Operationalizing strategy refers to the process of allocating resources to implement an organization's chosen strategy. This involves various management activities such as setting short-term objectives, developing functional tactics, establishing policies to guide decisions, allocating resources, managing conflicts, and empowering employees. Functional tactics translate broad strategies into specific actions for individual business functions. They require greater specificity and have a shorter time horizon than business strategies. Policies standardize routine decisions to clarify discretion and empower employees while ensuring consistency with strategy. Resource allocation, conflict management, training, and decentralized decision-making can empower employees to implement tactics, while peer-based control and performance tracking exercise control over empowered employees.
Professor Michael Porter suggested three general positioning strategies to achieve competitive advantage :
Low Cost Leadership Strategy
Differentiation Strategy
Focus Strategy
The Generic Competitive Strategy (GCS) is a methodology designed to provide companies with a strategic plan to compete .The GCS is useful when a company is looking to gain an advantage over a competitor
this presentation is on Strategic management.
It covers following topics in detail -
Introduction of strategic management
Definition of strategic management
Mintzberg’s Views of Strategy
Features of strategic management
Role of strategic management
Process of strategic management
Need of Strategic management
Benefits of Strategic management
Limitations of strategic management
Mission & Vision
Professor Michael Porter suggested three general positioning strategies to achieve competitive advantage :
Low Cost Leadership Strategy
Differentiation Strategy
Focus Strategy
The Generic Competitive Strategy (GCS) is a methodology designed to provide companies with a strategic plan to compete .The GCS is useful when a company is looking to gain an advantage over a competitor
this presentation is on Strategic management.
It covers following topics in detail -
Introduction of strategic management
Definition of strategic management
Mintzberg’s Views of Strategy
Features of strategic management
Role of strategic management
Process of strategic management
Need of Strategic management
Benefits of Strategic management
Limitations of strategic management
Mission & Vision
In this presentation, we will discuss International Marketing Environment, the important factors that affect the environment, various trade barriers protecting domestic industries from foreign competitions and types of commodity agreement. Also state trading, role of GATT and other international trading aspects will be discussed in details.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit: http://www.welingkaronline.org/distance-learning/online-mba.html
Corporate level strategies are basically about the choice of direction that a firm adopts in order to achieve its objectives.
Corporate strategy is essentially a blueprint for the growth of the firm.
The corporate strategy sets the overall direction for the organization to follow.
It also spells out the extent, pace and timing of the firm’s growth.
Strategic formulation in Strategic managementYamini Kahaliya
This presentation is on Strategy formulation(of subject strategic management) and it covers following points :-
Define strategy formulation
Need of strategy formulation
Steps of strategy formulation
Problems in strategy formulation
Levels of strategy
In this presentation, we will discuss International Marketing Environment, the important factors that affect the environment, various trade barriers protecting domestic industries from foreign competitions and types of commodity agreement. Also state trading, role of GATT and other international trading aspects will be discussed in details.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit: http://www.welingkaronline.org/distance-learning/online-mba.html
Corporate level strategies are basically about the choice of direction that a firm adopts in order to achieve its objectives.
Corporate strategy is essentially a blueprint for the growth of the firm.
The corporate strategy sets the overall direction for the organization to follow.
It also spells out the extent, pace and timing of the firm’s growth.
Strategic formulation in Strategic managementYamini Kahaliya
This presentation is on Strategy formulation(of subject strategic management) and it covers following points :-
Define strategy formulation
Need of strategy formulation
Steps of strategy formulation
Problems in strategy formulation
Levels of strategy
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As the name suggests, there are two aspects to this business strategy. The “Focus” refers to when a company focuses on a niche market, either by industry or geography, and becomes the expert in delivering for that industry.
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Core Business Processes
Core Competencies
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Levels of a Marketing Plan
Corporate Headquarters Planning Activities
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Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
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The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
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RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
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What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
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Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
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Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
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Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
2. Concept and nature
“Operationalizing strategy refers to the process of
allocating resources to support the chosen strategy”.
This process include the various management
activities that are necessary to put strategy into
motion, institute strategic controls that monitor
progress and ultimately achieve organizational goals
2
4. Contd…
The strategy implementation and strategy
formulation processes are closely related.
Implementation consists of the issues involved in
putting the formulated strategy to work. It is
necessary to spell out more precisely how the
strategic choice will come to be. Strategy, no matter
how brilliantly formulated, will not succeed if it
cannot be implemented.
4
5. Implementation is different
Operation driven rather than market driven
Action-oriented, make-things-happen tasks
Strategy formulation requires few; execution requires
everyone
Most know what it is; few know how to get things
done
5
6. Formulation Vs. Implementation
Formulation Implementation
Positions forces before the action Manages forces during the action
Focuses on effectiveness Focuses on efficiency
Intellectual process Operational process
Requires good intuitive and
analytical skills
Requires special motivational and
leadership skills
Requires coordination among few
individuals
Requires coordination among many
individuals
6
7. Problems in strategy implementation
• More time than planned
• Unanticipated problems
• Activities ineffectively coordinated
• Crises deviate attention away
• Employees without capabilities
• Inadequate employee training
• Uncontrollable external factors
• Inadequate leadership
• Poorly defined tasks
• Inadequate Information system
7
9. What are Short-Term Objectives?
Provide specific guidance for what is to
be done, translating vision into action
9
10. Role of Short-Term Objectives in Implementing Strategy
1. “Operationalize” long-term objectives
2. Raise issues and potential conflicts requiring
coordination to avoid dysfunctional
consequences
3. Identify measurable outcomes of functional
activities to be used to make feedback,
correction, and evaluation more relevant and
acceptable
10
11. Potential Conflicting Objectives and Priorities
Chief Executive Officer
Marketing and Sales Finance and Accounting Manufacturing
•Distribution channels
•Customer service
•Inventory obsolescence
•Communications
and data processing
•Carrying inventory
•Production supply
alternatives
•Warehousing
•Transportation
•More inventory
•Frequent short runs
•Fast order processing
•Fast delivery
•Field warehousing
•Less inventory
•Long production
runs•Cheap order processing
•Lowest cost routing
•Less warehousing •Plant warehousing
ObjectivesResponsibilities
11
12. Relationship of Action Plans to Short-Term Objectives
Specificity – Identify functional activities to be
undertaken to build competitive advantage
Provide a clear time
frame for completion
Identify who is
responsible for each
action in the plan
12
13. Qualities of Effective Short-Term Objectives
Measurable
Priorities
Linked to
long-term
objectives
13
14. Creating Measurable Objectives
Examples of
Deficient Objectives
Examples of Objectives with Measurable
Criteria for Performance
To improve morale in the
division (plant,
department, etc.)
To reduce turnover (absenteeism, number of rejects, etc.)
among sales managers by 10 percent by January 1, 2015
Assumption: Morale is related to measurable outcomes
(i.e., high and low morale are associated with different
results)
To improve support of the
sales effort
To reduce the time lapse between order date and delivery
by 8 percent (2 days) November 1, 2014
To improve the firm’s
image
To conduct a public opinion poll using random samples in
the five largest U.S. metropolitan markets to determine
average scores on 10 dimensions of corporate
responsibility by December 15, 2014. To increase our score
on those dimensions by an average of 7.5 percent by June
1, 2015
14
15. Value-Added Benefits of Short-Term
Objectives
Give operating personnel a
better understanding of
their role in a firm’s mission
Provide basis for
accomplishing conflicting
concerns
Motivation – clarify
personnel and group
roles in a firm’s strategies
Provide basis for strategic
control
15
16. What are Functional Tactics?
Key, routine activities that must be
undertaken in each functional area to
provide the business’s products and
services
Translate grand strategies into action
designed to accomplish specific short-
term objectives
16
17. Functional Tactics at General Cinema Corporation
Corporate Strategy
Achieve 15-20 percent
annual growth through
existing businesses and
carefully selected
diversification into
leisure-oriented,
consumer-oriented
product/service
businesses to absorb
increasing cash flow
from theater and soft
drink bottling
operations
Concentration and
market
development
selective
Maintain and
selectively expand
leading nationwide
position in the movie
exhibition industry to
provide positive cash
flow for corporate
diversification
Functional Tactics – Marketing
Seek only first-run films by outbidding
competition in each local market;
provide primarily family-oriented
movies , and maintain an admission
price only slightly above that of local
competition
Functional Tactics – Finance
Use lease or sale and leaseback
arrangements of each theater to
maximize cash flow for corporate
expansions; seek profitability through
volume, not higher ticket prices
Functional Tactics – Operations
Use multi-screen facilities with
minimal maintenance requirements
and a joint service area to serve
each mini-theater
Soft
drink
bottling
Movie
exhibition
Sunkist products
Corporate Strategy Business Strategies
Functional Tactics
17
18. Business Strategies and Functional Tactics
… are different in three ways
Time horizon
Specificity
Participants
who develop
them
18
19. Functional tactics to operationalize strategy
Time Horizon Specificity Participants
Functional tactics are more
specific than business
strategies. Business
strategies provide general
directions.
•Greater specificity of
functional tactics
contributes to successful
implementation by
Ensuring functional
managers focus on
accomplishments
Clarifying for top managers
how functional managers
intend to accomplish business
strategy
Facilitating coordination
among operating units
Functional tactics identify
activities to be undertaken
“now” or in the immediate
future. Business strategies
focus on the firm’s posture
three to five years out.
•Shorter time horizon of
functional tactics
contributes to successful
implementation by
Focusing attention on what
needs to be done now
Allowing functional
managers to adjust to
changing current conditions
General managers establish long-
term objectives and overall
business strategies. Operating
managers establish short-term
objectives and functional tactics
leading to business level success
•Key operating managers
contribute to business-level
goals by
Establishing short term
objectives and operating
strategies.
19
[How it differs with business strategy]
20. Characteristics of Functional Tactics in
Production/Operations
Viewed as core function of an organization
Involves converting inputs into value enhanced
output
Focuses on decision regarding
-Basic nature of firm’s Production and Operation
Management (POM) system
- Location
- Facilities design
- Process planning on short-term basis
20
21. Key Functional Tactics in Production and
Operation Management (POM)
21
Functional
Tactics
Typical questions to be answered
Facilities and
equipment
How centralized the facilities should be?
To what extent should automation be pursued?
How integrated should the separate processes be?
Sourcing How should the suppliers be selected?
What level of forward buying (hedging) is appropriate?
How many sources should be there?
Operations
planning and
controlling
Should work be scheduled to order or to stock?
What level of inventory is appropriate?
How should inventory be used (FIFO/LIFO), controlled,
replenished?
Maintenance approach- preventive or breakdown?
22. Characteristics of Functional Tactics in Marketing
Lead to strategic success of the firm through the
profitable sale of products/services in target market.
Clearly identify customer needs that products/services
aim to meet
Identify where, when, and by whom products/services
are to be sold
Define how firms will communicate with target
market.
Directly influence supply, demand, profitability,
consumer perception, and regulatory responses
through pricing
22
23. Functional
Tactics
Typical questions the functional tactics should
ask
Product/Service •Which product do we emphasize?
•Which product/service contribute most to
profitability?
•What product/service image do we seek to project?
•What consumer needs does the product/service seek
to meet?
•What changes should be influencing our costumer
orientation?
Price •Are we competing primarily on price?
•Can we offer discounts or other pricing
modifications?
•Are our pricing policies standards nationally, or is
there regional control?
•What price segments are we targeting?
•What is the gross profit margin?
Key Functional Tactics in Marketing
23
24. Functional
Tactics
Typical questions the functional tactics should ask
Place •What level of marketing coverage is necessary?
•Are there priority regarding geographical areas?
•What are the key channels of distribution?
•What are the channel objectives, structure, and
management?
•What sales organization de we want?
Promotion •What are the key promotion priorities and
approaches?
•Which advertising/communication priorities and
approaches are linked to different products, market
and territories?
•Which media would be most consistent with the total
marketing strategy?
Key Functional Tactics in Marketing
24
25. Characteristics of Functional Tactics in
Accounting and Finance
Time frame of finance tactics varies because they direct
the use of financial resources supporting the business
strategy, long term goals, and annual objectives.
Long-term tactics guide decisions in long term capital
investment, debt financing, dividend allocation, and
leveraging
Short-term tactics guide decisions in managing working
capital and short-term assets.
Accounting focused tactics have taken on increased
strategic significance in last decade
25
26. Functional
Tactics
Typical questions the functional tactics should
ask
Capital
Acquisition
•What is the acceptable cost of capital?
•What is the desired proportion of short-and long
term debt? Preferred and common stock?
•What balance is desired between internal and
external funding?
•What risk and ownership restrictions are appropriate?
•What level and forms of leasing should be used?
Capital
allocation
•What are the priorities of capital allocation projects?
•On what basis should the final selection of projects be
made?
•What level of capital allocation can be made by
operating managers without higher approval?
Key Functional Tactics in Accounting/Finance
26
27. Functional
Tactics
Typical questions the functional tactics should ask
Dividend and
working capital
management
•What portion of the earnings should be paid out as
dividend?
•Are things other than cash appropriate as dividends?
•What are the cash flow requirements? Minimum and
maximum
•How liberal or conservative should the credit policy
be?
•What limits, payment terms, and collection procedure
are necessary?
•What payment timing and procedure should be
followed?
Key Functional Tactics in Accounting/Finance…
27
28. Characteristics of Functional
Tactics in R&D
Assumed a key strategic role in many firms due to
increasing rate of technological change
May be more critical instruments of business strategy
in some industries than in others.
28
29. Functional
Tactics
Typical questions the functional tactics should
ask
Basic research
vs. Product and
process
development
•To what extent should innovation and breakthrough
research be emphasized ? In relation to the emphasis
on product development, refinement and
modification?
•What critical operating processes need R&D
attention?
•What new products are necessary to support growth?
Time Horizon •Is the emphasis short term or long term?
•Which orientation best supports the business
strategy? The marketing and the production strategy?
Key Functional Tactics in R&D
29
30. Functional
Tactics
Typical questions the functional tactics should
ask
Organizational
fit
•Should R&D be done at home or contracted outside?
•Should R&D be centralized or decentralized?
•What should be the relationship between the R&D
units and the product managers? Marketing
managers? Product Managers?
Basic R&D
Posture
•Should the firm maintain an offensive posture,
seeking to lead innovation in its industry?
•Should the firm adopt a defensive posture,
responding to the innovations of competitors?
Key Functional Tactics in R&D
30
31. Other Areas of Functional Tactics
Marketing: Product, Price , Place, Promotion,
Packaging
Finance and accounting: Capital acquisition,
Capital allocation, Dividend and working capital
management
R&D: Basic research vs. product and process
development; time horizon; organizational fit; basic
R&D postures
HR: Recruitment and selection, career development
and training, Compensation, Labor Relations
31
32. What Are Policies?
Policies are directives designed to guide the thinking,
decisions, and actions of managers and their subordinates
in implementing a firm’s strategy
32
33. Role of Policies in Implementing Strategy
• Previously referred to as standard operating
procedures, policies increase managerial
effectiveness by
• Standardizing many routine decisions
• Clarifying discretion, managers and employees can
exercise in implementing functional tactics
• Should be derived from functional tactics with key
purpose of aiding strategy execution
33
34. Empowerment and Policies
Training, self-managed work groups, eliminating whole
levels of management in organizations, and aggressive use
of automation are some of the ways of empowering
employees. At the heart of empowerment is the need to
ensure that decision making is consistent with the mission,
strategy, and tactics of the business while at the same time
allowing considerable freedom to operating personnel.
One way operating managers do this is through the use of
policies
34
35. How Policies Empower People?
Establish indirect control over independent action
by clearly stating how things are to be done now
Promote uniform handling of similar activities
Ensure quicker decisions by standardizing answers
to previously answered questions
Institutionalize basic aspects of organizational
behavior
35
36. How Policies Empower People?
(contd…)
Reduce uncertainty in repetitive and day-to-day
decision making
Counter resistance to or rejection of chosen
strategies by organization members
Offer predetermined answers to routine
problems
Afford managers a mechanism for avoiding hasty
and ill-conceived decisions in changing operations
36
37. Advantages of Formal Written Policies
• Require managers to think through policy’s meaning,
content, and intended use
• Reduce misunderstanding
• Make equitable and consistent treatment of problems
• Ensure unalterable transmission of policies
• Communicate authorization or sanction of policies
more clearly
• Supply a convenient and authoritative reference
• Systematically enhance indirect control and
organization-wide coordination of the key purpose of
policies
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38. Selected Policies that Aid Strategy
Implementation
IBM has a marketing policy of not giving free
personal computers (PCs) to any person or
organization. (Supports IBM’s image strategy)
Maytag Company: Maytag will not approve any cost
reduction proposal if it reduces product quality in any
way. (Supports Maytag’s strategy to compete on
quality rather than on price)
[Maytag Corporation was an American home and commercial appliance
company headquartered in Newton, Iowa. It is now a brand owned by Whirlpool
Corporation.]
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39. Resource Allocation
Resource allocation is the Central Management
Activity that allows for the execution of strategy.
Four Types of resources
Financial resources
Physical Resources
Human Resources
Technological Resources
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40. Managing Conflicts
Disagreement between two or more parties on one or
more issue
Conflict not always bad
Conflict may not signal lack of concern
Can energize opposing groups to action
May help managers to identify problems
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42. Exercising Adequate Control Over
Empowered Employees
Challenge
- How to ensure actions of employees stay within acceptable
bounds?
Managerial control
- Establish boundaries on what not to do, allowing freedom to
act with limits
- Track and review daily operating performance
Peer-based control
- Peer-based organizations will be successful and out compete
traditional rank-based, hierarchic companies because
individuals behave more responsibly, more intelligently,
more strategically, and more cooperatively, than the same
individuals would in traditional rank-based organizations
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43. Just For Self Study….
Creating a peer-based organization does not mean you do away with
management positions or management structure, work still needs to be
managed. However, the governing, leadership choices in the four key
decision-making areas of strategy, tactics, operations, and functional
departments will be made, not by the self-similar elites, but by councils of
peers drawn from every level and function. Indeed, today a higher
consciousness is emerging in organizational thought that rejects rank as
the chief way of organizing relationships. It is arising on the periphery,
which has been the pattern for all evolutionary progress.
The strategy diamond gives a great way to think about business that
clearly allows to separate organizational structure and work management
from governance and decision making authority. With it, it is possible to
envision peer-based organizations. It also empowers to organize
businesses strategically around customers and company competencies,
not around static functions and hierarchical rank making. Putting it all
together peer-based strategy can be created. On the left side of the
strategy diamond, one can visualize organizational design and the
managing of work through traditional management positions. On the
right side, one can visualize organizational governance through the peer-
based leadership councils. 43