Strategy Implementation: Mgt, Ops, HR Flashcards
“The best gameplan in the world never blocked or tackled anybody.”
Vince Lombardi
5 Primary Reasons for Having Annual Objectives
- Basis for allocating resources
- Mechanism for evaluating managers
- Enable effective monitoring of progress towards LTOS
- Establish priorities
- Essebtial for keeping a strategic plan on track
Specific guidelines, methods, procedures, rules, forms & admin pracs established to support & encourage work towards goals
Policies
Reasons why Policies are Essential for Strat Implementation
- set boundaries, limits to admin actions about reward and sanction behavior
- let ppl know what’s expected of them
- basis for mgt control and allow coordination across org units
- reduce time to make a decision
- promote delegation of decision making
- clarify what can and cannot be done in pursuit of the objectives
4 Types of Resources
financial, physical, human, technological
Factors that Prohibit Effective Resource Allocation
overprotection of resources, too big emphasis on short-run finances, org politics, vague strategy targets, reluctance to take risks, lack of sufficient knowledge
“Managers normally have many more tasks than they can do… must allocate time and resources…… away from strategic needs to currently squeaking wheels.”
Yavitz & Newman
“If everybody is thinking alike, then somebody isn’t thinking.”
Gen. George Patton
3 Categories/approcahes to resolve conflict
Avoidance
Defusion
Confrontation
8 Symptoms of an Ineffective Org Structure
too many levels of mgt too many mtgs attended by too many ppl too much attention solving interdept conflicts too large span of control too many unachieved objectives declining corp or business performance losing ground to rival firms rev or earnings divided by no. of employees or managers is low compared to rival firms
“changes in strategy lead to changes in organizational structure”
Alfred Chandler
7 Types of Org Structure
functional div by geo area div by product div by customer div by process SBU matrix
talked about communication problems in functional org structures
Schein
Unity of Command principle
“every employee should have just one boss”
15 Guidelines for Developing an Org Chart
chairperson BOD divercity in race, gender, age chairman of board not same as CEO or pres CEO cannot have title of president reserve president for division heads make sure firm has COO only presidents of divisions report to COO functional execs report to CEO unity of command reasonable span of control (max 10) . . . .
4 Strategic Prod/Ops Issues
Restructuring/reengineering
Managing resistance to change
Deciding where/how to produce goods
Managing ESOP
reducing size of the firm in terms of org structure; to improve efficiency and effectiveness; shareholder well-being; primary benefit is cost reduction
Restructuring
redesigning work, jobs, processes for better employee and customer well-being for improving cost, quality, service, speed; does not imply layoffs; more tactical than restructuring (strategic)
Reengineering
3 Strategies to deal w Resistance to Change
Force change- low commitment high resistance
Educative change- opposite
Self-interest or rational change
“The ownership culture really makes a difference, when management is a facilitator, not a dictator”
Corey Rosen
Talked about “an appraisal system that gives genuine feedback and differentiates performance”
Richard Brown
in companies that don’t offer paternity leave, most men take short informal leaves anyway by combining vacation time and sick days
Joseph Pleck
“Women tend to be stronger in collaboration and people development, while men tend to be stronger in individual decision making…”
Wang Jin, McKinsey
“A company does not want to become known as the one that “steals” employees from competitors”
Wayne Perrett
13 Ways & Means to Alter an Org’s Culture
Recyutment Training Transfer Promotion Restructuring Reengineering Role modeling Positive reinforcement Mentoring Revisiting mission-vision Redesigning physical spaces/facades Altering reward system Altering org policies, procedures, lractices
10 Most Useful Elements in Linking Culture to Strategy accdg to Schein
- formal statements of org philosophy, charters, creeds, etc
- designing of physical spaces, facades, buildings
- deliberate role modeling, teaching, coaching by leaders
- explocit reward and status systems and promotion criteria
- stories legends myths parables about key people & events
- what leaders pay attention to, measure, control
- leader reactions to critical incidents and org crises
- how the org is designed and structured
- org systems and procedures
- criteria used for recruitment, selection, promotion, retirement etc.
