Chapter Outline. Chapter 7 Implementing Strategies: Management & Operations Issues. Strategic Management: Concepts & Cases 11 th Edition Fred David
|
|
- Ariel Blankenship
- 5 years ago
- Views:
Transcription
1 Chapter 7 Implementing Strategies: Management & Operations Issues Strategic Management: Concepts & Cases 11 th Edition Fred David Ch 7-1 Chapter Outline The Nature of Strategy Implementation Annual Objectives Policies Ch 7-2 1
2 Chapter Outline (cont d) Resource Allocation Managing Conflict Matching Structure with Strategy Ch 7-3 Chapter Outline (cont d) Restructuring, Reengineering & E-Engineering Linking Performance & Pay to Strategies Managing Resistance to Change Ch 7-4 2
3 Chapter Outline (cont d) Managing the Natural Environment Creating a Strategy-Supportive Culture Production/Operations Concerns When Implementing Strategies Ch 7-5 Chapter Outline (cont d) Human Resource Concerns When Implementing Strategies Ch 7-6 3
4 Implementing Strategies Pretend that every single person you meet has a sign around his or her neck that says, Make me feel important Mary Kay Ash, CEO of Mary Kay, Inc. Ch 7-7 The Nature of Strategy Implementation -- Successful strategy formulation does not guarantee successful strategy implementation Ch 7-8 4
5 Nature of Strategy Implementation Formulation vs. Implementation Formulation positions forces before the action Implementation manages forces during the action Ch 7-9 Nature of Strategy Implementation Formulation vs. Implementation Formulation focuses on effectiveness Implementation focuses on efficiency Ch
6 Nature of Strategy Implementation Formulation vs. Implementation Formulation is primarily an intellectual process Implementation is primarily an operational process Ch 7-11 Nature of Strategy Implementation Formulation vs. Implementation Formulation requires good intuitive & analytical skills Implementation requires special motivational & leadership skills Ch
7 Nature of Strategy Implementation Formulation vs. Implementation Formulation requires coordination among a few individuals Implementation requires coordination among many individuals Ch 7-13 Nature of Strategy Implementation Strategy Implementation Varies among different types & sizes of organizations Ch
8 Nature of Strategy Implementation Implementation Activities Altering sales territories Adding new departments Closing facilities Hiring new employees Cost-control procedures Modifying advertising strategies Building new facilities Ch 7-15 Nature of Strategy Implementation Management Perspectives Shift in responsibility Strategists Division or Functional Managers Ch
9 Annual Objectives Policies Management Issues Resources Organizational structure Restructuring Rewards/Incentives Ch 7-17 Management Issues (cont d) Resistance to Change Natural Environment Management Issues Supportive Culture Production/Operations Human Resources Ch
10 Annual Objectives Decentralized activity -- Directly involve all managers in the organization Ch 7-19 Management Issues Purpose of Annual Objectives -- Basis for resource allocation Mechanism for management evaluation Metric for gauging progress on long-term objectives Establish priorities (organizational, division, & departmental) Ch
11 Consistency of Annual Objectives -- Across hierarchical levels Horizontally consistent Vertically consistent Ch 7-21 Management Issues Requirements of Annual Objectives Measurable Consistent Reasonable Challenging Clear Understood Timely Ch
12 Annual Objectives Should State Quantity Quality Cost Time Be Verifiable Ch 7-23 Management Issues Annual Objectives Policies Management Issues Resources Organizational structure Restructuring Rewards/Incentives Ch
13 Policies Facilitate the solving or recurring problems & guide implementation of strategy Ch 7-25 Management Issues Policies Establish -- Boundaries Constraints Limits Ch
14 Annual Objectives Policies Management Issues Resources Organizational structure Restructuring Rewards/Incentives Ch 7-27 Management Issues Resource Allocation -- Central management activity that allows for the execution of strategy Ch
15 4 Types of Resources 1. Financial resources 2. Physical resources 3. Human resources 4. Technological resources Ch 7-29 Management Issues Managing Conflict -- Disagreement between two more parties on one or more issues Ch
16 Managing Conflict Conflict not always bad (لا مبالاة ( apathy No conflict may signal Can energize opposing groups to action May help managers identify problems Ch 7-31 Management Issues Conflict Management & Resolution Avoidance Diffusion Confrontation Ch
17 Annual Objectives Policies Management Issues Resources Organizational structure Restructuring Rewards/Incentives Ch 7-33 Management Issues Matching Structure w/ Strategy -- Changes in strategy = Changes in structure Ch
18 Structure & Strategy Structure dictates how objectives & policies will be established Structure dictates how resources will be allocated Ch 7-35 Chandler s Strategy-Structure Relationship New strategy Is formulated New administrative problems emerge Organizational performance declines Organizational performance improves New organizational structure is established Ch
19 Basic Forms of Structure Functional Structure Divisional Structure Strategic Business Unit Structure (SBU) Matrix Structure Ch 7-37 Functional Structure Most widely used Simple and least expensive Groups activities by business function Disadvantages Forces accountability to the top Minimizes career development opportunities Characterized by low employee morale, line/staff conflict, poor delegation of authority, inadequate planning for products and markets Often leads to short-term and narrow thinking Ch
20 Divisional Structure Second most common type of structure Can be organized by: Geographic area Product or service Customer Process Ch 7-39 Divisional Structure Advantages Clear accountability Higher employee morale Creates career development opportunities for managers Allows local control of situations Leads to a competitive climate within an organization Allows new businesses and products to be added easily Ch
21 Divisional Structure Disadvantages Can be costly to set up Each division requires functional specialists Duplication of staff services, facilities, and personnel Managers must be well qualified Requires an elaborate, headquarters-driven control system Competition between divisions may become so intense that it is dysfunctional Ch 7-41 Appropriateness of Divisional Structure Geographic area Organizations whose strategies need to be tailored to fit the needs and characteristics of customers in different geographic areas Product or Service When specific products or services need special emphasis Process When each process (division) is responsible for generating revenues and profits Ch
22 The Strategic Business Unit (SBU) In multidivisional organizations, an SBU structure can greatly facilitate strategyimplementation efforts. Advantages of improved coordination and accountability Disadvantages Requires an additional layer of management Role of the group vice president is often ambiguous Ch 7-43 Ch
23 The Matrix Structure Most complex of all designs requires both vertical and horizontal flows of authority and communication Disadvantages Can result in higher overhead Dual lines of budget authority Dual sources of reward and punishment Shared authority Dual reporting channels Need for an extensive and effective communication system Ch 7-45 The Matrix Structure Advantages Project objectives are clear Many channels of communication Workers can see visible results of their work Shutting down a project can be accomplished relatively easily Facilitates the use of specialized personnel, equipment, and facilities Ch
24 Ch 7-47 Do s and Don ts in Developing Organizational Charts Do s Reserve the title CEO for the top executive Use the title chief or VP or manager for functional business executives Directly below the CEO it is best to have a COO and other chief officers Don ts Use the title president for the top executive Use the title president for functional business executives Ch
25 Ch 7-49 Management Issues Annual Objectives Policies Management Issues Resources Organizational structure Restructuring Rewards/Incentives Ch
26 Restructuring -- Reducing the size of the firm # of employees, divisions and/or units, # of hierarchical levels Ch 7-51 Management Issues Restructuring Downsizing Rightsizing Delayering Ch
27 Reengineering -- Reconfiguring or redesigning work, jobs, & processes to improve cost, quality, service, & speed Ch 7-53 Management Issues Reengineering Process management Process innovation Process redesign Ch
28 Annual Objectives Policies Management Issues Resources Organizational structure Restructuring Rewards/Incentives Ch 7-55 Management Issues Linking Pay/Performance to Strategies -- Pay for performance systems Ch
29 Linking Pay/Performance to Strategies Dual bonus systems Profit sharing systems Gain sharing systems Ch 7-57 Tests for Performance-Pay Plans Does the plan capture attention? Do employees understand the plan? Is the plan improving communication? Does the plan pay out when it should? Is the company or unit performing better? Ch
30 Ch 7-59 Management Issues (cont d) Resistance to Change Natural Environment Management Issues Supportive Culture Production/Operations Human Resources Ch
31 Resistance to Change -- Single greatest threat to successful strategy implementation Ch 7-61 Management Issues Resistance to Change -- Raises anxiety; fear concerning Economic loss Inconvenience Uncertainty Break in status-quo Ch
32 Change Strategies Force Change Strategy Educative Change Strategy Rational or Self-Interest Change Strategy Ch 7-63 Management Issues (cont d) Resistance to Change Natural Environment Management Issues Supportive Culture Production/Operations Human Resources Ch
33 Natural Environment -- Wide appreciation for firms that mend rather than harm the environment Ch 7-65 Management Issues Natural Environment Environmental Strategies Develop/acquire green businesses Divesting environmental-damaging business Low-cost producer through waste minimization & energy conservation Ch
34 (cont d) Resistance to Change Natural Environment Management Issues Supportive Culture Production/Operations Human Resources Ch 7-67 Management Issues Strategy-Supportive Culture -- Preserve, emphasize, & build upon aspects of existing culture that support new strategies Ch
35 Elements linking culture to strategy: Formal statements of philosophy, charters, etc. used for recruitment and selection, socialization Designing of physical spaces, facades, buildings Deliberate role modeling, teaching and coaching Explicit reward and status system, promotion criteria Stories, legends, myths about key people and events Ch 7-69 Management Issues Elements linking culture to strategy: What leaders pay attention to, measure and control Leader reactions to critical incidents and crises How the organization is designed and structured Organizational systems and procedures Criteria used for recruitment, selection, promotion, retirement Ch
36 (cont d) Resistance to Change Natural Environment Management Issues Supportive Culture Production/Operations Human Resources Ch 7-71 Management Issues Production/Operations Concerns -- Production processes typically constitute more than 70% of firm s total assets Ch
37 Production/Operations Decisions Plant size Inventory/Inventory control Quality control Cost control Technological innovation Ch 7-73 Management Issues (cont d) Resistance to Change Natural Environment Management Issues Supportive Culture Production/Operations Human Resources Ch
38 Human Resource Concerns -- HR manager position has strategic responsibility & has changed dramatically as companies continue to reorganize, outsource, etc. Ch 7-75 Management Issues Human Resource Strategic Responsibilities Assessing staffing needs/costs Developing performance incentives ESOP s (employee stock ownership plans) Child-care policies Work-life balance issues Ch
Organizational Structure. As we grow, what should our business look like? Organizational Structure. Organizational Controls.
Chapters 11 Organizational As we grow, what should our business look like? 1 Organizational Organizational structure specifies the firm s formal reporting relationships, procedures, controls, and authority
More informationOrganizational Structures Student Notes
Directions: Fill in the blanks. Organizational Structures Introduction to Organizational Structures Segment 1. What is an Organization? An organization is a systematic grouping of individuals brought together
More informationMacro Perspective of Organizational Behavior
Macro Perspective of Organizational Behavior Macro Perspective of Organizational Behavior Communication Technology and Interpersonal Processes Decision Making Organizational Theory and Design Organizational
More informationL E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter.
L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter. Defining Organizational Structure Discuss the traditional and contemporary views of work specialization, chain
More informationManagement. Part III: Organizing Ch. 10. Organization design
Management Part III: Organizing Ch. 10. Organization design Dan C. Lungescu, PhD, assistant professor 2015-2016 Course outline Management Part I: Introduction Part II: Planning Part III: Organizing Part
More informationDepartment of Industrial Engineering
Department of Industrial Engineering Engineering Project Management Presented By Dr. Abed Schokry Chapter Three Organizational Structures 1 Learning Outcomes After completing this chapter students should
More informationProject Management: A Systems Approach to Planning, Scheduling, and Controlling Twelfth Edition
Project Management: A Systems Approach to Planning, Scheduling, and Controlling Twelfth Edition Chapter Three Organizational Structures Restructuring Necessity The technology revolution (complexity and
More informationChapter Three. Organizational Structures. Chapter 3
Chapter Three Organizational Structures 1 Restructuring Necessity The technology revolution (complexity and variety of products, new materials and processes, and the effects of massive research) Competition
More informationDuring strategy implementation, the organization follows through on the chosen strategy
Human Resources Chapter 2: Strategic Human Resource Management The goal of strategic management in an organization is to deploy and allocate resources in a way that gives it a competitive advantage. Resources
More informationManagement. Part III: Organizing Ch. 9. Organizational structure
Management Part III: Organizing Ch. 9. Organizational structure Dan C. Lungescu, PhD, assistant professor 2015-2016 Course outline Management Part I: Introduction Part II: Planning Part III: Organizing
More informationM A N A G E M E N T F U N D A M E N T A L S P L A N N I N G & O R G A N I S I N G G R A D U A T E D I P L O M A I N M A N A G E M E N T
M A N A G E M E N T F U N D A M E N T A L S P L A N N I N G & O R G A N I S I N G G R A D U A T E D I P L O M A I N M A N A G E M E N T S T R A T E G I C & O P E R A T I O N A L P L A N N I N G INTRODUCTION
More informationIT411: Organization of a Shipping Company
IT411: Organization of a Shipping Company Arunee Tanvisuth Thammasat Business School June 11 (1/2009) Agenda for Today Different Types of Organizational Structure Implications of a Firm s International
More informationFig.1. Project Organization Chart.
THE PROJECT ORGANIZATION STRUCTURE A project organization is a structure that facilitates the coordination and implementation of project activities. Its main reason is to create an environment that fosters
More informationAdapting Organizations to Today s Markets
Chapter Eight Adapting Organizations to Today s Markets McGraw-Hill/Irwin Copyright 2010 by the McGraw-Hill Companies, Inc. All rights reserved. ANNE MULCAHY Xerox Started as a field sales representative
More information6 Strategy Implementation and Control
6 Strategy Implementation and Control Learning Objectives Learn the concept of strategy implementation. Understand why strategy implementation is more difficult than strategy formulation. Understand the
More informationClick here to advance to the next slide.
Click here to advance to the next slide. Chapter 7 Business Management Section 7.1 Management Functions Read to Learn Describe the overall purpose of management. Discuss the four functions of management.
More informationChapter 1 The Nature of Strategic Management
Chapter 1 The Nature of Strategic Management Strategic Management: Concepts & Cases 12 th Edition Fred David Ch 1-١ Themes in the Text Global Considerations impact virtually all strategic decisions E-commerce
More informationBBA VIII Semester. Strategic Management. POST RAJ POKHAREL M.Phil. (TU) 01/2010), Ph.D. in Progress
BBA VIII Semester Strategic Management POST RAJ POKHAREL M.Phil. (TU) 01/2010), Ph.D. in Progress 1 Institutionalizing Strategy Institutionalizing Strategy Concepts, Structuring an effective organization,
More informationDesigning Adaptive Organizations
9 Designing Adaptive Organizations Copyright 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. LEARNING
More informationBUSINESS ENVIRONMENT. LO 2 : Session 01: Organizational Structure
BUSINESS ENVIRONMENT LO 2 : Session 01: Organizational Structure Introduction to organizing Organizing is the deployment of organizational resources to achieve strategic goals. Organizing is deciding how
More informationMBH1683 Leading Organisational Change
MBH1683 Leading Organisational Change Prepared by Dr Khairul Anuar L6 Designing Organizational Structure: Specialization and Coordination www.mba638.wordpress.com 1 Learning Objectives Explain why most
More informationNAU MT2050i Week 4 Quiz
Class: Date: NAU MT2050i Week 4 Quiz Short Answer 1. A(n) is a choice made from available alternatives. 2. is the process of identifying problems and opportunities and then resolving them. 3. decisions
More informationChapter 2: The Project Management and Information Technology Context
Chapter 2: The Project Management and Information Technology Context TRUE/FALSE 1. Many of the theories and concepts of project management are difficult to understand. F PTS: 1 REF: 44 2. If project managers
More information2. Organization structure identifies the grouping together of individuals into departments and of departments into the total
Test Bank Organization Theory and Design 12th Edition by Richard L. Daft https://testbankarea.com/download/organization-theory-design-12th-edition-test-bankrichard-l-daft/ Organization Theory And Design
More informationChapter 4 The Internal Assessment
Chapter 4 The Internal Assessment Strategic Management: Concepts & Cases 13 th Edition Fred David Ch 4-1 Ch 4-2 Internal Assessment Great spirits have always encountered violent opposition from mediocre
More informationChapter Outline. Chapter 4 The Internal Assessment. The Nature of an Internal Audit. The Resource-Based View (RBV) Integrating Strategy & Culture
Chapter 4 The Internal Assessment Strategic Management: Concepts & Cases 13 th Edition Fred David Ch 4-١ Chapter Outline The Nature of an Internal Audit The Resource-Based View (RBV) Integrating Strategy
More informationManaging Organizational Structure and Culture
Chapter 4 Managing Organizational Structure and Culture CHAPTER OUTLINE I. DESIGNING ORGANIZATIONAL STRUCTURE A. Organizing is the process by which managers establish the structure of working relationships
More informationMultiple Choice Questions
Chapter 10: Organizing 1 CHAPTER INTRODUCTION Multiple Choice Questions 132. Which of the following statements accurately describe the use of organization structures in the contemporary business environment?
More informationOverview of Strategic Management. W. Rofianto, ST, MSi
Overview of Strategic Management W. Rofianto, ST, MSi Strategic Management Defined Art & science of formulating, implementing, and evaluating, cross-functional decisions that enable an organization to
More informationCyclone SHRM October 10, 2013 Presented by: Donna L. Gilligan
Cyclone SHRM October 10, 2013 Presented by: Donna L. Gilligan donnalougilligan@gmail.com 515 441 0317 What 3 words describe your company culture? What happens what actions and or events - in your organization
More informationOrganizational structures emphasize employee behaviors and reporting structures to determine how the works gets done. The structure defines authority
1 2 Organizational design deals with aligning structures and resources to accomplish the vision and mission of the organization. It includes evaluating differentiation, strategy, growth, and efficiency.
More informationLesson 8. Designing Organizational Structure
Lesson 8 Designing Organizational Structure Learning Objectives 1. Describe six key elements in organizational design. 2. Contrast mechanistic and organic structures. 3. Discuss the contingency factors
More informationOffice of Human Resources Courage. Compassion. Commitment.
Office of Human Resources Michelle Lamb Moone, SPHR Assistant Vice Chancellor and Chief Human Resources Officer mlmoone@uncg.edu; (336) 334-5167 Agenda for Today 90-Day Assessment The Role of the Human
More informationCIA Test Preparation Part I
CIA Test Preparation Part I Study Unit Six: Control Aspects of Management June 2012 Agenda: Control Implications of Organizational Structures Control Implications of Leadership Styles Change Management
More informationSection I: Organizations I-C: Organizational Structures
Section I: Organizations I-C: Organizational Structures Learning Objectives Identify basic elements of organizations Describe the basic nature of origination design Discuss how an organization's mission
More informationExternal and Internal Analyses. External and Internal Analyses. Nature of an Internal Audit. Key Internal Forces. Basis for objectives & strategies:
Comprehensive Strategic Management Model External Audit External and Internal Analyses Vision & Mission Statements Chapter 2 Chapter Long-Term Objectives Chapter 5 Internal Audit Chapter 4 Generate, Evaluate,
More informationCorporate Culture and Change Management
Corporate Culture and Change Management Business Policy Please note that these slides are not intended as a substitute to reading the recommended text for this course. 0 Objectives Understand the importance
More informationMGT603 - Strategic Management Subjective Solved Papers For Final Term Exam Preparation
MGT603 - Strategic Management Subjective Solved Papers For Final Term Exam Preparation Question No: ( Marks: 3 ) Auditors who perform audit can be divided into three groups? Identify and define each of
More informationENVIRONMENT FACTORS TO ACHIEVE STRATEGIC OBJECTIVES IN COMPANIES
Bulletin of the Transilvania University of Braşov Vol. 3 (52) - 2010 Series V: Economic Sciences ENVIRONMENT FACTORS TO ACHIEVE STRATEGIC OBJECTIVES IN COMPANIES Lucian GUGA 1 Abstract: Strategic management
More informationPrinciples of Management. Lecture 7
Principles of Management Lecture 7 Three Types of Control Control Process Steps A Definition of Organizing The Importance of Organizing Responsibilities of an organizing department would include: 1. Reorganization
More informationFundamentals of Human Resource Management 12th Edition Test Bank DeCenzo
Fundamentals of Human Resource Management 12th Edition Test Bank DeCenzo Completed downloadable package TEST BANK for Fundamentals of Human Resource Management 12th Edition by David A. DeCenzo, Stephen
More informationConcept of Operations. Disaster Cycle Services Program Essentials DCS WC OPS PE
Concept of Operations Disaster Cycle Services Program Essentials DCS WC OPS PE October 2014 Change Log Date Page(s) Section Change Owner: Disaster Cycle Services 2 Change Log... 2 Introduction... 4 Purpose...
More informationChapter: Chapter 02: Making Human Resource Management Strategic
Chapter: Chapter 02: Making Human Resource Management Strategic True/False 1. A clear strategy for being better than competitors and a highly motivated workforce are major keys for long term profitability.
More informationDevelop and support our staff to enhance productivity: Leadership can be demonstrated at any level. Value: Competency: Fundamental Competencies
2 Develop and support our staff to enhance productivity: Our success depends on our greatest asset, our staff, and ensuring they work in a nurturing and productive environment where they can acquire and
More informationOrganization and Teamwork. Prentice Hall, 2007 Excellence in Business, 3e Chapter 8-1
Organization and Teamwork Prentice Hall, 2007 Excellence in Business, 3e Chapter 8-1 Effective Organization Structure Divide Responsibilities Distribute Authority Coordinate and Control Work Promote Accountability
More informationChapter 6 Reinforcing New Behaviors MULTIPLE CHOICE
Chapter 6 Reinforcing New Behaviors MULTIPLE CHOICE 1. is designed to surface any misalignment that may exist between patterns of internal behavior and a desired new strategy. a. People alignment b. Diagnosis
More informationChapter 1 The Nature of Strategic Management
Chapter 1 The Nature of Strategic Management Strategic Management: Concepts & Cases 13 th Edition Fred David Ch 1-1 Strategic Management Defined Art & science of formulating, implementing, and evaluating,
More informationOrganizational Theory, Design, and Change
Organizational Theory, Design, and Change Sixth Edition Gareth R. Jones Chapter 1 Organizations and Organizational Effectiveness Copyright 2010 Pearson Education, Inc. 1-1 Learning Objectives 1. Explain
More informationCHAPTER 7. Organizational Structures
CHAPTER 7 Organizational Structures Chapter 7 Why It s Important Understanding business organization and management is key to knowing how a company is run. Chapter 7: Managerial Structures A management
More informationCHAPTER 4 INTEGRATION OF CONSTRUCTION PROJECT MANAGEMENT AND SUSTAINABILITY
CHAPTER 4 INTEGRATION OF CONSTRUCTION PROJECT MANAGEMENT AND SUSTAINABILITY CONTENTS 4.1: THE IDEA 4.2: MANAGEMENT FUNCTIONS 4.3: ORGANIZATIONAL STRUCTURES 4.4: TYPICAL PROJECT DELIVERIES 4.5: ICT IN CONSTRUCTION
More informationORGANIZATIONAL STRUCTURE. By Himashi De Mel BA (Hons) ; CIMA passed finalist
ORGANIZATIONAL STRUCTURE By Himashi De Mel BA (Hons) ; CIMA passed finalist Introduction to organisational structure The set of formal tasks assigned to individuals and departments Formal reporting relationships,
More informationChapter 7 Organizational Structures
Organizational Structures pp. 98-111 Back to Table of Contents Learning Objectives After completing this chapter, you ll be able to: 1. Explain how businesses organize for management. 2. List three levels
More informationWhich one of the following is not one of the eight steps in the decision making process?
Attempted by KHURRAM SAEED Question # 1 of 30 ( Start time: 04:44:29 PM ) Total Marks: 1 Which one of the following is not one of the eight steps in the decision making process? Identifying the problem
More informationOrganizational Culture:
Organizational Culture: Understanding and Influencing HOW We do Our Work. Presentation notes: http://centersusa.com/resources/presentations/ Session Description Organizational culture guides us in how
More informationThe Internal Assessment
The Internal Assessment Week 04 W. Rofianto, ST, MSi Chapter Outline The Nature of an Internal Audit The Resource-Based View (RBV) Integrating Strategy & Culture Management Marketing Opportunity Analysis
More informationPESIT Bangalore South Campus Hosur road, 1km before Electronic City, Bengaluru -100 Department of Information Sciences and Engineering
Management & Entrepreneurship for IT industry INTERNAL ASSESSMENT TEST 1 Solution Document 1. A group of people wants to start a new engineering college. The group s long term vision is to make this college
More informationNational Compensation Matrix (NCM)
A. Introduction National Matrix (NCM) Instructions Engineering consultants are responsible for demonstrating that claimed compensation costs are reasonable, and otherwise allowable, in compliance with
More informationStrategic HR Challenges
Strategic HR Challenges Human Resource Management 1 Lecture Outline Human Resource Basic Concepts Human Resource Management challenges Environmental Challenges Organizational Challenges Individual Challenges
More informationRole and Style of the OD Practitioner-Chapter 4. Dr. Bernice R. Kennedy
Role and Style of the OD Practitioner-Chapter 4 Dr. Bernice R. Kennedy Objectives Define the role on OD Practitioner. Identify your strength and areas of improvement as a potential practitioner. Experience
More informationChapter 7E: Nurturing Human Capital/Focus on Staff
Chapter 7E: Nurturing Human Capital/Focus on Staff Starting Points The following points made by Jim Collins (author of the bestseller Good to Great; Why Some Companies Make the Leap And others Don t) are
More informationManagement and Planning
Management and Planning A VERY BRIEF INTRODUCTION Management and Planning Are processes that do not end Focus on present & future conditions Provide blueprints or mechanisms to address threats, solve problems
More informationI D O N ' T H A V E T O A T T E N D E V E R Y A R G U M E N T I ' M I N V I T E D T O.
CONFLICT RESOLUTION I D O N ' T H A V E T O A T T E N D E V E R Y A R G U M E N T I ' M I N V I T E D T O. W. C. F I E L D S ( 1 8 8 0 1 9 4 6 ) C O M E D I A N, A C T O R, J U G G L E R & W R I T E R
More informationChapter Learning Objectives After studying this chapter you should be able to:
Chapter Learning Objectives After studying this chapter you should be able to: 1. Identify the basic elements of organizations. 2. Describe the bureaucratic perspective on organization design. 3. Identify
More informationCONCLUSIONS APPLYING LESSONS LEARNED. Chapter Four
Chapter Four CONCLUSIONS Competitive sourcing appears to generate personnel cost savings: In this study, the expected annual personnel cost savings ranged between 34 percent and 59 percent of baseline
More informationChapter 8: OD interventions: Strategy and structure. Techno-structural intervention
Chapter 8: OD interventions: Strategy and structure Techno-structural intervention A change program focusing on the technology and structure of organizations. Techno-structural intervention deal with technostructural
More information1. Organizational design is the process in which managers change or develop an organization's structure. Answer: True False
Chapter 5: Organizational Structure and Culture 1. Organizational design is the process in which managers change or develop an organization's structure. 2. There are four basic elements in organizational
More information1. Organizational structure refers to the totality of a firm's organization.
Chapter 14 The Organization of International Business True / False Questions 1. Organizational structure refers to the totality of a firm's organization. True False 2. A firm's organizational culture refers
More informationChapter 4: Internal Assessment
Chapter 4: Internal Assessment 1 Comprehensive Strategic Management Model External Audit Chapter 3 Vision & Mission Statements Chapter 2 Long-Term Objectives Chapter 5 Generate, Evaluate, Select Strategies
More informationLearning Objectives. After you have read this chapter, you should be able to:
ROBERT L. MATHIS JOHN H. JACKSON Chapter 2 Strategic HR Management and Planning Presented by: Prof. Dr. Deden Mulyana, SE.,M,Si. SECTION 1 Nature of Human Resource Management Learning Objectives After
More informationHomework 1 related to chapter 3: Foundations of Planning
Homework 1 related to chapter 3: Foundations of Planning TRUE/FALSE. Write 'T' if the statement is true and 'F' if the statement is false. 1) Planning provides direction to managers and nonmanagers alike.
More information<Project Name> Business Case
Business Case Author(s) Contributors Department Campus DOCUMENT HISTORY Version Date Person Notes 1.0 ITS Portfolio Management Office Business Case Page 1 TABLE OF CONTENTS
More information16. The outcome of organizing is the creation of a strategy. True False 17. The type of organizational culture determines how resources can best be
1 Student: 1. Effective managers continually try to improve the performance of their companies. 2. The social economy is made up of social enterprises, social ventures, and social purpose businesses. 3.
More informationSimple Structure In a simple organizational structure: an organizational chart is usually not needed do not rely on formal systems of division of
Simple Structure In a simple organizational structure: an organizational chart is usually not needed do not rely on formal systems of division of labor a firm is owned and operated by a single individual
More informationFor over two decades, the successful teachings and practices of Edward
c01.qxd 5/4/07 9:33 AM Page 11 Emergence of Human Factors For over two decades, the successful teachings and practices of Edward Deming, Joseph Juran, Quality Management, Total Quality Management, and
More informationTwo Views of the Value Delivery Process. Chapter Questions. Developing and Implementing Marketing Strategies and Plans 8/28/2008
Chapter 2 Developing and Implementing Marketing Strategies and Plans 2-1 Chapter Questions How does marketing affect customer value? How is strategic planning carried out at different levels of the organization?
More information5/24/2018. Anitha Mullangi, MD, MHCM, CPE Chief Medical Officer St. Johns WellChild and Family Center Los Angeles, CA. Functional Structure- 2001
Anitha Mullangi, MD, MHCM, CPE Chief Medical Officer St. Johns WellChild and Family Center Los Angeles, CA Functional Structure- 2001 Technology Organization2008 1 Understanding FQHCs Evolution Structure
More information1. An example of a strategic operations management decision is the choice of where to locate.
Chapter 02 Competitiveness, Strategy, and Productivity / Questions 1. An example of a strategic operations management decision is the choice of where to locate. 2. An example of an operational operations
More informationPMP Study Group Chapter 9 Human Resource Management
Mobile Branch PMP Study Group Chapter 9 Human Resource Management March 22, 2011 Human Resource Responsibilities for Project Managers You have responsibilities to team members Ethical and Administrative
More informationCHAPTER 3 HUMAN RESOURCES MANAGEMENT
CHAPTER 3 HUMAN RESOURCES MANAGEMENT If an organization is to achieve its goals, it must not only have the required resources, it must also use them effectively. The resources available to a manager are
More information4 Separate Processes Designed to - organize - manage, and - lead the project team
Read: PMBok, chpt 9 4 Separate Processes Designed to - organize - manage, and - lead the project team Initiation Planning Executing Monitoring & Controlling Closing Plan H/R Mgmt. Acquire Project Team
More informationDesigning Organizational Structure
Designing Organizational Structure Chapter Seven Copyright 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Learning
More informationInternal Consultants and the Strategy Process
Internal Consultants and the Strategy Process A Presentation for AIMC Eva Eagle, Director of Special Projects Kaiser Foundation Health Plan, California Division May, 2001 Kaiser Permanente Kaiser Permanente:
More informationChapter 2: The Project Management and Information Technology Context. PTS: 1 DIF: Difficulty: Easy REF: p.45 OBJ: LO: 2-1 NAT: BUSPROG: Analytic
Chapter 2: The Project Management and Information Technology Context TRUE/FALSE 1. Project managers should lead projects in isolation in order to truly serve the needs of the organization. Even though
More informationCh.10 Organization for Logistics.
Part 1 : System Management. Ch.10 Organization for Logistics. Edited by Dr. Seung Hyun Lee (Ph.D., CPL) IEMS Research Center, E-mail : lkangsan@iems.co.kr Organization for Logistics. [Blanchard, pp405-430]
More informationMODULE 6. Planned Change Introduction To Od
MODULE 6 Planned Change Introduction To Od Organization Development (Od) A long-term effort, led and supported by top management, to improve an organization's visioning, empowerment, learning, and problem-solving
More informationOrganizational Learning
Organizational Learning M. En C. Eduardo Bustos Farías 1 Outline Creating a Learning Organization Defining Organizational Learning and a Learning Organization Building an Organization s Learning Capability
More informationPrinciples of Management. Lecture 5
Principles of Management Lecture 5 What Is Organizational Structure? Organizational Structure How job tasks are formally divided, grouped, and coordinated. Key Elements: Work specialization Departmentalization
More informationChapter 7. Management, Leadership, and the Internal Organization
Chapter 7 Management, Leadership, and the Internal Organization Learning Objectives 1 Define management and the three types of skills necessary for managerial success. 5 Contrast the types of business
More informationSample Organizational Chart
Organisational Structures Basic Concepts Organizational Structure: The formal configuration between individuals and groups with respect to the allocation of tasks, responsibilities, and authorities within
More informationOrganization Change and Development
Appendix 4: LTU Course Syllabi Global Leadership Organization Change and Development Global Business Economics Managing a Global Workforce Global Strategic Management Independent Research Project THIS
More informationNOGDAWINDAMIN FAMILY AND COMMUNITY SERVICES
This dictionary describes the following six functional competencies and four enabling competencies that support the differentiated territory for professional accountants in strategic management accounting:
More informationLEADERSHIP AND MOTIVATION IN CONSTRUCTION MANAGEMENT
LEADERSHIP AND MOTIVATION IN CONSTRUCTION MANAGEMENT LEADERSHIP ROLES Assesses - the internal and external driving forces and barriers to strategic planning. Demonstrates -innovation, vision, creativity
More informationIIRP Conference Bethlehem, PA October, 2015 Margaret Thorsborne
Leading in a Restorative Community IIRP Conference Bethlehem, PA October, Margaret Thorsborne Above the Line: WHAT has to be done System Infrastructure Strategy Policies & Procedures RP Systems Processes
More informationHUMAN RESOURCE MANAGEMENT: AN OVERVIEW
HUMAN RESOURCE MANAGEMENT: AN OVERVIEW 1 Chapter Objectives Explain human capital management. Define human resource management. Identify the human resource management functions. Identify the external environmental
More informationCreating a Flexible Organization
Chapter Seven Creating a Flexible Organization Copyright Cengage Learning. All rights reserved. 7 1 Learning Objectives 1. Understand what an organization is and identify its characteristics. 2. Explain
More informationChapter 2 - Strategic Leadership
Chapter 2 - Strategic Leadership TRUE/FALSE 1. Different approaches to leadership by CEOs such as Jack Welch and Sam Walton demonstrate the profound influence strategic leaders can have on an organization.
More informationHead Start Program Performance Standards: Operationalizing Program Structure and Human Resources
Head Start Program Performance Standards: Operationalizing Program Structure and Human Resources 1 Objectives This session will help participants: Gain an enhanced understanding of Subpart B and Subpart
More informationManagement tenth edition
Management tenth edition Stephen P. Robbins Mary Coulter Chapter 7 Foundations of Planning Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 7 1 Learning Outcomes Follow this Learning
More informationSimple Reward Practices for Better Business Results
Simple Reward Practices for Better Business Results Tim Silvera Vice President, Ultimate Rewards Practice Leader 1 Topics 1 2 3 4 What is Important to Today s Workforce? Pay-for-Success Compensation Philosophy
More information