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Strategy in Action 12: Organising for Success

Strategy in Action 12: Organising for Success. Learning Outcomes (1). Identify key challenges in organising for success, including ensuring control, managing knowledge, coping with change and responding to internationalisation

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Strategy in Action 12: Organising for Success

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  1. Strategy in Action 12: Organising for Success

  2. Learning Outcomes (1) • Identify key challenges in organising for success, including ensuring control, managing knowledge, coping with change and responding to internationalisation • Analyse structural types of organisations in terms of strengths and weaknesses • Recognise how important organisational processes need to be designed to fit their circumstances

  3. Learning Outcomes (2) • Appreciate how internal and external relationships can integrate knowledge and resources within and between organisations • Recognise how the three stands of structure, processes and relationships should reinforce each other in organisational configurations and the managerial dilemmas involved

  4. What is Configuration? An organisation’sconfigurationconsists of the structures, processes and relationships through which the organisation operates.

  5. Exhibit 12.1 Organisational Configurations

  6. Key Challenges for Organisations • The speed of change and the increased levels of uncertainty • The importance of knowledge creation and knowledge sharing • The rise of internationalisation

  7. Structural Types Functional Multidivisional Matrix Transnational Project-based

  8. Exhibit 12.2 A Functional Structure

  9. Advantages CEO in touch with all operations Reduces/simplifies control mechanisms Clear definition of responsibilities Specialists at senior and middle management Disadvantages Overburdened with routine issues Neglect strategic issues Difficulty coping with diversity Coordination between functions Failure to adapt Functional Structures

  10. Exhibit 12.3 A Multidivisional Structure

  11. Advantages Flexible Control by performance Ownership of strategy Specialisation of competences Training in strategic view Disadvantages Duplication of central and divisional functions Fragmentation and non-cooperation Danger of loss of central control Multidivisional Structures

  12. Exhibit 12.4 A Matrix Structure

  13. Advantages Integrated knowledge Flexible Allows for dual dimensions Disadvantages Length of time required for decision making Unclear job and task responsibilities Unclear cost and profit responsibilities High degrees of conflict Matrix Structures

  14. Exhibit 12.5 Multinational Structures

  15. What is a Project-Based Structure? A project-based structure is one where teams are created, undertake the work, and then are dissolved.

  16. Exhibit 12.6 Comparison of Structures

  17. Market-Advantage Parenting Advantage People Feasibility Specialised Cultures Difficult Links Redundant Hierarchy Accountability Flexibility Design Tests for Checking Structural Solutions

  18. Exhibit 12.7 Types of Control Processes

  19. What is a Balanced Scorecard? Balanced scorecardscombine both qualitative and quantitative measures, acknowledge the expectations of different stakeholders and relate an assessment of performance to choice of strategy.

  20. Exhibit 12.8 An Example of the Balanced Scorecard

  21. What is Devolution? Devolutionconcerns the extent to which the centre of an organisation delegates decision making to units and managers lower down in the hierarchy.

  22. Exhibit 12.9 Relating Internally and Externally

  23. Strategy Styles for Division of Responsibility Strategic planning style Financial control style Strategic control style

  24. Exhibit 12.10 Strategic Planning Style

  25. Exhibit 12.11 Financial Control

  26. Exhibit 12.12 Strategic Control

  27. Methods of Relating Externally Outsourcing Strategic Alliances Networks Virtual organisations

  28. Exhibit 12.14 Dilemmas in Organising for Success

  29. Chapter Summary (1) • Organising for success is about an organisation’s configuration, built on three related strands: structures, processes, and relationships • Successful organising means responding to the key challenges facing the organisation: control, change, knowledge and internationalisation • There are many structural types, each with its own strengths and weaknesses

  30. Chapter Summary (2) • There are a range of different organisational processes, direct or indirect and focused on input or outputs, to facilitate strategy • Relationships are important for success • Separate organisational strands should come together to form a coherent reinforcing cycle

  31. Key Debate: Does Structure Follow Strategy? • Hall and Saias suggest that organisational structures can influence the kinds of strategies that management teams will pursue. • What kinds of organisations might be particularly susceptible to structural constraints on their strategies?

  32. Case Example: Hurricane Katrina

  33. Case Example: Hurricane Katrina • What was the strategy of the Department of Homeland Security in the period immediately before Hurricane Katrina? • In the light of this strategy, what if any changes should be made to the Department’s organisational structure? • Who was responsible for the organisational failures surrounding the response to Katrina?

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