Strategy Implementation: Mgt, Ops, HR Flashcards

1
Q

“The best gameplan in the world never blocked or tackled anybody.”

A

Vince Lombardi

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2
Q

5 Primary Reasons for Having Annual Objectives

A
  1. Basis for allocating resources
  2. Mechanism for evaluating managers
  3. Enable effective monitoring of progress towards LTOS
  4. Establish priorities
  5. Essebtial for keeping a strategic plan on track
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3
Q

Specific guidelines, methods, procedures, rules, forms & admin pracs established to support & encourage work towards goals

A

Policies

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4
Q

Reasons why Policies are Essential for Strat Implementation

A
  1. set boundaries, limits to admin actions about reward and sanction behavior
  2. let ppl know what’s expected of them
  3. basis for mgt control and allow coordination across org units
  4. reduce time to make a decision
  5. promote delegation of decision making
  6. clarify what can and cannot be done in pursuit of the objectives
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5
Q

4 Types of Resources

A

financial, physical, human, technological

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6
Q

Factors that Prohibit Effective Resource Allocation

A

overprotection of resources, too big emphasis on short-run finances, org politics, vague strategy targets, reluctance to take risks, lack of sufficient knowledge

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7
Q

“Managers normally have many more tasks than they can do… must allocate time and resources…… away from strategic needs to currently squeaking wheels.”

A

Yavitz & Newman

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8
Q

“If everybody is thinking alike, then somebody isn’t thinking.”

A

Gen. George Patton

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9
Q

3 Categories/approcahes to resolve conflict

A

Avoidance
Defusion
Confrontation

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10
Q

8 Symptoms of an Ineffective Org Structure

A
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
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11
Q

“changes in strategy lead to changes in organizational structure”

A

Alfred Chandler

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12
Q

7 Types of Org Structure

A
functional
div by geo area
div by product
div by customer
div by process
SBU
matrix
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13
Q

talked about communication problems in functional org structures

A

Schein

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14
Q

Unity of Command principle

A

“every employee should have just one boss”

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15
Q

15 Guidelines for Developing an Org Chart

A
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)
.
.
.
.
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16
Q

4 Strategic Prod/Ops Issues

A

Restructuring/reengineering
Managing resistance to change
Deciding where/how to produce goods
Managing ESOP

17
Q

reducing size of the firm in terms of org structure; to improve efficiency and effectiveness; shareholder well-being; primary benefit is cost reduction

A

Restructuring

18
Q

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)

A

Reengineering

19
Q

3 Strategies to deal w Resistance to Change

A

Force change- low commitment high resistance
Educative change- opposite
Self-interest or rational change

20
Q

“The ownership culture really makes a difference, when management is a facilitator, not a dictator”

A

Corey Rosen

21
Q

Talked about “an appraisal system that gives genuine feedback and differentiates performance”

A

Richard Brown

22
Q

in companies that don’t offer paternity leave, most men take short informal leaves anyway by combining vacation time and sick days

A

Joseph Pleck

23
Q

“Women tend to be stronger in collaboration and people development, while men tend to be stronger in individual decision making…”

A

Wang Jin, McKinsey

24
Q

“A company does not want to become known as the one that “steals” employees from competitors”

A

Wayne Perrett

25
Q

13 Ways & Means to Alter an Org’s Culture

A
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
26
Q

10 Most Useful Elements in Linking Culture to Strategy accdg to Schein

A
  1. formal statements of org philosophy, charters, creeds, etc
  2. designing of physical spaces, facades, buildings
  3. deliberate role modeling, teaching, coaching by leaders
  4. explocit reward and status systems and promotion criteria
  5. stories legends myths parables about key people & events
  6. what leaders pay attention to, measure, control
  7. leader reactions to critical incidents and org crises
  8. how the org is designed and structured
  9. org systems and procedures
  10. criteria used for recruitment, selection, promotion, retirement etc.