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Introduction to strategic mgt
1. Introduction to Strategic Management
Yaser Aref Alsheikh
MBA – Business Coach and Consultant
General Manager – Ezdihar Business Solutions
Dubai - UAE
3. The Definition of
Strategic Management
The Art and Science of
Formulating, Implementing, and
Evaluating Cross-Functional
Decisions That Enable an
Organization to Achieve It’s
Objectives
4. The Stages and Activities in the
Strategic Management Process
Stages Activities
Strategy
formulation
Strategy
evaluation
Strategy
implementation
Conduct
research
Establish
annual
objectives
Review internal
and external
factors
Integrate
intuition
with analysis
Devise
policies
Measure
performance
Make
decisions
Allocate
resources
Take
corrective
action
5. The Basis for Good
Strategic Decisions
Intuition + Analysis
Effective Strategic Decisions
6. Conveys strong sense of vision 75% 98%
Links compensation to performance 66% 91%
Communicates frequently with employees 59% 89%
Emphasizes ethics 74% 85%
Plans for management succession 56% 85%
Communicates frequently with customers 41% 78%
Reassigns or terminates 34% 71%
Rewards loyalty 39% 44%
Makes all major decisions 39% 21%
Behaves conservatively 32% 13%
What Traits CEOs Have Now - And Will
Need in the Year 2000
Personal Behaviors Now Year 2000
7. Strategy formulation 68% 78%
Human resource management 41% 53%
International economics and politics 10% 19%
Science and technology 11% 15%
Computer literacy 3% 7%
Marketing and sales 50% 48%
Negotiation 34% 24%
Accounting and finance 33% 24%
Handling media and public speaking 16% 13%
Production 21% 9%
What Traits CEOs Have Now - And Will
Need in the Year 2000 (cont.)
Knowledge and Skills Now Year 2000
9. Fourteen Key Internal ForcesFourteen Key Internal Forces
ManagementManagement
MarketingMarketing
DistributionDistribution
Production/
Operations
Production/
Operations
Research &
Development
Research &
Development
PurchasingPurchasing
ManufacturingManufacturing
10. Key Internal Forces (cont.)Key Internal Forces (cont.)
Finance/AccountingFinance/Accounting
PackagingPackaging
Computer
Information
Systems
Computer
Information
Systems
Employee/
Manager
Relations
Employee/
Manager
Relations
Human
Resource
Management
Human
Resource
Management
Vendor
Relations
Vendor
Relations
PromotionPromotion
11. Business MissionBusiness Mission
Strategy FormulationStrategy Formulation
External
Opportunities
and Threats
External
Opportunities
and Threats
Internal
Strengths and
Weaknesses
Internal
Strengths and
Weaknesses
Keys to Formulating Strategies
12. A Comprehensive Strategic Management ModelA Comprehensive Strategic Management Model
Develop
Mission
Statement
Develop
Mission
Statement
Establish
Long-
term
Objectives
Establish
Long-
term
Objectives
Generate,
Evaluate,
and
Select
Strategies
Generate,
Evaluate,
and
Select
Strategies
Establish
Policies and
Annual
Objectives
Establish
Policies and
Annual
Objectives
Allocate
Resources
Allocate
Resources
Measure
and
Evaluate
Performance
Measure
and
Evaluate
Performance
Perform
External
Audit
Perform
External
Audit
Perform
Internal
Audit
Perform
Internal
Audit
Feedback
Strategy Formulation Strategy Implementation Strategy Evaluation
13. Forces Influencing Design of Strategic
Management Systems
Toward more
formality and
more details
Toward less
formality and
fewer details
Management Styles
Policy maker
Democratic-permissive
Authoritarian
Day-to-day operational thinker
Intuitive thinker
Experienced in planning
Inexperienced in planning
Organization
Small one-plant companies
Large companies
14. Forces Influencing Design of Strategic
Management Systems
Toward more
formality and
more details
Toward less
formality and
fewer details
Complexity of
Environment
Stable environment
Turbulent environment
Little competition
Many markets and customers
Single market and customer
Competition severe
15. Forces Influencing Design of Strategic
Management Systems
Toward more
formality and
more details
Toward less
formality and
fewer details
Complexity of
Production Process
Long production lead times
Short production lead times
Capital intensive
Labor intensive
Integrated manufacturing processes
Simple manufacturing processes
High technology
Low technology
Market reaction time for new
product is short
Market reaction time is long
16. Forces Influencing Design of Strategic
Management Systems
Toward more
formality and
more details
Toward less
formality and
fewer details
Nature of Problems
Facing new, complex, tough
problems having long-range
aspects
Facing tough short-range problems
Purpose of Planning
System
Coordinate division activities
Train managers
17. Benefits of Strategic Management
- Improved Communication
- Increased Understanding
- Enhanced Commitment
- Greater Productivity
- More Effective Strategies
- Higher Productivity
- Allow Firm to Influence, Initiate, and Anticipate
- Be Proactive Rather Than Reactive
18. • Develop a Code of Business Ethics
• Ask All Managers and Employers to Sign
the Code
• Offer Business Ethics Workshops
• Include Ethics Factors in Performance
Appraisal Instruments
• Link Compensation to Ethical Behavior
How to Create an Ethical Culture
19. • Encourage Whistle Blowing
• Encourage Good Business Ethics
Behavior
• Publicize Good Business Ethics Behavior
• Reward Good Business Ethics Behavior
• Set a Good Example
How to Create an Ethical Culture (cont.)
20. The Communications Benefits of
Engaging In Strategic Management
Managers from all functional
areas listen and discuss their
views in strategic
management meetings. This
interaction yields learning,
appreciation, and
understanding among
managers who otherwise do
not communicate with each
other