2. STARTEGY
IMPLEMENTATION
Agenda
Meaning & Definition of Strategy
Implementation
Nature of Strategy Implementation
Elements of Strategy Implementation
Role of Top management in Strategy
Implementation
Issues in Strategy Implementation
3. ORGANIZATION STRUCTURE
Introduction
Features, Purpose & Importance of
Organization Structure
Types of Organization Structure
Matching structure with strategy
14. Elements of Strategic
Implementation1.Differentiation/Organizing task:- It is related with segmentation or dividing up the
total strategic plan in to its component parts.
2.Integration:- It is concerned with unifying the diverse segments of activity and sub-
goals.
3.Task Focus (Value)-Uncertainty in the task environment,
Task diversity, &
Interdepence
4.Structure- Division of labour,
Departmentalization,
Shape, Interdependence, &
Distribution of Power
5.Decision Process and control:-Planning & control systems, Information system,
Decision-making system, & Integration roles.
6.Reward System:-Performance measures, compensation system, Job design,
responsibility, & accountability, etc
7. People:-Leadership styles, Department, relocation, Recruiting & Selection & Training
Development.
15. Role of Top-Management In
Strategic Implementation
1. Establishing Objectives
2. Designing Policies
3. Revising reward & Incentive System
4. Matching managers with strategy
5. Developing a strategy supportive Culture
6. Adapting production/ operations and processes
7. Effective Implementation
8. Design of information system
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30. Types of Organization Structure
I. Line organization
II. Line & Staff Organization
III. Functional Organization
IV. Divisional Structure
V. Project organization
VI. Matrix Organization
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52. Matching Structure with
Strategy
Strategy gurus like Alfred Chandler and M. E.
Porter argue that structure follows strategy.
Porter states that corporations can adopt one of
three general (generic) strategies: cost
leadership, differentiation, and focus. And, for
each alternative strategy alternative organization
design/structure exists.
Chandler, on the other hand, has emphasized
that organization structures follow the growth
strategies of the firms. Alternative structures
exist for alternative growth strategies , viz.,
volume expansion, geographic expansion and
product diversification.
53. Matching Structure with
Strategy
Depending upon the strategic choice (along with
some other factors like size of the firm,
technology used, environmental complexities
etc.), a firm may pursue one of the following
structures.
1. Simple/ Entrepreneurial Structure
2. Functional Structure
3. SBU Structure
4. Divisional Structure
5. Matrix Structure
6. Holding Company Structure
7. Network Structure
8. Other Structures
60. Factors Affecting Resource
Allocation
I. Objectives of Organization
II. Preference of Dominant Strategies: The
dominant strategists most often the CEO-tend to
affect the process of resource allocation.
III. Internal Politics: Resources are often mis-
constructed as power.
IV. External influences: These influences arise due
to govt. policy & stipulation, the demands of
external shareholders, financial institution,
community & others.
61. Difficulties in Resource
Allocation
I. Scarcity of Resources
II. Import Restrictions
III. Human Resources
IV. Departmental Power Politics (Budget Battles)
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80. Importance of Strategic Control
Control & Efficiency
Control & Quality
Control & Innovation
Control & Responsiveness to Customers