The aim of this chapter is to show that strategic decisions result from a mix of analytical and behavioural drivers (the best results come form a blend of both). The chapter is supported by recent research findings on why strategic plans so often are not converted to action.
Figure looks at the planning process in a different way from the models used so far. What it shows is that there are two aspects to strategic management: analytical and behavioural. So far we have looked deeply into the analytical, although with occasional forays into the behavioural. However, it is clear that when we begin to think about turning plans into action, we have to give attention to both.
Although there has been considerable research into the success and failure of planning systems, much less attention has been given to the implementation of strategy. Bomona suggests that when a company finds that its strategy has not produced the right outcome, it is as likely to assume that the strategy is wrong as it is to recognise that the problem may have been a failure to implement. This often leads to a change in a perfectly appropriate strategy, which is hardly the way to effective strategic management. When considering the implementation of strategy, we should remember that we are really looking at an aspect of something that may be much broader: the implementation of strategic change.
Alexander researched the problems which American companies found when implementing strategy, and later extended this to public agencies. The ranking of the factors in each study is shown in Table. However, the important fact is not only the problems themselves but the fact that more of them related to issues of culture, structure and human behaviour than to analysis and formal system. Kaplan found that many organisations have a ‘fundamental disconnect between the development and formulation of their strategy and the implementation of that strategy into useful action’. Four major barriers to effective implementation were identified:
The wise planner will incorporate a number of steps into the planning system. These will be intelligent steps, which allow for the consideration of deviations from the plan which should be made in the best interests of the company. No manager should be expected to slavishly follow a plan to the letter, when events or further analysis shows that the action is no longer appropriate. The plan should be the slave of the manager: horrific results may occur when the opposite is true. Some of the particular steps recommended are ‘planning’. Others are very much ‘control’. Conceptually it is possible to distinguish between the two. In this instance, as the object is to show how a total approach may be used to bring about theimplementation of plans, an overall view is taken of a complete system. The steps may be divided into seven essential and one optional, which may be used as an alternative to one of the essential steps. They are:
Strategic Management Related Interview Questions
|Marketing Strategy Interview Questions||Marketing Management Interview Questions|
|Strategic Brand Management Interview Questions||Corporate Governance and Business Ethics Interview Questions|
|Strategic Planning for Project Management Interview Questions||Quality Management Interview Questions|
|Corporate Social Responsibility Interview Questions||Business Development Interview Questions|
|Corporate Communication Interview Questions||Business Development Manager Interview Questions|
Strategic Management Related Practice Tests
|Marketing Strategy Practice Tests||Marketing Management Practice Tests|
|Corporate Governance and Business Ethics Practice Tests||Quality Management Practice Tests|
|Corporate Social Responsibility Practice Tests||Business Development Practice Tests|
|Corporate Communication Practice Tests|
Strategic Management Tutorial
From Planning To Strategic Management And Beyond
Strategic Management: Success Or Failure?
A Look At The Total Process
The Challenge Of The Future
The Environment: Assumptions In Planning
Techniques For Assessing The Environment
Business Philosophy (ethics And Morality) And Strategic Management
The Corporate Appraisal – Assessing Strengths And Weaknesses
Analysing The Industry And Competitors
Analysing The Uk Management Development And Training Industry: A Case History
The Search For Shareholder Value
Vision And Objectives
Strategic Portfolio Analysis
Portfolio Analysis In Practice
Strategic Planning – A Second Look At The Basic Options
Multinational And Global Strategy
Technology And Manufacturing
Strategic Planning For Human Resources
Relating To The External Environment
Evaluating A Business Plan
Project Planning And Appraisal
From Plans To Actions
Management Of Change
Introducing Strategic Management
Why Planning Sometimes Fails
Strategic Management To Strategic Change?
All rights reserved © 2018 Wisdom IT Services India Pvt. Ltd
Wisdomjobs.com is one of the best job search sites in India.