Prepared by: Denolan, Kristine Claire P.

Parilla, Mary Grace J.

Villamar, Danika P.
Villavicencio, Jessa Mae L.
 STAFFING
Hiring and promoting a certain type kind of person

Focuses on the selection and use of employees

1
 Integration Manager
 Is to prepare a competitive profile of the combined
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 the
actuality and the ideal
 Establish training programs to unite the combined
company
 More competitive

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To be a successful integration
manager:
 A deep knowledge of acquiring company
 A flexible management style
 An ability to work in cross-functional project teams
 A willingness to work independently
 Sufficient emotional and cultural intelligence to work
well with people from all background
 Staffing Follows Strategy
 One way to implement a company’s business strategy,
such as overall low cost, is through training and
development.

 Executive characteristics influence strategic outcomes

for a corporation..
 Matching the manager to the
strategy
 Executive type
 Executives with a particular mix of skills and
experiences.

 Paired with specific corporate strategy

 Executive Types
 Dynamic Industry Expert
 Someone whose been around in the company for a
long time.

 Analytical Portfolio Manager

 Someone who is more about on numbers and
putting together data. And is good at making
comparisons among companies within a portfolio.
 Cautious Profit Planner
 Someone who is focused on profits in a slow
meticulous way of achieving them.

 Turnaround Specialist
 Has a successful track record of going into trouble
companies and turn them around

 Professional liquidator
 Someone who is hired to dismantle the company
and sells parts at a higher price.
 Selection and Management
Development
Executive Succession
→Is the process of replacing a key top manager.
 IDENTIFYING ABILITIES AND POTENTIAL

PERFORMANCE APPRAISAL SYSTEM

- To identify goods performers with promotion potential.

ASSESSMENT CENTERS
- To evaluate a person’s suitability for an advanced
position
 PERFORMANCE APPRAISAL
SYSTEM
To identify goods performers with promotion potential.
 JOB ROTATION
 Moving people from one job to another.

 is also used in many large corporation to ensure that

employees are gaining the appropriate mix of experiences.
 PROBLEMS IN
RETRENCHMENT
DOWNSIZING
- sometimes called “rightsizing” or “resizing”
- refers to the planned elimination of position
and jobs.
- used to implement retrenchment strategies
 PROPOSED GUIDELINES FOR
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.
 LEADING

IMPLEMENTATION
- involves leading and coaching people to use their
abilities and skills most effectively and efficiently
to achieve organizational objectives .
MANAGING CORPPORATE CULTURE
 Strong cultures are resistant to change.
 Optimal culture supports mission and strategies.
 Management must evaluate what a particular change
in strategy means to the corporate culture, assess
whether a change in culture is needed and decide
whether an attempt to change the culture is worth the
likely costs.
 MANAGING CULTURAL CHANGE THROUGH
COMMUNICATION

COMMUNICATION
- is key to the effective management of change.
 QUESTIONS REGARDING
CORPORATION’S CULTURE
1. Is the proposed strategy compatible with the company’s
current culture?
2. Can the culture be easily modified to make 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?
4. Is management still committed to implementing the
strategy?
 FOUR GENERAL METHODS OF
MANAGING TWO DIFFERENT
CULTURES
1. Integration
- involves a relatively balanced give and take of
cultural and managerial practices between the merger
partners, and no strong imposition of cultural change on
either company.

- The two organizations share the best of both

cultures.
2. Assimilation
- involves the domination of one organization over the
other.

Both organizations operate mostly

independently, maintaining their own
cultures and correlating their activities,
as needed.
3. Separation
- is characterized by a separation of the two
companies’ cultures.

4.Deculturation
- involves the disintegration of one company’s
culture resulting from unwanted and extreme pressure
from the other to impose its culture and practices.
 ACTION PLANNING

Action Plan
- states what actions are going to be taken, by whom,
during what time frame, and what with expected results.
 ACTION PLAN TO DEVELOP A
NEW ADVERTISING PROGRAM
 Specific actions to be taken to make the program
operational.
 Dates to begin and end each action.
 Person (identified by name and title) 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
 IMPORTANCE OF ACTION PLANS
 Serves as a link between strategy formulation and
evaluation and control.
 Specifies what needs to be done differently from the
way operations are currently carried out.
 Helps in both the appraisal of performance and in the
identification of any remedial actions.
 Explicit assignment of responsibilities for
implementing and monitoring the programs may
contribute to better motivation.
 MANAGEMENT BY
OBJECTIVES (MBO)
 Is a technique that encourages participative decision
making through shared goal setting at all organizational
levels and performance assessment based on the
achievement of stated objectives.
MBO PROCESS INVOLVES
1. Establishing and communicating organizational
objectives.
2. Setting individual objectives (through)superior-
subordinate interaction) that help implement
organizational ones.
3. Developing an action plan of activities needed to
achieve the objectives.
4. Periodically (at least quarterly) reviewing performance
as it relates to the objectives and including the results in
the annual performance appraisal.
 TOTAL QUALITY
MANAGEMENT (TQM)
- Is an operational philosophy committed to
customer satisfaction and continuous improvement.
FOUR OBJECTIVES OF TQM
1. Better, less variable quality of the product and service.
2. Quicker, less variable response in processes to customer
needs.
3. Greater flexibility in adjusting to customer’s shifting
requirements.
4. Lower cost through quality improvement and
elimination of non-value-adding work.
End of report.
 TQM’S ESSENTIAL
INGREDIENTS
 An intense focus on customer satisfaction
 Internal as well as external customers
 Accurate measurement of every critical variable in a
company’s operations.
 Continuous improvement of products and services.
 Need work relationships based on trust and teamwork.
 DIMENSIONS OF NATIONAL
CULTURE
 Power distance (PD)
 Uncertainty avoidance (UA)
 Individualism-collectivism (I-C)
 Masculinity-femininity (M-F)
 Long-term orientation (LT)