This presentation covers one of the process of Strategic Management; Strategic Implementation. There are 2 sub divisions; Functional Implementation and Structural Implementation. This section deals with Structural Implementation in detail.
2. STRUCTURE
īArrangement of tasks and sub tasks required to implement a strategy.
īDiagrammatic representation could be organizational chart but administrative
mechanism provides âFlesh and Bloodâ to an organization.
ī organizational strategy has 3 key components
1. Identifies Formal Relationships, including span of control, no of levels in hierarchy.
2. It specifies grouping of individuals in departments.
3. Design of system to ensure effectiveness, coordination and integration of efforts
across Departments.
4. VERTICAL STRUCTURE
īProcess of Differentiation
īInvolves Division of Labor and Specialization.
Dominates:
1. SPECIALISED TASKS
2. HIERACHY OF AUTHORITY
3. RULES AND REGULATION
4. VERTICAL COMMUNICATION
5. CENTRALISED DECISION MAKING
6. EMPHASIS ON EFFICIENCY
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ī Also called as Tall structure.
īBest suited for standardized products and services in large volumes.
īEstablished technologies, wide market, seeking customer on
undifferentiated items.
6. HORIZONTAL STRUCTURE
īProcess of Integration among members in an organization, cross
functional systems and teamwork.
Dominates:
1. SHARED TASKS.
2. FLEXIBLE RULES AND REGULATION.
3. HORIZONTIAL COMMUNICATION.
4. DECENTRAILISATION DECISION MAKING.
5. EMPHASIS ON LEARNING.
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īIts also called lean and mean organization or flat structure.
īLiberal exchange of information among different layers and across
departments.
īOn Negative side, such structure has loss of control and high cost in
coordination.
8. STRUCTURE AND STRATEGY
īResearch conducted by Chandler proposes structure follows strategy
for economic efficiency.
īThere is a 2 way relationship among the strategy and structure.
īStrategy determines how the organization structure has to be formed.
īAnd structure influences present strategy implemented and in future
STRATEGY STRUCTURE
DETERMINES
AFFECTS
9. STAGES OF DEVELOPMENT OF
ORGANISATION
īSTAGE I:
Organization owned by Small scale enterprise
CHARACTESTICS:-
1. Single Owner
2. Simplicity In Objective, Operations and Management.
3. Termed as Entrepreneurial
4. Strategy is generally Expansion type.
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īSTAGE II:
Organization bigger than Stage I
CHARACTERSTICS:-
1. Functional Specialization or Process Oriented.
2. Strategy ranges from stability to expansion
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īSTAGE III:
Organization is Large and widely scattered
CHARACTERSTICS:-
1. Units or Plants at different places.
2. Each units is linked to its Headquarters but functionally Independent.
3. Divisions on functional forms for particular needs.
4. Strategy is much the same stability or expansion.
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STAGE IV:
Organization are most complex.
CHARACTERSTICS:
1. Generally Large, Multi-Plant, Multi-Product organization.
2. Cooperate Headquarters provided strategic directions and policies
3. Division formulate business level strategies.
13. TYPES OF ORGANISATIONAL
STRUCTURES
1. ENTREPRENEURIAL STRUCTURE:
ī Elementary form of structure.
ī Organization owned and managed by one person.
ī Typically organization serving single business, product, or serve local
markets.
ī Owner looks after all decisions, day to operations of strategic nature.
Owner- manager
Employees
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ADVANTAGES OF ENTERPRENEURIAL STRUCTURE
1. Quick Decision- Making
2. Timely response to environmental changes.
3. Informal and simple organization systems.
DISADVANATGES OF ENTERPRENEURIAL STRUCTURE
1. Excessive Reliance
2. Many divert attention.
3. Increasing Inadequate for future requirement if business expands.
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BENEFITS OF FUNCTIONAL STRUCTURE
1. Efficient Distribution of work through Specialization.
2. Delegation of day to day operational functions.
3. Provides time for top management to focus on strategic decisions.
DISADVATAGES OF FUNCTIONAL STRUCTURE
1. Creates difficulty in Coordination âFunctions
2. Create only narrow specialization.
3. Leads to conflicts among Line, functional and staff.
17. 3. DIVISIONAL STRUCTRUE
īIn divisional structure work is divided on basis of product lines, type of customers
served and geographical area covered.
īEach separate divisions or units are created and placed under divisional-level
management under which functional structure may still operate.
ADVANTAGES OF DIVISIONAL STRUCTURE
1. Enables grouping of Functions.
2. Generate Quick Response
3. Enable top management to focus on strategic matters.
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DISADVANTAGES OF DIVISIONAL STRUCTURE
1. Problems in allocation of resource
2. Inconsistency arising from sharing of authority between cooperate and
divisional level
CEO
Cooperate LegalCooperate Finance
General Manager
Div B
General Manager
Div A
HRMMarketing HRMMarketing
19. 4. SBU Structure
īStrategic Business Unit
īDefined as âany part of a business organization which is treated separately for
strategic management purposeâ.
īSBU created due to difficulty in top management to exercise strategic control over a
division.
ADVANTAGES OF SBU STRUCTURE
1. Establishes coordination between divisions.
2. Facilitates strategic management and control of large, diverse organization.
3. Fixes accountability at level of distinct business units.
20. DISADVANTAGES OF SBU STRUCTURE
1. There are too many different SBUs to handle effectively.
2. Difficulty in assigning responsibility.
3. Addition of another layer after cooperate and divisional management.
CEO
GROUP
HEAD
GROUP
HEAD
DIV BDIV A DIV A DIV B
21. 5. MATRIX STRUCTURE
īIn large organization, there will handling more than one project.
īFor each project or product will be strategically significant.
īSuch kind of structure is created by assigning functional specialists to special projects
or new product or service.
īDuring the duration of project specialists from different areas form group or team
reporting to a team leader.
īThese specialists will be working under there project and in their parent department
simultaneously
22. ADVANTAGE OF MATRIX STRUCTURE
1. Allows individual specialists to be assigned; in accordance on their talent.
2. Foster creativity on diverse talents.
3. Provides good exposure to specialists in general management.
DISADVAVANTAGE OF MATRIX STRUCTURE
1. Dual accountability creates confusion among employees.
2. Requires a high level of vertical and horizontal contribution.
3. Shared authority may create communication problems.
23. 6. NETWORK STRUCTURE
īIts is also called as â Spider Web Structureâ or âVirtual organizationâ
īNetwork structure is âcomposed of a series of project groups or collaboration
linked by constantly changing non-hierarchical, cobweb like network.â
īStructure is highly decentralized and organized around customer groups or
geographical regions.
īCore organization is only shell a shell with one small headquarter acting as
âbrokerâ for integrating suppliers and specialized functions performed by
autonomous teams or workforce.
īApplicable for organization facing continues changes in environment, require
quick response, high level of adaptability and strong innovation skill
24. ADVANTAGES OF NETWORK STRUCTURE
1. High Level of Flexibility
2. Permits Concentration on core competencies of firm.
3. Adaptability to cope with the changes in environment.
DISADVANTAGE OF NETWORK STRUCTURE
1. Loss of Control and lack of coordination as there are several partners.
2. Risks of Overspecialization.
3. High cost of duplication of resources could exist.
25. OTHER TYPES OF STRUCTURE
1. PRODUCT BASED STRUCTURE
2. COSNSUMER BASED STRUCTURE
3. GEOGRAPHICAL STRUCTURE
4. INTRAPRENURIAL STRUCTURE
26. PRODUCT BASED STRUCTURE
īGrouping of activities on basis of product or product lines.
īSuch a need arises when the strategy adopted requires exclusive attention to a
group of products or product.
īBenefits includes optimum use of specialized skills and equipment's, increase
coordination and enables fixation of responsibility for profit making and usages
of resource
īProduct based structure can only classified if sales of product line is so large
enough to create an optimum use of resource and skills.
27. CUSTOMER BASED STRUCTURE
īCreated on the basis of customer groups served; separate and distinct
customer groups
īAdvantages includes employment of marketing orientation to serve customers,
better use of skills, especially in marketing and quick response to changing
customer needs.
īIts applicable only if volume of individual customer group justifies separate
divisions.
28. GEOGRAPHICAL STRUCTURE
īThis type of structure evolves in expansion and diversification.
īMulti plant or Multi unit organization dispersed geographically in such type of structure
īAdvantages includes:
1. Decentralization to a local level
2. Use of local available resource and raw materials.
īSuch kind of organization applicable only if there is high coordination among different units
with corporate deparememnt.
29. INTRAPRENEURIAL STRUCTURE
īCombination of 2 words internal and entrepreneur.
īIn contrast to entrepreneur, here the inside the boundary of an organization the employee is
paid to involve new ideas, products or services for evoking entrepreneurial capabilities.
īResources are allotted for further developments of innovation in developing new venture.
īAdvantages includes motivating for highly qualified individuals, to bring creativity and
innovation
īMajor disadvantage would be position to risk time and resource if projects are not successful.