Activities for today
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Activities for Today. Attendance Goals for Today Simulation Presentation Guidelines Chapter 9 (self-study) Case: How do grow a premium brand? Break CEP Good Managers Don't Make Policy Decisions Fast-Cycle Capability for Competitive Power Homework Round # 6 (before 11.59 p.m.)

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Activities for Today

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Activities for today

Activities for Today

  • Attendance

    Goals for Today

    • Simulation Presentation Guidelines

    • Chapter 9 (self-study)

    • Case: How do grow a premium brand?

    • Break

  • CEP

  • Good Managers Don't Make Policy Decisions

  • Fast-Cycle Capability for Competitive Power

  • Homework

    • Round # 6 (before 11.59 p.m.)

    • Auto Advance will take place on Apr 18 @ 8.00 a.m.

MQM485/Sp08/Class13


Notion of fit or consistency

Notion of Fit or Consistency

  • The strategy selected must be consistent with the external environment and firm capabilities (referred to as Strategy Formulation).

  • Once a strategy is selected there must be fit within the various elements of the firm and the chosen strategy (referred to as Strategy Implementation).

  • SF-SI need to be Tightly Linked Together for Strategy to be Successful.

  • High performing organizations have a good fit both externally and internally

  • The Notion of Fit brings in the need for a holistic view of the organization – i.e. to view the organization as a integrated whole and that everything is connected to one another


Organizational structure

Organizational Structure

  • Organizational structure specifies the firm’s formal reporting relationships, procedures, controls, and authority and decision-making processes

  • It is critical to match organizational structure to the firm’s strategy


Examples

Examples

  • Size and Structure

    • Rules in a Large/Small Firm

  • Rate of Change in Environment and Structure

    • DMV versus R&D Operations

  • Technology (complexity) and Structure

    • Restaurant versus Chemical Plant

  • Information

    • Military Command Structure (Then and Now)

  • Speed

  • Age & Structure

    (evolutionary view – a constant search for FIT)

    Not a question of GOOD or BAD structure but whether it is the Right or Wrong Structure?


Strategy vs structure

Strategy Vs Structure

DISUCUSSION QUESTION

  • Does Strategy Follow Structure or Does Structure Follow Strategy in “real” Organizations?

  • Which is True and Which Should be True?


Case study how do you grow a premium brand

CASE STUDY:How Do You Grow A Premium Brand?

  • Should Transition’s Expand?

    • Why? Or Why not?

  • If Yes -- What suggestions would you offer to Transition?

  • If No – What do you propose Gordon should do?


Good manager s don t make policy decisions h edward wrapp

Good Manager’s Don’t Make Policy Decisions – H. Edward Wrapp

  • According to Wrapp, what are the common characteristics that successful executives exhibit?


Good manager s don t make policy decisions h edward wrapp1

Good Manager’s Don’t Make Policy Decisions – H. Edward Wrapp

  • According to Wrapp, what are the common characteristics that successful executives exhibit?

    • Keeping well informed: Keep open many pipelines of information

    • Focusing time and energy: Concentrate a few significant Issues

    • Playing the power game: Cultivate sensitivity to power structure of the company

      • A sense of timing

      • Cautious pressure

    • Appearing imprecise: Give the organization a sense of direction with open-ended objectives

      • Maintain Visibility

      • Avoid policy straight jackets

    • Muddling with a purpose: Spot opportunities and relationships in the stream of operating problems and decisions

      • Exploitation of change

      • Contrasting pictures


Fast cycle capability for competitive power bower hout

Fast Cycle Capability for Competitive Power – Bower & Hout

  • Discussion Questions

    How can speed be used to gain competitive advantage?

    How do fast cycle companies differ from traditional organizations?

    What suggestions the authors offer in “getting the clock started”?

  • Active Learning Exercise

    How can we apply this concept to the simulation?


Fast cycle capability for competitive power bower hout1

Fast Cycle Capability for Competitive Power – Bower & Hout

  • Discussion Question

    How can speed be used to gain competitive advantage?

    • Quality

    • Cost

    • Innovation

    • Reduced Wastage

    • An Organization Geared for Performance


Fast cycle capability for competitive power bower hout2

Fast Cycle Capability for Competitive Power – Bower & Hout

  • Discussion Question

    How do fast cycle companies differ from traditional organizations?

    • Company in multifunctional units

    • Track cycle times throughout the organization

    • Building learning loops into the organization

    • Understand that every company is a system


Fast cycle capability for competitive power bower hout3

Fast Cycle Capability for Competitive Power – Bower & Hout

  • Discussion Question

    What suggestions the authors offer in “getting the clock started”?

    • Examine Cycle Times and Raise Standards

    • Set up unusual organization mechanisms to focus on cycle time

    • Develop information system to track value adding activities

    • Make time count in managing employees

    • Accelerate Learning

  • Key – BALANCE OTHERWISE CONFUSION AND DISRUPTION WILL BE THE RESULT


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