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Implementation Strategy: Management, Operations, & HR - Coggle Diagram
Implementation Strategy: Management, Operations, & HR
Differences Strategy Formulation and Implementation
Strategy Formulation
Primarily intellectual
Positioning forces before the action
Focus on effectiveness
Implementation
Primarily operational
Managing forces during the action
Focus on efficiency
Management Issues Central to Strategy Implementation
Revise reward & incentive plans
Downsize & furlough as needed
Allocate resources
Devise policies
Minimize resistance to change
Purpose of annual objectives
Mechanism for management evaluation
Establish priorities
Organizational
Divisional
Departmental
Basic for resource allocation
Based on political or personal factors
Human resources
Financial resources
Technological resources
Physical resources
Policies
To support work toward stated goals
Tu encourage work toward stated goals
Instruments for strategy implementation
Conflict
Lack of conclict may signal apathy
May help managers identify problems
Not always "bad"
Disagreement between two or more parties
Basic Forms of Structure
Divisional Structure
Strategic Business Unit Structure (SBU)
Functional Structure
Matrix Structure
Restructuring
These involve respectively reducing
Number of employees
Number of divisions
Number of hierarchical levels
To improve its efficiency and effectiveness
Reducing the size of an organization
Production/Operations Concern when Implementing Strategies
Typically processes constitute more than 70% of the firm's total assets
Example
Plant size
Quality control
Cost control
Implementation process takes place at the production site
Human Resource Concerns
Employee Training
Motivating Employees - Developing
Selection Methods