Corporate Strategy & Risk Management
Building blocks and coordinating mechanisms构建模块和协调机制
Mint berg argues that the organization structure exists to co-ordinate the activities of different individuals and work processes and that the nature of co-ordination changes with the increasing size of an organization. He suggests that there are six main types of structure with configurations based on the following building blocks.
Strategic apex 战略顶点-higher levels of management
Techno structure 技术结构-provides technical input that is not part of the core activities
Operating core 作业核心-members involved in producing goods and services Middle line 中间层-middle and lower-level management
Support staff 支持性人员-support that is not part of the operating core Ideology 思想体系、意识形态-beliefs and values
Coordinating mechanism, that together with the building blocks make up the detailed configuration of the organization.构建模块和协调机制构成了具体的结构构型。
Mint berg discusses six possible configurations: Simple structure 简单型结构
Machine bureaucracy 机械型企业 Professional bureaucracy 专业型企业 Divisional zed structure 部门型结构 Adhocracy bureaucracy 灵活型企业 Missionary bureaucracy 使命型企业
四. Strategy Control
1.Balanced score card平衡计分卡
The Balanced Scorecard (BSC) provides a system for measuring and managing all aspects of a company’s performance. The scorecard balances traditional financial measures of success, such as profits and return on capital, with non-financial measures of the drivers of future financial performance. The Balanced Scorecard measures organizational performance across four different but linked perspectives:
Financial. How is success measured by our shareholders? Customer. How do we create value for our customers?
Internal process. At which processes must we excel to satisfy our customers and shareholders?
Learning & Growth. What employee capabilities, information systems, and organizational capabilities do we need to continually improve our processes and customer relationships?
卡普兰和诺顿 (Kaplan & Norton) 提出了名为平衡计分卡的方法，它是一种计量和管理企业全面绩效的一种方法。它平衡了传统财务计量，如利润和资本回报率，与未来财务绩效动因的非财务计量。平衡积分卡从四个不同又相互联系的方面来计量企业的绩效：
财务角度：股东如何计量企业的成功？ 客户角度：我们如何为客户创造价值？
内部流程角度：为了使客户和股东满意，我们必须擅长什么样的企业内部流程？ 创新与学习角度：为了持续改进流程和客户关系，我们需要什么样的雇员能力，
11
Corporate Strategy & Risk Management
信息系统和组织能力？
2..The change process
The process of change includes unfreezing habits or standard operating procedures（解体旧的行为或标准的营运程序）, changing to new patterns （变革为新的模式）and refreezing to ensure lasting effects（重新巩固以强化持久效果）.
Unfreezing-create the initial motivation to change by convincing staff of the undesirability of the present situation.
The change process itself-mainly concerned with identifying what the new behavior or norm should be. This stage will often involve new information being communicated and new attitudes, culture and concepts being adopted.
Refreezing or stabilizing the change-implying reinforcement of the new pattern of work or behavior by rewards.
变革的三个阶段：解体、变革、重新巩固
五. Risk Management
增量预算（Incremental budgeting） 零基预算（Zero-based budgeting）
Political risk 政治风险 Country risk 国家风险 Project risk 项目风险
Legal/compliance risk 法律/合规风险 Operational risk 操作风险 Commodity risk 产品风险
Foreign exchange risk汇率风险 Floating rate 浮动利率 Fixed rate 固定利率
Liquidity risk 流动性风险 Credit risk 信用风险 Strategic risk 战略风险 Reputation risk 声誉风险
Risk appetite 风险偏好 Risk acceptance 风险接受 Risk avoidance 风险规避 Risk mitigation 风险缓释 Risk transfer 风险转移 Risk attitude 风险态度
Financial instrument 金融工具 Derivatives 衍生品 Hedging 对冲/套期
Forward contract 远期合约 Swap 掉期/互换 Options 期权
Call options 看涨期权 Put options 看跌期权 Futures 期货
Exercise price 行权价格 Elapse 失效、逾期 Spot rate 即期汇率 Forward rate 远期汇率
Premium/discount 升水/贴水
12
Corporate Strategy & Risk Management
13