Chapter Ten

Strategy Implementation :
Staffing & Directing

Learning Objectives
Understand the link between strategy and
staffing decisions
Match the approriate manager to the
strategy
Understand how to implement and
effective downsizing program
Discuss important issues in effectively
staffing and directing international
expansion

 Assess and manage the corporate

cultures fit with the new strategy
Decide when and if programs such as
MBO and TQM are approriate methods of
strategy implementation
Formulate action plans

Staffing follows Strategy

1. Hiring and Training Requirement
change
2. Matching the Manager to the Strategy

Selection and Management

Development
1. Executive Succession : Insiders vs
Outsiders
2. Identifying Abilities and Potential

Problems in Retrenchment
1. Eliminate unnecessary work instead of
making across-the-board cuts
2. Contract out work that others can do
cheaper
3. Plan for long run efficiencies
4. Communicate the reasons for actions
5. Invest in the remaining employees
6. Develop value-added jobs to balance out
job elimination

LEADING
Managing Corporate Culture
1. Assessing Strategy-Culture
Compatibility
2. Managing Cultural Change Through
Communication
3. Managing Diverse Cultures Following
an Acquisition

Assesing Strategy-Culture
Compatibility
1. Is the planned strategy compatible with the
companys current culture ?
2. Can the culture be easily modified to make it
more compatible with the new strategy ?
3. Is management willing and able to make major
organizational changes and accept probable
delays and likely increase in costs ?
4. Is management stil committed to implementing
the strategy ?

Managing Diverse Cultures

Following an Acquisition
1.
2.
3.
4.

Integration
Assimilation
Separation
Deculturation

Action Planning
1. Specific actions to be taken to make the
program operational
2. Dates to begin and end each action
3. Person responsible for carrying out each
action
4. Person responsible for monitoring the
timeliness and effectiveness of each action
5. Expected financial and physical
consequences of each action
6. Contingency plans

Management by Objectives
The MBO process involves :
1. Establishing and communicating organizational
objectives
2. Setting individual objectives (through superiorsubordinate interaction) that help
implementation organization ones
3. Developing an action plan of activities needed
to achieve the objectives
4. Periodically reviewing performance as it
related to the objectives and including the
results in the annual performance appraisal

Total Quality Management

Objectives :
1. Better, less variable quality of the product
and service
2. Quicker, less variable response in
processes to customer needs
3. Greater flexibility in adjusting to
customers shifting requirements
4. Lower cost through quality improvement
and elimination of non-value adding work

TQMs essential ingredients are :

1. An intense focus on customer
satisfaction
2. Internal as well as external customers
3. Accurate measurement of every critical
variable in a companys operations
4. Continuous improvement of product and
service
5. New work relationships based on trust
and teamwork

International Considerations in
Leading
1.
2.
3.
4.
5.

Power distance (PD)

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