ch7-implementing strategies, management and operations issues.ppt
TRANSCRIPT
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Copyright 2011 Pearson Education, Inc. Publishing as Prentice HallCh 7 -*Chapter 7Implementing Strategies: Management & Operations Issues
Strategic Management: Concepts & Cases13th EditionFred David
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall*
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Copyright 2011 Pearson Education, Inc. Publishing as Prentice HallCh 7 -*
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall*
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Copyright 2011 Pearson Education, Inc. Publishing as Prentice HallCh 7 -*Strategy Formulation vs. ImplementationStrategy FormulationPositioning forces before the actionFocus on effectivenessPrimarily intellectualRequires good intuitive and analytical skills
Requires coordination among a few people
Strategy ImplementationManaging forces during the actionFocus on efficiencyPrimarily operationalRequires special motivation and leadership skillsRequires coordination among many people
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Copyright 2011 Pearson Education, Inc. Publishing as Prentice HallCh 7 -*Shift in responsibilityNature of Strategy ImplementationManagement PerspectivesDivisional or FunctionalManagers
Strategists
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Copyright 2011 Pearson Education, Inc. Publishing as Prentice HallCh 7 -*Management Issues Central to Strategy ImplementationEstablish annual objectivesDevise policiesAllocate resourcesAlter existing organizational structureRestructure & reengineerRevise reward & incentive plans Minimize resistance to change
Match managers to strategyDevelop a strategy-supportive cultureAdapt production/operations processesDevelop an effective human resources functionDownsize & furlough as neededLink performance & pay to strategies
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Copyright 2011 Pearson Education, Inc. Publishing as Prentice HallCh 7 -*Purpose of Annual ObjectivesBasis for resource allocationMechanism for management evaluationMajor instrument for monitoring progress toward achieving long-term objectivesEstablish priorities (organizational, divisional, and departmental)
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Copyright 2011 Pearson Education, Inc. Publishing as Prentice HallCh 7 -*Annual Objectives
Horizontal consistency of objectives
Vertical consistency of objectives
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Copyright 2011 Pearson Education, Inc. Publishing as Prentice HallCh 7 -*PoliciesPolicies set boundaries, constraints, and limits on the kinds of administrative actions that can be taken to reward and sanction behavior
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall
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Copyright 2011 Pearson Education, Inc. Publishing as Prentice HallCh 7 -*Resource AllocationFinancial resourcesPhysical resourcesHuman resourcesTechnological resources
Four Types of Resources
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Copyright 2011 Pearson Education, Inc. Publishing as Prentice HallCh 7 -*Managing ConflictConflict not always badLack of conflict may signal apathyCan energize opposing groups to actionMay help managers identify problems
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Copyright 2011 Pearson Education, Inc. Publishing as Prentice HallCh 7 -*Managing ConflictApproaches for managing and resolving conflictAvoidanceDefusionConfrontation
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Copyright 2011 Pearson Education, Inc. Publishing as Prentice HallCh 7 -*Matching Structure with StrategyStructure dictates how objectives and policies will be establishedStructure dictates how resources will be allocatedChanges in strategy often lead to changes in organizational structure
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall
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Copyright 2011 Pearson Education, Inc. Publishing as Prentice HallCh 7 -*
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall*
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Copyright 2011 Pearson Education, Inc. Publishing as Prentice HallCh 7 -*Basic Forms of StructureFunctional StructureDivisional StructureStrategic Business Unit Structure (SBU)Matrix Structure
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Copyright 2011 Pearson Education, Inc. Publishing as Prentice HallCh 7 -*Functional StructureGroup tasks and activities by business function
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Copyright 2011 Pearson Education, Inc. Publishing as Prentice HallCh 7 -*Functional Structure
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Copyright 2011 Pearson Education, Inc. Publishing as Prentice HallCh 7 -*Divisional StructureCan be organized in one of four ways:By geographic areaBy product or serviceBy customerBy process
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Copyright 2011 Pearson Education, Inc. Publishing as Prentice HallCh 7 -*Divisional Structure
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Copyright 2011 Pearson Education, Inc. Publishing as Prentice HallCh 7 -*Strategic Business Unit Structure (SBU)Group similar divisions into strategic business units and delegate authority and responsibility for each unit to a senior executive who reports directly to the chief executive officer
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Copyright 2011 Pearson Education, Inc. Publishing as Prentice HallCh 7 -*Matrix StructureThe most complex of all designs because it depends upon both vertical and horizontal flows of authority and communication
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Copyright 2011 Pearson Education, Inc. Publishing as Prentice HallCh 7 -*Matrix Structure
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall
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Copyright 2011 Pearson Education, Inc. Publishing as Prentice HallCh 7 -*Restructuring, Reengineering, and E-engineeringRestructuring is calledDownsizingRightsizingDelayering
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Copyright 2011 Pearson Education, Inc. Publishing as Prentice HallCh 7 -*Restructuring, Reengineering, and E-engineeringCornerstones of ReengineeringDecentralizationReciprocal interdependenceInformation sharing
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Copyright 2011 Pearson Education, Inc. Publishing as Prentice HallCh 7 -*Tests for Performance-Pay PlansDoes the plan capture attention?Do employees understand the plan?Is the plan improving communication?Does the plan pay out when it should?Is the company or unit performing better?
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Copyright 2011 Pearson Education, Inc. Publishing as Prentice HallCh 7 -*Managing Resistance to ChangeForce change strategyEducative change strategyRational or self-interest change strategy
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Copyright 2011 Pearson Education, Inc. Publishing as Prentice HallCh 7 -*Creating a Strategy-Supportive CultureFormal statements of organizational philosophyDesign of physical spacesDeliberate role modeling, teaching, and coachingExplicit reward and status systemStories, legends, myths, and parables
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Copyright 2011 Pearson Education, Inc. Publishing as Prentice HallCh 7 -*Creating a Strategy-Supportive CultureWhat leaders pay attention toLeader reactions to critical incidents and crisesOrganizational design and structureOrganizational systems and proceduresCriteria for recruitment, selection, promotion, leveling off, retirement, and excommunication of people
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Copyright 2011 Pearson Education, Inc. Publishing as Prentice HallCh 7 -*Production/Operations ConcernsProduction processes typically constitute more than 70% of a firms total assets
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Copyright 2011 Pearson Education, Inc. Publishing as Prentice HallCh 7 -*Production/Operations Decision ExamplesPlant sizeInventory / Inventory controlQuality controlCost controlTechnological innovation
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Copyright 2011 Pearson Education, Inc. Publishing as Prentice HallCh 7 -*Human Resource ConcernsAssessing staffing needs/costsFurloughsDeveloping performance incentivesESOPsWorklife balance issuesMatching managers with strategy
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Copyright 2011 Pearson Education, Inc. Publishing as Prentice HallCh 7 -*Corporate Wellness ProgramsWellness of employees has become a strategic issue for many firms
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Copyright 2011 Pearson Education, Inc. Publishing as Prentice HallCh 7 -*All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.
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