Implementing Strategies Management and Operations Issues Chapter Seven

Implementing Strategies: Management and Operations Issues Chapter Seven

Chapter Objectives 1. 2. 3. 4. Explain why strategy implementation is more difficult than strategy formulation. Discuss the importance of annual objectives and policies in achieving organizational commitment for strategies to be implemented. Explain why organizational structure is so important in strategy implementation. Compare and contrast restructuring and reengineering. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 -2

Chapter Objectives (cont. ) 5. 6. 7. 8. Describe the relationships between production/operations and strategy implementation. Explain how a firm can effectively link performance and pay to strategies. Discuss employee stock ownership plans (ESOPs) as strategic management concept. Describe how to modify an organizational culture to support new strategies. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 -3

Comprehensive Strategic. Management Model Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 -4

The Nature of Strategy Implementation v Strategy formulation is positioning forces before the action. v Strategy implementation is managing forces during the action. v Strategy formulation focuses on effectiveness. v Strategy implementation focuses on efficiency. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 -5

The Nature of Strategy Implementation v Strategy formulation is primarily an intellectual process. v Strategy implementation is primarily an operational process. v Strategy formulation requires good intuitive and analytical skills. v Strategy implementation requires special motivation and leadership skills. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 -6

Some Management Issues Central to Strategy Implementation Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 -7

Annual Objectives Annual objectives: 1. 2. 3. 4. represent the basis for allocating resources are a primary mechanism for evaluating managers are the major instrument for monitoring progress toward achieving long-term objectives establish organizational, divisional, and departmental priorities Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 -8

The Stamus Company’s Hierarchy of Aims Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 -9

Policies v Policy 9 specific guidelines, methods, procedures, rules, forms, and administrative practices established to support and encourage work toward stated goals 9 instruments for strategy implementation Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 -10

Policies v Policies 9 set boundaries, constraints, and limits on the kinds of administrative actions that can be taken to reward and sanction behavior 9 clarify what can and cannot be done in pursuit of an organization’s objectives Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 -11

A Hierarchy of Policies Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 -12

Some Issues That May Require a Management Policy Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 -13

Resource Allocation v Resource allocation 9 central management activity that allows for strategy execution 9 often based on political or personal factors v Strategic management enables resources to be allocated according to priorities established by annual objectives Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 -14

Types of Resources Financial Physical Human Technological Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 -15

Managing Conflict v Conflict 9 disagreement between two or more parties on one or more issues v Establishing annual objectives can lead to conflict because individuals have different expectations and perceptions, schedules create pressure, personalities are incompatible, and misunderstandings occur between line managers and staff managers Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 -16

Managing Conflict v Avoidance 9 includes such actions as ignoring the problem in hopes that the conflict will resolve itself or physically separating the conflicting individuals v Defusion 9 includes playing down differences between conflicting parties while accentuating similarities and common interests Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 -17

Managing Conflict v Confrontation 9 exemplified by exchanging members of conflicting parties so that each can gain an appreciation of the other’s point of view or holding a meeting at which conflicting parties present their views and work through their differences Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 -18

Some Management Trade-Off Decisions Required in Strategy Implementation Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 -19

Matching Structure With Strategy v Structure largely dictates how objectives and policies will be established v Structure dictates how resources will be allocated Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 -20

Symptoms of an Ineffective Organizational Structure Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 -21

The Functional Structure v Functional structure 9 groups tasks and activities by business function, such as production/operations, marketing, finance/accounting, research and development, and management information systems Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 -22

Advantages and Disadvantages of a Functional Organizational Structure Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 -23

The Divisional Structure v Divisional structure 9 functional activities are performed both centrally and in each separate division 9 Geographic area, product or service, customer, process Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 -24

Advantages and Disadvantages of a Divisional Organizational Structure Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 -25

The Strategic Business Unit (SBU) Structure v SBU structure 9 groups similar divisions into strategic business units and delegates authority and responsibility for each unit to a senior executive who reports directly to the chief executive officer 9 can facilitate strategy implementation by improving coordination between similar divisions and channeling accountability to distinct business units Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 -26

Sonoco Products’ SBU Organizational Chart Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 -27

The Matrix Structure v Matrix structure 9 most complex of all designs because it depends upon both vertical and horizontal flows of authority and communication Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 -28

The Matrix Structure v For a matrix structure to be effective, organizations need participative planning, training, clear mutual understanding of roles and responsibilities, excellent internal communication, and mutual trust and confidence Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 -29

Advantages and Disadvantages of a Matrix Structure Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 -30

Typical Top Managers of a Large Firm Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 -31

Restructuring v Restructuring 9 involves reducing the size of the firm in terms of number of employees, number of divisions or units, and number of hierarchical levels in the firm’s organizational structure 9 also called downsizing, rightsizing, or delayering Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 -32

Reengineering v Reengineering 9 involves reconfiguring or redesigning work, jobs, and processes for the purpose of improving cost, quality, service, and speed 9 also called process management, process innovation, or process redesign Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 -33

Linking Performance and Pay to Strategies 1. Provide full transparency to all stakeholders 2. Reward long-term performance with longterm pay, rather than annual incentives 3. Base executive compensation on actual company performance, rather than on stock price Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 -34

Linking Performance and Pay to Strategies 4. Extend the time-horizon for bonuses. Replace short-term with long-term incentives 5. Increase equity between workers and executives. Delete many special perks and benefits for executives Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 -35

Linking Performance and Pay to Strategies 1. Does the plan capture attention? 2. Do employees understand the plan? 3. Is the plan improving communication? 4. Does the plan pay out when it should? 5. Is the company or unit performing better? Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 -36

Managing Resistance to Change v Force change strategy 9 involves giving orders and enforcing those orders v Educative change strategy 9 one that presents information to convince people of the need for change v Self-interest change strategy 9 one that attempts to convince individuals that the change is to their personal advantage Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 -37

Creating a Strategy-Supportive Culture 1. 2. 3. 4. 5. Formal statements of organizational philosophy, charters, creeds, materials used for recruitment and selection, and socialization Designing of physical spaces, facades, buildings Deliberate role modeling, teaching, and coaching by leaders Explicit reward and status system, promotion criteria Stories, legends, myths, and parables about key people and events Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 -38

Creating a Strategy-Supportive Culture 6. What leaders pay attention to, measure, and control 7. Leader reactions to critical incidents and organizational crises 8. How the organization is designed and structured 9. Organizational systems and procedures 10. Criteria used for recruitment, selection, promotion, leveling off, retirement, and “excommunication” of people Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 -39

Ways and Means for Altering an Organization’s Culture Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 -40

Production Management and Strategy Implementation Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 -41

Labor Cost-Saving Tactics Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 -42

The Key to Staying Healthy, Living to 100, and Being a “Well” Employee Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 -43

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