Professional Documents
Culture Documents
Strategic Management:
Concepts & Cases
11th Edition
Fred David
By:
Waseem sadiq
Ch 7-1
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Chapter Outline
Annual Objectives
Policies
Ch 7-2
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Chapter Outline (contd)
Resource Allocation
Managing Conflict
Ch 7-3
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Chapter Outline (contd)
Ch 7-4
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Chapter Outline (contd)
Ch 7-5
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Chapter Outline (contd)
Ch 7-6
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Implementing Strategies
Ch 7-7
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The Nature of Strategy
Implementation
Ch 7-8
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Nature of Strategy
Implementation
Formulation vs. Implementation
Ch 7-9
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Nature of Strategy
Implementation
Formulation vs. Implementation
Ch 7-10
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Nature of Strategy
Implementation
Formulation vs. Implementation
Ch 7-11
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Nature of Strategy
Implementation
Formulation vs. Implementation
Ch 7-12
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Nature of Strategy
Implementation
Formulation vs. Implementation
Ch 7-13
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Nature of Strategy
Implementation
Strategy Implementation
Ch 7-14
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Nature of Strategy
Implementation
Implementation Activities
Altering sales territories
Adding new departments
Closing facilities
Hiring new employees
Cost-control procedures
Modifying advertising strategies
Building new facilities
Ch 7-15
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Nature of Strategy
Implementation
Management Perspectives
Shift in responsibility
Division or
Strategists Functional
Managers
Ch 7-16
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Management Issues
Annual Objectives
Policies
Resources
Management
Issues Organizational structure
Restructuring
Rewards/Incentives
Ch 7-17
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Management Issues (contd)
Resistance to Change
Natural Environment
Supportive Culture
Management
Issues Production/Operations
Human Resources
Ch 7-18
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Management Issues
Annual Objectives --
-- Decentralized activity
-- Directly involve all managers in the
organization
Ch 7-19
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Management Issues
Purpose of Annual Objectives --
Ch 7-20
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Management Issues
Consistency of Annual Objectives --
Ch 7-21
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Management Issues
Requirements of Annual Objectives
Measurable
Consistent
Reasonable
Challenging
Clear
Understood
Timely
Ch 7-22
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Management Issues
Quantity
Quality
Cost
Time
Be Verifiable
Ch 7-23
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Management Issues
Annual Objectives
Policies
Resources
Management
Issues Organizational structure
Restructuring
Rewards/Incentives
Ch 7-24
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Management Issues
Policies --
Ch 7-25
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Management Issues
Policies Establish --
Boundaries
Constraints
Limits
Ch 7-26
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Management Issues
Annual Objectives
Policies
Resources
Management
Issues Organizational structure
Restructuring
Rewards/Incentives
Ch 7-27
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Management Issues
Resource Allocation
Ch 7-28
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Management Issues
4 Types of Resources
1. Financial resources
2. Physical resources
3. Human resources
4. Technological resources
Ch 7-29
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Management Issues
Managing Conflict
Ch 7-30
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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 7-31
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Management Issues
Avoidance
Diffusion
Confrontation
Ch 7-32
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Management Issues
Annual Objectives
Policies
Resources
Management
Issues Organizational structure
Restructuring
Rewards/Incentives
Ch 7-33
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Management Issues
Ch 7-34
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Management Issues
Ch 7-35
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Chandlers Strategy-Structure
Relationship
Organizational
New strategy New administrative
performance
Is formulated problems emerge
declines
Organizational
New organizational
performance
structure is established
improves
Ch 7-36
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Management Issues
Functional Structure
Divisional Structure
Strategic Business Unit Structure (SBU)
Matrix Structure
Ch 7-37
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Functional Structure
Ch 7-39
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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
Ch 7-40
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Divisional Structure
Disadvantages
Can be costly to set up
Each division requires functional specialists
Duplication of staff services, facilities, and
personnel
Managers must be well qualified
Requires an elaborate, headquarters-driven
control system
Competition between divisions may become so
intense that it is dysfunctional
Ch 7-41
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Appropriateness of Divisional Structure
Ch 7-46
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Ch 7-47
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Dos and Donts in Developing
Organizational Charts
Dos Donts
Reserve the title CEO for Use the title president for
the top executive the top executive
Use the title chief or Use the title president for
VP or manager for functional business
functional business executives
executives
Directly below the CEO it
is best to have a COO
and other chief officers
Ch 7-48
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Ch 7-49
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Management Issues
Annual Objectives
Policies
Resources
Management
Issues Organizational structure
Restructuring
Rewards/Incentives
Ch 7-50
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Management Issues
Restructuring
Ch 7-51
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Management Issues
Restructuring
Downsizing
Rightsizing
Delayering
Ch 7-52
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Management Issues
Reengineering
Ch 7-53
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Management Issues
Reengineering
Process management
Process innovation
Process redesign
Ch 7-54
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Management Issues
Annual Objectives
Policies
Resources
Management
Issues Organizational structure
Restructuring
Rewards/Incentives
Ch 7-55
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Management Issues
Ch 7-56
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Management Issues
Ch 7-57
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Tests for Performance-Pay Plans
Does the plan capture attention?
Ch 7-58
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Ch 7-59
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Management Issues (contd)
Resistance to Change
Natural Environment
Supportive Culture
Management
Issues Production/Operations
Human Resources
Ch 7-60
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Management Issues
Resistance to Change
Ch 7-61
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Management Issues
Resistance to Change
Ch 7-62
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Management Issues
Change Strategies
Ch 7-63
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Management Issues (contd)
Resistance to Change
Natural Environment
Supportive Culture
Management
Issues Production/Operations
Human Resources
Ch 7-64
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Management Issues
Natural Environment
Ch 7-65
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Management Issues
Ch 7-66
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Management Issues (contd)
Resistance to Change
Natural Environment
Supportive Culture
Management
Issues Production/Operations
Human Resources
Ch 7-67
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Management Issues
Strategy-Supportive Culture
Ch 7-68
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Management Issues
Elements linking culture to strategy:
Ch 7-69
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Management Issues
Elements linking culture to strategy:
Ch 7-70
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Management Issues (contd)
Resistance to Change
Natural Environment
Supportive Culture
Management
Issues Production/Operations
Human Resources
Ch 7-71
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Management Issues
Production/Operations Concerns
Ch 7-72
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Management Issues
Production/Operations Decisions
Plant size
Inventory/Inventory control
Quality control
Cost control
Technological innovation
Ch 7-73
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Management Issues (contd)
Resistance to Change
Natural Environment
Supportive Culture
Management
Issues Production/Operations
Human Resources
Ch 7-74
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Management Issues
Ch 7-75
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Management Issues
Human Resource Strategic Responsibilities
Ch 7-77
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Benefits of a Diverse Workforce
Ch 7-78
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Benefits of a Diverse Workforce
Ch 7-79
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For Review (Chapter 7)
Avoidance Confrontation
Benchmarking Culture
Ch 7-80
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For Review (Chapter 7)
Educative Change
Delayering
Strategy
Establishing Annual
Divisional Structure
Objectives
Ch 7-81
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For Review (Chapter 7)
Horizontal Consistency
Profit Sharing
of Objectives
Ch 7-82
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For Review (Chapter 7)
Rational Change
Restructuring
Strategy
Reengineering Rightsizing
Self-Interest Change
Resistance to Change
Strategy
Ch 7-83
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For Review (Chapter 7)
Vertical Consistency
Triangulation
of Objectives
Ch 7-84
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