Chapter 10 Implementation © 2015 by McGraw-Hill Education This is proprietary material solely for authorized instructor use Not authorized for sale or distribution in any manner This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part Learning Objectives • • Understand how short-term objectives are used in strategy implementation • Illustrate what is meant by functional tactics and how they are used in strategy implementation • • • • Identify and apply the qualities of good short-term objectives to your own experiences Gain a general sense of what outsourcing is and how it becomes a choice in functional tactics decisions for strategy implementation Understand what policies are and how to use them to empower operating personnel Understand the use of financial reward in executive compensation Identify different types of executive compensation and when to use each in strategy implementation Short-Term Objectives • Short-term objectives • measurable outcomes achievable or intended to be achieved in one year or less Short-Term Objectives (contd.) • • Short-term objectives “operationalize” long-term objectives • Short-term objectives assist strategy implementation by identifying measurable outcomes of action plans or functional activities, which can be used to make feedback, correction, and evaluation more relevant and acceptable Discussion about and agreement on short-term objectives help raise issues and potential conflicts within an organization Ex 10.2 Potential Conflicting Objectives and Priorities Short-Term Objectives Short-Term Objectives provide: • Specificity • Time frame for completion • Who is responsible—Accountability Qualities of Effective Short-Term Objectives • • • Measurable Priorities Cascading: From long-term objectives to short-term objectives Qualities of Effective Short-Term Objectives (contd.) • • • Measurable • • Measurable activity Measurable outcomes Priorities • • Simple ranking Relative priority / Weights Linked to Long-Term Objectives • Cascading effect Ex 10.3 Creating Measurable Objectives Ex 10.4 Milliken Global Environmental Objectives 10 Ex 10.7 Outsourcing is Increasing 16 Empowering Operating Personnel: Policies • Empowerment is the act of allowing an individual or team the right and flexibility to make decisions and initiate action 17 Empowering Operating Personnel: Policies (contd.) • Policies are broad, precedent-setting decisions that guide or substitute for repetitive or time-sensitive managerial decision making 18 Creating Policies That Empower • • • • Policies establish indirect control over independent action Policies promote uniform handling of similar activities Policies ensure quicker decisions by standardizing answers to recurring questions Policies institutionalize basic aspects of organization behavior 19 Creating Policies That Empower (contd.) • • • • Policies reduce uncertainty in repetitive and day-to-day decision making Policies counteract resistance Policies offer predetermined answers to routine problems Policies afford managers a mechanism for avoiding hasty decisions 20 Innovation Time Out Policy • Refers to what is usually an official company guideline, or policy, establishing an amount of time during each work week an employee, or specific types of employees (e.g., engineers) can at their choice set aside from their regular assignment to work on innovative, new ideas they are thinking about 21 Advantages of Formal, Written Policies They require managers to think through the policy’s meaning, content, and intended use They reduce misunderstanding They make equitable and consistent treatment of problems more likely They ensure unalterable transmission of policies They communicate the authorization or sanction of policies more clearly They supply a convenient and authoritative reference They systematically enhance indirect control and organization wide coordination of the key purposes of policies 22 Bonus Compensation Plans • • • Company shareholders typically believe that the goal of a bonus compensation plan is to motivate executives and key employees to achieve maximization of shareholder wealth However, the goal of shareholder wealth maximization is not the only goal that executives may pursue An executive compensation plan that contains a bonus component can be used to orient management’s decision making toward the owners’ goals 23 Types of Bonus Compensation Plans • Stock options The right, or “option” to purchase company stock at a fixed price at some future 24 Bonus Compensation Plans (contd.) • Restricted stock Stock given to an employee who is prohibited or “restricted” from selling the stock for a certain time period and not at all if they leave the company before that time period 25 Bonus Compensation Plans (contd.) • Golden handcuffs A form of executive compensation where compensation is deferred (either a restricted stock plan or bonus income deferred in a series of annual installments) 26 Bonus Compensation Plans (contd.) • • Golden parachutes A form of bonus compensation that guarantees a substantial cash payment if the executive quits, is fired, or simply retires 27 Bonus Compensation Plans (contd.) • • Cash bonuses Payment of periodic (quarterly or annual) cash bonuses 28 Key Terms • • • • Empowerment Functional tactics Golden handcuffs Golden parachute • • • • Innovation Time Out policy Outsourcing Policies Restricted stock 29 Key Terms (contd.) • • Short-term objective Social computing • • Social Computing Guidelines Stock options 30 ... outsourcing is and how it becomes a choice in functional tactics decisions for strategy implementation Understand what policies are and how to use them to empower operating personnel Understand the... correction, and evaluation more relevant and acceptable Discussion about and agreement on short-term objectives help raise issues and potential conflicts within an organization Ex 10. 2 Potential... from selling the stock for a certain time period and not at all if they leave the company before that time period 25 Bonus Compensation Plans (contd.) • Golden handcuffs A form of executive compensation