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Environment factors to achieve strategic objectives in companies'

Factorii mediului nconjurtor care conduc la realizarea obiectivelor strategice ale ntreprinderilor

Lucian Guga

Environment factors to achieve strategic objectives in companies'

Strategic management begins with an evaluation of the organizations mission and goals. This is followed by situation analysis which examines opportunities and threats in the external environment as well as strengths and weaknesses within the organization. Managementul strategic ncepe cu evaluarea misiunii i elurilor organizaiei. Aceasta este urmat de diagnosticarea strii organizaiei examinnd att oportunitile i ameninrile mediului extern ct i punctele tari i slbiciunile interne ntreprinderii

Environment factors to achieve strategic objectives in companies' Overwview concepts of strategic management

A strategy has four components: scope, resource deployments, distinctive competence and synergy. Strategia are patru componente: scopul, gestionarea resurselor, competene distincte i sinergia. SCOPE: The number of businesses, products or services that defines the size of the domain within which the organization deals with the environment is considered its scope. SCOPUL: Volumul afacerilor, produselor sau serviciilor care definesc mrimea domeniului n care ntreprinderea interacioneaz cu mediul nconjurtor este considerat ca scop.

Environment factors to achieve strategic objectives in companies'

RESOURCE DEPLOYMENT: The level and pattern of the organizations distribution of physical, financial, and human resources for achieving its strategic goals is its resource deployment. GESTIONAREA RESURSELOR: Nivelul i modul de distribuire al resurselor fizice, financiare i umane pentru atingerea scopurilor strategice este considerat ca fiind gestionarea resurselor organizaiei. DISTINCTIVE COMPETENCE: An organizations distinctive competence is the unique position it develops vis--vis its competitors through its decisions concerning resource deployments or scope. COMPETENE DISTINCTE: Adoptarea unei poziii unice, prin deciziile referitoare la gestionarea resurselor sau formularea scopului n raport cu organizaiile competitoare.

Environment factors to achieve strategic objectives in companies'

SYNERGY: When organizational parts interact to produce a joint effect that is greater than the sum of the parts acting alone, synergy occurs. SINERGIA: Este efectul economic mai mare al interaciunii componentelor unei organizaii dect suma componentelor luate separat.

LEVELS OF STRATEGY: Niveluri strategice

Strategy formulation takes place at three levels: corporate, business and functional. Formularea strategiei are loc pe trei nivele: organizaia, uzinele i deparatamentele funcionale.

Strategy implementation

Departamentalization
. Managers make choices about how to use the chain of command to group people together to perform their work. There are five approaches to structural design that reflect different uses of the chain of command in departmentalization. The functional, divisional and matrix are traditional approaches that rely on the chain of command to define groupings and reporting relationships. Two contemporary approaches are the use of teams and networks.

Departamentalization approaches Tipuri de organizri interne


a. Functional approach. b. Divisional approach. c. Matrix approach. d. Team approach. e. Network approach. a. Organizarea funcional b. Organizarea pe divizii c. Organizarea matricial d. Organizarea pe echipe e. Organizarea n reele

Five approaches to structural designs Cinci modele organizaionale

Functional versus Divisional Structure

Functional structure. Schema structurii funcionale

Functional versus Divisional Structure


Advantages and disadvantages of functional structure

ADVANTAGE Efficient use of resources, economies of scale; In-depth skill specialization and development; Career progress within functional departments; Top manager direction and control; Excellent coordination within function; High quality technical problem solving.

DISADVANTAGE Poor communication across functional departments Slow response to external changes, lagging innovation; Decision concentrated at top of hierarchy creating delay; Responsibility for problems difficult to pinpoint Limited view of organizational goals by employees; Limited general management training for employees.

Functional versus Divisional Structure

Functional versus Divisional Structure


Advantages and disadvantages of Divisional Structure

ADVANTAGE

DISADVANTAGE

Fast response, flexibility in an unstable environment; Fosters concern for customer needs Excellent coordination across functional departments; Easy pinpointing of responsibility for product problem Emphasis on overall product and division goals;

Duplication of resources across divisions; Less technical depth and specialization in divisions; Poor coordinating across division Less top management control

Conclusions

The companies must carefully decide whether the divisional or functional structure better suits their needs. It is now uncommon for a company to try one structure and then switch to another as its needs change. The functional boss is responsible for the technical and personnel issues, such as quality standards, providing technical training and assigning technical personnel projects. The divisional boss is responsible for program wide issues, such as overall design decision, schedule deadlines, and coordinating technical specialists from several functions.

Conclusions
The matrix boss is the product or functional boss. The matrix boss is responsible for one side of matrix. The top leader is responsible for entire matrix. The top leader oversees both the product and functional chains of command. His or her responsibility is to maintain a power balance between the two sides of the matrix.

Change is inevitable in organizations. Mangers should think of change as hewing the following elements: - Companys environment - The force of change - The perceived need for change - The initiation of change - Implementation of change.

Thank you for your attention!