The Role of Strategic Direction in Organisational Design
•
0 likes•75 views
The Role of Strategic Direction in Organisational Design PPT, Slideshare for The Role of Strategic Direction in Organisational Design, The Role of Strategic Direction in Organisational Design Slideshare
Report
Share
Report
Share
Download to read offline
Recommended
THE ROLE OF THE STRATEGIC DIRECTION IN ORGANIZATION DESIGN
This document discusses the role of strategic direction in organizational design. It notes that top management is responsible for determining an organization's goals, strategy, and design to adapt to the changing environment. The strategic direction setting process involves assessing opportunities/threats, evaluating strengths/weaknesses, and determining the mission, goals, and strategies. Organizational design then implements these goals and strategies. Choices about goals, strategy, and design greatly impact organizational effectiveness.
The role of strategic direction in organization design
The document discusses how organizational goals and strategy influence organizational design. It states that strategic direction setting involves assessing opportunities and threats in the environment to determine the organization's mission, goals, and strategies. Organizational design then reflects how those goals and strategies are implemented. Key factors that affect organizational design include the choice of goals and strategy, as well as other contingencies like the environment, size/life cycle of the organization, technology used, and organizational culture. The document provides examples of different types of goals like overall performance goals, resource goals, market goals, and employee development goals. It also distinguishes between organizational purpose, mission, and operative goals.
strategic direction
Organizational design aligns an organization's structure with its objectives and aims to improve efficiency and effectiveness. It can be triggered by needs to improve processes or a new mandate. A strategic direction defines the actions to achieve goals and vision, where the company wants to be in the future. Top management determines goals, strategy, and design, adapting the organization to changes. They assess opportunities/threats and strengths/weaknesses to determine mission, goals and strategies. Organizational design reflects how goals and strategies are implemented. Design must support the firm's competitive approach, such as an efficient structure for low-cost strategies or collaborative structure for differentiation strategies.
Performance Management
This document discusses performance management and creating a performance-driven organization. It defines key terms and outlines several approaches to performance management, including aligning individual goals with organizational objectives, measuring and analyzing performance, rewarding achievement, and providing feedback. It also discusses motivation theories and designing compensation plans, like merit pay and incentive plans, that link pay to individual and organizational performance.
Strategic direction in od
This document discusses organizational goals and strategies. It explains that organizational purpose provides overall direction, while specific goals help achieve the purpose. Goals can include performance, resources, market share, employee development, innovation, and productivity. The mission provides legitimacy and overall direction, while operative goals provide employee motivation and performance criteria. Some companies now use triple bottom line accounting to assess financial, environmental and social performance.
Od
Top management determines an organization's goals, strategy, and design to help the organization adapt to a changing environment. They begin by assessing opportunities and threats while evaluating strengths and weaknesses. Then, the company can determine its mission, goals, and strategies. Organizational design reflects how goals and strategies are implemented. New goals and strategies are often selected based on environmental needs, and top management then attempts to redesign the organization to achieve those ends. Performance measurement provides feedback into setting new goals and strategies for the future.
Role of strategic direction in od
This document discusses the role of strategic direction in organization design. It states that strategic direction provides guidelines for decision making and allows organizations to adapt while ensuring everyone is working towards the same goals. The primary responsibility of top management is to determine an organization's goals, strategy, and design to adapt to a changing environment. Middle managers do the same for major departments, while first line managers focus on executing strategies. Strategic direction influences how organizations are designed and performance measures vary by organizational level. Top management's main role is to determine goals, strategy, and design to adapt the organization to its environment through goal setting and organizational design.
Strategic management
Strategic management involves environmental scanning, strategy formulation, implementation, and evaluation. It addresses key questions about an organization's current and future state. The process includes assessing internal strengths and weaknesses and external opportunities and threats. Strategies are then developed to achieve objectives and missions, along with policies, programs, budgets and procedures for implementation. Performance is evaluated and strategies are revised as needed based on feedback.
Recommended
THE ROLE OF THE STRATEGIC DIRECTION IN ORGANIZATION DESIGN
This document discusses the role of strategic direction in organizational design. It notes that top management is responsible for determining an organization's goals, strategy, and design to adapt to the changing environment. The strategic direction setting process involves assessing opportunities/threats, evaluating strengths/weaknesses, and determining the mission, goals, and strategies. Organizational design then implements these goals and strategies. Choices about goals, strategy, and design greatly impact organizational effectiveness.
The role of strategic direction in organization design
The document discusses how organizational goals and strategy influence organizational design. It states that strategic direction setting involves assessing opportunities and threats in the environment to determine the organization's mission, goals, and strategies. Organizational design then reflects how those goals and strategies are implemented. Key factors that affect organizational design include the choice of goals and strategy, as well as other contingencies like the environment, size/life cycle of the organization, technology used, and organizational culture. The document provides examples of different types of goals like overall performance goals, resource goals, market goals, and employee development goals. It also distinguishes between organizational purpose, mission, and operative goals.
strategic direction
Organizational design aligns an organization's structure with its objectives and aims to improve efficiency and effectiveness. It can be triggered by needs to improve processes or a new mandate. A strategic direction defines the actions to achieve goals and vision, where the company wants to be in the future. Top management determines goals, strategy, and design, adapting the organization to changes. They assess opportunities/threats and strengths/weaknesses to determine mission, goals and strategies. Organizational design reflects how goals and strategies are implemented. Design must support the firm's competitive approach, such as an efficient structure for low-cost strategies or collaborative structure for differentiation strategies.
Performance Management
This document discusses performance management and creating a performance-driven organization. It defines key terms and outlines several approaches to performance management, including aligning individual goals with organizational objectives, measuring and analyzing performance, rewarding achievement, and providing feedback. It also discusses motivation theories and designing compensation plans, like merit pay and incentive plans, that link pay to individual and organizational performance.
Strategic direction in od
This document discusses organizational goals and strategies. It explains that organizational purpose provides overall direction, while specific goals help achieve the purpose. Goals can include performance, resources, market share, employee development, innovation, and productivity. The mission provides legitimacy and overall direction, while operative goals provide employee motivation and performance criteria. Some companies now use triple bottom line accounting to assess financial, environmental and social performance.
Od
Top management determines an organization's goals, strategy, and design to help the organization adapt to a changing environment. They begin by assessing opportunities and threats while evaluating strengths and weaknesses. Then, the company can determine its mission, goals, and strategies. Organizational design reflects how goals and strategies are implemented. New goals and strategies are often selected based on environmental needs, and top management then attempts to redesign the organization to achieve those ends. Performance measurement provides feedback into setting new goals and strategies for the future.
Role of strategic direction in od
This document discusses the role of strategic direction in organization design. It states that strategic direction provides guidelines for decision making and allows organizations to adapt while ensuring everyone is working towards the same goals. The primary responsibility of top management is to determine an organization's goals, strategy, and design to adapt to a changing environment. Middle managers do the same for major departments, while first line managers focus on executing strategies. Strategic direction influences how organizations are designed and performance measures vary by organizational level. Top management's main role is to determine goals, strategy, and design to adapt the organization to its environment through goal setting and organizational design.
Strategic management
Strategic management involves environmental scanning, strategy formulation, implementation, and evaluation. It addresses key questions about an organization's current and future state. The process includes assessing internal strengths and weaknesses and external opportunities and threats. Strategies are then developed to achieve objectives and missions, along with policies, programs, budgets and procedures for implementation. Performance is evaluated and strategies are revised as needed based on feedback.
Presentation (3)
This document discusses the role of strategic direction in organization design. It explains that strategic direction comprises defining objectives and strategies to achieve those objectives. The top management's primary responsibility is to determine the organization's goals, strategy, and design to adapt to changes. It also discusses the importance of organizational purpose, goals, and contingency effectiveness approaches like resource-based, internal process, and goal approaches to evaluate organizational effectiveness. In conclusion, the document states that organizational design decisions around delegation of authority and responsibility are vital for executing strategy.
Man101 Chapter3
The document discusses various aspects of planning including definitions, criticisms, the relationship between planning and organizational performance, different types of plans based on focus and time horizon, strategic and tactical planning, specific vs directional and single-use vs standing plans, management by objectives, analyzing the environment, and sustaining competitive advantage.
Organizational development
The presentation is about organisational development. it is a set of systematic change methods in organisation which help in fighting with resistance of employees towards change in the organisation.
Role of strategic direction
Top managers give strategic direction to organizations by establishing goals and strategies. Organizational design is affected by strategic direction, as the design must support the chosen strategies. Strategic direction involves assessing opportunities/threats, evaluating strengths/weaknesses, and determining the organization's mission, goals, and strategies. Organizational design then implements the goals and strategies through its structure. Performance measurements also feed back to shape future strategic direction and organizational design.
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.
Corporate policy - corporate management - Manu Melwin Joy
Organizational goals – The policies are formulated to achieve organizational goals.
Proper organization – Policies should be framed by the participation of person at various levels of management.
Reflect the business environment – The policies should be based on the internal and external environment.
The role of strategic direction in organization design
This 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 the changing environment. The choices around goals, strategy, and organizational design greatly impact organizational effectiveness. A strategy defines how the organization will achieve its goals. The organizational design must then support the chosen strategy. For example, a low-cost strategy requires an efficient design while a differentiation strategy requires a learning structure with strong collaboration. Strategic plans must remain flexible to allow organizations to adapt to changes in their environment.
Organization Effectiveness, Stakeholders & Business Ethics
This slide has been produced to clarify Organization Meaning & concept and deals with organization effectiveness ; stakeholders, managers and Ethics
POLICY MANAGEMENT
This document discusses policy-based management and strategic planning. It defines policy-based management as an administrative approach that establishes policies to deal with situations that may occur. Policies provide rules and consistency. The document outlines different types of policies, including originated, appealed, implied, and externally imposed. It then discusses strategic planning, including defining mission and objectives, analyzing strengths, weaknesses, opportunities and threats, formulating strategies, implementation, and evaluation. Strategic planning determines long-term goals and commits to courses of action. The document emphasizes that strategy emerges through planned and adaptive actions in response to the environment.
Policies & Procedures
This document discusses organizational policies and procedures, defining them as principles, rules, and guidelines that determine decisions and actions within an organization. Procedures are the specific methods used to implement policies in day-to-day operations. Together, policies and procedures ensure viewpoints are translated into compatible outcomes and provide consistency under the law. The document raises questions about whether policies are consistent with an organization's mission and whether they unify or divide people.
Strategic Management
Strategic management involves analyzing a company's internal and external environments to formulate strategies to achieve long-term goals. It includes environmental scanning, strategy formulation, implementation, and evaluation. The process determines a company's strategic vision and focuses efforts on critical priorities. Key questions address a company's current position, future projections without changes, and specific actions to improve an unacceptable future. Strategic management integrates functions to accomplish organizational success through clear strategic direction, focus, understanding of a rapidly changing environment, and monitoring performance.
Roles of strategic direction in organizational design
This document discusses the roles of strategic direction in organizational design. It outlines that top managers give direction to organizations by determining goals, strategy, and design to adapt the organization to a changing environment. Middle managers then implement these directions for major departments, while frontline managers focus on execution. The document also describes the goal setting process that top management engages in, which includes assessing opportunities/threats, defining strategic intent/mission, formulating operational goals, designing the organization, and measuring effectiveness. Finally, it discusses assessing organizational effectiveness using various approaches like goals, resources, processes, and strategic constituents.
The role of strategic organisation design
The document discusses strategic direction and organizational design. It defines an organization's mission as its overall goal and describes operative goals as specific, measurable short-term goals in areas like performance, resources, markets, employees, innovation, and productivity. It also discusses Porter's competitive strategies and a framework for selecting strategies and organizational design. The conclusion emphasizes that strategic plans must be flexible to adapt to changing conditions for an organization to succeed.
The Role Of Strategic Direction In Organizational design
Strategic direction refers to the actions an organization takes to achieve its strategic goals and vision for the future. The strategic direction informs and guides the organizational design, which is the process of structuring how an organization is set up and runs. The organizational design should reflect and support the strategic direction and competitive strategy. Top management is responsible for determining the strategic direction, which includes assessing opportunities and threats, setting goals and strategies, and adapting the organizational design over time based on performance feedback to ensure effectiveness.
Business Strategy and Its Implication to Design Process
The document discusses strategic direction and organizational design. It outlines different goals that organizations aim to achieve like strategic intent, mission, competitive advantage and core competence. Operative goals are more explicit and define what the organization is trying to do. Strategies like differentiation, low-cost leadership, and focus help organizations interact with their competitive environment. Effectiveness is measured using traditional approaches like goal indicators, resource-based indicators and internal process indicators. The balanced scorecard approach combines several indicators to measure effectiveness from multiple perspectives.
organizational effectiveness
The document discusses various approaches to organizational effectiveness including goal attainment, system resources, strategic constituencies, and competing values. It describes models of organizational effectiveness such as human relations, internal processes, open system, and rational goal. Key factors for organizational effectiveness are identified as the CEO, manager-subordinate relationships, and the managers. Methods to increase effectiveness include aligning talent and business strategies, mergers/acquisitions, and integrating business and talent management strategies.
8 ethical and social considerations in strategy development
This document discusses key ethical and social considerations in strategic planning. It identifies stakeholder participation, organizational values, individual values, and managing change as the main ethical considerations. Stakeholder participation, organizational values, and individual values are described as "acid tests" to ensure a strategy is developed with appropriate information and aligned with ethical standards. Change management is also highlighted as important to strategic planning to engage people and minimize risks from resistance to changes.
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.
Unit 09
This document discusses strategic management and strategic planning. It defines strategy as a set of procedures an organization follows to accomplish goals. Strategic management is an ongoing process of developing, implementing, and assessing strategies to achieve long-term objectives. Strategic planning is important for defining strategies and allocating resources, and the success of strategic management relies on effective strategic planning.
Strategy organizational design_and_effec32
The document discusses strategic direction and organizational design. It covers:
1) Top management determines goals, strategy, and design to adapt the organization to its environment. Organizational design implements goals and strategies.
2) Strategies define how organizations will achieve goals. Porter's model describes low-cost, differentiation, and focus strategies. Miles and Snow's model includes prospector, defender, analyzer, and reactor strategies.
3) Effectiveness measures goal achievement, while efficiency measures input-output ratios. Contingency approaches measure specific parts, while balanced approaches integrate multiple parts. Common approaches examine resources, internal processes, and goals.
CONCEPTUAL FRAMEWORK OF SM
Strategy is the action taken by strategists to achieve the goals of the organization.
It deals with long term development rather than routine operations like: new product development, capturing new customers , occupying new geographic location, adaptability of technology & focusing on creativity & innovativeness.
It ca be defined as a general direction set for the company & its various components to achieve a desirable state in future.
Strategy plays a significant role in forecasting future uncertainties by scanning the environment.
The main aim of Strategic Management (SM) is to help the organization to operate successfully in the dynamic environment which is complex by nature.
It helps the business to be less bureaucratic & more flexible.
It provides competitive advantage to the organization.
It demands that the company should be a learning organization which creates, acquires and transfers knowledge.
Strategic management process consists of four stages. These are
Environmental scanning
Formulation of Strategy
Implementation of the Strategy
Evaluation & Control of the Strategy.
Environmental scanning is the systematic process of monitoring, evaluating and disseminating information from the external & internal environments to key people within the organization.
The external environment consists of opportunities & threats that are outside of the organization whereas internal environment consists of strength & weakness that are within the organization itself.
The internal environment includes the management, employees, structure, culture and resource of the organization.
The environmental scanning is done through SWOT analysis.
Strategy Formulation is the development of long-range plans for the effective management of environmental opportunities & threats in light of corporate strength & weaknesses.
It includes defining the corporate mission, specifying achievable objectives, developing strategies & setting policy guidelines.
In this step the organization must practically fix the quantitative target values for some of the organizational objectives.
Strategy Implementation is the process by which strategies & policies are put into action through the development of programs, budgets & procedures.
This process might involve changes within the culture, structure, system of the organization.
Most of the times, strategy implementation is carried out by middle & lower level managers with the review by the top management.
Sometimes referred to as operational planning, strategy implementation often involves day-to-days in resource allocation.
It includes programs, budgets & procedures.
Evaluation of Strategy is the process in which corporate activities & performance are monitored so that the actual performance can be compared with desired performance.
Managers at all levels use the resulting information to take corrective action & resolve problems.
A critical evaluation must be done on the basis of the organization’s past performance.
Strategy Organizational Design Effectiveness and Managing Change.pdf
Consider how organizational design is affected by The choice of goals and strategy. New goals and strategies are often selected based on environmental needs, and then top management attempts to redesign the organization to achieve those ends.
Performance measurements feedback into the internal environment, so that past performance of the organization is assessed by top management in setting new goals and strategies for the future.
Choices that top management makes about goals, strategy, and organizational design have a huge impact on organizational effectiveness.
More Related Content
What's hot
Presentation (3)
This document discusses the role of strategic direction in organization design. It explains that strategic direction comprises defining objectives and strategies to achieve those objectives. The top management's primary responsibility is to determine the organization's goals, strategy, and design to adapt to changes. It also discusses the importance of organizational purpose, goals, and contingency effectiveness approaches like resource-based, internal process, and goal approaches to evaluate organizational effectiveness. In conclusion, the document states that organizational design decisions around delegation of authority and responsibility are vital for executing strategy.
Man101 Chapter3
The document discusses various aspects of planning including definitions, criticisms, the relationship between planning and organizational performance, different types of plans based on focus and time horizon, strategic and tactical planning, specific vs directional and single-use vs standing plans, management by objectives, analyzing the environment, and sustaining competitive advantage.
Organizational development
The presentation is about organisational development. it is a set of systematic change methods in organisation which help in fighting with resistance of employees towards change in the organisation.
Role of strategic direction
Top managers give strategic direction to organizations by establishing goals and strategies. Organizational design is affected by strategic direction, as the design must support the chosen strategies. Strategic direction involves assessing opportunities/threats, evaluating strengths/weaknesses, and determining the organization's mission, goals, and strategies. Organizational design then implements the goals and strategies through its structure. Performance measurements also feed back to shape future strategic direction and organizational design.
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.
Corporate policy - corporate management - Manu Melwin Joy
Organizational goals – The policies are formulated to achieve organizational goals.
Proper organization – Policies should be framed by the participation of person at various levels of management.
Reflect the business environment – The policies should be based on the internal and external environment.
The role of strategic direction in organization design
This 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 the changing environment. The choices around goals, strategy, and organizational design greatly impact organizational effectiveness. A strategy defines how the organization will achieve its goals. The organizational design must then support the chosen strategy. For example, a low-cost strategy requires an efficient design while a differentiation strategy requires a learning structure with strong collaboration. Strategic plans must remain flexible to allow organizations to adapt to changes in their environment.
Organization Effectiveness, Stakeholders & Business Ethics
This slide has been produced to clarify Organization Meaning & concept and deals with organization effectiveness ; stakeholders, managers and Ethics
POLICY MANAGEMENT
This document discusses policy-based management and strategic planning. It defines policy-based management as an administrative approach that establishes policies to deal with situations that may occur. Policies provide rules and consistency. The document outlines different types of policies, including originated, appealed, implied, and externally imposed. It then discusses strategic planning, including defining mission and objectives, analyzing strengths, weaknesses, opportunities and threats, formulating strategies, implementation, and evaluation. Strategic planning determines long-term goals and commits to courses of action. The document emphasizes that strategy emerges through planned and adaptive actions in response to the environment.
Policies & Procedures
This document discusses organizational policies and procedures, defining them as principles, rules, and guidelines that determine decisions and actions within an organization. Procedures are the specific methods used to implement policies in day-to-day operations. Together, policies and procedures ensure viewpoints are translated into compatible outcomes and provide consistency under the law. The document raises questions about whether policies are consistent with an organization's mission and whether they unify or divide people.
Strategic Management
Strategic management involves analyzing a company's internal and external environments to formulate strategies to achieve long-term goals. It includes environmental scanning, strategy formulation, implementation, and evaluation. The process determines a company's strategic vision and focuses efforts on critical priorities. Key questions address a company's current position, future projections without changes, and specific actions to improve an unacceptable future. Strategic management integrates functions to accomplish organizational success through clear strategic direction, focus, understanding of a rapidly changing environment, and monitoring performance.
Roles of strategic direction in organizational design
This document discusses the roles of strategic direction in organizational design. It outlines that top managers give direction to organizations by determining goals, strategy, and design to adapt the organization to a changing environment. Middle managers then implement these directions for major departments, while frontline managers focus on execution. The document also describes the goal setting process that top management engages in, which includes assessing opportunities/threats, defining strategic intent/mission, formulating operational goals, designing the organization, and measuring effectiveness. Finally, it discusses assessing organizational effectiveness using various approaches like goals, resources, processes, and strategic constituents.
The role of strategic organisation design
The document discusses strategic direction and organizational design. It defines an organization's mission as its overall goal and describes operative goals as specific, measurable short-term goals in areas like performance, resources, markets, employees, innovation, and productivity. It also discusses Porter's competitive strategies and a framework for selecting strategies and organizational design. The conclusion emphasizes that strategic plans must be flexible to adapt to changing conditions for an organization to succeed.
The Role Of Strategic Direction In Organizational design
Strategic direction refers to the actions an organization takes to achieve its strategic goals and vision for the future. The strategic direction informs and guides the organizational design, which is the process of structuring how an organization is set up and runs. The organizational design should reflect and support the strategic direction and competitive strategy. Top management is responsible for determining the strategic direction, which includes assessing opportunities and threats, setting goals and strategies, and adapting the organizational design over time based on performance feedback to ensure effectiveness.
Business Strategy and Its Implication to Design Process
The document discusses strategic direction and organizational design. It outlines different goals that organizations aim to achieve like strategic intent, mission, competitive advantage and core competence. Operative goals are more explicit and define what the organization is trying to do. Strategies like differentiation, low-cost leadership, and focus help organizations interact with their competitive environment. Effectiveness is measured using traditional approaches like goal indicators, resource-based indicators and internal process indicators. The balanced scorecard approach combines several indicators to measure effectiveness from multiple perspectives.
organizational effectiveness
The document discusses various approaches to organizational effectiveness including goal attainment, system resources, strategic constituencies, and competing values. It describes models of organizational effectiveness such as human relations, internal processes, open system, and rational goal. Key factors for organizational effectiveness are identified as the CEO, manager-subordinate relationships, and the managers. Methods to increase effectiveness include aligning talent and business strategies, mergers/acquisitions, and integrating business and talent management strategies.
8 ethical and social considerations in strategy development
This document discusses key ethical and social considerations in strategic planning. It identifies stakeholder participation, organizational values, individual values, and managing change as the main ethical considerations. Stakeholder participation, organizational values, and individual values are described as "acid tests" to ensure a strategy is developed with appropriate information and aligned with ethical standards. Change management is also highlighted as important to strategic planning to engage people and minimize risks from resistance to changes.
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.
Unit 09
This document discusses strategic management and strategic planning. It defines strategy as a set of procedures an organization follows to accomplish goals. Strategic management is an ongoing process of developing, implementing, and assessing strategies to achieve long-term objectives. Strategic planning is important for defining strategies and allocating resources, and the success of strategic management relies on effective strategic planning.
What's hot (19)
Corporate policy - corporate management - Manu Melwin Joy
Corporate policy - corporate management - Manu Melwin Joy
The role of strategic direction in organization design
The role of strategic direction in organization design
Organization Effectiveness, Stakeholders & Business Ethics
Organization Effectiveness, Stakeholders & Business Ethics
Roles of strategic direction in organizational design
Roles of strategic direction in organizational design
The Role Of Strategic Direction In Organizational design
The Role Of Strategic Direction In Organizational design
Business Strategy and Its Implication to Design Process
Business Strategy and Its Implication to Design Process
8 ethical and social considerations in strategy development
8 ethical and social considerations in strategy development
Similar to The Role of Strategic Direction in Organisational Design
Strategy organizational design_and_effec32
The document discusses strategic direction and organizational design. It covers:
1) Top management determines goals, strategy, and design to adapt the organization to its environment. Organizational design implements goals and strategies.
2) Strategies define how organizations will achieve goals. Porter's model describes low-cost, differentiation, and focus strategies. Miles and Snow's model includes prospector, defender, analyzer, and reactor strategies.
3) Effectiveness measures goal achievement, while efficiency measures input-output ratios. Contingency approaches measure specific parts, while balanced approaches integrate multiple parts. Common approaches examine resources, internal processes, and goals.
CONCEPTUAL FRAMEWORK OF SM
Strategy is the action taken by strategists to achieve the goals of the organization.
It deals with long term development rather than routine operations like: new product development, capturing new customers , occupying new geographic location, adaptability of technology & focusing on creativity & innovativeness.
It ca be defined as a general direction set for the company & its various components to achieve a desirable state in future.
Strategy plays a significant role in forecasting future uncertainties by scanning the environment.
The main aim of Strategic Management (SM) is to help the organization to operate successfully in the dynamic environment which is complex by nature.
It helps the business to be less bureaucratic & more flexible.
It provides competitive advantage to the organization.
It demands that the company should be a learning organization which creates, acquires and transfers knowledge.
Strategic management process consists of four stages. These are
Environmental scanning
Formulation of Strategy
Implementation of the Strategy
Evaluation & Control of the Strategy.
Environmental scanning is the systematic process of monitoring, evaluating and disseminating information from the external & internal environments to key people within the organization.
The external environment consists of opportunities & threats that are outside of the organization whereas internal environment consists of strength & weakness that are within the organization itself.
The internal environment includes the management, employees, structure, culture and resource of the organization.
The environmental scanning is done through SWOT analysis.
Strategy Formulation is the development of long-range plans for the effective management of environmental opportunities & threats in light of corporate strength & weaknesses.
It includes defining the corporate mission, specifying achievable objectives, developing strategies & setting policy guidelines.
In this step the organization must practically fix the quantitative target values for some of the organizational objectives.
Strategy Implementation is the process by which strategies & policies are put into action through the development of programs, budgets & procedures.
This process might involve changes within the culture, structure, system of the organization.
Most of the times, strategy implementation is carried out by middle & lower level managers with the review by the top management.
Sometimes referred to as operational planning, strategy implementation often involves day-to-days in resource allocation.
It includes programs, budgets & procedures.
Evaluation of Strategy is the process in which corporate activities & performance are monitored so that the actual performance can be compared with desired performance.
Managers at all levels use the resulting information to take corrective action & resolve problems.
A critical evaluation must be done on the basis of the organization’s past performance.
Strategy Organizational Design Effectiveness and Managing Change.pdf
Consider how organizational design is affected by The choice of goals and strategy. New goals and strategies are often selected based on environmental needs, and then top management attempts to redesign the organization to achieve those ends.
Performance measurements feedback into the internal environment, so that past performance of the organization is assessed by top management in setting new goals and strategies for the future.
Choices that top management makes about goals, strategy, and organizational design have a huge impact on organizational effectiveness.
The role of strategic direction in
This document discusses the role of strategic direction in organizational design. It states that top management determines an organization's goals, strategy, and designs the organization to adapt to a changing environment. It also explores how an organization's purpose, mission, and operating goals provide direction and impact effectiveness. Strategic decision making involves assessing opportunities/threats, evaluating strengths/weaknesses, and determining the mission, goals, and strategies to implement through organizational design choices.
Lecture 1 organizational theory-and_design
This document discusses frameworks for organizational strategy, design, and effectiveness. It describes how top management determines goals and strategy that influence organizational design. Different strategies like differentiation, low-cost leadership, and prospector/defender require different design characteristics for efficiency or flexibility. Effectiveness is difficult to measure but can be assessed through goals, resources, internal processes, and strategic constituents. The balanced scorecard provides a holistic approach measuring financial, customer, internal business process, and learning/growth perspectives.
Role of strategic direction in organization design
Strategic direction involves setting short, medium, and long-term goals to guide an organization and focus its efforts. It allows companies to determine strengths and weaknesses, solve operational problems, and focus employees on specific goals. Strategic direction includes defining an organization's mission, vision, culture, and values. Top management is responsible for setting goals, strategy, and organizational design to adapt to changing environments. The design must then support the chosen competitive strategy and goals.
Strategic Thinking and Repositioning Day1
This 2 day hand-on practical program consisting of 5 parts is specially designed to focus on creating stretch and inter-connectedness
PART A: INTRODUCTION TO STRATEGIC THINKING
Strategic Thinking Versus Strategic Planning
Strategic Management Process
The Purpose of Vision and Mission
(Team Activity)
PART B: THE BEGINNING OF THE STRATEGIC FORMULATION JOURNEY
Auditing General Environmental Influences
Thinking Tool for External Evaluation
(Team Activity)
PART C: EXPLORING THE INTERNAL ENVIRONMENT
Resources, Capabilities and Competencies
Thinking Tool for Internal Evaluation
(Team Activity)
PART D: EXPLORING CURRENT STRATEGIES
Value Chain and Activity Chain Analysis
Using SWOT - How comprehensive are our
current strategies?
Relevancy of Structural Analysis
Customer Intelligences
(Team Activity)
PART E: LATERAL THINKING WITH STRATEGIC POSSIBILITIES
Concept of Value Pioneering
Lack of strategic thinking by management staffs has been identified as a major shortcoming in organisations. Concepts in management and psychology had been drawn and used to remedy this situation.
Strategic thinking needs to be addressed at two different levels:
the individual level and
the organisational level.
Organisations that successfully integrate strategic thinking at these two levels will create a critical core competency that forms the basis of an enduring competitive advantage.
Basic Concepts of Strategic mgt.ppt
The document discusses strategic management and provides definitions and concepts. It describes strategic management as including environmental scanning, strategy formulation, implementation, and evaluation. It outlines the four phases that organizations typically go through in developing strategic management: basic financial planning, forecast-based planning, externally oriented strategic planning, and strategic management. Key benefits of strategic management include improved vision, focus, and environmental understanding. Globalization, innovation, and sustainability are presented as important challenges for strategic management. Theories of organizational adaptation and creating learning organizations are also covered.
strategy management copy.pdf
The document provides an overview of strategic management. It defines strategic management and discusses its importance, advantages, and disadvantages. It also outlines the strategic management process, which includes determining strategic position, choosing a strategy, and implementing the strategy. Additionally, it covers various strategy types at the corporate, business, functional, and operational levels. The document discusses concepts like competitive advantage, the McKinsey 7S framework, portfolio strategy, and strategic choice. It also examines tools for strategic analysis like PESTEL analysis, SWOT analysis, value chain analysis, and environmental scanning techniques.
Introduction to management
Management involves strategic planning, setting objectives, allocating resources, and measuring results. The four main functions of management are planning, organizing, leading, and controlling. Planning involves setting objectives and determining how to achieve them. Organizing involves developing an organizational structure and allocating human resources. Leading involves inspiring others to work towards objectives. Controlling ensures performance meets standards and takes corrective actions when needed. Management occurs at three levels - top level sets long term goals, middle level focuses on tactical planning, and lower level oversees day-to-day operations.
Foundation of planning
Planning involves defining goals, strategies, and plans to coordinate organizational work. It reduces contradictions and waste. Formal, written plans with long-term focus tend to result in higher performance than informal plans. Elements of planning include goals, plans to meet goals by allocating resources and schedules. Types of plans include strategic plans for the whole organization and operational plans specifying how to achieve goals. Goal setting is the first planning step and can be done through traditional top-down or participative MBO approaches. Forecasting and contingency planning are also part of the planning process.
1 introduction- concepts in strategic management.
Strategic management involves 4 key processes: 1) environmental scanning to analyze internal/external factors, 2) strategy formulation to develop long-term plans, 3) strategy implementation through programs/budgets, and 4) evaluation and control to assess performance and make adjustments. These cyclical processes integrate functions like marketing, finance, and HR to help organizations adapt to changing environments and gain competitive advantages.
Strategic managent
The document discusses several aspects of strategic management including activating strategies, measurement, reporting, implementation, barriers, and structural considerations. Activating strategies involves institutionalizing the strategy and translating objectives. Measurement and reporting are challenges due to objectivity and presenting results. Implementation requires developing an organization, allocating resources, and linking rewards to goals. Barriers prevent strategic evaluation. Structural considerations for implementation include configuring hierarchies, identifying core competencies, establishing processes, authority levels, and developing partnerships.
STRATEGIC AND OPERATIONAL MANAGEMENT-8615
This document provides an overview of strategic and operational management strategies for educational institutions. It discusses strategic management processes like strategic planning, implementation, evaluation and decision making. It also covers operational management techniques and decision making. Specific topics summarized include the strategic management process, SWOT analysis, benefits of strategic management, strategic decision making and the 7 steps of operational decision making.
Strategic management by ravleen
This document discusses strategic management, including its meaning, definition, features, and processes. Strategic management is defined as the set of managerial decisions that determine a company's long-term performance. The strategic management process involves environmental scanning, strategy formulation, strategy implementation, and evaluation and control. Strategy formulation includes developing a vision, mission, objectives, strategies, and policies. The McKinsey 7S model also outlines seven internal aspects of an organization that must be aligned for it to achieve its objectives: strategy, structure, systems, staffing, skills, style, and shared values.
strategicmanagent-190324134000.pptx
The document discusses several aspects of strategic management including activating strategies, measurement, reporting, implementation, barriers, and structural considerations. Activating strategies involves institutionalizing the strategy and translating objectives. Measurement and reporting are challenges due to objectively assessing concepts like opinions. Implementation requires developing an organization to carry out the strategy, allocating resources, and using strategic leadership. Barriers to evaluation include needing corrective action if standards are not met and lack of cooperation. There are three models of strategy: linear which focuses on planning, adaptive which changes in response to the environment, and interpretive which emphasizes interpretation and responses. Structural considerations for implementation include structuring work, aligning functions, establishing authority, developing partnerships, and fostering cooperation.
Strategic management & business policy
This document discusses strategic management and business policy. It begins by defining strategic management as the art and science of formulating, implementing, and evaluating cross-functional decisions to achieve organizational objectives. It then discusses the nature, characteristics, and features of strategic management, including that it involves a long time perspective, is an intellectual process, has wide ramifications, and is a continuing dynamic social process. The document goes on to discuss the importance and relevance of strategic management, including its financial and non-financial benefits. It closes by emphasizing the importance of effective strategic management for business success.
Od assignment
The document discusses how an organization's strategic direction influences its design. It defines organizational goals as the desired end states an organization aims to achieve. The top management's primary responsibility is determining the organization's goals, strategy, and design to adapt to a changing environment. Organizational design implements goals and strategy and determines success. There is a distinction between official, stated goals and operative goals an organization actually pursues. Strategic intent unifies an organization by directing all energies toward an overall goal.
L6 m2 lo1_transcript
This document discusses strategic decision making in organizations. It defines strategic decisions as those that are long-term, require significant resources, and affect the organization's prosperity. Strategic decisions relate to an organization's future, scope of activities, competitive advantage, strategic fit, resources, stakeholders, and dealing with complexity and uncertainty. The document contrasts strategic decisions which are long-term and affect the whole organization, with tactical decisions which implement strategies, and operational decisions which are short-term and routine. It discusses analyzing an organization's environment, capabilities, stakeholder expectations, and culture to determine strategic positioning. Organizations must evaluate options and make strategic choices regarding products, markets, and growth strategies. Tools like SWOT analysis and Porter's Five Forces
Similar to The Role of Strategic Direction in Organisational Design (20)
Strategy Organizational Design Effectiveness and Managing Change.pdf
Strategy Organizational Design Effectiveness and Managing Change.pdf
Role of strategic direction in organization design
Role of strategic direction in organization design
Strategic Management for Masters in Business Administration
Strategic Management for Masters in Business Administration
Recently uploaded
Main Java[All of the Base Concepts}.docx
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
BÀI TẬP BỔ TRỢ TIẾNG ANH 8 CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC 2023-2024 (CÓ FI...
BÀI TẬP BỔ TRỢ TIẾNG ANH 8 CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC 2023-2024 (CÓ FI...Nguyen Thanh Tu Collection
https://app.box.com/s/y977uz6bpd3af4qsebv7r9b7s21935vdNatural birth techniques - Mrs.Akanksha Trivedi Rama University
Natural birth techniques - Mrs.Akanksha Trivedi Rama UniversityAkanksha trivedi rama nursing college kanpur.
Natural birth techniques are various type such as/ water birth , alexender method, hypnosis, bradley method, lamaze method etcclinical examination of hip joint (1).pdf
described clinical examination all orthopeadic conditions .
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.How to Setup Warehouse & Location in Odoo 17 Inventory
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
How to Add Chatter in the odoo 17 ERP Module
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
PCOS corelations and management through Ayurveda.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
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.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.
How to Create a More Engaging and Human Online Learning Experience
How to Create a More Engaging and Human Online Learning Experience Wahiba Chair Training & Consulting
Wahiba Chair's Talk at the 2024 Learning Ideas Conference. What is Digital Literacy? A guest blog from Andy McLaughlin, University of Ab...
What is Digital Literacy? A guest blog from Andy McLaughlin, University of Aberdeen
Chapter wise All Notes of First year Basic Civil Engineering.pptx
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
BÀI TẬP BỔ TRỢ TIẾNG ANH LỚP 9 CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC 2024-2025 - ...
BÀI TẬP BỔ TRỢ TIẾNG ANH LỚP 9 CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC 2024-2025 - ...Nguyen Thanh Tu Collection
https://app.box.com/s/tacvl9ekroe9hqupdnjruiypvm9rdaneRecently uploaded (20)
BÀI TẬP BỔ TRỢ TIẾNG ANH 8 CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC 2023-2024 (CÓ FI...
BÀI TẬP BỔ TRỢ TIẾNG ANH 8 CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC 2023-2024 (CÓ FI...
Natural birth techniques - Mrs.Akanksha Trivedi Rama University
Natural birth techniques - Mrs.Akanksha Trivedi Rama University
Your Skill Boost Masterclass: Strategies for Effective Upskilling
Your Skill Boost Masterclass: Strategies for Effective Upskilling
How to Setup Warehouse & Location in Odoo 17 Inventory
How to Setup Warehouse & Location in Odoo 17 Inventory
NEWSPAPERS - QUESTION 1 - REVISION POWERPOINT.pptx
NEWSPAPERS - QUESTION 1 - REVISION POWERPOINT.pptx
Pollock and Snow "DEIA in the Scholarly Landscape, Session One: Setting Expec...
Pollock and Snow "DEIA in the Scholarly Landscape, Session One: Setting Expec...
Chapter 4 - Islamic Financial Institutions in Malaysia.pptx
Chapter 4 - Islamic Financial Institutions in Malaysia.pptx
How to Create a More Engaging and Human Online Learning Experience
How to Create a More Engaging and Human Online Learning Experience
What is Digital Literacy? A guest blog from Andy McLaughlin, University of Ab...
What is Digital Literacy? A guest blog from Andy McLaughlin, University of Ab...
Chapter wise All Notes of First year Basic Civil Engineering.pptx
Chapter wise All Notes of First year Basic Civil Engineering.pptx
BÀI TẬP BỔ TRỢ TIẾNG ANH LỚP 9 CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC 2024-2025 - ...
BÀI TẬP BỔ TRỢ TIẾNG ANH LỚP 9 CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC 2024-2025 - ...
The Role of Strategic Direction in Organisational Design
- 2. The primary responsibility of top management is to determine an organization’s goals, strategy, and design, therein adapting the organization to a changing environment. Direction setting begins with an assessment of opportunities and threats in the environment and an evaluation of internal strengths and weaknesses. Then the company can determine its mission, goals and strategies. Organizational design reflects the way goals and strategies are implemented. This is the role of organization theory. Consider how organization design is affected by The choice of goals and strategy. New goals and strategy are often selected based upon environmental needs, and then top management attempts to redesign the organization to achieve those ends. Performance measurements feed back into the internal environment, so that past performance of the organization assessed by top management in setting new goals and strategies for the future. Choices that top management make about goals, strategy and organizational design have a huge impact on organizational effectiveness.
- 4. Purpose may be referred to as the overall goal or mission. Different parts of the organization establish their own goals to help the organization achieve its overall purpose. Purpose refers to why you do what you do, not what you do or how you do it but why you do it. Purpose has been shown to positively impact employee engagement and commitment to an organization thereby impacting organizational effectiveness.
- 5. The official overall goal for an organization is its mission. The mission describes the organization's vision, its shared values and aspirations, and its reason for existence.
- 6. Refer to the ends sought through operating procedures and describe specific measurable outcomes in the short run. These goals concern overall performance, boundary spanning, and maintenance, adaptation, and production activities. Overall performance goals may be expressed in terms of profitability, delivery of service, growth, or volume. Resource goals pertain to the acquisition of needed material and financial resources. Market goals relate to the market share or market standing desired. Employee development goals pertain to the training, promotion, safety, and growth. Innovation and change goals pertain to internal flexibility and readiness to adapt to unexpected changes in the environment. Productivity goals concern the amount of output achieved from available resources.
- 8. The mission or official goals provide legitimacy to stakeholders and overall direction for the company. In contrast, operative goals provide employee direction and motivation, decision guidelines, and criteria of performance. An increasing number of companies are now using triple- bottom-line accounting - a system which assesses their environmental and social performance as well as their financial performance.
- 10. Design must support the firm’s competitive approach. For example, if the organization uses the low-cost leadership or defender strategy, the design should be focused on efficiency, whereas if the organization uses the differentiation or prospector strategy, the design calls for a learning organizational structure with strong horizontal coordination mechanisms to increase collaboration and teamwork
- 11. There are many ‘big’ questions that strategy researchers try to answer such as (1) why so many organizations look similar and why they are alike, and (2) what are the effects social-political institutions on organizations?
- 12. Done By: RA1952001020078 SWARNA LAKSHMI T S R THANK YOU