2. STRATEGIC IMPLEMENTATION
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
3. STRATEGIC IMPLEMENTATION
Management Perspectives
Management issues central to strategy implementation
include establishing :
Annual Objective
Devising Policies
Restructuring and
Reengineering
Allocating
Resources
Matching Structure with
Strategy
Managing Resistance to
Change
Managing
Conflict
Strategy-Supportive
Culture
Production/operations
concerns
4. STRATEGIC IMPLEMENTATION
ANNUAL OBJECTIVE
Annual objectives serve as guidelines for action, directing and
channeling efforts and activities of organization members.
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.
5. Example : The MOSTI Aims
LONG-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
6. STRATEGIC IMPLEMENTATION
POLICIES
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
7. STRATEGIC IMPLEMENTATION
National Science and Technology Policy (STP)
•
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 technoentrepreneurship.
•
5. Build competence for specialisation in key emerging technologies
8. STRATEGIC IMPLEMENTATION
RESOURCES ALLOCATION
•
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.
9. MOSTI 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.
10. STRATEGIC IMPLEMENTATION
MANAGING CONFLICT
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.
11. STRATEGIC IMPLEMENTATION
MATCHING STRUCTURE WITH
STRATEGY
The Functional Structure
The Divisional Structure
The Strategic Business Unit (SBU) Structure
The matrix Structure
12. STRATEGIC IMPLEMENTATION
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
13. STRATEGIC IMPLEMENTATION
MANAGING RESISTANCE TO CHANGE
The single greatest threat to successful
strategy implementation.
Resistance to change can emerge at any stage
of the strategy implementation process.
14. 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
15. CREATING A STRATEGY-SUPPORTIVE
CULTURE
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.
16. 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
