHESTRATEGICMANAGEMENTPROCESSATLEASTTHREEDIFFERENTTYPESOFINDIVIDUALSSHOULDBECONSIDEREDFORINCLUSIONTHEORGANIZATIONSTOPDECISIONMAKERSANDTHOSEOFFICIALSWHOWIL
5、LHAVEDIRECTRESPONSIBILITYINIMPLEMENTATIONOFPOLICYTHOSEWHOHAVEAMAJORSTAKEINTHEOUTCOMEOFTHEPOLICY,WHETHERFROMWITHINOROUTSIDETHEORGANIZATION,WHETHERSUPPORTIVEOROPPOSITIONAL,CLIENTSORRESOURCESUPPLIERSANDTHOSEWITHSPECIALIZEDKNOWLEDGETHATCANADDTOTHEANALYSISOFTHEPOLICYTOBEDECIDEDORIMPLEMENTEDALTHOUGHRELATI
6、VELYBROADINVOLVEMENTINTHEPROCESSSHOULDBEENCOURAGED,CAREMUSTBETAKENTHATSUCHGROUPSNOTBEEXPANDEDTOTHEPOINTOFINCAPACITYTOMAKEAGILEDECISIONSHOWSHOULDTHEPROCESSBEINITIATEDFIRST,AGREEMENTTOCARRYOUTANDCOMMITMENTTOTHEPROCESSOFSTRATEGICMANAGEMENTMUSTBEOBTAINEDFROMONEORMOREOFTHEORGANIZATIONSKEYDECISIONMAKERSON
7、CESUCHAGREEMENTANDCOMMITMENTISACCOMPLISHED,THENDECISIONSABOUTWHATSHOULDBECONSIDEREDANDWHOSHOULDBEINVOLVEDCANBEADDRESSEDIFISSUESARECOMPLEXANDTHEREISANEEDTOINVOLVEARELATIVELYWIDESPECTRUMOFACTORSANDSTAKEHOLDERS,THENWORKSHOPSMIGHTBECONSIDEREDIFTHEISSUESARELESSCOMPLEXORFEWERACTORSNEEDTOBEINVOLVED,THENDIR
8、ECTCONSULTATIONSORSMALLGROUPARRANGEMENTSMIGHTPROVEMOREEFFICIENTSTEPTWOIDENTIFICATIONANDCLARIFICATIONOFTHEORGANIZATIONSMISSION,OBJECTIVESANDCURRENTSTRATEGIESONCEANORGANIZATIONHASAGREEDTOENGAGEINASTRATEGICPROCESS,THEFIRSTTASKISTODETERMINEWHATANDWHERETHEORGANIZATIONISWHATARETHENEEDSTHATTHEORGANIZATIONA
9、TTEMPTSTOSATISFY,WHOSENEEDSARETHEY,ANDWHATISTHEVALUEOFSATISFYINGTHOSENEEDSALLTOOOFTENORGANIZATIONSDEVELOPASERVICEORAPRODUCTANDTHENFAILTOPERIODICALLYEXAMINEWHETHERORNOTTHATPRODUCTACTUALLYSATISFIESADEMANDORWHETHERSATISFACTIONOFTHATDEMANDACTUALLYMATTERSWHOARETHEPEOPLETHATCOMPOSETHEORGANIZATION,WHATARET
10、HEIRVALUES,ANDWHATNEEDSDOESTHEORGANIZATIONSATISFYFORTHEMINRESOURCEPOORENVIRONMENTS,AGENCIESTHATSATISFYONLYMARGINALORPERIPHERALDEMANDSAREVULNERABLETOBUDGETCUTS,ABOLISHMENT,ORABSORPTIONBYOTHERORGANIZATIONSWHATARETHEOBJECTIVESOFTHEORGANIZATIONANDHOWWELLDOTHEYMESHWITHTHENEEDSANDDEMANDSOFCLIENTS,STAKEHOL
11、DERSANDCONSTITUENTSWHATSTRATEGIESDOESTHEORGANIZATIONEMPLOYTOACHIEVETHEOBJECTIVESITHASSETFORITSELFISTHEORGANIZATIONBEINGASKEDTOMAKEFUNDAMENTALCHANGESINWHATITDOES,ORINTHEKINDSOFCLIENTSITBENEFITSIFSO,WHATARETHOSECHANGESATTHISPOINT,LOUISEWHITE,WHOSEFRAMEWORKISINCORPORATEDINTHEIPCIMPLEMENTINGPOLICYCHANGE
12、PROJECTPAPER,ARGUESTHATTHEPOLICYINQUESTIONSHOULDBEEXAMINEDWITHRESPECTTOITSCOMPATIBILITYWITHTHEORGANIZATIONSMISSION,OBJECTIVESANDSTRATEGYTOACCOMPLISHTHISITISNECESSARYTOSTATETHEOBJECTIVESOFTHEPOLICY,THENATUREOFTHESERVICEORACTIVITYINTENDED,THEBENEFITSTOBEPRODUCEDANDTHEBENEFICIARIES,ANDDESCRIBETHECOMPLE
13、XITYOFTHEPOLICYWHITE1989CLARIFICATIONOFTHEMISSION,OBJECTIVES,ANDSTRATEGIESISFUNDAMENTALTOINITIATIONOFTHESTRATEGICPROCESSITAMOUNTSTOASTATEMENTOFWHERETHEORGANIZATIONIS,WHATITDOESANDHOWITGOESABOUTITSBUSINESSITSHOULDALSOHELPCLARIFYWHICHPOLICIESORDEMANDSCANBEFACILITATEDBYTHEORGANIZATIONANDWHICHWILLBEIMPE
14、DEDSTEPTHREEIDENTIFICATIONOFTHEORGANIZATIONSINTERNALSTRENGTHSANDWEAKNESSESONEWAYTOEXAMINETHESEISTOLOOKATTHEORGANIZATIONSRESOURCEBASESKILLBASE,CAPITALORFINANCIALRESOURCES,ETCDOESTHEORGANIZATIONHAVETHEWHEREWITHALTOACHIEVEITSSTATEDOBJECTIVESORTOPUTINTOMOTIONITSSTRATEGIESWHATARETHELEVELSOFINTERNALRESOUR
15、CESPOSSESSEDBYTHEORGANIZATIONHOWAVAILABLEARETHEYANALYSISOFRESOURCESBYITSELFISNOTSUFFICIENTTHEORGANIZATIONMUSTALSOLOOKATITSTASKPERFORMANCEWHATTASKSDOESITDOWELL,WHICHDOESITNOTTHISWILLGIVEABETTERIDEAOFHOWTHEORGANIZATIONSRESOURCESAREORGANIZEDANDHOWEFFECTIVELYTHOSERESOURCESAREPUTTOUSEANORGANIZATIONMAYWEL
16、LHAVEEXCELLENTRESEARCHSKILLS,BUTIFITSPRIMARYTASKSAREINSERVICEDELIVERY,THENSUCHSKILLSMAYBEMOREAWEAKNESSTHANSTRENGTHHOWEVER,ONESHOULDNOTAUTOMATICALLYMAKETHEASSUMPTIONTHATSINCEIDLECAPACITYEXISTS,ITSHOULDBEDISPENSEDWITHSUCHSKILLSMAYWELLBEQUITEUSEFULIFTHEORGANIZATIONSHOULDNEEDTOMAKECHANGESINORDERTOBEMORE
17、COMPATIBLEWITHITSENVIRONMENTINADDITIONTOSKILLSANDRESOURCES,OTHERELEMENTSOFTHEINTERNALORGANIZATIONNEEDTOBEEXAMINEDWHATISTHENATUREOFTHEORGANIZATIONALCLIMATEARETHERECLEAVAGES,ARETHEYCONFLICTIVE,HOWADAPTABLEARETHEPARTICIPANTSWOULDTHEYREADILYTAKEONNEWTASKS,HOWLONGHAVETHEYBEENDOINGTHESAMETHING,WHATISTHENA
18、TUREANDFLEXIBILITYOFTHEORGANIZATIONALSTRUCTUREISITRIGID,HAVESIGNIFICANTCHANGESBEENMADEINTHEPAST,ANDWHATHASBEENTHEREACTION,ISTHEREANINFORMALSTRUCTUREHOWDOESITWORKANDISITMORECOGENTTHANTHEFORMALSTRUCTURE,WHATISTHENATUREOFTHEINCENTIVESTRUCTUREISITDESIGNEDTOENCOURAGEINNOVATIVEBEHAVIOR,CANITRECRUITANDMAIN
19、TAINASUFFICIENTLYHIGHLEVELOFPERSONNELWHICHELEMENTSFACILITATEANDWHICHIMPEDEPERFORMANCEOFTHEORGANIZATIONSTASKSANDWHICHMIGHTFACILITATEORIMPEDEORGANIZATIONALCHANGESTEPFOURASSESSMENTOFTHREATSANDOPPORTUNITIESINTHEEXTERNALENVIRONMENTWHILETHEREISFREQUENTLYATENDENCYONTHEPARTOFMANAGERSTOFOCUSONTHEINTERNALDIME
20、NSIONSOFTHEORGANIZATION,POLICYCHANGEANDTHEOFTENVOLATILENATUREOFPOLITICSINCOUNTRIESUNDERGOINGMAJORPOLICYCHANGESREQUIRESCONSCIOUSEXPLORATIONOFTHEENVIRONMENTOUTSIDETHEORGANIZATIONPOLITICAL,ECONOMIC,SOCIAL,ANDTECHNOLOGICALCHANGESWILLINFLUENCETHEDIRECTIONANDSHAPEOFANORGANIZATIONSPOLICIESANDOBJECTIVESWHAT
21、ARETHEMAJORTRENDSTHATCANBEDETECTEDINEACHOFTHESEAREASTHATWILLHAVESOMEBEARINGONTHEACTIVITIESOFTHEORGANIZATIONHOWMIGHTMACROECONOMICMEASURESBEINGINSTITUTEDAFFECTTHEFINANCIALRESOURCESOFTHEORGANIZATIONWHATISTHENATUREOFPOLITICALSUPPORTFORTHEPOLICYUNDERCONSIDERATIONHOWPOLITICALLYSTABLEISTHECURRENTREGIMEISPO
22、LICYLEADERSHIPABOUTTOCHANGEWILLKEYOFFICIALSWITHINTHECABINETBECHANGEDANDWHATWILLTHATMEANTOTHEDEVELOPMENTANDIMPLEMENTATIONOFTHEPROPOSEDPOLICYCHANGETOWHATEXTENTHAVETHEGOVERNMENTSPRIMARYPOLITICALCOALITIONSBEGUNTOCHANGEDOESTHISSIGNIFYIMPENDINGCHANGESINPOLICYPRIORITIESHOWEFFECTIVEISTHEPOLITICALOPPOSITIONW
23、HATROLEDOINTERNATIONALFORCESORACTORSPLAYINTHEDETERMINATIONOFPOLICYTOWHATEXTENTHASTHESOCIALCOMPOSITIONOFTHEORGANIZATIONSPRIMARYCLIENTELEGROUPCHANGEDHASITOUTGROWNTHERESOURCESOFTHEORGANIZATIONHAVEITSNEEDSCHANGEDOVERTHEYEARSANIMPORTANTFACTORINTHEORGANIZATIONSEXTERNALENVIRONMENTISITSBUREAUCRATICANDINSTIT
24、UTIONALSETTINGISTHEORGANIZATIONAUTONOMOUSORISITLINKEDTOAMINISTRY,ORMUSTITCOORDINATEITSACTIONSWITHOTHERENTITIESANDWHATISTHENATUREOFTHOSEMECHANISMSAREOTHERORGANIZATIONSINVOLVEDINTHESAMEACTIVITY,WHATARETHEIRROLESARETHEREINCENTIVESFORCOOPERATIONSTEPFIVEIDENTIFICATIONOFKEYCONSTITUENTSANDSTAKEHOLDERS,THEI
25、REXPECTATIONSANDRESOURCESTHEEXPECTATIONSANDDEMANDSOFCONSTITUENTSAREKEYINGREDIENTSFORDECISIONSABOUTWHATANORGANIZATIONWILLDOANDHOWITGOESABOUTCARRYINGOUTITSTASKSSTAKEHOLDERSORCONSTITUENTSARETHOSEWHOHAVEADIRECTINTERESTINANDARECAPABLEOFINFLUENCINGINSOMEMEASURETHEOUTCOMESORACTIONSOFTHEORGANIZATIONSTAKEHOL
26、DERSPROVIDETHEPRIMARYBASEOFPOLITICALSUPPORTFORTHEORGANIZATION,ANDINASIGNIFICANTWAYAREITSRAISONDTREARATHERWIDERANGEOFACTORSMIGHTBEINCLUDEDCOMPETITORS,BENEFICIARIES,DIRECTORS,EMPLOYEES,POLITICALPARTIES,CONSUMERS,INTERNATIONALDONORS,ETCWHATDOTHESEPARTICULARGROUPSWANTFROMTHEORGANIZATIONARETHEYSATISFIEDW
27、ITHTHECURRENTARRAYOFSERVICESANDLEVELOFPERFORMANCEARETHEIRINTERESTSSHIFTINGINWHICHDIRECTIONANDIFSO,WILLTHEORGANIZATIONBEABLETOREACTFAVORABLYINEXAMININGTHEINTERESTSOFSTAKEHOLDERS,ACAUTIONARYNOTEISINORDERTHERECANBEATEMPTATIONTOTRYTOCONSIDEREVERYACTORWHOMIGHTHAVESOMEINTERESTORINFLUENCEINTHEORGANIZATIONT
28、HATTEMPTATIONOUGHTTOBEAVOIDEDANDTHEANALYSTSHOULDTAKECARETOASSURETHATONLYTHOSETHATCANHAVEAREALISTICANDREASONABLYSIGNIFICANTIMPACTARECONSIDEREDINTHESTAKEHOLDERANALYSISSTEPSIXIIDENTIFICATIONOFKEYSTRATEGICISSUESTHEINFORMATIONGENERATEDBYTHEPRECEDINGSTEPSSHOULDIDENTIFYASETOFFUNDAMENTALQUESTIONSORKEYPROBLE
29、MSREGARDINGTHEFITOFTHEORGANIZATIONWITHITSENVIRONMENTTHESEPROBLEMSMIGHTCONCERNTHEORGANIZATIONSMISSION,ITSPRODUCTSORSERVICES,ITSCLIENTS,FINANCINGMECHANISMS,MANAGEMENT,ORRELATIONSHIPTOCERTAINSTAKEHOLDERSSTRATEGICISSUESARETHEPRINCIPALPROBLEMSTHATMUSTBEDEALTWITHEFFECTIVELYORTHEORGANIZATIONCANEXPECTUNDESI
30、RABLERESULTSTHEEFFECTIVETREATMENTOFSTRATEGICISSUESCANSIGNIFYFUNDAMENTALCHANGEINHOWTHEORGANIZATIONGOESABOUTITSBUSINESSSUCHISSUESMAYGENERATECONFLICTWITHINTHEORGANIZATIONSINCETHEIRRESOLUTIONWILLPRODUCEWINNERSANDLOSERSBOTHINTERNALLYANDEXTERNALLYTHEORGANIZATIONMUSTBEPREPAREDTODEALWITHTHATCONFLICTINIDENTI
31、FYINGSTRATEGICISSUESORPROBLEMS,CAREMUSTBETAKENINSPECIFYINGEXACTLYWHATTHEPROBLEMORISSUEISWHYITISAPROBLEMFORTHEORGANIZATION,ANDTHEORGANIZATIONALCONSEQUENCESOFINACTIONALLTOOOFTENINSUFFICIENTATTENTIONISGIVENTOPROBLEMIDENTIFICATIONRESULTINGINMISALLOCATEDRESOURCESANDLOSTOPPORTUNITIESITISALSOIMPORTANTTODET
32、ERMINEWHETHERORNOTTHEORGANIZATIONCANDOANYTHINGABOUTTHEPROBLEMIFNOT,ITISNOTANISSUEMANAGERSMUSTALSORECOGNIZETHATITWILLBEIMPOSSIBLETOTACKLEALLISSUESATONCETHEREFORE,PROBLEMSSHOULDBEIDENTIFIEDACCORDINGTOSHORT,MEDIUMORLONGRUNIMPORTANCEANDTHEURGENCYOFACTIONNEEDEDMANAGERSWILLFINDTHATENERGYEXPENDEDINPROBLEMA
33、NDISSUEIDENTIFICATIONANDCLARIFICATIONWILLHAVEPAYOFFSINTHEDEVELOPMENTOFSTRATEGIESFORTHEIRTREATMENTSTEPSEVENDESIGN,ANALYSIS,ANDSELECTIONOFSTRATEGYALTERNATIVESANDOPTIONSTOMANAGEISSUESIDENTIFIEDINSTEP6ONCEISSUESANDPROBLEMSHAVEBEENIDENTIFIED,STRATEGIESTOSOLVETHOSEPROBLEMSNEEDTOBEIDENTIFIEDGENERALLY,MORET
34、HANONEOPTIONFORDEALINGWITHTHEPROBLEMWILLBEIDENTIFIEDTHENOPTIONSMUSTBEEXAMINEDFORTHEIRCOMPARATIVEVIABILITY,FEASIBILITY,ANDDESIRABILITYCANTHESTRATEGYWORKFROMAPRACTICALASWELLASTHEORETICALSTANCEISTHEORGANIZATIONCAPABLEOFCARRYINGOUTTHESTRATEGYISTHESTRATEGYACCEPTABLETOTHOSECARRYINGITOUTANDTOTHOSETOWHOMITI
35、SDIRECTEDDOESTHEORGANIZATIONHAVETHEHUMANANDMATERIALRESOURCES,DOESITHAVETHEKNOWHOWNECESSARY,ANDISTHEAPPROPRIATEORGANIZATIONALSTRUCTUREAVAILABLEFORIMPLEMENTINGTHESTRATEGYWILLTHESTRATEGYACCOMPLISHWHATTHEMANAGERWANTSANDBENEFITTHOSEINTENDEDCANTHESTRATEGYBESUSTAINED,ANDCANITADAPTTOTHEPROJECTEDCHANGESINTHE
36、ENVIRONMENTISFLEXIBILITYBUILTINTOTHESTRATEGYCANTHENECESSARYRESOURCEBASEBESUSTAINEDOVERTHELIFEOFTHESTRATEGYDESIRABILITYHASTODOWITHTHEFITOFORGANIZATIONALANDENVIRONMENTALVALUESANDOBJECTIVESWITHTHESTRATEGYISTHESTRATEGYCOMPATIBLEWITHTHEIMPLEMENTINGINSTITUTIONSMISSIONORITSFUNDAMENTALOBJECTIVES,AND/ORWITHT
37、HEMISSIONANDOBJECTIVESOFCOLLABORATINGORGANIZATIONSISTHESTRATEGYTARGETEDTOTHEMOSTAPPROPRIATEBENEFICIARIESISITCOMPATIBLEWITHTHELEGALANDBUREAUCRATICSETTINGHOWWELLWILLTHESTRATEGYADJUSTTOFORECASTTRENDSINTHEMEDIUMANDINTHELONGTERMHOWWILLKEYSTAKEHOLDERSBEAFFECTED,HOWCOMPATIBLEISTHESTRATEGYWITHTHEIRVALUESAND
38、EXPECTATIONSSTEPEIGHTIMPLEMENTATIONOFTHESTRATEGYIMPLEMENTATIONOFASTRATEGYISNOTANAUTOMATICPROCESSTHEREARETWOMAJORPARTSTOTHEPROCESSTHEFIRSTSTEPISTHEDEVELOPMENTOFANACTIONPLAN,WHICHISASTATEMENTOFWHAT,WHO,WHEN,ANDHOWTHEACTIONSNECESSARYTOCARRYOUTTHESTRATEGYWILLBEDONEPERFORMANCEGOALSANDOBJECTIVESWILLALSOBE
39、SPECIFIEDMUCHOFTHEINFORMATIONNEEDEDTODEVELOPTHEACTIONPLANWILLHAVEBEENGENERATEDINSTEPSEVENTHESECONDPARTOFIMPLEMENTATIONCONSISTSOFACTIONSAIMEDATMARSHALINGANDAPPLYINGRESOURCESINTHECONTEXTOFPOLICYCHANGETHESEACTIONSMAYCONSISTOFBUTARENOTLIMITEDTO,CHANGESINORGANIZATIONALSTRUCTURES,SHIFTSANDRECLASSIFICATION
40、OFPERSONNEL,THEESTABLISHMENTOFNEWROUTINES,TASKS,ANDPROCEDURESINSTALLATIONOFNEWINCENTIVESYSTEMSRETOOLINGPRODUCTIONFORNEWPRODUCTSORSERVICESMARKETINGOFNEWSERVICESORCREATIONOFDEMANDAMONGNEWBENEFICIARIESORCONSUMERSDEVELOPMENTOFNEWFINANCINGMECHANISMSORGANIZINGCOALITIONSTOMAINTAINPOLITICAL,BUDGETARY,ANDBEN
41、EFICIARYSUPPORTANDDEVELOPINGCOLLABORATIVEMECHANISMSWITHCOOPERATINGORGANIZATIONSITSHOULDBENOTEDTHATTHEMANAGERSTASKISMORETHANJUSTTHEINTERNALOPERATIONOFHISORGANIZATIONTHEYMUSTALSOMANAGEITSFITWITHTHEENVIRONMENTSTEPNINEMONITORINGANDREVIEWOFPERFORMANCESTRATEGICMANAGEMENTASSUMESCONTINUALCHANGETHEREFOREMECH
42、ANISMSMUSTBEDEVELOPEDFORMONITORINGANDANALYZINGTHEPERFORMANCEOFTHEORGANIZATIONWITHRESPECTTOACHIEVINGTHEGOALSANDOBJECTIVESSETINTHEACTIONPLANASTHEENVIRONMENTUNDERGOESCHANGES,ASMINISTERSCHANGE,ELECTIONSOCCUR,ORBUDGETSGOUPORDOWN,PRIORITIESWILLALSOCHANGERESOURCEFLOWSMAYBEUNEVENALLOFTHESEELEMENTSCANALTERPE
43、RFORMANCE,PRIORITIES,ANDTHEDESIRABILITYOFCERTAINPOLICIESIFTHEORGANIZATIONWANTSTOMAINTAINAGOOD“FIT”WITHTHEENVIRONMENT,ITMUSTFIRSTBEABLETOTRACKTHESECHANGESINORDERTOADJUSTTHEMONITORINGPROCESSSHOULDBECONTINUOUS,REGULAR,ANDCAPABLEOFFEEDINGINTOTHEDECISIONMAKINGPROCESSTHEMANAGERSHOULDDEVELOPCONTROLMECHANIS
44、MSTOGAUGETHEEFFICIENCYOFRESOURCESUSEDANDIMPACTMECHANISMSTOGAUGETHEEFFECTIVENESSOFITSACTIONSFINALLY,ITISVITALTHATTHEMONITORINGPROCESSBETIMELYANDUSABLESOURCEINTRODUCTIONTOSTRATEGICMANAGEMENTBYSUSANSCRIBNERCITEDBY1RELATEDARTICLES译文战略管理过程什么是一个战略管理过程样子下面描述的方法作为参考建议1协议上和战略管理过程的开始。2鉴定及组织的使命，目标和目前的战略澄清。3鉴定该
45、组织的内部优势和弱点。4评估来自外部环境的机会和威胁。5鉴定利益相关者和他们的期望的关键成分。6鉴定该组织所面临的关键战略问题。7设计/分析/战略选择和选项的选择来管理步骤6确定的问题。8实施策略。9监测和战略的绩效审查。第一步在进程达成协议。在战略管理过程的第一步是获得协议，不仅要开展这一进程，但也得到协议如何以及何时和由谁将开展。由于战略管理过程不是一次性的工作，致力于从长远来看是至关重要的，没有承诺，演习将是无用的，并可能会被视为浪费时间。谁应包括在战略管理过程至少有三个不同类型的个人，应考虑纳入该组织的最高决策者和那些官员谁可以在政策执行中承担直接责任，那些拥有在该政策的结果主要股份的
46、人，无论是从组织内部或外部，无论是支持或对立，客户或供应商资源，以及具有专门知识的人，可以增加政策的分析，以决定或实施。虽然相对广泛参与这一进程应得到鼓励，必须注意，这些团体不要扩大到丧失工作能力的问题作出灵活的决定。这个过程应该是怎样开始首先，协议和承诺进行战略管理的过程必须是从一个或多个组织的主要决策者获得更多的。一旦该协议和承诺完成，那么应该考虑什么，谁应该参与可以解决的决定。如果问题很复杂，行动者和利益相关者就有必要相对广泛的进行参与，然后可以开个工作研讨会加以考虑。如果问题不那么复杂或更少的行动者必须参与，然后直接协商或小团体的安排可能更有效。第二步确定和组织的使命，目标和目前的战略
47、澄清。一旦一个组织已同意进行战略过程中，首要任务是确定哪些地方该组织。有哪些需要，该组织试图满足，他们的需求，什么是满足这些需求的价值常常组织制定服务或产品，然后无法定期检查该产品是否满足实际需求，还是满足这种需求的实际问题。组织是人们组成的，他们的价值观是什么，以及组织是否满足他们需要呢（在资源贫乏的环境中，只有机构，满足边缘或外围设备的需求很容易受到预算削减，废止，或吸收。其他组织）什么是该组织的目标和他们有多好的需求和客户网，股东和成分的要求呢什么策略机构是否聘用实现它为自己确定的目标如果是这样，这些变化是什么在这一点上，路易斯白认为其框架是在IPC执行政策变更纳入项目文件，鉴于问题的政
48、策应就其与本组织的使命，目标和战略的相容性检查。要做到这一点，需要说明的是，政策的目标，对服务或活动的目的性，要生产的好处和受益者，并描述了政策的复杂性。（WHITE1989）需要澄清的使命，目标和战略是根本战略过程的开始。它构成了对在该组织中的声明，它做什么和如何去自己的业务。它也应当有助于澄清哪些政策和要求，可以促进本组织并将会受阻。第三步确定组织的内部优势和弱点。这些研究的方法之一是看在该组织的资源基础（技能基础，资金或财务资源等）机构是否有足够的资金以实现其既定目标，或已付诸实施的策略什么是组织所拥有的内部资源的水平如何把握现有的呢分析自身的资源是不够的，该组织还必须看其工作表现。它的
49、任务是什么做的很好，这不是吗这将给出一个如何组织的资源，如何有效地组织这些资源投入使用更好的主意。一个组织可能拥有优秀的科研能力，但如果它的主要任务在提供服务，那么这样的技能可能会更比一个强的弱点。然而，人们不应该自动作一个假设，由于闲置产能存在，应当取消。这些技能可能是相当有用的，如果该组织应需要作出改变，以更符合其环境兼容。除了技能和资源，其他要素的内部组织需要研究是什么性质的组织气候（有分歧，他们是互相矛盾的），如何适应是参与者（他们会乐意接受新的任务多长时间了，他们一直在做同样的事情）是什么性质和组织结构的灵活性（它是刚性的，已取得显着的变化，过去一直是什么反应），有一个非正式的结构（它是如何工作的，是它比说服力正式结构），什么是激励结构的性质（是旨在鼓励创新行为，才能招募和维持一个人足够高的水平）哪些要素推动和阻碍本组织的任务的性能以及可能促进或阻碍组织变革第四步评估威胁和外部环境的机会。虽然经常对管理人员的部分往往注重的组织，政策变化和政治动荡的国家性质往往发生重大政策变化的内部尺寸要求对组织外部的环境意识的探索。政治，经济，社会和技术变化将影响到一个组织的政策和目标，方向和形状。什么是主要的，可以在每个检测到这些领域的趋势，将有一些该组织的活动影响怎么可能宏观经济措施正在制定会影响该组织的财政资源什么是政治上的支持正在审议的政
