Strategicmanagementppt 130131182159-phpapp01
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Strategic management involves analyzing the internal and external environment of an organization, formulating strategies to achieve long-term goals, implementing those strategies, and evaluating performance. It integrates functions across the organization to establish strategic vision, focus on priorities, and understand a rapidly changing environment. The strategic management process includes environmental scanning, strategy formulation, implementation, and evaluation of organizational performance and strategies.
Strategicmanagementppt 130131182159-phpapp01
- 2. Strategic Management Defined The set of managerial decisions and actions that determines the long-run performance of a corporation. It includes: environmental scanning (internal & external) strategy formulation strategy implementation evaluation and control It focuses on integrating management, marketing, finance/accounting, production/operations, research and development, and computer information systems to achieve organizational success.
- 3. Benefits of Strategic Management Clearer sense of strategic vision Sharper focus on what is strategically important Improved understanding of rapidly changing environment
- 4. Three Key Strategic Questions Where is the organization now? If no changes are made, where will the organization be in one, two, five or ten years? Are the answers acceptable? If the answers are not acceptable, what specific actions should management undertake? What are the risks and payoffs involved?
- 5. Strategic Management Model Strategy Formulation Strategy Implementation Evaluation and Control Mission Objectives Strategies Policies Feedback/Learning Environmental Scanning Societal Environment General Forces Task Environment Industry Analysis Structure Chain of Command Culture Beliefs, Expectations, Values Resources Assets, Skills Competencies, Knowledge Reason for existence What results to accomplish by when Plan to achieve the mission & objectives Broad guidelines for decision making Programs Activities needed to accomplish a plan Budgets Cost of the programs Procedures Sequence of steps needed to do the job Process to monitor performance and take corrective action Performance External Internal
- 6. Environmental Scanning Monitoring, evaluating and disseminating information from the environment to key people within the corporation. Scan via SWOT analysis: Look for opportunities/threats in the external environment Look for strengths/weaknesses in the internal environment
- 7. Strategy Formulation The process of developing long-range plans to deal effectively with environmental opportunities and threats in light of corporate strengths and weaknesses. Composed of: Mission Objectives Strategies Policies
- 8. Mission The purpose or reason for the corporation’s existence. It tells who the company is, what they do as well as what they’d like to become.
- 9. Objectives The end results of planned activity. They state WHAT is to be accomplished by WHEN. They should be quantified, if possible. Should be specific, measurable and obtainable.
- 10. Strategies A strategy is a comprehensive master plan stating HOW the corporation will achieve its mission and objectives. There are three types: Corporate - a corporation’s overall direction and the management of its businesses. Business - emphasizes improving the competitive position of a corporation’s products or services in a specific industry or market segment. Functional - concerned with developing a distinctive competence to provide a company or business unit with a competitive advantage.
- 11. Hierarchy of Strategy Corporate Strategy Business (Division Level) Strategy Functional Strategy Manufacturing Finance Marketing Research and Development Human Resources Strategic Business Unit Strategic Business Unit Strategic Business Unit Corporate Headquarters
- 12. Policies Broad guidelines for making decisions. E.g. - 3M’s policy requiring researchers to spend 15% of their time working on something other than their primary project.
- 13. Strategy Implementation The process of putting strategies and policies into action through the development of: Programs - statements of activities or steps needed to accomplish a single-use plan. Budgets - statements of a corporation’s programs in dollar terms. Procedures - systems of sequential steps or techniques that describe in detail how to perform particular tasks or jobs.
- 14. Evaluation and Control The process of monitoring corporate activities and performance results so that actual performance can be compared with desired performance.
- 15. Strategic Decision-Making Process 5(b) 6(a) 6(b) 7 8 Review and Revise as Necessary: Mission Objectives Generate and Evaluate Strategic Alterna-tives Select and Recommend Best Alternative Implement Strategies: Programs Budgets Procedures Evaluate and Control Strategy Implementation Step 7 Analyze External Factors: Opportun-ities Threats Scan and Assess Internal Environment: Structure Culture Resources Select Strategic Factors (SWOT) in Light of Current Situation Analyze Internal Factors: Strengths Weak-nesses Scan and Assess External Environment: Societal Task Evaluate Current Performance Results Examine and Evaluate the Current: Mission Objectives Strategies Policies Review Corporate Governance: Board of Directors Top Man-agement Strategy Formulation: Steps 1 – 6 3(a) 1(a) 1(b) 2 5(a) 4(a) 3(b) 4(b) Evaluation and Control: Step 8