...Strategies Short Term Objectives Functional Tactics Policies Organizational Structure, Leadership and Culture Strategic Control and Innovation IMPLEMENTATION OF STRATEGY TOPIC: STRATEGY IMPLEMENTATION WAMBUGU JOHN KAMAU STRATEGY IMPLEMENTATION THROUGH SHORT-TERM OBJECTIVES, FUNCTIONAL TACTICS, REWARD SYSTEMS, AND EMPLOYEE EMPOWERMENT Introduction Strategy implementation is the manner in which an organization should develop, utilize, and amalgamate organizational structure, control systems, and culture to follow strategies that lead to competitive advantage and a better performance. Steps in Implementing the Firms Strategies Managers shift focus from strategy formulation to implementation successfully by doing the following right: * Identify short-term objectives: * Initiate specific functional tactics. * Outsourcing nonessential functions * Communicate policies that empower people in the organization. * Design effective rewards. How are Short-Term objectives used in Strategy Implementation? Short-term objectives are measurable outcomes achievable in one year or less. Short-term objectives provide much more specific guidance for what is to be done, a clear delineation of impending actions needed, which help translate vision into action. Short-term objectives are usually accompanied by action plans. Action plans enhance these objectives in three ways. * Specificity: Identify functional tactics and activities that will...
Words: 4634 - Pages: 19
...Matrix Organizations: Design for Collaboration and Agility Nick Horney, Ph.D. & Tom O’Shea, CMC, Principals, Agility Consulting 9/1/2009 M A T R I X O R G A N I Z A T I O N S Matrix Organizations Success in a matrix happens when you focus on building a new organization rather than simply installing a new structure. “S I C O N K E Y ince the end of World War II, corporate strategy has survived several generations of painful transformations and has grown appropriately agile and athletic. Unfortunately, organizational development has not kept pace, and managerial attitudes lag even farther behind. As a result, corporations now commonly design strategies that seem impossible to implement, for the simple reason that no one can effectively implement third-generation strategies through secondgeneration organizations run by first-generation managers. Today, the most successful companies are those where top executives recognize the need to manage the new environmental and competitive demands by focusing less on the quest for an ideal structure and more on developing the abilities, behavior, and performance of individual managers.” This assessment of matrix management, published in the Harvard Business Review in 1990, is a stinging portrayal of the state of matrix organizations at the time the article was written. Fortunately, both the times and the ability of organizations to adapt have changed. Organizations have become much more adept in implementing complex...
Words: 4609 - Pages: 19
...cross-functional relationships to coordinate work efforts for optimum results. It can show where breakdowns can occur in the hierarchy and assist in developing solutions for increased accountability. In this paper, we will discuss and describe the organizational structure of Google and compare their organizational structure to the organizational structure of two other fortune 500 companies, Boeing and Microsoft. We will evaluate how organizational functions (such as marketing, finance, human resources, and operations) influence and determine the organizational structure of your selected organization. Finally, we will explain how organizational design (such as geographic, functional, customer-based, product, service, hybrid, matrix, marketing channels, and departmentalization) determines why each organizational structure works for that company’s needs. Organizational Structure Organizations are designed and structured in such a way to best meet their needs and goals. How an organization is setup can directly impact how successful the organization is in achieving those goals. Without an appropriate organizational structure, a business will not succeed. Organizations large and small can achieve higher sales and other profit by properly matching their needs with the structure they use to operate. While the organizational structure is centered on the company’s goals, it also dictates how reporting priorities and key strategies of upper management. There are three main...
Words: 1523 - Pages: 7
...230: MANAGEMENT THEORY AND PRACTICE February 27, 2012 Introduction It is important to be aware of your company's organizational structure because it reveals information regarding who has authority over whom; how and why a company divides the workload by specific people and by groups/teams. Understanding your organizational structure can also reveal important cross-functional relationships to coordinate work efforts for optimum results. It can show where breakdowns can occur in the hierarchy and assist in developing solutions for increased accountability. In this paper, we will discuss and describe the organizational structure of Google and compare their organizational structure to the organizational structure of two other fortune 500 companies, Boeing and Microsoft. We will evaluate how organizational functions (such as marketing, finance, human resources, and operations) influence and determine the organizational structure of your selected organization. Finally, we will explain how organizational design (such as geographic, functional, customer-based, product, service, hybrid, matrix, marketing channels, and departmentalization) determines why each organizational structure works for that company’s needs. Organizational Structure Organizations are designed and structured in such a way to best meet their needs and goals. How an organization is setup can directly impact how successful the organization is in achieving those goals...
Words: 1521 - Pages: 7
...evaluate Siemens ROLM’s maturity for that enabler. Provide case evidence for your evaluation. Also, state if the case provides no information to evaluate an enabler. 2. In your opinion, what are the top 3 to 5 enablers where PWC is lacking? Write one paragraph for each of these enablers. State why you believe these are among the most important ones. Also state what changes you recommend that PWC make for each of these enablers. Answers: I. Question #1 A. Process Enablers Process enablers determine how mature a process is and also its ability to deliver high performance over time. They consist of 5 main process enablers, which divide into 13 more specific enablers. Design-The design must be well specified. It will include three specific areas of measurability: purpose, context, and documentation. The design must also have the correct match between the organization’s information management systems and the process’ needs. -Purpose: The process must be redesigned from end to end to optimize performance. On the road to performance optimization companies are faced with finding the proper fit with their customer and supplier processes. -Context: A mutual performance expectation must be established among all levels of a process. In other words suppliers, customers, and the organization are all on the same page. -Documentation: All documentation should be electronic. Using paper is inefficient and non-value adding to customers. It also...
Words: 2819 - Pages: 12
...com Rio de Janeiro Paolo Pigorini Partner +55-21-2237-8409 paolo.pigorini@booz.com São Paulo Carlos Gondim Senior Associate +55-11-5501-6371 carlos.gondim@booz.com Booz & Company EXECUTIVE SUMMARY There is widespread recognition that the typical corporate cost-cutting initiatives will not suffice in the current business environment. To navigate the global downturn and even prosper in the process, corporate leaders must take a step back and consider how best to implement long-lasting and effective initiatives aimed at fundamentally improving the way their companies operate. Booz & Company’s approach focuses on three strategic questions: What do we do? How do we do it, and where? How well do we do it? Our experience shows that companies too often neglect the relevant issues related to their business model (“How do we do it?”). Focused efforts in this area can result in structural improvements in efficiency and effectiveness. This Perspective explores the commonly observed issues and derailers surrounding companies’ business models in light of important questions they currently face: Have we built into our operation the flexibility and resilience necessary to survive this crisis? Is our business model appropriate for navigating and succeeding in this global downturn? Booz & Company 1 THE NEW CEO AGENDA After a period of intense growth across almost all sectors and regions, the global downturn has rapidly shifted CEOs’ agendas from strategies for growth to how...
Words: 5472 - Pages: 22
...on it. If so, how do you evaluate Siemens ROLM’smaturity for that enabler. Provide case evidence for your evaluation.Also, state if the case provides no information to evaluate an enabler.2. In your opinion, what are the top 3 to 5 enablers where PWC islacking? Write one paragraph for each of these enablers. State whyyou believe these are among the most important ones. Also statewhat changes you recommend that PWC make for each of theseenablers.Answers:I. Question #1A. Process EnablersProcess enablers determine how mature a process is and also its ability todeliver high performance over time. They consist of 5 main process enablers,which divide into 13 more specific enablers.Design-The design must be well specified. It will include three specific areas ofmeasurability: purpose, context, and documentation. The design must also havethe correct match between the organization’s information management systemsand the process’ needs.-Purpose: The process must be redesigned from end to end to optimizeperformance. On the road to performance optimization companies are faced withfinding the proper fit with their customer and supplier processes.-Context: A mutual performance expectation must be established among alllevels of a process. In other words suppliers, customers, and the organization areall on the same page.-Documentation: All documentation should be electronic. Using paper isinefficient and non-value adding to customers. It also decreases an organizationsflexibility while increasing...
Words: 2626 - Pages: 11
...Question 1. Discuss the three levels of strategic decision making with reference to an organisation of your choice. Solution Strategic decision-making is the process of developing and putting into action choices that will influence the long-term welfare of the organization. Strategic decisions are the decisions that are concerned with whole environment in which the firm operates, the entire resources and the people who form the company and the interface between the two. These choices often involve major organizational changes and large resource commitments that are difficult to reverse once they are implemented. Strategic decision-making reflects decision makers’ experience, the positions they occupy and their organizational environment. Work on improving strategic decision-making has focused on the content of decision outcomes and the process that produces these outcomes. Strategic decision-making takes place within a context defined by the organization’s strategy and varies according to the extent to which this strategy is a deliberate, as opposed to an emergent, process. The decision-making hierarchy of a firm typically contains three levels,the corporate level, business level and the functional level. The corporate level, composed principally of a board of directors and the chief executive and administrative officers. In a multi business firm, corporate-level executives determine the businesses in which the firm should be involved. Corporate-level strategic managers...
Words: 1177 - Pages: 5
...CHAPTER 7 IMPLEMENTING STRATEGIES: MANAGEMENT AND OPERATIONS ISSUES CHAPTER OUTLINE | |The Nature of Strategy Implementation | | |Annual Objectives | | |Policies | | |Resource Allocation | | |Managing Conflict | | |Matching Structure with Strategy | | |Restructuring, Reengineering, and E-Engineering | | |Linking Performance and Pay to Strategies | | |Managing Resistance to Change | | |Creating a Strategy-Supportive Culture | | |Production/Operations Concerns When Implementing...
Words: 6208 - Pages: 25
...13 ORGANISING 13.1 INTRODUCTION Organising in a general sense means systematic arrangement of activities. In this sense, organising is done by each individual. However, organising as a process of management essentially relates to sub-dividing and grouping of activities. Organising becomes necessary when two or more persons work together to achieve some common objectives. When a player is playing alone, there is perhaps no need of organising. But organising becomes important when players are playing in a team. In that case, it is important to determine the role of each player and for the team as a whole to attain victory over the rival team. Similarly, in a one-man business, all the activities are performed by the owner himself. But when the owner employs someone to assist him, he has to determine the work to be done by the employee and give him the right to use materials, machinery, equipment, etc. This is the point when organising becomes necessary. As more people are appointed, there has to be further division and sub-division of work among them. When an organisation becomes large, separate departments are created to perform different functions. Each department has to be divided into a number of smaller units. Ultimately, the work of the organisation is divided into a number of positions of employees and managers. Relationships are then established among the different positions in the organisation. The outcome of the organising process is a set of formal relationships which...
Words: 4429 - Pages: 18
...Table of Contents 1. Executive Summary 3 2. Major problems Experienced in the Trophy Project 4 2.1. Synopsis of the Trophy project case study problems 4 3. List of Problems 4 3.1. Operational 4 3.2. Behavioural 5 3.3. Structural 5 4. Leadership at Top Management and functional management levels of the Organisation 7 4.1. Initiation Structures 8 4.2. Dysfunctional roles of Functional Manager 8 4.3. Lack of Senior Management Support 8 4.4. Reactionary Management style 10 4.5. Implementation strategy 10 4.6. Lack of Customer Relationship Management (CRM) 11 4.7. Internal Processes perspectives 11 4.8. Lack of Innovation and Learning (Learning and Growth) Perspective 11 5. Reichart’s Leadership and Managerial Abilities 12 5.1. Planning 12 5.2. Organizing 12 5.3. Staffing 12 5.4. Leading 13 5.5. Controlling 13 5.6. Major Skills lacking in Reichart’s leadership 14 6. Recommendations 14 6.1. Implementing a Strategic Transformation and Change Management Programme 15 6.1.1. Strategic transformation planning 15 6.1.2. Creating a Climate for Change 17 6.1.3. Continuous Organisational Improvement 17 6.1.4. Risk Management 18 6.1.5. Control 18 6.1.6. Stage–Gate Model 18 6.1.7. Balanced Scorecard 19 7. Conclusion 19 8. References 20 9. Annexure 22 9.1. Planning, Control, organising, & leading 22 9.2. BS – PM Learning Organisation Value Chain Schematic 23 9.3. Kotter’s 8-Step Process for Leading Change 23 9.4. Strategic transformation process 24 9.5...
Words: 4860 - Pages: 20
...product markets, and business competition that characterize our economy. Ethics Code of moral principles that set standards of conduct of what is good and right. Ethical Expectations for modern businesses: Integrity and ethical leadership at all levels Sustainable development Natural environment protection Consumer protection Human Rights Diversity Workforce diversity reflects differences with respect to gender, age, race, ethnicity, religion, sexual orientation, and able-bloodedness . A diverse and multicultural workforce both challenges and offers opportunities to employers. How diversity bias can occur in the workplace: Prejudice Discrimination Glass ceiling effect Careers Organizations consist of three types of workers, sometimes referred to as a shamrock organization: Permanent full time workers Temporary part-time workers Freelance or contract workers Organization A collection of people working together to achieve a common purpose Organizations provide useful goods and/or services that return value to society and satisfy customer needs Organizational Performance “Value creation” is a very important notion for organizations Value is created when an...
Words: 935 - Pages: 4
...other executives run the company. [Team’s chosen name] Corporation has received a large sum of money from a venture capitalist. The venture capitalist and Nathan Jr. are predicting 100 percent growth in five years. To achieve that growth, productivity will need to increase at a similar rate. Therefore, this proposal provides a suggested business model update. Further, the functional areas updates are indicated to assist the business model to predict, plan, and implement future growth and profits. In this proposal, the problem of the outdated business model and functional areas is addressed with new ideas and new employees to implement them. The 100 percent growth projection in five years can become a reality with the managers’ ideas about these questions: 1. What will my updated business model look like? 1. How can my functional area managers modify their activities and objectives to help the corporation achieve 100 percent growth in five years? 2. How can each functional area adhere to a code of ethics with such fast growth? 3. What new ideas can we implement in the functional areas? 4. What are the issues facing the company and the employees? 5. What will the job titles, descriptions, and skills of new employees in the updated...
Words: 1434 - Pages: 6
...IT521 Assignment-Unit Three Kaplan University IT 521 Unit Three Assignment Abstract Any organization whether commercial, privately owned, non-profit, or governmental in nature can become more efficient and learn from trending information as well as refine their tools to understand metrics. However, it is important to understand that some metrics may not be the only information necessary; otherwise an analysis will only have the factors of trends and not understand the needs to work towards organizational and functional goals. Performance management and measurements go hand-in-hand but understanding the whole picture of how to improve requires an understanding of what each does for decision makers. Part One – New York City’s Citywide Performance Reporting Online System Dashboard With the transition of mayoral officials comes a new and different perspective on how to address governmental management. In the case of New York City mayor Bloomberg decided his understanding of financial business practices had vital applications to his new responsibilities. One of his initiatives was to create the Citywide Performance Reporting (CPR) online system to assist in the annual evaluation of city agencies which created over 1,000 key performance indicators (KPI). These KPIs measured everything from school grades to road maintenance and anything in-between (Turban, Sharda, & Delen, 2011). Major components of CPR were categorized into three areas. First was performance...
Words: 840 - Pages: 4
...of effective teams Review the five stages of team development and explain why conflict can arise in team settings Explain the concept of an unstructured organization and identify the major benefits and challenges of taking this approach 8-2 Designing an Effective Organization Structure Organization Structure A framework that enables managers to divide responsibilities, ensure employee accountability, and distribute the decision-making authority Organization Chart A diagram that shows how employees and tasks are grouped and where the lines of communication and authority flow 8-3 Key Organizing Concepts Agile Organization Company structure, policies, and capabilities allow employees to respond quickly to customer needs and changes in the business environment Core Competencies Capabilities that a company considers central and vital to its business – critical. Work Specialization (Division of Labor) Allocation of specific responsibility for some portion of an organization’s overall work tasks 8-4 Exhibit 8.1 Most people do one of these three things Simplified Organization Chart: Line and Staff Legal 1. Make Things (Goods or Services) 2. Market Things 3. Count or manage the money, pay bills or pay taxes 8-5 Defining the Chain of Command Chain of Command The path along which authority flows from one management level to the next NOTE: A manager can delegate...
Words: 1173 - Pages: 5
