Prentice Hall, Inc. 200610-*STRATEGIC MANAGEMENT & BUSINESS POLICY 10TH EDITIONTHOMAS L. WHEELEN J. DAVID HUNGERCHAPTER 10 Strategy Implementation: Staffing & Directing

Prentice Hall, Inc. 200610-*Staffing & DirectingStaffing Hiring new people with new skillsFiring people w/ inappropriate skillsTraining existing employees to learn new skills

Recruit Select Train Assess

Prentice Hall, Inc. 200610-*Staffing & DirectingGrowth through AcquisitionManagement Attrition

Year% that Leave125235348455561

CISCO Acquisition StrategySimilar Corporate CultureClose to existing facilitySmall in size

Merger & Acquisition Finance Integration ManagerCompetent Knowledge AcquirerFlexible StyleWork with X Functional TeamsWork IndependentlyEmotional/Cultural IntelligencePrentice Hall, Inc. 200610-*Staffing & Directing

Prentice Hall, Inc. 200610-*Staffing & DirectingStaffing follows strategy

Training & DevelopmentHigher productivityReduction in wasteOverall cost savings

Prentice Hall, Inc. 200610-*Staffing & DirectingStaffing follows strategy

Top Executive Life CycleLearning - Harvesting - Decline

Prentice Hall, Inc. 200610-*Staffing & DirectingStaffing follows strategy Matching manager to strategyExecutive typeDynamic industry expert - growthAnalytical portfolio manager - diversificationCautions profit planner - stabilityTurnaround specialist weak company/active marketProfessional liquidator company cant be saved

CEO characteristics also change with the development stage of the company.

Prentice Hall, Inc. 200610-*Staffing & DirectingSelection & Management Development

Executive SuccessionInsiders versus Outsiders?

Average tenure of CEO is just over 7 years2/3 of companies replace CEOs every 5 yearsOutsiders perform better in the short termInsiders in the long termCompanies in trouble hire outsiders

Prentice Hall, Inc. 200610-*Staffing & DirectingSelection & Management Development

Identifying Abilities and PotentialPerformance appraisal systemManagement Development ProgramsAssessment centersJob rotation

Prentice Hall, Inc. 200610-*Staffing & DirectingProblems in RetrenchmentDownward SpiralDownsizing (right-sizing?)Eliminate unnecessary workNot across the board cutsContract out work for cost savings butFocus on the futurePlan for long-run efficienciesCommunicate reasons for actionInvest in remaining employeesDevelop value-added jobs for redeployment

Prentice Hall, Inc. 200610-*Staffing & DirectingInternational Staffing OptionsHome Country NationalHost Country NationalThird Country Nationals (Internationals)

Leading coaching individuals to use their abilities and skills most effectively and efficiently to achieve organizational goals.Prentice Hall, Inc. 200610-*Staffing & Directing

Prentice Hall, Inc. 200610-*Staffing & DirectingAssessing Strategy Culture Compatibility

Prentice Hall, Inc. 200610-*Staffing & DirectingManaging Diverse Cultures

IntegrationShared cultural/managerial practicesAssimilationAcquired company adopts new cultureSeparationUnique cultures surviveDeculturationImpose cultural/managerial practices

Prentice Hall, Inc. 200610-*Staffing & Directing

Action PlanActions to be takenDates to begin and endPerson responsible for carrying out the actionPerson responsible for monitoringExpected financial and physical consequencesContingency Plans

Prentice Hall, Inc. 200610-*Action Plan

Prentice Hall, Inc. 200610-*Staffing & DirectingManagement By Objectives

Establish objectivesSetting individual objectives (shared)Action planPeriodic performance review

Prentice Hall, Inc. 200610-*Staffing & DirectingTotal Quality Management (TQM)

Intense focus on customer satisfactionInternal as well as external customersAccurate measurementContinuous improvementTrust and teamwork

Prentice Hall, Inc. 200610-*Staffing & DirectingInternational considerations in Leading

Power distance (PD)Distribution of power (Autocratic/Participative)Uncertainty avoidance (UA)Level of ambiguityIndividualism-collectivism (I-C)Independence vs. social frameworkMasculinity-femininity (M-F)Money & things vs. peopleLong-term orientation (LT)Hard work, education and persistence

Stars versus B PlayersStars dont necessarily move well75% of your employees are B players that keep the company goingif theres only one ball, who needs 11 quarterbacksTeam work, respect and complementary skills are more important.Prentice Hall, Inc. 200610-*Staffing & Directing

Advisor TeamPsychological Personality Tests Online for organizational development, career planning, personal development

Guardians natural talent in managing goods and services, dependable and trustworthyArtisans keen senses and are at home with tools, instruments and vehicles, risk-takers.Idealists concerned with growth and development, like to work with people, dont like conflict.Rationalists problem solvers who like to know how things work, vary goal oriented.

Prentice Hall, Inc. 200610-*

Free Report for: PaulGuardians are the cornerstone of society, for they are the temperament given to serving and preserving our most important social institutions. Guardians have natural talent in managing goods and services--from supervision to maintenance and supply--and they use all their skills to keep things running smoothly in their families, communities, schools, churches, hospitals, and businesses.Guardians can have a lot of fun with their friends, but they are quite serious about their duties and responsibilities. Guardians take pride in being dependable and trustworthy; if there's a job to be done, they can be counted on to put their shoulder to the wheel. Guardians also believe in law and order, and sometimes worry that respect for authority, even a fundamental sense of right and wrong, is being lost. Perhaps this is why Guardians honor customs and traditions so strongly--they are familiar patterns that help bring stability to our modern, fast-paced world.Practical and down-to-earth, Guardians believe in following the rules and cooperating with others. They are not very comfortable winging it or blazing new trails; working steadily within the system is the Guardian way, for in the long run loyalty, discipline, and teamwork get the job done right. Guardians are meticulous about schedules and have a sharp eye for proper procedures. They are cautious about change, even though they know that change can be healthy for an institution. Better to go slowly, they say, and look before you leap. Guardians make up as much as 40 to 45 percent of the population.The Four types of Guardians are:Supervisors (ESTJ) | Protectors (ISFJ) | Inspectors (ISTJ) | Providers (ESFJPrentice Hall, Inc. 200610-*

Prentice Hall, Inc. 200610-*STRATEGIC MANAGEMENT & BUSINESS POLICY 10TH EDITIONTHOMAS L. WHEELEN J. DAVID HUNGERCHAPTER 10 Strategy Implementation: Staffing & Directing

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