Research On Strategy Execution Of Middle-level Managers In Enterprises

In recent years, enterprises are facing increasingly fierce global competition along with the great changes in the global economic pattern. The survival space of each enterprise is gradually squeezed. If they want to survive, they need to be able to produce a business development strategy of "sustainable competitive advantage". The importance of strategy was constantly approved by both theorists and practitioners, but some development strategies of great value haven’t brought any changes to the survival of the enterprises. The reason is that enterprise only pays attention to the formulation of the strategy, but ignores the implementation of the strategy. Besides personnel have not formed effective force of strategic implementation, which makes the strategy like castles in the air. It was reported in the magazine "Wealth" that 70% of the world’s enterprises did not succeed not because they lacked good strategies, but because they lacked good implementation strategy. Obviously for actual enterprises, implementation is more important than planning. And in the process of implementation of the strategy, the strategic executive power of staff is the most important element. Only when all employees have strategy execution, can business development strategy be successfully implemented. In all staff, middle-level managers play a linking role in connecting the upper and lower staff. If the strategy execution of middle-level managers is smooth and effective, then the implementation of the whole development strategy will get twofold results with half the effort.This paper aims to study the middle-level managers’ strategy execution and establish an effective evaluation model of strategy execution for the middle-level managers through collecting literature, expert interviews, questionnaire survey. This set of evaluation model evaluates the strategy execution level of middle-level managers based on four data’s collected from the middle managers, middle managers superior, middle managers’ colleagues and their subordinates, each assuming its comprehensive score weight.In addition, this paper tries to analyze the influential factors of middle-level managers’ strategy execution through content analysis. Through sorting out a large amount of literature data, the author has summarized the main influential factors of middle-level managers’ strategic execution and then further put forward some promotion measures for middle-level managers. Improvement measures fall into two ways: first, through the analysis of the components of middle-level managers’ strategic execution, namely by improving five abilities to promote the strategy execution of middle-level managers; second, through improving the influential factors of middle-level managers’ strategic execution, namely by perfecting and matching several main factors to promote executive ability.Finally, the author carries out the evaluation of strategic implementation power on three middle managers of an enterprise, confirms the strategic execution level of the three test subjects, combines the result with evaluation model and marks their strategy execution score. Then the author makes comparison between the three middle managers concerning strategy executive level, and combines the result with the comment of the staff of the company to verify whether the results of model calculation are in accordance with leaders and staff’s view. The result is quite positive, which indicates that the model can effectively evaluate middle managers’ strategy implementation force.