CHAPTER 10 Strategy Implementation: Staffing & Directing Prentice Hall 2006

Staffing & Directing Staffing – Hiring new people with new skills; firing people w/ inappropriate skills; training existing employees to learn new skills Prentice Hall 2006

Staffing follows strategy – Staffing & Directing Staffing follows strategy – Training & Development Higher productivity Reduction in waste Overall cost savings Prentice Hall 2006

Staffing follows strategy – Staffing & Directing Staffing follows strategy – Matching manager to strategy Executive type Dynamic industry expert Analytical portfolio manager Cautions profit planner Prentice Hall 2006

Staffing follows strategy – Staffing & Directing Staffing follows strategy – Matching manager to strategy Turnaround specialist Professional liquidator Prentice Hall 2006

Selection & Management Development – Staffing & Directing Selection & Management Development – Executive Succession Insiders Outsiders Prentice Hall 2006

Selection & Management Development – Staffing & Directing Selection & Management Development – Identifying Abilities and Potential Performance appraisal system Assessment centers Job rotation Prentice Hall 2006

Problems in Retrenchment– Staffing & Directing 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 Prentice Hall 2006

Managing Corporate Culture– Staffing & Directing Managing Corporate Culture– Assessing Strategy – Culture Compatibility Compatible with current culture? Cultural flexibility Organizational change possible Commitment to strategy implementation Prentice Hall 2006

Managing Diverse Cultures– Staffing & Directing Managing Diverse Cultures– Integration Assimilation Separation Deculturation Prentice Hall 2006

Staffing & Directing Prentice Hall 2006

Management By Objectives – Staffing & Directing Management By Objectives – Establish objectives Setting individual objectives Action plan Periodic performance review Prentice Hall 2006

Total Quality Management (TQM) – Staffing & Directing Total Quality Management (TQM) – Less variable quality Less variable response in processes Greater flexibility Lower cost Prentice Hall 2006

International considerations in Leading – Staffing & Directing International considerations in Leading – Power distance (PD) Uncertainty avoidance (UA) Individualism-collectivism (I-C) Masculinity-femininity (M-F) Long-term orientation (LT) Prentice Hall 2006