Implementation of the stages of strategic planning in organizations of the social sphere. The main conditions for the successful implementation of the strategy

1. Evaluation of the effectiveness of the implementation of the strategy is carried out at the following levels:
the effectiveness of the implementation of individual strategic programs
staff performance
the degree of achievement of the set strategic goals
the degree of compliance of the set strategic goals with the interests of stakeholders
efficiency of departments

2. In strategic management, when defining tasks, it is more important for an employee to indicate ...
on the desired result, and not on his duties and scope of efforts
his responsibilities and scope of effort, and not on the desired result
on the desired result, and on his responsibilities and scope of efforts in the complex

3. Strategic change is determined by...
real competitive position of the organization
personnel motivation system of the organization and the production technology used
only the internal features of this particular organization
characteristics of the present and future strategic state organization, dynamic changes in the external environment

4. Indicators of strategy implementation and achievement of strategic goals at the corporate level include:
return on assets and sales
production cost level
volume of sales
shipment of goods
return on investment

5. Types of strategic control systems
corporate
bureaucratic
functional
market
by exit

6. Main functions of strategic controlling
strategy planning
control over the implementation of the overall strategy
coordination of all stages of strategic management
monitoring of the system of strategic indicators
staff motivation to implement the strategy

7. The task of strategic control is to prevent disruption and achieve strategic goals.
Yes
No

8. Approaches to managing the process of implementing strategic changes:
authoritarian
democratic
controlling
motivating
collaborative approach
liberal
championship

9. Five main areas of strategic change in the implementation of the strategy
staff
organization image
organization structure
culture
management style
systems
external environment
experience

10. The main functions of managing the implementation of the strategy:
development of a strategic program or plan
strategic control
development of a basic strategy
staff motivation to implement the strategy
strategy analysis

11. The system of specific in-house education (corporate universities) is ...
trainings based on the invitation of external specialists and consultants
regional advanced training courses
conclusion of agreements with universities for the training of their own specialists
a structural subdivision of an organization that performs a specific set of functions, including educational

12. When implementing strategic changes, it is preferable to ...
administrative, hard management style
participatory management style
a combination of styles depending on the importance and nature of strategic changes
democratic management style

13. Two main processes for implementing the strategy:
making strategic changes in the organization
performing the main functions of managing the implementation of the strategy
operational management of the implementation of the strategy
strategic management of the implementation of the strategic plan
personnel Management

14. Basic elements of organizational culture
values, social attitudes
hierarchy levels
moral principles and business ethics
personnel management methods
employee motivation methods
communication system
leadership style

The experience of strategic management, accumulated by many domestic and foreign corporations, indicates that the success of any strategy ultimately depends on the organization of work to implement the entire system of plans.

There is even an opinion that with a very good organization in the implementation of an average strategy, one can achieve greater success than those that are given by a bad organization of a strategy that is brilliant in ideas.

The developments of the well-known consulting firm McKinsey have shown that the successful implementation of a new strategy is hampered by the fact that it relies on old structures, values, systems, skills, personnel and management style that do not correspond to new tasks and methods of solving them. Based on her research, a model was developed, called Seven S by initial letters words for conditions successful implementation strategies. In Figure 5.7, we have retained the spelling of these conditions in English language, below is an explanation of the conditions in Russian. Its main idea is not only that the implementation of the strategy is carried out through changes in these areas, but also that in each specific case it is necessary to search for them. the best combination ensuring the effectiveness of the actions taken.

Rice. 5.7. Model for successful strategy implementation

strategy- strategic plan or a course of action that determines the long-term allocation of resources to achieve goals.

Structure - the structure or ways of connecting people, tasks and individual activities, as well as the relationship between them.

Shared Values ​​- values ​​shared by people and concepts of organization development.

Systems - formal procedures or systems of control, measurement of performance parameters, planning and budgeting.

Skills - organizational competencies, including the abilities of individual employees, managers and other specialists of the organization.

Style - the leadership style of management and the overall operating style of the organization.

Staff - organization of recruitment, selection, development, socialization and promotion of the organization's staff.

Implementation tools for strategic plans

The implementation of the strategy is a day-to-day labor-intensive work focused on the implementation of specific actions to carry out organizational changes, often affecting the interests of all employees of the organization. It is at this stage that managers of all levels of management should act as a single team in which knowledge and understanding of strategic management processes is equally important for managers of all levels.

Plans strategic development organization as a whole, structural divisions(business units) and functional subsystems implemented through a system of programs, tactical and operational plans. Programs specify the activities included in the strategic plan, tactical plans detail tasks for shorter periods and mainly at the middle level of management, operational plans link the daily activities of the organization with the goals and priorities of the strategy, primarily at the first level of management.

Organizations' strategic development programs are based on the principles of activity, which are part of the philosophy of their development.

Let us give an example from domestic practice. The Fazotron-NIIR corporation laid the basis for the action program for the implementation of the strategy with a number of fundamental principles reflecting the vision and system of its values: independence, mandatory implementation of government orders, profitability, continuity, consistency, search for new solutions in the economy and organization of enterprise management. In accordance with them, programs were developed:

conducting privatization (corporation) of the enterprise by its team;

creation of a corporation (the corporation includes 24 subsidiaries and branches);

development of the latest high-quality competitive products;

transformation of the main product into independent product, entering the foreign market with it and conquering its niche;

preservation of scientific potential, scientific school and traditions of the enterprise;

ensuring work at all stages of the product life cycle;

formation and support of the corporate image;

improvement of the management structure;

quality assurance systems based on ISO-9001 (Kanaschenkov A., Osokin A.

The strategy of the enterprise that creates high-tech products in the new conditions // Aerospace Courier, 2000, No. 6, p. 22-23).

In foreign practice, the transition from strategy to programs is carried out through the development of a company's policy as a system of measures for its implementation in such areas as:

marketing position;

productivity and added value;

profitability and the ratio between costs and income;

Social responsibility;

income, working conditions, prestige, status and powers of the managerial and production personnel of the organization.

Let's take an example. The objectives of Lincoln Electric's customer-oriented strategy are formulated in terms of quality, price, supply, service, delivery. The company's policy in achieving each of these goals consists of a whole system of measures.

For example, the “quality” goal is achieved through: quality control of products, adherence to standards, payment only for quality work, use of experienced workers with low labor turnover, consistency between design and manufacturing methods.

The “price” target has as its foundation the following measures (which partially overlap with high quality measures): maintaining standards for consumer products, integrating production processes, ensuring consistency between design and production methods, using an experienced and flexible workforce, separating labor, bonus pay, process improvement, cost control, price reduction while achieving cost savings, etc.

The goals of the strategy, focused on the personnel of the organization, include high pay, work safety, control and respect for the dignity of everyone.

The high pay policy is based on the following measures: consumer product standards, process integration, experienced workforce, work sharing, bonus pay, process improvement, cost and overhead control, high standard of equipment used.

Target setting for provision safe work associated with policies based on: using quality equipment, improving processes, controlling costs and overheads, reducing prices while achieving cost savings, having stocks to ensure process continuity, avoiding peak loads, etc.

The dignity of employees in the organization is ensured by the policy of promoting people in the organization, giving employees shares in the company, the absence of special privileges, help from managers in changing the status of workers (based on Aguilar F. J., Managing Corporate Ethics, p. 48, 54).

The main directions and methods used in the programs and plans are interconnected. So, if a decision is made to change the organizational form, then this inevitably leads to changes in the structure, processes and methods of management. Innovations in technology necessarily lead to a new organization of labor and production, necessitate appropriate measures for managing human resources, etc.

The end result of the functioning of the organization largely depends on the effective implementation of its strategy.

The issues of formulating and implementing the strategy are closely interrelated and subject to mutual influence. In many successful firms, every aspect of the strategy is not always planned in detail and then executed according to the agreed schedule. Rather, here strategies are partially formulated, then implemented, then re-formulated and expanded to take greater advantage of strategic opportunities.

Organizationally, the process of implementing the strategy can be represented as a model consisting of five stages (Fig. 10.1).

Rice. 10.1. Strategy Implementation Process

The first stage of strategy implementation involves an in-depth analysis of the state of the internal and external environment of the organization in the context of the chosen strategy. It is necessary to determine what can be used to implement the strategy and what changes are required to bring the elements of the organization's environment in line with the chosen strategy.

At this stage, the following main tasks are solved:

Consideration of suppliers, buyers, lenders and intermediaries, in terms of a new strategy;

Assessment of the organization's available resources and sources of their replenishment;

Analysis of the organizational unit of the organization, which includes the organizational structure, organizational culture, internal and external communications;

Identification of production functions and business processes that can be used to implement the strategy;

Assessment of scientific and technical potential;

Identification of advantages and disadvantages existing system management and leadership style.

An analysis of the organizational environment will provide a clear idea of ​​the changes that will be necessary for the successful implementation of the strategy. Some strategies require only minor changes in the work of the organization, others radically change the entire process of economic activity and the microenvironment of the organization. For example, the implementation of a new pricing strategy will affect only suppliers, resellers, and a few departments, which will cause very little change in the day-to-day work of the organization. At the same time, new approaches to the development, production and marketing of products will require the organization to radically change every stage of its activity.

Carrying out the necessary changes contributes to the fact that the organization creates the conditions necessary for the implementation of the chosen strategy. Change is not an end in itself. The need and extent of change depends on how ready the organization is to implement the strategy effectively.

strategic change can be defined as a process that can be characterized by a range from the complete absence of any variations in the existing strategy to a complete change in the activities of the organization.

There are four fairly stable levels of strategic change.

1. Reorientation of the organization involves fundamental changes affecting the mission, goals, professional profile of specialists and organizational culture. This type change is typical for a situation where an enterprise changes its industry and, accordingly, the product and place in the market. For example, when a brewery is no longer able to compete in the beer industry, it refocuses its activities on transportation and packaging. This type of organizational reorientation is associated with the implementation of the most complex strategy. In the case of organizational restructuring, the greatest difficulties with the implementation of the strategy arise, since they occur in both the technological and human resources areas.

2. radical transformation organizations carried out at the stage of strategy implementation in the event that the organization does not change the industry, but at the same time changes occur in it, caused, for example, by its merger with a similar organization. In this case, the merger different cultures, the emergence of new products and entering new markets require strong internal organizational changes regarding organizational structure. A firm acquiring another not only gains new products and markets, but also faces legal challenges, the difficulty of forming new organizational structures, and (quite often) the challenge of reconciling conflicting organizational values ​​and beliefs.

3. moderate conversion organizations is carried out in the case when it enters the market with a new product and seeks to win customers for it. In this case, the changes affect manufacturing process and marketing. For example, the development, production, and marketing of products such as stereos, televisions, home computers, VCRs, and camcorders often require new and better solutions. difficult problems associated with the implementation of the strategy.

4. Regular changes associated with the implementation of transformations in the marketing sphere in order to maintain interest in the organization's product. Firms change advertising approaches, improve packaging, use different pricing policies, change distributors, or change marketing methods in the normal course of their business. These changes are not significant, and their implementation has little effect on the activities of the organization as a whole. An important type of common strategic change is the placement and repositioning of a product in the consumer's mind.

The third stage of strategy implementation involves bringing all elements of the organization's environment in line with the strategy being implemented.

Strategic change should be systemic, that is, the organization should be seen as an open set of interrelated elements. At the same time, two sections of the organization can be distinguished, which are the main ones in carrying out strategic changes: organizational structure and organizational culture.

Organizational structure of management- this is a set of management links located in strict subordination and providing the relationship between the control and managed subsystems.

Each organization has its own organizational structure and reflects the opinion of management about best system subordination, policy of appointment and promotion, distribution of tasks between departments, etc.

The best structure is the one that allows the organization to interact effectively with the external environment, to distribute and direct the efforts of its employees in a productive and efficient manner, and thus meet the needs of customers and achieve its goals with high efficiency.

When implementing the strategy, it is necessary to solve the following issues regarding the organizational structure of management:

1. If the structure does not correspond to the strategy under consideration, then it is necessary to determine whether the strategy is feasible and what changes in the organizational structure and what personnel changes need to be made to successfully implement the strategy.

2. What is required: consolidation or separation of certain types of activities of the organization?

3. Is an increase or decrease in the level of centralization of leadership necessary to implement the strategy? Centralized management structure effective with a limited range of products. As the scale of production changes, the acquisition of its own sources of raw materials and (or) distribution networks, super-centralized management structures no longer correspond to the new conditions. Diversified companies are forced to move to decentralized management structure with the allocation of independent business units.

4. Is it necessary to tighten the management style or, on the contrary, to democratize it?

5. Is it advisable to build a multi-level organizational structure with a narrow management interval or a "flat" structure - with a smaller number of management levels, each of which has a wide scope of control?

The choice of one or another organizational structure depends on a number of factors, the most significant of which are:

The size and degree of diversity of activities inherent in the organization;

Geographic location of the organization;

Technology;

Dynamism of the external environment;

The strategy implemented by the enterprise.

Organizational culture as an object of strategic changes, it is a set of methods and rules for adapting the organization to the requirements of the external environment and the formation of internal relations between employees, formed throughout the history of the organization.

Culture defines the norms that set the rules for the behavior of personnel at all levels of management, and influences the ability of the organization to change the strategic course.

The values ​​generally accepted at a given enterprise, or dominant beliefs, determine development priorities, establish what has crucial for the survival and success of the enterprise, for example, the conviction of excellent quality and service, the importance of economic growth, etc.

There are five factors that determine the formation and application of organizational culture:

Top management values ​​and beliefs;

Management response to critical situations;

Attitude to work and style of behavior of managers;

Criteria base for encouraging employees;

Criteria for selection, appointment, promotion and dismissal of the personnel of the organization.

Each of the factors in the formation of organizational culture requires the use of certain techniques to achieve success with a conscious change in the culture of the enterprise.

At the strategy execution stage, the main efforts are directed to bring the organizational culture in line with the chosen strategy. However, changing organizational culture is a very difficult task, if at all. Such a change may take many years. Continuation of the strategy or limited strategic changes, as a rule, should be implemented without major changes in organizational culture.

Radical strategic change requires a long-term evolution of organizational culture. However, it is often useful to keep newly acquired firms with markedly different cultures from touching each other in order to avoid serious clashes that could lead to serious problems. Such cultural clashes have led to the fact that from 50 to 70% of all mergers of enterprises simply did not take place.

Specialists studying the issues of mergers of large enterprises believe that the merger of enterprises and the purchase of one enterprise by another, which ended in success, have several things in common. First, the participants in such transactions were firms with a similar type of activity. Second, such transactions were financed by asset swaps or ready-made cash, not through loans. Finally, the management of the acquired enterprises remained in place and continued to manage their enterprises.

Those deals that failed often had common mistakes: too much high price transactions; confidence in market stability; excessive remoteness of enterprises from each other; clash of different corporate cultures.

At this stage, the manager is faced with the task of finding an appropriate approach to implement the strategy.

Modern management highlights five main approaches to the implementation of the strategy. These approaches range from the simplest, where employees are simply instructed to implement a formulated strategy, to an approach where it is necessary to train or hire highly qualified specialists who would be able to formulate and implement a good strategy themselves. In each of the approaches, the manager plays different roles and uses various methods strategic management. Let's consider each approach in more detail.

1. Team approach. In this approach, the manager concentrates his efforts on the formulation of strategy, applying strict logic and analysis. He can either develop a strategy on his own or lead a group of strategists who are tasked with determining the best course of action for the organization concerned. After choosing the "best" strategy, the manager communicates it to subordinates, who are instructed to carry out this strategy. In this case, the manager does not play an active role in the implementation of the strategy.

To ensure the successful implementation and use of such an approach, the following three conditions must be present:

1. The manager must have enough power at his disposal to ensure the implementation of the strategy by order. The implementation of this approach will encounter opposition and misunderstanding of employees.

2. It is necessary to have accurate and timely information, the enterprise environment must be sufficiently stable, since it is almost impossible to make operational adjustments to the strategy.

3. The manager formulating the strategy must be free from subjective preferences and political influences, otherwise it will affect the content of the strategy.

A serious disadvantage of this approach is the fact that it can reduce staff motivation, and those employees who feel that little depends on them in terms of formulating a strategy will be far from being innovative. Nevertheless, this approach can be quite effective in small enterprises operating in stable economic conditions. It is more appropriate when the implementation of the strategy does not require major changes, such as when there are changes as part of the continuation of the strategy or routine strategic changes.

Although the team approach presents a number of problems, it is often recommended by some business consultants for use by managers. Its popularity is due to the following factors. First, despite its shortcomings, this approach allows managers to devote all their energy to strategy formulation. If we divide the strategic task of management into two stages - "thinking" and "acting", then the manager reduces the number of factors that he will have to deal with simultaneously. Second, this approach is favored by young managers because it allows them to deal primarily with the quantitative and objective aspects of the situation rather than the qualitative and subjective elements of behavioral relationships (many young managers are trained to do the former better than the latter). Finally, this approach allows some managers to have a greater sense of their power, since their decisions affect the activities of many thousands of people.

2. Organizational change approach. This approach focuses on how to get the organization to implement the strategy. Managers who use the change approach assume that the strategy has been formulated correctly and see their task in directing the activities of their enterprise to achieve new goals. The tools for this task are usually closely related to the behavioral factor and include activities such as changing the organizational structure and staffing to focus on new priorities, revising planning and management systems and finding new methods for implementing organizational change. Here the manager is like an architect who designs administrative system for the effective implementation of the strategy.

This approach is often more efficient than the command approach and can be used to implement more complex strategies because it uses more powerful behavioral tools.

However, the organizational change approach has several limitations that may make it inconvenient for small businesses operating in stable economic conditions. This approach does not allow the organization to clearly respond to rapid change. economic conditions. It is poorly applicable to situations where politics and personal factors interfere with the objectivity of people involved in strategy. Just like the team approach, it is subject to the same motivational problems, because here, too, the strategy is implemented by the “top down” method.

Finally, this approach lacks strategic flexibility and can fail in the face of uncertainty and change.

3. collaborative approach. In a collaborative approach, the strategy manager convenes a group of managers to brainstorm to formulate and implement the strategy. Managers from different positions must contribute their own point of view to achieve, as a result of the exchange of ideas, any group truth. In this case, the leading manager acts as a coordinator, ensuring that only sound ideas are discussed and analyzed.

The collaborative approach ensures that the development of the strategy uses information coming from managers directly related to the work, and also creates the opportunity for a free exchange of various opinions. In addition, the participation of managers at all levels in the development of a strategy improves the quality of its implementation.

However, this approach also has a number of disadvantages. First, a strategy that takes into account different points of view may turn out to be less deep and more conservative than one that could be chosen by one person or a special group. Secondly, the efforts of the leadership members can lay down a strategy that takes into account the interests of a certain functional direction, but less acceptable from an overall strategic perspective. At the same time, the process of discussing and searching for a solution can take a rather long period, during which the organization will miss good opportunities and will not be able to quickly respond to the changing situation.

Finally, the main argument against the collaborative approach is the fact that, in its essence, it is not at all based on a collective decision from the point of view of the organization as a whole, since the top management often retains centralized control. In reality, this approach retains an artificial distinction between thinkers and performers and does not ensure the full use of the entire human resource potential of the organization. At correct use This approach can enhance the involvement of staff in effective implementation. However, here problems may arise within the organization itself, which will prevent the rapid and correct formulation and implementation of the intended.

4. Cultural approach. This approach enhances the scope of the collaborative approach by including the lower levels of the organization. At the same time, the manager leads the organization, acquainting its members with his perception of the main goal, and gives the staff the opportunity to independently choose the course of action that would allow it to be achieved. After formulating the strategy, the manager plays the role of a coach who outlines the general directions for development and at the same time encourages individual solutions on operational matters of strategy.

To develop a strong organizational culture, a number of methods are used, called third-order management. First-order management is direct control; second-order management involves the use of rules, guidelines, and organizational structure to shape behavior. Third-order management is the management of behavior through the formation of norms, values, symbols and beliefs that are developed in the process of daily activities of leaders and subordinates.

While this approach has a number of advantages, it also has some limitations. First, it suits mainly organizations with a well-informed and thinking workforce. Secondly, this approach for its implementation requires a huge investment of time. Third, he creates such a strong sense of identity for his organization that it gets in the way. For example, the arrival of people from the outside to the top level of leadership becomes almost impossible, because such people will not be perceived by other leaders. Fourth, enterprises with an overly strong culture often persecute any deviation from the norms of this culture, do not welcome attempts to change anything, and cultivate integrity and uniformity. Fifth, the cultural approach requires high financial costs to cover the costs of creating and maintaining a value system. It can usually be afforded by enterprises that show significant economic growth and operate in industries with high technology.

5. Cressive approach. Crestive means increasing, growing. In this case, the strategy is formulated "from the bottom up".

The manager who chooses this approach acts as an arbiter. He outlines certain frameworks for subordinates, that is, he brings to them the basic concepts of projects that can be used to support the strategy, and evaluates incoming proposals. As a result, the strategy is the sum of all individual proposals that appear during the year.

The crossover approach is designed for large, complex, multi-product organizations. In them, the general management cannot know and understand all the strategic and economic situations in which numerous divisions operate. Therefore, in order to effectively formulate and implement strategy, the general management must give up some control to stimulate autonomy and the emergence of new ideas.

This approach has several advantages. First, it provides an opportunity for middle management to formulate effective strategies and implement them according to their own plans. This freedom reinforces their desire to ensure the success of the strategy. Second, strategies that are closely related to specific production issues are more likely to be more reasonable and feasible.

However, this approach requires: the availability of funds for people involved in the implementation of reasonable ideas without the intervention of bureaucratic approval procedures, and tolerance for inevitable failures, even if best efforts are made. In addition, in an organization that is traditionally centralized, with strict subordination from top to bottom, the introduction of a cross approach is fraught with significant difficulties, material and time costs. Finally, this approach lacks any indication of how the managers responsible for the implementation of the strategy should solve this problem.

In general, it can be said that the crux approach is most suitable for complex organizations operating in sectors of the economy with high dynamics.

Thus, at this stage, management should choose the strategy implementation approach that will best use strengths enterprise, and to overcome, circumvent or minimize its problems.

At the fifth stage, after analyzing the current situation, making the necessary changes in the organizational environment and choosing the only right approach, the implementation of measures provided for by the chosen strategy is carried out.

The effectiveness of the implementation of strategic activities largely depends on the availability of specific skills for managers. Among the main ones are the skills of interaction, distribution, tracking and organizational skills.

Interaction skills(interactive skills) are expressed in the ability to control one's own behavior and the behavior of others in order to achieve the goal. Depending on the level of strategic change required to implement the strategy, managers need to influence others both within and outside the organization.

Distribution skills reflect the manager's ability to effectively plan activities, time, budget money and other resources. Capable managers avoid investing excessive resources in well-tested programs and know that risky programs often require a large investment of resources.

Tracking Skills are the effective use of information to correct any problems that arise in the process of implementing the strategy. Knowledgeable Implementers Have an Efficient System feedback to analyze the process of implementing the strategy and emerging problems.

Organization skills associated with the ability to create a new informal organization or network for each problem that arises. Experienced implementers know all the people in the organization (and outside it) who, by reason of mutual disposition, sympathy, or some other affection, can and will help to the best of their ability. In other words, implementers are able to use informal organizations to ensure that tasks are completed effectively.

1. What are the main stages in the implementation of the organization's strategy?

2. How can you compare the organizational environment and the chosen strategy?

3. What is included in the concept of "level of change" in the implementation of the strategy?

4. What levels of strategic change do you know?

5. What is the role of the organizational structure in the implementation of the strategy?

6. What is the role of organizational culture in the implementation of the strategy?

7. Describe the main approaches to the implementation of the strategy. What approach, in your opinion, is the most effective for a large metallurgical enterprise located in the Chelyabinsk region (for example, the Magnitogorsk Iron and Steel Works)?

8. Name the types of strategy implementation skills. Which one do you consider the most important for an effective manager?

Send your good work in the knowledge base is simple. Use the form below

Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.

Similar Documents

Theoretical basis company development strategies, approaches to the process of its formation. Strategy development methods. Research of the cellular communication market in Russia. Characteristics of the cellular communications market in Yekaterinburg. Development of the competitive strategy of MTS OJSC.

term paper, added 01/28/2015


The concept of strategy, types of its classification. Methods of factorial deterministic analysis. Justification of the relationship between strategy and operating profit. Method of expert assessments. Application of strategic analysis of operating profit for the company LLC "Freedom".

thesis, added 02/11/2017


Strategic Management commercial organization. Development and implementation of the company's strategy. Action of external conditions of development. Formation of a business development strategy. The purpose of the development, the main tasks and the calendar plan for the implementation of the program.

thesis, added 11/09/2014


The concept of personnel policy and strategy of the organization. Forms of personnel strategy, their development and implementation in CJSC "YATK AMO ZIL". Optimization of the number and structure of personnel. Implementation effective system development and reproduction of human resources.

term paper, added 08/05/2015


The essence of the concept of "company strategy". Good strategy and implementation are sure signs of good management. The process of developing and implementing a strategy. Actions and principles that determine the strategy of the company. Embodiment and implementation of the strategy.

report, added 01/12/2010


Analysis of the development of the telecommunications industry, organizational and economic characteristics of the enterprise, the dynamics of the main performance indicators. Analysis of the external and internal environment, substantiation and development of specific measures for the implementation of the development strategy.

term paper, added 05/29/2010


a brief description of LLC TD "KZhK-Kazan", the study of the factors of the macro environment of the organization. Analysis of the factors contributing to the successful implementation of the strategy at the enterprise LLC Trade House "KZhK-Kazan". Assessment of the environment and the competitive environment according to the resource approach scheme.

term paper, added 08/02/2014


Concept and meaning of innovation strategy, stages of its development. Development of the organization's mission, formulation and specification of its goals. Types of innovative strategies. Choosing a strategy from alternatives. Implementation of the innovation strategy and its adjustment.

term paper, added 04/10/2017

The third type of strategies are functional strategies, which are developed specifically for each functional space of the organization. Functional strategies are strategies that are developed on the basis of corporate and business strategy. The purpose of the functional strategy is to allocate the resources of the department (service), search for the effective behavior of the functional unit within the framework of the overall strategy. It is also necessary to take into account that the levels of the strategy are interconnected (Fig. 1.2.1).

Rice. 1.2.1. Relationship between strategy levels

to the main types functional strategies relate:

1) the R&D strategy, which summarizes the main ideas about a new product - from its initial development to market introduction, has two varieties: an innovation strategy and an imitation strategy;

2) the production strategy is focused on decisions about the required capacities, the placement of industrial equipment, the main elements of the production process, the regulation of orders;

3) marketing strategy is to identify suitable products, services and markets to which they can be offered. Determines the most effective composition of the marketing mix (market research, product and pricing policy, distribution channels and sales promotion). This strategy is particularly successful in mass-market manufacturing with falling real incomes;

4) the financial strategy is responsible for forecasting the financial performance of the strategic plan, evaluating investment projects, planning future sales, allocating and controlling financial resources.

Many organizations develop a personnel (human resources) management strategy that allows solving the problems of increasing the attractiveness of work, motivation, personnel certification, maintaining such a number of employees in enterprises and types of jobs that correspond to the effective conduct of business.

Thus, based on this classification, the strategy developed by the enterprise should be a combination of several strategies. These strategies must be consistent and closely interact with each other. The strategic choice of the enterprise must be definite and unambiguous. Only in this case the enterprise will achieve success.

2. Formation and implementation of the strategy

2.1. Strategy formation

According to most experts (I. Ansoff, J. Lorsch, K. Andrews and others), the formation and implementation of a strategy is a conscious rational activity of managers who, realizing the impossibility in the future to ensure the preservation or strengthening of the position of a company operating in an oversaturated market , on the basis of traditional policy, they reorient the methods of its development: from the analysis of internal factors (results achieved, mastered goods and technologies used) to the study of opportunities provided by the external environment (external factors). The main emphasis in developing a strategy is on the analysis of specific market segments.

The strategy formation process consists of three stages: development, fine-tuning, strategic choice.

Under development there is an assessment of market opportunities and resources of the organization (this is not necessary for the first option); formulation of the strategic goal; creation general concept strategy and within its framework a set of projects, programs, strategic plans.

The process of strategic planning begins with the mission of the organization, then the strategic intention (vision) of the organization is formulated.

After a specific vision period is justified, it is divided into a number of strategic periods, which also require additional justification. To do this, you can use a preliminary analysis of the external and internal environment.

Having determined the term of the strategic period, it is necessary to set strategic goals for this period.

The next stage is a more detailed analysis of the external and internal environment. The external environment of the organization is represented by environmental factors of direct and indirect impact. A general analysis of environmental factors of direct impact can be supplemented by an assessment of the "five forces of competition", reflecting all possible sources of threats and opportunities for the organization. Indirect impact factors include political, economic, social, technological, climatic, institutional ones.

The purpose of such an analysis is to identify what may hinder the achievement of the set goals and what additional opportunities can be realized during this strategic period. If the analysis of the external environment leads to the establishment of opportunities and threats for the organization, then internal environment analyzed for its strengths and weaknesses in relation to the set strategic goals.

The choice of strategy is carried out on the basis of pre-formulated criteria and within the framework of specific algorithms and methods of strategic planning. The selected generic strategies are then tailored to the specific situation.

At the refinement stage, the options are adjusted and finalized to the desired condition.

This stage is aimed at turning the organization's strategy into an interconnected system of organization plans into an interconnected system of plans for the organization and its divisions, the formation of a system of strategic, tactical and operational plans. The results of this system of plans are, as a rule, activities related to the implementation of important changes in the organization: in its structure, pay systems, production processes, etc.

At the stage of strategic choice, an assessment takes place, on the basis of which the best option is taken as the base one. It serves as the basis for the development of special and functional strategies, the preparation of plans and budgets.

The Canadian scientist G. Mintzberg formulated three possible, in his opinion, general models of strategy formation.

The planning model assumes that this is a purposeful rational process carried out by planners led by the first person, which is embodied in the system of plans. Most often, it is used to develop, for example, options for the strategy of mergers, acquisitions, diversification, etc.

The entrepreneurial model proceeds from the fact that the strategy is formed by the entrepreneur based on an intuitive understanding of the logic of this type of business, a good knowledge of the situation, a deep personal vision of the problem and ways to solve it.

The learning-by-experience model proceeds from the evolving nature of the process of strategy formation, the possibility and necessity of its consistent adjustment taking into account new information. Appropriate decisions are taken in the framework of a multilateral dialogue, in which the maximum number of employees of various ranks participates.

Thus, the formation of a strategy includes strategy planning, development of programs, plans and methods for implementing the strategy, monitoring and evaluation.

2.2. Implementation of the strategy

For the chosen strategy, a plan for its implementation is created, which contains: a list of the main stages of work, their time frame, distribution of responsibility, a description of the mechanism for attracting and using resources, requirements for personnel and methods of motivation, a list of circumstances that need to be constantly monitored, key criteria that allow judge the success of the strategy.

Implementation of the strategy is aimed at solving the following tasks:

1) prioritization among administrative tasks so that their relative importance is consistent with the strategy that the organization will implement;

2) establishing a correspondence between the chosen strategy and intra-organizational processes in order to orient the activities of the organization towards the implementation of the chosen strategy;

3) selection and alignment with the ongoing strategy of the leadership style and approach to managing the organization.

These tasks are solved through changes that are called strategic.

The peculiarity of the process of implementing the strategy is that it is not a process of its implementation, but only creates the basis for implementing the strategy and achieving the organization's goals.

The main task of the strategy execution phase is to create the necessary prerequisites for the successful implementation of the strategy. Thus, the implementation of the strategy is the implementation of strategic changes in the organization, transferring it to a state in which the organization will be ready to implement the strategy.

Strategy implementation is the longest stage of the strategic process. At this time, the strategy chosen by the leadership is being implemented. The implementation of the strategy necessitates the adoption of the system used to manage the organization. This system determines which departments will be responsible for what, which information systems will be needed to monitor the implementation of the strategy, what retraining of the workforce will be required, etc. Particularly significant activities in the implementation of the strategy are the following: the development of a contingency option, the development of an organizational structure, the choice of an organization management system, the organization's policy, the choice of an organizational association and control systems.

The strategic plan is developed for an ideal situation, but the reality may differ to a greater or lesser extent from it. Therefore, an important element of any strategic plan is the development of a course of action in a situation where such differences become too large. This option is used when it is necessary to respond to important changes in the organizational environment that may actually occur. For an effective response to changes in the environment, it is necessary to systematically monitor the actual changes and correlate them with the planned ones, for which it is also necessary to determine the cyclical nature of control. Typically, these options are reviewed every year.

For the success of the implementation of the adopted strategy, the organization must have a certain structure that provides maximum opportunities for its implementation. The development of the structure includes the distribution of responsibility for the implementation of tasks and the right to make decisions in the organization. It is also necessary to decide what structure the organization should have: horizontal or vertical (centralized or decentralized decision-making), to what extent it should be divided into relatively independent working groups, etc.

Choosing an organization management system - e This is another major problem, since it is the staff that determines the successful implementation of the strategy. Later we will see that management can be structural, financial and operational. It may also be necessary to adapt the different systems used to manage the organization.

Organization policy plays a key role in the strategic management process. The political activity of the organization is real fact, since different groups have their own goals and programs, and conflict between them is quite likely. The most important results of such conflicts are the struggle and the creation of coalitions that play important role in the process of strategic management, especially since strategic change creates a tendency to bring this struggle of forces to the fore. Later we will consider the problems of power and politics in the strategic management process.

The implementation of the strategy includes the choice of organizational association and control systems requires joint action and coordination between different departments. The organization must decide how best to analyze the performance of departments and manage their actions.

Successful implementation of a strategy requires that the structure, culture, and levers of the organization be aligned with it. Different strategies and environments may require the organization to have different structural changes, different cultural values ​​and control systems. It is also necessary to formulate plans for resources and different functional areas.

At the stage of implementing the strategy, many problems arise and for this there are objective reasons: here there is a transition from design to management practice, a collision with reality, which is always richer, more variable than any plans. In addition, the design process requires a certain (sometimes significant) time, during which there will be such changes in the environment of the organization's existence that the plans may be "outdated" to some extent even before implementation begins. Let us single out the following typical problems for the process of implementing the strategy.

First, there may be a mismatch between strategy and structure, and they may counteract each other. Secondly, the lack or absence of certain skills and the need for their compensation. The unwillingness of managers to change the style of work and acquire new skills. Thirdly, information and communication systems may not meet the new requirements of management and do not adequately assess the ongoing changes, so the organization's top management team will not fully own the situation. Fourth, the implementation of the strategy includes changes, which, in turn, contain uncertainties and risks, and they can cause managers to be wary and unwilling to take responsibility for making risky decisions. Fifth, management practices such as a compensation program, management structure development, etc. that operate within a structural framework may not be aligned with strategic goals.

Thus, strategic management is a continuous process. Once the strategies are implemented, they need to be monitored and their implementation evaluated at certain periods. An important condition for this is the choice of appropriate criteria that determine how well the strategy is chosen from the point of view of strategic analysis. This is, first of all, its feasibility and acceptability.

Conclusion

The strategy is a set of actions necessary to achieve the goals set through the rational use of the resources of the economic system. The goal of the strategy is to achieve long-term competitive advantages that will ensure high profitability and viability of the production system.

Strategy formation includes strategy planning, development of programs, plans and methods for implementing the strategy, monitoring and evaluation.

The strategy developed by the enterprise should be a combination of several strategies. These strategies must be consistent and closely interact with each other. The strategic choice of the enterprise must be definite and unambiguous. Only in this case the enterprise will achieve success.

Strategic management is a continuous process. Once the strategies are implemented, they need to be monitored and their implementation evaluated at certain periods. An important condition for this is the choice of appropriate criteria that determine how well the strategy is chosen from the point of view of strategic analysis. This is, first of all, the degree of difficulty and the amount of effort in order for this strategy to be put into practice, as well as determining the extent to which the results of applying a particular strategic option are aimed at fulfilling the mission of the organization and achieving its goals.

List of used literature

1. Vesnin V. R. Management: textbook. - 3rd ed., revised. and additional - M .: TK Velby, Publishing House Prospekt, 2006. - 504 p.

2. Vikhansky O.S. Strategic Management: Textbook. - 2nd ed., revised. and additional – M.: Gardarika, 1998. – 296 p.

3. Markova V. D., Kuznetsova S. A. Strategic management: a course of lectures. – M.: INFRA-M, 2001. – 288 p.

4. Management: textbook - M.: Publishing house "Jurisprudence", 2008. - 248 p.

5. Meskon M.Kh. etc. Fundamentals of management: Per. from English. / Meskon M.Kh., Albert M., Hedouri F. - M.: Delo, 1993. – 665 p.

6. Semenov A.K., Nabokov V.I. Fundamentals of Management: Textbook. – 5th ed., revised. and additional - M .: Publishing and Trade Corporation "Dashkov and K", 2008. - 556 p.

Appendix 1

Advantages and disadvantages of the strategy

Annex 2

Basic approaches to strategy development