Professional Documents
Culture Documents
Strategy
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Strategy Implementation
Strategy implementation is the sum total of
the activities and choices required for the
execution of a strategic plan.
It is the process by which objectives,
strategies, and policies are put into action
through the development of programs,
budgets, and procedures.
Though
implementation
is
usually
considered after strategy has been
formulated, implementation is a key part of
strategic management.
Strategy
formulation
and
strategy
implementation
should thus be considered
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Strategy
implementation
is
concerned with the following points
1. Who are the people who will carry
out the strategic plan?
2. What must be done to support the
companys operations in the new
intended direction?
3. How is everyone going to work
together to do what is needed?
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Who Implement
Strategy
Nature of Strategy
Implementation
Successful strategy formulation does
not guarantee successful strategy
implementation.
1. Requires managerial forces during
the action
2. Focuses on efficiency
3. Primarily is an operational process
4. Requires special motivation and
leadership skills
5. Requires coordination among many
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Qualities of Effective
Short Term Objectives
1. Measurable
Short term objectives are more consistent
and concerned with
1. What is to be accomplished
2. When it will be accomplished
3. How
its
accomplishment
will
be
measured.
It is far easier to quantify the objectives
of line units (production) than of certain
staff areas (personnel).
Difficulties in Puonlinenotes.blogspot.com
quantifying objectives often
2. Priorities
Short term objectives requires
priority because of a timing
consideration or their particular
impact on a strategys success.
If we are not establishing priorities
conflicting assumptions about the
relative
importance
of
annual
objectives may inhibit progress
toward strategic effectiveness.
We can prioritize
based on the
discussion and negotiation during
the planning process.
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Acceptable
Flexible
Measurable over time
Motivating
Suitable
Understandable
Achievable
Acceptable
Long term corporate objectives frequently are
designed to be acceptable to groups external to
the firm.
For example the efforts to decrease air pollution
that are undertaken at the resolve of the
Environmental Protection
Agency.
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Flexible
Objectives should be adaptable to
unforeseen or extraordinary changes in
the
firms
competitive
or
environmental forecasts.
For example the personnel department
objective of providing managerial
developing training for 15 supervisors
per year over a next five year period
might be adjusted by changing the
number of people to be trained.
Measurable
Objectives must clearly and concretely
state what will be achieved and when it
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Understandable
Strategic managers at all levels
must understand what is to be
achieved.
Objectives must be clear meaningful
and unambiguous.
Achievable
Objectives must be possible to
achieve
However turbulence in the remote
and operating environments affects
a firms internal operations, creating
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Profitability
Productivity
Competitive position
Employee development
Employee relations
Technological leadership
Public responsibility
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Policies
Policies are directives designed to
guide the thinking,decisions,and
actions of managers and their
subordinates in implementing a
firms strategy.
Policies are also called
these
standard operating procedures.
Policies
increase
managerial
effectiveness by standardizing many
routine decisions and clarifying the
direction
managers
and
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These
are
boundaries,constraints,and
limits
on
the
kinds
of
administrative actions that can
be taken to reward and sanction
behavior.
Policies clarify what can and
cannot be done in pursuit of an
organizations objectives.
For example corporate relate to
surfing the web while at work.
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Importance of policies
1.Policies establish indirect control
over independent action
It states how things are to be done
and empower employees to conduct
activities without direct intervention by
top management.
2.Policies promote uniform handling of
similar activities
It facilitates the coordination of work
tasks
and
helps
to
reduce
friction/resistance
arising
from
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5. Policies
reduce
uncertainty
in
repetitive and day to day decision
making
It provides necessary foundation for
coordination, efficient efforts and
freeing operating personnel to act.
6. Policies counteract resistance to or
rejection of chosen strategies by
organization members.
When major strategic change is
undertaken unambiguous operating
policies clarify what is expected and
facilitate acceptance, particularly
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7. Policies
offer
predetermined
answers to routine problems
It provides more time to review
previously applied answers for
ordinary
and
extraordinary
problems.
8. Policies
afford
managers
a
mechanism for avoiding speedy and
ill conceived decisions in changing
operations.
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4. They
ensure
unalterable
transmission of policies
5. They communicate the authorization
or sanction of policies more clearly
6. The supply of convenient and
authoritative reference
7. They
systematically
enhance
indirect control and organization
wide coordination of the key
purposes of policies.
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Functional Tactics to
Operationalize Strategy
Functional tactics are the key, routine
activities that must be undertaken in
each
functional
areas
such
as
marketing, finance, POM,R&D and HRM
to provide the goods and services.
Functional tactics translate grand
strategy into action designed to
accomplish
specific
short
term
objectives.
Every value chain activity in a
company executes functional tactics
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POM
Functional
Tactic
Facilities
and
equipment
Sourcing
Suppliers sources
Suppliers selection, retention and development
Use of hedging tools (forward buying)
Operation
planning
and control
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Marketing
Functional
tactic
Product/
service
Price
Place
Finance and
Accounting
Functional
tactic
Capital
acquisition
Cost of capital
Long term and short term debt, preferred and
common stock
Internal and external financing
Risk and ownership restrictions
Leasing
Capital
allocation
Dividend and
working
capital
management
R&D
Functional
tactic
Basic
research
versus
product and
process
development
Time horizon
Basic R&D
posture
HRM
Functional
tactic
Recruitment,
selection and
orientation
Career
development
and training
Compensation
Pay
Motivation and retention
Payment,incentive,benefits and seniority policy
Evaluation,dis
cpline and
control
Difference between
business strategies and
functional tactics
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1.Time horizon
Functional tactics
Functional tactics identify activities
to be undertaken now in or in the
immediate future.
Functional tactics focuses on now
and it adjusts to changing current
situations.
Business strategies
Business strategies focus on the
firms posture three to five years
out.
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2. Specificity
Functional tactics
Functional tactics are more specific than
business strategies
Business strategies
Business strategies are more general than
functional tactics.
3. Participants
Functional tactics
Functional tactics are developed by
business
managers
and
operating
managers.
Business strategies
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Business strategies are developed by
Resource Allocation
Strategic
management
enables
resources to be allocated according
to priorities established by annual
objectives.
All organizations have at least four
types of resources that can be used
to
achieve
desired
objectives:
financial
resources,
physical
resources, human resources and
technological resources.
Allocating resources to particular
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Managing Conflict
Interdependency of objectives and
competition for limited resources
often leads to conflict.
Conflict can be defined as a
disagreement between two or more
parties on one or more issues.
Establishing annual objectives can
lead to conflict because individuals
have different expectations and
perceptations,schedules
create
pressure,
personalities
are
incompatible, and misunderstandings
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Conflict
is
unavoidable
in
organizations.
It should be managed and resolved
before dysfunctional consequences
affect organizational performance.
Conflict can serve to energize
opposing groups into action and
may
help
managers
identify
problems.
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Approaching to
managing conflict
1. Avoidance
2. Diffusion
3. Confrontation
Avoidance
Avoidance includes such actions as
ignoring the problem in hopes that
the conflict will resolve itself or
physically separating the conflicting
individuals or groups.
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Diffusion
Diffusion
can include playing down
differences between conflicting parties
while emphasizing
similarities and
common interests, compromising so that
there is neither a clear winner nor loser,
resorting to majority rule, appealing to a
higher authority, or redesigning present
positions.
Confrontation
It is exemplified by exchanging members
of conflicting parties so that each can
gain an appreciation of the others point
of view, or holding
a meeting at which
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Employee
empowerment
Empowerment is the act of allowing
an
individual or team the right and flexibility
to make decisions and initiate action.
It is being expanded and widely
advocated in many organizations today.
Some of the employee empowerment
techniques are training, self managed
work groups, eliminating whole layers of
hierarchy, and use of automation.
The effort of employee empowerment
should have ensure and consistent with
mission, strategy and tactics.
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The
employee
should
have
get
The End
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