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INTRODUCTION As, organization builder, the general managers immediate challenge is to ensure that existing capabilities are tailored

and applied to the strategic tasks at hand. With a longer time perspective, the challenge is cumulatively to build the capability of the organization so that its increasing breadth and depth give strategic flexibility to the corporation by increasing its range of response to emerging opportunities and threats.

TAILORING THE ORGANIZATION TO STRATEGY For people to contribute creatively and effectively to the performance of the enterprise, the structure of the organization its formal organizational design and the information, measurement, planning, resource allocation, compensation, and incentive systems that support it must be tailored the relevant aspects of corporate strategy and current conditions. The general manager has to assign responsibility to the team and be sure that the information, measurement resource allocation, and inventive systems are congruent.

STRATEGY IMPLEMENTING TASKS


1. Once the strategy is tentatively or finally set, the key task to be

performed and the kinds of decisions required for its implementation must be identified. 2. Responsibility for key tasks and decisions must be assigned to individuals or groups in a manner that permits their efficient performance. For this purpose, understanding the capability of the people and subunits of the company relative to competition is vital. 3. Information systems adequate for coordinating divided functions must be designed and installed. These systems tell those performing part of

the task what they may need to know about the rest and let supervisors know what is happening within the scope of their responsibility. 4. The task to be performed need to be arranged in a sequence comprising program of action or a schedule of targets to be achieved at specified times. 5. Once the basic structure is settled, individuals and teams must be recruited and assigned to essential tasks in accordance with the skills that they posses or can develop. 6. Actual performance , as described by formal reports and assessed by managers and customers, must be compared with plans and standards in order to measure organizational achievement, individual and subunit competence, and the adequacy of internal standards. 7. The compensation and inventive schemes of the company need to be examined to ensure that the way individual performance is measured in both quantitative terms is aligned with the corporations goals. 8. Provision for the continuing development of required technical and managerial skills is a high priority, beyond the kinds of special training and development needed for the implementation of reorganization. 9. Finally energetic personal leadership is necessary for growth and achievement in any organization

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