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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
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