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Copyright 2005 Prentice Hall Ch 7-1
Chapter 7Implementing Strategies: Management & Operations Issues
Strategic Management: Concepts & Cases
10th EditionFred David
PowerPoint Slides by
Anthony F. Chelte
Western New England College
Copyright 2005 Prentice Hall Ch 7-2
Chapter Outline
The Nature of Strategy Implementation
Annual Objectives
Policies
Copyright 2005 Prentice Hall Ch 7-3
Chapter Outline (cont’d)
Resource Allocation
Managing Conflict
Matching Structure with Strategy
Copyright 2005 Prentice Hall Ch 7-4
Chapter Outline (cont’d)
Restructuring, Reengineering & E-Engineering
Linking Performance & Pay to Strategies
Managing Resistance to Change
Copyright 2005 Prentice Hall Ch 7-5
Chapter Outline (cont’d)
Managing the Natural Environment
Creating a Strategy-Supportive Culture
Production/Operations Concerns When Implementing Strategies
Copyright 2005 Prentice Hall Ch 7-6
Chapter Outline (cont’d)
Human Resource Concerns When Implementing Strategies
Copyright 2005 Prentice Hall Ch 7-7
Pretend that every single person you meet has a sign around his or her neck that says, “Make me feel important” –
Mary Kay Ash, CEO of Mary Kay, Inc.
Implementing Strategies
Copyright 2005 Prentice Hall Ch 7-8
-- Successful strategy formulation does not guarantee successful strategy implementation
The Nature of Strategy Implementation
Copyright 2005 Prentice Hall Ch 7-9
Formulation positions forces before the action
Implementation manages forces during the action
Nature of Strategy Implementation
Formulation vs. Implementation
Copyright 2005 Prentice Hall Ch 7-10
Formulation focuses on effectiveness
Implementation focuses on efficiency
Nature of Strategy Implementation
Formulation vs. Implementation
Copyright 2005 Prentice Hall Ch 7-11
Formulation primarily an intellectual process
Implementation primarily an operational process
Nature of Strategy Implementation
Formulation vs. Implementation
Copyright 2005 Prentice Hall Ch 7-12
Formulation requires good intuitive & analytical skills
Implementation requires special motivational & leadership skills
Nature of Strategy Implementation
Formulation vs. Implementation
Copyright 2005 Prentice Hall Ch 7-13
Formulation requires coordination among a few individuals
Implementation requires coordination among many individuals
Nature of Strategy Implementation
Formulation vs. Implementation
Copyright 2005 Prentice Hall Ch 7-14
Varies among different types & sizes of organizations
Nature of Strategy Implementation
Strategy Implementation
Copyright 2005 Prentice Hall Ch 7-15
Altering sales territories Adding new departments Closing facilities Hiring new employees Cost-control procedures Modifying advertising strategies Building new facilities
Nature of Strategy Implementation
Implementation Activities
Copyright 2005 Prentice Hall Ch 7-16
Shift in responsibility
Nature of Strategy Implementation
Management Perspectives
Division or FunctionalManagers
Strategists
Copyright 2005 Prentice Hall Ch 7-17
Management Issues
ManagementIssues
ResourcesResources
Organizational structureOrganizational structure
RestructuringRestructuring
Rewards/IncentivesRewards/Incentives
Annual ObjectivesAnnual Objectives
PoliciesPolicies
Copyright 2005 Prentice Hall Ch 7-18
Management Issues (cont’d)
ManagementIssues
Supportive CultureSupportive Culture
Production/OperationsProduction/Operations
Human ResourcesHuman Resources
Resistance to ChangeResistance to Change
Natural EnvironmentNatural Environment
Copyright 2005 Prentice Hall Ch 7-19
Management Issues
Annual Objectives --
-- Decentralized activity
-- Directly involve all managers in the organization
Copyright 2005 Prentice Hall Ch 7-20
Management Issues
Purpose of Annual Objectives --
Basis for resource allocation
Mechanism for management evaluation
Metric for gauging progress on long-term objectives
Establish priorities (organizational, division, & departmental)
Copyright 2005 Prentice Hall Ch 7-21
Management Issues
Consistency of Annual Objectives --
Across hierarchical levels
Horizontally consistent
Vertically consistent
Copyright 2005 Prentice Hall Ch 7-22
Management Issues
Requirements of Annual Objectives
Measurable
Consistent
Reasonable
Challenging
Clear
Understood
Timely
Copyright 2005 Prentice Hall Ch 7-23
Management Issues
Annual Objectives Should State
Quantity
Quality
Cost
Time
Be Verifiable
Copyright 2005 Prentice Hall Ch 7-24
Management Issues
ManagementIssues
ResourcesResources
Organizational structureOrganizational structure
RestructuringRestructuring
Rewards/IncentivesRewards/Incentives
Annual ObjectivesAnnual Objectives
PoliciesPolicies
Copyright 2005 Prentice Hall Ch 7-25
Management Issues
Policies --
-- Facilitate the solving or recurring problems & guide implementation of strategy
Copyright 2005 Prentice Hall Ch 7-26
Management Issues
Policies Establish --
Boundaries
Constraints
Limits
Copyright 2005 Prentice Hall Ch 7-27
Management Issues
ManagementIssues
ResourcesResources
Organizational structureOrganizational structure
RestructuringRestructuring
Rewards/IncentivesRewards/Incentives
Annual ObjectivesAnnual Objectives
PoliciesPolicies
Copyright 2005 Prentice Hall Ch 7-28
Management Issues
Resource Allocation
-- Central management activity that allows for the execution of strategy
Copyright 2005 Prentice Hall Ch 7-29
Management Issues
1. Financial resources
2. Physical resources
3. Human resources
4. Technological resources
4 Types of Resources
Copyright 2005 Prentice Hall Ch 7-30
Management Issues
Managing Conflict
-- Disagreement between two more parties on one or more issues
Copyright 2005 Prentice Hall Ch 7-31
Management Issues
Conflict not always “bad”
No conflict may signal apathy
Can energize opposing groups to action
May help managers identify problems
Managing Conflict
Copyright 2005 Prentice Hall Ch 7-32
Management Issues
Avoidance
Diffusion
Confrontation
Conflict Management & Resolution
Copyright 2005 Prentice Hall Ch 7-33
Management Issues
ManagementIssues
ResourcesResources
Organizational structureOrganizational structure
RestructuringRestructuring
Rewards/IncentivesRewards/Incentives
Annual ObjectivesAnnual Objectives
PoliciesPolicies
Copyright 2005 Prentice Hall Ch 7-34
Management Issues
Matching Structure w/ Strategy
-- Changes in strategy = Changes in structure
Copyright 2005 Prentice Hall Ch 7-35
Management Issues
Structure dictates how objectives & policies will be established
Structure dictates how resources will be allocated
Structure & Strategy
Copyright 2005 Prentice Hall Ch 7-36
New administrativeproblems emerge
New strategyIs formulated
Organizationalperformance
declines
Organizational performance
improves
New organizationalstructure is established
Chandler’s Strategy-Structure Relationship
Copyright 2005 Prentice Hall Ch 7-37
Management Issues
Functional Structure
Divisional Structure
Strategic Business Unit Structure (SBU)
Matrix Structure
Basic Forms of Structure
Copyright 2005 Prentice Hall Ch 7-38
Management Issues
ManagementIssues
ResourcesResources
Organizational structureOrganizational structure
RestructuringRestructuring
Rewards/IncentivesRewards/Incentives
Annual ObjectivesAnnual Objectives
PoliciesPolicies
Copyright 2005 Prentice Hall Ch 7-39
Management Issues
Restructuring
-- Reducing the size of the firm – # of employees, divisions, and/or units, # of hierarchical levels
Copyright 2005 Prentice Hall Ch 7-40
Management Issues
Restructuring
Downsizing
Rightsizing
Delayering
Copyright 2005 Prentice Hall Ch 7-41
Management Issues
Reengineering
-- Reconfiguring or redesigning work, jobs, & processes to improve cost, quality, service, & speed.
Copyright 2005 Prentice Hall Ch 7-42
Management Issues
Reengineering
Process management
Process innovation
Process redesign
Copyright 2005 Prentice Hall Ch 7-43
Management Issues
ManagementIssues
ResourcesResources
Organizational structureOrganizational structure
RestructuringRestructuring
Rewards/IncentivesRewards/Incentives
Annual ObjectivesAnnual Objectives
PoliciesPolicies
Copyright 2005 Prentice Hall Ch 7-44
Management Issues
Linking Pay/Performance to Strategies
-- Pay for performance systems
Copyright 2005 Prentice Hall Ch 7-45
Management Issues
Linking Pay/Performance to Strategies
Dual bonus systems
Profit sharing systems
Gain Sharing systems
Copyright 2005 Prentice Hall Ch 7-46
Tests for Performance-Pay Plans
Does the plan capture attention?
Do employees understand the plan?
Is the plan improving communication?
Does the plan pay out when it should?
Is the company or unit performing better?
Copyright 2005 Prentice Hall Ch 7-47
Management Issues (cont’d)
ManagementIssues
Supportive CultureSupportive Culture
Production/OperationsProduction/Operations
Human ResourcesHuman Resources
Resistance to ChangeResistance to Change
Natural EnvironmentNatural Environment
Copyright 2005 Prentice Hall Ch 7-48
Management Issues
Resistance to Change
-- Single greatest threat to successful strategy implementation
Copyright 2005 Prentice Hall Ch 7-49
Management Issues
Resistance to Change
-- Raises anxiety; fear concerning
Economic loss
Inconvenience
Uncertainty
Break in status-quo
Copyright 2005 Prentice Hall Ch 7-50
Management Issues
Change Strategies
Force Change Strategy
Educative Change Strategy
Rational or Self-Interest Change Strategy
Copyright 2005 Prentice Hall Ch 7-51
Management Issues (cont’d)
ManagementIssues
Supportive CultureSupportive Culture
Production/OperationsProduction/Operations
Human ResourcesHuman Resources
Resistance to ChangeResistance to Change
Natural EnvironmentNatural Environment
Copyright 2005 Prentice Hall Ch 7-52
Management Issues
Natural Environment
-- Wide appreciation for firms that “mend” rather than “harm” the environment
Copyright 2005 Prentice Hall Ch 7-53
Management Issues
Natural Environment – Environmental Strategies
Develop/acquire “green” businesses
Divesting environmental-damaging business
Low-cost producer through waste minimization & energy conservation
Copyright 2005 Prentice Hall Ch 7-54
Management Issues (cont’d)
ManagementIssues
Supportive CultureSupportive Culture
Production/OperationsProduction/Operations
Human ResourcesHuman Resources
Resistance to ChangeResistance to Change
Natural EnvironmentNatural Environment
Copyright 2005 Prentice Hall Ch 7-55
Management Issues
Strategy-Supportive Culture
-- Preserve, emphasize, & build upon aspects of existing culture that support new strategies
Copyright 2005 Prentice Hall Ch 7-56
• Formal statements of philosophy, charters, etc. used for recruitment and selection, and socialization
• Designing of physical spaces, facades, buildings• Deliberate role modeling, teaching and coaching• Explicit reward and status system, promotion criteria• Stories, legends, myths about key people and events
Management Issues
Elements linking culture to strategy:
Copyright 2005 Prentice Hall Ch 7-57
• What leaders pay attention to, measure and control• Leader reactions to critical incidents and crises• How the organization is designed and structured• Organizational systems and procedures• Criteria used for recruitment, selection, promotion,
retirement
Management Issues
Elements linking culture to strategy:
Copyright 2005 Prentice Hall Ch 7-58
Management Issues (cont’d)
ManagementIssues
Supportive CultureSupportive Culture
Production/OperationsProduction/Operations
Human ResourcesHuman Resources
Resistance to ChangeResistance to Change
Natural EnvironmentNatural Environment
Copyright 2005 Prentice Hall Ch 7-59
Management Issues
Production/Operations Concerns
-- Production processes typically constitute more than 70% of firm’s total assets
Copyright 2005 Prentice Hall Ch 7-60
Management Issues
Production/Operations Decisions
Plant size
Inventory/Inventory control
Quality control
Cost control
Technological innovation
Copyright 2005 Prentice Hall Ch 7-61
Management Issues (cont’d)
ManagementIssues
Supportive CultureSupportive Culture
Production/OperationsProduction/Operations
Human ResourcesHuman Resources
Resistance to ChangeResistance to Change
Natural EnvironmentNatural Environment
Copyright 2005 Prentice Hall Ch 7-62
Management Issues
Human Resource Concerns
-- HR manager position has strategic responsibility & has changed dramatically as companies continue to reorganize, outsource, etc.
Copyright 2005 Prentice Hall Ch 7-63
Management Issues
Human Resource Strategic Responsibilities
Assessing staffing needs/costs
Developing performance incentives
ESOP’s
Child-care policies
Work-life balance issues
Copyright 2005 Prentice Hall Ch 7-64
Diversity Issues
Carly Fiorina Hewlett-Packard 49 yrs old
Meg Whitman eBay 47 yrs old
Andrea Jung Avon Products 45 yrs old
Anne Mulcahy Xerox 50 yrs old
Marjorie Magner Citigroup 54 yrs old
Betsy Holden Kraft Foods 47 yrs old
Mary Sammons Rite Aid 57 yrs old
Women CEO’s in U.S. 2004 (examples)
Copyright 2005 Prentice Hall Ch 7-65
Key Terms & Concepts
For Review (Chapter 7)
Annual Objectives Conflict
Avoidance Confrontation
Benchmarking Culture
Bonus System Defusion
Copyright 2005 Prentice Hall Ch 7-66
Key Terms & Concepts
For Review (Chapter 7)
DelayeringEducative Change
Strategy
De-centralized StructureEmployee Stock Ownership
Plans (ESOP’s)
Divisional StructureEstablishing Annual
Objectives
Downsizing Force Change Strategy
Copyright 2005 Prentice Hall Ch 7-67
Key Terms & Concepts
For Review (Chapter 7)
Functional Structure Just in Time (JIT)
Gain Sharing Matrix Structure
Glass Ceiling Policy
Horizontal Consistencyof Objectives
Profit Sharing
Copyright 2005 Prentice Hall Ch 7-68
Key Terms & Concepts
For Review (Chapter 7)
Rational ChangeStrategy
Restructuring
Reengineering Rightsizing
Resistance to ChangeSelf-Interest Change
Strategy
Resource AllocationStrategic Business Unit
(SBU)
Copyright 2005 Prentice Hall Ch 7-69
Key Terms & Concepts
For Review (Chapter 7)
Vertical Consistencyof Objectives
Triangulation
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