This document discusses structural implementation and strategic control in organizations. It defines structural implementation as how tasks and subtasks are arranged to implement strategy. It then describes two main types of organizational structure: vertical and horizontal. Vertical structure focuses on specialization, hierarchy, and efficiency while horizontal structure emphasizes integration, flexibility, and learning. The document also notes that structure should follow strategy for economic efficiency. It outlines several common organizational structures like functional, divisional, strategic business unit, and matrix structures. Finally, it defines strategic control as managing strategic plan formation and execution, and describes different types of strategic control like premise, alert, implementation, and surveillance controls.

1. STRUCTURAL IMPLEMENTATION & STRATEGIC CONTROL

2. STRUCTURAL IMPLEMENTATION

3. • Arrangement of tasks and sub tasks required to implement a strategy
• Diagrammatic representation could be organizational chart but
administrative mechanism provides flesh and blood to the
organization
STRUCTURE

4. KINDS OF STRUCTURE
• Vertical • Horizontal

5. 1. VERTICAL STRUCTURE
• Process of differentiation
• Involves division of labour and specialization
DOMINATES:
• Specialized tasks
• Hierarchy of authority
• Rules and regulations
• Vertical communication
• Centralized decision making
• Emphasis on efficiency

6. 2. HORIZONTAL STRUCTURE
Process of integration among members in an organization, cross
functional systems and teamwork
Dominates:
• Shared tasks
• Flexible rules and regulations
• Horizontal communication
• Decentralization decision making
• Emphasis on learning

7. STRUCTURE
&
STRATEGY

8. • Structure follows strategy for economic efficiency
• Strategy determines how the organization structure has to be
formed
• Structure influences present strategy implemented and in
future.

9. TYPES OF ORGANIZATIONAL
STRUCTURE

10. 1. Entrepreneurial Structure
• Elementary form of structure
• Organization owned and managed by one person
• Serving single business, product or serve local markets
• Owner looks after all decisions, day to day operations of strategic nature.

11. 2. Functional Structure
• Functional Structure seeks to
distribute decision making and
operational authority towards each.

12. 3. Divisional Structure
• Work is divided on the basis of product lines, types of customers served and
geographical area covered
• Each separate divisions are created and placed under divisional-level
management under which functional structure may still operate.

13. 4. SBU Structure
• Any part of a business organization which is treated separately for strategic
management purpose.
• SBU is created due to difficulty in top management to exercise strategic
control over a division.

14. 5. Matrix Structure
• In large organizations,there will be handling of more than one project.
• It is created by assigning functional specialists to special projects/ new product/
service
• During the duration of project, specialists from different areas form different groups
reporting to a team leader.
• These specialists will be working under their project and in their parent department
simultaneously.

15. • The process used by organizations to control the formation and execution of
strategic plans.
• It is a specialized form of management control, and differs from other forms of
management control in respects of its need to handle uncertainty and ambiguity
at various points in the control process.
Strategic Control

16. Types of Strategic Control

17. 1. Premise Control
• It involves checking of environmental conditions like technology,
demographic changes, inflation rate, recession, interest rates etc.
• Premises are assumptions or predictions.
• Designed to check systematically and continuously whether the premises
on which the strategy is based are still valid.

18. • A special alert control is the rigorous and rapid reassessment of an organization's
strategy because of the occurrence of an immediate, unforeseen event.
• Such an event will trigger an immediate and intense reassessment of the firm's
strategy.
• For e.g. natural disasters, chemical spills, hostile takeovers, plane crashes, product
defects etc.
2. Special Alert Control

19. 3. Implementing Control
• Implementing a strategy that takes place as a series of steps, activities,
investments and acts that occur over a lengthy period.
• Implementation control is the type of strategic control that must be carried
out as events unfold.

20. 4. Strategic Surveillance
• Strategic surveillance is designed to observe a wide range of events within
and outside your organization that are likely to affect the track of your
organization's strategy.
• It's based on the idea that you can uncover important yet unanticipated
information by monitoring multiple information sources.
• Such sources include trade magazines, journals, trade conferences,
conversations and observations.

21. 1. Determine what to control.
2. Set control standards.
3. Measure and compare performance.
4. Determine the reasons for the deviations.
5. Take corrective action.
Strategic Control Process

22. THANK YOU!
SREYASHI
SHASHANK
BBA SEM 6