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Methods of selected strategies assessment

Topic 10

Goals, objectives and steps of strategic control of the company

Control - is a management function designed to assess the effectiveness of organizations by setting standards and comparing them with actual accepting results.

Strategic control - a special kind of management in the company, which is monitoring and assessing the passage of the strategic management that ensures achievement of goals and selected strategic by establishing stable feedback.

Properties (stages) of strategic control:

1. Definition of control mechanism and their application

2. Definition of standards and norms to ensure objectivity of assessment

3. Setting the correct performance, provided by the strategic plan

4. Comparison of achieved parameters of work with established standards and norms

5. The adoption of corrective measures

Elements of system of strategic control:

- A system of measurement and monitoring of control parameters

- Set of indicators which help to conduct of evaluation strategy

- Comparing the actual state of control parameters to their desired state

- Assessment of results and comparison decision to adjust

- Holding of adjustment

The system main evaluation criteria of the enterprise:

1. For external strategy coordination:

- The level of consistency with corporate strategy

- Level of coordination with functional and by business strategies

- The level of compliance with foreseeable changes in environmental factors

2. For internal strategy equilibrium:

- Balance level of strategic goals as whole

- The level of the feasibility of the strategy from the perspective of internal capacity building

- Compliance of the strategies with prescribed level of risk

- The level of innovation areas of strategic development

3. Criteria of strategy effectiveness:

- The level of overall economic efficiency

- The level of anticipated growth of the enterprise value

- The level of anticipated synergies effect

During the evaluation of strategic alternatives following will be defined:

1. Compliance of the strategy to requirements of the external environment

2. Compliance of the strategy to potential opportunities of the company

3. Acceptability of risk inherent in the strategy

Methods of selected strategies assessment

1. Thinking critically and making judgments (developing arguments, reflecting, evaluating ):

- essay

- report

- journal

- letter of advice

- Present a case for an interest group

- book review

- a newspaper article

2. solving problems and developing plans (identifying, posing, defining problems, analyzing data etc)

- problem scenario

- group work

- Work-based problem

- Prepare a committee of enquiry report

- Draft a research bid to a realistic brief

- Analyze a case

-conference paper

3. Performing procedures and demonstrating techniques (computation, taking readings, using equipment):

- Demonstration

- role play



- make a video

- produce a poster

- lab report

4. Managing and developing oneself (working co-operatively, learning independly, being self-directed, organizing):

- journal

- portfolio

- learning contact

- group work

5. Accessing and managing information (researching, investigating, interpreting, organizing information, collecting data):

- annotated bibliography

- project

-dissertation

- applied task

- applied problem

6. Demonstrating knowledge and understanding (recalling, describing, reporting, recounting, recognizing, identifying):

- written examination

- oral examination

- Essay

- report

- devise an encyclopedia entry

- produce an A-Z of…

- write an answer to a client’s question

- short answer questions

7. Designing, creating, performing (imagining, visualizing, designing, producing, creating, performing):

- portfolio

- performance

- presentation

- hypothetical

- projects

8. Communicating (verbal, non-verbal, written and group communication)

- written presentation

- oral presentation

- group work

- Discussion

- participation

- presentation to camera

10.3 Strategic transformation: the nature and levels

Strategic changes – changes associated with the development of a new field, a new market, new good or new technology in accordance with the strategic plan.

Steps in the process of strategic change in the enterprise:

1. “Unfreezing”: is characterizing by the appearance of imbalance between driving and stabilizing forces in the organization

2. Preparing to the implementation of changes

3. Changes are characterized by an active break and transformation of values and norms of activity

4. “Freeze”: a fixation of the organization at a new level

5. Levels of organizational changes in the company depending on the state of the main factors that determine the appropriateness and depth of changes:

- Enterprise restructuring

- Radical changes involve changing the organizational structure and culture

- Moderate changes

- Common changes include changes to the marketing system

- Constant operation

Types of strategic changes:

- Reengineering (fundamental rethinking and radical restructuring of business processes to achieve significant improvement of their)

- Innovations (implementation of organizational – economic, legal and technical measures aimed at changing the organizational structure, ownership, legal form in order to improve efficiency)

- Restructuring (the final result of intellectual activity, embodied in the output of market for new or improved product, process, used in practice)

 

Situations when companies apply reengineering:

- Critical state enterprises, accompanied by high costs

- Good state enterprise but the projected level of economic performance is unfavorable

- Very good state enterprises but it’s necessary to win the competition by creating a unique competitive advantage

Steps in the process of reengineering the company:

1. Forming the desired image and company goals

2. Creating models of existing activities

3. Developing new model of activity

4. Introduction of new model activity in practice

Matrix “Change-resistance”

Resistance to change is a many-sided phenomenon, causing unexpected delays, additional costs and uncertainly of the process of strategic change.

Styles of strategic changes in the company:

1. Competitive style: managed by the stress force that is based on persistency, asserting their rights

2. Compromise style: user moderately insist on carrying out its approach to conflict resolution and moderate time trying to cooperate with those who resisted

3. Style of cooperation: user tries to implement his approach to making changes by establishing relations of cooperation with the dissenters employees

4. Style of adjustment: user is trying to cooperate in resolving the conflict while weak insistence in making his decisions made

5. Withdrawal stale: management demonstrates low persistence and sees ways to cooperate with opponents of changes

Reasons for resistance to strategic change:

1. The uncertainly in the future, vague, unrealistic requirements to the size and type of change

2. Personal interest of individual managers or groups of employees

3. Different perceptions of the nature of strategic change

4. Feeling of loss “points of support”

5. Lack of reliable information and feedback

Approaches to managing strategic changes in the company:

1. Authoritative

2. Control

3. Collaboration

4. By changing the organizational structure

5. Champions

Methods of strategic changes:

1. The methods of forcing: strategic change is performed under considerable administrative pressure

2. Persuasion and attraction method: staff is persuaded in the need for change and even engage in cooperation

3. Adaption method: create conditions for adaptation to change

4. Crisis method: the changes take place in the too volatile environment

5. The method of resistance: applies when there is more time for change but less to apply adaptive method


Date: 2015-12-11; view: 760


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