MOD 4-CASE-Strategy Implementation

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Module 4 – Case
STRATEGY IMPLEMENTATION AND STRATEGIC CONTROLS
Assignment Overview
This final case involves an analysis of strategy implementation at Pepsico. You will use the resources you identified in the SLP to gather information about the company and relate that information to your work in the previous cases.
Required Reading
Refer to the required and optional readings related to strategy implementation and strategic controls, the themes for this module.
Case Assignment
In Module 4, we will conclude the case study process by researching Pepsico’s strategic controls and their fit with the company’s chosen strategy.

Keys to the Assignment
Step One: Review your Case papers from Modules 1-3 so that you are familiar with the mission, vision, SWOT, strategy, and strategic choices you have identified over the course of the class. Step Two: Research the structure, systems, people, and culture at Pepsico. You will not be able to get answers to every single question, but you will need to answer at least one or two for each component. Step Three: Describe Pepsico’s organizational design, key strategic control systems (e.g., budgeting and variance analysis systems), primary human resources concerns, and cultural factors, and the effect that these have had on the implementation of Pepsico’s strategy. Step Four: In a 6- to 8-page paper, critically evaluate the fit—or the lack of fit—between the company’s mission, strategy, and organizational components crucial to implementation. Do these components complement the strategy? Why or why not? Step Five: Choose three of the 13 ethical “prescriptions” included in the following article: https://www.scu.edu/ethics/focus-areas/business-ethics/resources/incorporating-ethics-into-the-organization/ . Next, discuss the extent which the company’s sense of business ethics has been embedded within its strategic management process, as evidenced by your chosen three indicators. Step Six: What changes would you—as the CEO—make to better assure the success of the company’s strategy? This is the most important section of the Module 4 Case. Step Seven: Consider the Case as a formal business report that you are developing for the Board of Directors and CEO as Pepsico’s consultant. This is a professional document. Follow the format below:
Executive summary: This is a synopsis of the main points, conclusions, and recommendations made in the longer report. If you would like a refresher on writing an executive summary, check this website: http://www.csun.edu/~vcecn006/summary.html Introduction: State the main purpose of the paper (thesis statement), what you hope to accomplish, and how you will go about doing it. Main Body: The “meat” of the paper. Emphasize analysis, not just description. Delineate separate topics or sections with headings. Conclusion: Summarize your paper in the light of your thesis statement.
Assignment Expectations
Your paper will be evaluated using the grading rubric.

Tips and Suggestions

Note the following tips and suggestions:
Business school case-study assignments are meant to offer practice opportunities for future business people who are earning their MBA degrees. Consider yourself a consultant hired by the company to make these critical assessments. There are no right or wrong answers to the Case question, as long as your position is well defended. Study the theoretical concepts provided in the Background materials section of the module, and identify main strategy concepts. Include a cover page and reference page, in addition to the 6-8 pages of analysis described above. You must meet minimum length requirements. Include section headings as appropriate. Cite and reference all sources, including those you paraphrase. This means include citations and quotation marks for direct quotes of more than five words, and citations for information you have “borrowed” or paraphrased from other sources. Follow Trident Guidelines for Well-Written Papers. Submit your analysis by the end of this module.MOD 4-Class Discussion-Strategy Implementation
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Discussion: Strategy Implementation and Strategic Control
Week 1:

In order to properly implement a strategic plan, organizations use structure, various control systems (budgets, variance analysis, policies and procedures, company rules), and culture.

Let us revisit General Mills and determine the relative effectiveness of the company’s strategic controls. Choose two implementation controls, and discuss whether or not you believe the controls you’ve selected effectively support the company’s strategic choices. Be sure to defend your answer (critical thinking is required)!

Be sure that you respond to the postings of your classmates.

Week 2:

Respond to the following:

As you’ve learned from the background readings, a key strategic control is that of organizational culture. Culture must fit with an organization’s strategic choices. Poor alignment between culture and strategic choice is a sure-fire way to doom any strategic choice.

Of course, some organizational theorists would assert that an organization’s culture cannot be “managed” in the truest sense of how one “manages” the processes and activities and things that exist within an organization. David Campbell (2000, p. 28) says that an organization

Is being constructed continuously on a daily, even momentary [italics added], basis through individual interactions with others. The organization never settles into an entity or a thing that can be labelled and described, because it is constantly changing, or reinventing itself, through the interactions going on within it. [At the same time, an organization] does have a certain character to it, such that, like driving on the motorway, not just anything goes (p. x).

Do you agree or disagree with the above? That is, can culture really be “managed”? What might this interpretation mean in the context of our current discussion related to “strategic controls”?

A few comments on the above: Many individuals believe that, while the notion of “culture” can be defined, no single individual (irrespective of his/her legitimate power) is capable of single-handedly moving an organization’s culture in one direction or another. These individuals suggest that the sheer number of formal and informal groups, structures, tasks, functional operations, and individual interactions that exist and occur within organizations (even moderate-sized ones) render the “management” of culture impossible (consider the potential number – and combination – of individual to individual, individual to group, and group to group interactions that are likely to occur within an organization at each and every moment (and then, there are endless numbers of contacts / interactions with external stakeholders as well). The possibilities are seemingly infinite — or at least they are indefinite. In this view, an organization’s culture is abstract, fragmentary, fluid — and even relative and momentary – how can such a thing be “managed” in the same sense that we “manage” people and organizational processes?PSC 495 Action Research: assignment help online
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Minimum 100 word response for each question- site sources if used

Question 1:

In the textbook reading, you learned about the importance of audience analysis when making a presentation. In the Topic Material, “Selling Yourself and Your Ideas to Senior Management,” there are tips about making effective presentations geared to your audience. Think about your skills as a presenter, and identify two key areas that you need to improve on in order to be more effective when making presentations. Identify specific steps you will take to improve on these areas. When providing feedback to peers on ways to improve their skills, share specific tips, tricks, and strategies that have been successful for you when making presentations.

Question 2:

Many project proposals are requests for resources to include staff or funding for projects. Discuss what types of information you would need to include with proposals requesting funding. Include discussion of other groups or individuals you should contact for assistance in assembling the information.

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