CHAPTER 10 Strategy

Implementation: Staffing &

Directing

STRATEGIC MANAGEMENT & BUSINESS POLICY

10TH EDITION
THOMAS L. WHEELEN

Prentice Hall, Inc. 2006

J. DAVID HUNGER

10-1

Staffing & Directing

Staffing
1.Hiring new people with new skills
2.Firing people w/ inappropriate skills
3.Training existing employees to learn
new skills
Recruit Select Train Assess

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Staffing & Directing

Growth through Acquisition

Management Attrition
Year

% that Leave

25

35

48

55

61

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Staffing & Directing

CISCO Acquisition Strategy

1. Similar Corporate Culture
2. Close to existing facility
3. Small in size
Merger & Acquisition Finance Integration Manager

Competent Knowledge Acquirer

Flexible Style
Work with X Functional Teams
Work Independently
Emotional/Cultural Intelligence
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Staffing & Directing

Staffing follows strategy

Training & Development
Higher productivity
Reduction in waste
Overall cost savings

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Staffing & Directing

Staffing follows strategy

Top Executive Life Cycle
Learning - Harvesting - Decline

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Staffing & Directing

Staffing follows strategy

Matching manager to strategy
Executive type
Dynamic industry expert - growth
Analytical portfolio manager - diversification
Cautions profit planner - stability
Turnaround specialist weak company/active market
Professional liquidator company cant be saved
CEO characteristics also change with the development stage of
the company.

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Staffing & Directing

Selection & Management Development

Executive Succession
Insiders versus Outsiders?
Average tenure of CEO is just over 7 years
2/3 of companies replace CEOs every 5 years
Outsiders perform better in the short term
Insiders in the long term
Companies in trouble hire outsiders

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Staffing & Directing

Selection & Management Development

Identifying Abilities and Potential
Performance appraisal system
Management Development Programs

Assessment centers
Job rotation

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Staffing & Directing

Problems in Retrenchment
Downward Spiral
Downsizing (right-sizing?)
Eliminate unnecessary work
Not across the board cuts
Contract out work for cost savings but
Focus on the future
Plan for long-run efficiencies
Communicate reasons for action
Invest in remaining employees
Develop value-added jobs for redeployment

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Staffing & Directing

International Staffing Options

Home Country National
Host Country National
Third Country Nationals (Internationals)

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Staffing & Directing

Leading
coaching individuals to use their abilities and skills
most effectively and efficiently to achieve
organizational goals.

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Staffing & Directing

Assessing Strategy Culture Compatibility

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Staffing & Directing

Managing Diverse Cultures

Integration
Shared cultural/managerial practices

Assimilation
Acquired company adopts new culture

Separation
Unique cultures survive

Deculturation
Impose cultural/managerial practices
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Staffing & Directing

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Action Plan

Action Plan
1.
2.
3.
4.
5.
6.

Actions to be taken
Dates to begin and end
Person responsible for carrying out the action
Person responsible for monitoring
Expected financial and physical consequences
Contingency Plans

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Staffing & Directing

Management By Objectives
Establish objectives
Setting individual objectives (shared)
Action plan
Periodic performance review

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Staffing & Directing

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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Staffing & Directing

International considerations in Leading

Power distance (PD)
Distribution of power (Autocratic/Participative)

Uncertainty avoidance (UA)

Level of ambiguity

Individualism-collectivism (I-C)
Independence vs. social framework

Masculinity-femininity (M-F)
Money & things vs. people

Long-term orientation (LT)

Hard work, education and persistence
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Staffing & Directing

Stars versus B Players

Stars dont necessarily move well
75% of your employees are B players that keep the
company going
if theres only one ball, who needs 11
quarterbacks
Team work, respect and complementary skills are
more important.

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Advisor Team
Psychological Personality Tests Online for organization
al development, career planning, personal development
Guardians natural talent in managing goods and
services, dependable and trustworthy
Artisans 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.
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Free Report for: Paul

Guardians 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 (ESFJ

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CHAPTER 10 Strategy
Implementation: Staffing &
Directing

STRATEGIC MANAGEMENT & BUSINESS POLICY

10TH EDITION
THOMAS L. WHEELEN

Prentice Hall, Inc. 2006

J. DAVID HUNGER

10-23