Discuss what leadership or staffing skills a Board of Directors should be lookin

Question

Discuss what leadership or staffing skills a Board of Directors should be looking for when hiring a senior management person to implement a major strategic plan.

Describe the benefits MBO and TQM can bring to a new strategic plan.

Evaluate the part corporate culture can play when contemplating implementing a new strategy in a firm. Describe briefly the corporate culture in the Boeing Company.

Discuss the three types of controls that firms can use to evaluate a strategy. Explain examples of each of these controls.

Describe various measurements of corporate performance

Describe a specific strategic incentive management method you would use for the Boeing Company.

Explanation / Answer

1.

First, strategic thinking is grounded in a strong understanding of the complex relationship between the organization and its environment. It requires taking a broad view, involving the right people, with important information and perspectives, asking probing questions and facilitating conversations. Strategic thinkers then identify connections, patterns and key issues.

Next, strategic acting involves taking decisive action that is consistent with the strategic direction of the organization–despite all ambiguity, complexity and chaos. A strategic plan is only a plan; an organization’s actual strategies lie in the decisions and choices people make.

Finally, strategic influencing is about building commitment to the organization’s strategic direction by inviting others into the strategic process, forging relationships inside and outside the organization, and navigating the political landscape.

To effectively influence others, leaders must understand the impact that they have on them. They should also understand the needs, styles and motivations of others.

2.

MBO:

1) Improved Planning:2) Coordination:3) Motivation and Commitment:4. Accurate Appraisals:5. Executive Development:6. Organizational planned change and Development

TQM

3.Organizational culture is so impacting it can result in the success or failure of a company. A strong organizational culture is one of the most sustainable competitive advantages a company can have because it is difficult to copy. Culture is simply a collection of shared norms or values within a workplace, or what is generally referred to as a company's way of doing things. Fun, family-friendly, positive, negative, upbeat, demoralizing and stressful are some common adjectives used in describing work cultures. Some of these have positive influences in production and performance, while others are symptomatic or contribute to organizational problems.

Because organizational cultures are unique and offer strategic advantages, it makes complete sense that companies would consider culture in strategic management. Consider a high-performing company that has a corporate strategy of providing a fun and friendly customer-centered environment. This would not align well with a stagnant culture or one with very traditional and stoic employees. Instead, it is necessary for the company to hire fun, friendly and customer-oriented workers and provide an environment that is fun and rewards great customer-friendly behavior.

The organizational culture of Boeing is hard to identify, because it does not appear any clear characteristics that we can put it in either one or another approach. However, it shows us various combinations that have found success in this company. On the one hand, in the Boeing co managers resolve upon beliefs and values, which are guidelines and appropriate ways to behave for all members of the certain organization. As a result, this type of culture (rather scientific rationalist) can be easily changed and manipulated by its leaders. It also assumes that if leader starts to change culture, he will use top-down approach, because directive change is imposed on the stuff from leader. Even so, McNerney has built an open culture within the company by encouraging employees to be involved in decision-making process.

He made compulsory for all managerial employees to attend a common “Business Ethics Course”, which is socialization. All in all, at the same time the boeing co has scientific ratioanalist culture with bottom-up change approach

As discussed earlier, the organizational culture of Boeing co is successful. But why? Culture is successful, when it has a clear direction. As according to the official website (“culture and values.”, 2014) “in fact, our culture mirrors the heritage of aviation itself, built on a foundation of innovation, aspiration and imagination”. As we can see from this statement, culture is not counter to the carrying out organizational tasks and clear missions and has a clear direction. In addition, there are a lot values in this company, which give a bunch of benefits over other businesses, which attract employees to work there.“We value a culture of openness and inclusion in which everyone is treated fairly and where everyone has an opportunity to contribute” (Boeing, 2014). Moreover, the company has a great responsibility to the whole world, because of the quality of the products and the safety of human life and health.

4.

Strategic control- It takes into account the changing assumptions that determine a strategy, continually evaluate the strategy as it is being implemented and take the necessary steps to adjust the strategy to the new requirements.

The four basic type of strategic control are-

1. Premise control- It identifies the key assumptions and keeps track of any change in them to assess its impact on strategy and implementation. The goal is to find if the assumptions are still valid or not .It is generally handled by the corporate planning staff considering the environmental and organizational factors.

2. Implementation control- It includes evaluating plans, programs, projects, to see if they guide the organization to achieve predetermined organizational objectives or not. It leads to strategic rethinking .It consists of identification and monitoring of strategic thrusts.

3. Strategic surveillance- It aims at generalized control. It is designed to monitor a broad range of events inside and outside the organization that are likely to threaten the course of the firm. Organizational learning and knowledge management systems capture the information for strategic surveillance.

4. Special Alert control- It is a rapid response or immediate reassessment of strategy in the light of sudden and unexpected events. It can be exercised through formulation of contingency strategies and a crisis management team.

Ans.5.

The balanced scorecardKaplan and Norton (1992). is the most popular performance measurement system currently used that incorporates both financial and nonfinancial measures in evaluating overall firm performance. The most recent biennial survey of management tool usage among corporations worldwide shows that 66% of respondents report their company uses the balanced scorecard.Rigby and Bilodeau (2007). The balanced scorecard provides a comprehensive measure of corporate performance.

The excellence model is a self-assessment framework which drives continuous improvement. It is based on the
actual experience of successful organisations and aims to help organisations measure the effectiveness of what they do and the results they achieve from different perspectives.
It is based on nine criteria against which the organisation’s progress towards excellence can be assessed. The
first five are enablers of leadership: people, policy and strategy, partnerships and resources and processes.

Benchmarking is a way of identifying potential improvements in effectiveness and efficiency, in current operations
and also in considering future strategy, by looking at how the organisation’s performance compares with
others. First, the organisation needs to look objectively at its current internal operations and then look at best practice in those areas in other organisations or other industry sectors. This can also be carried out between departments within the same organisation. Since the organisation’s situation
is often very specific it tends to be used more for generic or common processes and functions such as
human resources and finance. Benchmarking networks and clubs of similar organisations have developed to
facilitate comparison.

A broad view of SEM is adopting a dynamic management activity that allows organisations to sustain competitive
advantage through superior strategic management.A key driver of improved corporate performance
through a SEM approach is faster and better decisionmaking at various levels of the organisation. The appropriate
systems capability needs to be in place to help achieve this goal. The effectiveness of strategic management
processes, in terms of executing and adapting strategy, are improved as managers are provided with better
business intelligence capability.

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