Tahap Pelaksanaan Strategi

Pelaksanaan Strategi
 Merangkumi kesemua aktiviti dan pilihan yang
perlu dibuat untuk melaksanakan pelan strategik
 Proses di mana strategi dan polisi dijalankan
melalui program, bajet dan prosidur

Soalan semasa proses implementasi

 Siapakah yang akan menjalankan pelan strategik?
 Apa yang perlu dibuat untuk memastikan operasi
mengikut halatuju yang baru?
 Bagaimana untuk mengkoordinasi kerja?
Program, Bajet, Prosidur
Program:
 Tujuan untuk menjadikan strategi “action-
oriented.”
Bajet:
 Merancang bajet adalah pemeriksaan terakhir
syarikat mengenai kebarangkalian kejayaan
strategi
Prosidur:
 SOP’s:
 Menyenaraikan aktiviti yang perlu dijalankan
untuk melaksanakan program syarikat
 Strategy Implementation
More time than planned
Unanticipated problems
Activities ineffectively coordinated
Problems in Crises deferred attention away
Implementing Employees w/o capabilities
Strategic plans Inadequate employee training
Uncontrollable external factors
Inadequate leadership
Poorly defined tasks
Inadequate information systems

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8 isu utama dalam
pelaksanaan strategi
1. Pemadanan struktur organisasi dengan strategi yang
dipilih
2. Mewujudkan sistem ganjaran dan dendaan yang
sesuai
3. Pembinaan kemahiran-kemahiran asas
4. Melaksanakan proses rekasajaya (Reengineering
process)
5. Mewujudkan sistem-sistem sokongan tertentu
6. Pembentukan polisi,prosedur dan peraturan
7. Pembentukan sistem kewangan dan belanjawan
8. Gaya kepimpinan, kuasa dan budaya korporat
Reengineering:
Radical design of business processes
to achieve major gains in cost, service,
or time. Effect way to implement a
turnaround strategy.
Reengineering Principles:

 Organize around outcomes, not tasks

 Have those who use the output perform the process
 Subsume information-processing work into the real
work that produces the information
 Treat geographically dispersed resources as though
they were centralized
 Link parallel activities instead of integrating their results
 Put decision point where work is performed and build
control into the process
 Capture information once at the source
Strategy Implementation

Organizational Life Cycle:

 Describes how organizations grow,
develop and eventually decline.
 Stages:
 Birth Stage
 Growth
 Maturity
 Decline
 Death

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 Organizational Life Cycle

Stage I Stage II Stage III1 Stage IV Stage V

Dominant Issue Birth Growth Maturity Decline Death

Popular Concentration Horizontal Concentric and Profit strategy Liquidation or

Strategies in a niche and vertical conglomerate followed by bankruptcy
growth diversification retrenchment

Likely Entrepreneur- Functional Decentralization Structural Dismemberment

Structure dominated management into profit or surgery of structure
emphasized investment centers

Note: 1. An organization may enter a Revival Phase either during the Maturity or Decline Stages and thus
extend the organization’s life.

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 Changing Structural Characteristics
of Modern Corporation
Old Organizational Design New Organizational Design

One large corporation Mini-business units & cooperative relationships

Vertical communication Horizontal communication

Centralized top-down decision making Decentralized participative decision making

Vertical integration Outsourcing & virtual organizations

Work/quality teams Autonomous work teams

Functional work teams Cross-functional work teams

Minimal training Extensive training

Specialized job design focused on individual Value-chain team-focused job design

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 Factors Differentiating Stage I, II, and III Companies
Function Stage 1
1. Sizing up: Survival and growth dealing
Major problems with short-term operating
problems.
2. Objectives Personal and subjective.
3. Strategy Implicit and personal;
exploitation of immediate
opportunities seen by
owner-manager.
4. Organization: One unit, “one-man show.”
Major characteristic
of structure
Stage II
Growth, rationalization, and
expansion of resources,
providing for adequate
attention to product
problems.
Profits and meeting
functionally oriented
budgets and performance
targets.
Functionally oriented moves
restricted to “one product”
scope; exploitation of one
basic product or service
field.
One unit, functionally
specialized group.
Stage III
Trusteeship in management
and investment and control
of large, increasing, and
diversified resources. Also,
important to diagnose and
take action on problems at
division level.
ROI, profits, earnings per
share.
Growth and product
diversification; exploitation
of general business
opportunities.
Multiunit general staff office
and decentralized operating
divisions.
(Continued)
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 Factors Differentiating Stage I, II, and III Companies

Function Stage 1 Stage II Stage III

5. (a) Measurement Personal, subjective control Control grows beyond one Complex formal system
and control based on simple accounting person; assessment of geared to comparative
system and daily functional operations assessment of performance
communication and necessary; structured measures, indicating problems
observation. control systems evolve. and opportunities and
assessing management ability
of division managers.
5. (b) Key performance Personal criteria, Functional and internal More impersonal application of
indicators relationships with owner, criteria such as sales, comparisons such as profits,
operating efficiency, ability performance compared to ROI, P/E ratio, sales, market
to solve operating budget, size of empire, share, productivity, product
problems. status in group, personal leadership, personnel
relationships, etc. development, employee
attitudes, public responsibility.
6. Reward-punishment Informal, personal, More structured; usually Allotment by “due process” of
system subjective; used to maintain based to a greater extent a wide variety of different
control and divide small on agreed policies as rewards and punishments on a
pool of resources to provide opposed to personal formal and systematic basis.
personal incentives for key opinion and relationships. Companywide policies usually
performers. apply to many different classes
of managers and workers with
few major exceptions for
individual cases.

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