This document discusses strategic management and organizational change. It provides an overview of strategic management models and processes, including environmental scanning, strategy formulation and implementation, and evaluation and control. It also discusses strategic planning, goals, objectives, management by objectives, and levels of planning. Additionally, the document covers topics like culture, competencies, strategies, decision making, organizing, change, resistance to change, and the role of change agents.

1. Strategic Management
Sherif Attar
2015

3. Test Your Knowledge

4. Today’s Workplace
Complexity
Removed
boundaries
Different
Manners

5. Strategic Management Model
Performance
Actual
Results
Evaluation
&
Control
Resources
Procedures
To implement
Programs
Sequences
of Steps
Needed to
do the Job
Strategies
ObjectivesPlan to
Achieve
Mission and
Objectives
What
Results
To
Accomplish
When?
Broad
Guidelines
for
Decision
Making
Mission
Reasons
for
existence
Environmental
Scanning
Policies
Societal
Environment:
General Forces
Task
Environment
Industry Analysis
Internal
Structure:
Chain of
command
Culture:
Beliefs,
Expectations
Resources:
Assets, skills
Competencies,
Knowledge
External
Strategy Formulation Strategy Implementation
Feedback Learning
Activities
Needed
to
Accomplish
a Plan
Programs
Vision
Core
Values
Goals

6. Culture
 National Culture
 Organizational Culture

7. Competencies
Value
Skills
+
Knowledge
+
Abilities
+
Attitude

8. Competencies By Managerial
Level
Technical
Cognitive
People

9. Strategies
 Long-Term Plans
 Top management’s responsibilities
 Usually 5 years or more
 Divided into Goals & Objectives

10.  Long-Term (Strategic) – years (Top Mgmt)
 Medium-Term – years (Middle Mgmt)
 Short-Term (Tactical) – year (Lower Mgmt)
 Operational – Daily (Employees)
Levels of Planning

11. Strategic Planning Process

12. Goals
Broad
General Intentions/Directions
Intangible
Abstract
Long Time

13. Cascading Process
Company Top Mgmt
Middle Mgmt
MBO
Feedback
Lower Mgmt
All Employees

14. Management By Objectives
(MBO)
Management by Objectives
(MBO)
A process of defining objectives so that
management and employees agree &
understand what they need to do.

15. Measuring Objectives
You can’t MANAGE what you can’t MEASURE!
You can’t IMPROVE what you can’t MEASURE!

16. Managers vs. Leaders
Managers
 Task-Oriented
 Plan, Organize,
Control, Lead
 Perseverant &
Determined
 Willing to Work Hard
 Take Risk
 Tough yet Empathetic
Leaders

17. Decision making:
Individual
vs.
Group
Decisions
Policies

18. Timely
vs.
Quality
Decisions

19. Putting people IN CHARGE
of what they do
Empowerment

20. 20
….how can we move forward?
Where are we now and ….

21. What is Organizing?
 ……synchronization and combination of
human, financial and physical resources
to get results.

22. Why Organize?
 ….to achieve overall objectives
 …to align employees’ objectives with
overall objectives
 If an organization succeeds then
employees do too

23. Benefits of Organizing
 More focused
 More time and energy
 More productive and profitable
 More control over your life
 Happier
 Control and competence,
 Energy and productivity levels increase
 Greater career success and profitability

24. What Is Change?
 Any Alterations
 Anything different
 Something other than status quo

25. Change
 Do we need to change?
 Why is it necessary to change?
 Is it easy to change?
 Resistance to Change & Why??
 Assisting team members through change

26. Characteristics of Change
 Constant yet varies in degree
 Produces uncertainty yet is not completely
unpredictable
 Creates threats and opportunities through
understanding strengths and weaknesses
 Inevitable!

27. Forces For
Change
Year 2030
Refined
Processes
Global
Demands
Customer
Concerns
New
Standards
Forces Driving Change:
Internal & External
New
Technology

28. Most Important Elements in
Change
ProcessesPeople

29. What Is Organizational Change?
 Any alterations in the people, structure,
or technology of an organization

31. Resistance to Change

32. Resistance to Change
 Why People Resist Change?
 Ambiguity and uncertainty
 Comfort of old habits
 Concern over personal loss of status,
money, authority, friendships, and personal
convenience
 Perception that change is incompatible
with company goals

33. YOU as a Change Agent
 Change Agents
 People who act as catalysts and assume the
responsibility for changing process are called
change agents.
 Types of Change Agents
 Managers: internal entrepreneurs
 Non-managers: change specialists
 Outside consultants: change implementation
experts