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.

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.

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)

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 firm’s strategy.

Staffing and Directing Leadership Styles So your final report should address the following: 1. Type of strategy of the company. 2.Necessary leadership and managerial skills. 3.Characteristics of top management team. 4.Assessment of top management team regarding necessary leadership and managerial skills.

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.

Staffing and Directing GE’s Process for Selecting Leaders 1.GE’s Corporate Entry Leadership Conference: learn about GE’s global strategy, competitors and values. Heavy emphasis is put on understanding aspects of all of GE’s businesses. 2.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.

Staffing and Directing GE’s Process for Selecting Leaders 3.Experienced Manager program: Emphasizes developing and facilitating the change process. 4.The Impact Program: Focuses on competitive aspects of manufacturing and engineering.

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.

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."

Staffing and Directing Management by Objectives Establishing and communicating organizational objectives 1.Increased market penetration in key markets. 2.Increased brand recognition in key markets 3.Improved employee morale at foreign subsidiaries. 4.Higher margins on specific products lines throughout all markets. 5.Increased number of new product releases per year.

Staffing and Directing Management by Objectives Setting individual objectives that help implement organizational objectives. 1.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.

Staffing and Directing Management by Objectives Setting individual objectives that help implement organizational objectives. 1.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.

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?

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.

Staffing and Directing Corporate Culture Needs to… Support Strategy! Be Managed! Be Communicated! Be Backed Up with Actions!

Staffing and Directing Corporate Culture at 3M Motto: “Leading Through Innovation” For 100 th Anniversary (2002) published “100 Years of Innovation”

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.

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.

Staffing and Directing Corporate Culture at 3M 3R’s of 3M Risk Reward Responsibility