第七章企业战略实施Chapter7ImplementingStrategies
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Ch 7-17
Management Issues Purpose of Annual Objectives --
Basis for resource allocation Mechanism for management evaluation Metric for gauging progress on long-term
Ch 7-27
Chandler’s Strategy-Structure Relationship
New strategy Is formulated
New administrative problems emerge
Organizational performance
declines
Organizational performance improves
Ch 7-34
Management Issues Reengineering
Process management Process innovation Process redesign
Ch 7-35
Management Issues
Reengineering is characterized by many tactical (short- term, business-functionspecific ) decisions
Ch 7-31
Management Issues
Restructuring (downsizing)
-- Reducing the size of the firm –of employees, divisions, and/or units, of hierarchical levels to improve both efficiency and effectiveness
Implementation manages forces during the action
Ch 7-8
Nature of Strategy Implementation
Formulation vs. Implementation Formulation focuses on effectiveness Implementation focuses on efficiency
Ch 7-25
Management Issues
Conflict Management & Resolution
Avoidance Defusion Confrontation
Ch 7-26
Management Issues Matching Structure / Strategy Classical view: -- Changes in strategy Changes in structure
There must be a translation of strategic thought into strategic action
Even the most technically perfect strategic plan will serve little purpose if it is not implemented
Management Issues
Annsources Organizational structure
Restructuring Rewards/Incentives
Ch 7-15
Management Issues (cont’d)
Management Issues
Ch 7-9
Nature of Strategy Implementation
Formulation vs. Implementation Formulation primarily an intellectual process
Implementation primarily an operational process
Resistance to Change Natural Environment Supportive Culture Production/Operations
Human Resources
Ch 7-16
Management Issues Annual Objectives --
-- Decentralized activity -- Directly involve all managers in the organization
Restructuring is characterized by strategic (long-term, affecting all business functions) decisions
Ch 7-36
Management Issues
Linking Pay/Performance to Strategies
Ch 7-2
Chapter Outline ( ) cont’d
Resource Allocation Managing Conflict Matching Structure with Strategy
Ch 7-3
Chapter Outline ( ) cont’d
Restructuring, Reengineering & E-Engineering Linking Performance & Pay to Strategies Managing Resistance to Change
-- Pay for performance systems
New organizational structure is established
Ch 7-28
Management Issues Structure & Strategy Our view:
Structure dictates how objectives &
policies will be established
Implementing strategy affects an organization from top to bottom
Ch 7-7
Nature of Strategy Implementation
Formulation vs. Implementation Formulation positions forces before the action
Chapter 7 Implementing Strategies: Management & Operations Issues
Strategic Management: Concepts & Cases Fred David
Ch 7-1
Chapter Outline
The Nature of Strategy Implementation Annual Objectives Policies
Ch 7-32
Management Issues Restructuring
Downsizing Rightsizing Delayering
Ch 7-33
Management Issues Reengineering
-- Reconfiguring or redesigning work, jobs, & processes to improve cost, quality, service, & speed.
Ch 7-24
Management Issues
Managing Conflict
Conflict not always “bad” No conflict may signal apathy Can energize opposing groups to
action
May help managers identify problems
Ch 7-11
Nature of Strategy Implementation
Formulation vs. Implementation
Formulation requires coordination among a few individuals
Implementation requires coordination among many individuals
Ch 7-4
Chapter Outline ( ) cont’d
Managing the Natural Environment
Creating a Strategy-Supportive Culture Production/Operations Concerns When
Implementing Strategies
Ch 7-10
Nature of Strategy Implementation
Formulation vs. Implementation
Formulation requires good intuitive & analytical skills
Implementation requires special motivational & leadership skills
Ch 7-5
Chapter Outline ( ) cont’d
Human Resource Concerns When Implementing Strategies
Ch 7-6
The Nature of Strategy Implementation
The strategic management process does not end when the firm decides what strategy or strategies to pursue.
Structure dictates how resources will
be allocated
Ch 7-29
Management Issues
Structure & Strategy
Structure can shape the choice of
strategies
More importantly, to determine what
Ch 7-20
Management Issues Resource Allocation -- Central management activity that allows for the execution of strategy
Ch 7-23
Management Issues Managing Conflict -- Disagreement between two more parties on one or more issues
Ch 7-12
Nature of Strategy Implementation
Management Perspectives Shift in responsibility
Strategists
Division or Functional Managers
Ch 7-14
Management Issues
types of structural changes are needed to implement new strategies
Ch 7-30
Management Issues
Basic Forms of Structure
Functional Structure Divisional Structure Strategic Business Unit Structure (SBU) Matrix Structure
objectives
Establish priorities (organizational, division,
& departmental)
Ch 7-18
Management Issues
Annual Objectives Should State
Quantity Quality Cost Time Be Verifiable
Management Issues Purpose of Annual Objectives --
Basis for resource allocation Mechanism for management evaluation Metric for gauging progress on long-term
Ch 7-27
Chandler’s Strategy-Structure Relationship
New strategy Is formulated
New administrative problems emerge
Organizational performance
declines
Organizational performance improves
Ch 7-34
Management Issues Reengineering
Process management Process innovation Process redesign
Ch 7-35
Management Issues
Reengineering is characterized by many tactical (short- term, business-functionspecific ) decisions
Ch 7-31
Management Issues
Restructuring (downsizing)
-- Reducing the size of the firm –of employees, divisions, and/or units, of hierarchical levels to improve both efficiency and effectiveness
Implementation manages forces during the action
Ch 7-8
Nature of Strategy Implementation
Formulation vs. Implementation Formulation focuses on effectiveness Implementation focuses on efficiency
Ch 7-25
Management Issues
Conflict Management & Resolution
Avoidance Defusion Confrontation
Ch 7-26
Management Issues Matching Structure / Strategy Classical view: -- Changes in strategy Changes in structure
There must be a translation of strategic thought into strategic action
Even the most technically perfect strategic plan will serve little purpose if it is not implemented
Management Issues
Annsources Organizational structure
Restructuring Rewards/Incentives
Ch 7-15
Management Issues (cont’d)
Management Issues
Ch 7-9
Nature of Strategy Implementation
Formulation vs. Implementation Formulation primarily an intellectual process
Implementation primarily an operational process
Resistance to Change Natural Environment Supportive Culture Production/Operations
Human Resources
Ch 7-16
Management Issues Annual Objectives --
-- Decentralized activity -- Directly involve all managers in the organization
Restructuring is characterized by strategic (long-term, affecting all business functions) decisions
Ch 7-36
Management Issues
Linking Pay/Performance to Strategies
Ch 7-2
Chapter Outline ( ) cont’d
Resource Allocation Managing Conflict Matching Structure with Strategy
Ch 7-3
Chapter Outline ( ) cont’d
Restructuring, Reengineering & E-Engineering Linking Performance & Pay to Strategies Managing Resistance to Change
-- Pay for performance systems
New organizational structure is established
Ch 7-28
Management Issues Structure & Strategy Our view:
Structure dictates how objectives &
policies will be established
Implementing strategy affects an organization from top to bottom
Ch 7-7
Nature of Strategy Implementation
Formulation vs. Implementation Formulation positions forces before the action
Chapter 7 Implementing Strategies: Management & Operations Issues
Strategic Management: Concepts & Cases Fred David
Ch 7-1
Chapter Outline
The Nature of Strategy Implementation Annual Objectives Policies
Ch 7-32
Management Issues Restructuring
Downsizing Rightsizing Delayering
Ch 7-33
Management Issues Reengineering
-- Reconfiguring or redesigning work, jobs, & processes to improve cost, quality, service, & speed.
Ch 7-24
Management Issues
Managing Conflict
Conflict not always “bad” No conflict may signal apathy Can energize opposing groups to
action
May help managers identify problems
Ch 7-11
Nature of Strategy Implementation
Formulation vs. Implementation
Formulation requires coordination among a few individuals
Implementation requires coordination among many individuals
Ch 7-4
Chapter Outline ( ) cont’d
Managing the Natural Environment
Creating a Strategy-Supportive Culture Production/Operations Concerns When
Implementing Strategies
Ch 7-10
Nature of Strategy Implementation
Formulation vs. Implementation
Formulation requires good intuitive & analytical skills
Implementation requires special motivational & leadership skills
Ch 7-5
Chapter Outline ( ) cont’d
Human Resource Concerns When Implementing Strategies
Ch 7-6
The Nature of Strategy Implementation
The strategic management process does not end when the firm decides what strategy or strategies to pursue.
Structure dictates how resources will
be allocated
Ch 7-29
Management Issues
Structure & Strategy
Structure can shape the choice of
strategies
More importantly, to determine what
Ch 7-20
Management Issues Resource Allocation -- Central management activity that allows for the execution of strategy
Ch 7-23
Management Issues Managing Conflict -- Disagreement between two more parties on one or more issues
Ch 7-12
Nature of Strategy Implementation
Management Perspectives Shift in responsibility
Strategists
Division or Functional Managers
Ch 7-14
Management Issues
types of structural changes are needed to implement new strategies
Ch 7-30
Management Issues
Basic Forms of Structure
Functional Structure Divisional Structure Strategic Business Unit Structure (SBU) Matrix Structure
objectives
Establish priorities (organizational, division,
& departmental)
Ch 7-18
Management Issues
Annual Objectives Should State
Quantity Quality Cost Time Be Verifiable