OBS 330:
Block 9
, CHAPTER LEARNING OBJECTIVES
1. What managers must do to execute strategy successfully.
2. Why hiring, training, and retaining the right people constitute a key component of the
strategy execution process.
3. That good strategy execution requires continuously building and upgrading the
organisations resources and capabilities.
4. What issues to consider in establishing a strategy-supportive organisational structure and
organising the work effort.
5. The pros and cons of centralised and decentralised decision making in implementing the
chosen strategy.
LO 1 DESCRIBE THE EVOLVEMENT OF BUSINESS ETHICS
EXECUTING STRATEGY is an action-orientated task that tests a manager’s ability to
direct organisational change, achieve improvements in day-to-day operations, create
and nurture a culture that supports good strategy execution, and meet or beat
performance targets.
The chief executive officer and the heads of major units (business divisions,
functional departments, and key operating units) are ultimately responsible for seeing
that strategy is executed successfully, although all company personnel are actively
involved in the strategy execution process in one way or another. Good strategy
execution requires a team effort. All managers have strategy-executing responsibility
in their areas of authority and all employees are active participants in the strategy
execution process.
There are important implementation levers which assist in moving from your intended
strategy to your realised strategy. An intended strategy refers to all the plans you put
into place in terms of what you plan to do. A released strategy goes beyond
implementation and is when you actually implement your plans from the intended
strategy.
Committing to executing a strategy:
Entails figuring out the specific techniques, actions, and behaviours necessary
for a smooth strategy-supportive operation.
Following through to get things done and deliver results.
Making things happen (leadership) and making them happen right
(management).
Block 9
, CHAPTER LEARNING OBJECTIVES
1. What managers must do to execute strategy successfully.
2. Why hiring, training, and retaining the right people constitute a key component of the
strategy execution process.
3. That good strategy execution requires continuously building and upgrading the
organisations resources and capabilities.
4. What issues to consider in establishing a strategy-supportive organisational structure and
organising the work effort.
5. The pros and cons of centralised and decentralised decision making in implementing the
chosen strategy.
LO 1 DESCRIBE THE EVOLVEMENT OF BUSINESS ETHICS
EXECUTING STRATEGY is an action-orientated task that tests a manager’s ability to
direct organisational change, achieve improvements in day-to-day operations, create
and nurture a culture that supports good strategy execution, and meet or beat
performance targets.
The chief executive officer and the heads of major units (business divisions,
functional departments, and key operating units) are ultimately responsible for seeing
that strategy is executed successfully, although all company personnel are actively
involved in the strategy execution process in one way or another. Good strategy
execution requires a team effort. All managers have strategy-executing responsibility
in their areas of authority and all employees are active participants in the strategy
execution process.
There are important implementation levers which assist in moving from your intended
strategy to your realised strategy. An intended strategy refers to all the plans you put
into place in terms of what you plan to do. A released strategy goes beyond
implementation and is when you actually implement your plans from the intended
strategy.
Committing to executing a strategy:
Entails figuring out the specific techniques, actions, and behaviours necessary
for a smooth strategy-supportive operation.
Following through to get things done and deliver results.
Making things happen (leadership) and making them happen right
(management).
