Organisation design
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Organizational strategic direction plays a key role in shaping organizational design. Strategic direction includes defining the organizational purpose through its mission and strategic intent, identifying competitive advantages and openings in the market, and determining competitive strategies like low-cost leadership or differentiation. The chosen strategy then influences the type of organizational design, whether more mechanistic for efficiency or organic for flexibility. Additionally, other contingency factors like environment, size, technology, and culture also affect organizational design. Strategic direction provides guidance for an organization's goals and direction in the marketplace to best structure its design.
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Organization design assign 1 - S Nitin Paul Williams - Reg No -RA1952001020003
The document discusses the role of strategic direction in organizational design. It states that top management is responsible for determining an organization's goals, strategy, and design to adapt to a changing environment. An effective organizational design aligns the organization's structure to achieve its specific operational goals, which are defined based on assessments of opportunities and threats in the internal and external environments. The document also examines frameworks for selecting competitive strategies, approaches for assessing organizational effectiveness, and factors such as goal conflicts that influence organizational design.
Role of strategy direction in organization design
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Role of strategic direction in organizational design
This document discusses the role of strategic direction in organizational design. It outlines that top management's primary responsibility is to determine an organization's goals, strategy, and design to adapt to a changing environment. This involves assessing opportunities and threats, defining strategic intent and specific operational goals, and designing the organization to achieve these goals. The strategic direction then affects organizational design, with different strategies like low-cost leadership requiring different designs than those emphasizing differentiation.
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IOW: Have a competitive advantage
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Create value for customers
Are rare
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Managers must
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3. In knowledge-based organizations, strategic management focuses on encouraging new ideas, awareness of the external environment, and social interaction, rather than top-down planning. The role of managers is to identify emerging order rather than direct it.
Role of strategic direction in organization design
This document discusses the role of strategic direction in organization design. It explains that strategic direction refers to the actions an organization takes to achieve its strategic goals. The strategic direction allows managers to focus employees on specific goals. The document then discusses how different strategies like low-cost leadership, differentiation, and prospector affect organizational design. It provides examples of strategic direction, Porter's competitive strategies, and tips for developing an effective strategic direction plan.
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This document discusses the role of strategic direction in organizational design. It outlines how top management gives direction to organizations by determining goals and strategy, which then influences how the organization should be designed. Two frameworks for selecting strategy and design are described: Porter's competitive strategies of differentiation and low cost leadership, and Miles and Snow's typology of prospector, defender, analyzer, and reactor strategies. The effect of these various strategies on organizational design is also discussed, such as how low cost leadership requires a mechanistic and efficient design while differentiation requires a more flexible and fluid structure.
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Create value for customers
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Resources are always scarce.
There are many alternatives for using these scarce resources
(for example, which foreign markets to enter).
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2. Objectives are long-term goals that support the mission, while goals are more specific and short-term. The strategic management process consists of environmental scanning, strategy formulation, implementation, and evaluation.
3. Corporate planning is a comprehensive process undertaken by top management to guide the company towards its objectives. Strateg
The role of strategic driection in od 1
The document discusses the role of strategic direction in organization design. It states that an organization's goals and strategy influence how it should be designed. An organization's overall goal or mission is the desired end state, while operating goals define what the organization is trying to accomplish in areas like performance, resources, markets, employees, innovation, and change. Strategic intent is the focus of all organizational energies on an compelling overall goal. The document also discusses Porter's models of competitive strategy, which provide a framework for selecting strategies around differentiation, low cost, and competitive scope.
01
Strategic management consists of three ongoing processes: analysis of goals and the internal/external environment, strategic decisions about industries and competition, and actions to implement strategies. The goal is to create and sustain competitive advantages over time. Managers must determine how the firm will compete to develop unique advantages and how to make them sustainable and difficult to copy. Sustainable competitive advantage comes from performing different activities than rivals or performing activities differently, as seen in companies like Wal-Mart, Southwest Airlines, and IKEA, rather than just operational effectiveness which can be copied.
01
Strategic management consists of three ongoing processes: analysis of goals and the internal/external environment, strategic decisions about industries and competition, and actions to implement strategies. The goal is to create and sustain competitive advantages over time. Managers must determine how the firm will compete to develop unique advantages and how to make them difficult for competitors to copy. Sustainable competitive advantage requires performing different activities than rivals or performing similar activities in different ways. Firms like Wal-Mart, Southwest Airlines, and IKEA have developed activity systems that provide sustained advantages.
Strategy Formulation and Implementation
This document discusses strategic management and the strategic management process. It defines key concepts like corporate strategy, business strategy, and functional strategy. It also outlines the steps in the strategic management process as assessing the external and internal environment, formulating strategy, and executing strategy. Strengths, weaknesses, opportunities, and threats are identified as important to analyze. Different levels of strategy and types of competitive strategies are also defined.
The role of strategic direction in organisational design
This document discusses the role of strategic direction in organizational design. It states that strategic direction provides the vision, mission, values and goals that guide an organization's strategies. Organizational design then implements the strategies through its structures, processes and systems. The strategic framework defines how projects support stakeholder objectives. A strategy defines how an organization will achieve its goals, and organizational design reflects how goals and strategies are implemented. Different strategies, like low-cost leadership or differentiation, affect organizational design in different ways such as through centralized authority versus empowered employees.
Presentation on what is strategy
Presentation was done for my EMBA course on Corporate Strategy. It was based on the Article by Mr. Potter of Harvard Business review
Competitive Strategies And Environment
The document discusses competitive strategies and the business environment. It covers how business strategy is created through analysis of internal resources and the external environment. Key aspects of strategy include formulation, implementation, managing competition through pricing and communication. Understanding customers is important, and tools like conjoint analysis can provide insights. Effective strategies consider the nature of the operating environment and routes to achieving competitive advantage like focusing on areas of strength. The effectiveness of strategic systems should be evaluated based on factors like alignment with goals and flexibility.
Strategic management
This document outlines a strategic management model that includes determining a company's mission, developing a company profile, assessing the external environment, conducting strategic analysis and choice, implementing strategies, and controlling and evaluating performance. It discusses setting long-term objectives, grand strategies, and functional strategies aligned with the mission. The model emphasizes matching internal capabilities to external opportunities through analysis and strategic decisions at multiple levels of the organization.
Basics of strategy
This document provides an introduction and overview of key concepts in strategic management, including:
- Strategic management involves determining objectives and strategies to help achieve corporate goals through continuous strategic decision making and environmental analysis.
- Business strategy focuses on how to compete successfully in a given industry or market through gaining competitive advantage.
- Strategic decisions require top management, involve large resources, have long-term impacts, and consider external factors.
- Competitive advantage can come from lower costs, differentiation, switching costs, intellectual property, and being difficult for competitors to replicate. Sustainable competitive advantage lasts over time.
Global Best Practices / Benchmark & Tips: How to Evaluate & Assess Business P...
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https://www.oeconsulting.com.sg/training-presentations]
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Organisation design
- 1. Role of Strategic Directionin Organizational Design NAME :M.MANIKANDA PRABHU REG:NO :RA1952001020071
- 2. OrganizationalPurpose Strategic Intent: Meanss that all the organizations energies and resources and directed towards a focused, unifying, and compelling overall goals. [Microsoft’s early goal: “Put a computer on every desk in every home.. Mission: The overall goal for an organization, the reason for its existence. Also called official goals, the purpose is to communicate to both internal and external stakeholders, what the organization is trying to achieve. Also provides legitimacy to any potential stakeholders
- 3. Competitive Advantage: Refers to what sets the organization apart from other and provides it with a distinctive edge for meetin customerr or client needs in the marketplace. Apple’s Competitive advantage is its brand recognition and simplicity. Competitive Openings: Any pportunityy to gain to upper hand in the industry. If the market is an ocean, where is the best place tofish? → Red Ocean:Companiess compete against each other is crowded spaces. → Blue Ocean : Companies find empty spaces that their company can fill. [Nintendo Wii targeted the general audience].
- 4. Goal Conflict and the Hybrid Organization: Organizationn often have multiple simultaneous goals. Sometimes these goals conflict with each other. [Bloomberg accurately reported Chinese news, and their data terminal sales dropped.] Hybrid Organization: . an organization that mixes value systems an ors that represent two different sectors of society, which leads to tensions or conflicts. These goals can be mutually exclusive, so managers have to negotiate on direction
- 5. Miles and Snow’s Strategy Typology: Organizations strive for a fit among internal organization characteristics, strategy, and the external environment. Having a clearly defined competitive strategy is considered one of the defining factors in an organizations’succes. Porter’s Competitive Strategies: By adopting differentiation or low cost leadership companies are more profitable and less vulnerable. Companies that do neither underperform in the market.
- 6. Effect of Strategies on Organizational Design: → Low Cost Leadership: Mechanistic efficiency to organizationall design. Strong, centralized authority. . → Differentiation: Structure is fluid and flexible with strong horizontal coordination. Employees are empowered to take risks. → Prospector: Similar to differentiation. . → Defender: Efficiency approach like low-cost leadership. . → Analyzer: Mixed of characteristics, fluid like its strategy. → Reactor: No direction or clear approach to design.
- 7. Other Contingency Factors Affecting Design ◆ Strategy: Mechanistic vs. Organic ◆ Environment: Stable vs. Rapidly Changing ◆ Size/Life cycle: Small vs. Large. . ◆ Technology: Production vs Creative Production ◆ Organizational culture: Strict vs. Free
- 8. Thank you