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Implementation, Control, and Restructuring

Implementation, Control, and Restructuring. The Strategic Management Process. Internal and External Analysis. Strategy Formulation (corporate and business level). Strategic Direction. Strategy Implementation and Control. Strategic Restructuring. Functional Structure. General Manager.

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Implementation, Control, and Restructuring

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  1. Implementation, Control, and Restructuring

  2. The Strategic Management Process Internal and External Analysis Strategy Formulation (corporate and business level) Strategic Direction Strategy Implementation and Control Strategic Restructuring

  3. Functional Structure General Manager • Organizing Framework - Inputs such as marketing and production • Degree of Centralization • High • Competitive Environment • Stable • Growth Strategy • Market Penetration (efficiency or quality, etc.) Marketing Finance HR Production

  4. Flight Simulators Design Graphics Design Manufac. Design Manufac. Product/Market Structure General Manager Administrative Departments • Organizing Framework • Outputs such as product groups • Degree of Centralization • Low • Competitive Environment • Dynamic with External Market Pressures • Growth Strategy • Market and/or Product Development (serving particular markets well)

  5. Marketing Production Project A Project B Project Matrix Structure General Manager Administrative Depts. • Organizing Framework • Inputs and Outputs • Degree of Centralization • Decentralization with Sharing • Competitive Environment • Dynamic with Dual Pressures • Growth Strategy • Frequent New Product/Market Development

  6. Multidivisional CEO • Moderate/low relatedness across divisions • Moderate/low need for coordination across divisions • Financial synergy may be available across divisions and some operational synergy (although limited) only to the extent that the divisions are related to each other Corporate Staff Division VP Division VP Division VP

  7. Strategic Business Unit CEO • Groups (SBUs) of related businesses • Moderate need for coordination within each SBU; low need for coordination between SBUs • Financial synergy only across SBUs, potential exists for operational synergy within SBUs Corporate Staff SBU Manager SBU Manager SBU Manager SBU Staff SBU Staff SBU Staff Related Divisions Related Divisions Related Divisions

  8. Corporate Matrix CEO and Staff Division 1 Division 2 • Any number of businesses • Highly related businesses • Very high level of coordination required • Many opportunities exist for operational synergies (to reduce costs, gain access or share innovation) Marketing Operations R&D

  9. Strategic Control System A system to support managers in - assessing whether the organization’s strategy is accomplishing goals as intended - identifying areas needing attention

  10. Stakeholders and Environment FEEDFORWARD CONTROL Missions and Goals time Implementation (targets, tolerances, concurrent controls) Performance Strategies Comparison of Performance with Targets Assessment of Cause and Effect FEEDBACK CONTROL

  11. The Strategic Management Process Internal and External Analysis Strategy Formulation (corporate and business level) Strategic Direction Strategy Implementation and Control Strategic Restructuring

  12. Restructuring Approaches • Refocusing Assets : Down-scoping • Retrenchment: Down-sizing • Chapter XI Reorganization • Leveraged Buyout (LBO) • Changes to Organizational Design

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