Académique Documents
Professionnel Documents
Culture Documents
Ch 7-1
Chapter Outline
The Nature of Strategy Implementation
Annual Objectives
Policies
Ch 7-2
Managing Conflict
Ch 7-3
Ch 7-4
Ch 7-5
Ch 7-6
Implementing Strategies
Ch 7-7
Ch 7-8
Nature of Strategy
Implementation
Formulation vs. Implementation
Ch 7-9
Nature of Strategy
Implementation
Formulation vs. Implementation
Ch 7-10
Nature of Strategy
Implementation
Formulation vs. Implementation
Ch 7-11
Nature of Strategy
Implementation
Formulation vs. Implementation
Ch 7-12
Nature of Strategy
Implementation
Formulation vs. Implementation
Ch 7-13
Nature of Strategy
Implementation
Strategy Implementation
Ch 7-14
Nature of Strategy
Implementation
Implementation Activities
Ch 7-15
Nature of Strategy
Implementation
Management Perspectives
Shift in responsibility
Strategists
Division or
Functional
Managers
Ch 7-16
Management Issues
Annual Objectives
Policies
Management
Issues
Resources
Organizational structure
Restructuring
Rewards/Incentives
Ch 7-17
Management
Issues
Supportive Culture
Production/Operations
Human Resources
Ch 7-18
Management Issues
Annual Objectives --- Decentralized activity
-- Directly involve all managers in the
organization
Ch 7-19
Management Issues
Purpose of Annual Objectives -Basis for resource allocation
Mechanism for management evaluation
Metric for gauging progress on long-term
objectives
Establish priorities (organizational, division,
& departmental)
Copyright 2007 Prentice Hall
Ch 7-20
Management Issues
Consistency of Annual Objectives -Across hierarchical levels
Horizontally consistent
Vertically consistent
Ch 7-21
Management Issues
Requirements of Annual Objectives
Measurable
Consistent
Reasonable
Challenging
Clear
Understood
Timely
Copyright 2007 Prentice Hall
Ch 7-22
Management Issues
Annual Objectives Should State
Quantity
Quality
Cost
Time
Be Verifiable
Copyright 2007 Prentice Hall
Ch 7-23
Management Issues
Annual Objectives
Policies
Management
Issues
Resources
Organizational structure
Restructuring
Rewards/Incentives
Ch 7-24
Management Issues
Policies --- Facilitate the solving or recurring
problems & guide implementation of
strategy
Ch 7-25
Management Issues
Policies Establish --
Boundaries
Constraints
Limits
Ch 7-26
Management Issues
Annual Objectives
Policies
Management
Issues
Resources
Organizational structure
Restructuring
Rewards/Incentives
Ch 7-27
Management Issues
Resource Allocation
-- Central management activity that
allows for the execution of strategy
Ch 7-28
Management Issues
4 Types of Resources
1. Financial resources
2. Physical resources
3. Human resources
4. Technological resources
Ch 7-29
Management Issues
Managing Conflict
-- Disagreement between two more
parties on one or more issues
Ch 7-30
Management Issues
Managing Conflict
Conflict not always bad
No conflict may signal apathy
Can energize opposing groups to
action
May help managers identify problems
Copyright 2007 Prentice Hall
Ch 7-31
Management Issues
Conflict Management & Resolution
Avoidance
Diffusion
Confrontation
Ch 7-32
Management Issues
Annual Objectives
Policies
Management
Issues
Resources
Organizational structure
Restructuring
Rewards/Incentives
Ch 7-33
Management Issues
Matching Structure w/ Strategy
-- Changes in strategy = Changes in
structure
Ch 7-34
Management Issues
Structure & Strategy
Structure dictates how objectives &
policies will be established
Structure dictates how resources will
be allocated
Ch 7-35
Chandlers Strategy-Structure
Relationship
New strategy
Is formulated
New administrative
problems emerge
Organizational
performance
improves
Organizational
performance
declines
New organizational
structure is established
Ch 7-36
Management Issues
Basic Forms of Structure
Functional Structure
Divisional Structure
Strategic Business Unit Structure (SBU)
Matrix Structure
Ch 7-37
Functional Structure
Ch 7-38
Divisional Structure
Geographic area
Product or service
Customer
Process
Ch 7-39
Divisional Structure
Advantages
Clear accountability
Higher employee morale
Creates career development opportunities for
managers
Allows local control of situations
Leads to a competitive climate within an
organization
Allows new businesses and products to be added
easily
Copyright 2007 Prentice Hall
Ch 7-40
Divisional Structure
Disadvantages
Ch 7-41
Ch 7-42
Ch 7-43
Ch 7-44
Ch 7-45
Advantages
Ch 7-46
Ch 7-47
Dos
Donts
Ch 7-48
Ch 7-49
Management Issues
Annual Objectives
Policies
Management
Issues
Resources
Organizational structure
Restructuring
Rewards/Incentives
Ch 7-50
Management Issues
Restructuring
-- Reducing the size of the firm # of
employees, divisions and/or units, # of
hierarchical levels
Ch 7-51
Management Issues
Restructuring
Downsizing
Rightsizing
Delayering
Ch 7-52
Management Issues
Reengineering
-- Reconfiguring or redesigning work,
jobs, & processes to improve cost,
quality, service, & speed
Ch 7-53
Management Issues
Reengineering
Process management
Process innovation
Process redesign
Ch 7-54
Management Issues
Annual Objectives
Policies
Management
Issues
Resources
Organizational structure
Restructuring
Rewards/Incentives
Ch 7-55
Management Issues
Linking Pay/Performance to Strategies
Ch 7-56
Management Issues
Linking Pay/Performance to Strategies
Ch 7-57
Ch 7-58
Ch 7-59
Management
Issues
Supportive Culture
Production/Operations
Human Resources
Ch 7-60
Management Issues
Resistance to Change
Ch 7-61
Management Issues
Resistance to Change
Ch 7-62
Management Issues
Change Strategies
Ch 7-63
Management
Issues
Supportive Culture
Production/Operations
Human Resources
Ch 7-64
Management Issues
Natural Environment
Ch 7-65
Management Issues
Natural Environment Environmental
Strategies
Ch 7-66
Management
Issues
Supportive Culture
Production/Operations
Human Resources
Ch 7-67
Management Issues
Strategy-Supportive Culture
Ch 7-68
Management Issues
Elements linking culture to strategy:
Ch 7-69
Management Issues
Elements linking culture to strategy:
Ch 7-70
Management
Issues
Supportive Culture
Production/Operations
Human Resources
Ch 7-71
Management Issues
Production/Operations Concerns
Ch 7-72
Management Issues
Production/Operations Decisions
Plant size
Inventory/Inventory control
Quality control
Cost control
Technological innovation
Copyright 2007 Prentice Hall
Ch 7-73
Management
Issues
Supportive Culture
Production/Operations
Human Resources
Ch 7-74
Management Issues
Human Resource Concerns
Ch 7-75
Management Issues
Human Resource Strategic Responsibilities
Ch 7-76
Diversity Issues
Women CEOs in U.S. 2005 (examples)
CEO
Company
Age
Meg Whitman
eBay
49
Andrea Jung
Avon Products
47
Anne Mulcahy
Xerox
52
Marjorie Magner
Citigroup
56
Betsy Holden
Kraft Foods
49
Ann Moore
57
Ch 7-77
Ch 7-78
Ch 7-79
Conflict
Avoidance
Confrontation
Benchmarking
Culture
Bonus System
Defusion
Ch 7-80
Educative Change
Strategy
De-centralized Structure
Divisional Structure
Establishing Annual
Objectives
Downsizing
Ch 7-81
Gain Sharing
Matrix Structure
Glass Ceiling
Policy
Horizontal Consistency
of Objectives
Profit Sharing
Ch 7-82
Restructuring
Reengineering
Rightsizing
Resistance to Change
Self-Interest Change
Strategy
Resource Allocation
Ch 7-83
Vertical Consistency
of Objectives
Ch 7-84