Más contenido relacionado
La actualidad más candente (20)
Similar a David sm13 ppt_07 (20)
Más de Rizwanah Parwin (8)
David sm13 ppt_07
- 1. Copyright © 2011 Pearson Education, Inc.
Publishing as Prentice Hall
Ch 7 -1
Chapter 7
Implementing Strategies: Management &
Operations Issues
Strategic Management:
Concepts & Cases
13th
Edition
Fred David
- 3. Copyright © 2011 Pearson Education, Inc.
Publishing as Prentice Hall
Ch 7 -3
Strategy Formulation vs.
Implementation
Strategy Formulation
Positioning forces
before the action
Focus on effectiveness
Primarily intellectual
Requires good intuitive
and analytical skills
Requires coordination
among a few people
Strategy Implementation
Managing forces during
the action
Focus on efficiency
Primarily operational
Requires special
motivation and
leadership skills
Requires coordination
among many people
- 4. Copyright © 2011 Pearson Education, Inc.
Publishing as Prentice Hall
Ch 7 -4
Shift in responsibility
Nature of Strategy Implementation
Management Perspectives
Divisional or
Functional
Managers
Strategists
- 5. Copyright © 2011 Pearson Education, Inc.
Publishing as Prentice Hall
Ch 7 -5
Management Issues Central to
Strategy Implementation
Establish annual
objectives
Devise policies
Allocate resources
Alter existing
organizational structure
Restructure & reengineer
Revise reward & incentive
plans
Minimize resistance to
change
Match managers to strategy
Develop a strategy-
supportive culture
Adapt production/operations
processes
Develop an effective human
resources function
Downsize & furlough as
needed
Link performance & pay to
strategies
- 6. Copyright © 2011 Pearson Education, Inc.
Publishing as Prentice Hall
Ch 7 -6
Purpose of Annual Objectives
Basis for resource allocation
Mechanism for management evaluation
Major instrument for monitoring progress
toward achieving long-term objectives
Establish priorities (organizational, divisional,
and departmental)
- 7. Copyright © 2011 Pearson Education, Inc.
Publishing as Prentice Hall
Ch 7 -7
Annual Objectives
Horizontal consistency of objectives
Vertical consistency of objectives
- 8. Copyright © 2011 Pearson Education, Inc.
Publishing as Prentice Hall
Ch 7 -8
Policies
Policies set boundaries, constraints,
and limits on the kinds of
administrative actions that can be
taken to reward and sanction
behavior
- 9. Copyright © 2011 Pearson Education, Inc.
Publishing as Prentice Hall
Ch 7 -9
Resource Allocation
1. Financial resources
2. Physical resources
3. Human resources
4. Technological resources
Four Types of Resources
- 10. Copyright © 2011 Pearson Education, Inc.
Publishing as Prentice Hall
Ch 7 -10
Managing Conflict
Conflict not always “bad”
Lack of conflict may signal apathy
Can energize opposing groups to action
May help managers identify problems
- 11. Copyright © 2011 Pearson Education, Inc.
Publishing as Prentice Hall
Ch 7 -11
Managing Conflict
Approaches for managing and resolving
conflict
Avoidance
Defusion
Confrontation
- 12. Copyright © 2011 Pearson Education, Inc.
Publishing as Prentice Hall
Ch 7 -12
Matching Structure with Strategy
Structure dictates how objectives
and policies will be established
Structure dictates how resources
will be allocated
Changes in strategy often lead to
changes in organizational structure
- 13. Copyright © 2011 Pearson Education, Inc.
Publishing as Prentice Hall
Ch 7 -13
- 14. Copyright © 2011 Pearson Education, Inc.
Publishing as Prentice Hall
Ch 7 -14
Basic Forms of Structure
Functional Structure
Divisional Structure
Strategic Business Unit Structure
(SBU)
Matrix Structure
- 15. Copyright © 2011 Pearson Education, Inc.
Publishing as Prentice Hall
Ch 7 -15
Functional Structure
Group tasks and activities by
business function
- 16. Copyright © 2011 Pearson Education, Inc.
Publishing as Prentice Hall
Ch 7 -16
Functional Structure
- 17. Copyright © 2011 Pearson Education, Inc.
Publishing as Prentice Hall
Ch 7 -17
Divisional Structure
Can be organized in one of four
ways:
By geographic area
By product or service
By customer
By process
- 18. Copyright © 2011 Pearson Education, Inc.
Publishing as Prentice Hall
Ch 7 -18
Divisional Structure
- 19. Copyright © 2011 Pearson Education, Inc.
Publishing as Prentice Hall
Ch 7 -19
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
- 20. Copyright © 2011 Pearson Education, Inc.
Publishing as Prentice Hall
Ch 7 -20
Matrix Structure
The most complex of all designs
because it depends upon both
vertical and horizontal flows of
authority and communication
- 21. Copyright © 2011 Pearson Education, Inc.
Publishing as Prentice Hall
Ch 7 -21
Matrix Structure
- 22. Copyright © 2011 Pearson Education, Inc.
Publishing as Prentice Hall
Ch 7 -22
Restructuring, Reengineering, and
E-engineering
Restructuring is called
Downsizing
Rightsizing
Delayering
- 23. Copyright © 2011 Pearson Education, Inc.
Publishing as Prentice Hall
Ch 7 -23
Restructuring, Reengineering, and
E-engineering
Cornerstones of Reengineering
Decentralization
Reciprocal interdependence
Information sharing
- 24. Copyright © 2011 Pearson Education, Inc.
Publishing as Prentice Hall
Ch 7 -24
Tests for Performance-Pay Plans
Does 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?
- 25. Copyright © 2011 Pearson Education, Inc.
Publishing as Prentice Hall
Ch 7 -25
Managing Resistance to Change
Force change strategy
Educative change strategy
Rational or self-interest change
strategy
- 26. Copyright © 2011 Pearson Education, Inc.
Publishing as Prentice Hall
Ch 7 -26
Creating a Strategy-Supportive Culture
1. Formal statements of organizational
philosophy
2. Design of physical spaces
3. Deliberate role modeling, teaching,
and coaching
4. Explicit reward and status system
5. Stories, legends, myths, and parables
- 27. Copyright © 2011 Pearson Education, Inc.
Publishing as Prentice Hall
Ch 7 -27
Creating a Strategy-Supportive Culture
6. What leaders pay attention to
7. Leader reactions to critical incidents and
crises
8. Organizational design and structure
9. Organizational systems and procedures
10. Criteria for recruitment, selection,
promotion, leveling off, retirement, and
“excommunication” of people
- 28. Copyright © 2011 Pearson Education, Inc.
Publishing as Prentice Hall
Ch 7 -28
Production/Operations Concerns
Production processes typically
constitute more than 70% of a
firm’s total assets
- 29. Copyright © 2011 Pearson Education, Inc.
Publishing as Prentice Hall
Ch 7 -29
Production/Operations Decision
Examples
Plant size
Inventory / Inventory control
Quality control
Cost control
Technological innovation
- 30. Copyright © 2011 Pearson Education, Inc.
Publishing as Prentice Hall
Ch 7 -30
Human Resource Concerns
Assessing staffing needs/costs
Furloughs
Developing performance incentives
ESOPs
Work–life balance issues
Matching managers with strategy
- 31. Copyright © 2011 Pearson Education, Inc.
Publishing as Prentice Hall
Ch 7 -31
Corporate Wellness Programs
Wellness of employees has
become a strategic issue for many
firms
- 32. Copyright © 2011 Pearson Education, Inc.
Publishing as Prentice Hall
Ch 7 -32
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.