strategic management effectiveness: the basis for determining success 1 session 3 effectiveness: the...

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

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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


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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


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.


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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


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So, is Dell effective?

Yes, because

No, because


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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


Thoughts on team building

Thoughts from Tom Peters, A brand called you


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.


Building your brand

Focus on value provided Reach out


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.


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


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.


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


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


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.

strategic management effectiveness: the basis for determining success 1 session 3 effectiveness: the...

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