9.3 Implementation of the Strategy

Quoting from Stoner, Strategy implementation refers to the basic administrative tasks required to put a strategy into practice.

According to this author, in the first place, the success of applying a strategy depends, in part, on the structure of the organization. Second, the strategy must be incorporated into the systems of values, norms and roles that will help shape the behavior of employees, facilitating the achievement of goals. Third, the strategy must be operational, or translated into concrete policies, procedures and rules that guide managers and employees for planning and decision making.

Continuing with the theme, Chandler's thesis tells us that although organizations changed their growth strategies in order to adapt to technological, economic and demographic changes, the new strategies created administrative problems and economic inefficiencies. Then, structural changes were required to resolve these problems and to maximize economic performance. Therefore, Chandler concluded that the organization's structure followed the company's growth strategy.

Raymond Miles and Charles Snow have done many studies to analyze the fit between the organization's strategy, structure, and administrative processes; that is, the balance between being aligned with its environment and maintaining stable internal relationships.

It is worth mentioning that, according to Stoner, Directing spends most of its time creating and directing strategies, its personal goals and values ​​inevitably shape the organization's strategy.

The same, if the strategies establish the general goal and the course of action of the organizations, the operational plans offer the necessary details to incorporate the strategic plans into the daily operations of the organization.

Finally, remuneration and incentives contribute to the implementation of strategies because they shape the behavior of individuals and the group.