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Strategic implementation presentation

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Strategic implementation presentation

  1. 1. STRATEGIC IMPLEMENTATION Prepared by: Ina Suraya Binti Masrom Sofiadora Binti Drahman Prepared For: Prof. Dr. Chan Yuen Fook
  2. 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. 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. 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. 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. 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. 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. 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. 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. 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. 11. STRATEGIC IMPLEMENTATION MATCHING STRUCTURE WITH STRATEGY  The Functional Structure  The Divisional Structure  The Strategic Business Unit (SBU) Structure  The matrix Structure
  12. 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. 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. 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. 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. 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
  17. 17.  THANK YOU

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