Strategic management.Chapter 3

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Implementing
Strategies:
Management,
Operations,
and Human
Resource
Issues
Chapter Seven
Copyright ©2017 Pearson Education...

The Nature of Strategy
Implementation
Strategy Formulation
 Strategy formulation is
positioning forces before
the action....

Policies
Policy
specific guidelines, methods, procedures,
rules, forms, and administrative practices
established to supp...

Policies
Policies
set boundaries, constraints, and limits on the
kinds of administrative actions that can be
taken to re...

Policies
Policies (cont.)
reduce the amount of time managers spend
making decisions. Policies also clarify what
work is ...

Types of Resources
Financial Physical
Human Technological
Copyright ©2017 Pearson Education, Inc. 7-6

Resource Allocation
Resource Allocation
central management activity that allows for
strategy execution
Strategic manage...

Managing Conflict
Conflict
disagreement between two or more parties on
one or more issues
Establishing annual objective...

Managing Conflict
Avoidance
includes such actions as ignoring the problem
in hopes that the conflict will resolve itself...

Managing Conflict
Confrontation
exemplified by exchanging members of
conflicting parties so that each can gain an
apprec...

Policies
Policy
specific guidelines, methods, procedures,
rules, forms, and administrative practices
established to supp...

Advantages and Disadvantages of a
Functional Organizational Structure
Copyright ©2017 Pearson Education, Inc. 7-12

Functional activities are performed both centrally
and in each separate division
Organized by geographic area, product o...

Advantages and Disadvantages of a
Divisional Organizational Structure
Copyright ©2017 Pearson Education, Inc. 7-14

The Strategic Business Unit (SBU)
Structure
SBU Structure
groups similar divisions into strategic
business units and del...

The Matrix Structure
Matrix Structure
most complex of all designs because it
depends upon both vertical and horizontal
f...

The Matrix Structure
For a matrix structure to be effective,
organizations need participative planning,
training, clear m...

Policies
Policies
set boundaries, constraints, and limits on the
kinds of administrative actions that can be
taken to re...

Restructuring
Restructuring
involves reducing the size of the firm in terms
of number of employees, number of divisions
...

Reengineering
Reengineering
involves reconfiguring or redesigning work,
jobs, and processes for the purpose of
improving...

The Process of Evaluating
Strategies
Strategy evaluation should initiate
managerial questioning of expectations
and assum...

The Process of Evaluating
Strategies
Evaluating strategies on a continuous
rather than on a periodic basis allows
benchma...

Policies
Policies (cont.)
reduce the amount of time managers spend
making decisions. Policies also clarify what
work is ...

Characteristics of an Effective
Evaluation System
Strategy evaluation activities must be
economical
too much information...

Characteristics of an Effective
Evaluation System
Activities should provide timely information
Activities should be desi...

Contingency Planning
Contingency Plans can be
defined as alternative plans that
can be put into effect if certain
key eve...

Contingency Planning
If a major competitor withdraws from
particular markets as intelligence reports
indicate, what actio...

Contingency Planning
If demand for our new product exceeds
plans, what actions should our firm take to
meet the higher de...

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