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Efqm 2d sybille köhler
Efqm 2d sybille köhler
Efqm 2d sybille köhler
Efqm 2d sybille köhler
Efqm 2d sybille köhler
Efqm 2d sybille köhler
Efqm 2d sybille köhler
Efqm 2d sybille köhler
Efqm 2d sybille köhler
Efqm 2d sybille köhler
Efqm 2d sybille köhler
Efqm 2d sybille köhler
Efqm 2d sybille köhler
Efqm 2d sybille köhler
Efqm 2d sybille köhler
Efqm 2d sybille köhler
Efqm 2d sybille köhler
Efqm 2d sybille köhler
Efqm 2d sybille köhler
Efqm 2d sybille köhler
Efqm 2d sybille köhler
Efqm 2d sybille köhler
Efqm 2d sybille köhler
Efqm 2d sybille köhler
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Efqm 2d sybille köhler

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Efqm 2d sybille köhler

Efqm 2d sybille köhler

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  • 1. 2d – Strategyandsupportingpoliciesarecommunicated, implementedandmonitored<br />Sybille Köhler, <br />International Human Resources Management<br />1<br />
  • 2. Outline<br />Importanceofcommunicating, implementingandmonitoringstrategies<br />Relevanceofmanagersandemployees<br />International Relevance<br />Linkagestoothercriteria<br />Approaches<br />RADAR<br />2<br />
  • 3. 1. Importanceofcommunicating, implementingandmonitoringstrategies<br />Communication <br />Problem:  insufficient attention for changing processes<br />  canbesolvedbyimprovement of internal <br /> communication<br />Popular instrument: corporate vision <br />3<br />
  • 4. 1. Importanceofcommunicating, implementingandmonitoringstrategies<br />“Our vision is to be earth's most customer centric company; to build a place where people can come to find and discover anything they might want to buy online.”<br />4<br />
  • 5. 1. Importanceofcommunicating, implementingandmonitoringstrategies<br />b) Implementation<br />part of the strategic management process<br />fundamental importance for success of a company<br />Strategic plans<br />Strategyguidedbehaviour<br />Enforcement<br />Protection<br />Realization<br />5<br />
  • 6. 1. Importanceofcommunicating, implementingandmonitoringstrategies<br />3 subareas<br />6<br />
  • 7. 1. Importanceofcommunicating, implementingandmonitoringstrategies<br />7<br />c) Monitoring<br />Elements<br />
  • 8. 1. Importanceofcommunicating, implementingandmonitoringstrategies<br />8<br />contents<br />“Planning without monitoring is useless, monitoring without planning is impossible”<br />
  • 9. 2. Relevanceofmanagersandemployees<br />9<br />1st step: Communication<br />Employees must beinvolved in strategydevelopmentandimplementation<br />“ABC-regulation” for an effective strategy communication among employees<br />evokes acceptance, involvement (Beteiligung), commitment<br />
  • 10. 2. Relevanceofmanagersandemployees<br />10<br /><ul><li>Universal
  • 11. Consistent</li></ul>Aimsofcommunication:<br /><ul><li>Acceptance
  • 12. Involvement
  • 13. Commitment
  • 14. User-oriented
  • 15. varied
  • 16. Trustworthy
  • 17. Target-group-related
  • 18. Accordingtophase
  • 19. constant</li></li></ul><li>2. Relevanceofmanagersandemployees<br />11<br />2nd step: Implementation<br />handling with conflicts among employees of the same or different hierarchical levels<br />conflicts regarding to allocation of resources<br />conflicts cause potential resistance <br />High importance of conflict management<br />
  • 20. 2. Relevanceofmanagersandemployees<br />12<br />3rd step: Monitoring<br />Howtoachievedeterminedresults?!<br />… withinstruments in order tomonitorandevaluateprogressofstrategy<br />
  • 21. 3. International relevance<br />13<br />Growingamountof multinational companies<br />Rapid changeswithinorganizations<br />Varietyofmanagementstyles<br />
  • 22. 4. Linkages<br />14<br />
  • 23. 5. Approaches<br />15<br />Mix of different media <br />Internal courses or seminars<br />Intranet<br />Business TV<br />Company newspaper<br />Regular emailings<br />
  • 24. 5. Approaches<br />16<br />Benchmarking<br />
  • 25. 5. Approaches<br />17<br />BalancedScorecard<br />By Kaplan and Norton<br />Strategic performancemanagementtool<br />Managers can monitor consequences arising from actions<br />most widely adopted performance management framework<br />Core characteristic: presentation of mixture of financial and non-financial measures<br />
  • 26. 5. Approaches<br />18<br />4 steps:<br />
  • 27. 5. Approaches<br />19<br />4 perspectives:<br />
  • 28. 6. RADAR (Benchmarking)<br />20<br />RADAR<br />
  • 29. 21<br />RequiredResults<br />adequate communication<br />appropriate organizational structure<br />acceptance by employees and managers<br /><ul><li>clear structured process of strategic implementation and monitoring</li></li></ul><li>6. RADAR<br />22<br />Planninganddeploymentofbenchmarking<br />Choice of benchmarked areas<br />Choice of benchmark<br />Choice of comparable partners<br />Carrying out<br />
  • 30. 6. RADAR<br />23<br />Assessmentofbenchmarking<br />
  • 31. Sources<br />24<br />http://www.4managers.de/management/themen/strategiekommunikation/<br />http://www.controlling-wiki.com/de/index.php/Strategieimplementierung<br />http://www.deloitte.com/view/en_KZ/kz/services/consulting/enterprise-applications/oracle-strategy-services/monitoring-of-strategy-implementation/index.htm<br />http://www.lesen.net/wp-content/gallery/juli/amazon.jpg<br />http://challenginghorizons.files.wordpress.com/2009/02/corporate20-20technology200220cb058865.jpg<br />http://www.eknowledgecenter.com/articles/1010/1010.htm<br />http://www.ipacweb.org/conf/01/lawler.pdf<br />http://gbr.pepperdine.edu/2010/08/communicating-your-strategy/<br />http://www.idrc.ca/uploads/user-S/1226604865112265957811Chapter_6%5B1%5D.pdf<br />http://www.strategyletter.com/CD1103/featured_article.php<br />

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