The Role of Managers in Effective Strategy Implementation

• Autorzy: Joanna Radomska

Warianty tytułu

Rola menadżerów w realizacji skutecznej strategii

• Języki publikacji: EN

Abstrakty

EN

Background. The subject of strategy execution is one of the current areas of research, and the role of managers responsible for a proper organization of the implementation process is mentioned among many barriers. Therefore, it seems reasonable to carry out analyses of both tasks and competencies that are essential for implementation effectiveness.
Research aims. The aim of this paper is to examine whether there is a relationship between individual tasks (which determines the success in the strategy implementation) and the level of effective implementation of this process, as well as to analyse the correlations between the competencies of managers and the effectiveness of the strategy implementation.
Method. The survey was conducted using the paper and pencil interview approach, and then Kendall's tau-b correlations were calculated. The respondents in the survey included managers from 200 companies listed in prestigious rankings, i.e. from companies achieving development success.
Findings. The surveys proved that in relation to the strategy implementation, adequate actions taken by managers were much more important than their competencies. Therefore, the strategic awareness that manifests itself by the assignment of tasks and decision making power is more important than their knowledge and additional skills. (original abstract)

Tło badań. Przedmiotem realizacji strategii jest obszar jednego z obecnych badań, a rola menadżerów odpowiedzialnych za stosowną organizację procesu wdrożenia jest wymieniana jako jedna z wielu barier. Dlatego też, zasadne wydaje się przeprowadzenie analizy obu zadań i kompetencji, które są niezbędne dla realizacyjnej skuteczności.
Cel badań. Celem tej pracy jest zbadanie czy istnieje związek pomiędzy poszczególnymi zadaniami (który determinuje powodzenie realizowanej strategii) a poziomem skutecznej realizacji tego procesu, a także analiza powiązań pomiędzy kompetencjami menadżerów a skutecznością w realizacji strategii.
Metodyka. Badanie było przeprowadzone przy wykorzystaniu techniki wywiadów bezpośrednich w oparciu o drukowane ankiety, a następnie obliczono powiązania Kendalla tau-b. Respondentami ankiety byli menadżerowie z 200 firm z listy najbardziej prestiżowych rankingów, np. spośród firm, które osiągnęły sukces w rozwoju swojej działalności.
Kluczowe wnioski. Badanie dowiodło, że w odniesieniu do wdrożenia strategii odpowiednie działania, podejmowane przez menadżerów, były znacznie ważniejsze niż ich kompetencje. Dlatego też, świadomość strategiczna, która przejawia się poprzez podział zadań i siłę w podejmowaniu decyzji jest ważniejsza niż wiedza i dodatkowe umiejętności. (abstrakt oryginalny)

Słowa kluczowe

EN

Manager; Leadership; Managerial competencies; Corporation strategies; Questionnaire survey

PL

Menedżer; Przywództwo; Kompetencje kierownicze; Strategia przedsiębiorstwa; Badania ankietowe

• Czasopismo: Współczesne Zarządzanie
• Rocznik: 2014
• Tom: 13
• Numer: nr 3
• Strony: 77--85

Twórcy

autor

Joanna Radomska

• Wrocław University of Economics, Poland

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