İnşaat işletmeleri için strateji formülasyonuna yönelik bir model
A Strategy formulation model for construction companies
- Tez No: 75414
- Danışmanlar: PROF. DR. YILDIZ SEY
- Tez Türü: Yüksek Lisans
- Konular: Mimarlık, Architecture
- Anahtar Kelimeler: Belirtilmemiş.
- Yıl: 1998
- Dil: Türkçe
- Üniversite: İstanbul Teknik Üniversitesi
- Enstitü: Fen Bilimleri Enstitüsü
- Ana Bilim Dalı: Mimarlık Ana Bilim Dalı
- Bilim Dalı: Bina Yapım Yönetimi Bilim Dalı
- Sayfa Sayısı: 161
Özet
Bu çalışmada, belirsizliklerin ve sürekli değişimlerin hakim olduğu ve rekabetin yoğun olarak yaşandığı bir ortamda, farklı büyüklükte ve farklı alanlarda faaliyet gösteren tüm inşaat işletmelerinin uzun vadeye yönelik olarak yaşamlarını sürdürmelerini ve rakipleriyle başarılı bir şekilde rekabet etmelerini olanaklı kılan bir yönetim aracı olarak kullanılmak üzere, stratejik yönetimin ilk süreci olan strateji formülasyonuna yönelik bir modelin biçimlenmesi amaçlanmaktadır. Bu amaca ulaşmada izlenmesi gereken sürecin ortaya konmasına ışık tutmak üzere, çalışmanın ikinci bölümünde strateji kavramının işletmeler için ne denli önem taşıdığı üzerinde durulmakta ve literatürde çeşitli yazarlarca ele alındığı görülen stratejik yönetim süreci irdelenmektedir. Bununla birlikte, sürecin ilk evresi olan strateji formülasyonu stratejik yönetim süreci içinde önemli bir yer tutmakta ve seçilen stratejilerin, strateji formülasyonundaki yapılması gerekli analizler baz alınarak değerlendirmeye alınması gerekmekte ve dolayısıyla strateji formülasyonu için analizlerin ne kadar gerekli olduğu görülmektedir. Bu bağlamda çalışmanın 3. bölümünde inşaat işletmelerine yönelik strateji formülasyonu modelinin geliştirilmesine ışık tutması amacıyla, strateji formülasyonu için yapılması gerekli analizler ve değerlendirmeler detaylı bir şekilde ortaya konmaktadır. İnşaat işletmelerine yönelik olarak uygun bir strateji formülasyonu modelinin ortaya konması için ölçütleri belirlemek üzere, çalışmanın 4. bölümünde, inşaat sektörünün nasıl bir stratejik yönetim gerektiği üzerinde durulmakta; bu kapsamda belirsizliklerin ve değişimlerin etkin bir şekilde yönetiminin gerekli olduğu görülmekte, stratejik kontrol evresinin tüm süreç için ne kadar önemli olduğu saptanmaktadır. İnşaat işletmelerine yönelik kullanılmak üzere, çalışmanın 4. bölümünün ikinci kısmında biçimlendirilen strateji formülasyonu modelinin içeriği ise şu şekilde belirlenmektedir : 1- İşletmenin misyon ve amaçlan belirlenmektedir. 2- Çevresel analizler yapılmaktadır.. Makro çevrede sektörel özelliklerden dolayı ele alınması gerekli konular.. Sektörel çevrede Pazar özellikleri ve rekabet koşullan açısından incelenmesi gerekli konular.. İşletme içine yönelik analiz-Gerçekleştirilen faaliyetlerin diğer imalat sektörüne göre farklılık göstermesi dolayısıyla, kaynakların inşaat sektörünün gerektirdiği başlıklara göre kontrol listesi şeklinde irdelenmesi 3- İşletme misyon ve amaçlan ile çevresel analizlerin birbirlerine uygun olmaları sağlanmaktadır. 4- Yapılan iç ve dış çevre analizlerinin ışığında işletmenin zayıf ve güçlü yanlan ile karşılaşacağı fırsat ve tehditlerin belirlenerek SWOT Analizi Matrisi'ne aktarılıp, örnekle açıklanan bir puanlama sistemiyle amaçlan gerçekleştirmek üzere uygun stratejiler belirlenmektedir. Bu özellikleri ile strateji formülasyonu modeli, yöneticilerin ileriye bakabilmesini ve geleceğin getireceği belirsizliklere karşı hazırlıklı olmalarını sağlayan bir yapıya sahip olmaktadır.
Özet (Çeviri)
Today, it's considered as success for construction companies to be able to survive under the conditions of high uncertainties, rapid changes and a fierce competitive environment. Unlike the other production industries, construction industry is the one that's mostly affected by economical fluctuations. So it's getting more important to struggle under changing conditions as there's a requirement to be able to adapt to various market segments. In that sense, construction companies need a specific management tool that will lead them to see through the future and estimate what future can bring to their company. That management tool is called strategy which can be defined as the long range plans, methods, and approaches that a company adopts in order to reach its goals in a competitive environment. Management in construction companies like in any other company, is fundamentally a decision process and success depends on the decisions which are taken on the basis of a managerial planning system. Strategic management is such a mechanism that ensures the decisions being taken providing that they will get most benefit from the effects of environmental factors. Strategy formulation, being the first step of strategic management process, is the phase that strategy or strategies are chosen by the company to be followed aiming the realisation of goals and company mission and so being the most important step of strategic management.As in the literature examined, it's found that there's a little concerning about strategy formulation process for construction companies while no specific study concerning how the strategies that best satisfies the company's expectations been selected. So the principal aim of this study is to clear strategy formulation subject in construction companies and to develop that subject through the characteristics of construction industry. As recently, our country has extended its market abroad, the importance of decreasing the lack of required information about where the activities take place can not be denied. Concerning this position of Turkey and special feature of construction industry, this study aims to fill the blank in that field which doesn't have such a strategy formulation process including a part that shows the selection of the appropriate strategies. In order to reach this aim, it's necessary to begin from the concept of strategy and strategic management process which is the second part of the study. The formulation of a strategy based on the activities of the company exposes a required management mechanism guiding the company to reach its mission and objectives. Strategy deals with the management of change and uncertainties providing the company to gain competitive advantage in the market it competes. This makes clear that strategy is a fundamental tool to struggle against the changes coming from both the macro and industrial environment and at the same time inside of the organisation of the company. Strategy is formulated in the strategy formulation process, the first step of strategic management. Strategic management consists of 3 processes: 1- Strategy formulation 2- Strategy implementation 3- Strategic control Strategy formulation is the process where the strategies are formulated according to the information the company obtains from the analysis of external (macro and industrial environment) and internal (company itself) environment aiming to reach its mission and long term objectives. Strategy implementation is the process that strategy is applied through the company. In other words, it's the process which reveals if the selected strategy or strategies are appropriate for the dynamic conditions and rapidchanges, which may be called a destiny-like process that shows the company what preliminary actions should be taken later. Strategic control process answers the questions if strategy can be implemented as planned, if formulated strategy satisfies the company's needs in the long term and if any changes in the strategy or a new strategy is required. The important point is that these processes should not be thought separately from each other as strategic management entails handling both processes together. Helping the formation of a strategy formulation model for construction companies, part 3 covers entirely the strategy formulation process in general. Strategy formulation consists of strategic analysis and strategic choices. Strategic analysis includes a deep research towards the external environment and the company. These obtained knowledge is then used to define strategic alternatives and then to select the most suitable strategy aiming the realisation of the objectives. Strategy formulation process implies the new regions to enter or retreat, the best way for the procurement of the company resources or decisions for entering international markets. So the decisions taken here affects the company in the long run from markets, resources, products and technology point of view. The environmental analysis provide the managers a warning system against changes so that they can formulate strategies which turns hazardous positions into an opportunity to take over. In other words, companies that don't have a systematic environmental research, may take decisions not suitable for environmental changes because of the pressure of lack of time. Great uncertainties of the future can at least be estimated by the analysis of the environmental factors. In other words, environmental analysises are of great importance as they reveal opportunities that the company may benefit from and threats that has to be avoided. The analysis through the inside of the company compared to the analysis of the external environment makes an evaluation of the company's skills possible according to its resources. That evaluation provides the company to benefit all the opportunities from the external environment and in that way it can decrease the possibility ofvulnerability to coining threats. To make clear, defining the strengths and weaknesses of the company based on the analysis of the company's resources and examining them together with the opportunities and threats forms the basic aspects when formulating strategies to be followed. The formulation of the strategies for construction companies requires a determination of these environmental analysis totally evaluated according to the construction industry. In the light of that criteria, part 4 first addresses the point what kind of a strategic management the construction industry requires. Strategic management should create such a process that it can not only react to changes and uncertainties but at the same time shape an environment for the company it operates. That is possible only with the formulation of strategies according to the analysis of external and internal environment to reach mission and objectives which are one more evaluated in the light of the criterias obtained from the environmental analysis. The procedure for strategy formulation employed in that study includes 5 stages: 1- Examine the company's mission - the scale of its activities and objectives (the measures of its success) 2- Survey the environment of the company. The survey determines the exterior parameters - the general market attributes, characteristics of competition and potential competitors, subcontractors market. At that stage, constrains set by the environment on the company's activities are also identified. 3- Survey the company. The survey examines the various internal parameters of its activity - parameters that define the production process and related activities are identified. 4- Identifying strengths and weaknesses, opportunities and threats in SWOT Matrix and a special grid analysis that depends on numbering each matching of that 4 criteria. 5- Selection of the preferred strategy/strategies with the help of parameters that are found after numbering each matching.Analysis of the construction companies resources depends on examining them on the basis of 7 criterias of construction industry. These are:. Construction. Procurement. Marketing. Organizational infrastructure. Personnel. Finances. Information system The findings after the analysis stages are transferred to SWOT Analysis Matrix as strengths, weaknesses, opportunities and threats. In the development of that matrix, the study takes an imaginary middle-sized construction company as an example and defines its mission and objectives, strengths, weaknesses, opportunities and threats. Each matching between this 4 criteria is numbered from 0 to 4 according to the relationship between them as if it's thought there's a very high relationship, it deserves 4 and not a relationship it deserves 0. Taking the sums of the columns and rows in each 4 square, the criterias are defined according to the intersection of the chosen rows and columns that are identified according to the higher sums. Figure 1 represents the SWOT Analysis Matrix and its numbering. Each intersection may not always reveal a strategy, but helps the others to be selected. With the help of these criterias showing in what conditions the company faces advantageous or disadvantageous positions, the preferred strategies are formulated to gain mission and objectives. The choice of optimal strategy, from several available alternatives, should follow a careful analysis of the costs and benefits inherent in the implementation of each. Another important point is each strategy should be evaluated again and again because of the dynamic conditions of construction industry. This reveals where and when to change a strategy or totally formulate a new one.
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