strategic managemet
TRANSCRIPT
Strategic Management
Sherif Attar 2015
Test Your Knowledge
Today’s Workplace
Complexity
Removed boundaries
Different Manners
Strategic Management Model
Performance
ActualResults
Evaluation
& Control
Resources
ProceduresTo implementPrograms
Sequencesof StepsNeeded to do the Job
Strategies
ObjectivesPlan to Achieve Mission andObjectives
What ResultsTo AccomplishWhen?
BroadGuidelinesfor DecisionMaking
Mission
Reasonsfor existence
EnvironmentalScanning
Policies
SocietalEnvironment:General Forces
TaskEnvironment
Industry Analysis
Internal
Structure:Chain of
commandCulture:Beliefs ,
ExpectationsResources:
Assets, skillsCompetencies,
Knowledge
External
Strategy Formulation Strategy Implementation
Feedback Learning
ActivitiesNeededto Accomplish a Plan
Programs
Vision
Core Values
Goals
Culture
National Culture Organizational Culture
Competencies
Value
Skills+
Knowledge +
Abilities +
Attitude
Competencies By Managerial Level
Lower Management
Lower Management
Top Management
Top Management
Middle Management
Middle Management
TechnicalTechnical
CognitiveCognitive
People
Strategies
Long-Term Plans Top management’s
responsibilities Usually 5 years or more Divided into Goals & Objectives
Long-Term (Strategic) – years (Top Mgmt)
Medium-Term – years (Middle Mgmt)
Short-Term (Tactical) – year (Lower Mgmt)
Operational – Daily (Employees)
Levels of Planning
Strategic Planning Process
Goals
BroadGeneral
Intentions/Directions IntangibleAbstractLong Time
Cascading Process
Company Top Mgmt
Middle Mgmt MB
O
Feed
back
Lower Mgmt
All Employees
Management By Objectives (MBO)
Management by Objectives (MBO)
A process of defining objectives so that management and employees agree & understand what they need to do.
Measuring Objectives
You can’t MANAGE what you can’t MEASURE!
You can’t IMPROVE what you can’t MEASURE!
Managers vs. Leaders Managers Task-Oriented Plan, Organize,
Control, Lead Perseverant &
Determined Willing to Work
Hard Take Risk Tough yet
Empathetic
Leaders
Decision making:
Individual
vs.
Group Decisions
Policies
Timely
vs.
Quality
Decisions
Putting people IN CHARGE of what they
do
Empowerment
20
….how can we move forward?
Where are we now and ….
What is Organizing?
……synchronization and combination of human, financial and physical resources to get results.
Why Organize?
….to achieve overall objectives …to align employees’ objectives with
overall objectives If an organization succeeds then
employees do too
Benefits of Organizing
More focused More time and energy More productive and profitable More control over your life Happier Control and competence, Energy and productivity levels increase Greater career success and profitability
What Is Change?
Any Alterations Anything different Something other than
status quo
Change
Do we need to change? Why is it necessary to change? Is it easy to change? Resistance to Change & Why?? Assisting team members through
change
Characteristics of Change
Constant yet varies in degree Produces uncertainty yet is not
completely unpredictable Creates threats and opportunities
through understanding strengths and weaknesses
Inevitable!
Forces ForChange
Year 2030
RefinedProcesses
GlobalDemands
CustomerConcerns
NewStandards
Forces Driving Change: Internal & External
NewTechnology
Most Important Elements in Change
ProcessesPeople
What Is Organizational Change?
Any alterations in the people, structure, or technology of an organization
Resistance to Change
Resistance to Change
Why People Resist Change? Ambiguity and uncertainty
Comfort of old habits
Concern over personal loss of status, money, authority, friendships, and personal convenience
Perception that change is incompatible with company goals
YOU as a Change Agent
Change Agents People who act as catalysts and assume the
responsibility for changing process are called change agents.
Types of Change Agents Managers: internal entrepreneurs Non-managers: change specialists Outside consultants: change implementation
experts