STRATEGIC MANAGEMENT & BUSINESS POLICY
12TH EDITION
THOMAS L. WHEELEN
J. DAVID HUNGER
Selection and Management Development
Executive succession- replacing a key top manager
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Succession planning
Identifying candidates below the top layer of
management
Measuring internal candidates against external
candidates
Providing financial incentives
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Staffing Follows Strategy
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Training and development
Executive types
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Dynamic industry expert
Analytical portfolio manager
Cautious profit planner
Turnaround specialist
Professional liquidator
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Identifying Abilities and Potential
Performance appraisal system identifies good
performers with promotion potential
Assessment centers evaluates a person’s suitability
for an advanced position
Job rotation- ensures employees are gaining a mix of
experience to prepare them for future
responsibilities
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Problems in Retrenchment
Downsizing the planned eliminated of positions or
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jobs
Can damage the learning capacity of an
organization
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Successful Downsizing
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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
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International Issues in Staffing
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Culture differences
Management styles
Human resource practices
Communication and coordination
Lack of international management with experience
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Managing Corporate Culture
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Strong cultures are resistant to change
Optimal culture supports mission and
strategies
Change in strategy should be followed by
change in culture
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Managing Cultural Change Through
Communication
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CEO and top management communicated the
strategic vision throughout the organization
Current performance was compared to competition
and constantly updated
Vision was translated into key elements needed to
accomplish the vision
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Dimensions of National Culture
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Power distance
Uncertainty avoidance
Individualism-collectivism
Masculinity-femininity
Long-term orientation
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