Strategic Management Concepts: A Competitive Advantage Approach, Concepts and Cases PDF

Strategic Management Concepts: A Competitive Advantage Approach, Concepts and Cases Seventeenth Edition Chapter 7 Implementing Strategies: Management and...

Strategic Management Concepts: A Competitive Advantage Approach, Concepts and Cases Seventeenth Edition Chapter 7 Implementing Strategies: Management and Marketing Issues Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved Learning Objectives (1 of 2) 7.1 Describe the transition from formulating to implementing strategies. 7.2 Discuss reasons why annual objectives are essential for effective strategy implementation. 7.3 Identify and discuss the nature and role of policies in strategy implementation. 7.4 Explain the role of resource allocation and managing conflict in strategy implementation. 7.5 Discuss the need to match a firm’s structure with its strategy. Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved Learning Objectives (2 of 2) 7.6 Identify, diagram, and discuss different types of organizational structure. 7.7 Identify and discuss 15 dos and don’ts in constructing organizational charts. 7.8 Discuss four strategic production/operations issues vital for successful strategy implementation. 7.9 Discuss seven strategic human resource issues vital for successful strategy implementation. 7.10 Describe key strategic marketing issues vital for implementing strategies. Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved Figure 7.1 The Comprehensive, Integrative Strategic-Management Model Source: Fred R. David, “How Companies Define Their Mission,” Long Range Planning 22, no. 1 (February 1989): 91. See also Anik Ratnaningsih, Nadjadji Anwar, Patdono Suwignjo, and Putu Artama Wiguna, “Balance Scorecard of David’s Strategic Modeling at Industrial Business for National Construction Contractor of Indonesia,” Journal of Mathematics and Technology, no. 4 (October 2010): 20. Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved Figure 7.2 Contrasting Strategy Formulation with Strategy Implementation Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved Annual Objectives Annual Objectives: 1. Represent the basis for allocating resources 2. Are a primary mechanism for evaluating managers 3. Are the major instrument for monitoring progress toward achieving long-term objectives 4. Establish organizational, divisional, and departmental priorities 5. Are essential for keeping a strategic plan on track Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved Figure 7.3 The Stamus Company’s Hierarchy of Aims Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved Policies (1 of 3) Policy – specific guidelines, methods, procedures, rules, forms, and administrative practices established to support and encourage work toward stated goals – instruments for strategy implementation Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved Policies (2 of 3) Policies – set boundaries, constraints, and limits on the kinds of administrative actions that can be taken to reward and sanction behavior – let both employees and managers know what is expected of them, thereby increasing the likelihood that strategies will be implemented successfully – provide a basis for management control and allow coordination across organizational units Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved Policies (3 of 3) Policies – reduce the amount of time managers spend making decisions. Policies also clarify what work is to be done and by whom – promote delegation of decision making to appropriate managerial levels where various problems usually arise – clarify what can and cannot be done in pursuit of an organization’s objectives Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved Types of Resources Financial Physical Human Technological Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved Resource Allocation Resource Allocation – central management activity that allows for strategy execution – Strategic management enables resources to be allocated according to priorities established by annual objectives Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved Managing Conflict Conflict – Disagreement between two or more parties on one or more issues – Establishing annual objectives can lead to conflict because individuals have different expectations and perceptions, schedules create pressure, personalities are incompatible, and misunderstandings occur between line managers and staff managers Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved Managing Conflict (1 of 2) Conflict is not always bad. An absence of conflict can signal indifference and apathy. Approaches for managing conflict range from – Ignoring the problem – Physically separating the conflicting individuals – Holding meetings to seek compromise Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved Table 7.5 Some Management Trade- Off Decisions Required in Strategy Implementation 1. To offer extensive or limited management development workshops and seminars 2. To recruit through employment agencies, college campuses, or newspapers 3. To promote from within or to hire from the outside 4. To promote on the basis of merit or on the basis of seniority 5. To tie executive compensation to long-term or annual objectives 6. To allow heavy, light, or no overtime work 7. To establish a high- or low-safety stock of inventory Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved Matching Structure With Strategy Structure largely dictates how objectives and policies will be established Structure dictates how resources will be allocated Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved Table 7.6 Symptoms of an Ineffective Organizational Structure 1. Too many levels of management 2. Too many meetings attended by too many people 3. Too much attention being directed toward solving interdepartmental conflicts 4. Too large a span of control 5. Too many unachieved objectives 6. Declining corporate or business performance 7. Losing ground to rival firms 8. Revenue or earnings divided by number of employees or number of managers is low compared to rival firms Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved The Functional Structure Functional Structure – groups tasks and activities by business function, such as production/operations, marketing, finance/accounting, research and development, and management information systems Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved Table 7.7 Advantages and Disadvantages of a Functional Organizational Structure Advantages Disadvantages 1. Simple and inexpensive 1. Accountability forced to the top 2. Capitalizes on specialization of 2. Delegation of authority and business activities such as responsibility not encouraged marketing and finance 3. Minimizes need for elaborate 3. Minimizes career development control system 4. Allows for rapid decision making 4. Low employee and manager morale 5. Inadequate planning for products and markets 6. Leads to short-term, narrow thinking 7. Leads to communication problems Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved Divisional Structure Functional activities are performed both centrally and in each separate division Organized by geographic area, product or service, customer, or process Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved Table 7.8 Advantages and Disadvantages of a Divisional Organizational Structure Advantages Disadvantages 1. Clear accountability 1. Can be costly 2. Allows local control of local situations 2. Duplication of functional activities 3. Creates career development chances 3. Requires a skilled management force 4. Promotes delegation of authority 4. Requires an elaborate control system 5. Leads to competitive climate internally 5. Competition among divisions can become so intense as to be dysfunctional 6. Allows easy adding of new products or 6. Can lead to limited sharing of ideas regions and resources 7. Allows strict control and attention to 7. Some regions, products, or products, customers, or regions customers may receive special treatment Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved The Strategic Business Unit (SBU) Structure SBU Structure – groups 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 – can facilitate strategy implementation by improving coordination between similar divisions and channeling accountability to distinct business units Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved The Matrix Structure (1 of 2) Matrix Structure – most complex of all designs because it depends upon both vertical and horizontal flows of authority and communication Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved The Matrix Structure (2 of 2) For a matrix structure to be effective, organizations need participative planning, training, clear mutual understanding of roles and responsibilities, excellent internal communication, and mutual trust and confidence Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved Figure 7.4 A Typical Matrix Structure with Typical Executive Titles in a Large Firm Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved Table 7.9 Advantages and Disadvantages of a Matrix Structure Advantages Disadvantages 1. Clear project objectives 1. Requires excellent vertical and horizontal flows of communication 2. Employees clearly see results of their 2. Costly because creates more work manager positions 3. Easy to shut down a project 3. Violates unity of command principle 4. Facilitates uses of special equipment, 4. Creates dual lines of budget personnel, and facilities authority 5. Shared functional resources instead of 5. Creates dual sources of reward and duplicated resources, as in a divisional punishment structure 6. Creates shared authority and reporting 7. Requires mutual trust and understanding Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved Table 7.10 15 Guidelines for Developing an Organizational Chart 1. Instead of chairman of the board, make it chairperson of the board. 2. Make sure the board of directors reveals diversity in race, ethnicity, gender, and age. 3. Make sure the chair of the board is not also the CEO or president of the company. 4. Make sure the CEO of the firm does not also carry the title president. 5. Reserve the title president for the division heads of the firm. 6. Include a COO if divisions are large or geographically dispersed. 7. Make sure only presidents of divisions report to the COO. 8. Make sure functional executives such as CFO, CIO, CMO, CSO, R&D, CLO, CTO, and HRM report to the CEO, not the COO. 9. Make sure every executive has one boss, so lines in the chart should be drawn accordingly, assuring unity of command. 10. Make sure span of control is reasonable, probably no more than 10 persons reporting to any other person. 11. Make sure diversity in race, ethnicity, gender, and age is well represented among corporate executives. 12. Avoid a functional type structure for all but the smallest firms. 13. Decentralize, using some form of divisional structure, whenever possible. 14. Use a SBU type structure for large firms with more than 10 divisions. 15. Make sure executive titles match product names as best possible in division-by- product and SBU-designated firms. Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved Figure 7.5 ABC Company’s Existing (Not Good) Organizational Chart ora Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved Figure 7.6 ABC Company’s Improved (Excellent) Organizational Chart - level correct Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved Figure 7.7 Winnebago’s Actual (Not Good) Organizational Chart Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved Figure 7.8 Winnebago’s Improved (Excellent) Organizational Chart Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved Restructuring Restructuring – involves reducing the size of the firm in terms of number of employees, number of divisions or units, and number of hierarchical levels in the firm's organizational structure – primary benefit sought from restructuring is cost reduction Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved Reengineering Reengineering – involves reconfiguring or redesigning work, jobs, and processes for the purpose of improving cost, quality, service, and speed – does not usually affect the organizational structure or chart, nor does it imply job loss or employee layoffs Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved Managing Resistance to Change Resistance to change – May be the single greatest threat to successful strategy implementation. – Successful strategy implementation hinges on managers’ ability to develop an organizational climate conducive to change. Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved Strategic Human Resource Issues Seven human resource issues: 1. Linking performance and pay to strategy 2. Balancing work life with home life 3. Developing a diverse work force 4. Using caution in hiring a rival’s employees 5. Creating a strategy-supportive culture 6. Using caution in monitoring employees’ social media 7. Developing a corporate wellness program Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved Linking Performance and Pay to Strategies Decisions on salary increases, promotions, merit pay, and bonuses need to support the long-term and annual objectives of the firm Gain sharing and bonus systems can be used Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved Balance Work and Home Life Work and family strategies now represent a competitive advantage for those firms that offer such benefits as: – elder care assistance – flexible scheduling – job sharing – adoption benefits – onsite summer camp – employee help line – pet care – lawn service referrals Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved Develop a Diverse Workforce (1 of 2) Six benefits of having a diverse workforce are: 1. Women and minorities have different insights, opinions, and perspectives that should be considered. 2. A diverse workforce portrays a firm committed to nondiscrimination. 3. A workforce that mirrors a customer base can help attract customers, build customer loyalty, and design/offer products/services that meet customer needs/wants. 4. A diverse workforce helps protect the firm against discrimination lawsuits. Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved Develop a Diverse Workforce (2 of 2) 5. Women and minorities represent a huge additional pool of qualified applicants. 6. A diverse workforce strengthens a firm’s social responsibility and ethical position Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved Table 7.13 Ways and Means for Altering an Organization’s Culture 1. Recruitment 2. Training 3. Transfer 4. Promotion 5. Restructuring 6. Reengineering 7. Role modeling 8. Positive reinforcement 9. Mentoring 10. Revising vision or mission 11. Redesigning physical spaces or facades 12. Altering reward system 13. Altering organizational policies, procedures, and practices Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved Monitoring Social Media Proponents of companies monitoring employees’ social- media activities emphasize that – a company’s reputation in the marketplace can easily be damaged by disgruntled employees venting on social media sites – social media records can be subpoenaed, like email, and used as evidence against the company Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved Corporate Wellness Program The Affordable Care Act increased the maximum incentives and penalties employers may use to encourage employee well-being Most companies have both – “carrots,” such as giving employee discounts on insurance premiums or even extra cash, – “sticks,” such as imposing surcharges on premiums for those who do not make progress toward getting healthy. Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved Strategic Marketing Issues (1 of 2) 1. How to make advertisements more interactive to be more effective 2. How to take advantage of social-media conversations about the company and industry 3. To use exclusive dealerships or multiple channels of distribution 4. To use heavy, light, or no TV advertising versus online advertising Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved Strategic Marketing Issues (2 of 2) 5. To limit (or not) the share of business done with a single supplier or business customer 6. To be a price leader or a price follower 7. To offer a complete or limited warranty 8. To extend an existing product line or create a new line of products Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved Figure 7.9 Segment, Target, and Position: The Key to Marketing Strategy Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved Figure 7.10 Positioning Products to Meet Target Market Needs Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved Figure 7.11 A Perceptual Map for Auto-Insurance Providers Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved Figure 7.12 A Perceptual Map for Marriott’s Brand of Hotels Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved Figure 7.13 How to Gain and Sustain Competitive Advantages Final essay : - management - Finance 3 human describe - HR issues - resource issues - Accountings Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved Copyright Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved