• “A strategy that cannot be evaluated in terms of whether of not it is being achieved is simply not a viable or even useful strategy.”
C. H. Roush and B. C. Ball
Exhibit 11 – 1 (4th ed): Strategic Fit
Strategy•Directional strategies•Adaptive strategies•Market entry strategies•Competitive strategies
Service DeliveryStrategies•Pre-service•Point-of-service•After-service
Support Strategies•Culture•Structure•Strategic Resources
Unit Action Plans•Objectives•Actions•Timelines•Responsibilities•Budgets
StrategicLeadership
StrategicLeadership
Exhibit 11 – 2 (4th ed): The concept of control
MeasureActual
Performance
MeasureActual
Performance
CompareObjectives
WithPerformance
CompareObjectives
WithPerformance
DetermineReasons
ForDeviation
DetermineReasons
ForDeviation
Take Corrective
Action
Take Corrective
Action
Set ObjectivesOr
RedefineObjectives
Set ObjectivesOr
RedefineObjectives
The Characteristics of Control
• Based on accurate, relevant, and timely information
• Directed at controlling only the strategy-critical elements
• Flexible• Cost-effective• Simple and easy to understand• Timely• Emphasize the exceptions
Less management is better than more management
• Managing is controlling, but controlling may not be managing
• Create teams and promote teamwork by teaching the team how to manage itself
• Minimize rules, policies, and procedures
• Ask teams to think
Broad strokes are better than narrow strokes
• Vision and future orientation are essential
• Avoid micromanagement
• Be a leader-management without leadership is bureaucracy
Processes are not ends in themselves but are viewed that way over time
• The objectives are the ends, focus on the objectives
• Encourage the constant questioning of “why is it done this way?” and reward innovation and change
• Never permit “Its always been done this way?” to remain an acceptable process.
Managers will never get it quite right
• Objectives, needs, influences, solutions, and systems constantly evolve
• Interpret striving for perfection as continuous improvement
• Never make perfection a prerequisite for progress
One size does not fit all
• Although some order is necessary, blind application of one solution or pattern leads to a dysfunctional workforce
• When choosing between centralization and decentralization, customize to fit the situation. When in doubt, decentralize
• Be aware that there are many problems with common systems such as personnel evaluations, salary ranges, etc.
All solutions are temporary
• Remember that “necessity is the mother of invention”
• Don’t work so hard for closure to a problem, be open to and encourage change and innovation
Do what is best for each individual and the organization will prosper
• Usually what is best for the organization is the sum of what is best for the individuals in the organization
• Pay employees as much as possible
• Encourage and allow people to do what is best for themselves
• Encourage learning and fun
Practice “one level” management
• Deemphasize organizational hierarchy
• Treat everyone as a peer
• Peers can and will share ideas, opinions, and solutions
• Remember that you – as the boss – are just not that important
• The team deserves respect
• Casual is better than formal
Give everyone a piece of the performance
• Ownership is powerful
• Create opportunity for everyone to “keep what they don’t spend”
• Eliminate job descriptions, except for “do what is needed to get the job done and, in the face of adversity, find a way to achieve the objectives.
Make the manager’s job harder and other’s easier
• Identify and satisfy internal customers
• Remember subordinates are customers too
• Constantly seek to identify barriers
• View the job as that of removing barriers, whatever they may be
Find happiness
• Happiness, a good attitude, and optimism are contagious
• Take a break and live one once in a while
• Sometimes think rather than do; staring out the window can be productive
Source: Andrew Rucks & Peter Ginter
Exhibit 11 – 3, 4th ed: The concept of control and a framework for strategic control
Set objectives or redefine objectives
Measure performance
Compare performancewith objectives
Determine reasonsfor deviations
Establish or confirm performanceStandards – Mission, Vision
Values, and Goals
Measure organizationalperformance
Compare performancewith standards
Are strategic assumptions still valid?External factorsInternal factors
Are the Directional Strategiesstill appropriate?
Are the Adaptive Strategiesstill appropriate?
Are the Competitive Strategiesstill appropriate?
Are the Market Entry Strategiesstill appropriate?
Are the Implementation Strategiesstill appropriate?
Take Corrective Action
Concept Control Strategic Control
Take Corrective Action
Perspective 10 - 2Resistence to Change
• Stage one: Resistance
• Stage Two: Passiveness
• Stage Three: Convince Me
• Stage Four: Hope
• Stage Five: Involvement
• Stage Six: Advocacy
Perspective 11-64th Ed.
1950s•Theory “Y”•Management by Objectives•Quantitative Management•Diversification
1960s•Managerial Grid•T-Groups•Matrix Management•Conglomeration•Centralization/Decentralization
1970s•Zero-based Budgets•Participative Management•Portfolio Management•MBAs
1980s•Theory Z•One-minute manager•Organization Culture•Intrapreneuring•MBWA (Management by• Wandering Around)•TQM/CQI
1990s•Strategic Thinking•Customer Focus•Quality Improvement•Reengineering•Benchmarking
2000s ?
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