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) . . . .