Strategic Management
Effectiveness: the basis for determining success
1
Session 3Effectiveness: the basis for determining success
Agenda:Organizational effectiveness
Concepts and issues with eachApplication
A brand called youIdeasIdeas you might apply
Strategic Management Effectiveness: the basis for determining success
2
Assignment for session 3:Be prepared to discuss Organizational effectiveness--the basis
for deciding—as it relates to Apple Dell
The “A brand called you” article as it relates to your Your expectations of yourself Your teammates What you will commit to do for the team
Strategic Management Effectiveness: the basis for determining success
3
What is organizational effectiveness (O/E)? The basis for determining success Approaches to evaluating O/E
Goal— degree to which an organization achieves its goals, or attains its desired state
Internal process—internal health and efficiency
Resource-based—effectiveness in obtaining and using resources (inputs)
Stakeholders—degree to which stakeholders are satisfied
Strategic Management Effectiveness: the basis for determining success
4
Is Dell achieving organizational effectiveness (O/E)? Using O/E concepts
What indicates the answer is Yes? Explain. What indicates the answer is No? Explain.
Have Dell’s strategies changed appropriately? Corporate Business functional
H&W Fig. 1.1: Evaluate Dell’s performance in each of the 4 processes.
H&W Fig 1.3: Which elements are of concern? Page 14: Questions 1-5 and 8. How would you rate (1-10) Dell’s strategic management?
Explain.
Strategic Management Effectiveness: the basis for determining success
5
Applying O/E approaches
O/E Approach
Are they Effective
Rate O/E (1-10, 10=high)
Justification for rating
1 Goal approach
2 Resource-based approach
3 Internal process approach
4 Stakeholder approach
Strategic Management Effectiveness: the basis for determining success
6
So, is Dell effective?
Yes, because
No, because
Strategic Management Effectiveness: the basis for determining success
7
Is it worthwhile to evaluate O/E Since the different
approaches to evaluating O/E often lead to different conclusions, what is the value of this set of concepts?
What should be the role of O/E in strategic management
Strategic Management Effectiveness: the basis for determining success 8
What does “A brand called you” suggest about
Your expectations of yourself
Your teammates
What you will commit to do for the team
Strategic Management Effectiveness: the basis for determining success 9
Thoughts on team building
Thoughts from Tom Peters, A brand called you
Strategic Management Effectiveness: the basis for determining success 10
Key thoughts from a Brand called YOU
We now live in a project world. Loyalty is as important as ever
Not blind loyalty to the company, but rather Loyalty to colleagues, your team, your
customers, and yourself
Takeaway: Contribute value, develop influence, and build your brand.
Strategic Management Effectiveness: the basis for determining success 11
Building your brand
Focus on value provided Reach out
Strategic Management Effectiveness: the basis for determining success 12
Building your brand: Focus on value! Your most important job is to be head marketer for
the brand called YOU Figure out how you can deliver value to the team Add remarkable, measurable, distinguished,
distinctive value Be relentlessly focused on what you do that adds
value Reach out to every opportunity…and make a
noteworthy contribution to your team’s successTakeaway: Everything you do, or choose not to do, communicates the value and character of your brand.
Strategic Management Effectiveness: the basis for determining success 13
Building your brand: Reach out!
Sign up for extra tasks to introduce yourself, showcase your skills, or work on new ones
Everything you do, or choose not to do, communicates the value and character of your brand
Nurture your network of colleagues Seek out challenging, provocative projects;
volunteer to do the difficult tasks Act like a credible leader
Strategic Management Effectiveness: the basis for determining success 14
Building a HealthyTeam Table
Identify what makes your product or service different from competitors
Identify qualities or characteristics that make you distinctive
Provide substantive contribution with style, e.g., demonstrate a command of technology, keep your contributions short and to the point
Ask for, insist on, honest, helpful feedback on your performance: It’s the only way to know what you would be worth on the open market.
Strategic Management Effectiveness: the basis for determining success 15
Ideas for building team expecta-tions from Brand Called YOU
Be a great teammate and a supportive colleague. Be an exceptional expert about something that
has real value. Be a broad gauged visionary—a leader, a
teacher, a far sighted “imaginer” Be obsessed with pragmatic outcomes
Strategic Management Effectiveness: the basis for determining success 16
Healthy Team Expectations for _____To assure that the performance of each team member contributes to an effective and
healthy team, we agree to these performance standards.
Performance Area
Performance Element to be
Measured
Expected Performance
Results to be tracked
Task completion On time completion of tasks
Always distributes completed tasks to team members before due time
% of expectations met, or
# of missesExample row
Strategic Management Effectiveness: the basis for determining success 17
Assignment for Session 4
Dell -2004 articles. Link will be posted on web site. Preparation questions/tasks
How have Dell’s strategies changed? Consider all 3 levels of strategy.
How has Dell’s Organizational Effectiveness changed on each Approach to O/E?
Evaluate Dell’s environment using Fig. 3-1, Table 3-1, and Figure 3-3. Then, identify the “high priority” issues for Dell in Fig. 3-3
Characterize Dell’s business strategies in Fig. 5-3. Identify a Dell business that fits in each of the cells in either
Fig. 6-2 or Fig. 6-3.