CIPS Implementing Strategies

CIPS Implementing Strategies - Page 1 of 13 IMPLEMENTING...

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Page 1 of 13 IMPLEMENTING STRATEGIES: MANAGEMENT ISSUES 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 Managing the Natural Environment Creating a Strategy-Supportive Culture Production/Operations Concerns When Implementing Strategies Human Resource Concerns When Implementing Strategies OBJECTIVES After studying this paper, you should be able to do the following: 1. Explain why strategy implementation is more difficult than strategy formulation. 2. Discuss the importance of annual objectives and policies in achieving organizational commitment for strategies to be implemented. 3. Explain why organizational structure is so important in strategy implementation. 4. Compare and contrast restructuring and reengineering. 5. Describe the relationships between production/operations and strategy implementation. 6. Explain how a firm can effectively link performance and pay to strategies. 7. Discuss employee stock ownership plans (ESOPs) as a strategic-management concept. 8. Describe how to modify an organizational culture to support new strategies. 9. Discuss the culture in Mexico, Russia, and Japan. 10. Describe the glass ceiling in the United States. OVERVIEW The strategic-management process does not end when the firm decides which strategy or strategies to pursue. There must be a translation of strategic thought into strategic action. This translation is much easier if managers and employees of the firm understand the business, feel a part of the company, and, through involvement in strategy-formulation activities, have become committed to helping the organization succeed. Without understanding and commitment, strategy-implementation efforts face major problems.
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Page 2 of 13 EXTENDED PAPER OUTLINE I. THE NATURE OF STRATEGY IMPLEMENTATION A. The Strategy-Implementation Stage of Strategic Management 1. The strategy-implementation stage of strategic management is revealed in this paper. 2. Successful strategy formulation does not guarantee successful strategy implementation. It is always more difficult to do something (strategy implementation) than to say you are going to do it (strategy formulation). B. Management Perspectives 1. In all but the smallest organizations, the transition from strategy formulation to strategy implementation requires a shift in responsibility from strategists to divisional and functional managers. 2. Management issues central to strategy implementation include establishing annual objectives, devising policies, allocating resources, altering an existing organizational structure, restructuring and reengineering, revising reward and incentive plans, minimizing resistance to change, matching managers with strategy, developing a strategy-supportive culture, adapting production/operations processes, developing an
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This note was uploaded on 02/26/2011 for the course BUSINESS Bus 063 taught by Professor Hidi during the Spring '11 term at West Valley.

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CIPS Implementing Strategies - Page 1 of 13 IMPLEMENTING...

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