周长辉战略管理课件hill7e_basic_ch12.ppt

Chapter Twelve Implementing Strategy in Companies That Compete in a Single Industry Implementing Strategy Through Organizational Design Organizational Structure Assigns employees to specific value creation tasks and roles To coordinate and integrate the efforts of all employees Strategic Control Systems A set of incentives to motivate employees To provides feedback on performance so corrective action can be taken Organizational Culture The collection of values, norms, beliefs, and attitudes shared within an organizations To control interactions within and outside the organization Implementing Strategy Through Organizational Design Building Blocks of Organizational Structure Grouping tasks, functions, and divisions How best to group tasks into functions – and functions into business units or divisions to create distinctive competencies and pursue a particular strategy Allocating authority and responsibility How to allocate authority and responsibility to these functions and divisions Integration and integrating mechanisms How to increase the level of coordination or integration between functions and divisions as a structure evolves and becomes more complex ? Group Tasks, Functions and Divisions Organizational structure – follows the range and variety of tasks that an organization pursues. Companies group people and tasks into functions and then functions into divisions. A function is a collection of people who work together and perform similar tasks or hold similar positions. A division is a way of grouping functions to allow an organization to better serve its customers. Handoffs are the work exchanges between people, functions, and subunits. Bureaucratic costs result from the inefficiencies surrounding these handoffs. ? Allocating Authority and Responsibility Organizational Structure Span of control (number of subordinates) Tall versus flat organizations ? Flexibility ? Communication pro