Академический Документы
Профессиональный Документы
Культура Документы
Ch 7 -1
Ch 7 -2
Strategy Implementation (SI) Managing forces during the action Focus on efficiency Primarily operational Requires special motivation and leadership skills Requires coordination among many people
Ch 7 -3
Shift in responsibility
Divisional or Functional Managers
Strategists
Ch 7 -4
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 strategysupportive culture Adapt production/operations processes Develop an effective human resources function Downsize & furlough as needed Link performance & pay to strategies
Ch 7 -5
Mechanism Major
Ch 7 -6
Resource Allocation
Four Types of Resources
1. Financial resources 2. Physical resources 3. Human resources 4. Technological resources
Ch 7 -7
Managing Conflict
Conflict a disagreement between two or more parties. Interdependency of objectives and competition for limited resources can cause conflict.
Conflict not always bad Lack of conflict may signal apathy Can energize opposing groups to action May help managers identify problems
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 7 -8
Changes in strategy often require changes in the way an organization is structured because: (1) structure largely dictates how objectives and policies will be established (e.g., objectives and policies established under a geographic organizational structure are couched in geographic terms) and (2) structure dictates how resources will be allocated (e.g., if an organizations structure is based on customer groups, then resources will be allocated in that manner). Structure should be designed to facilitate the strategic pursuit of a firm and, therefore, follow strategy. When a firm changes its strategy, the existing organizational structure may become ineffective. For example, new strategies to reduce payroll costs may require a change in span of control.
Ch 7 -9
Ch 7 -10
Functional Structure
Divisional Structure Strategic Business Unit Structure (SBU) Matrix Structure
Ch 7 -11
Functional Structure
Ch 7 -12
Functional Structure
Ch 7 -13
Divisional Structure
Can
Divisional Structure
Ch 7 -15
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.
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 7 -16
Matrix Structure
The most complex of all structures because it depends upon both vertical and horizontal flows of authority and communication.
Ch 7 -17
Matrix Structure
Ch 7 -18
Restructuring
Restructuring - reducing the size of an organization. Also called:
These methods involve, respectively, reducing the number of employees, number of divisions, and number of hierarchical levels in a firms organizational structure. Reducing the size of an organization is intended to improve its efficiency and effectiveness.
Ch 7 -19
2. 3.
4. 5.
Formal statements of organizational philosophy Design of physical spaces Deliberate role modeling, teaching, and coaching Explicit reward and status system Stories, legends, myths, and parables
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 7 -20
8. 9. 10.
What leaders pay attention to Leader reactions to critical incidents and crises Organizational design and structure Organizational systems and procedures Criteria for recruitment, selection, promotion, leveling off, retirement, and excommunication of people
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 7 -21
size
/ Inventory control
control
control
Technological
innovation
Ch 7 -22