Strategic implementation presentation

STRATEGIC IMPLEMENTATION

Prepared by: Ina Suraya Binti MasromSofiadora Binti Drahman

Prepared For: Prof. Dr. Chan Yuen Fook

The Nature of Strategy Implementation

• Strategy implementation is managing forces during the action

• Strategy implementation focuses on efficiency

• Strategy implementation is primarily an operational process

• Strategy implementation requires special motivation and leadership skills

• Strategy implementation requires coordination among many individuals


Management issues central to strategy implementation include establishing :

Management Perspectives

Annual Objective

Devising Policies

Allocating Resources

Managing Conflict

Matching Structure with Strategy

Restructuring and Reengineering

Managing Resistance to Change

Strategy-Supportive Culture

Production/operations concerns


Annual objective are essential for strategy implementation because :

1) Represent the basis for allocating resources

2) Primary mechanism for evaluating managers

3) Are the major instrument for monitoring progress forward achieving long-term objective

4) Establish organizational, divisional and departmental priorities.

ANNUAL OBJECTIVEAnnual objectives serve as guidelines for action, directing and channeling efforts and activities of

organization members.


Example : The MOSTI AimsLONG-TERM OBJECTIVE

to become a nation that is competent, confident and innovative in

harnessing, utilising and advancing science and technology towards

achieving the goals of the nation‟s Vision 2020.

To increase R&D spending to at least 1.5 per by the year 2010 in an effort to enhance national capacity in R&D

To achieve a competent work

force of at least 60 RSEs

(researchers, scientists and engineers) per 10,000 labour

force

Policy refers to specific guidelines, methods, procedures, rules, forms, and administrative practices established to support and encourage work toward stated goals.

Policies clarify what can and cannot be done in pursuit of an organization’s objectives

POLICIES


• 1. Strengthening research and technological capacity and capability.

• 2. Promoting commercialization of research outputs.

• 3. Developing human resource capacity and capability.

• 4. Promoting a culture for science, innovation and techno- entrepreneurship.

• 5. Build competence for specialisation in key emerging technologies

National Science and Technology Policy

(STP)


• All organizations have at least four types of resources that can be used to achieve desired objectives:

1. Financial resources 2. Physical resources 3. Human resources 4. Technological resources.

• Effective resource allocation does not guarantee successful strategy implementation because programs, personnel, controls, and commitment must breathe life into the resources provided.

RESOURCES ALLOCATION


The science and technology curriculum, The pedagogy of science and technology

and its assessments, The pre-service and in-service education

of teachers, The provision of laboratories, workshops,

equipment, textbooks and other resources.

MOSTI Resources Allocation

Conflict can be defined as a disagreement between two or more parties on one or more issues.

Establishing annual objectives can lead to conflict because individuals have different expectations and perceptions, schedules create pressure, personalities are incompatible, and misunderstandings between line managers and staff managers occurs.

Various approaches for managing and resolving conflict can be classified into three categories: avoidance, defusion, and confrontation.

MANAGING CONFLICT


The Functional Structure

The Divisional Structure

The Strategic Business Unit (SBU)

Structure

The matrix Structure


MATCHING STRUCTURE WITH STRATEGY

• The functional structure the most widely used because this structure is the simplest

and least expensive. A functional structure by major function such as academic affairs student services, alumni relations, athletics, maintenance, and accounting.

* Nucor Steel and Sharp

• The divisional structure• The second most common type used by U.S business. It can be

organize into 4 ways : 1) by geographic area: 2) by product or service: 3) by customer: 4) by process

MATCHING STRUCTURE WITH STRATEGY


The single greatest threat to successful strategy implementation.

Resistance to change can emerge at any stage of the strategy implementation process.


MANAGING RESISTANCE TO CHANGE

There are approaches for implementing change:

1) A force change strategy Giving orders and enforcing those order.

2) The educative change strategy Presents the information to convince people of the need

for

change.

3) Self-Interest change strategy Attempts to convince the individual that the change is

to their

personal advantage

MANAGING RESISTANCE TO CHANGE

Before the implementation, the existing culture sometime need to alter to fit with the new strategy.

Numerous technique are available to alter an organization's culture including :

recruitment, training, transfer, promotion, restructure of an organization's design and positive reinforcement.

CREATING A STRATEGY-SUPPORTIVE CULTURE

MOSTI promote the culture for science, innovation, and techno entrepreneurship

through:

• Programme to intensify creative thinking and problem-solving skills in primary education

• Research grants to schools

• Redesigning of syllabi to achieve a balance of science and technology, the arts and humanities

• Increasing the vocational and technical skills content in secondary schools

• Intensifying efforts to increase science and technology language competence to facilitate the flow of information

CREATING A STRATEGY-SUPPORTIVE CULTURE

THANK YOUTHANK YOU

Education

Strategic implementation presentation