This chapter discusses the challenges of implementing strategies compared to formulating them. It emphasizes the importance of annual objectives, policies, organizational structure, and culture in successful strategy implementation. Restructuring and reengineering are compared as approaches to change structure to match strategies. Production, operations, human resources, and linking pay to performance are also identified as important considerations to effectively implement new strategies. Resistance to change is highlighted as the single greatest threat, and different approaches to managing change are outlined.
This document discusses various issues related to implementing strategies in the areas of marketing, finance/accounting, research and development (R&D), and management information systems (MIS). Some key points include:
1. Market segmentation and product positioning are important strategy implementation tools that involve dividing markets into customer subsets and mapping how products compare to competitors.
2. Projected financial statement analysis is a central strategy implementation technique that allows examining the expected results of various actions. It involves forecasting financials like income statements and balance sheets.
3. Research and development plays a role in implementation and can involve approaches like being first to market, innovative imitation to minimize risks, or low-cost mass production.
4. An
Strategic management involves three main stages: strategy formulation, strategy implementation, and strategy evaluation. In strategy formulation, companies determine their vision, mission, external opportunities and threats, internal strengths and weaknesses, long-term objectives, and alternative strategies. In strategy implementation, companies develop annual objectives, policies, and allocate resources to achieve the strategic plan. In strategy evaluation, companies conduct internal and external reviews to measure performance and make corrective actions. Effective strategic management provides benefits such as enhanced awareness of threats and improved understanding of competitors' strategies.
This document outlines the strategy formulation framework presented in Chapter 6 of the textbook. It discusses the 3 main stages of the framework: 1) The Input Stage which involves gathering internal/external data, 2) The Matching Stage which matches internal strengths/weaknesses to external opportunities/threats using tools like SWOT and SPACE matrices, and 3) The Decision Stage which uses tools like QSPM to evaluate alternative strategies. It also covers how organizational culture and politics can influence strategy choice.
The document provides an overview of strategic management. It defines strategic management as the art and science of formulating, implementing, and evaluating cross-functional decisions to achieve organizational objectives. The strategic management process involves three key stages: strategy formulation, strategy implementation, and strategy evaluation. Some important aspects of strategic management discussed include developing a vision and mission, assessing external opportunities and threats as well as internal strengths and weaknesses, and creating objectives and strategies to guide the organization.
This document discusses strategy implementation and the key management issues involved. It outlines various management concerns for implementing strategies, such as establishing annual objectives, devising policies, allocating resources, altering organizational structure, restructuring and reengineering, revising reward and incentive programs, managing resistance to change, and developing a strategy-supportive culture. Successful strategy implementation requires motivation, discipline, support and hard work to drive change within an organization.
This document discusses different types of strategies that companies can employ as part of their strategic management. It describes long-term objectives, financial and strategic objectives, the balanced scorecard technique, levels of strategies for large and small companies, and various intensive, vertical integration, diversification, and defensive strategies. Key strategies mentioned include market penetration, product development, forward and backward integration, related and unrelated diversification, retrenchment, divestiture, and liquidation.
This document provides an overview of strategic management. It begins by defining strategic management and describing the strategic management process, which includes strategy formulation, implementation, and evaluation. It then discusses integrating analysis and intuition in strategic management. The rest of the document covers topics like the objectives and stages of strategic management, key terms, strategies used by companies in 2011, benefits and pitfalls of strategic management, and comparisons to military strategy.
This document discusses various issues related to implementing strategies in the areas of marketing, finance/accounting, research and development (R&D), and management information systems (MIS). Some key points include:
1. Market segmentation and product positioning are important strategy implementation tools that involve dividing markets into customer subsets and mapping how products compare to competitors.
2. Projected financial statement analysis is a central strategy implementation technique that allows examining the expected results of various actions. It involves forecasting financials like income statements and balance sheets.
3. Research and development plays a role in implementation and can involve approaches like being first to market, innovative imitation to minimize risks, or low-cost mass production.
4. An
Strategic management involves three main stages: strategy formulation, strategy implementation, and strategy evaluation. In strategy formulation, companies determine their vision, mission, external opportunities and threats, internal strengths and weaknesses, long-term objectives, and alternative strategies. In strategy implementation, companies develop annual objectives, policies, and allocate resources to achieve the strategic plan. In strategy evaluation, companies conduct internal and external reviews to measure performance and make corrective actions. Effective strategic management provides benefits such as enhanced awareness of threats and improved understanding of competitors' strategies.
This document outlines the strategy formulation framework presented in Chapter 6 of the textbook. It discusses the 3 main stages of the framework: 1) The Input Stage which involves gathering internal/external data, 2) The Matching Stage which matches internal strengths/weaknesses to external opportunities/threats using tools like SWOT and SPACE matrices, and 3) The Decision Stage which uses tools like QSPM to evaluate alternative strategies. It also covers how organizational culture and politics can influence strategy choice.
The document provides an overview of strategic management. It defines strategic management as the art and science of formulating, implementing, and evaluating cross-functional decisions to achieve organizational objectives. The strategic management process involves three key stages: strategy formulation, strategy implementation, and strategy evaluation. Some important aspects of strategic management discussed include developing a vision and mission, assessing external opportunities and threats as well as internal strengths and weaknesses, and creating objectives and strategies to guide the organization.
This document discusses strategy implementation and the key management issues involved. It outlines various management concerns for implementing strategies, such as establishing annual objectives, devising policies, allocating resources, altering organizational structure, restructuring and reengineering, revising reward and incentive programs, managing resistance to change, and developing a strategy-supportive culture. Successful strategy implementation requires motivation, discipline, support and hard work to drive change within an organization.
This document discusses different types of strategies that companies can employ as part of their strategic management. It describes long-term objectives, financial and strategic objectives, the balanced scorecard technique, levels of strategies for large and small companies, and various intensive, vertical integration, diversification, and defensive strategies. Key strategies mentioned include market penetration, product development, forward and backward integration, related and unrelated diversification, retrenchment, divestiture, and liquidation.
This document provides an overview of strategic management. It begins by defining strategic management and describing the strategic management process, which includes strategy formulation, implementation, and evaluation. It then discusses integrating analysis and intuition in strategic management. The rest of the document covers topics like the objectives and stages of strategic management, key terms, strategies used by companies in 2011, benefits and pitfalls of strategic management, and comparisons to military strategy.
Strategic management involves three main stages: strategy formulation, strategy implementation, and strategy evaluation. It integrates management, marketing, finance, operations, R&D, and information systems to achieve organizational success. A key part of strategic management is analyzing internal strengths and weaknesses as well as external opportunities and threats to determine how to best position an organization for long-term success. Benefits of strategic management include improved financial and organizational performance as well as enhanced ability to adapt to changes in the business environment.
This document discusses various issues related to implementing business strategies across marketing, finance/accounting, research and development (R&D), and management information systems (MIS). It covers topics such as the importance of market segmentation and product positioning in marketing, using financial analysis and budgets for capital acquisition, pursuing innovation through R&D approaches, and utilizing information systems for coordination and cost reduction. The key message is that carefully addressing these functional areas is essential for successfully implementing business strategies.
This document summarizes key concepts in strategic management including:
1) Strategic management involves formulating and implementing strategies to achieve organizational goals and gain a competitive advantage.
2) Grand strategies include growth, stability, and retrenchment while global strategies include globalization, multinational, and transnational approaches.
3) Strategy formulation occurs at the corporate, business unit, and functional levels and involves analyzing strengths, weaknesses, opportunities, and threats.
4) Implementing strategies requires changes to organizational structure, leadership, culture, and information systems.
This document provides an overview of strategic management and strategy formulation frameworks. It discusses various tools used in strategic analysis and choice, including the SWOT analysis, SPACE matrix, BCG matrix, IE matrix, Grand Strategy matrix, and QSPM. The frameworks involve input, matching, and decision stages. The matching stage aims to find the best alignment between internal resources and external opportunities/risks. Various matrices are used to evaluate strategies based on factors like competitive position, market growth, and financials. The document emphasizes generating alternatives, objective analysis, and selecting the best strategy to achieve organizational goals.
This document discusses various strategies for implementing organizational changes, including establishing annual objectives, revising policies and structures, and allocating resources. It compares functional and divisional organizational structures and describes how a matrix or strategic business unit structure can be used. Restructuring aims to reduce costs through downsizing while reengineering focuses on improving processes for employees and customers.
This document discusses various aspects of strategy formulation, including functional strategies, the sourcing decision of outsourcing and offshoring, strategies to avoid, making strategic choices, and developing policies. It provides details on different types of functional strategies such as marketing, R&D, operations, and HR strategies. It also explains the process of evaluating strategic options, making choices, and setting policies to implement strategies.
The document outlines key issues and concepts related to implementing strategies discussed in Chapter 7, including annual objectives, policies, resource allocation, organizational structure, production/operations concerns, and human resource concerns. It also discusses managing resistance to change, creating a strategy-supportive culture, and linking pay to performance. The chapter discusses the differences between strategy formulation and implementation and ensuring strategies are properly supported throughout the organization.
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 developing a vision/mission, assessing external opportunities/threats and internal strengths/weaknesses, setting long-term objectives, and selecting/implementing strategies.
3. Benefits of strategic management include improved financial performance, enhanced problem solving, and better coordination.
This document provides an overview of strategic management concepts including definitions of strategy, the strategic management process, and frameworks for strategic analysis. It defines strategy as a plan to achieve organizational goals. The strategic management process involves setting strategic intent through vision and mission, formulating strategy by analyzing the external and internal environment, implementing strategy, and evaluating performance. Frameworks explained include the levels of strategy (corporate, business, functional), McKinsey's 7S model analyzing seven internal elements, and forms of corporate strategies like growth, stability, and retrenchment.
This document discusses key issues related to strategy implementation, including:
1) The differences between strategy formulation and implementation, with implementation requiring operational and leadership skills to coordinate many people.
2) Management issues central to successful implementation, such as establishing objectives, allocating resources, changing organizational structure, and developing incentives.
3) The importance of aligning organizational structure with strategy, and that changes in strategy may require changes to structure. Common structures discussed include functional, divisional, strategic business unit, and matrix structures.
This document defines strategic management and strategic planning. Strategic management involves analyzing a company's internal and external environments, formulating strategies to achieve objectives, implementing strategies, and monitoring performance. Strategic planning is the process of crafting strategies to help a company achieve its goals. The document outlines key terms, different strategic management models, the importance of strategic planning, benefits and limitations of strategic planning, and guidelines for effective strategic planning.
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 to benefit employees and customers. Performance pay can be linked to strategies through bonus and profit-sharing systems. Managing resistance to change is key through education, self-interest appeals, or forcing change. Culture shapes implementation and must be modified to support new strategies. Production concerns include decisions around assets, processes, quality, and innovation.
This document discusses issues related to implementing strategies in marketing, finance/accounting, research and development (R&D), and management information systems (MIS). It provides examples of decisions that must be made in each area, such as how to segment markets, position products, acquire capital, evaluate business worth, approach R&D, and utilize MIS functions. The key challenges of strategy implementation are also noted, such as the fact that less than 10% of formulated strategies are successfully implemented.
The document discusses 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 consists of three stages: strategy formulation, implementation, and evaluation.
3) Strategic management requires integrating both analysis and intuition when making decisions under uncertain conditions.
4) Firms must adapt to changes in the external environment and internal capabilities to achieve sustained competitive advantage.
The document discusses the importance of vision and mission statements for businesses. It provides examples of vision statements from companies like Tyson Foods, General Motors, and PepsiCo. It also provides examples of mission statements from companies like Fleetwood Enterprises, Procter & Gamble, Dell, and L'Oreal. The document outlines the key benefits of having a clear mission statement, including better financial results, unanimity of purpose, and establishment of company culture. It emphasizes that developing vision and mission statements requires participation from managers to get commitment. The statements should balance specificity and generality to guide the company while allowing for growth.
Ch4 Internal Assessment: Strategic ManagementTriune Global
Focus is on identifying & evaluating a firm's strength & weaknesses in the functional areas of business, including management, marketing, finance, production, and management information systems.
Long-term objectives and strategies provide direction for organizations over 2-5 years. Objectives should be measurable, realistic, and obtainable. They provide benefits like consistent decision making, performance evaluation, and resource allocation. Objectives exist at the corporate, divisional, functional, and operational levels. Financial objectives focus on growth and profits while strategic objectives compare performance to competitors. Effective strategies include market penetration, product development, and vertical integration through controlling suppliers or distributors.
This document discusses different levels of strategy, including corporate strategy, business strategy, and functional strategy.
Corporate strategy involves top-level decisions about the overall scope and direction of a corporation. It occupies the highest decision-making level. Corporate strategies include stability, expansion, retrenchment, and combinations of those. Expansion strategies involve concentrating resources, diversifying, integrating operations, cooperating with competitors, and internationalization. Retrenchment strategies are turnaround, divestment, and liquidation.
Business strategy details how a firm provides value to customers within a specific industry. Common business strategies are cost leadership, differentiation, focused low cost, focused differentiation, and integrated low cost/differentiation.
Functional
This chapter discusses various strategic management concepts including long term objectives, financial and strategic objectives, levels of strategies for large and small companies, types of strategies such as vertical integration, intensive strategies, diversification strategies, defensive strategies, and Porter's five generic strategies. It also discusses strategic management in nonprofit and governmental organizations. The chapter concludes with an exercise analyzing a case study on Estee Lauder.
The document discusses various strategic analysis and choice frameworks including the EFE matrix, IFE matrix, SWOT matrix, SPACE matrix, BCG matrix, GE nine-cell matrix, and IE matrix. It provides details on how to conduct an analysis using each framework, including how to evaluate internal and external factors, match strategies, and determine the appropriate strategic position and actions. The frameworks help organizations generate strategies by analyzing their internal strengths and weaknesses as well as external opportunities and threats.
Strategy implementation involves mobilizing employees and managers to execute organizational strategies through various activities. These include developing strategic objectives and policies, allocating resources, managing conflicts that may arise, restructuring organizational structures as needed, and developing incentive systems to align employee performance with strategic goals. Effective strategy implementation requires coordination across different levels of the organization and managing resistance to change.
Strategy implementation involves organizing resources, building culture, and leading change to execute strategy. It requires coordination across functions and motivating managers and employees. Key aspects of implementation include allocating resources, setting policies and procedures, tying rewards to goals, and developing a strategy-supportive culture. Challenges can arise from transitioning responsibility to divisional managers with differing interests from the organization.
Strategic management involves three main stages: strategy formulation, strategy implementation, and strategy evaluation. It integrates management, marketing, finance, operations, R&D, and information systems to achieve organizational success. A key part of strategic management is analyzing internal strengths and weaknesses as well as external opportunities and threats to determine how to best position an organization for long-term success. Benefits of strategic management include improved financial and organizational performance as well as enhanced ability to adapt to changes in the business environment.
This document discusses various issues related to implementing business strategies across marketing, finance/accounting, research and development (R&D), and management information systems (MIS). It covers topics such as the importance of market segmentation and product positioning in marketing, using financial analysis and budgets for capital acquisition, pursuing innovation through R&D approaches, and utilizing information systems for coordination and cost reduction. The key message is that carefully addressing these functional areas is essential for successfully implementing business strategies.
This document summarizes key concepts in strategic management including:
1) Strategic management involves formulating and implementing strategies to achieve organizational goals and gain a competitive advantage.
2) Grand strategies include growth, stability, and retrenchment while global strategies include globalization, multinational, and transnational approaches.
3) Strategy formulation occurs at the corporate, business unit, and functional levels and involves analyzing strengths, weaknesses, opportunities, and threats.
4) Implementing strategies requires changes to organizational structure, leadership, culture, and information systems.
This document provides an overview of strategic management and strategy formulation frameworks. It discusses various tools used in strategic analysis and choice, including the SWOT analysis, SPACE matrix, BCG matrix, IE matrix, Grand Strategy matrix, and QSPM. The frameworks involve input, matching, and decision stages. The matching stage aims to find the best alignment between internal resources and external opportunities/risks. Various matrices are used to evaluate strategies based on factors like competitive position, market growth, and financials. The document emphasizes generating alternatives, objective analysis, and selecting the best strategy to achieve organizational goals.
This document discusses various strategies for implementing organizational changes, including establishing annual objectives, revising policies and structures, and allocating resources. It compares functional and divisional organizational structures and describes how a matrix or strategic business unit structure can be used. Restructuring aims to reduce costs through downsizing while reengineering focuses on improving processes for employees and customers.
This document discusses various aspects of strategy formulation, including functional strategies, the sourcing decision of outsourcing and offshoring, strategies to avoid, making strategic choices, and developing policies. It provides details on different types of functional strategies such as marketing, R&D, operations, and HR strategies. It also explains the process of evaluating strategic options, making choices, and setting policies to implement strategies.
The document outlines key issues and concepts related to implementing strategies discussed in Chapter 7, including annual objectives, policies, resource allocation, organizational structure, production/operations concerns, and human resource concerns. It also discusses managing resistance to change, creating a strategy-supportive culture, and linking pay to performance. The chapter discusses the differences between strategy formulation and implementation and ensuring strategies are properly supported throughout the organization.
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 developing a vision/mission, assessing external opportunities/threats and internal strengths/weaknesses, setting long-term objectives, and selecting/implementing strategies.
3. Benefits of strategic management include improved financial performance, enhanced problem solving, and better coordination.
This document provides an overview of strategic management concepts including definitions of strategy, the strategic management process, and frameworks for strategic analysis. It defines strategy as a plan to achieve organizational goals. The strategic management process involves setting strategic intent through vision and mission, formulating strategy by analyzing the external and internal environment, implementing strategy, and evaluating performance. Frameworks explained include the levels of strategy (corporate, business, functional), McKinsey's 7S model analyzing seven internal elements, and forms of corporate strategies like growth, stability, and retrenchment.
This document discusses key issues related to strategy implementation, including:
1) The differences between strategy formulation and implementation, with implementation requiring operational and leadership skills to coordinate many people.
2) Management issues central to successful implementation, such as establishing objectives, allocating resources, changing organizational structure, and developing incentives.
3) The importance of aligning organizational structure with strategy, and that changes in strategy may require changes to structure. Common structures discussed include functional, divisional, strategic business unit, and matrix structures.
This document defines strategic management and strategic planning. Strategic management involves analyzing a company's internal and external environments, formulating strategies to achieve objectives, implementing strategies, and monitoring performance. Strategic planning is the process of crafting strategies to help a company achieve its goals. The document outlines key terms, different strategic management models, the importance of strategic planning, benefits and limitations of strategic planning, and guidelines for effective strategic planning.
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 to benefit employees and customers. Performance pay can be linked to strategies through bonus and profit-sharing systems. Managing resistance to change is key through education, self-interest appeals, or forcing change. Culture shapes implementation and must be modified to support new strategies. Production concerns include decisions around assets, processes, quality, and innovation.
This document discusses issues related to implementing strategies in marketing, finance/accounting, research and development (R&D), and management information systems (MIS). It provides examples of decisions that must be made in each area, such as how to segment markets, position products, acquire capital, evaluate business worth, approach R&D, and utilize MIS functions. The key challenges of strategy implementation are also noted, such as the fact that less than 10% of formulated strategies are successfully implemented.
The document discusses 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 consists of three stages: strategy formulation, implementation, and evaluation.
3) Strategic management requires integrating both analysis and intuition when making decisions under uncertain conditions.
4) Firms must adapt to changes in the external environment and internal capabilities to achieve sustained competitive advantage.
The document discusses the importance of vision and mission statements for businesses. It provides examples of vision statements from companies like Tyson Foods, General Motors, and PepsiCo. It also provides examples of mission statements from companies like Fleetwood Enterprises, Procter & Gamble, Dell, and L'Oreal. The document outlines the key benefits of having a clear mission statement, including better financial results, unanimity of purpose, and establishment of company culture. It emphasizes that developing vision and mission statements requires participation from managers to get commitment. The statements should balance specificity and generality to guide the company while allowing for growth.
Ch4 Internal Assessment: Strategic ManagementTriune Global
Focus is on identifying & evaluating a firm's strength & weaknesses in the functional areas of business, including management, marketing, finance, production, and management information systems.
Long-term objectives and strategies provide direction for organizations over 2-5 years. Objectives should be measurable, realistic, and obtainable. They provide benefits like consistent decision making, performance evaluation, and resource allocation. Objectives exist at the corporate, divisional, functional, and operational levels. Financial objectives focus on growth and profits while strategic objectives compare performance to competitors. Effective strategies include market penetration, product development, and vertical integration through controlling suppliers or distributors.
This document discusses different levels of strategy, including corporate strategy, business strategy, and functional strategy.
Corporate strategy involves top-level decisions about the overall scope and direction of a corporation. It occupies the highest decision-making level. Corporate strategies include stability, expansion, retrenchment, and combinations of those. Expansion strategies involve concentrating resources, diversifying, integrating operations, cooperating with competitors, and internationalization. Retrenchment strategies are turnaround, divestment, and liquidation.
Business strategy details how a firm provides value to customers within a specific industry. Common business strategies are cost leadership, differentiation, focused low cost, focused differentiation, and integrated low cost/differentiation.
Functional
This chapter discusses various strategic management concepts including long term objectives, financial and strategic objectives, levels of strategies for large and small companies, types of strategies such as vertical integration, intensive strategies, diversification strategies, defensive strategies, and Porter's five generic strategies. It also discusses strategic management in nonprofit and governmental organizations. The chapter concludes with an exercise analyzing a case study on Estee Lauder.
The document discusses various strategic analysis and choice frameworks including the EFE matrix, IFE matrix, SWOT matrix, SPACE matrix, BCG matrix, GE nine-cell matrix, and IE matrix. It provides details on how to conduct an analysis using each framework, including how to evaluate internal and external factors, match strategies, and determine the appropriate strategic position and actions. The frameworks help organizations generate strategies by analyzing their internal strengths and weaknesses as well as external opportunities and threats.
Strategy implementation involves mobilizing employees and managers to execute organizational strategies through various activities. These include developing strategic objectives and policies, allocating resources, managing conflicts that may arise, restructuring organizational structures as needed, and developing incentive systems to align employee performance with strategic goals. Effective strategy implementation requires coordination across different levels of the organization and managing resistance to change.
Strategy implementation involves organizing resources, building culture, and leading change to execute strategy. It requires coordination across functions and motivating managers and employees. Key aspects of implementation include allocating resources, setting policies and procedures, tying rewards to goals, and developing a strategy-supportive culture. Challenges can arise from transitioning responsibility to divisional managers with differing interests from the organization.
This document discusses strategy implementation and control. It covers the relationship between strategy formulation and implementation, issues in strategy implementation, the role of organization structure, and leadership. Some key points:
1) Strategy implementation involves putting the chosen strategic plan into action through proper resource allocation, organizational structure, operating plans, and review processes.
2) Strategy formulation and implementation are interrelated but distinct phases - sound implementation is needed to ensure a strategy's success.
3) Issues in implementation include project execution, procedures, resource allocation, structure, functions, and changing behaviors. The appropriate organizational structure depends on factors like the strategy and firm size.
This document discusses strategy implementation. It begins by defining strategy implementation as the activities and choices required to execute a strategic plan. While strategy formulation is important, less than 10% of strategies are successfully implemented due to hurdles like unanticipated problems, ineffective coordination, and lack of capabilities or training. It then discusses aligning initiatives, budgets, performance, structure, and engaging employees to strategy. Regular monitoring and adapting the strategy is also recommended. Finally, it introduces McKinsey's 7S framework for analyzing how well an organization is positioned to achieve its objectives.
The document provides an overview of organizational structure and strategy concepts. It discusses departmentalization approaches, authority structures, job design methods, and ways companies are redesigning internal and external organizational processes. It also describes the components of competitive advantage and the strategy making process, including different corporate, industry, and firm-level strategies.
This document summarizes key aspects of organizational structure, leadership, and culture discussed in Chapter 10. It outlines different organizational structures like functional, divisional, matrix, and product teams. It also discusses trends driving structure, strategic leadership, managing culture, and case examples of different structures.
P.MADHUMITHA SUCCESS AND FAILURE IN ORGANIZATION DESIGNMadhumithaPrakash2
Organizational design aims to improve workflow, procedures, structures and systems by identifying dysfunctional aspects. Success requires a clear link between changes and business results, a winning strategy aligned with operations, and a compelling need for urgent change based on specific criteria. It also requires distinguishing decision-driven from behavior-dependent changes, appropriate structure/systems, skills/resources, and leadership willing to change. Failure can result from flawed systems, poor financial management, weak customer understanding, or bad decisions by upper management lacking a strategic outlook.
The document discusses different types of organizational structures and how they relate to strategy. It begins by contrasting 20th century and 21st century views of organizations, focusing on how the rise of technology and globalization has changed organizational needs. It then covers simple, functional, divisional, strategic business unit, and matrix structures, analyzing their strategic advantages and disadvantages. The document emphasizes that organizational structure should support business strategy and discusses how to structure an organization to promote successful strategy execution.
Strategy implementation involves turning plans into actions to achieve goals. It includes allocating resources, restructuring, and developing policies and procedures. Annual objectives guide efforts and allow monitoring progress. Policies set boundaries and limits, while resource allocation plans use available financial, physical, human, and technological resources. Organizational structure must match strategy, as structure dictates how objectives, policies, and resources are implemented. Common structures include functional by business function, divisional by area/product/customer/process, and matrix with both vertical and horizontal reporting.
Successful strategy execution has two basic rules:
understand the management cycle that links strategy
and operations, and know what tools to apply at each stage of the cycle.
The document outlines the lecture schedule and content for a course on information systems and strategic management. It discusses key topics like strategic alignment techniques, eBusiness, knowledge management, and protecting IT assets. It also covers strategic alignment maturity levels and models, the importance of alignment between business and IT strategies, and processes for assessing strategic alignment.
The document outlines a methodology for formulating an operating model for an organization. It discusses key value drivers that must be identified, such as business capabilities, governance, organization model, processes and technology, and talent strategy. It then presents different organization models - country-driven, functional-driven, and product-driven - analyzing their advantages and disadvantages. The methodology involves diagnosing the current model, designing new options, selecting a preferred model, and implementing it. An IT roadmap is also recommended with steps to review current IT, develop alternatives, and implement changes. The framework allows analyzing an organization's needs to create an operating model that supports its future goals.
1. Strategy implementation involves both macro and micro-organizational issues that can affect success. At the macro level, elements like technology, rewards systems, decision processes, and organizational structure must be coordinated. At the micro level, organizational culture and resistance to change among employees must be considered.
2. Resource allocation is the process of assigning limited resources, like people and funding, to achieve strategic goals. It involves deciding which initiatives or business units receive resources and at what level, as well as contingency plans for adjusting resources up or down.
3. When determining organizational structure to support a strategy, factors to examine include changes in strategic intent, required capabilities, dominant industry forces, leadership style, and culture. Common
Optimizing Operations by Aligning Resources with Strategic Objectives Using O...OnePlan Solutions
Operations departments are at the heart of organizational efficiency and effectiveness, constantly assessing performance against strategic objectives and key results. With OnePlan, operations leaders can gain the insights and tools needed to align resources optimally and drive essential outcomes. This webinar will delve into how OnePlan facilitates real-time visibility into performance metrics and resource allocation, enabling operations teams to remain agile and effective. Join us to explore actionable strategies for enhancing your operational efficiency and achieving your key results.
HR plays an important role in mergers and acquisitions by defining the new organizational architecture and identifying parts that need restructuring. The HR department must conduct an audit to assess what needs to change, and identify methods to renovate architectural components. HR also needs to set clear priorities like promoting teamwork and implementing pay-for-performance programs. During strategic evaluations, HR should provide data on its return on investment and be rated by customers to assess how its initiatives support business strategy goals.
Introduction to Management Control Systems, Basic Concepts, Boundaries of man...SachinLad27
Introduction to Management Control Systems, Basic Concepts, Boundaries of management Control – How different from Strategy Formulation, Goal Congruence & informal factors that affect it, The Formal Control System , Functions of the Controller
Management control systems (MCS) help management influence organizational members to implement strategies effectively and efficiently. MCS exercise control over inputs and processes to achieve desired outputs. MCS provide a balance between strategic planning, which focuses on long-term goals, and operational control, which focuses on short-term tasks. MCS involve both planning and control to help ensure the organization moves toward its objectives, even as circumstances change.
This document discusses key issues related to implementing strategies once they have been formulated. It outlines that strategy implementation is more difficult than strategy formulation and requires translating strategic thought into action. Annual objectives and policies are important tools to guide implementation. Organizational structure should be designed to facilitate the strategic goals of the firm. Resource allocation, managing conflict, and adapting production processes are also central management issues for successful strategy implementation.
This document discusses organizational design, including when and why redesign is necessary. It provides 10 factors for success and failure in organizational design. Success comes from having a clear performance focus tied to business results, a strategy that plays to strengths, and compelling reasons for change. Failure can result from unclear goals, overreliance on structural changes without behavioral changes, and lack of leadership commitment to change. Triggers for redesign include changes inside or outside the business, new strategies or goals, and an existing design no longer working effectively.
The document provides information on various management topics including management by objectives (MBO), controlling as a management function, SWOT analysis, strategic management, enterprise resource planning (ERP), supply chain management, activity-based management, and keys to successfully implementing activity-based management. It defines each concept and discusses its importance, benefits, weaknesses, and key aspects.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
2. Objectives:
• Explain why strategy
implementation is more
difficult than strategy
formulation.
• Discuss importance of
annual objectives and
policies in achieving
organizational commitment
for strategies to be
implemented.
• Explain why organizational
structure is important in
strategy implementation.
• Compare and contrast
restructuring and
reengineering.
• Describe the relationships
between production/
operations and strategy
implementations
• Explain how a firm can
effectively link performance
and pay to strategies.
• Discuss employee stock
ownership plans (ESOPs) as
a strategic – management
concept.
• Describe how to modify an
organizational culture to
support new strategies.
3. The greatest strategy is doomed if it’s implemented badly.
Successful strategy formulation does not guarantee
successful strategy implementation.
Less than 10% of strategies formulated are successfully
implemented!
The Nature of Strategy Implementation
• Implementation may fail due to:
– Paying too much for a new acquisition
– Not recognizing benefit of computers in
managing information
4. Formulation vs.
Implementation• Formulation focuses on effectiveness
• Implementation focuses on efficiency
• Formulation is primarily an intellectual process
• Implementation is primarily an operational process
• Formulation requires good intuitive & analytical skills
• Implementation requires special motivational &
leadership skills
• Formulation requires coordination among a few
individuals
• Implementation requires coordination among many
individuals
5. • Varies among
different types
& sizes of
organizations
Nature of Strategy Implementation
Strategy Implementation
• Altering sales territories
• Adding new
departments
• Closing facilities
• Hiring new employees
• Cost-control
procedures
• Modifying advertising
strategies
• Building new facilities
Implementation Activities
6. • Shift in responsibility
Management Perspectives
Division or
Functional
Managers
Strategists
Nature of Strategy Implementation
11. Management Issues : Resource Allocation
enables resources to be allocated according to priorities
established by annual objectives.
1. Financial resources
2. Physical resources
3. Human resources
4. Technological resources
4 Types of Resources
12. New administrative
problems emerge
New strategy
Is formulated
Organizational
performance
declines
Organizational
performance
improves
New organizational
structure is established
Structure should be designed to
facilitate the strategic pursuit of a firm
13. Management Issues : Matching Structure
with Strategy
4 Basic Types of Organizational Structure
1. Functional
2. Divisional
3. Strategic Business Unit (SBU)
4. Matrix
14. Pro and Cons of Functional Organizational
Structure
Pros Cons
A Functional Structure is the simplest and
least expensive out of the 7 alternatives.
15. • Divided into 4 ways: geographic, product/service,
customer and process
Pro and Cons of Divisional Organizational Structure
Pros Cons
A Divisional Structure generally becomes
necessary to motivate employees, control
operations and compete succesfully.
16. The Strategic Business Unit (SBU) is used in
order to increase control and evaluating
divisional operations in a company which have
increasing number, size and diversity.
17. Pro and Cons of Matrix Structure
Pros Cons
The Matrix Structure is the most complex of all
designs. It depends upon both vertical and
organizational flows of authority and communication
20. Management Issues : Reengineering
In reengineering, a firm uses information
technology to break down functional
barriers and create a work system based
on business processes… Reconfiguring or
redesigning work, jobs, & processes to
improve cost, quality.
21. Management Issues
Resistance to Change -- Single
greatest threat to successful strategy
implementation
Raises anxiety; fear concerning:
economic loss, Inconvenience or Uncertainty
Force Change Strategy
Educative Change Strategy
Rational or Self-Interest Change Strategy
22. Creating a Strategy-Supportive
Culture
New strategies are often market-driven
and dictated by competitive forces.
Elements on linking culture to strategies:
-Formal statements of organizational legacy
-Designing of physical evidence
-Deliberate teaching
-Explicit incentives
-Stories, legends, myths, and parables about key
people and events
23. Production/Operations Concerns when
Implementing Strategies
Can significantly
enhance or inhibit
the attainment of
objectives.
Major part of the
strategy-
implementation
process takes
place at the
production site.
24. HR Concerns When Implementing
Strategies
• The job of HR is
changing rapidly as
companies continue
to downsize and
reorganize.
Strategies include:
a. Assessing the need of
employees.
b. Develop plan for
effective strategy
implementations.
25.
26. LECTURER:
DR. NOVA MARDIANA, S.E.,
M.M.
KARINA PUTRI
DARMAWAN
(1511011003)
MUTIARA FITRI
ANDINI
(1511011007)
SPECIAL CREDITS TO:
-Strategic Management; Concept
and Cases (Fred R. David, Prentice
Hall)
- Nageswar Annangi (Youtube)
- Three Sixty Property Group
(Youtube)
- The Madison Group (Youtube)
Editor's Notes
Successful strategy formulation will take a long way before it will be accepted and implemented in the end. Not every formulation can results in a positive way thr company wants. There is no such guarantee for that.
Let’s face it, it will always be difficult to do the work rather than to say it. It is the same case as the matter we have here. Implementation would occur a lot of things to consider than when it was just being implemented.
As we continue with the contrast between Strategy Formulation and Strategy Implementation, here are several differences between them:
Strategy formulation concepts and tools do not differ for every types of company yet it is different with strategy implementations. Strategy implementations are varied among different types and sizes of organizations. The activities of strategy implementation include:
In a company, the transition from strategy formulation to strategy implementation requires the shifts between strategist who is in charge of the formulations to managers which are in charge of the implementation.
It is essential for divisional and functional managers be involved mainly in strategy-formulation activities. As it is also important for strategist to be involved in strategy implementation activities
In a management of a company, there is also several issues. Management issues especially in strategy implementation include with these matter right here.
The main priority, is setting annual objectives for the company. Then it’ll be followed by having the right resources and organizational structure, ways of restructuring the organizations, conclude ideas on how to stay on track, and of course the company’s operations strategy.
To handle it, it is necessary for the managers and employees throughout the company to be involved directly in strategy implementation decisions.
Let us begin with the Annual Objectives,
Annual objectives itself is the decentralized activity that directly involves all managers in an organization. The active participation for these objectives will results in full acceptance and commitment.
It is an essential matters because it represents the basis of resource allocations, are a primary mechanism of evaluation, are the monitoring tool, and establish organizational, divisional, and departmental priorities.
In setting annual objectives, there are few requirements and criteria on how it should be included with:
Annual objectives required to be.....
And it should state.....
Changes in a company’s strategies do not occur automatically. It needs policies to work the gear up.
Policy itself is a specific guide-lines, methods, prrocedures, rules, forms, and administrative practices established to support and encourage work toward stated goals.
Policies let both managers and employees know what is expected for them, therefore it will increase the likelihood for the strategies to be implemented successfully. They provide a basis for management control, allow coordination across organizational units and reduce amount of time managers spend making decisions. It is also clarify what work is to be done and by whom. Policies also can be applied to all divisions and departments.
The next issue in management would be the resource allocation. It is the activity which allows for strategy execution, it is often based on political or personal factors.
All organizations have at least four types of resources that can be used to achieve desired objectives:
Changes in strategy often require changes for 2 reasons: first, structure dictates how policies and objectives should be established. And second, structure often dictates how resources will be allocated.
Since changes in strategy could lead some changes in organizational structure, structure should be designed to facilitate the pursuit of the organization.
Alfred Chandler on his book called Strategy and Structure in 1962 found the structure sequence that continuously happened which are:
The strategy formulated have to be workable, in a way that it wont affect the organizations to take another alternatives. But more importantly, what type of structural changes needed to implement new strategies? That is why we are going to talk about the 4 basic types of the organizational structure, which are:
First of, the Functional Structure. It is most used because it is the least complicated and expensive than the other structures. A functional structure group tasks and activities by business function, such as production/operations, marketing, finance/accounting, R&D, and MIS.
This structure have it’s own advantages and disadvantages:
Second, the Divisional Structure. Divisional structure generally formed in order to motivate employees, control operations, and compete successfully in diverse locations. It can ve used in 4 ways: by geographic area, by product or service, by customer, and by it’s process. Along with the previous structure, it also have several pros and cons:
Third, the Strategic Business Unit. It is used to increase control and evaluations for operations. The advantage of this structure is that it makes the tasks of planning and control by the organizations to be more manageable. Meanwhile, the disadvantages of this structure are, one, it requires an additional layer of management, which increases the salary expenses, and two, the role of vice president is often ambiguous.
Finally, the Matrix Structure. It is the most complex of all structure because it depends on both vertical and organizational flows of authority and communication, it also has it’s own pros and cons:
And here is the example of the matrix structure.
We will continue with the next management issue which is the restructuring and reengineering. These two issues are becoming regular in the organization. Restructuring, or we can call as downsizing, rightsizing, or delayering – involoves reducing the size of the firm in terms of number of employees, divisions or unit, hierarchical levels in the firms; organizational structure. It is intended to improve both efficiency and effectiveness.
Meanwhile in reengineering, firm uses information technology to break down functional barriers and create a work system based on business processes.
Last but not least, the resistance to change. It is can be considered as the single greatest threat to a successful strategy implementation. Resistance regularly occurs in organizations in the form of sabotaging production machines, absenteeism, filling unfounded grievances, and an unwillingness to cooperate. It could emerge in any level of the strategy implementation process. Although there are several approaches for implementation changes there are three of them which commonly used:
Force Change Strategy involves giving orders and enforcing them.
Educative Change Strategy presents information to convince people of the need for change, and
Rational or Self-interest Change Strategy attempts to convince individuals that the change is to their personal advantage.
When these appeals are successful, strategy implementation can be done easily. However, implementation changes rarely to everyone’s advantage. Managers can improve the likelihood of the success rate of implementation change by carefully designing change efforts. How? By providing the right of participation during the making of strategy, motivation or incentives, and finally a proper communication.
And that’s it for now, thank you for your attention!