The document discusses the five key management functions of planning, organizing, staffing, leading and controlling. It focuses on planning and organizing. Planning involves developing strategies to achieve goals at the top, middle and line levels. Organizing is structuring resources by developing tasks, labor units and positions. Companies typically organize functionally by department or divisionally by product, customer, geography or using a matrix system.
The document provides an overview of corporate strategy and strategic management. It defines strategy as an action plan to achieve objectives. Strategic management involves analyzing the environment, choosing strategies, and implementing plans. There are three levels of strategy: corporate strategy deals with resource allocation among divisions, business strategy concerns competitive position, and operational strategy focuses on specific functions. While formal strategic planning systems provide structure, the environment's volatility and strategies from different levels require more flexible approaches. Strategic decisions consider long-term environmental factors, resource allocations, and implications across functions, while tactical decisions are shorter-term. The strategic management process involves analysis, choice of strategies, and implementation.
Planning is the fundamental management function that involves deciding objectives and developing courses of action to achieve objectives. It helps organizations prepare for the future. There are three types of planning: strategic planning sets long-term goals, tactical planning supports strategic plans at lower levels, and operational planning focuses on day-to-day procedures. The planning process involves establishing objectives, identifying alternatives, evaluating alternatives, selecting plans, formulating supporting plans, and establishing activity sequences. Barriers to effective planning include lack of leadership, excessive distractions, lack of proper systems, limited resources, and inadequate funding. Forecasting uses past and present data to predict future economic conditions and helps businesses plan for uncertainty.
Strategic management involves four key components: environmental scanning, strategy formulation, strategy implementation, and evaluation and control. The process begins with assessing internal and external factors, then formulating objectives and strategies. Implementation involves developing programs, budgets, and procedures. Finally, performance is monitored and strategies are adapted based on evaluation. The overall process aims to determine the organization's long-term path and manage change.
The document provides an overview of key concepts in strategic management including:
1. Strategic management involves formulating, implementing, and evaluating cross-functional decisions to achieve organizational objectives.
2. The strategic management process includes assessing external opportunities/threats and internal strengths/weaknesses to develop long-term objectives and strategies.
3. Implementing, evaluating, and updating strategies is critical for organizations to adapt to changing conditions and gain sustained competitive advantages.
The document provides an overview of organizing as a management function. It discusses key concepts related to organizing such as formal and informal organization, organization charts, different types of organization structures including functional, divisional, team, matrix, and learning structures. The purposes and importance of organizational design are explained. Specifically, the document discusses how organizational design involves decisions around work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. Advantages and disadvantages of different organizational structures such as tall vs flat structures are also compared.
The document provides an overview of strategic management including definitions, comparison of strategic, tactical and operational levels, types of policies, and the strategic management process. It defines strategic management as the art and science of formulating, implementing, and evaluating cross-functional decisions to enable an organization to achieve its objectives. The strategic management process involves vision and mission formulation, objective setting, strategy development, implementation, and performance evaluation. It aims to create value through exploiting core competencies and achieving synergy.
I. This book analyzes the evolution of organizational structures in large US companies from the 1800s to 1960. It focuses on four major companies that pioneered the "multidivisional" structure in the 1920s: Du Pont, General Motors, Standard Oil, and Sears.
II. In the 1800s, railroads developed more complex administrative hierarchies of field units, departments, and central offices to manage growth. Later, other industries integrated vertically through acquisitions or consolidation, but lacked strong administrative structures.
III. By the 1920s, centralized functional departments had become standard, but lacked flexibility. The four pioneering companies responded to new strategies of diversification and global expansion by decentralizing into product/regional divisions
The document provides an overview of corporate strategy and strategic management. It defines strategy as an action plan to achieve objectives. Strategic management involves analyzing the environment, choosing strategies, and implementing plans. There are three levels of strategy: corporate strategy deals with resource allocation among divisions, business strategy concerns competitive position, and operational strategy focuses on specific functions. While formal strategic planning systems provide structure, the environment's volatility and strategies from different levels require more flexible approaches. Strategic decisions consider long-term environmental factors, resource allocations, and implications across functions, while tactical decisions are shorter-term. The strategic management process involves analysis, choice of strategies, and implementation.
Planning is the fundamental management function that involves deciding objectives and developing courses of action to achieve objectives. It helps organizations prepare for the future. There are three types of planning: strategic planning sets long-term goals, tactical planning supports strategic plans at lower levels, and operational planning focuses on day-to-day procedures. The planning process involves establishing objectives, identifying alternatives, evaluating alternatives, selecting plans, formulating supporting plans, and establishing activity sequences. Barriers to effective planning include lack of leadership, excessive distractions, lack of proper systems, limited resources, and inadequate funding. Forecasting uses past and present data to predict future economic conditions and helps businesses plan for uncertainty.
Strategic management involves four key components: environmental scanning, strategy formulation, strategy implementation, and evaluation and control. The process begins with assessing internal and external factors, then formulating objectives and strategies. Implementation involves developing programs, budgets, and procedures. Finally, performance is monitored and strategies are adapted based on evaluation. The overall process aims to determine the organization's long-term path and manage change.
The document provides an overview of key concepts in strategic management including:
1. Strategic management involves formulating, implementing, and evaluating cross-functional decisions to achieve organizational objectives.
2. The strategic management process includes assessing external opportunities/threats and internal strengths/weaknesses to develop long-term objectives and strategies.
3. Implementing, evaluating, and updating strategies is critical for organizations to adapt to changing conditions and gain sustained competitive advantages.
The document provides an overview of organizing as a management function. It discusses key concepts related to organizing such as formal and informal organization, organization charts, different types of organization structures including functional, divisional, team, matrix, and learning structures. The purposes and importance of organizational design are explained. Specifically, the document discusses how organizational design involves decisions around work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. Advantages and disadvantages of different organizational structures such as tall vs flat structures are also compared.
The document provides an overview of strategic management including definitions, comparison of strategic, tactical and operational levels, types of policies, and the strategic management process. It defines strategic management as the art and science of formulating, implementing, and evaluating cross-functional decisions to enable an organization to achieve its objectives. The strategic management process involves vision and mission formulation, objective setting, strategy development, implementation, and performance evaluation. It aims to create value through exploiting core competencies and achieving synergy.
I. This book analyzes the evolution of organizational structures in large US companies from the 1800s to 1960. It focuses on four major companies that pioneered the "multidivisional" structure in the 1920s: Du Pont, General Motors, Standard Oil, and Sears.
II. In the 1800s, railroads developed more complex administrative hierarchies of field units, departments, and central offices to manage growth. Later, other industries integrated vertically through acquisitions or consolidation, but lacked strong administrative structures.
III. By the 1920s, centralized functional departments had become standard, but lacked flexibility. The four pioneering companies responded to new strategies of diversification and global expansion by decentralizing into product/regional divisions
This presentation introduces departmentalization, which is the process of grouping jobs into departments. There are four main types of departmentalization: functional, product, customer, and location. Functional departmentalization groups activities by function, product departmentalization groups by product line, customer departmentalization groups by type of customer, and location departmentalization groups by geography. The presentation provides examples of each type and discusses other considerations for departmentalization, concluding that managers should understand the strengths and weaknesses of different approaches.
This document discusses strategic management. It outlines the learning objectives, which are to discuss strategic management, the role of corporate management, and evaluate students' knowledge. It then outlines the key topics to be covered, including strategic management process, role of governance and stakeholders. It defines strategic management and discusses the benefits. Key terms are defined, including competitive advantage, vision and mission statements, strengths and weaknesses. The three stages of the strategic management process are described: strategy formulation, implementation, and evaluation. Strategy activities are said to occur at three levels - corporate, divisional, and functional. Questions are provided to evaluate understanding of board of directors and top management.
This document outlines key concepts in organizational planning and strategy development. It discusses establishing organizational goals and linking them to plans at different levels (strategic, tactical, operational). Goals should be specific, measurable, and challenging to facilitate performance. Management by objectives (MBO) is described as a process for setting collaborative goals across all levels. Strategic management involves analyzing the environment through tools like SWOT and Porter's five forces to formulate and implement strategies that achieve goals and provide competitive advantage.
Mba iii (business policy and strategic analysis)Ankit Rautela
The document discusses business policy and strategic management. It provides definitions of business policy as the study of functions and responsibilities of senior management related to organizational problems affecting enterprise success. Strategic management is defined as the dynamic process of formulating, implementing, evaluating, and controlling strategies to achieve strategic intent. The strategic management process involves environmental scanning, strategy formulation, implementation, and evaluation and control in an ongoing cycle.
In this lesson you learned about the three fundamental areas of executing strategy. You learned that reviewing Value chain activities, Marshalling resources and Managing change are the main components to effectively put Strategy Into Action.
This document outlines the course content for a Principles of Management lecture series. It covers 16 weeks of material organized around the four main management functions of planning, organizing, leading, and controlling. Specific topics to be discussed include organizational structure, motivation theories, change management, and strategic planning. The lectures will be supplemented with assignments, quizzes, and a term project. Managerial roles and the knowledge and skills required for effective management are also introduced.
Management involves planning, organizing, leading, and controlling individuals and resources to achieve organizational goals. It is a process of designing and maintaining an environment where people can work together efficiently. The key functions of management are planning, which involves setting goals and strategies; organizing, which involves structuring work and allocating resources; leading, which involves motivating and inspiring people; and controlling, which involves monitoring performance and taking corrective actions. Effective management requires balancing efficiency in the use of limited resources with achieving organizational objectives.
The document discusses key concepts related to strategy and strategic management. It defines strategy as a plan or course of action related to pursuing organizational goals and objectives. Strategic management is described as a process directed by top management to determine long-term goals and ensure decisions align the organization with its environment. The strategic management process involves environmental scanning, strategy formulation, implementation, and evaluation.
The balanced scorecard is a strategic management system that supplements traditional financial measures with non-financial metrics related to customers, internal business processes, and learning and growth. It allows companies to track both financial performance and progress on capabilities needed for future growth. When used as the foundation of a company's management system, the balanced scorecard addresses the limitation of traditional systems in linking long-term strategy to short-term actions through four new management processes: translating the vision, communicating/linking objectives, integrated business planning, and feedback/learning.
Media management is seen as a business administration discipline that identifies and describes strategic and operational phenomena and problems in the leadership of media enterprises. Media management contains the functions strategic management, procurement management, production management, organizational management and marketing of media enterprises
The document discusses various aspects of strategy implementation including:
1. It outlines the pyramid of strategy implementation from strategies down to policies, procedures, rules and regulations.
2. It describes different types of organizational structures that can be used for structural implementation such as functional, divisional, strategic business unit (SBU), matrix, and network structures.
3. It discusses several issues that are important for effective strategy implementation, including leadership, corporate culture, corporate politics and power, personal values and business ethics, and social responsibility.
This document provides an overview of organizing concepts for an MBA course. It discusses topics like organization structure, departmentation, span of control, centralization vs decentralization, and delegation of authority. It also covers staffing functions such as recruitment, selection, training, and performance appraisal. Diagrams and examples are provided to illustrate concepts like narrow vs wide span of control and different types of organization structures.
This document provides a summary of the book "The Essentials of Strategic Management" by David Hunger and Thomas Wheelen. It discusses key concepts in strategic management including environmental scanning, strategy formation, implementation, and evaluation. Some of the main topics covered include Michael Porter's industry analysis framework, strategic decision making models, the evolution of strategic management, and the importance of organizations becoming learning entities. The review provides an overview of the essential elements and processes in strategic management discussed in the source book.
STRATEGIC MANAGEMENT CH 7 : IMPLEMENTING STRATEGIES-MANAGEMENT AND OPERATIONS...astridatmalem
This chapter discusses strategy implementation and contrasts it with strategy formulation. Strategy implementation requires operational coordination across many individuals, focusing on efficiency. It involves altering structures, processes, and incentives to support new strategies. Annual objectives are important for allocating resources, evaluating managers, and monitoring progress. Organizational structure must match strategy to enable implementation. Restructuring changes ownership priorities while reengineering changes processes. Performance must be linked to strategies through compensation. Managing resistance to change is key to implementation. Culture influences implementation and must sometimes be modified to support new strategies. Production/operations decisions are important to consider. Employee stock ownership can motivate implementation.
This paper discusses organizational and resource dimensions as basis for strategic control in strategy implementation. It defines and describes the often neglected but dynamic, iterative and complex nature of implementation process in the difficult terrain of actualizing organizational goals. Literature in organizational and management studies often under conceptualizes implementation as plain execution process with implications for inadequacy in strategic context. However, theories of organization, resource management and strategy implementation project an integrative framework for hierarchical and managerial decisions and actions. The paper investigates existing literature deficit and contributes to enhancing the strategic aptitude of middle and higher executives or commanding officers in handling organizational and resource dimensions in implementation as source for strategic control. A simulation exercise is designed for Course Participants to practice on the application of strategy implementation in real world inter-agency challenges.
The document discusses various concepts related to organizing, including:
1. Definitions of organization, organizing process, and its key steps like determining objectives, enumerating activities, classifying activities, assigning duties, and delegating authority.
2. Principles of organization like division of work, attention to objectives, span of management, and flexibility. It also discusses departmentation, authority, responsibility, accountability, and span of control.
3. Bureaucratic management and adhocracy forms of organization structures.
Operations management plays a strategic role in organizations in three key ways:
1. An organization's operations are responsible for enacting its strategy on a daily basis through the myriad of activities within the operations function.
2. The operations performance objectives of cost, quality, speed, dependability, and flexibility enable organizations to pursue different competitive strategies.
3. There is a debate around whether organizations must trade-off between operations objectives or can achieve excellence in multiple objectives through developing capabilities in a certain sequence, but either way operations strategy should prioritize key objectives to guide operations.
The document discusses various aspects of planning in organizations, including:
- The benefits and costs of planning
- Top-down vs bottom-up planning approaches
- Strategic, operational, and individual planning
- Management by objectives and the balanced scorecard
- Contingency planning and how IT has affected planning
- Common barriers to planning and how to overcome them
The document discusses various aspects of planning in organizations, including the benefits and costs of planning, different types of planning (strategic, operational, individual), barriers to planning, and ways to improve planning. It defines key planning concepts like management by objectives and the balanced scorecard. Top-down and bottom-up planning approaches are compared. The impact of information technology on planning is also addressed.
12 Implementation, Evaluation, and ControliStockThinkstoc.docxdrennanmicah
12 Implementation, Evaluation, and Control
iStock/Thinkstock
It is a bad plan that admits of no modification.
—Publilius Syrus
Maxim 469
Learning Objectives
After reading this chapter, you should be able to do the following:
• List the four types of implementation skills that are necessary to successfully translate a strategic goal into
implemented activities.
• Identify six forces that can affect or cause resistance to change and innovation in a healthcare setting.
• Explain the roles played by people, systems, corporate cultures, and organizational structures in success-
fully organizing for the implementation of an organization’s strategy.
• Describe the relationship between planning and control in the planning process.
• Discuss the use of the balanced scorecard approach to performance evaluation, and identify the four key
control areas for performance evaluation.
Section 12.1Implementation
Introduction
This chapter focuses on the processes for creating and evaluating the activities that are
necessary to implement both the strategic and marketing plans. Through the implementa-
tion process, employees are assigned tasks and given the authority and resources needed
to create the activities that bring the plans to life. Plans are written documents that specify
what the organization wants to accomplish in the future; the tasks carried out by the orga-
nization’s managers and staff turn those plans into reality. The evaluation and control of the
plans involve determining whether objectives are being accomplished and taking the actions
needed to align results with objectives. Evaluation involves comparing actual results to objec-
tives and analyzing differences. Control refers to decisions or actions taken by management
to bring results into alignment with objectives.
12.1 Implementation
A classic Harvard Business Review article carried the title “Hustle as Strategy”—the point
being that more is gained from a good strategy with great implementation than from a great
strategy with good implementation (Bhide, 1986). “Hustle,” or implementation, can make or
break a company in many marketing situations. The firm that achieves excellence in the skills
needed for implementing a marketing plan may be achieving a competitive advantage that
perhaps has eluded it in the strategy development stage of the planning process. However,
excellent implementation of a poorly conceived strategy is akin to great advertising of a ter-
rible product—the disaster occurs much sooner than if the excellence was not there! Thus,
successful organizations have found ways to be good at both the development and implemen-
tation of marketing plans.
Implementation Skills
To this point of the textbook, the emphasis has been on developing plans that focus on deliv-
ering patient value at a competitive advantage. The goal is the desire to consider the impact
of actions on the long-term as well as the short-term welfare of patients and society .
12 Implementation, Evaluation, and ControliStockThinkstoc.docxnovabroom
12 Implementation, Evaluation, and Control
iStock/Thinkstock
It is a bad plan that admits of no modification.
—Publilius Syrus
Maxim 469
Learning Objectives
After reading this chapter, you should be able to do the following:
• List the four types of implementation skills that are necessary to successfully translate a strategic goal into
implemented activities.
• Identify six forces that can affect or cause resistance to change and innovation in a healthcare setting.
• Explain the roles played by people, systems, corporate cultures, and organizational structures in success-
fully organizing for the implementation of an organization’s strategy.
• Describe the relationship between planning and control in the planning process.
• Discuss the use of the balanced scorecard approach to performance evaluation, and identify the four key
control areas for performance evaluation.
Section 12.1Implementation
Introduction
This chapter focuses on the processes for creating and evaluating the activities that are
necessary to implement both the strategic and marketing plans. Through the implementa-
tion process, employees are assigned tasks and given the authority and resources needed
to create the activities that bring the plans to life. Plans are written documents that specify
what the organization wants to accomplish in the future; the tasks carried out by the orga-
nization’s managers and staff turn those plans into reality. The evaluation and control of the
plans involve determining whether objectives are being accomplished and taking the actions
needed to align results with objectives. Evaluation involves comparing actual results to objec-
tives and analyzing differences. Control refers to decisions or actions taken by management
to bring results into alignment with objectives.
12.1 Implementation
A classic Harvard Business Review article carried the title “Hustle as Strategy”—the point
being that more is gained from a good strategy with great implementation than from a great
strategy with good implementation (Bhide, 1986). “Hustle,” or implementation, can make or
break a company in many marketing situations. The firm that achieves excellence in the skills
needed for implementing a marketing plan may be achieving a competitive advantage that
perhaps has eluded it in the strategy development stage of the planning process. However,
excellent implementation of a poorly conceived strategy is akin to great advertising of a ter-
rible product—the disaster occurs much sooner than if the excellence was not there! Thus,
successful organizations have found ways to be good at both the development and implemen-
tation of marketing plans.
Implementation Skills
To this point of the textbook, the emphasis has been on developing plans that focus on deliv-
ering patient value at a competitive advantage. The goal is the desire to consider the impact
of actions on the long-term as well as the short-term welfare of patients and society .
This presentation introduces departmentalization, which is the process of grouping jobs into departments. There are four main types of departmentalization: functional, product, customer, and location. Functional departmentalization groups activities by function, product departmentalization groups by product line, customer departmentalization groups by type of customer, and location departmentalization groups by geography. The presentation provides examples of each type and discusses other considerations for departmentalization, concluding that managers should understand the strengths and weaknesses of different approaches.
This document discusses strategic management. It outlines the learning objectives, which are to discuss strategic management, the role of corporate management, and evaluate students' knowledge. It then outlines the key topics to be covered, including strategic management process, role of governance and stakeholders. It defines strategic management and discusses the benefits. Key terms are defined, including competitive advantage, vision and mission statements, strengths and weaknesses. The three stages of the strategic management process are described: strategy formulation, implementation, and evaluation. Strategy activities are said to occur at three levels - corporate, divisional, and functional. Questions are provided to evaluate understanding of board of directors and top management.
This document outlines key concepts in organizational planning and strategy development. It discusses establishing organizational goals and linking them to plans at different levels (strategic, tactical, operational). Goals should be specific, measurable, and challenging to facilitate performance. Management by objectives (MBO) is described as a process for setting collaborative goals across all levels. Strategic management involves analyzing the environment through tools like SWOT and Porter's five forces to formulate and implement strategies that achieve goals and provide competitive advantage.
Mba iii (business policy and strategic analysis)Ankit Rautela
The document discusses business policy and strategic management. It provides definitions of business policy as the study of functions and responsibilities of senior management related to organizational problems affecting enterprise success. Strategic management is defined as the dynamic process of formulating, implementing, evaluating, and controlling strategies to achieve strategic intent. The strategic management process involves environmental scanning, strategy formulation, implementation, and evaluation and control in an ongoing cycle.
In this lesson you learned about the three fundamental areas of executing strategy. You learned that reviewing Value chain activities, Marshalling resources and Managing change are the main components to effectively put Strategy Into Action.
This document outlines the course content for a Principles of Management lecture series. It covers 16 weeks of material organized around the four main management functions of planning, organizing, leading, and controlling. Specific topics to be discussed include organizational structure, motivation theories, change management, and strategic planning. The lectures will be supplemented with assignments, quizzes, and a term project. Managerial roles and the knowledge and skills required for effective management are also introduced.
Management involves planning, organizing, leading, and controlling individuals and resources to achieve organizational goals. It is a process of designing and maintaining an environment where people can work together efficiently. The key functions of management are planning, which involves setting goals and strategies; organizing, which involves structuring work and allocating resources; leading, which involves motivating and inspiring people; and controlling, which involves monitoring performance and taking corrective actions. Effective management requires balancing efficiency in the use of limited resources with achieving organizational objectives.
The document discusses key concepts related to strategy and strategic management. It defines strategy as a plan or course of action related to pursuing organizational goals and objectives. Strategic management is described as a process directed by top management to determine long-term goals and ensure decisions align the organization with its environment. The strategic management process involves environmental scanning, strategy formulation, implementation, and evaluation.
The balanced scorecard is a strategic management system that supplements traditional financial measures with non-financial metrics related to customers, internal business processes, and learning and growth. It allows companies to track both financial performance and progress on capabilities needed for future growth. When used as the foundation of a company's management system, the balanced scorecard addresses the limitation of traditional systems in linking long-term strategy to short-term actions through four new management processes: translating the vision, communicating/linking objectives, integrated business planning, and feedback/learning.
Media management is seen as a business administration discipline that identifies and describes strategic and operational phenomena and problems in the leadership of media enterprises. Media management contains the functions strategic management, procurement management, production management, organizational management and marketing of media enterprises
The document discusses various aspects of strategy implementation including:
1. It outlines the pyramid of strategy implementation from strategies down to policies, procedures, rules and regulations.
2. It describes different types of organizational structures that can be used for structural implementation such as functional, divisional, strategic business unit (SBU), matrix, and network structures.
3. It discusses several issues that are important for effective strategy implementation, including leadership, corporate culture, corporate politics and power, personal values and business ethics, and social responsibility.
This document provides an overview of organizing concepts for an MBA course. It discusses topics like organization structure, departmentation, span of control, centralization vs decentralization, and delegation of authority. It also covers staffing functions such as recruitment, selection, training, and performance appraisal. Diagrams and examples are provided to illustrate concepts like narrow vs wide span of control and different types of organization structures.
This document provides a summary of the book "The Essentials of Strategic Management" by David Hunger and Thomas Wheelen. It discusses key concepts in strategic management including environmental scanning, strategy formation, implementation, and evaluation. Some of the main topics covered include Michael Porter's industry analysis framework, strategic decision making models, the evolution of strategic management, and the importance of organizations becoming learning entities. The review provides an overview of the essential elements and processes in strategic management discussed in the source book.
STRATEGIC MANAGEMENT CH 7 : IMPLEMENTING STRATEGIES-MANAGEMENT AND OPERATIONS...astridatmalem
This chapter discusses strategy implementation and contrasts it with strategy formulation. Strategy implementation requires operational coordination across many individuals, focusing on efficiency. It involves altering structures, processes, and incentives to support new strategies. Annual objectives are important for allocating resources, evaluating managers, and monitoring progress. Organizational structure must match strategy to enable implementation. Restructuring changes ownership priorities while reengineering changes processes. Performance must be linked to strategies through compensation. Managing resistance to change is key to implementation. Culture influences implementation and must sometimes be modified to support new strategies. Production/operations decisions are important to consider. Employee stock ownership can motivate implementation.
This paper discusses organizational and resource dimensions as basis for strategic control in strategy implementation. It defines and describes the often neglected but dynamic, iterative and complex nature of implementation process in the difficult terrain of actualizing organizational goals. Literature in organizational and management studies often under conceptualizes implementation as plain execution process with implications for inadequacy in strategic context. However, theories of organization, resource management and strategy implementation project an integrative framework for hierarchical and managerial decisions and actions. The paper investigates existing literature deficit and contributes to enhancing the strategic aptitude of middle and higher executives or commanding officers in handling organizational and resource dimensions in implementation as source for strategic control. A simulation exercise is designed for Course Participants to practice on the application of strategy implementation in real world inter-agency challenges.
The document discusses various concepts related to organizing, including:
1. Definitions of organization, organizing process, and its key steps like determining objectives, enumerating activities, classifying activities, assigning duties, and delegating authority.
2. Principles of organization like division of work, attention to objectives, span of management, and flexibility. It also discusses departmentation, authority, responsibility, accountability, and span of control.
3. Bureaucratic management and adhocracy forms of organization structures.
Operations management plays a strategic role in organizations in three key ways:
1. An organization's operations are responsible for enacting its strategy on a daily basis through the myriad of activities within the operations function.
2. The operations performance objectives of cost, quality, speed, dependability, and flexibility enable organizations to pursue different competitive strategies.
3. There is a debate around whether organizations must trade-off between operations objectives or can achieve excellence in multiple objectives through developing capabilities in a certain sequence, but either way operations strategy should prioritize key objectives to guide operations.
The document discusses various aspects of planning in organizations, including:
- The benefits and costs of planning
- Top-down vs bottom-up planning approaches
- Strategic, operational, and individual planning
- Management by objectives and the balanced scorecard
- Contingency planning and how IT has affected planning
- Common barriers to planning and how to overcome them
The document discusses various aspects of planning in organizations, including the benefits and costs of planning, different types of planning (strategic, operational, individual), barriers to planning, and ways to improve planning. It defines key planning concepts like management by objectives and the balanced scorecard. Top-down and bottom-up planning approaches are compared. The impact of information technology on planning is also addressed.
12 Implementation, Evaluation, and ControliStockThinkstoc.docxdrennanmicah
12 Implementation, Evaluation, and Control
iStock/Thinkstock
It is a bad plan that admits of no modification.
—Publilius Syrus
Maxim 469
Learning Objectives
After reading this chapter, you should be able to do the following:
• List the four types of implementation skills that are necessary to successfully translate a strategic goal into
implemented activities.
• Identify six forces that can affect or cause resistance to change and innovation in a healthcare setting.
• Explain the roles played by people, systems, corporate cultures, and organizational structures in success-
fully organizing for the implementation of an organization’s strategy.
• Describe the relationship between planning and control in the planning process.
• Discuss the use of the balanced scorecard approach to performance evaluation, and identify the four key
control areas for performance evaluation.
Section 12.1Implementation
Introduction
This chapter focuses on the processes for creating and evaluating the activities that are
necessary to implement both the strategic and marketing plans. Through the implementa-
tion process, employees are assigned tasks and given the authority and resources needed
to create the activities that bring the plans to life. Plans are written documents that specify
what the organization wants to accomplish in the future; the tasks carried out by the orga-
nization’s managers and staff turn those plans into reality. The evaluation and control of the
plans involve determining whether objectives are being accomplished and taking the actions
needed to align results with objectives. Evaluation involves comparing actual results to objec-
tives and analyzing differences. Control refers to decisions or actions taken by management
to bring results into alignment with objectives.
12.1 Implementation
A classic Harvard Business Review article carried the title “Hustle as Strategy”—the point
being that more is gained from a good strategy with great implementation than from a great
strategy with good implementation (Bhide, 1986). “Hustle,” or implementation, can make or
break a company in many marketing situations. The firm that achieves excellence in the skills
needed for implementing a marketing plan may be achieving a competitive advantage that
perhaps has eluded it in the strategy development stage of the planning process. However,
excellent implementation of a poorly conceived strategy is akin to great advertising of a ter-
rible product—the disaster occurs much sooner than if the excellence was not there! Thus,
successful organizations have found ways to be good at both the development and implemen-
tation of marketing plans.
Implementation Skills
To this point of the textbook, the emphasis has been on developing plans that focus on deliv-
ering patient value at a competitive advantage. The goal is the desire to consider the impact
of actions on the long-term as well as the short-term welfare of patients and society .
12 Implementation, Evaluation, and ControliStockThinkstoc.docxnovabroom
12 Implementation, Evaluation, and Control
iStock/Thinkstock
It is a bad plan that admits of no modification.
—Publilius Syrus
Maxim 469
Learning Objectives
After reading this chapter, you should be able to do the following:
• List the four types of implementation skills that are necessary to successfully translate a strategic goal into
implemented activities.
• Identify six forces that can affect or cause resistance to change and innovation in a healthcare setting.
• Explain the roles played by people, systems, corporate cultures, and organizational structures in success-
fully organizing for the implementation of an organization’s strategy.
• Describe the relationship between planning and control in the planning process.
• Discuss the use of the balanced scorecard approach to performance evaluation, and identify the four key
control areas for performance evaluation.
Section 12.1Implementation
Introduction
This chapter focuses on the processes for creating and evaluating the activities that are
necessary to implement both the strategic and marketing plans. Through the implementa-
tion process, employees are assigned tasks and given the authority and resources needed
to create the activities that bring the plans to life. Plans are written documents that specify
what the organization wants to accomplish in the future; the tasks carried out by the orga-
nization’s managers and staff turn those plans into reality. The evaluation and control of the
plans involve determining whether objectives are being accomplished and taking the actions
needed to align results with objectives. Evaluation involves comparing actual results to objec-
tives and analyzing differences. Control refers to decisions or actions taken by management
to bring results into alignment with objectives.
12.1 Implementation
A classic Harvard Business Review article carried the title “Hustle as Strategy”—the point
being that more is gained from a good strategy with great implementation than from a great
strategy with good implementation (Bhide, 1986). “Hustle,” or implementation, can make or
break a company in many marketing situations. The firm that achieves excellence in the skills
needed for implementing a marketing plan may be achieving a competitive advantage that
perhaps has eluded it in the strategy development stage of the planning process. However,
excellent implementation of a poorly conceived strategy is akin to great advertising of a ter-
rible product—the disaster occurs much sooner than if the excellence was not there! Thus,
successful organizations have found ways to be good at both the development and implemen-
tation of marketing plans.
Implementation Skills
To this point of the textbook, the emphasis has been on developing plans that focus on deliv-
ering patient value at a competitive advantage. The goal is the desire to consider the impact
of actions on the long-term as well as the short-term welfare of patients and society .
Management involves strategic planning, setting objectives, allocating resources, and measuring results. The four main functions of management are planning, organizing, leading, and controlling. Planning involves setting objectives and determining how to achieve them. Organizing involves developing an organizational structure and allocating human resources. Leading involves inspiring others to work towards objectives. Controlling ensures performance meets standards and takes corrective actions when needed. Management occurs at three levels - top level sets long term goals, middle level focuses on tactical planning, and lower level oversees day-to-day operations.
Week 1 Mandatory ResourcesEnvironmental factors to achieve stra.docxcelenarouzie
Week 1 Mandatory Resources/Environmental factors to achieve strategic objectives in companies.pdf
Bulletin of the Transilvania University of Braşov • Vol. 3 (52) - 2010
Series V: Economic Sciences
ENVIRONMENT FACTORS TO ACHIEVE
STRATEGIC OBJECTIVES IN COMPANIES
Lucian GUGA
1
Abstract: Strategic management begins with an evaluation of the
organization’s mission, goals, and strategy. This is followed by situation analysis
(sometimes called SWOT analysis) which examines opportunities and threats in
the external environment as well as strengths and weaknesses within the
organization. Situation analysis leads to the formulation of explicit strategic
plans, which then must be implemented.
This planning usually takes place in for-profit business organizations and
pertains to competitive actions on the market. Although some companies hire
strategic planning experts, the responsibility for strategic planning rests with line
managers. Seniors executives of companies want middle and lower-level line
managers to think strategically. Strategic thinking means to take the long-term
view and to see the big picture, including the organization and the competitive
environment and consider how they fit together. Understanding the strategy
concept, the levels of strategy, and strategy formulations versus implementation
is an important start towards strategic thinking.
Key words: strategic management, corporate - level strategy, business - level
strategy, functional - level strategy, situation analysis, departmentalization,
innovation and change.
1
Department of Management and Economic Informatics, Transilvania University of Braşov
1. Introduction
For the existing business to be capable of
innovation, it has to create a structure that
allows people to be entrepreneurial… This
means, first of all, that the entrepreneurial,
the new entity, has to be organized
separately from the old, existing one.
Whenever we have tried to make an
existing entity the carrier of the
entrepreneurial project, we failed. A
separate entity must be created, different
from the mainstream of the organization
that is responsible for developing and
initiating innovations. Allocation fund
providing resources from which
individuals and groups design and develop
new ideas, products, or businesses.
2. Overview Concepts of Strategic
Management
Strategic management begins with an
evaluation of the organization’s mission,
goals, and strategy. This is followed by
situation analysis (sometimes called
SWOT analysis) which examines
opportunities and threats in the external
environment as well as strengths and
weaknesses within the organization.
Situation analysis leads to the formulation
of explicit strategic plans, which then must
be implemented.
Bulletin of the Transilvania University of Braşov • Vol. 3 (52) - 2010 • Series V
1.
This document discusses strategic management and business policy. It begins by defining strategic management as the art and science of formulating, implementing, and evaluating cross-functional decisions to achieve organizational objectives. It then discusses the nature, characteristics, and features of strategic management, including that it involves a long time perspective, is an intellectual process, has wide ramifications, and is a continuing dynamic social process. The document goes on to discuss the importance and relevance of strategic management, including its financial and non-financial benefits. It closes by emphasizing the importance of effective strategic management for business success.
The document discusses organizational structure and organization design. It describes four common types of organizational structures - functional, divisional, flatarchy, and matrix. It also lists some benefits and drawbacks of organization design. Finally, it discusses three common triggers for organization design changes: external or internal changes impacting the business, setting new strategies or goals, and an existing design no longer working effectively.
The role of strategic direction in organization designRajamani5373
The document discusses organizational design, which is a methodology that identifies dysfunctional aspects of workflows, procedures, structures and systems within an organization. It then realigns these aspects to fit current business goals and develops plans to implement new changes. The process focuses on improving both technical and human aspects of the business. It consists of chartering the design process, assessing the current state, and designing the new organization.
Planning and cybernetic controls are important elements of management control systems. Planning controls include long-range planning with a strategic focus of 3-5 years and action planning with a tactical focus of 1 year or less. Budgeting is a key component of planning controls as it quantifies goals and allows for performance evaluation. Cybernetic controls use feedback loops of measuring performance against standards to modify systems and drive performance. Common cybernetic controls include budgets, financial and non-financial metrics, and hybrid systems that use both. Effective planning and control systems help organizations achieve goals in a proactive manner.
Strategic planning establishes an organization's direction and goals. Two common models are issue-based planning, which analyzes strengths, weaknesses, opportunities and threats, and alignment planning, which ensures activities align with the mission and vision. A key challenge is employee resistance to change from lack of communication about why changes are needed. Strategic spreadsheet planning can help by identifying issues, solutions, stakeholders, and roles to facilitate implementation while minimizing fears and uncertainties through communication. Training, workshops and benchmarking can also help create a learning environment.
The document discusses several aspects of strategic management including activating strategies, measurement, reporting, implementation, barriers, and structural considerations. Activating strategies involves institutionalizing the strategy and translating objectives. Measurement and reporting are challenges due to objectivity and presenting results. Implementation requires developing an organization, allocating resources, and linking rewards to goals. Barriers prevent strategic evaluation. Structural considerations for implementation include configuring hierarchies, identifying core competencies, establishing processes, authority levels, and developing partnerships.
The document discusses several aspects of strategic management including activating strategies, measurement, reporting, implementation, barriers, and structural considerations. Activating strategies involves institutionalizing the strategy and translating objectives. Measurement and reporting are challenges due to objectively assessing concepts like opinions. Implementation requires developing an organization to carry out the strategy, allocating resources, and using strategic leadership. Barriers to evaluation include needing corrective action if standards are not met and lack of cooperation. There are three models of strategy: linear which focuses on planning, adaptive which changes in response to the environment, and interpretive which emphasizes interpretation and responses. Structural considerations for implementation include structuring work, aligning functions, establishing authority, developing partnerships, and fostering cooperation.
The document discusses different types of organizational structures and designs. It defines key concepts like organizational structure, departmentalization, chain of command, centralization, and decentralization. It describes traditional structures like simple and functional structures as well as contemporary structures like team, matrix, and boundaryless organizations. Contingency factors that influence structural decisions are strategy, size, technology, and environmental uncertainty. The optimal structure depends on these contingency factors and the organization's goals.
THE P-O-L-C FRAMEWORK OF MANAGEMENT.pptxMayegaRodney
The document discusses the P-O-L-C (planning-organizing-leading-controlling) framework of management. It describes each component of the framework:
- Planning involves setting objectives, determining courses of action, and making decisions.
- Organizing develops the organizational structure and allocates human resources. It includes organizational and job design.
- Leading uses influence to inspire others through understanding personalities, motivating, and communicating effectively.
- Controlling establishes performance standards, compares actual performance to standards, and takes corrective action when needed.
The framework provides a useful way to classify management activities, though it may not fully depict all managers' daily tasks.
Strategic planning process and the role of hrwilliamwachira
Strategic planning is a long-term process that helps organizations define goals and plans to achieve them. It involves analyzing internal strengths and weaknesses as well as external opportunities and threats. The strategic planning process consists of four main stages: formulation, development, implementation, and evaluation. In the formulation stage, organizations develop vision, mission and value statements. In the development stage, goals are established and strategies created after analyzing internal and external factors. In the implementation stage, action plans are made and resources allocated. Finally, in the evaluation stage, performance is assessed and strategies modified if needed to ensure goals are met.
A guide to strategic human resource planningwilliamwachira
The document provides a guide to developing a strategic human resource plan with 6 key steps: 1) setting strategic direction, 2) designing HR systems, 3) workforce planning, 4) generating human resources, 5) investing in development, and 6) assessing performance. It emphasizes aligning HR with organizational goals and strategies, determining workforce needs, developing policies and practices to meet those needs, and evaluating outcomes through metrics. The guide stresses integrating HR throughout the organization to effectively support its strategic objectives.
Strategy involves determining long-term goals and objectives and adopting plans to achieve them. There are three levels of strategy: corporate, business unit, and functional. Corporate strategy focuses on selecting business portfolios and coordinating them. Business unit strategy develops competitive advantages for specific goods/services. Functional strategy coordinates resources to efficiently execute higher-level strategies. Strategic management is the process of formulating, implementing, and evaluating cross-functional decisions to achieve objectives. It involves environmental scanning, strategy formulation, implementation through programs and budgets, and feedback.
Here are the key points about transformational leadership:
- Transformational leaders inspire and motivate followers through their charisma, passion and vision. They energize followers to achieve extraordinary outcomes.
- They focus on developing followers to their fullest potential by acting as coaches and mentors. They treat each follower as an individual and understand their strengths, weaknesses, needs, and motivations.
- They stimulate followers intellectually and get them to look at problems from new perspectives. They encourage creativity and innovation.
- They articulate an appealing vision of the future that inspires enthusiasm and commitment. The vision provides meaning and challenges to the work of followers.
- They build trust and respect among followers through their integrity,
Functions of management, Planning, Types of plan, Hierarchy of plans, Planning premises, types of plan, planning process, Organizing, Organisation structure, types of organisation structure, Principles of Organising, span of control, line and staff functions and conflicts, centralization, decentralization, delegation, staffing, manpower planning, recruitment, selection and placement, induction,training,directing, principles of direction, coordination, controlling.
Similar to Adherents to the process approach have altered and elaborated on fayol (20)
Adani Group's Active Interest In Increasing Its Presence in the Cement Manufa...Adani case
Time and again, the business group has taken up new business ventures, each of which has allowed it to expand its horizons further and reach new heights. Even amidst the Adani CBI Investigation, the firm has always focused on improving its cement business.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Final ank Satta Matka Dpbos Final ank Satta Matta Matka 143 Kalyan Matka Guessing Final Matka Final ank Today Matka 420 Satta Batta Satta 143 Kalyan Chart Main Bazar Chart vip Matka Guessing Dpboss 143 Guessing Kalyan night
Best Competitive Marble Pricing in Dubai - ☎ 9928909666Stone Art Hub
Stone Art Hub offers the best competitive Marble Pricing in Dubai, ensuring affordability without compromising quality. With a wide range of exquisite marble options to choose from, you can enhance your spaces with elegance and sophistication. For inquiries or orders, contact us at ☎ 9928909666. Experience luxury at unbeatable prices.
Enhancing Adoption of AI in Agri-food: IntroductionCor Verdouw
Introduction to the Panel on: Pathways and Challenges: AI-Driven Technology in Agri-Food, AI4Food, University of Guelph
“Enhancing Adoption of AI in Agri-food: a Path Forward”, 18 June 2024
AI Transformation Playbook: Thinking AI-First for Your BusinessArijit Dutta
I dive into how businesses can stay competitive by integrating AI into their core processes. From identifying the right approach to building collaborative teams and recognizing common pitfalls, this guide has got you covered. AI transformation is a journey, and this playbook is here to help you navigate it successfully.
During the budget session of 2024-25, the finance minister, Nirmala Sitharaman, introduced the “solar Rooftop scheme,” also known as “PM Surya Ghar Muft Bijli Yojana.” It is a subsidy offered to those who wish to put up solar panels in their homes using domestic power systems. Additionally, adopting photovoltaic technology at home allows you to lower your monthly electricity expenses. Today in this blog we will talk all about what is the PM Surya Ghar Muft Bijli Yojana. How does it work? Who is eligible for this yojana and all the other things related to this scheme?
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Adherents to the process approach have altered and elaborated on fayol
1. Adherents to the process approach have altered and elaborated on Fayol's original functions, usually
in an attempt to incorporate behaviorist philosophies. Management theorists commonly recognize
five management functions: planning, organizing, staffing, leading, and controlling. The five process
management functions are linked together by communication and decision-making activities
common to all of them.
PLANNING.
Planning is the development of specific strategies designed to achieve organizational goals. Forward-
looking managers use planning to develop strategies, policies, and methods for achieving company
objectives. Moreover, managers who rely on planning can anticipate problems before they even
arise and therefore can implement solutions quickly. In addition, planning serves as the foundation
for the other management functions—organizing, staffing, leading, and controlling—by providing
direction for a company; and increases a company's potential for success in accomplishing its goals.
Planning occurs at all three management levels: top, middle, and line. As indicated earlier, top
managers are charged with making long-term plans that define the mission and policies of the
organization while lower level managers implement them. In the planning process, top-level
managers concentrate on the questions of what and how much. Middle managers implement
mission and policy objectives, usually by focusing on the where and when. Finally, line managers
effect the specific plans of the middle managers by addressing the pressing questions of who and
how.
For example, top executives at a nail factory may decide that the company should become the most
productive, highest-quality, largest-volume producer in the world. Middle managers in the
production division may decide that accomplishment of this goal requires that over the next 12
months they cut costs by 20 percent, decrease flaws to. 01 percent, and increase capacity 40
percent. Likewise, managers in the marketing department may decide that they need to increase
sales by 80 percent during the next year. Finally, line managers would have to figure out how to
achieve those goals and who would do the actual work. They might increase bonuses for salespeople
who boosted volume, for instance, or lower profit margins (and prices) to increase sales. Or,
production line managers might implement a new quality management program and increase
investments in cost-saving automation.
Another way of viewing the planning process in an organization is by categorizing planning activities
as strategic (top management), tactical (middle), or operational (bottom). The overall process
usually entails at least six steps: setting goals, analyzing the external and internal environment to
identify problems and opportunities, identifying and evaluating alternatives, choosing a plan,
2. implementing the program, and controlling and judging the results of the implementation. Different
stages of the process should ideally overlap management hierarchies, thus fostering organizational
unity and informed planning.
In addition to the stages of the planning process and hierarchical responsibilities, most planning
activities and responsibilities can be categorized, according to Corporate Planning: An Executive
Viewpoint, into one of four planning roles: (1) resource allocation, (2) environmental adaptation, (3)
internal coordination, (4) and organizational strategic awareness. Resource allocation entails
decisions related to the distribution of funds, expertise, labor, and equipment. For instance, a chief
executive officer (CEO) might decide to not pay shareholder dividends as a way to increase funds for
new product development. Or, a production line manager may elect to shift laborers from one
product line to another to better match fluctuating output requirements.
Environmental adaptation planning activities are those that serve to improve the company's
relationship to its external environment, including such influences as governments, suppliers,
customers, and public opinion. These activities address problems and opportunities that arise from
such external factors. For example, gas station company managers that choose to attach point-of-
sale (credit card) machines to their pumps are reacting to a public demand for convenience.
Similarly, a CEO of a coal mining company might have to plan to reduce toxic emissions in an effort
to satisfy government regulators or to appease public sentiment.
Internal coordination planning activities are those that respond to internal influences. They
coordinate internal strengths and weaknesses in an effort to maximize profitability (in the case of
for-profit companies). Finally, planning activities categorized as organizational strategic awareness
strategies create systematic management development systems that allow an organization to
evaluate the effects of past plans.
In order to be effective, plans and goals developed and executed at any level will generally exhibit
basic characteristics. The plans should be specific and measurable, for example, meaning that they
will have definite goals that can be measured against definite results. Plans should also be time-
oriented, or should be devised with deadlines for accomplishing parts of the entire goal and a final
deadline for completion. Plans should also be attainable. Insufficient resources or impossible goals
can thwart motivation and result in underperformance. Finally, plans should be mutually supportive,
meaning that plans made in or for one part of an organization should complement other plans and
objectives.
ORGANIZING.
3. Organizing is the second major managerial function. It is the process of structuring a company's
resources—its personnel and materials—in a way that will allow it to achieve its objectives.
Specifically, organizing entails a fundamental three-step process: developing tasks, labor units, and
positions. First of all, managers must determine the exact actions that have to be taken to
implement plans and achieve objectives. Second, they must divide personnel into teams with areas
of responsibility. Third, managers must delegate authority and responsibility to individuals and
establish decision-making relationships. Once management accomplishes the first step, it can take a
number of different routes to organize teams and delegate authority. Most organizations are
arranged by either function or division.
The most common approach to organizing teams and delegating authority in organizations is by
function. Under the functional approach, activities are broken down into primary business functions,
such as finance, operations, and marketing. Within each major functional group are numerous
subfunctions. In the marketing division, for example, might be the sales and promotions
departments. The functional approach results in a comparatively efficient division of labor and an
authority hierarchy that is easy for workers to understand. It may lead, however, to internal rivalries
between departments or myopia because different divisions are not aware of the goals and actions
of other parts of the company.
In addition to functions, many companies are organized by division. There are several different
divisional approaches to structuring teams and delegating power to managers. For example, some
companies take a product line approach, whereby the company is broken down into different
product or service groups. For instance, an appliance producer may break its organization down into
dishwashers, clothes washers and dryers, and vacuum cleaners. Other companies might use a
customer approach—industrial products, consumer products, government products, etc. The
advantage of both approaches is that they allow managers and the entire company to be focused on
the product or customer rather than on support functions, such as marketing. This organizational
approach may result, however, in an inefficient division of labor (i.e., overlap) because each group is
forced to supply their own support functions.
Another common means of organizing a company by divisions is the geographic approach, whereby
activities or groups are divided by region. For instance, a multinational bank may have three major
divisions: North America, Asia, and Europe. Those divisions, then, might be divided into sub-regions,
such as northeast, south, and west. The geographic approach is often used by companies that
specialize in marketing, finance, or some other major business function and operate in a number of
different geographic areas. It allows flexibility in relation to different laws, exchange rates, and
cultures, and fosters a responsiveness to local markets not attainable under other divisional
approaches. The chief drawback of geographic organizations is that they can be relatively expensive
to maintain.
4. A less conventional and increasingly popular approach to structuring organizations is known as the
matrix system. In essence, a matrix system creates both functional and divisional groups to form
multidisciplinary, integrated teams that combine staff and line authority. The main advantage of the
matrix is that it reduces myopia in an organization, fosters cooperation, and promotes a free flow of
information. But the matrix approach may also create an ambiguous power structure and may have
limitations for many types of companies.
In addition to the basic structure, management authority and responsibility will also be dictated by
the level of centralization in a company. In general, companies with more centralized management
will be figuratively tall, meaning that power flows down through a chain of command. Decisions are
made by a few people and handed down to the masses. In contrast, decentralized, or flat,
organizations push management authority down. In flat organizations, many managers (and
subordinates) are empowered to independently make decisions within their area of expertise in the
company. Because of the trend toward flatter organizations during the 1980s and 1990s, traditional
middle levels of management have become obsolete in many companies. Effectively, all workers
become managers to some degree in the flattest organizations.
STAFFING.
Staffing, the third major organizational function, encompasses activities related to finding and
sustaining a labor force that is adequate to meet the organization's objectives. First, managers have
to determine exactly what their labor needs are and then go into the labor force to try and recruit
those skills and characteristics. Second, managers must train workers. Third, they have to devise a
method of compensating and evaluating performance that complements objectives. This includes
designing pay and benefits packages, conducting performance appraisals , and promoting
employees. Finally, managers usually must devise a system of firing ineffective employees or
reducing the workforce . In addition, management duties related to staffing often entail working
with organized labor unions and meeting federal and state regulations.
LEADING.
Leading, or motivating, is the fourth basic managerial function identified by the process approach to
management. It is defined as the act of guiding and influencing other people to achieve goals.
Leading involves leadership, communication, and motivation skills. In addition, the leadership role
for most managers entails four primary duties: educating, evaluating, counseling, and representing.
Educating includes teaching skills and showing workers how to function within the company and
how to perform their assigned tasks. They do so through both formal and informal means. Examples
5. of informal education are attitudes, work habits, and other behavior that sets an example for
subordinates to follow.
Evaluating activities that are part of a manager's leadership responsibilities include settling disputes,
creating and enforcing standards and policies, evaluating output, and dispensing rewards. In fact,
much of the respect and esteem that a manager gets from subordinates is contingent upon the
ability to evaluate effectively.
A manager's ability to counsel will also impact his or her effectiveness. Counseling involves giving
advice, helping workers solve problems, soliciting feedback from subordinates, and listening to
voluntary input or employee problems. Finally, managers lead through representation by voicing the
concerns and suggestions of their subordinates to higher authorities. In other words, managers must
show a willingness to back their workers and represent their needs and goals.
Numerous theories have been posited to explain the leadership function and to describe the traits of
successful leaders. For example, John P. Kotter, author of The Leadership Factor, identified six traits
considered necessary for managers in large organizations to be effective leaders: (1) motivation, (2)
personal values, (3) ability, (4) reputation and track record, (5) relationships in the firm and industry,
and (6) industry and organizational knowledge. Contrary to traditional beliefs about leadership,
which hold that leadership ability is innate, these trait groups are acquired through combinations of
early childhood experiences, education, and career experiences.
In addition to developing leadership traits, effective managers must adopt a style of leadership that
complements their position, personality, and environment. In general, managers practice some
combination of four recognized leadership styles: directive, political, participative, and charismatic.
The directive leadership style emphasizes the use of facts, sound strategy, and assertiveness. This
type of manager focuses on gathering information, establishing objectives through a careful
assessment of data, devising strategies to accomplish goals, and then directing subordinates and
coworkers to achieve those ends. Managers who subscribe to a directive leadership style are less
concerned about building a consensus for their vision than they are about motivating others to
achieve it. They are more likely to confront resistance to their goals and to have less patience in
pursuing objectives than other types of leaders.
In contrast, managers who embrace a political leadership style believe that their ability to lead
requires the power to manipulate forces within the entity toward common objectives. Importantly,
they assume that the company is a political arena fraught with deception, in-fighting, and selfish
goals. Therefore, they often must push, bargain, and manipulate to advance the interests of their
departments and themselves. Although such leaders may be well-intentioned, honest, and acting in
6. the best interests of the company, they may be willing to deceive others and act selfishly in order to
achieve a desired result. Common tactics include keeping goals flexible or vague, advancing their
agendas patiently, and manipulating channels of influence and authority.
The participative, or values-driven, style of leadership emphasizes joint decision making,
decentralization, the sharing of power, and democratic management. Managers who are
participative leaders assume that their subordinates are highly motivated by work that challenges
them, builds skills, and is accomplished with teams of people that they respect. Thus, unlike directive
leadership, the participative style focuses on building a consensus during the decision-making
process. It also stresses bottom-up management—information and expertise is gleaned from
workers in lower levels of the organization and used to direct decisions and goals—and the
empowerment of subordinates to make decisions.
The fourth basic managerial style of leadership, charismatic leadership, differs from the other three
styles in that it is more suited to realizing radical visions or handling crises. It is less concerned with
influencing behavior toward the attainment of long-term goals or day-to-day management activities.
Charismatic leadership in business organizations is a style often used by entrepreneurs who are
starting new companies, or by transformational managers seeking to revitalize established
organizations.
CONTROLLING.
The fifth major managerial function, controlling, is comprised of activities that measure and evaluate
the outcome of planning, organizing, staffing, and leading efforts. Controlling is an essential part of
management because it helps managers determine the fruitfulness of the other functions (planning,
organizing, etc.); helps guides employee efforts towards company goals; and helps a company
distribute its resources efficiently and effectively. Controlling is typically viewed as an ongoing
management process that ensures that the organization is moving toward its goals. The process
includes establishing performance standards, evaluating ongoing activities, and correcting
performance that deviates from the standards.
Managers begin by establishing specific criteria outlining how they want a company's tasks
performed. Based on company objectives, managers determine the performance standards in order
for the company to attain its goals. Performance standards may take the form of qualitative and
quantitative criteria. Examples of performance standards are budgets, projections, pro forma
statements, and production, sales, or quality initiatives. Successful managers usually rely on a
feedback system to see how employees are responding to performance standards; this allows
managers to identify problems before they develop into crises.
7. During the second stage of the control process, evaluation, managers determine how closely their
subordinates' or department's performance matched up with preset standards. Of import is the
manager's acceptable range of deviation, or the degree to which actual performance can vary from
the standard before corrective action is necessary. In addition, managers must factor into the
performance comparison influences outside of the control of their unit. They must also devise a
means of communicating results to subordinates in a constructive manner.
If measured results deviate outside of an acceptable range, the manager must take corrective action.
Corrective action may mean simply readjusting the preset standards to reflect more realistic goals.
Or, the manager may have to analyze the process that lead to the deviation and then act to make
changes. For instance, if a production line fails to meet quality goals the manager may choose to
rearrange work teams or change the financial incentive system to emphasize quality. The manager
may also determine that the departmental budget needs to be revised to increase spending on
quality control.
To be effective, managers must design control systems that are based on meaningful and accepted
standards. If standards are too high, subordinates are likely to lose motivation or become frustrated.
Standards should also be based on the overall goals of the organization rather than on the narrow
objectives of one department or division. The control process should emphasize two-way
communication so that controls are understood by subordinates and managers are able to
effectively set standards and evaluate performance, taking into account the workers' perspective. In
addition, standards and controls should be flexible enough to accommodate emerging problems and
opportunities. Most importantly, controls should be used only when necessary so that they don't
unnecessarily obstruct creativity and drive.
Read more: Management - duties, benefits
http://www.referenceforbusiness.com/encyclopedia/Kor-
Man/Management.html#b#ixzz1pAHRR5K5