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27五月2023第七章企業(yè)戰(zhàn)略實(shí)施Chapter7ImplementingStrategiesChapterOutlineTheNatureofStrategyImplementationAnnualObjectivesPoliciesChapterOutline(cont’d)ResourceAllocationManagingConflictMatchingStructurewithStrategyChapterOutline(cont’d)Restructuring,Reengineering&E-EngineeringLinkingPerformance&PaytoStrategiesManagingResistancetoChangeChapterOutline(cont’d)ManagingtheNaturalEnvironmentCreatingaStrategy-SupportiveCultureProduction/OperationsConcernsWhen
ImplementingStrategiesChapterOutline(cont’d)HumanResourceConcernsWhen
ImplementingStrategiesTheNatureofStrategyImplementationThestrategicmanagementprocessdoesnotendwhenthefirmdecideswhatstrategyorstrategiestopursue.TheremustbeatranslationofstrategicthoughtintostrategicactionEventhemosttechnicallyperfectstrategicplanwillservelittlepurposeifitisnotimplementedImplementingstrategyaffectsanorganizationfromtoptobottomFormulationpositionsforcesbeforetheactionImplementationmanagesforcesduringtheactionNatureofStrategyImplementationFormulationvs.ImplementationFormulationfocusesoneffectivenessImplementationfocusesonefficiencyNatureofStrategyImplementationFormulationvs.ImplementationFormulationprimarilyanintellectualprocessImplementationprimarilyanoperationalprocessNatureofStrategyImplementationFormulationvs.ImplementationFormulationrequiresgoodintuitive&analyticalskillsImplementationrequiresspecialmotivational&leadershipskillsNatureofStrategyImplementationFormulationvs.ImplementationFormulationrequirescoordinationamongafewindividualsImplementationrequirescoordinationamongmanyindividualsNatureofStrategyImplementationFormulationvs.ImplementationVariesamongdifferenttypes&sizesoforganizationsNatureofStrategyImplementationStrategyImplementationShiftinresponsibilityNatureofStrategyImplementationManagementPerspectivesDivisionor
Functional
ManagersStrategistsManagementIssuesManagementIssuesResourcesOrganizationalstructureRestructuringRewards/IncentivesAnnualObjectivesPoliciesManagementIssues(cont’d)ManagementIssuesSupportiveCultureProduction/OperationsHumanResourcesResistancetoChangeNaturalEnvironmentManagementIssuesAnnualObjectives----Decentralizedactivity--DirectlyinvolveallmanagersintheorganizationManagementIssuesPurposeofAnnualObjectives
--BasisforresourceallocationMechanismformanagementevaluationMetricforgaugingprogressonlong-termobjectivesEstablishpriorities(organizational,division,&departmental)ManagementIssuesConsistencyofAnnualObjectives--AcrosshierarchicallevelsHorizontallyconsistentVerticallyconsistentManagementIssuesAnnualObjectivesShouldStateQuantityQualityCostTimeBeVerifiableManagementIssuesPolicies----Facilitatethesolvingorrecurringproblems&guideimplementationofstrategyManagementIssuesPoliciesEstablish--Boundaries-ConstraintsLimitsManagementIssuesResourceAllocation--CentralmanagementactivitythatallowsfortheexecutionofstrategyManagementIssuesManagingConflict--DisagreementbetweentwomorepartiesononeormoreissuesManagementIssuesConflictnotalways“bad”NoconflictmaysignalapathyCanenergizeopposinggroupstoactionMayhelpmanagersidentifyproblemsManagingConflictManagementIssuesAvoidanceDefusionConfrontationConflictManagement&ResolutionManagementIssuesMatchingStructure/StrategyClassicalview:--ChangesinstrategyChangesinstructure
NewadministrativeproblemsemergeNewstrategyIsformulatedOrganizationalperformancedeclinesOrganizationalperformanceimprovesNeworganizationalstructureisestablishedChandler’sStrategy-StructureRelationshipManagementIssuesStructuredictateshowobjectives&policieswillbeestablishedStructuredictateshowresourceswillbeallocatedStructure&StrategyOurview:ManagementIssuesStructurecanshapethechoiceofstrategiesMoreimportantly,todeterminewhattypesofstructuralchangesareneededtoimplementnewstrategies
Structure&StrategyManagementIssuesFunctionalStructureDivisionalStructureStrategicBusinessUnitStructure(SBU)MatrixStructureBasicFormsofStructureManagementIssuesRestructuring(downsizing)--Reducingthesizeofthefirm–ofemployees,divisions,and/orunits,ofhierarchicallevelstoimprovebothefficiencyandeffectivenessManagementIssuesRestructuringDownsizingRightsizingDelayeringManagementIssuesReengineering--Reconfiguringorredesigningwork,jobs,&processestoimprovecost,quality,service,&speed.ManagementIssuesReengineeringProcessmanagementProcessinnovationProcessredesignManagementIssuesReengineeringischaracterizedbymanytactical(short-term,business-function-specific)decisionsRestructuringischaracterizedbystrategic(long-term,affectingallbusinessfunctions)decisionsManagementIssuesLinkingPay/PerformancetoStrategies--PayforperformancesystemsManagementIssuesLinkingPay/PerformancetoStrategiesDualbonussystemsProfitsharingsystemsGainSharingsystemsManagementIssuesResistancetoChange--SinglegreatestthreattosuccessfulstrategyimplementationManagementIssuesResistancetoChange--Raisesanxiety;fearconcerningEconomiclossInconvenienceUncertaintyBreakinstatus-quo
ManagementIssuesChangeStrategiesForceChangeStrategyEducativeChangeStrategyRationalorSelf-InterestChangeStrategy ManagementIssuesNaturalEnvironment--Wideappreciationforfirmsthat“mend”ratherthan“harm”theenvironmentManagementIssuesNaturalEnvironment–EnvironmentalStrategiesDevelop/acquire“green”businessesDivestingenvironmental-damagingbusines
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