Efqm 2d sybille köhler

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Efqm 2d sybille köhler

  1. 1. 2d – Strategyandsupportingpoliciesarecommunicated, implementedandmonitored<br />Sybille Köhler, <br />International Human Resources Management<br />1<br />
  2. 2. Outline<br />Importanceofcommunicating, implementingandmonitoringstrategies<br />Relevanceofmanagersandemployees<br />International Relevance<br />Linkagestoothercriteria<br />Approaches<br />RADAR<br />2<br />
  3. 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. 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. 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. 6. 1. Importanceofcommunicating, implementingandmonitoringstrategies<br />3 subareas<br />6<br />
  7. 7. 1. Importanceofcommunicating, implementingandmonitoringstrategies<br />7<br />c) Monitoring<br />Elements<br />
  8. 8. 1. Importanceofcommunicating, implementingandmonitoringstrategies<br />8<br />contents<br />“Planning without monitoring is useless, monitoring without planning is impossible”<br />
  9. 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. 10. 2. Relevanceofmanagersandemployees<br />10<br /><ul><li>Universal
  11. 11. Consistent</li></ul>Aimsofcommunication:<br /><ul><li>Acceptance
  12. 12. Involvement
  13. 13. Commitment
  14. 14. User-oriented
  15. 15. varied
  16. 16. Trustworthy
  17. 17. Target-group-related
  18. 18. Accordingtophase
  19. 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. 20. 2. Relevanceofmanagersandemployees<br />12<br />3rd step: Monitoring<br />Howtoachievedeterminedresults?!<br />… withinstruments in order tomonitorandevaluateprogressofstrategy<br />
  21. 21. 3. International relevance<br />13<br />Growingamountof multinational companies<br />Rapid changeswithinorganizations<br />Varietyofmanagementstyles<br />
  22. 22. 4. Linkages<br />14<br />
  23. 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. 24. 5. Approaches<br />16<br />Benchmarking<br />
  25. 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. 26. 5. Approaches<br />18<br />4 steps:<br />
  27. 27. 5. Approaches<br />19<br />4 perspectives:<br />
  28. 28. 6. RADAR (Benchmarking)<br />20<br />RADAR<br />
  29. 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. 30. 6. RADAR<br />23<br />Assessmentofbenchmarking<br />
  31. 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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