_ The management issues of strategy implementation includes the following: Establishing the Annual Objectives & Devising policies (Ref. page 262/263/264 12 Ed.) Allocating Resources (Ref. page 265 12 Ed.) Altering an existing organizational structure (matching structure with strategy) Revising Reward & Incentive plans ( linking performance & pay to strategies) Minimizing/Managing resistance to change Developing a strategy supportive culture Adopting production / operation process
Some of the important issues are explained below:
1. MATCHING STRUCTURE WITH STRATEGY: Changes in strategy lead to
changes in organizational structure. Structure should be designed in such a way as to facilitate implementation of strategies. When a firm changes its strategy, the existing organizational structure may become inefficient. Changes in strategy can facilitate strategy implementation efforts, but change in structure can not make a bad strategy good, to make bad management good or to make bad product sell. change in strategy requires changes in the way an organization is structured for 2 reasons: Firstly, structure dictates how objectives & policies will be established. e.g. in a geo. Organization objectives & policies will be expressed in geo. terms. Objectives & policies will be expressed in product terms in an organization which is product based. Secondly, structure dictates how resources will be allocated. There are 7 basic types of Organizational structure: By Function, By Geographic Area, By product, By Customer, By Process, Matrix Structure & SBU ( Strategic Business Unit) ** SBU Structure Groups similar Divisions in to Strategic Business Units & delegates authorities and responsibilities for each unit to a Sr. Executive who reports directly to the CEO. This change in strategy can facilitate strategy implementation by improving co ordination b/w. similar divisions and channeling accountability to distinct business unit.
2. LINKING PERFORMANCE & PAY TO STRATEGIES: a combination of
reward strategy incentives, such as salary rises, stock options, fringe benefits, promotions, praise, recognition, criticism, fear, increased job autonomy and rewards cab be used to encourage managers and employees to push hard for successful strategic implementation. 3. MANAGING/MANAGING RESISTANCE TO CHANGE: resistance to change cab be considered greatest threat to successful strategy implementation. People often resist strategy implementation b/c. they do not understand what is happening or why changes are taking place. 3 Approaches for implementing changes: the 3 commonly used strategies are: Force change Strategy: giving orders & enforcing those orders. Educative change strategy: presenting information to convince people of need of change. Rational or Self interest change strategy: convincing people that change is to their personal advantage.
4. CREATING/DEVELOPING A STRATEGY SUPPORTIVE CULTURE:
“Changing a firm/s culture to fit a new strategy is usually more effective than changing a strategy to fit an existing culture.” Numerous Techniques are available to alter an organizational culture including: Recruitment, promotion, transfer, restructure of an organizational design, role modeling and positive reinforcement. 5. PRODUCTION/OPERATION CONCERNS WHEN IMPLIMENTING STRATEGY: A major part of the strategy implementation process takes place at the production which constitute more than 70% of a firm’s total assets. The following production- related decisions have great impact on the success or failure of strategy implementation efforts: plant size, plant location, product design, choice of equipment, kind of tooling, size of inventory, inventory control, quality control, cost control, use of standards, job specification, employees training, Equipment & resource utilization shipping and packaging technological innovation.
Note: some other managerial issues of strategy implementation include managing
conflicts, restructuring, reengineering, and managing natural environment and many HRM concerns