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STRATEGIC IMPLEMENTATION
Prepared by: Ina Suraya Binti MasromSofiadora Binti Drahman
Prepared For: Prof. Dr. Chan Yuen Fook
The Nature of Strategy Implementation
• Strategy implementation is managing forces during the action
• Strategy implementation focuses on efficiency
• Strategy implementation is primarily an operational process
• Strategy implementation requires special motivation and leadership skills
• Strategy implementation requires coordination among many individuals
STRATEGIC IMPLEMENTATION
Management issues central to strategy implementation include establishing :
Management Perspectives
Annual Objective
Devising Policies
Allocating Resources
Managing Conflict
Matching Structure with Strategy
Restructuring and Reengineering
Managing Resistance to Change
Strategy-Supportive Culture
Production/operations concerns
STRATEGIC IMPLEMENTATION
Annual objective are essential for strategy implementation because :
1) Represent the basis for allocating resources
2) Primary mechanism for evaluating managers
3) Are the major instrument for monitoring progress forward achieving long-term objective
4) Establish organizational, divisional and departmental priorities.
ANNUAL OBJECTIVEAnnual objectives serve as guidelines for action, directing and channeling efforts and activities of
organization members.
STRATEGIC IMPLEMENTATION
Example : The MOSTI AimsLONG-TERM OBJECTIVE
to become a nation that is competent, confident and innovative in
harnessing, utilising and advancing science and technology towards
achieving the goals of the nation‟s Vision 2020.
To increase R&D spending to at least 1.5 per by the year 2010 in an effort to enhance national capacity in R&D
To achieve a competent work
force of at least 60 RSEs
(researchers, scientists and engineers) per 10,000 labour
force
Policy refers to specific guidelines, methods, procedures, rules, forms, and administrative practices established to support and encourage work toward stated goals.
Policies clarify what can and cannot be done in pursuit of an organization’s objectives
POLICIES
STRATEGIC IMPLEMENTATION
• 1. Strengthening research and technological capacity and capability.
• 2. Promoting commercialization of research outputs.
• 3. Developing human resource capacity and capability.
• 4. Promoting a culture for science, innovation and techno- entrepreneurship.
• 5. Build competence for specialisation in key emerging technologies
National Science and Technology Policy
(STP)
STRATEGIC IMPLEMENTATION
• All organizations have at least four types of resources that can be used to achieve desired objectives:
1. Financial resources 2. Physical resources 3. Human resources 4. Technological resources.
• Effective resource allocation does not guarantee successful strategy implementation because programs, personnel, controls, and commitment must breathe life into the resources provided.
RESOURCES ALLOCATION
STRATEGIC IMPLEMENTATION
The science and technology curriculum, The pedagogy of science and technology
and its assessments, The pre-service and in-service education
of teachers, The provision of laboratories, workshops,
equipment, textbooks and other resources.
MOSTI Resources Allocation
Conflict can be defined as a 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 between line managers and staff managers occurs.
Various approaches for managing and resolving conflict can be classified into three categories: avoidance, defusion, and confrontation.
MANAGING CONFLICT
STRATEGIC IMPLEMENTATION
The Functional Structure
The Divisional Structure
The Strategic Business Unit (SBU)
Structure
The matrix Structure
STRATEGIC IMPLEMENTATION
MATCHING STRUCTURE WITH STRATEGY
• The functional structure the most widely used because this structure is the simplest
and least expensive. A functional structure by major function such as academic affairs student services, alumni relations, athletics, maintenance, and accounting.
* Nucor Steel and Sharp
• The divisional structure• The second most common type used by U.S business. It can be
organize into 4 ways : 1) by geographic area: 2) by product or service: 3) by customer: 4) by process
MATCHING STRUCTURE WITH STRATEGY
STRATEGIC IMPLEMENTATION
The single greatest threat to successful strategy implementation.
Resistance to change can emerge at any stage of the strategy implementation process.
STRATEGIC IMPLEMENTATION
MANAGING RESISTANCE TO CHANGE
There are approaches for implementing change:
1) A force change strategy Giving orders and enforcing those order.
2) The educative change strategy Presents the information to convince people of the need
for
change.
3) Self-Interest change strategy Attempts to convince the individual that the change is
to their
personal advantage
MANAGING RESISTANCE TO CHANGE
Before the implementation, the existing culture sometime need to alter to fit with the new strategy.
Numerous technique are available to alter an organization's culture including :
recruitment, training, transfer, promotion, restructure of an organization's design and positive reinforcement.
CREATING A STRATEGY-SUPPORTIVE CULTURE
MOSTI promote the culture for science, innovation, and techno entrepreneurship
through:
• Programme to intensify creative thinking and problem-solving skills in primary education
• Research grants to schools
• Redesigning of syllabi to achieve a balance of science and technology, the arts and humanities
• Increasing the vocational and technical skills content in secondary schools
• Intensifying efforts to increase science and technology language competence to facilitate the flow of information
CREATING A STRATEGY-SUPPORTIVE CULTURE
THANK YOUTHANK YOU