Page 130 - DEDU503_EDUCATIONAL_MANAGEMENT_ENGLISH

Educational Management

Notes 10.1 Meaning of Implementing

Implementing means to workout a plan practically by some means. Strategy implementation is the
translation of chosen strategy into organizational action so as to achieve strategic goals and
objectives. Strategy implementation is also defined as the manner in which an organization should
develop, utilize, and amalgamate organizational structure, control systems, and culture to follow
strategies that lead to competitive advantage and a better performance. Organizational structure
allocates special value developing tasks and roles to the employees and states how these tasks and
roles can be correlated so as maximize efficiency, quality, and customer satisfaction-the pillars of
competitive advantage. But, organizational structure is not sufficient in itself to motivate the
employees.

10.2 Process of Implementing

An organizational control system is also required. This control system equips managers with
motivational incentives for employees as well as feedback on employees and organizational
performance. Organizational culture refers to the specialized collection of values, attitudes, norms
and beliefs shared by organizational members and groups.
Following are the main steps in implementing a strategy :
• Developing an organization having potential of carrying out strategy successfully.
• Disbursement of abundant resources to strategy-essential activities.
• Creating strategy-encouraging policies.
• Employing best policies and programs for constant improvement.
• Linking reward structure to accomplishment of results.
• Making use of strategic leadership.
Excellently formulated strategies will fail if they are not properly implemented. Also, it is essential
to note that strategy implementation is not possible unless there is stability between strategy and
each organizational dimension such as organizational structure, reward structure, resource-allocation
process, etc.
Strategy implementation poses a threat to many managers and employees in an organization. New
power relationships are predicted and achieved. New groups (formal as well as informal) are formed
whose values, attitudes, beliefs and concerns may not be known. With the change in power and
status roles, the managers and employees may employ confrontation behaviour.
Decision-making is a process of selection from a set of alternative courses of action, which is thought
to fulfill the objectives of the decision problem more satisfactorily than others. It is a course of
action, which is consciously chosen for achieving a desired result. A decision is a process that takes
place prior to the actual performance of a course of action that has been chosen. In terms of managerial
decision-making, it is an act of choice, wherein a manager selects a particular course of action from
the available alternatives in a given situation. Managerial decision making process involves
establishing of goals, defining tasks, searching for alternatives and developing plans in order to
find the best answer of the decision problem. The essential elements in a decision making process
include the following :
1. The decision maker,
2. The decision problem,
3. The environment in which the decision is to be made,
4. The objectives of the decision maker,
5. The alternative courses of action,

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