Chapter-02 the Managerial Process of Crafting and Executing Strategy

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<ul><li><p>7/30/2019 Chapter-02 the Managerial Process of Crafting and Executing Strategy</p><p> 1/15</p><p>Mohammed Sohail Mustafa 1</p><p>Chapter - 02</p><p>The Managerial Process of Craftingand Executing Strategy</p></li><li><p>7/30/2019 Chapter-02 the Managerial Process of Crafting and Executing Strategy</p><p> 2/15</p><p>Mohammed Sohail Mustafa 2</p><p>Topics to be Covered</p><p> What is Strategic Planning?</p><p> Strategic planning process.</p><p> Situational Analysis.</p><p> Corporate Governance.</p><p> Principles of Corporate Governance.</p><p> Mechanisms &amp; Controls of Corporate Governance.</p></li><li><p>7/30/2019 Chapter-02 the Managerial Process of Crafting and Executing Strategy</p><p> 3/15</p><p>Mohammed Sohail Mustafa 3</p><p>What is Strategic Planning?</p><p> Strategic planning is an organization's process ofdefining its strategy, or direction, and makingdecisions on allocating its resources to pursue thisstrategy, including its capital and people. In order</p><p>to determine where it is going, the organizationneeds to know exactly where it stands, thendetermine where it wants to go and how it will getthere. All strategic planning deals with at least one</p><p>of three key questions: "What do we do?"</p><p> "For whom do we do it?"</p><p> "How do we excel?"</p></li><li><p>7/30/2019 Chapter-02 the Managerial Process of Crafting and Executing Strategy</p><p> 4/15</p><p>Mohammed Sohail Mustafa 4</p><p>Strategic Planning Process</p></li><li><p>7/30/2019 Chapter-02 the Managerial Process of Crafting and Executing Strategy</p><p> 5/15</p><p>Mohammed Sohail Mustafa 5</p><p>Phase I: Developing a Strategic Vision</p><p> Vision: Defines the way an organization or enterprisewill look in the future. Vision is a long-term view,sometimes describing how the organization would likethe world to be in which it operates. For example, a</p><p>charity working with the poor might have a visionstatement which reads "A World without Poverty."</p><p> Mission: Defines the fundamental purpose of anorganization or an enterprise, succinctly describing whyit exists and what it does to achieve its Vision.</p><p> Values: Beliefs that are shared among the stakeholders ofan organization. Values drive an organization's cultureand priorities and provide a framework in whichdecisions are made.</p></li><li><p>7/30/2019 Chapter-02 the Managerial Process of Crafting and Executing Strategy</p><p> 6/15</p><p>Mohammed Sohail Mustafa 6</p><p>Characteristics of an Effective Worded StrategicVision</p></li><li><p>7/30/2019 Chapter-02 the Managerial Process of Crafting and Executing Strategy</p><p> 7/15</p><p>Mohammed Sohail Mustafa 7</p><p>Common Shortcomings in Company Vision Statement</p></li><li><p>7/30/2019 Chapter-02 the Managerial Process of Crafting and Executing Strategy</p><p> 8/15</p><p>Mohammed Sohail Mustafa 8</p><p>Phase II Setting Objectives</p><p> Well-constructed goals have four main characteristics:1. They are precise and measurable. Measurable goals give managers a</p><p>yardstick or standard against which they can judge theirperformance.</p><p>2. They address crucial issues. To maintain focus, managers shouldselect a limited number of major goals to assess the performance of</p><p>the company. The goals that are selected should be crucial orimportant ones.</p><p>3. They are challenging but realistic. They give all employees anincentive to look for ways of improving the operations of anorganization. If a goal is unrealistic in the challenges it poses,employees may give up; a goal that is too easy may fail to motivate</p><p>managers and other employees.4. They specify a time period in which the goals should be achieved,when that is appropriate. Time constraints tell employees thatsuccess requires a goal to be attained by a given date, not after thatdate. Deadlines can inject a sense of urgency into goal attainmentand act as a motivator. However, not all goals require timeconstraints.</p></li><li><p>7/30/2019 Chapter-02 the Managerial Process of Crafting and Executing Strategy</p><p> 9/15</p><p>Mohammed Sohail Mustafa 9</p><p>Phase III Crafting a Strategy to AchieveObjectives &amp; Vision</p></li><li><p>7/30/2019 Chapter-02 the Managerial Process of Crafting and Executing Strategy</p><p> 10/15</p><p>Mohammed Sohail Mustafa 10</p><p>Phase IV Implementing &amp; Executing Strategy</p><p> Building a capable organization</p><p> Allocating resources to strategy-critical activities</p><p> Establishing strategy-supportive policies</p><p> Instituting best practices and programs for continuousimprovement</p><p> Installing information, communication, and operatingsystems</p><p> Motivating people to pursue the target objectives</p><p> Tying rewards to achievement of results Creating a strategy-supportive corporate culture</p><p> Exerting the leadership necessary to drive the processforward and keep improving.</p></li><li><p>7/30/2019 Chapter-02 the Managerial Process of Crafting and Executing Strategy</p><p> 11/15</p><p>Mohammed Sohail Mustafa 11</p><p>Phase V Monitoring Developments,Evaluating Performance &amp; Making Corrective</p><p>Adjustments Customer needs and competitive conditions</p><p>change</p><p> New opportunities appear; technologyadvances; any number of other outsidedevelopments occur</p><p> One or more aspects of executing the strategy</p><p>may not be going well New managers with different ideas take over</p><p> Organizational learning occurs</p></li><li><p>7/30/2019 Chapter-02 the Managerial Process of Crafting and Executing Strategy</p><p> 12/15</p><p>Mohammed Sohail Mustafa 12</p><p>Situational Analysis</p><p> When developing strategies, analysis of the organization and itsenvironment as it is at the moment and how it may develop inthe future, is important. The analysis has to be executed at aninternal level as well as an external level to identify allopportunities and threats of the external environment as well as</p><p>the strengths and weaknesses of the organizations. There areseveral factors to assess in the external situation analysis:</p><p> Markets (customers)</p><p> Competition</p><p> Technology</p><p>Supplier markets Labor markets</p><p> The economy</p><p> The regulatory environment</p></li><li><p>7/30/2019 Chapter-02 the Managerial Process of Crafting and Executing Strategy</p><p> 13/15</p><p>Mohammed Sohail Mustafa 13</p><p>Corporate Governance</p><p> Corporate governance is a number of processes, customs,policies, laws, and institutions which have impact on the way acompany is controlled. An important theme of corporategovernance is the nature and extent of accountability of peoplein the business, and mechanisms that try to decrease the</p><p>principal-agent problem. Corporate governance also includes the relationships among the</p><p>many stakeholders involved and the goals for which thecorporation is governed. In contemporary business corporations,the main external stakeholder groups are shareholders, debt</p><p>holders, trade creditors, suppliers, customers and communitiesaffected by the corporation's activities. Internal stakeholders arethe board of directors, executives, and other employees.</p></li><li><p>7/30/2019 Chapter-02 the Managerial Process of Crafting and Executing Strategy</p><p> 14/15</p><p>Mohammed Sohail Mustafa 14</p><p>Principles of Corporate Governance</p><p>1. Rights and equitable treatment ofshareholders:</p><p>2. Interests of other stakeholders:</p><p>3. Role and responsibilities of the board:</p><p>4. Integrity and ethical behavior:</p><p>5. Disclosure and transparency:</p></li><li><p>7/30/2019 Chapter-02 the Managerial Process of Crafting and Executing Strategy</p><p> 15/15</p><p>Mohammed Sohail Mustafa 15</p><p>Mechanisms &amp; Controls of Corporate Governance</p><p> Internal corporate governance controls. Monitoring by the board of directors. Internal control procedures and internal auditors. Balance of power. Remuneration.</p><p> External corporate governance controls competition debt covenants demand for and assessment of performance information</p><p>(especially financial statements) government regulations managerial labor market media pressure takeovers</p></li></ul>