Environment factors to achieve strategic objectives in companies'

Factorii mediului înconjurător care conduc la realizarea obiectivelor strategice ale întreprinderilor

Lucian Guga

Environment factors to achieve strategic objectives in companies'

• Strategic management begins with an evaluation of the organization’s mission and goals. This is followed by situation analysis which examines opportunities and threats in the external environment as well as strengths and weaknesses within the organization.

• Managementul strategic începe cu evaluarea misiunii și țelurilor organizației. Aceasta este urmată de diagnosticarea stării organizației examinând atât oportunitățile și amenințările mediului extern cât și punctele tari și slăbiciunile interne întreprinderii

Environment factors to achieve strategic objectives in companies'Overwview concepts of strategic management

• A strategy has four components: scope, resource deployments, distinctive competence and synergy.

• Strategia are patru componente: scopul, gestionarea resurselor, competențe distincte și sinergia.

• SCOPE: The number of businesses, products or services that defines the size of the domain within which the organization deals with the environment is considered its scope.

• SCOPUL: Volumul afacerilor, produselor sau serviciilor care definesc mărimea domeniului în care întreprinderea interacționează cu mediul înconjurător este considerat ca scop.

• RESOURCE DEPLOYMENT: The level and pattern of the organization’s distribution of physical, financial, and human resources for achieving its strategic goals is its resource deployment.

• GESTIONAREA RESURSELOR: Nivelul și modul de distribuire al resurselor fizice, financiare și umane pentru atingerea scopurilor strategice este considerat ca fiind gestionarea resurselor organizației.

• DISTINCTIVE COMPETENCE: An organization’s distinctive competence is the unique position it develops vis-à-vis its competitors through its decisions concerning resource deployments or scope.

• COMPETENȚE DISTINCTE: Adoptarea unei poziții unice, prin deciziile referitoare la gestionarea resurselor sau formularea scopului în raport cu organizațiile competitoare.

Environment factors to achieve strategic objectives in companies'

• SYNERGY: When organizational parts interact to produce a joint effect that is greater than the sum of the parts acting alone, synergy occurs.

• SINERGIA: Este efectul economic mai mare al interacțiunii componentelor unei organizații decât suma componentelor luate separat.

Environment factors to achieve strategic objectives in companies'

LEVELS OF STRATEGY:Niveluri strategice

• Strategy formulation takes place at three levels: corporate, business and functional.

• Formularea strategiei are loc pe trei nivele: organizația, uzinele și deparatamentele funcționale.

Strategy implementation

Departamentalization

• . Managers make choices about how to use the chain of command to group people together to perform their work. There are five approaches to structural design that reflect different uses of the chain of command in departmentalization. The functional, divisional and matrix are traditional approaches that rely on the chain of command to define groupings and reporting relationships. Two contemporary approaches are the use of teams and networks.

Departamentalization approachesTipuri de organizări interne

a. Functional approach.b. Divisional approach.c. Matrix approach. d. Team approach. e. Network approach.

a. Organizarea funcționalăb. Organizarea pe diviziic. Organizarea matricialăd. Organizarea pe echipee. Organizarea în rețele

Five approaches to structural designsCinci modele organizaționale

Functional versus Divisional Structure

Functional structure.Schema structurii funcționale

Functional versus Divisional StructureAdvantages and disadvantages of functional structure

ADVANTAGE DISADVANTAGE

Efficient use of resources, economies of scale;In-depth skill specialization and development;Career progress within functional departments;Top manager direction and control;Excellent coordination within function;High quality technical problem solving.

Poor communication across functional departmentsSlow response to external changes, lagging innovation;Decision concentrated at top of hierarchy creating delay;Responsibility for problems difficult to pinpointLimited view of organizational goals by employees;Limited general management training for employees.

Functional versus Divisional Structure

Functional versus Divisional Structure Advantages and disadvantages of Divisional Structure

ADVANTAGE DISADVANTAGE

Fast response, flexibility in an unstable environment;Fosters concern for customer needsExcellent coordination across functional departments;Easy pinpointing of responsibility for product problemEmphasis on overall product and division goals;

Duplication of resources across divisions;Less technical depth and specialization in divisions;Poor coordinating across divisionLess top management control

Conclusions

The companies must carefully decide whether the divisional or functional structure better suits their needs. It is now uncommon for a company to try one structure and then switch to another as its needs change.

The functional boss is responsible for the technical and personnel issues, such as quality standards, providing technical training and assigning technical personnel projects.

The divisional boss is responsible for program wide issues, such as overall design decision, schedule deadlines, and coordinating technical specialists from several functions.

Conclusions

The matrix boss is the product or functional boss. The matrix boss is responsible for one side of matrix. The top leader is responsible for entire matrix. The top leader oversees both the product and functional chains of command. His or her responsibility is to maintain a power balance between the two sides of the matrix.

Change is inevitable in organizations. Mangers should think of change as hewing the following elements:

• - Company’s environment• - The force of change• - The perceived need for change• - The initiation of change• - Implementation of change.

Thank you for your attention!