Organization, Staffing and Directing

Strategy implementation : Organization,
Staffing and Directing
Novita Ekasari, SE,MM

Staffing
● The implementation of new strategies and

policies often calls for new human resource
management priorities and a different use
of personnel
● If growth strategies are to be implemented,
new people may need to be hired and
trained.
● When a corporation follows a growth
through acquisition strategy, it may find
that it needs to replace several managers in
the acquired company.
Integration Process
To deal with integration issues such

as these, some companies are
appointing special integration
managers to shepherd companies
through the implementation process.
to prepare a competitive profile of the

combined company in terms of its strengths
and weaknesses, draft an ideal profile of
what the combined company should look
like, develop action plans to close the gap
between the actuality and the ideal, and
establish training programs to unite the
combined company and make it more
competitive
to be a successful integration manager, a person
should have
 a deep knowledge of the acquiring

company
 a flexible management style
 an ability to work in cross- functional
project teams
 a willingness to work independently
 ufficient emotional and cultural
intelligence to work well with people
from all backgrounds
Matching the Manager to the
Strategy
• It is possible that a current CEO may not be appropriate to implement a new strategy
• Executives with a particular mix of skills and experiences may be classified as an
executive type and paired with a specific corporate strategy
• 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.
• A diversifica- tion 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.
• A corporation choosing to follow a stability strategy would probably want as its CEO
a cautious profit planner, a person with a conservative style, a production or
engineering background, and experience with controlling budgets, capital
expenditures, inventories, and standardization procedures.
Executive Succession: Insiders vs. Outsiders
 Some of the best practices for top

management succession are encouraging
boards to help the CEO create a succession
plan identifying succession candidates below
the top layer, measuring internal candidates
against outside candidates to ensure the
devel- opment of a comprehensive set of skills,
and providing appropriate financial incen-
tives.
 Firms in trouble, however, overwhelmingly
choose outsiders to lead them.
Identifying Abilities and Potential
A company can identify and prepare its people for important positions in several
ways.
1. performance appraisal system , to identify good performers with promotion potential. A company
should examine its human resource system to ensure not only that people are being hired without regard to
their racial, ethnic, or religious background, but also that they are being identified for training and promotion in
the same man- ner.
2. assessment centers , They use special interviews, management games, in-basket exercises, leaderless
group discussions, case analyses, decision-making exercises, and oral presentations to assess the potential of
employees for specific positions.
3. Job rotation , moving people from one job to another—is also used in many large corporations to ensure
that employees are gaining the appropriate mix of experiences to prepare them for future responsibilities.
PRoBLEMS in RETREnCHMEnT
 Downsizing (sometimes called “rightsizing” or “resizing”) refers to the

planned elimination of positions or jobs
 the following guidelines that have been proposed for successful
downsizing :
a. Eliminate unnecessary work instead of making across-the-board cuts
b. Contract out work that others can do cheaper
c. Plan for long-run efficiencies:
d. Communicate the reasons for actions:
e. Invest in the remaining employees
f. Develop value-added jobs to balance out job elimination:
MAnAGinG CoRPoRATE CuLTuRE
01 Corporate culture should support the

strategy.
02 Communication is key to the effective

management of change
Methods of Managing the Culture of an Acquired Firm
Action Plan
Management by Objectives (MBO) is a technique that Total Quality Management (TQM) is an
encourages participative decision making through operational philosophy committed to
shared goal setting at all organizational levels and customer satisfaction and continuous
performance assessment based on the achievement of improvement. TQM is committed to
stated objectives. quality/excellence and to being the best in all
functions.
The MBO process involves:
• Establishing and communicating organizational TQM’s essential ingredients are:
objectives. • An intense focus on customer
• Setting individual objectives (through superior- satisfaction
subordinate interaction) that help implement • Internal as well as external customers
organizational ones. • Accurate measurement of every critical
• Developing an action plan of activities needed to variable in a company’s operations
achieve the objectives. • Continuous improvement of products
• Periodically(atleastquarterly)reviewingperforman and services
ceasitrelatestotheobjectives and including the • New work relationships based on trust
results in the annual performance appraisal. and teamwork
Thank you
and
hv a good day

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Strategy implementation : Organization,

Staffing and Directing

Novita Ekasari, SE,MM

● The implementation of new strategies and

To deal with integra- tion issues such

to prepare a competitive profile of the

 a deep knowledge of the acquiring

 Some of the best practices for top

 Downsizing (sometimes called “rightsizing” or “resizing”) refers to the

01 Corporate culture should support the

02 Communication is key to the effective

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