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Chapter 10

Chapter 10 Selections

staffing follows strategy staffing requirements are likely to follow a change in strategy. For example, promotions should be based not only on current job performance but also on whether a person has the skills and abilities to do what is needed to implement the new strategy.
matching manager to strategy Executive characteristics influence strategic outcomes for a corporation.16 It is possible that a current CEO may not be appropriate to implement a new strategy. Research indicates that there may be a career life cycle for top executives.
executive type Executives with a particular mix of skills and experiences may be classified as an executive type and paired with a specific corporate strategy.
dynamic industry expert a corporation following a concentration strategy emphasizing vertical or horizontal growth would probably want an aggressive new chief executive with a great deal of experience in that particular industry— a dynamic industry expert.
analytical portfolio manager A diversification strategy, in contrast, might call for someone with an analytical mind who is highly knowledgeable in other industries and can manage diverse product lines—an analytical portfolio manager.
cautious profit planner choosing to follow a stability strategy would probably want as its CEO a person with a conservative style, a production or engineering background, and experience with controlling budgets, capital expenditures, inventories, and standardization procedures.
turnaround specialist Weak companies in a relatively attractive industry tend to turn to a type of challenge-oriented executive known as a turnaround specialist to save the company.
professional liquidator If a company cannot be saved, a professional liquidator might be called on by a bankruptcy court to close the firm and liquidate its assets.
executive succession the process of replacing a key top manager.
performance appraisal system identify good performers with promotion potential.
downsizing (sometimes called “rightsizing” or “resizing”) refers to the planned elimination of positions or jobs. This program is often used to implement retrenchment strategies.
Successful downsizing factors Eliminate unnecessary work instead of making across-the-board cuts, Contract out work that others can do cheaper, Invest in the remaining employees
international issues in staffing Because of cultural differences, managerial style and human resource practices must be tailored to fit the particular situations in other countries
MNCs putting more emphasis on intercultural training for managers
Intercultural training for managers being sent to foreign country This type of training is one of the commonly cited reasons for the lower expatriate failure rates—6% or less—for European and Japanese MNCs, which have emphasized cross-cultural experiences, compared with a 35% failure rate for U.S.-based MNCs
strategy-culture compatibility corporate culture should support the strategy. Unless strategy is in complete agreement with the culture, any significant change in strategy should be followed by a modification of the organization’s culture.
1 Is the proposed strategy compatible with the company’s current culture? If yes, full steam ahead. Tie organizational changes into the company’s culture by identifying how the new strategy will achieve the mission better than the current strategy does.
2 culture easily modified to make it more compatible with the new strategy? If yes, forward by introducing a set of culture-changing activities such as structural mod, training and development activities, new managers more compatible with the new strategy.
3 Is management willing and able to make major organizational changes and accept probable delays and a likely increase in costs? If yes, manage around the culture by establishing a new structural unit to implement the new strategy.
4 Is management still committed to implementing the strategy? If yes, find a jointventure partner or contract with another company to carry out the strategy. If not, formulate a different strategy.
Methods of Managing the Culture of Acquired Firm Integration, Assimilation, Separation, Deculturation
Integration Equal merger of both cultures into a new corporate culture
Assimilation Acquiring firm’s culture kept intact, but subservient to that of acquiring firm’s corporate culture
Separation Conflicting cultures kept intact, but kept separate in different units
Deculturation Forced replacement of conflicting acquired firm’s culture with that of the acquiring firm’s culture
Management by Objectives (MBOs) technique that encourages participative decision making through shared goal setting at all organizational levels and performance assessment based on the achievement of stated objectives
Total Quality Management (TQM) operational philosophy committed to customer satisfaction and continuous improvement
TQM Essentials customer satisfaction, internal/external customers, continuous improvement, trust and teamwork
Hofstede 5 dimensions Power distance, uncertainty avoidance, individual-collectivism, masculinity-feminine, long-term orientation
Power distance extent to which a society accepts an unequal distribution of power in organizations.
uncertainty avoidance extent to which a society feels threatened by uncertain and ambiguous situations.
individual-collectivism, extent to which a society values individual freedom and independence of action compared with a tight social framework and loyalty to the group.
masculinity-feminine extent to which society is oriented toward money and things (which Hofstede labels masculine) or toward people (which Hofstede labels feminine).
long-term orientation extent to which society is oriented toward the longversus the short-term.
Created by: 514734223



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