Staffing and Directing

1
Staffing and Directing

• Managing and Leading
• Are there differences between managers and
  leaders?
• Some say that
• Managers embrace
• process,
• seek stability and control,
• resolve problems quickly-sometimes before they
  fully understand a problem's significance.

2
Staffing and Directing

• Managing and Leading
• Are there differences between managers and
  leaders?
• Some say that
• Leaders
• Tolerate chaos and lack of structure
• Are willing to delay closure in order to
  understand the issues more fully.

3
Staffing and Directing

• Managing and Leading
• Matching the Leader/Manager to Strategy
• Strategy - Vertical/Horizontal Integration
• Leader/Manager Industry expert, Aggressive and
  Seek Stability and Control
• Strategy Diversification
• Leader/Manager Analytical and Tolerates Lack of
  Structure (at least temporarily)

4
Staffing and Directing

• Leadership Styles
• For your report,
• You need to assess what type of strategy the
  company is pursuing.
• Come to some conclusions on what type of
  leadership and managerial skills are necessary to
  pursue this strategy.
• Then, find as much information as you can on the
  top management team.
• Finally, determine if you believe the top
  management team meets the type of leadership and
  managerial skills necessary to pursue the firms
  strategy.

5
Staffing and Directing

• Leadership Styles
• So your final report should address the
  following
• Type of strategy of the company.
• Necessary leadership and managerial skills.
• Characteristics of top management team.
• Assessment of top management team regarding
  necessary leadership and managerial skills.

6
Staffing and Directing

• Microsoft and CEO Ballmer
• Strategy Break down hierarchical structure in
  order to respond to faster pace of software
  development and emerging competition from
  multiple fronts lead to quicker turnaround on
  multiple development projects.
• Leadership Skills Analytical, Interpersonal
  Skills
• Top Management
• Ballmer's greatest gift seemed to be his
  motivational skills
• Steve Ballmer is a management wonk.
• Assessment Ballmer seems to have skills to
  institute changes in organizational structure and
  maintain employee morale during change.

7
Staffing and Directing

• GEs Process for Selecting Leaders
• GEs Corporate Entry Leadership Conference learn
  about GEs global strategy, competitors and
  values. Heavy emphasis is put on understanding
  aspects of all of GEs businesses.
• New Manager Development program focuses on
  working leading others and high-performance
  teams. Based on the perspective of the particular
  region the United States, Asia-Pacific, Europe
  or Latin America.

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Staffing and Directing

• GEs Process for Selecting Leaders
• Experienced Manager program Emphasizes
  developing and facilitating the change process.
• 4. The Impact Program Focuses on competitive
  aspects of manufacturing and engineering.

9
Staffing and Directing

• Executive Succession
• Ed Kangas (Deloitte Touche Tohmatsu) It's very
  important to identify candidates years in
  advance, identify what specific experiences they
  will need, and make sure those experiences are
  based on the needs of tomorrow.
• Firms doing well most often look for insiders
  Firms performing poorly are more inclined to look
  outside for new blood
• H-P reached not only outside its ranks, but a
  level down in choosing Lucent Technologies
  executive Carleton Fiorina.

10
Staffing and Directing

• GE Succession Losers Demand Recount
• Fairfield, Conn. (SatireWire.com) The two
  General Electric executives who lost out when
  GE's Jack Welch named Jeffrey Immelt to succeed
  him as CEO demanded that Welch recount his vote
  yesterday in an effort to ensure Welch's true
  voice was heard. In Welch's initial vote, Immelt,
  currently head of GE's medical systems division,
  beat out W. James McNerney Jr., president and
  chief executive of GE Aircraft Engines, and
  Robert Nardelli, president and chief executive of
  GE Power Systems. After conferring with himself,
  Welch acceded to the request, and counted himself
  by hand. "One," said Welch. "There. You guys
  lose."

11
Staffing and Directing

• Management by Objectives
• Establishing and communicating organizational
  objectives
• Increased market penetration in key markets.
• Increased brand recognition in key markets
• Improved employee morale at foreign subsidiaries.
• Higher margins on specific products lines
  throughout all markets.
• Increased number of new product releases per year.

12
Staffing and Directing

• Management by Objectives
• Setting individual objectives that help implement
  organizational objectives.
• Increased market penetration in key markets.
• Marketing Manager Gain 2 market share in
  Pacific Northwest region.
• Manufacturing Reduce reject rates by 0.5 in
  six months.

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Staffing and Directing

• Management by Objectives
• Setting individual objectives that help implement
  organizational objectives.
• Increased market penetration in key markets.
• Action Plan for Marketing Manager
• a. Design promotional offer.
• b. Pretest customer response.
• c. Finalize promotional offer.
• d. Offer promotional offers for first month of
  each quarter over next year.
• e. Evaluate success (market share gains/losses)
  on quarterly basis and make adjustments as
  necessary.

14
Staffing and Directing

• Management by Objectives
• For your final report
• Are organizational objectives clearly
  established?
• Can you find where individual objectives are
  established? If not, can you find where
  functional, divisional, and/or departmental
  objectives have been clearly established? (The
  latter is more likely than the former.)
• Can you find an example of how a specific project
  was carried out according to an action plan?

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Staffing and Directing

• Management by Objectives
• So your final report should address the
  following
• Organizational Objectives.
• Individual Objectives, OR
• Functional, Divisional, and/or Departmental
  objectives
• Action Plan for a Specific Objective.

16
Staffing and Directing

• Corporate Culture
• Needs to
• Support Strategy!
• Be Managed!
• Be Communicated!
• Be Backed Up with Actions!

17
Staffing and Directing

• Corporate Culture at 3M
• Motto Leading Through Innovation
• For 100th Anniversary (2002) published 100 Years
  of Innovation

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Staffing and Directing

• Corporate Culture at 3M
• Long Term Objectives 12 to 14 EPS and double
  digit earning growth.
• 15 Rule some researchers time may be spent in
  ways they determine, if they view it as possibly
  having merit for the company.

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Staffing and Directing

• Corporate Culture at 3M
• Seed capital researchers may request grant to
  develop a newly developed technology.
• Award Programs 12 global and 4 US award programs
  for significant contributions not only
  researchers, but all staff.
• Dual Career Path choose technology or management
  path with equal compensation and advancement
  opportunities.

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Staffing and Directing

• Corporate Culture at 3M
• 3Rs of 3M
• Risk
• Reward
• Responsibility