第七章企业战略实施Chapter7ImplementingStrategies

Ch7-1Chapter7ImplementingStrategies:Management&OperationsIssuesStrategicManagement:Concepts&CasesFredDavidCh7-2ChapterOutlineTheNatureofStrategyImplementationAnnualObjectivesPoliciesCh7-3ChapterOutline(cont’d)ResourceAllocationManagingConflictMatchingStructurewithStrategyCh7-4ChapterOutline(cont’d)Restructuring,Reengineering&E-EngineeringLinkingPerformance&PaytoStrategiesManagingResistancetoChangeCh7-5ChapterOutline(cont’d)ManagingtheNaturalEnvironmentCreatingaStrategy-SupportiveCultureProduction/OperationsConcernsWhenImplementingStrategiesCh7-6ChapterOutline(cont’d)HumanResourceConcernsWhenImplementingStrategiesCh7-7TheNatureofStrategyImplementationThestrategicmanagementprocessdoesnotendwhenthefirmdecideswhatstrategyorstrategiestopursue.TheremustbeatranslationofstrategicthoughtintostrategicactionEventhemosttechnicallyperfectstrategicplanwillservelittlepurposeifitisnotimplementedImplementingstrategyaffectsanorganizationfromtoptobottomCh7-8FormulationpositionsforcesbeforetheactionImplementationmanagesforcesduringtheactionNatureofStrategyImplementationFormulationvs.ImplementationCh7-9FormulationfocusesoneffectivenessImplementationfocusesonefficiencyNatureofStrategyImplementationFormulationvs.ImplementationCh7-10FormulationprimarilyanintellectualprocessImplementationprimarilyanoperationalprocessNatureofStrategyImplementationFormulationvs.ImplementationCh7-11Formulationrequiresgoodintuitive&analyticalskillsImplementationrequiresspecialmotivational&leadershipskillsNatureofStrategyImplementationFormulationvs.ImplementationCh7-12FormulationrequirescoordinationamongafewindividualsImplementationrequirescoordinationamongmanyindividualsNatureofStrategyImplementationFormulationvs.ImplementationCh7-14ShiftinresponsibilityNatureofStrategyImplementationManagementPerspectivesDivisionorFunctionalManagersStrategistsCh7-15ManagementIssuesManagementIssuesResourcesOrganizationalstructureRestructuringRewards/IncentivesAnnualObjectivesPoliciesCh7-16ManagementIssues(cont’d)ManagementIssuesSupportiveCultureProduction/OperationsHumanResourcesResistancetoChangeNaturalEnvironmentCh7-17ManagementIssuesAnnualObjectives----Decentralizedactivity--DirectlyinvolveallmanagersintheorganizationCh7-18ManagementIssuesPurposeofAnnualObjectives--BasisforresourceallocationMechanismformanagementevaluationMetricforgaugingprogressonlong-termobjectivesEstablishpriorities(organizational,division,&departmental)Ch7-20ManagementIssuesAnnualObjectivesShouldStateQuantityQualityCostTimeBeVerifiableCh7-23ManagementIssuesResourceAllocation--CentralmanagementactivitythatallowsfortheexecutionofstrategyCh7-24ManagementIssuesManagingConflict--DisagreementbetweentwomorepartiesononeormoreissuesCh7-25ManagementIssuesConflictnotalways“bad”NoconflictmaysignalapathyCanenergizeopposinggroupstoactionMayhelpmanagersidentifyproblemsManagingConflictCh7-26ManagementIssuesAvoidanceDefusionConfrontationConflictManagement&ResolutionCh7-27ManagementIssuesMatchingStructure/StrategyClassicalview:--ChangesinstrategyChangesinstructureCh7-28NewadministrativeproblemsemergeNewstrategyIsformulatedOrganizationalperformancedeclinesOrganizationalperformanceimprovesNeworganizationalstructureisestablishedChandler’sStrategy-StructureRelationshipCh7-29ManagementIssuesStructuredictateshowobjectives&policieswillbeestablishedStructuredictateshowresourceswillbeallocatedStructure&StrategyOurview:Ch7-30ManagementIssuesStructurecanshapethechoiceofstrategiesMoreimportantly,todeterminewhattypesofstructuralchangesareneededtoimplementnewstrategiesStructure&StrategyCh7-31ManagementIssuesFunctionalStructureDivisionalStructureStrategicBusinessUnitStructure(SBU)MatrixStructureBasicFormsofStructureCh7-32ManagementIssuesRestructuring(downsizing)--Reducingthesizeofthefirm–ofemployees,divisions,and/orunits,ofhierarchicallevelstoimprovebothefficiencyandeffectivenessCh7-33ManagementIssuesRestructuringDownsizingRightsizingDelayeringCh7-34ManagementIssuesReengineering--Reconfiguringorredesigningwork,jobs,&processestoimprovecost,quality,service,&speed.Ch7-35ManagementIssuesReengineeringProcessmanagementProcessinnovationProcessredesignCh7-36ManagementIssuesReengineeringischaracterizedbymanytactical(short-term,business-function-specific)decisionsRestructuringischaracterizedbystrategic(long-term,affectingallbusinessfunctions)decisionsCh7-37ManagementIssuesLinkingPay/PerformancetoStrategies--PayforperformancesystemsCh7-38ManagementIssuesLinkingPay/PerformancetoStrategiesDualbonussystemsProfitsharingsystemsGainSharingsystemsCh7-39ManagementIssuesResistancetoChange--SinglegreatestthreattosuccessfulstrategyimplementationCh7-40ManagementIssuesResistancetoChange--Raisesanxiety;fearconcerningEconomiclossInconvenienceUncertaintyBreakinstatus-quoCh7-41ManagementIssuesChangeStrategiesForceChangeStrategyEducativeChangeStrategyRationalorSelf-InterestChangeStrategyCh7-42ManagementIssuesNaturalEnvironment--Wideappreciationforfirmsthat“mend”ratherthan“harm”theenvironmentCh7-43Mana