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Anu Bajracharya Lecturer of Strategic Management Ib&Ms College

1. The document discusses the role of top management in strategic implementation, including establishing objectives, designing policies, revising reward systems, matching managers to strategy, developing a strategy supportive culture, and adapting operations. 2. It also discusses matching organizational structure to strategy, including simple, functional, SBU, divisional, matrix, and holding company structures. 3. Power, politics, and conflict in organizations are discussed, including sources of power and types of political behavior. Conflict arises from differentiation, task relationships, and scarcity of resources.

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45 views

Anu Bajracharya Lecturer of Strategic Management Ib&Ms College

1. The document discusses the role of top management in strategic implementation, including establishing objectives, designing policies, revising reward systems, matching managers to strategy, developing a strategy supportive culture, and adapting operations. 2. It also discusses matching organizational structure to strategy, including simple, functional, SBU, divisional, matrix, and holding company structures. 3. Power, politics, and conflict in organizations are discussed, including sources of power and types of political behavior. Conflict arises from differentiation, task relationships, and scarcity of resources.

Uploaded by

sumi akter
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPT, PDF, TXT or read online on Scribd
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Anu Bajracharya

Lecturer of strategic management


IB&MS COLLEGE
Nature of Strategic
Implementation
Role of Top-Management In
Strategic Implementation
1. Establishing Objectives
2. Designing Policies
3. Revising reward & Incentive System
4. Matching managers with strategy
5. Developing a strategy supportive Culture
6. Adapting production/ operations and
processes
7. Effective Implementation
8. Design of information system
Matching Structure with
Strategy
Depending upon the strategic choice (along
with some other factors like size of the firm,
technology used, environmental complexities
etc.), a firm may pursue one of the following
structures.
1. Simple/ Entrepreneurial Structure
2. Functional Structure
3. SBU Structure
4. Divisional Structure
5. Matrix Structure
6. Holding Company Structure
7. Network Structure
8. Other Structures
Idiosyncratic- Curiosity
POWER POLITICS AND
CONFLICT
Power is the capacity to influence the behavior of others. There
are different sources
of power. They are broadly divided into (a) interpersonal
sources and (b) structural
sources.
(a) Interpersonal sources of power
i) Reward power: It is individual’s ability to influence others’
behaviors by rewarding their desirable behaviors.
ii) Coercive power: It is an individual’s ability to influence
others’ behaviors by punishing their undesirable behaviors.
iii) Legitimate Power: It is power which comes from the
position in the organization.
v) Expert power: It is an individual’s ability to influence others’ behaviors
because of recognized competencies, talents, or specialized knowledge.
v) Referent Power: It is an individual’s ability to influence others’
behaviors as a result of being respected, admired, or liked.
(b) Structural sources of power
Structural sources of power are related to the division of labor and
position in different
teams and departments work assignments, locations and roles. The
positions in
hierarchy naturally result in a variety of situations in which there is
unequal access to
information, resources, and decision making. Any of the situational
factors could be a
source of power in an organization, which include knowledge,
resources, decisionmaking and networks.
i) Knowledge power – This power is from knowledge-information and
know-how that exists in an organization.
ii) Resources power – Organizations need a variety of resources,
including human resources, money, equipment, materials, supplies,
and customers, to survive.
iii) Decision-making power – Decisions in organizations often are made
sequentially, with individuals, groups, or teams participating.
iv) Network power – Managers and departments that have connecting
links with other individuals and departments in the organization will
be more powerful than those who don
Politics
Politics is the art of acquiring and enhancing power. Employees
have a certain role to
play. Therefore, their exercise of power is limited to a large
extent by the role
obligations. Political behavior is of two types.

Legitimate - It includes normal every day’s politics. It includes:


• Complaining to one’s superiors
• By passing the chain of command
• Obstructing organizational policies through excessive support
to rules
Illegitimate – It includes influences that are extreme and
violate the implied “rules of
the game.” Such activities include
• disruption,
• Symbolic protest such as wearing irregular dress and
• Groups of employees accumulative calling in sick.
CONFLICT Sources of Organizational Conflict
The sources of conflict are:
a) Differentiation
-Differences in subunit orientations
b) Task relationships
-Overlapping authority
-Task interdependencies
-Incompatible evaluation systems
c) Scarcity of resources
-Distributing sources
Conflict is defined as a situation when the goal directed
behavior of one group blocks
the goal-directed behavior of another. Conflict is necessary for
organizational change
as it strikes at the root of the sources of organization inertia.
TECHNIQUES OF STRATEGIC EVALUATION AND CONTROL
The importance of strategic evaluation lies in its ability to
coordinate the tasks performed by individual managers, and
also groups, division or SBUs, through the control of
performance. In the absence of coordinating and controlling
mechanisms, individual managers may pursue goals, which are
inconsistent with the overall objectives of the department,
division, SBU or the whole organization. We will now discuss
evaluation and control in detailed way.
Strategic evaluation and control process
The process of evaluation basically deals with four steps:
1. Setting standards of performance-Standards refer to
performance expectations.
2. Measurement of performance-Measurement of actual
performance or results
requires appraisal based on standards.
3. Analyzing variances- The comparison between standards
and results gives
variances.
4. Taking corrective action-The identifications of undesirable
variances prompt managers to think about ways of corrective
them.

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