CHAPTER 10 Strategy

Implementation: Staffing &

Directing

STRATEGIC MANAGEMENT & BUSINESS POLICY

10TH EDITION
THOMAS L. WHEELEN J. DAVID HUNGER

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Staffing

Hiring new people with new skills; firing

people w/ inappropriate skills; training
existing employees to learn new skills

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Staffing follows strategy

Training & Development

Higher productivity
Reduction in waste
Overall cost savings

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Staffing follows strategy

Matching manager to strategy

Executive type
Dynamic industry expert
Analytical portfolio manager
Cautions profit planner

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Staffing follows strategy

Matching manager to strategy

Turnaround specialist
Professional liquidator

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Selection & Management Development

Executive Succession
Insiders
Outsiders

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Selection & Management Development

Identifying Abilities and Potential

Performance appraisal system
Assessment centers
Job rotation

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Problems in Retrenchment

Downsizing
Eliminate unnecessary work
Contract out work for cost savings
Plan for long-run efficiencies
Communicate reasons for action
Invest in remaining employees
Develop value-added jobs

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Managing Corporate Culture

Assessing Strategy Culture Compatibility

Compatible with current culture?
Cultural flexibility
Organizational change possible
Commitment to strategy implementation

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Managing Diverse Cultures

Integration
Assimilation
Separation
Deculturation

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 Action Plan Example

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Management By Objectives

Establish objectives
Setting individual objectives
Action plan
Periodic performance review

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Total Quality Management (TQM)

Less variable quality

Less variable response in processes
Greater flexibility
Lower cost

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Total Quality Management (TQM)

Intense focus on customer satisfaction

Internal as well as external customers
Accurate measurement
continuous improvement
Trust and teamwork

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International considerations in Leading

Power distance (PD)

Uncertainty avoidance (UA)
Individualism-collectivism (I-C)
Masculinity-femininity (M-F)
Long-term orientation (LT)

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