Strategic Management

Sherif Attar 2015

Test Your Knowledge

Today’s Workplace

Complexity

Removed boundaries

Different Manners

Strategic Management Model

Performance

ActualResults

Evaluation

& Control

Resources

ProceduresTo implementPrograms

Sequencesof StepsNeeded to do the Job

Strategies

ObjectivesPlan to Achieve Mission andObjectives

What ResultsTo AccomplishWhen?

BroadGuidelinesfor DecisionMaking

Mission

Reasonsfor existence

EnvironmentalScanning

Policies

SocietalEnvironment:General Forces

TaskEnvironment

Industry Analysis

Internal

Structure:Chain of

commandCulture:Beliefs ,

ExpectationsResources:

Assets, skillsCompetencies,

Knowledge

External

Strategy Formulation Strategy Implementation

Feedback Learning

ActivitiesNeededto Accomplish a Plan

Programs

Vision

Core Values

Goals

Culture

National Culture Organizational Culture

Competencies

Value

Skills+

Knowledge +

Abilities +

Attitude

Competencies By Managerial Level

Lower Management

Lower Management

Top Management

Top Management

Middle Management

Middle Management

TechnicalTechnical

CognitiveCognitive

People

Strategies

Long-Term Plans Top management’s

responsibilities Usually 5 years or more Divided into Goals & Objectives

Long-Term (Strategic) – years (Top Mgmt)

Medium-Term – years (Middle Mgmt)

Short-Term (Tactical) – year (Lower Mgmt)

Operational – Daily (Employees)

Levels of Planning

Strategic Planning Process

Goals

BroadGeneral

Intentions/Directions IntangibleAbstractLong Time

Cascading Process

Company Top Mgmt

Middle Mgmt MB

O

Feed

back

Lower Mgmt

All Employees

Management By Objectives (MBO)

Management by Objectives (MBO) 

A process of defining objectives so that management and employees agree & understand what they need to do.

Measuring Objectives

You can’t MANAGE what you can’t MEASURE!

You can’t IMPROVE what you can’t MEASURE!

Managers vs. Leaders Managers Task-Oriented Plan, Organize,

Control, Lead Perseverant &

Determined Willing to Work

Hard Take Risk Tough yet

Empathetic

Leaders

Decision making:

Individual

vs.

Group Decisions

Policies

Timely

vs.

Quality

Decisions

Putting people IN CHARGE of what they

do

Empowerment

20

….how can we move forward?

Where are we now and ….

What is Organizing?

……synchronization and combination of human, financial and physical resources to get results.

Why Organize?

….to achieve overall objectives …to align employees’ objectives with

overall objectives If an organization succeeds then

employees do too

Benefits of Organizing

More focused More time and energy More productive and profitable More control over your life Happier Control and competence, Energy and productivity levels increase Greater career success and profitability

What Is Change?

Any Alterations Anything different Something other than

status quo

Change

Do we need to change? Why is it necessary to change? Is it easy to change? Resistance to Change & Why?? Assisting team members through

change

Characteristics of Change

Constant yet varies in degree Produces uncertainty yet is not

completely unpredictable Creates threats and opportunities

through understanding strengths and weaknesses

Inevitable!

Forces ForChange

Year 2030

RefinedProcesses

GlobalDemands

CustomerConcerns

NewStandards

Forces Driving Change: Internal & External

NewTechnology

Most Important Elements in Change

ProcessesPeople

What Is Organizational Change?

Any alterations in the people, structure, or technology of an organization

Resistance to Change

Resistance to Change

Why People Resist Change? Ambiguity and uncertainty

Comfort of old habits

Concern over personal loss of status, money, authority, friendships, and personal convenience

Perception that change is incompatible with company goals

YOU as a Change Agent

Change Agents People who act as catalysts and assume the

responsibility for changing process are called change agents.

Types of Change Agents Managers: internal entrepreneurs Non-managers: change specialists Outside consultants: change implementation

experts