Professional Documents
Culture Documents
12TH EDITION
THOMAS L. WHEELEN J. DAVID HUNGER
Integration Managers
Prepare a competitive profile of the company in terms of its strengths and weaknesses Draft a profile of what the ideal combined company should look like Develop action plans to close the gap between actual and ideal Establish training programs to unit the combined company and make it more competitive
10-2
10-3
10-4
Selection and Management Development Executive succession- replacing a key top manager
Succession planning Identifying candidates below the top layer of management Measuring internal candidates against external candidates Providing financial incentives
10-5
Assessment centers evaluates a persons suitability Job rotation- ensures employees are gaining a mix of
experience to prepare them for future responsibilities
10-6
10-7
Successful Downsizing
Eliminate unnecessary work instead of making across the board cuts Contract out work that others can do cheaper Plan for long-run efficiencies Communicate the reasons for actions Invest in the remaining employees Develop value added jobs to balance out job elimination
10-8
10-9
Implementation involves leading and coaching people to use their abilities and skills most effectively and efficiently to achieve organizational objectives
10-10
Managing Corporate Culture Strong cultures are resistant to change Optimal culture supports mission and strategies Change in strategy should be followed by change in culture
10-11
4.
10-13
10-14
10-16
1. 2. 3. 4. 5. 6.
Specific actions to be taken to make the program operational Dates to begin and end each action Person responsible for carrying out each action Person responsible for monitoring the timeliness and effectiveness of each action Expected financial and physical consequences of each action Contingency plans
10-17
10-18
10-19
10-20
participative decision making through shared goal setting and performance assessment based on achieving stated objectives
Establishing and communicating organizational objectives Setting individual objectives Developing an action plan to achieve objectives Performance review (periodic and annual)
10-21
Better, less variable quality of the product and service Quicker less variable response in processes to customer needs Greater flexibility in adjusting to customers shifting requirements Lower cost through quality improvement and elimination of non-value added work
10-22
Essential Ingredients
1. 2. 3. 4. 5. Intense focus on customer satisfaction Internal as well as external customers Accurate measurement of every critical variable in a companys operations Continuous improvement of products and services New work relationships based on trust and teamwork
10-23
10-24
1. What skills should a person have for managing a business unit following a differentiation strategy? Why? What should a company do if no one is available internally and the company has a policy of promotion from within? 2. When should someone form outside the company be hired to manage the company or one of its business units? 3. What are some ways to implement a retrenchment strategy without creating a lot of resentment and conflict with labor unions? 4. How can corporate culture be changes? 5. Why is an understanding of national cultures important in strategic management?
10-25
Ronald Heimler
Dowling College- MBA Georgetown University- BS Business Administration Adjunct Professor- LIM College, NY Adjunct Professor- Long Island University, NY Lecturer- California State Polytechnic University, Pomona, CA President- Walter Heimler, Inc
Prentice Hall, Inc. 2009 10-26
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