Considerable experimentation in organizational form has focused executive attention on the design and use of management control systems MCS to align environmental context and corporate strategy … Expand. Highly Influenced. View 4 excerpts, cites methods and background. Alignment of strategy with structure using control systems. Useful management models have to work with the most important aspects in a modern organization: environment, market analysis, innovation, learning, operation, diffusion, reengineering and added … Expand.
Tata Steel is a company which is now over years old and continues to be a force to reckon with in the world steel industry. This continued profitable presence in a highly technology- and … Expand.
The quest for innovation: learning systems and innovativeness within a global staffing organization. How are senior government executives who attempt to execute an ambitious vision requiring significant strategic change in their organizations able to succeed? How do they go about formulating a … Expand. View 2 excerpts, cites background and methods. Performance management — a strategic and integrated approach to ensuring the success of organizations.
One common mistake when goal setting—whether related to personal growth, professional development, or business—is setting objectives that are impossible to reach. Remember: Goals should be attainable. Use this past experience to define what success looks like. The better prepared you are, the more successful the implementation will likely be. In this phase, it can be helpful to document all of the resources available, including the employees, teams, and departments that will be involved.
Outline a clear picture of what each resource is responsible for achieving, and establish a communication process that everyone should adhere to. Once you know what needs to be done to ensure success, determine who needs to do what and when. Refer to your original timeline and goal list, and delegate tasks to the appropriate team members. You should explain the big picture to your team so they understand the company's vision and make sure everyone knows their specific responsibilities.
Also, set deadlines to avoid overwhelming individuals. Remember that your job as a manager is to achieve goals and keep your team on-task, so try to avoid the urge to micromanage. One of the most difficult skills to learn as a manager is how to guide and support employees effectively. One effective strategy for monitoring progress is to use daily, weekly, and monthly status reports and check-ins to provide updates, re-establish due dates and milestones, and ensure all teams are aligned.
Restructuring churn is expensive, and new structures often create new organizational problems that are as troublesome as the ones they try to solve. It takes time for employees to adapt to them, they create legacy systems that refuse to die, and a great deal of tacit knowledge gets lost in the process. Given the costs and difficulties involved in finding structural ways to unlock value, it's fair to raise the question: Is structural change the right tool for the job?
The answer is usually no, Kaplan and Norton contend. Argues that structural change is not the most appropriate tool for the job, noting that restructuring is disruptive, takes time for employees to adapt and causes the loss of tacit knowledge as disaffected workers move elsewhere.
Discusses the use of a balanced scorecard system to evaluate the type of structure required from four perspectives: financial, customer, process and the learning and growth perspective. Explains how a strategy system based on the balanced scorecard approach can be implemented. Shows how strategic themes group together different corporate-level objectives, measures and initiatives and how they can be mapped across the various perspectives of the balanced scorecard framework.
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