Starteegiline juhtimine (0)

Starteegiline juhtimine, eksamiks valmistumine
Strateegilise üldjuhtimise tsükkel : kavandamine, korraldamine, kontroll
Strateegiline plaanimine - on organisatsiooni sise- ja väliskeskkonna analüüsiprotsess, määramaks põhilised eesmärgid, mis aitavad äriühingul täita oma missiooni ja liikuda oma visiooni suunas.
Starteegilise juhtimise tsükkel:
visioon / mission , väärtused;
teadmised, oskused;
tegevused,
tulemused-tagasiside.
Strateegia on eesmärgistatud kavand, mis sobitab omavahel organisatsiooni ressursid , struktuuri ja kultuuri (tugevused, nõrkused) väliskeskkonna muutustega (võimalused, ohud).
Strateegiline juhtimine on otsuste ja tegevuste kogum, mis kindlustab pikas perspektiivis äriühingu jätkusuutliku tulemuslikkuse.
• Organisatsiooni seire, formuleerimise, elluviimise, hindamise ja kontrolli
protsess.
Strateegilist juhtimist iseloomustab:
• Interdistsiplinaarsus  Organisatsioon kui tervik
• Fookus väliskeskkonnale  Majandus  Konkurents  Turg
• Fookus sisekeskkonnale  Ressursid ja võimekused
ineeenooreire, formuleerimise,
• Fookus tulevikku  Otsused  Plaanid  Muutused
strateegilise juhtimise arengu etapid
finantsplaneerimine, prognoosimine, väliskeskkonnale orienteeritud starteegiline planeerimine , strateegiline juhtimine
Strateegilise juhtimise baasteooriad
* Ratsionaalse otsustamise vaade (nt Ansoff, LCAG mudel)
* Majandusteaduslik vaade (nt Property rights, Principal-Agent, Mänguteooria , Tööstusökonoomika)
• Ressursid ja teadmised (nt RBV, Knowledge - Based View)
• Organisatsiooni ökoloogia (nt Organization Ecology)
• Evolutsiooniline ja tõlgendav vaade (nt „ strategy as practice“)
Strateegilise juhtimise mudel
Strateegilise juhtimise põhielemendid:
• Keskkonna seire • Strateegia sõnastamine • Strateegia elluviimine • Hindamine ja kontroll • Tagasiside / õppimine
KESKKONNA KATEGOORIAD
Sisekeskkond (strktuur, kultuur, ressurssid), task environment (industry) – societal environment, väliskeskkond
STRATEEGIA ELEMENDID
Kes me oleme ja mida väärtustame? (eksistents) – mission
Kuhu me tahame pikas plaanis jõuda? – visioon
Plaan sellest, kuidas me saavutame oma visiooni? – starteegia
Plaanitud tegevuste tulemused. Kuidas saavutada edu? – Eesmärgid
Strateegiad moodustavad üldise kava selle kohta, kuidas äriühing täidab oma missiooni ja saavutab seatud eesmärgid, ning sisaldab neli strateegia tasandit:
 Operatiivstrateegiad ehk funktsionaalsed - rmt, it, r&d, tootmise, teeninduse, turunduse, finants , HR) KES JA MIDA TEEB
 Äristrateegiad ((konkurentsi ja koostöö strateegia) KUIDAS TEHA
 Üldstrateegiad ehk organisatsioonilised (mis valdkonnas olla?) (kasvu-stabiilsuse ja kahanemise strateegiad)MIDA TEHA
 Omanikkonna strateegiad MIKS TEHA
Poliitikad on igapäevase otsustamise suunised, mis ühendavad strateegia formuleerimise selle elluviimisega (mida ja miks teha?), nt:  reeglid  standardid  juhendid  filosoofiad
Strateegia elluviimine on protsess millega strateegiad ja poliitikad ellu viiakse, arendades välja:
1. Tegevuskavad ( programmid ) 2. Eelarved 3. Menetlused (protseduurid)
Hindamine ja kontroll on protsess, mille käigus hinnatakse organisatsioonilisi tegevusi ja tulemusi ning neid võrreldakse püstitaud strateegiliste eesmärkidega.
Tulemuslikkus ( performance ) on organisatsiooniliste tegevuste lõpptulemus.
Strateegilised otsused on: 
Harukordsed (rare)  Põhjuslikud (consequential)  Juhuslikud (directive) suunatud tulevikku 1,5,10 a
Strateegilise otsustusprotsessi etapid
1. Hinda praegust tulemuslikkust
2. Vaata üle äriühingute valitsemine
3. Uuri ja hinda väliskeskkonda
4. Uuri ja hinda organisatsiooni sisekeskkonda
5. Analüüsi strateegilised faktorid (SFAS)
6. Loo, hinda ja vali parim strateegia
( TOWS )
7. Vii valitud strateegiad ellu
8. Hinda elluviidud strateegiaid
Strateegiline audit võimaldab suunatud teemakohaseid kontrollküsimusi esitades organisatsiooni terviklikku analüüsi, eesmärgiga arendada strateegiat ja parandada organisatsioonilist tulemuslikkust.
Responsibilities of the Board of
Directors
Due care, Board of directors are responsible that the corporation is not harmed by members of the board, Directors can be held liable.
− Hires and fires the CEO and top management .
− Controls, monitors, or supervises top management.
− Reviews and approves the use of resources.
− Cares for shareholders’ interests.
− Assures that the corporation is managed in accordance with state laws, security regulations and conflict of interest situations.
Role of the Board in Strategic Management
• Monitor developments inside and outside the corporation.
• Evaluate and influence management proposals , decisions and actions .
• Set corporate strategy, the corporation’s overall direction, mission, and vision .
Carroll’s (1979) four
responsibilities of business
in order of priority …
• Economic (must do)
• Legal (have do)
• Ethical (should do)
• Discretionary (might do)
*agenditeooria suures ettevõttes,
* mis on mission, EKSISTENTS – KES ME OLEMA JA MIDA VÄÄRTUSTAME
*suure ettevõtte hierarhia
* Mintzberg The 5 Ps of Strategy were created by Henry Mintzberg in 1987. Each of the 5 Ps stands for a different approach to strategy:

Plan.

Ploy.

Pattern.

Position .

Perspective.
As a Plan, strategy needs to be developed in advance and with purpose. As a Ploy, strategy is a means of outsmarting the competition .
With strategy as a Pattern, we learn to appreciate that what was successful in the past can lead to success in the future.
With Position, strategy is about how the organization relates to its competitive environment, and what it can do to make its products unique in the marketplace.
Perspective emphasizes the substantial influence that organizational culture and collective thinking can have on strategic decision making within a company.
Understanding and using each element helps you develop a robust, practical and achievable business strategy.
*a strategy in a small organization,
* learning organization, what is a policy,
Õppiv organisatsioon on selline organisatsioon, mis oskab luua, säilitada ja siirdada teadmist ning kohandab vastavalt oma käitumist.
Õppiva organisatsiooni põhitegevused:
• Lahendab probleeme süsteemselt
• Eksperimenteerib
• Õpib mineviku kogemustest ja teistelt
• Siirdab teadmisi kiiresti ja takistusteta läbi terve organisatsiooni
Basic Organisational Structures
• Simple • Functional • Divisional
Situational Analysis : SWOT Analysis
Strategy formulation- concerns developing a corporation’s mission, objectives, strategies and policies
Situation Analysis- the process of finding a strategic fit between
external opportunities and internal strengths while working around
external and internal weaknesses -
• Strategy = opportunity / capacity
• Opportunity has no real value unless a company has the capacity to take advantage of that opportunity
SFAS summarizes an organization’s strategic factors by combining the external factors from the EFAS . Table with the internal factors from the IFAS Table.
Strategic window- a unique market opportunity that is available for a particular time.
TOWS Matrix - illustrates how the external opportunities and threats can be matched with internal strengths and weaknesses to result in 4 possible strategic alternatives
• Provides a means to brainstorm alternative strategies
• Forces managers to create various kinds of growth and retrenchment strategies
• Used to generate corporate as well as business strategies
Business strategy focuses on improving the competitive position of a company’s or business unit ’s products or services within the specific industry or market segment it serves.
Business strategy is comprised of:
• Competitive strategy
• Cooperative strategy
Porter ’s Competitive Strategies:
*Lower cost strategy *Differentiation strategy- * • Cost leadership- *Cost Focus * Differentiation Focus *Differentiation-
The eight dimentions of quality

Performance – peamine funktsioon

Features – kellad ja viled

Reliability – usaldusväärsus

Conformance – vastavus showroomis näidatuga

Durability - kestvus

Serviceability – lihtne hooldada

Aesthetics – esteetika, kuidas product lõhnab, välja näeb jne

Perceived Quality – üldine maine
Industry Structure and Competitive Strategy
Fragmented industry- palju väikseid firmasid väiksel turul
Consolidated industry – paar suuri firma dominantsus
Hyper -competition and Competitive Advantage Sustainability
Competitive Tactics
Requerements for Generic Competitive Strategies
Overall cost of leadership
Differentaiton
Focus
Market location tactics- where a company implements a strategy • Offensive tactics • Defensive tactics
Cooperative Strategies-
* Collusion
* Strategic alliances
Used to:
− Obtain or learn new capabilities
− Obtain access to specific markets
− Reduce financial risk
− Reduce political risk
Corporate Strategy
Directional strategy- KASV , STABILITY, RETRENCHMENT
Portfolio analysis-
Growth Strategy: Concentration and Diversification
Merger- a transaction involving two or more corporations in which stock is exchanged but in which only one corporation survives • Acquisition- the purchase of a company that is completely absorbed by the subsidiary or division of the acquiring corporation
Diversification Strategies
Concentric ( Related ) Diversification-
Synergy-
Conglomerate (Unrelated) Diversification- growth into an unrelated industry
• Management realizes that the current industry is unattractive
• Firm lacks outstanding abilities or skills that it could easily transfer to related products or services in other industries
Stability Strategies- continuing activities without any significant change in direction
• Pause/Proceed with caution strategyan opportunity to rest before continuing a growth or retrenchment strategy
• No change strategy- continuance of current operations and policies
• Profit Strategies- to do nothing new in a worsening situation but instead to act as though the company’s problems are only temporary
Retrenchment Strategies
Functional strategy- the approach a functional area takes to achieve corporate and business unit objectives and strategies by maximizing resource productivity
Marketing strategy deals with pricing, selling and distributing a product
Market development strategy provides the ability to:
• Capture a larger market share
• Develop new uses and/or markets for current products Product de
Product development strategy
provides the ability to: • Develop new products for existing markets • Develop new products for new markets
Line extension- using a successful brand name to market other products • Push strategy- promotions to gain or hold shelf space in retail outlets • Pull strategy- advertising to “pull” products through the distribution channels
Skim pricing- offers the opportunity to “skim the cream” from the top of the demand curve with a high price while the product is novel and competitors are few •
Penetration pricing- attempts to hasten market development and offers the pioneer the opportunity to use the experience curve to gain market share with low price and then dominate the industry
FUNKTSIONAALSED STRATEEGIAD
Financial Strategy- examines the financial implications of corporate and business-level strategic options and identifies the best financial course of action
Financial strategy includes the management of: • Dividends • Stock price • Sales of company patents
Research and Development Strategy- deals with product and process innovation and improvement • Technological leader- pioneers innovation • Technological follower- imitates the products of competitors • Open innovation- use of alliances and connections with corporate, government, academic labs and consumers to develop new products and processes
Operations Strategy- determines how and where a product or service is to be manufactured, the level of vertical integration in the production process, the deployment of physical resources and relationships with suppliers
Purchasing Strategy- deals with obtaining raw materials, parts and supplies needed to perform the operations function Options include : • Sole suppliers – One supplier of one item • Multiple suppliers – Many suppliers of an item • Parallel sourcing – Two suppliers provide same item
Logistics Strategy- deals with the flow of products into and out of the manufacturing process Trends include: • Centralization • Outsourcing • Internet
Human resource management strategy (HRM), among others things, addresses of whether a company should hire a large number of low-skilled employees or skilled who receive relatively high pay and are cross-trained to participate in self-managing work teams. Trends include: • Part-time & temporary employees • 360-degree appraisal • Diverse workforce
Information Technology Strategy Trends include:
• Follow the sun management • Internet • Extranet • Intranet
Sourcing Decision:
Location of Functions Outsourcing- purchasing from someone else a product or service that had been previously provided internally Offshoring- the outsourcing of an activity or a function to a whollyowned company or an independent provider in another country
Strategies to Avoid • Avoid outsourcing distinctive competencies Strategies to avoid: • Follow the leader • Hit another home run • Arms race • Do everything • Losing hand
Strategic Choice: Selecting the best strategy Corporate Scenarios- pro forma balance sheets and income statements that forecast the effect each alternative strategy/its various programs may have on division and corporate return on investment (ROI)
Steps include 1. Use industry scenarios to develop assumptions about the task environment 2. Develop common size financial statements for prior years 3. Construct detailed pro forma financial statements for each strategic alternative
Management’s Attitude Toward Risk Risk- composed not only of the probability that the strategy will be effective but also of the amount of assets the corporation must allocate to the strategy and the length of time the assets will be unavailable for other uses.
Process of Strategic Choice Strategic choice- the evaluation of alternative strategies and selection of the best alternative  Consensus, Devil’s advocate, Dialectical inquiry
Criteria for evaluating alternatives includes: • Mutual exclusivity • Success • Completeness • Internal Consistency
Difference between Policy and Strategy
• Policy is a blueprint of the organizational activities which are repetitive/ routine in nature. While strategy is concerned with those organizational decisions which have not been dealt/faced before in same form.
• A policy is what is, or what is not done. While a strategy is the methodology used to achieve a target as prescribed by a policy.
Strategy implementation- the sum total of all activities and choices required for the execution of a strategic plan • Who are the people to carry out the strategic plan? • What must be done to align company operations in the intended direction? • How is everyone going to work together to do what is needed?
Common Strategy Implementation Problems 1. Took more time than planned 2. Unanticipated major problems 3. Poor coordination 4. Competing activities and crises created distractions 5. Employees with insufficient capabilities 6. Poor subordinate training 7. Uncontrollable external environmental factors 8. Poor departmental leadership and direction 9. Inadequately defined implementation tasks and activities 10. Inefficient information system to monitor activities
What Must Be Done? Developing Programs, Budgets and Procedures 1. Programs make strategies action-oriented 2. Budget- provides the last real check on the feasibility of the strategy 3. Procedures (organizational routines)- detail the various activities that must be carried out to complete a corporation’s programs
Stages of Corporate Development I. Simple Structure • Flexible and dynamic II. Functional Structure • Entrepreneur is replaced by a team of managers III. Divisional Structure • Management of diverse product lines in numerous industries • Decentralized decision making IV. Beyond SBU’s • Matrix • Network
Blocks to Changing Stages • Internal  Lack of resources  Lack of ability  Refusal of top management to delegate • External  Economy  Labour shortages  Lack of market growth
Organizational Life Cycle Bdescribes how organizations grow, develop and decline Stages include: • I Birth • II Growth • III Maturity • IV Decline • V Death
Basic organizational structures:
Simple
Functional CEO – sales and marketing: product; finance , HR
ultidivisional – divisjonid ning ressurssid on jaotatud eraldi
advanced types of org. structurs:
matrix struktuur
multinational structure
transnational structure
project -based structure
network structure
Reengineering- the radical redesign of business processes to achieve major gains in cost, service, or time
Principles for Reengineering • Organize around outcomes, not tasks • Have those who use the output of the process perform the process • Subsume information-processing work into real work that produces information • Treat geographically-dispersed resources as though they were centralized • Link parallel activities instead of integrating their results • Put the decision point where the work is performed and build control into the process • Capture information once and at the source
Six Sigma- an analytical method for achieving near perfect results on a production line

Define a process where results are below average 2. Measure the process to determine current performance 3. Analyse the information to determine problems 4. Improve the process and eliminate the error 5. Establish preventive controls.
Lean Six Sigma- incorporates Six Sigma with lean manufacturing removes unnecessary production steps and fixes the remaining steps
Job Design- the study of individual tasks in an attempt to make them more relevant to the company and to the employees New job design techniques: • Job enlargement • Job rotation • Job enrichment model
Forces for Standardization • Convergence of customer preferences and incomes • Competition from other global products • Growing customer awareness of international brands • Economies of scale • Falling trading costs across countries • Cultural exchange and business interactions among countries
Forces for Customization • Differences in customer preferences • Differences in customer incomes • Need to build local brand reputation • Competition from domestic companies • Variations in trading costs • Local regulatory requirements
International Strategic Alliances Drivers for strategic fit among alliance partners: • Partners must agree on values and vision • Alliance must be derived from business, corporate and functional strategy • Alliance must be important to partners, especially top management • Partners must be mutually dependent for achieving objectives • Activities must add value • Alliance must be accepted by stakeholders • Partners contribute strengths while protecting core competencies
Stages of International Development Stage 1: Domestic company Stage 2: Domestic company with export division Stage 3: Primarily domestic company with international division Stage 4: Multinational corporation with multidomestic emphasis Stage 5: Multinational corporation with global emphasis
Centralization versus Decentralization • Product group structure- enables the company to introduce and manage a similar line of products around the world • Geographic area structure- allows the company to tailor products to regional differences and to achieve regional coordination Multinational corporations are moving from geographic area to product group structures
Strategy implementation- the sum total of all activities and choices required for the execution of a strategic plan • Who are the people to carry out the strategic plan? • What must be done to align company operations in the intended direction? • How is everyone going to work together to do what is needed?
Common Strategy Implementation Problems 1. Took more time than planned 2. Unanticipated major problems 3. Poor coordination 4. Competing activities and crises created distractions 5. Employees with insufficient capabilities 6. Poor subordinate training 7. Uncontrollable external environmental factors 8. Poor departmental leadership and direction 9. Inadequately defined implementation tasks and activities 10. Inefficient information system to monitor activities
What Must Be Done? Developing Programs, Budgets and Procedures 1. Programs make strategies action-oriented 2. Budget- provides the last real check on the feasibility of the strategy 3. Procedures (organizational routines)- detail the various activities that must be carried out to complete a corporation’s programs
Achieving Synergy Synergy– exists for a divisional corporation if the return on investment is greater than what the return would be if each division were an independent business
Structure Follows Strategy
Changes in corporate strategy lead to changes in organizational structure What occurs: 1. New strategy is created 2. New administrative problems emerge 3. Economic performance declines 4. New appropriate structure is invented 5. Profit returns to its previous level
International Issues in Staffing • Culture differences • Management styles • Human resource practices • Sub optimization • Communication and coordination • Lack of international management with experience
Action plan - what actions are going to be taken, by whom, during what time frame, and with what expected results
Total Quality Management (TQM)- philosophy that is committed to customer satisfaction and continuous improvement Objectives: 1. Better, less variable quality of the product and service 2. Quicker less variable response in processes to customer needs 3. Greater flexibility in adjusting to customers’ shifting requirements 4. Lower cost through quality improvement and elimination of non-value added work
Primary Measures of Corporate Performance • Return on Investment (ROI) • Earnings per share (EPS) • Return on equity (ROE) • Operating cash flow  Free cash flow
Balanced score card – combines financial measures that tell results of actions already taken with operational measures on customer satisfaction, internal processes and the corporation’s innovation and improvement activities • Financial • Customer • Internal business perspective • Innovation and learning
Evaluating Top Management and the Board of Directors • Chairman-CEO Feedback Instrument • Management Audit • Strategic Audit
Benchmarking Steps 1. Identify the area or process to be examined 2. Find behavioural and output measures 3. Select an accessible set of competitors of best practices 4. Calculate the differences among the company’s performance measurements and those of the competitors and determine why the differences exist 5. Develop tactical programs for closing performance gaps 6. Implement the programs and compare the results
Most widely used measurement techniques • Return on investment • Budget analysis • Historical comparison • International transfer pricing
Strategic Information Systems • Enterprise Resource Planning (ERP)- unites all of a company’s major business activities within a single family of software modules providing instant access throughout the organization • Divisional and Functional IS Support- used to support, reinforce, or enlarge business level strategy throughout the decision support system • The Best-Run Businesses Run SAP
*what of the following describes mission best,
*what can make a company change the strategy (trigger), In the business world, change is all around us, almost every minute of the day. It can come in the form of:

• Stakeholder expectations
  
• Human resources
  
• The environment (Internal or external)
  
• Management
  
• Organizational structure
  
• Policies and processes
  
• Regulatory/legislated changes
  
• Cash flow
  
• Competition
  
• Products or services
  

*strateegilised otsused.
*functional strategy;
*what questions should a company ask itself before setting strategy;
*strategy 4 phases- whats the first phase;
*multidivisjonal company consists of 3 hierarhical levels ja valikvastused kombineerisid 3 erinevat järgnevatest: functional, divisjonal, enterprise, corporate
*mis perioodiks tehakse finantsplaane , Ettevõtte numbriline tegevusplaan, mille abil kavandatakse ettevõtte majandustulemused ja finantsseisund plaaniperioodiks.
*kes viib strateegia ellu, - tegevuse stadium str juhtimises. Str. Viivad ellu ette vote kõik töötajad, ev juhid on loonud eeldused elluviimiseks
*milline on äriühingu strateegia
 *KISS – situational, strategic, integrated , controlled
Martin Hilb presents a new, holistic approach to corporate governance called
“New Corporate Governance”, which is based on a reversed KISS principle: keep it Situational, Strategic, Integrated and Controlled, adding simultaneous value to shareholders, customers, employees and society.
* Tüpoloogia küsimused – omaniku tüpoloogia 4 tüüpi (HUSTA, MODERN, PRAMA , IDEA) – humanist , modern, pragmatist , idealist
*strateegia definitsioonist;
*neljast peamisest strateegilisest komponedist: keskkonna seire, strateegia formuleerimine, strateegia rakendus, kontroll;
*maatriks-struktuurist ettevõtes; A matrix type of organisational structure combines the traditional departments seen in functional structures with project teams. 
*missiooni definitsioonist;
*TOWS põhimõtest; A TOWS analysis involves the same basic process of listing strengths, weaknesses, opportunities and threats as a SWOT analysis, but with a TOWS analysis, threats and opportunities are examined first and weaknesses and strengths are examined last. After creating a list of threats, opportunistic, weaknesses and strengths, managers examine ways the company can take advantage of opportunities and minimize threats by exploiting strengths and overcoming weaknesses.
*firma nõukogu pädevusest.
Role of the Board in Strategic Management
• Monitor developments inside and outside the corporation.
• Evaluate and influence management proposals, decisions and actions.
• Set corporate strategy, the corporation’s overall direction, mission, and vision.
Äriseadustiku järgselt on nõukogu pädevuses ettevõtte tegevuse planeerimine, ettevõtte juhtimise korraldamine ning järelvalve teostamine ettevõtte juhatuse tegevuse üle