Strategy Implementation.

Staffing and Directing

BY :
OKTI RATNA (B.312.4321.057)
ABIEM SATRIYO (B.312.4321.058)
NOVI EKA BARIYATUN(B.312.4321.059)
 STAFFING
Find an employees that has a skill, firing people who has
substandard skill or training a people with new skills.
1. STAFFING FOLLOWS STRATEGY
Changing Hiring and Training Requirements
Corporation may find that it needs to either hire
different people or retrain current employees to
implement the new strategy.
Employee selection and training were crucial to the
success of the new manufacturing strategy.
2. Matching the Manager to the Strategy
Accumulated knowledge allows them to reduce
experimentation and increase performance.
This is their harvest stage. They enter a decline
stage in their later years, when they reduce
experimentation still further, and performance
declines. Thus, there is an inverted U-shaped
relationship between top executive tenure and the
firm’s financial performance. Some executives
retire before any decline occurs.
SELECTION AND MANAGEMENT
DEVELOPMENT INTERNATIONAL ISSUES
Executive Succession IN STAFFING
-Practice the HP Way bybuilding trust and respect
Implementing a strategy of
-Lead change and learning by recognizing and acting on
signals for change international expansion takes a lot of
-Know the internal andexternal environments
planning and can be very expensive
-Lead strategy setting by inspiring breakthrough business
strategy lored to fit the particular situations in
-Align the organization
other countries.
-Achieve results
Identifying Abilities and Potential
-A company can identify and prepare its people
for important positions
-A company should examine its human resource
system
-Many large organizations are using assessment
I. MANAGING CORPORATE CULTURE
THE CORP. CULTURE’S OVERVIEWS:
ASSESSING STRATEGY-CULTURE COMPATIBILITY
MANAGING CULTURAL CHANGE THROUGH COMMUNICATION
MANAGING DIVERSE CULTURES FOLLOWING AN ACQUISITION

II. ACTION PLANNING

ACTIVITIES CAN BE DIRECTED TOWARD ACCOMPLISHING STRATEGIC GOALS THROUGH ACTION
PLANNING. AT A MINIMUM, AN ACTION PLAN STATES WHAT ACTIONS ARE GOING TO BE TAKEN,
BY WHOM, DURING WHAT TIME FRAME, AND WITH WHAT EXPECTED RESULTS.

III. MANAGEMENT BY OBJECTIVES

A TECHNIQUE THAT ENCOURAGES PARTICIPATIVE DECISION MAKING THROUGH
SHARED GOAL SETTING AT ALL ORGANIZATIONAL LEVELS AND PERFORMANCE
ASSESSMENT BASED ON THE ACHIEVEMENT OF STATED OBJECTIVES..

IV. TOTAL QUALITY MANAGEMENT

AN OPERATIONAL PHILOSOPHY COMMITTED TO CUSTOMER SATISFACTION AND
CONTINUOUS IMPROVEMENT.

V. INTERNATIONAL CONSIDERATIONS IN LEADING

IN MEASURING THE DIFFERENCES AMONG THESE DIMENSIONS OF NATIONAL CULTURE FROM COUNTRY TO COUNTRY, HE WAS ABLE TO
EXPLAIN WHY A CERTAIN MANAGEMENT
PRACTICE MIGHT BE SUCCESSFUL IN ONE NATION BUT FAIL IN ANOTHER.