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Management Strategy presentation

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Victoria Grimbly

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Transcript of Management Strategy presentation

Management Strategy

Resources
'The area of resources is vast and ambiguous...' Lockett et al (2008)
Stakeholders
"Stakeholders are the people upon which the organisation is dependent upon for its survival"

James Bowditch & Anthony Buono (1990)
welcome to our presentation
today we shall discuss Johnson's view on
Additional Factors
Although Johnson has highlighted three important factors that influence strategy (environment, resources and stakeholders' expectations) we think that following factors should also be considered:
Conclusion
positioning
implementation
Tesco
CSR Strategy:
Environment
Suppliers
Green clubcard points
Woolworths
Asset management
Staff Training & Development
Long & short term solutions
Stakeholder Map
Stakeholder Management
History
Culture
Defined by Johnson
et al.
(2008) as
"socially established structures of meaning"

Internal and External considerations

Need to consider:
- What is culture?
- How does it influence strategy?
- How can it be managed?




Do we agree?
Environment, resources and stakeholder groups are key factors, but are inextricably linked

Without taking these into account, strategies are just 'aspirational' (Mezger and Violani, 2011)


And another thing...
Johnson's statement on strategy is limited and should take into account additional factors

Good managers will consider additional impact factors
and link vision to execution
Strategy realised?
Can we ever realise our strategy?
Management strategy needs re-evaluatation
On going process

planning
successful realisation of strategy ?
Environment
Clare Baker
Victoria Grimbly
Chris Lowry
Michelle Momo
Quality
LEAN and TQM

Concerned with customer attraction and retention

Provides competitive advantage by:
- Delivering customer expectations
- Reducing/eliminate waste
- Continuous improvement
(Schonberger, 1992)
environment
resources
stakeholders
culture
history
quality
Bibliography
What is culture?
Necessary to understand an organisation's past in order to influence its future (Johnson
et al.
, 2009)

Internal and External

Need to consider:
- Why is it important?
- How does it influence strategy?
- How can it be managed?
Organisational Culture

- Shared goals/
common purpose
National/Regional
- Attitudes
- Traditions
- Religion
- Climate
Functional/divisional
- Geographic
- Objectives
Individual
- Personal beliefs/attitudes
- Religion
- 'Class', values, habits
Culture's influence on Strategy
Seen as a driver

Difficult to change

Need to avoid Strategic Drift
Managing
culture
Organisations can apply Johnson's (1992) cultural web to evaluate their organisational culture and analyse potential strengths and weaknesses

Communicate the strategies with the whole organisation and get their support
Why is history important?
To make the most of past experiences

Understanding past success

To understand the impact of managers

To avoid strategic drift




Historical analysis
Chronological analysis
- How has strategy changed and why?

Cyclical influences
- Will past experiences be repeated?

Anchor points
- Are there particular events that change/changed strategies?

Historical narratives
- How do stakeholders view the history?

(Johnson
et al.
, 2008)
Managing history
History has happened!
- Can it be rewritten?

Better the devil you know

History repeated?
Source: Johnson
et al.
(2008)
Cultural web
Tools to manage stakeholders
management's goal =
create value for
all
stakeholders
Organisation
Customers
Government
Suppliers
Civil Society
Employees
PROS
CONS
Benefits to company
customer loyalty
become a
sustainable business
employees more willing to go that extra mile
suppliers more likely to give better prices and increase quality
corporate performance
'v'
short term profits
issues related to prioritising different stakeholder groups
mutual exclusivity
stakeholder concerns are not always in best interest for organisation but for the stakeholder
Competitors
Media
Trade Unions
Special Interest Groups
Community
Management
Distributors
Board of
Directors
draw up a stakeholder map
filter groups
into a matrix
continual
evaluation
define stakeholder membership & their involvement
stakeholder's potential for cooperation with organisation
HIGH
HIGH
LOW
stakeholder's potential for threat to organisation
mixed blessing
supportive
non-
supportive
marginal
LOW
Source: Savage, G.T et al (1991)
represent the stakeholder
good stewards
level of involvement
rubber stamp
catalyst
good contributors
greater
efficiency
Strategy
Resources
Tangible
Financial Resources
Land
Property
Resources
Elusive
Technology/computer programs
Copyright
Human
Staff development
Collaborative projects
'Buy in'
Environment
Market
Sector
When we observe the environment we realize there are;
Complexities
Changes
The macro-environment
Existence of competitors
Factors that affect an organization's performance:

Political: riot, new legislation
Economic: interest rate, inflation
Social: consumption, lifestyle
Technological: new discoveries
Legal: employment laws, health
Environmental: waste disposal

Implies competitive method of production
for,
High performance
Competitive advantage
Several businesses and competitors in,
Similar sector
Different sectors

Causing varying needs of consumers,
Complex market orientation
Example of Macro-environment effect
The Nigerian civil war in 1967 caused,
Disruption of Shell's and Elf's oil production onshore
Total crude oil production decline from 1966 to 1968
Frynas and Mellahi (2003)
Example of Sector effect
Banks in the New England Federal Reserve district,
Used higher number of competitive methods
Realized higher profits
Powers and Hahn (2002)
Example of
Market effect
Data from a survey of 231 service firms in New Zealand showed that market orientation brings about,
Innovation
Increase firm performance
Competitive advantage
Matear et al (2002)
(Johnson
et al
., 2005)
Johnson, G., Scholes, K. and Whittington, R. (2008)
Exploring Corporate Strategy, Text and Cases
, 8th edition. Harlow, Prentice Hall.

Katsioloudes, M.I. (2002)
Global Strategic Planning: Cultural Perspectives for Profit and Nonprofit Organisations.
Boston, Butterworth-Heinemann.
Henderson, M., Thompson, D., and Henderson, S. (2006)
Leading Through Values: Linking Company Culture To Business Strategy
. Auckland, HarperCollins Publishers.
Flood, P.C., Dromgoole, T., Carroll, S.J., and Gorman, L. (2000)
Managing Strategy Implementation
. Oxford, Blackwell Publishers Ltd.
Bowditch, J.L and Buono, A.F. (1990)
A Primer on Organisational Behaviour
. Second edition. New York, John Wiley and Sons.
Savage, G.T et al. (1991) Strategies for Assessing and Managing Organisational Stakeholders.
Academy of Management Executive
5 (1) 61-75.
Spitzeck, H. and Hansen, E.G (2010) Stakeholder Governance: How Stakeholders Influence Corporate Decision Making.
Corporate Governance
10 (4) 378-391
Tryhorn, C. (2004) McDonald’s profits slump in face of junk food battle.
The Guardian,
28 September: http://www.guardian.co.uk
Crane, A. and Matten, D. (2010)
Business Ethics.
3rd edition. Oxford University Press
Carroll, A.B. (1979) A three dimensional model of corporate social performance.
Academy of Management Review

Edelman, L., Brush, C., & Manolova, T., (2002) The impact of human and organizational resources on small firm strategy.
Journal of Small Business and Enterprise Development.
Vol 9.
Grant, R M. (2010)
Contemporary Strategy Analysis,
7th Edition. John Wiley & Sons, Ltd.
Lockett, A., O’Shea, R. and Wright, M., (2008) The development of the resource-based view: reflections from Birger Wernerfelt 1,
Organisational Studies
, 28 (9) 1125-1141.

Sharples, S. (1987) Putting the wonder back into Woolies,
International Journal of Retail & Management Distribution
, 15 (1)
Wacker, J. and Lummus, R.R (2002) Sales forecasting for strategic resource planning.
International Journal of Operations Management.
22 (9)
http://www.tescoplc.com/media/60113/tesco_cr_report_2011_final.pdf
http://www.tescoplc.com/about-tesco/our-history/
http://www.tesco.com/greenerliving/
http://www.bbc.co.uk/liverpool/content/articles/2008/12/01/local_history_woolworths_feature.shtml
http://www.100thbirthday.co.uk/firststore.html

Mezger, S. and Violani, M. (2012) Seven basic strategic missteps and how to avoid them,
Strategy & Leadership
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Botterill, J. and Kline, S. (2007) From McLibel to McLettuce: childhood, spin and re-branding,
Society and Business Review
2 (1) 74-97.
Schonberger, R.J. (1992) Is strategy strategic? Impact of total quality management on strategy.
Academy of Management Executive
6 (3) 80-87
Websites:
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