1. Ch 7 -1 Module 7 Implementing Strategies: Management & Operations Issues

2. Ch 7 -2

3. Ch 7 -3 Strategy Formulation vs. Implementation Strategy Formulation Positioning forces before the action Focus on effectiveness Primarily intellectual Requires good intuitive and analytical skills Requires coordination among a few people Strategy Implementation Managing forces during the action Focus on efficiency Primarily operational Requires special motivation and leadership skills Requires coordination among many people

4. Ch 7 -4 Shift in responsibility Nature of Strategy Implementation Management Perspectives Divisional or Functional Managers Strategists

5. Ch 7 -5 Management Issues Central to Strategy Implementation Establish annual objectives Devise policies Allocate resources Alter existing organizational structure Restructure & reengineer Revise reward & incentive plans Minimize resistance to change Match managers to strategy Develop a strategy- supportive culture Adapt production/operations processes Develop an effective human resources function Downsize & furlough as needed Link performance & pay to strategies

6. Ch 7 -6 Purpose of Annual Objectives Basis for resource allocation Mechanism for management evaluation Major instrument for monitoring progress toward achieving long-term objectives Establish priorities (organizational, divisional, and departmental)

7. Ch 7 -7 Annual Objectives Horizontal consistency of objectives Vertical consistency of objectives

8. Ch 7 -8 Policies Policies set boundaries, constraints, and limits on the kinds of administrative actions that can be taken to reward and sanction behavior

9. Ch 7 -9 Resource Allocation 1. Financial resources 2. Physical resources 3. Human resources 4. Technological resources Four Types of Resources

10. Ch 7 -10 Managing Conflict Conflict not always “bad” Lack of conflict may signal apathy Can energize opposing groups to action May help managers identify problems

11. Ch 7 -11 Managing Conflict Approaches for managing and resolving conflict  Avoidance  Defusion  Confrontation

12. Ch 7 -12 Matching Structure with Strategy Structure dictates how objectives and policies will be established Structure dictates how resources will be allocated Changes in strategy often lead to changes in organizational structure

13. Ch 7 -13

14. Ch 7 -14 Basic Forms of Structure Functional Structure Divisional Structure Strategic Business Unit Structure (SBU) Matrix Structure

15. Ch 7 -15 Functional Structure Group tasks and activities by business function

16. Ch 7 -16 Functional Structure

17. Ch 7 -17 Divisional Structure Can be organized in one of four ways:  By geographic area  By product or service  By customer  By process

18. Ch 7 -18 Divisional Structure

19. Ch 7 -19 Strategic Business Unit Structure (SBU) Group similar divisions into strategic business units and delegate authority and responsibility for each unit to a senior executive who reports directly to the chief executive officer

20. Ch 7 -20 Matrix Structure The most complex of all designs because it depends upon both vertical and horizontal flows of authority and communication

21. Ch 7 -21 Matrix Structure

22. Ch 7 -22 Restructuring, Reengineering, and E-engineering Restructuring is called  Downsizing  Rightsizing  Delayering

23. Ch 7 -23 Restructuring, Reengineering, and E-engineering Cornerstones of Reengineering  Decentralization  Reciprocal interdependence  Information sharing

24. Ch 7 -24 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?

25. Ch 7 -25 Managing Resistance to Change Force change strategy Educative change strategy Rational or self-interest change strategy

26. Ch 7 -26 Creating a Strategy-Supportive Culture 1. Formal statements of organizational philosophy 2. Design of physical spaces 3. Deliberate role modeling, teaching, and coaching 4. Explicit reward and status system 5. Stories, legends, myths, and parables

27. Ch 7 -27 Creating a Strategy-Supportive Culture 6. What leaders pay attention to 7. Leader reactions to critical incidents and crises 8. Organizational design and structure 9. Organizational systems and procedures 10. Criteria for recruitment, selection, promotion, leveling off, retirement, and “excommunication” of people

28. Ch 7 -28 Production/Operations Concerns Production processes typically constitute more than 70% of a firm’s total assets

29. Ch 7 -29 Production/Operations Decision Examples Plant size Inventory / Inventory control Quality control Cost control Technological innovation

30. Ch 7 -30 Human Resource Concerns Assessing staffing needs/costs Furloughs Developing performance incentives ESOPs Work–life balance issues Matching managers with strategy

31. Ch 7 -31 Corporate Wellness Programs Wellness of employees has become a strategic issue for many firms