Beruflich Dokumente
Kultur Dokumente
Management Issues
Ch 7-1
Fred R. David
Prentice Hall
Implementing Strategies:
Strategy Analysis & Choice
Management Issues
Ch 7-2
Fred R. David
Prentice Hall
Implementing Strategies:
Strategy Analysis & Choice
Management Issues
Ch 7-3
Fred R. David
Prentice Hall
Implementing Strategies:
Strategy Analysis & Choice
Management Issues
Ch 7-4
Fred R. David
Prentice Hall
Implementing Strategies:
Strategy Analysis & Choice
Management Issues
Ch 7-5
Fred R. David
Prentice Hall
Implementing Strategies:
Strategy Analysis & Choice
Management Issues
Ch 7-6
Fred R. David
Prentice Hall
Implementing Strategies:
Strategy Analysis & Choice
Management Issues
Strategy implementation
Ch 7-7
Fred R. David
Prentice Hall
Implementing Strategies:
Strategy Analysis & Choice
Management Issues
Strategy implementation Actions
Formulation to Implementation
transition
Shift in responsibility
From strategists to division and functional
managers
Ch 7-9
Fred R. David
Prentice Hall
Annual Objectives
Decentralized activity
Involves all managers in the firm
Ch 7-10
Fred R. David
Prentice Hall
Annual Objectives
Ch 7-11
Fred R. David
Prentice Hall
Annual Objectives
Ch 7-12
Fred R. David
Prentice Hall
Annual Objectives
Quantity
Quality
Cost
Time
Ch 7-13
Fred R. David
Prentice Hall
Policies
Ch 7-14
Fred R. David
Prentice Hall
Policies
Policies set
Boundaries
Constraints
Limits
Ch 7-15
Fred R. David
Prentice Hall
Policies
Example Issues requiring management policy --
Resource Allocation
Ch 7-17
Fred R. David
Prentice Hall
Resource Allocation
1. Financial resources
2. Physical resources
3. Human resources
4. Technological resources
Ch 7-18
Fred R. David
Prentice Hall
Managing Conflict
Conflict
Ch 7-19
Fred R. David
Prentice Hall
Managing Conflict
Ch 7-20
Fred R. David
Prentice Hall
Managing Conflict
Avoidance
Defusion
Confrontation
Ch 7-21
Fred R. David
Prentice Hall
Matching Structure with Strategy
Organizational
New strategy New administrative
performance
Is formulated problems emerge
declines
Organizational
New organizational
performance
structure is established
improves
Ch 7-23
Fred R. David
Prentice Hall
Basic Forms of Structure
1. Functional Structure
Groups tasks and activities by business
function
2. Divisional Structure
Decentralized and organized by geography,
product, customer, or process
Ch 7-24
Fred R. David
Prentice Hall
Basic Forms of Structure
4. Matrix Structure
Most complex of all designs. Depends upon
both vertical and horizontal flows of authority
and communication
Ch 7-25
Fred R. David
Prentice Hall
Restructuring
Restructuring
Ch 7-26
Fred R. David
Prentice Hall
Restructuring
Also called
Downsizing
Rightsizing
Delayering
Ch 7-27
Fred R. David
Prentice Hall
Restructuring
Ch 7-28
Fred R. David
Prentice Hall
Reengineering
Reengineering
Ch 7-29
Fred R. David
Prentice Hall
Reengineering
Also called
Process management
Process innovation
Process redesign
Ch 7-30
Fred R. David
Prentice Hall
Linking Performance and Pay
to Strategies
Ch 7-31
Fred R. David
Prentice Hall
Linking Performance and Pay
to Strategies
Dual bonus system becoming more common
Based on both annual objectives and long-term
objectives
Profit Sharing
Incentive compensation used by 30% of companies
Gain Sharing
Performance targets set for employees or
departments
Ch 7-32
Fred R. David
Prentice Hall
Tests for Performance-Pay Plans
Economic loss
Inconvenience
Uncertainty
Break in status-quo
Ch 7-34
Fred R. David
Prentice Hall
Managing Resistance to Change
Resistance to change
Ch 7-35
Fred R. David
Prentice Hall
Change Strategies
Ch 7-36
Fred R. David
Prentice Hall
Creating a Strategy-Supportive
Culture
Ch 7-37
Fred R. David
Prentice Hall
Creating a Strategy-Supportive
Culture
Elements linking culture to strategy:
Ch 7-38
Fred R. David
Prentice Hall
Production/Operations Concerns
Ch 7-40
Fred R. David
Prentice Hall