Naslov
The Strategy Formulation- Implementatition Relationship and the Leaders role during the Implementation Process

Autori
Ivančić, Valentina, Jelenc, Lara, Mencer, Ivan

Vrsta, podvrsta i kategorija rada
Sažeci sa skupova, prošireni sažetak, znanstveni

Izvornik
Proceeding of 9th INTERNATIONAL CONFERENCE “AN ENTERPRISE ODYSSEY: MANAGING CHANGE TO ACHIEVE QUALITY DEVELOPMENT” / Načinović Braje, Ivana ; Jaković, Božidar ; Pavić, Ivana - Zagreb : Ekonomski fakultet Sveučilišta u Zagrebu, 2018, 101-103

ISBN
978-953-346-056-7

Skup
9th International Conference “An Enterprise Odyssey: Managing Change to Achieve Quality Development”

Mjesto i datum
Zagreb, Hrvatska, 23.05.2018. - 26.05.2018

Vrsta sudjelovanja
Ostalo

Vrsta recenzije
Recenziran

Ključne riječi
strategy, stategic management, strategy formulation, strategy implementation

Sažetak
To understand the implementation process and prevent negative effects it is important to analyze the big picture, i.e. to sublimate and compare the employee involvement and experience dealing with implementation obstacles. In this research, the study of different perspectives starts with two questions. How does the employees experience affects their behaviour during the implementation process? It is normal to feel afraid and preoccupied when conditions constantly change. Individuals are likely to behave according to well-known patterns. These „well - known patterns“ arise from accumulated experiences and individual characteristics. The problem occurs when the situational conditions rapidly change and old patterns become ineffi cient. For example, top managers are usually trained to plan and develop strategic plans, while managers from the middle and lower levels are focused mostly on daily operations and step-by-step implementation approach. The problem looms when planners suppose the implementation process need less ability than formulation stage, and suppose everything is clearly determinated during the first phase. hereby, top managers introduce a dysfunctional separation between the formulation and implementation stage forgetting to anticipate critical execution moments. How does the possession of different information affect the way individuals from different hierarchical levels manage the strategy formulation - implementation process? Usually, top managers and operative members dispose with different information. Top managers create and direct the strategy path according to the „big picture“, i.e. the wide range of information they collect, select and analyze from 102 An Enterprise Odyssey: Managing Change to Achieve Quality Development inside and outside the company. On the other hand, employees from lower hierarchical levels own more specifi c information closed to their daily tasks. Employees at higher hierarchical levels have a wider range of informations, although these information are usually no very specifi c. The role of middle managers in this process is crucial because they manage the information fl ow in both directions: top-down and bottom- up. This paper examines the experience of individuals from different hierarchical levels dealing with the implementation process in large Croatian enterprises. In each enterprise we collect questionnaires from top, middle and low management levels which offers the possibility to compare the experience of individuals with different tasks, experience and information. We collect 208 questionnaires from 78 enterprises. The research results show that top managers are principally focused on strategy formulation and avoid to be directly involved in strategy implementation. They think their work is related only to the formulation phase, while the execution and monitoring processes are conferred to lower management staff and operatives. Many strategic leaders affi rm they have good strategies, but do not simultaneously develop appropriate skills in implementers. Research results indicate that managers, generally, recognize the problem symptoms, but are not able to identify the problems source. When a problem occurs, managers too often search for quick solutions, adopting an ad hoc implementation approach related to the information level, knowledge and experience they own. During the implementation stage, middle management staff usually modifi es strategic plans according to changing conditions, but about it, usually, do not discuss with top management. On the other hand, middle management staff is poorly involved in environmental analysis and strategy formulation what reduces their perception about the strategic initiatives and company needs at all. Results show top managers do not invest suffi cient efforts developing adequate approaches to communicate strategic change to lower levels. Employees on operational level feel that they are not trained adequately, that the management staff does not apply adequate motivational systems and is not ready to cooperate with operational levels.

Izvorni jezik
Engleski

Znanstvena područja
Ekonomija

POVEZANOST RADA