Mgt4201#5
•Download as PPT, PDF•
4 likes•1,457 views
The document discusses different levels of planning and goals within an organization. It explains that strategic goals are set by top management to address broad issues, tactical goals are set by middle managers to operationalize strategic goals, and operational goals are set by lower managers. The planning process involves strategic plans set by top management, tactical plans by middle managers, and operational plans by lower managers. SWOT analysis is used to formulate strategies that support the organization's mission by exploiting strengths and opportunities and neutralizing weaknesses and threats.
Report
Share
Report
Share
![Decision Making and the Planning Process ,[object Object],3 – Figure 3.1 Strategic goals Strategic plans Tactical goals Operational goals Operational plans The organization’s mission The Environmental Context • Purpose • Premises • Values • Directions Tactical plans](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
Recommended
Level of strategy
The document discusses different levels of strategy - corporate, business, and functional. At the corporate level, strategies define the overall direction and objectives of a company. Common corporate strategies include stability, growth, retrenchment, and combination strategies. Business level strategies determine how a company will compete in each business unit, such as through cost leadership, differentiation, or market focus. Functional level strategies improve effectiveness within departments like manufacturing, marketing, and human resources.
The Strategic Management Process
This document provides an overview of strategic management concepts from Chapter 9 of an introduction to management textbook. It discusses strategic management as comprising strategic analysis, formulation, and implementation to accomplish long-term goals. Key points covered include the levels of strategy (corporate, business, functional), Porter's five forces model, the BCG matrix for portfolio analysis, corporate strategies like growth and retrenchment, and Porter's framework for business strategies.
Strategic managemnet process ppt
The document discusses the strategic management process, which includes four main steps: environmental scanning, strategy formulation, strategy implementation, and strategy evaluation. Environmental scanning involves analyzing internal and external factors that influence an organization. During strategy formulation, organizations design resource acquisition plans and formulate strategies to achieve goals. Strategy implementation translates strategies into actions. Strategy evaluation regularly assesses strategies and performance to determine if corrections are needed.
Strategic management overview
Strategic management is a process that involves establishing an organization's long-term goals and objectives, developing strategies to achieve these objectives based on internal and external circumstances, and implementing action plans. It has a futuristic and long-term orientation, takes a comprehensive approach, and focuses on creating competitive superiority from top management's point of view. The history of strategic management originated from military strategy and was later adopted by businesses to help ensure long-term survival in changing environments. The strategic management framework involves defining the business, setting objectives, formulating strategies, implementing strategies, and evaluating performance.
STRATEGY IMPLEMENTATION AND CONTROL
This paper discusses organizational and resource dimensions as basis for strategic control in strategy implementation. It defines and describes the often neglected but dynamic, iterative and complex nature of implementation process in the difficult terrain of actualizing organizational goals. Literature in organizational and management studies often under conceptualizes implementation as plain execution process with implications for inadequacy in strategic context. However, theories of organization, resource management and strategy implementation project an integrative framework for hierarchical and managerial decisions and actions. The paper investigates existing literature deficit and contributes to enhancing the strategic aptitude of middle and higher executives or commanding officers in handling organizational and resource dimensions in implementation as source for strategic control. A simulation exercise is designed for Course Participants to practice on the application of strategy implementation in real world inter-agency challenges.
Relationship between strategic formulation and implementation
Strategic management involves identifying strategies to achieve competitive advantage and better performance. It includes strategy formulation and implementation. Strategy formulation is the process of choosing actions to realize organizational goals through evaluating the environment, setting objectives and targets. The six main steps of formulation are setting objectives, evaluation, target setting, performance analysis, and strategy choice. Strategy implementation translates strategies into actions through developing an effective organizational structure, policies, leadership and rewards to efficiently execute strategic plans. Both formulation and implementation are important for organizational success.
1 strategic management overview
Strategic management has its origins in the art of war and was later adopted for business purposes. It involves establishing an organization's long-term direction through objectives, strategies, and plans while considering internal and external factors. The key aspects of strategic management are that it is an ongoing process, focuses on the future and long-term goals, and prioritizes creating competitive advantages. The strategic management framework includes defining the business, setting objectives and targets, formulating strategies, implementing strategies, and evaluating performance.
Unit 4, Strategy implementation & evaluation
This document discusses various aspects of strategy implementation including:
- The meaning and elements of strategy implementation such as differentiation, integration, structure, decision processes, and rewards systems.
- The role of top management in establishing objectives, policies, incentives, and ensuring a strategic culture.
- Types of organizational structures like functional, divisional, and matrix and how they should be matched to strategies.
- Factors influencing resource allocation and difficulties in allocating scarce resources.
- The importance of strategic control for efficiency, quality, innovation, and customer responsiveness.
Recommended
Level of strategy
The document discusses different levels of strategy - corporate, business, and functional. At the corporate level, strategies define the overall direction and objectives of a company. Common corporate strategies include stability, growth, retrenchment, and combination strategies. Business level strategies determine how a company will compete in each business unit, such as through cost leadership, differentiation, or market focus. Functional level strategies improve effectiveness within departments like manufacturing, marketing, and human resources.
The Strategic Management Process
This document provides an overview of strategic management concepts from Chapter 9 of an introduction to management textbook. It discusses strategic management as comprising strategic analysis, formulation, and implementation to accomplish long-term goals. Key points covered include the levels of strategy (corporate, business, functional), Porter's five forces model, the BCG matrix for portfolio analysis, corporate strategies like growth and retrenchment, and Porter's framework for business strategies.
Strategic managemnet process ppt
The document discusses the strategic management process, which includes four main steps: environmental scanning, strategy formulation, strategy implementation, and strategy evaluation. Environmental scanning involves analyzing internal and external factors that influence an organization. During strategy formulation, organizations design resource acquisition plans and formulate strategies to achieve goals. Strategy implementation translates strategies into actions. Strategy evaluation regularly assesses strategies and performance to determine if corrections are needed.
Strategic management overview
Strategic management is a process that involves establishing an organization's long-term goals and objectives, developing strategies to achieve these objectives based on internal and external circumstances, and implementing action plans. It has a futuristic and long-term orientation, takes a comprehensive approach, and focuses on creating competitive superiority from top management's point of view. The history of strategic management originated from military strategy and was later adopted by businesses to help ensure long-term survival in changing environments. The strategic management framework involves defining the business, setting objectives, formulating strategies, implementing strategies, and evaluating performance.
STRATEGY IMPLEMENTATION AND CONTROL
This paper discusses organizational and resource dimensions as basis for strategic control in strategy implementation. It defines and describes the often neglected but dynamic, iterative and complex nature of implementation process in the difficult terrain of actualizing organizational goals. Literature in organizational and management studies often under conceptualizes implementation as plain execution process with implications for inadequacy in strategic context. However, theories of organization, resource management and strategy implementation project an integrative framework for hierarchical and managerial decisions and actions. The paper investigates existing literature deficit and contributes to enhancing the strategic aptitude of middle and higher executives or commanding officers in handling organizational and resource dimensions in implementation as source for strategic control. A simulation exercise is designed for Course Participants to practice on the application of strategy implementation in real world inter-agency challenges.
Relationship between strategic formulation and implementation
Strategic management involves identifying strategies to achieve competitive advantage and better performance. It includes strategy formulation and implementation. Strategy formulation is the process of choosing actions to realize organizational goals through evaluating the environment, setting objectives and targets. The six main steps of formulation are setting objectives, evaluation, target setting, performance analysis, and strategy choice. Strategy implementation translates strategies into actions through developing an effective organizational structure, policies, leadership and rewards to efficiently execute strategic plans. Both formulation and implementation are important for organizational success.
1 strategic management overview
Strategic management has its origins in the art of war and was later adopted for business purposes. It involves establishing an organization's long-term direction through objectives, strategies, and plans while considering internal and external factors. The key aspects of strategic management are that it is an ongoing process, focuses on the future and long-term goals, and prioritizes creating competitive advantages. The strategic management framework includes defining the business, setting objectives and targets, formulating strategies, implementing strategies, and evaluating performance.
Unit 4, Strategy implementation & evaluation
This document discusses various aspects of strategy implementation including:
- The meaning and elements of strategy implementation such as differentiation, integration, structure, decision processes, and rewards systems.
- The role of top management in establishing objectives, policies, incentives, and ensuring a strategic culture.
- Types of organizational structures like functional, divisional, and matrix and how they should be matched to strategies.
- Factors influencing resource allocation and difficulties in allocating scarce resources.
- The importance of strategic control for efficiency, quality, innovation, and customer responsiveness.
Closing the gap in strategy implementation
This document discusses strategies for closing the gap between strategy formulation and implementation. It begins by noting that implementation is often more difficult than formulation. There are many factors that can impact implementation success, including organizational culture, leadership, and structure.
The document then outlines four research questions regarding barriers to implementation, the impact of culture and communication on implementation, and models that can enhance implementation during change. It reviews several models for managing change, including Lewin's change model and Kotter's 8-step model.
The remainder proposes empirical research on managing resistance to change and its impact on implementation degree. It provides an example case study of a pharmaceutical company implementing new reporting and benefits systems. It defines the variables of resistance to change and
Strategic Management Important topics
The document discusses several strategic management concepts including experience curves, life cycle analysis, portfolio analysis models like BCG matrix and GE matrix, generic strategies, strategic group analysis, contingency strategies, strategic choice process, and subjective factors in strategic choice. The key points are that experience curves show lower production costs with greater experience, life cycle assessment evaluates environmental impacts over a product's lifetime, and portfolio models analyze business units based on market factors.
Evolution of the strategic management
The document discusses strategic management. It begins with an overview of the strategic management process, including environmental analysis and forecasting. It then discusses the evolution of strategic management thinking over time from the 1950s to present. Various frameworks for environmental analysis are introduced, like Porter's Five Forces model and PEST analysis. Qualitative and quantitative methods of environmental forecasting are also summarized. The document outlines the strategic management process of defining the business, setting objectives, formulating strategies, implementing plans, and evaluating performance. It provides examples of growth strategies and discusses approaches to implementation.
strategy formulation vs strategy implementation
Strategic management involves both strategy formulation and implementation. Strategy formulation includes assessing the external environment, setting objectives, and developing strategic plans. It is focused on effectiveness and involves top-level management. Strategy implementation is the process of executing strategic plans and involves changes to the organization's structure. It is focused on efficiency and requires coordination from middle and operational levels of management. Strategy formulation and implementation are interdependent processes, with formulation preceding and influencing implementation.
What is Strategic Management? | Strategy Formulation | Implementation | Evalu...
This document provides an overview of strategic management. It defines strategic management as formulating, implementing, and evaluating cross-functional decisions to achieve organizational objectives. The strategic management process involves three main stages: strategy formulation, implementation, and evaluation. Key terms in strategic management are also defined, such as vision/mission statements, SWOT analysis, objectives, strategies, and competitive advantage. Benefits of strategic management include improved performance and ability to shape the future. Some reasons why firms may not engage in strategic planning are also discussed.
Strategies, policies and planning premises
This document discusses strategies, policies, and strategic planning. It covers the following key points in 3 sentences:
Strategies exist at the corporate, business unit, and functional levels and include a company's competitive moves, internal approaches, and action plans. Strategic planning involves analyzing the internal strengths and weaknesses as well as external opportunities and threats, setting objectives, and crafting strategies to guide the organization. Effective implementation of strategies requires consideration of factors like technology, human resources, decision processes, and organizational culture.
Strategic management
The document provides information on the objectives, significance, and conceptual framework of a strategic management course.
The objectives are to develop knowledge, skills, and attitudes among students. Key skills include analytical thinking and decision-making. The course also aims to help managers understand the organization's environment and relate strategy formulation to it.
Strategic management is significant for top managers as well as middle managers. For top managers, it helps integrate various subsystems and relate the organization to its changing environment. For middle managers, it provides a holistic view of the organization and teaches an integrative approach.
The conceptual framework discusses concepts like policies, strategies, and tactics. It also explains the three levels of strategy - corporate,
Basic concept of strategic management
Strategic decision making deals with long-term, unusual decisions that commit substantial resources across an entire organization. There are four modes of strategic decision making: entrepreneurial, adaptive, planning, and logical incrementalism. The strategic planning process involves evaluating current performance, scanning the external and internal environments, analyzing strategic factors, generating and selecting strategies, implementing strategies, and providing feedback. A strategic audit systematically examines and evaluates strategic management processes and measures corporate performance against strategic goals to identify deficiencies.
Strategy Implementation and Control
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.
Approaches to the strategy making process
The document discusses four approaches to strategy making: the classical/rational planning approach, the evolutionary approach, the processual approach, and the systemic approach. The classical approach views strategy as formed through formal analysis and planning. The evolutionary approach sees strategy as emerging informally through market forces. The processual approach accounts for psychological and behavioral factors. The systemic approach views strategy as shaped by the social system an organization operates within.
Strategic implementation (chapter 9) pp
This chapter discusses organizing for strategy implementation, including developing programs, budgets, procedures, and structures to achieve synergy. It covers organizing structures like functional, divisional, and matrix structures that follow strategy. These structures evolve through a corporate life cycle and stages of development. The chapter also addresses international issues like the strategic approach to international development and the balance of centralization vs. decentralization.
The strategic management process 002
This document discusses the strategic management process, which includes formulation, implementation, and evaluation. It states that if a business has a proper strategic management process in place, it will yield profitability and growth. It defines strategy and explains the importance of having a strategy. It also outlines the key aspects of each part of the strategic management process.
strategy implementation
The document discusses various aspects of strategy implementation including:
1. Strategy implementation requires integrating people, structure, processes and resources to achieve organizational objectives.
2. There are different organizational structures that can be used including functional, divisional, strategic business unit and matrix structures.
3. The McKinsey 7S model analyzes seven key internal elements including strategy, structure, systems, staffing, skills, style and shared values that must be aligned for effective strategy implementation.
Presentation on Strategy and structure
This document discusses strategies and organization structures. It defines strategy and describes corporate-level and business-level strategies. Corporate strategies like diversification affect organization design, requiring coordination or monitoring. Business strategies like cost leadership necessitate efficiency and control. The document also describes mechanistic and organic structures. A mechanistic structure is centralized and specialized, while an organic structure is decentralized and flexible. The best structure depends on the situation according to contingency theory.
Strategic management
This document provides an overview of strategic management concepts including definitions, models, and frameworks. It defines strategic management as identifying and executing a company's strategic plan by matching capabilities with environmental demands. Several strategic management models and frameworks are described in detail, including Porter's 5 Forces model, the GE planning grid, McKinsey's 7S framework, and Boston Consulting Group's growth-share matrix. The levels of strategy and process of strategic management are also outlined.
Note on Implementation Strategy -A Harvard Business Review Kenneth R. An...
This document provides a framework for strategy implementation. It discusses establishing strategic intent, formulating strategies, and implementing and evaluating strategies. Key points of implementation include defining tasks, identifying required skills, and creating "fits" between the strategy and organizational structure, processes, systems, and policies. Different implementation approaches are needed depending on the stage of the organization and situation. Misfits can arise from environmental or strategic changes and may be permitted temporarily. The document outlines skills needed for successful implementation including analytical, administrative, leadership, and communication abilities.
Topic 1 strategic management
This document discusses strategic management. It outlines the learning objectives, which are to discuss strategic management, the role of corporate management, and evaluate students' knowledge. It then outlines the key topics to be covered, including strategic management process, role of governance and stakeholders. It defines strategic management and discusses the benefits. Key terms are defined, including competitive advantage, vision and mission statements, strengths and weaknesses. The three stages of the strategic management process are described: strategy formulation, implementation, and evaluation. Strategy activities are said to occur at three levels - corporate, divisional, and functional. Questions are provided to evaluate understanding of board of directors and top management.
Change Management at a glance-by Ravish roshan
The document discusses various concepts related to organization change and planning including:
1) It describes the nature of organization change and discusses forces for change like external pressures and internal responses.
2) It outlines Lewin's three step change process of unfreezing, implementing change, and refreezing to make changes permanent.
3) It discusses reasons for resistance to change like uncertainty and threats to interests, and ways to overcome resistance like participation and communication.
0887 business policy & strategy
PTCL is Pakistan's primary telecommunications company established in 1996. It has its headquarters in Islamabad. While Pakistan's telecom sector has grown significantly in recent decades, particularly in cellular mobile and internet, landline density remains stagnant with PTCL as the sole provider. The document discusses PTCL's strategy formulation and challenges in improving landline services in Pakistan.
0887 business policy & strategy
PTCL is Pakistan's sole landline provider established in 1996. While Pakistan's telecom sector has grown, landline density remains stagnant. PTCL faces challenges including lack of investment, outdated infrastructure, and competition from cellular providers. Strategic recommendations are needed to address these issues and reform PTCL to better serve customers in Pakistan's evolving telecom market.
Planning
Planning involves defining goals, strategies, and plans at multiple levels of the organization. It provides direction, reduces uncertainty, and coordinates work. Effective planning includes analyzing internal strengths/weaknesses and external opportunities/threats. Managers develop goals, strategies, and formal plans to achieve goals over short and long terms. Planning establishes performance standards and guides resource allocation.
planning-_process_and_techniques.ppt
The document outlines the key steps in the planning process for managers: situational analysis, developing alternative goals and plans, evaluating and selecting goals and plans, implementation, and monitoring/controlling. It also discusses strategic planning and the strategic management process, including establishing mission/vision/goals, environmental analysis, SWOT analysis, strategy formulation, implementation, and control. The overall planning process aims to help managers focus efforts, coordinate activities, and adapt to changes over time.
More Related Content
What's hot
Closing the gap in strategy implementation
This document discusses strategies for closing the gap between strategy formulation and implementation. It begins by noting that implementation is often more difficult than formulation. There are many factors that can impact implementation success, including organizational culture, leadership, and structure.
The document then outlines four research questions regarding barriers to implementation, the impact of culture and communication on implementation, and models that can enhance implementation during change. It reviews several models for managing change, including Lewin's change model and Kotter's 8-step model.
The remainder proposes empirical research on managing resistance to change and its impact on implementation degree. It provides an example case study of a pharmaceutical company implementing new reporting and benefits systems. It defines the variables of resistance to change and
Strategic Management Important topics
The document discusses several strategic management concepts including experience curves, life cycle analysis, portfolio analysis models like BCG matrix and GE matrix, generic strategies, strategic group analysis, contingency strategies, strategic choice process, and subjective factors in strategic choice. The key points are that experience curves show lower production costs with greater experience, life cycle assessment evaluates environmental impacts over a product's lifetime, and portfolio models analyze business units based on market factors.
Evolution of the strategic management
The document discusses strategic management. It begins with an overview of the strategic management process, including environmental analysis and forecasting. It then discusses the evolution of strategic management thinking over time from the 1950s to present. Various frameworks for environmental analysis are introduced, like Porter's Five Forces model and PEST analysis. Qualitative and quantitative methods of environmental forecasting are also summarized. The document outlines the strategic management process of defining the business, setting objectives, formulating strategies, implementing plans, and evaluating performance. It provides examples of growth strategies and discusses approaches to implementation.
strategy formulation vs strategy implementation
Strategic management involves both strategy formulation and implementation. Strategy formulation includes assessing the external environment, setting objectives, and developing strategic plans. It is focused on effectiveness and involves top-level management. Strategy implementation is the process of executing strategic plans and involves changes to the organization's structure. It is focused on efficiency and requires coordination from middle and operational levels of management. Strategy formulation and implementation are interdependent processes, with formulation preceding and influencing implementation.
What is Strategic Management? | Strategy Formulation | Implementation | Evalu...
This document provides an overview of strategic management. It defines strategic management as formulating, implementing, and evaluating cross-functional decisions to achieve organizational objectives. The strategic management process involves three main stages: strategy formulation, implementation, and evaluation. Key terms in strategic management are also defined, such as vision/mission statements, SWOT analysis, objectives, strategies, and competitive advantage. Benefits of strategic management include improved performance and ability to shape the future. Some reasons why firms may not engage in strategic planning are also discussed.
Strategies, policies and planning premises
This document discusses strategies, policies, and strategic planning. It covers the following key points in 3 sentences:
Strategies exist at the corporate, business unit, and functional levels and include a company's competitive moves, internal approaches, and action plans. Strategic planning involves analyzing the internal strengths and weaknesses as well as external opportunities and threats, setting objectives, and crafting strategies to guide the organization. Effective implementation of strategies requires consideration of factors like technology, human resources, decision processes, and organizational culture.
Strategic management
The document provides information on the objectives, significance, and conceptual framework of a strategic management course.
The objectives are to develop knowledge, skills, and attitudes among students. Key skills include analytical thinking and decision-making. The course also aims to help managers understand the organization's environment and relate strategy formulation to it.
Strategic management is significant for top managers as well as middle managers. For top managers, it helps integrate various subsystems and relate the organization to its changing environment. For middle managers, it provides a holistic view of the organization and teaches an integrative approach.
The conceptual framework discusses concepts like policies, strategies, and tactics. It also explains the three levels of strategy - corporate,
Basic concept of strategic management
Strategic decision making deals with long-term, unusual decisions that commit substantial resources across an entire organization. There are four modes of strategic decision making: entrepreneurial, adaptive, planning, and logical incrementalism. The strategic planning process involves evaluating current performance, scanning the external and internal environments, analyzing strategic factors, generating and selecting strategies, implementing strategies, and providing feedback. A strategic audit systematically examines and evaluates strategic management processes and measures corporate performance against strategic goals to identify deficiencies.
Strategy Implementation and Control
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.
Approaches to the strategy making process
The document discusses four approaches to strategy making: the classical/rational planning approach, the evolutionary approach, the processual approach, and the systemic approach. The classical approach views strategy as formed through formal analysis and planning. The evolutionary approach sees strategy as emerging informally through market forces. The processual approach accounts for psychological and behavioral factors. The systemic approach views strategy as shaped by the social system an organization operates within.
Strategic implementation (chapter 9) pp
This chapter discusses organizing for strategy implementation, including developing programs, budgets, procedures, and structures to achieve synergy. It covers organizing structures like functional, divisional, and matrix structures that follow strategy. These structures evolve through a corporate life cycle and stages of development. The chapter also addresses international issues like the strategic approach to international development and the balance of centralization vs. decentralization.
The strategic management process 002
This document discusses the strategic management process, which includes formulation, implementation, and evaluation. It states that if a business has a proper strategic management process in place, it will yield profitability and growth. It defines strategy and explains the importance of having a strategy. It also outlines the key aspects of each part of the strategic management process.
strategy implementation
The document discusses various aspects of strategy implementation including:
1. Strategy implementation requires integrating people, structure, processes and resources to achieve organizational objectives.
2. There are different organizational structures that can be used including functional, divisional, strategic business unit and matrix structures.
3. The McKinsey 7S model analyzes seven key internal elements including strategy, structure, systems, staffing, skills, style and shared values that must be aligned for effective strategy implementation.
Presentation on Strategy and structure
This document discusses strategies and organization structures. It defines strategy and describes corporate-level and business-level strategies. Corporate strategies like diversification affect organization design, requiring coordination or monitoring. Business strategies like cost leadership necessitate efficiency and control. The document also describes mechanistic and organic structures. A mechanistic structure is centralized and specialized, while an organic structure is decentralized and flexible. The best structure depends on the situation according to contingency theory.
Strategic management
This document provides an overview of strategic management concepts including definitions, models, and frameworks. It defines strategic management as identifying and executing a company's strategic plan by matching capabilities with environmental demands. Several strategic management models and frameworks are described in detail, including Porter's 5 Forces model, the GE planning grid, McKinsey's 7S framework, and Boston Consulting Group's growth-share matrix. The levels of strategy and process of strategic management are also outlined.
Note on Implementation Strategy -A Harvard Business Review Kenneth R. An...
This document provides a framework for strategy implementation. It discusses establishing strategic intent, formulating strategies, and implementing and evaluating strategies. Key points of implementation include defining tasks, identifying required skills, and creating "fits" between the strategy and organizational structure, processes, systems, and policies. Different implementation approaches are needed depending on the stage of the organization and situation. Misfits can arise from environmental or strategic changes and may be permitted temporarily. The document outlines skills needed for successful implementation including analytical, administrative, leadership, and communication abilities.
Topic 1 strategic management
This document discusses strategic management. It outlines the learning objectives, which are to discuss strategic management, the role of corporate management, and evaluate students' knowledge. It then outlines the key topics to be covered, including strategic management process, role of governance and stakeholders. It defines strategic management and discusses the benefits. Key terms are defined, including competitive advantage, vision and mission statements, strengths and weaknesses. The three stages of the strategic management process are described: strategy formulation, implementation, and evaluation. Strategy activities are said to occur at three levels - corporate, divisional, and functional. Questions are provided to evaluate understanding of board of directors and top management.
Change Management at a glance-by Ravish roshan
The document discusses various concepts related to organization change and planning including:
1) It describes the nature of organization change and discusses forces for change like external pressures and internal responses.
2) It outlines Lewin's three step change process of unfreezing, implementing change, and refreezing to make changes permanent.
3) It discusses reasons for resistance to change like uncertainty and threats to interests, and ways to overcome resistance like participation and communication.
0887 business policy & strategy
PTCL is Pakistan's primary telecommunications company established in 1996. It has its headquarters in Islamabad. While Pakistan's telecom sector has grown significantly in recent decades, particularly in cellular mobile and internet, landline density remains stagnant with PTCL as the sole provider. The document discusses PTCL's strategy formulation and challenges in improving landline services in Pakistan.
0887 business policy & strategy
PTCL is Pakistan's sole landline provider established in 1996. While Pakistan's telecom sector has grown, landline density remains stagnant. PTCL faces challenges including lack of investment, outdated infrastructure, and competition from cellular providers. Strategic recommendations are needed to address these issues and reform PTCL to better serve customers in Pakistan's evolving telecom market.
What's hot (20)
What is Strategic Management? | Strategy Formulation | Implementation | Evalu...
What is Strategic Management? | Strategy Formulation | Implementation | Evalu...
Note on Implementation Strategy -A Harvard Business Review Kenneth R. An...
Note on Implementation Strategy -A Harvard Business Review Kenneth R. An...
Similar to Mgt4201#5
Planning
Planning involves defining goals, strategies, and plans at multiple levels of the organization. It provides direction, reduces uncertainty, and coordinates work. Effective planning includes analyzing internal strengths/weaknesses and external opportunities/threats. Managers develop goals, strategies, and formal plans to achieve goals over short and long terms. Planning establishes performance standards and guides resource allocation.
planning-_process_and_techniques.ppt
The document outlines the key steps in the planning process for managers: situational analysis, developing alternative goals and plans, evaluating and selecting goals and plans, implementation, and monitoring/controlling. It also discusses strategic planning and the strategic management process, including establishing mission/vision/goals, environmental analysis, SWOT analysis, strategy formulation, implementation, and control. The overall planning process aims to help managers focus efforts, coordinate activities, and adapt to changes over time.
Rmb 301 strategic management 1
this is the notes of mba 3rd semester the compulsory subject strategic management the unified syllabus of aktu university
Strategic Management
Strategic management involves 9 critical tasks including formulating the company's mission, conducting internal and external analyses, identifying strategic options, selecting long-term objectives and strategies, and implementing and evaluating the strategic process. It operates at 3 levels - the corporate level which determines the business, the business unit level which translates strategies, and the functional level which develops short-term strategies. Benefits include enhancing problem prevention, generating better decisions through group interaction, reducing gaps and overlaps, and reducing resistance to change.
Management: Planning and decision making
This PPT will help students to get the basic ideas of Planning and Decision making in Management process.
Day3
This document discusses various concepts related to strategic planning and management. It defines planning, identifies reasons for and criticisms of planning. It also distinguishes between strategic and tactical plans, and directional versus specific plans. Additionally, it covers topics like management by objectives, the strategic management process, grand strategies, competitive advantage, and quality as a strategic weapon.
Mgt 2113 chapter 3
The document defines key terms related to planning including strategic planning, tactical planning, directional plans, specific plans, single-use plans, standing plans, and management by objectives. It also discusses the strategic management process including analyzing the environment through SWOT analysis and identifying grand strategies like growth, stability, and retrenchment. Competitive strategies such as cost leadership, differentiation, and focus are also outlined.
476495370-4-Planning-and-Strategic-Management-ppt.ppt
This document outlines the basic steps in strategic planning and management. It discusses:
1) The six steps in the planning process: situational analysis, alternative goals/plans, evaluation, selection, implementation, and monitoring.
2) How strategic, tactical, and operational planning are integrated in a hierarchy.
3) The strategic management process, including establishing mission/vision/goals, external/internal analysis, SWOT analysis, strategy formulation and implementation, and control.
4) Key strategic concepts like resources, core competencies, corporate strategies, the BCG matrix, and business strategies.
Process of strategic management 2a
The document outlines the key elements and components of strategic management, including strategic position, strategic choices, and strategy implementation.
Strategic position involves scanning the external environment, assessing organizational culture and stakeholder expectations, and aligning resources. Strategic choices includes identifying strategic options, evaluating those options, and selecting a strategy. Strategy implementation consists of organizational structure and design, planning and allocating resources, and managing strategic change.
The levels of strategy planning are the corporate level, which focuses on exploiting competencies through long-term plans, the business level, which determines competitive position for individual business units, and the functional level, which designs short-term strategies and annual objectives.
Ism 2010 (sec-b)
The document outlines the six main steps in the strategy formulation process:
1. Setting the organization's long-term objectives by analyzing factors that influence strategic decisions.
2. Evaluating the organization's environment including its competitive position, strengths, weaknesses and potential threats or opportunities.
3. Practically setting quantitative target values for some organizational objectives to evaluate contributions from departments and product lines.
Planning
1. Planning involves identifying goals and strategies for an organization. It includes corporate, business unit, and functional level plans with time horizons from 1 to more than 5 years.
2. Key aspects of planning include determining the organization's mission and major goals, analyzing the situation to formulate strategies, and implementing strategies by allocating resources and responsibilities.
3. Effective planning provides direction, coordination, and control for an organization. It involves managers at all levels and helps the organization work toward common objectives.
Planning
1. Planning involves identifying goals and strategies for an organization. It includes corporate, business unit, and functional level plans with time horizons from 1 to over 5 years.
2. Key aspects of planning include determining the organization's mission and major goals, analyzing the situation to formulate strategies, and implementing strategies by allocating resources and responsibilities.
3. Effective planning provides direction, coordination, and control for an organization. It involves managers at all levels and helps the organization work toward common objectives.
NCV 3 Management Practice Hands-On Support Slide Show - Module 3
This document discusses strategic planning and organizational structures. It defines strategic planning as a process that aligns an organization's resources with external threats and opportunities. The key elements are courses of action, seeking new ideas, and how the strategy is formulated. Several types of organizational structures are described, including line, line-and-staff, functional, project, and matrix structures. Each structure has advantages and disadvantages depending on an organization's needs. Strategic planning helps organizations adapt to changing environments and improves performance by establishing long-term goals and strategies.
Introduction to strategic management
Strategic management involves 3 stages: strategy formulation, implementation, and evaluation. Strategy formulation develops a vision and mission, identifies external opportunities and threats, determines internal strengths and weaknesses, and establishes long-term objectives and strategies. Strategy implementation establishes annual objectives, policies, budgets, and systems to execute strategies. Strategy evaluation assesses strategy effectiveness and identifies strategies that need improvement.
Strategic Management & Planning
This document discusses strategic management. It defines strategic management as the continuous planning, monitoring, analysis and assessment necessary for an organization to meet its goals. There are three main classifications of decisions: corporate, business, and functional. The document also discusses various strategic management frameworks and tools, including Porter's generic strategies, the BCG matrix, SWOT analysis, and the Wheelen and Hunger strategic management model. Finally, it outlines the benefits of strategic management for organizations.
Planning and its Theories
this is about the different theories related to planning in management practices. useful for freshers to mgmt. studies and also may be for Entrepreneur
02. Organizational Goals, Planning & Decision Making (2021).pptx
The document discusses organizational goals, planning, and decision making. It defines goals as measurable end results to be achieved within a timeframe. Goals provide guidance, motivation, and a means of evaluation. Vision and mission statements describe an organization's purpose and direction. Planning involves setting goals by level (strategic, tactical, operational), area, and timeframe. Barriers to planning like improper goals must be overcome. Decision making requires choosing between alternatives, and styles include autocratic, democratic, laissez-faire, consensus, and contingency approaches.
Mo 2a
The document discusses various types of plans used in management including missions, objectives, strategies, policies, procedures, rules, programs, and budgets. It also discusses strategic planning processes, management by objectives, and using a TOWS matrix to analyze strengths, weaknesses, opportunities, and threats when developing strategies.
503556154-Jeffrey-a-Mello-4e-Chapter-3-Strategic-Management.ppt
This document discusses how human resources can play a key role in each stage of the strategic planning process. It outlines 8 stages: 1) understanding the planning legacy, 2) creating a diverse planning team, 3) aligning with leadership goals, 4) analyzing current realities, 5) developing alternative options, 6) measuring progress, 7) deploying the plan, and 8) developing contingency plans. For each stage, it provides examples of how human resources can contribute their expertise to ensure a successful strategic planning process.
BUS137 Chapter 4
The document outlines the strategic planning process and key concepts in strategic management. It discusses the following:
1. The strategic planning process involves analyzing internal/external factors, generating goals/plans, evaluating alternatives, selecting goals/plans, implementing, and monitoring performance.
2. Strategic planning determines long-term goals and strategies while tactical and operational planning focus on medium-term and short-term goals.
3. A company develops strategy by analyzing strengths/weaknesses and opportunities/threats to gain a competitive advantage in its industry.
Similar to Mgt4201#5 (20)
476495370-4-Planning-and-Strategic-Management-ppt.ppt
476495370-4-Planning-and-Strategic-Management-ppt.ppt
NCV 3 Management Practice Hands-On Support Slide Show - Module 3
NCV 3 Management Practice Hands-On Support Slide Show - Module 3
02. Organizational Goals, Planning & Decision Making (2021).pptx
02. Organizational Goals, Planning & Decision Making (2021).pptx
503556154-Jeffrey-a-Mello-4e-Chapter-3-Strategic-Management.ppt
503556154-Jeffrey-a-Mello-4e-Chapter-3-Strategic-Management.ppt
More from International Islamic University Chittagong
Acc4201#8
The document discusses various techniques for analyzing financial statements, including horizontal analysis, vertical analysis, and ratio analysis. It provides examples of applying these techniques to sample financial statement data. Specific topics covered include liquidity ratios, profitability ratios, solvency ratios, earnings power, irregular items, discontinued operations, extraordinary items, and quality of earnings. Objectives are to understand how to perform financial statement analysis and calculate common financial ratios.
Mgt4201#11
Control involves regulating organizational activities to keep performance within acceptable limits and adjust it if needed. It has benefits like indicating performance and adjusting it. There are different types of control over physical, human, information and financial resources. Responsibility for control can involve controllers. The control process has steps like establishing standards, measuring performance against standards, comparing it, and taking corrective action if needed. Financial control oversees financial resources through budgets, financial statements, ratio analysis and audits. Structural control can be bureaucratic or decentralized. Strategic control aligns implementation with strategic goals internationally. Effective control integrates planning, is flexible, accurate, timely and objective while avoiding overcontrol or rewarding inefficiency.
Acc4201#6
This document provides an overview of inventory accounting concepts. It describes how companies determine inventory quantities through physical counts, classify inventory for manufacturers, account for goods in transit, and use different inventory cost flow methods like FIFO, LIFO, and average cost. The key effects of these inventory cost flow methods on financial statements and taxes are also summarized.
Acc4201#7
The document discusses the statement of cash flows, which reports an entity's cash inflows and outflows during a period. It provides information on where cash came from, what it was used for, and the change in cash balance. The statement of cash flows classifies cash flows into three categories: operating, investing, and financing activities. It is prepared using the direct or indirect method and aims to reconcile net income to net cash provided by operating activities.
Mgt4201#10
The document discusses several theories of motivation that can help managers understand what motivates employee behavior, including:
1) Content theories that examine factors like Maslow's hierarchy of needs and Herzberg's two-factor theory.
2) Process theories like expectancy theory that look at how motivation leads to effort, performance, and outcomes.
3) Reinforcement perspectives that discuss how rewarding desired behaviors can encourage those behaviors to continue.
Acc4201#5
This document provides an overview of accounting for merchandising operations. It discusses the key differences between service companies and merchandising companies, which buy and sell goods to earn a profit. The document outlines the accounting entries for purchases and sales under a perpetual inventory system, including purchases, sales, returns and allowances. It also covers inventory systems, computing cost of goods sold, and the steps in the accounting cycle for a merchandising business.
Mgt4201#9
The psychological contract refers to the set of expectations between an individual and the organization regarding what each will contribute. The person-job fit concerns how well an individual's contributions match the organization's inducements. Personality traits like the Big Five (agreeableness, conscientiousness, emotional stability, extraversion, and openness) as well as locus of control, self-efficacy, and risk propensity influence individual behavior at work. Leadership involves using non-coercive influence to motivate others toward goals and help define organizational culture. Situational leadership theories like path-goal theory and leader-member exchange focus on how leader behaviors should adapt to situations.
Mgt4201#8
The document discusses groups and teams in organizations. It defines groups as two or more people who interact regularly to accomplish a common purpose, and identifies types of groups like functional groups and informal interest groups. It defines teams as groups that work as a unit to carry out tasks, and describes types of teams like self-managed teams and cross-functional teams. The document also discusses the stages of group development, roles and norms in groups and teams, factors that influence cohesiveness, and sources and management of conflict.
Mgt4201#7
The document discusses various concepts related to organizing work in an organization, including:
1) Designing jobs by determining individual responsibilities and levels of specialization. Specialization breaks work into smaller tasks performed by specialized workers, while alternatives like rotation and enrichment aim to increase variety and responsibility.
2) Grouping jobs into departments by function, product, customer, or location.
3) Establishing reporting relationships and chains of command with a clear unity of command and scalar principle. Managers have a span of control over subordinates.
4) Distributing authority through delegation and decentralization to lower levels while ensuring accountability.
Mgt4201#6
The document discusses managerial decision making and different models for decision making processes. It describes programmed and non-programmed decisions and outlines the classical, administrative, and incremental models. It provides a 7 step process for decision making: 1) identifying opportunities and problems, 2) setting objectives, 3) generating alternatives, 4) evaluating alternatives, 5) reaching a decision, 6) implementation strategies, and 7) monitoring and evaluating. Key aspects of evaluating alternatives and effective implementation are also covered.
Acc4201#4
This document discusses the accounting cycle and preparation of financial statements. It explains how to prepare a work sheet with adjustments, closing entries, and financial statements including the income statement, owner's equity statement, and balance sheet. The work sheet is used to record adjustments, calculate adjusted trial balances, and extend amounts to the financial statements. Closing entries transfer temporary account balances to the income summary and owner's capital accounts.
Mgt4201#4
The document summarizes the historical development of management perspectives from classical, scientific, administrative, and bureaucratic approaches to behavioral, quantitative, systems, contingency, and integrative frameworks. It discusses key contributors like Taylor, Fayol, Mayo, Maslow, and McGregor and their influences on management thought. Contemporary perspectives emphasize recognizing internal/external influences, contingency-based responses, and an integrative approach to enhance efficiency and understanding of individual/group behavior.
Acc4201#3
This document provides an overview of adjusting entries and preparing an adjusted trial balance. It discusses the time period and accrual assumptions, the need for adjusting entries to follow revenue recognition and matching principles, and the major types of adjusting entries for prepayments and accruals. Examples are provided for preparing adjusting entries for various accounts. The adjusted trial balance is compared to the unadjusted trial balance, and it explains how the financial statements are prepared directly from the adjusted trial balance accounts.
Mgt4201#3
The document discusses the internal and external environments of organizations. The external environment includes the general environment and task environment. The general environment comprises five dimensions - economic, technological, political-legal, socio-cultural, and international. The task environment includes competitors, customers, suppliers, regulators, and strategic partners that directly influence the organization. The internal environment consists of conditions within the organization like owners, employees, and organizational culture. Culture is determined by the founder and strengthened by success, and can be managed by understanding, rewarding, and promoting desired values.
Mgt4201#2
The document discusses Mintzberg's roles of management. It describes managers having interpersonal roles like figurehead, leader, and liaison to coordinate employees. Informational roles include monitor, disseminator, and spokesperson to obtain and transmit information. Decisional roles are entrepreneur, disturbance handler, and resource allocator involving planning, crisis handling, and allocating resources. The document also briefly discusses managerial skills, challenges, issues, and competencies needed for future managers.
Acc4201#2
The document discusses accounting concepts related to the recording process, including accounts, debits and credits, journals, ledgers, and posting. It provides examples of journal entries and explains how transactions are recorded in journals and then posted to the appropriate accounts in the general ledger. The overall recording process aims to maintain an accurate accounting of increases and decreases in assets, liabilities, and equity.
MGT-4201#1
Management involves coordinating work activities to efficiently achieve organizational goals. Managers strive for effectiveness, or high goal attainment, and efficiency, or minimizing wasted resources. The basic functions of management are planning, organizing, leading, and controlling. While technologies and business environments change, fundamental management principles of defining goals, allocating resources, motivating employees, and monitoring progress remain important. Management occurs at different levels from top executives setting long-term strategy to frontline managers overseeing daily operations. Studying management provides universally applicable concepts for all organizations.
ACC-4201#1
This document outlines the key concepts from Chapter 1 of an accounting principles course, including:
- Accounting identifies, records, and communicates economic events of organizations to interested users.
- The basic accounting equation is Assets = Liabilities + Owner's Equity.
- Four key financial statements are prepared from accounting data: the income statement, owner's equity statement, balance sheet, and statement of cash flows.
More from International Islamic University Chittagong (18)
Recently uploaded
MATATAG CURRICULUM: ASSESSING THE READINESS OF ELEM. PUBLIC SCHOOL TEACHERS I...
In this research, it concludes that while the readiness of teachers in Caloocan City to implement the MATATAG Curriculum is generally positive, targeted efforts in professional development, resource distribution, support networks, and comprehensive preparation can address the existing gaps and ensure successful curriculum implementation.
How to Manage Your Lost Opportunities in Odoo 17 CRM
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
Your Skill Boost Masterclass: Strategies for Effective Upskilling
Your Skill Boost Masterclass: Strategies for Effective UpskillingExcellence Foundation for South Sudan
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.Pollock and Snow "DEIA in the Scholarly Landscape, Session One: Setting Expec...
Pollock and Snow "DEIA in the Scholarly Landscape, Session One: Setting Expec...National Information Standards Organization (NISO)
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.clinical examination of hip joint (1).pdf
described clinical examination all orthopeadic conditions .
Azure Interview Questions and Answers PDF By ScholarHat
Azure Interview Questions and Answers PDF By ScholarHat
Chapter 4 - Islamic Financial Institutions in Malaysia.pptx
Chapter 4 - Islamic Financial Institutions in Malaysia.pptxMohd Adib Abd Muin, Senior Lecturer at Universiti Utara Malaysia
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
Introduction to AI for Nonprofits with Tapp Network
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
How to Fix the Import Error in the Odoo 17
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
RPMS TEMPLATE FOR SCHOOL YEAR 2023-2024 FOR TEACHER 1 TO TEACHER 3
RPMS Template 2023-2024 by: Irene S. Rueco
The History of Stoke Newington Street Names
Presented at the Stoke Newington Literary Festival on 9th June 2024
www.StokeNewingtonHistory.com
Digital Artifact 1 - 10VCD Environments Unit
Digital Artifact 1 - 10VCD Environments Unit - NGV Pavilion Concept Design
Recently uploaded (20)
MATATAG CURRICULUM: ASSESSING THE READINESS OF ELEM. PUBLIC SCHOOL TEACHERS I...
MATATAG CURRICULUM: ASSESSING THE READINESS OF ELEM. PUBLIC SCHOOL TEACHERS I...
How to Manage Your Lost Opportunities in Odoo 17 CRM
How to Manage Your Lost Opportunities in Odoo 17 CRM
Your Skill Boost Masterclass: Strategies for Effective Upskilling
Your Skill Boost Masterclass: Strategies for Effective Upskilling
Digital Artefact 1 - Tiny Home Environmental Design
Digital Artefact 1 - Tiny Home Environmental Design
Pollock and Snow "DEIA in the Scholarly Landscape, Session One: Setting Expec...
Pollock and Snow "DEIA in the Scholarly Landscape, Session One: Setting Expec...
Azure Interview Questions and Answers PDF By ScholarHat
Azure Interview Questions and Answers PDF By ScholarHat
Chapter 4 - Islamic Financial Institutions in Malaysia.pptx
Chapter 4 - Islamic Financial Institutions in Malaysia.pptx
Introduction to AI for Nonprofits with Tapp Network
Introduction to AI for Nonprofits with Tapp Network
Film vocab for eal 3 students: Australia the movie
Film vocab for eal 3 students: Australia the movie
RPMS TEMPLATE FOR SCHOOL YEAR 2023-2024 FOR TEACHER 1 TO TEACHER 3
RPMS TEMPLATE FOR SCHOOL YEAR 2023-2024 FOR TEACHER 1 TO TEACHER 3
Pride Month Slides 2024 David Douglas School District
Pride Month Slides 2024 David Douglas School District
Mgt4201#5
- 1. Principles of Managemant Lecture 5 Planning and Strategic Management
- 5. Different Goal Setting Processes in Organizations 3 – Source: Barney, Jay B. and Ricky W. Griffin. The Management of Organizations . Copyright © 1992 by Houghton Mifflin Company. Used with permissions.
- 11. The Relationships of Strategies by Organizational Level 3 –
- 19. Operational Planning 3 –
- 20. Types of Operational Plans 3 – Table 3.1