objectives to evaluate the 7-s framework
DESCRIPTION
Organization structure and design - 2. Objectives To evaluate the 7-S framework To introduce the concept of the ‘intellectual holding company’ To analyze aspects of executive remuneration from a strategic management perspective. Leadership and organizational factors in strategy - PowerPoint PPT PresentationTRANSCRIPT
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Objectives
• To evaluate the 7-S framework
• To introduce the concept of the ‘intellectual holding company’
• To analyze aspects of executive remuneration from a strategic management perspective
Organization structure and design - 2
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Leadership and organizational factors in strategy
Challenge to managers• Large organizations have difficulty with learning which crosses
functional lines
• Impetus for change should come from within the organization, rather than being imposed from without
• The central task of management is continuous building of knowledge base which contributes to the learning process
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The 7-S framework – a new view of the organization
Super-ordinate
goals
Structure
Systems
Style
Staff
Skills
Strategy
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Organizational effectiveness stems from the interaction of several factors
• Multiplicity of actors that influence and organization's ability to change and its proper mode of change
• “interconnectedness’ of variables: it is difficult to make significant progress in one area without making progress in others
• 90% of carefully planned strategies don’t work (Fortune) - failures in execution, resulting from inattention to all S’s
• No starting point or implied hierarchy; a priori it is not obvious which factor will be the driving force for change
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Structure
The issue is no longer how to divide tasks (Decentralization, matrix, etc)
It is one of emphasis and co-ordination – how to make the whole thing work: developing the ability to focus on dimensions currently important to the organization’s evolution
Strategy
“Strategy follows structure” “Chandler, 1962) where strategy is the way a company aims to improve its position vis-a vis competition: how do we create unique value?
If there is little wrong with their structures, and companies are replete with strategy, why can they not implement it?
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Systems
Formal and informal procedures which make the organization “tick”
Style
Style is patterns of action; the power of style is essentially manageable … style is symbolic behaviour (Quinn)
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Staff (= People)
Morale Appraisal systemsAttitude Pay scales
Motivation Formal trainingBehaviour Hr Planning
How do organizations shape the basic values of their management cadre?
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Skills
The nation of skills captures the crucial attributes of an organization
We do not characterize a company by its strategies and structures, but by what it does best
Organizations facing large discontinuities in business conditions must do more than shift strategic focus – the need to add new capability, new skills
Super ordinate goals
Guiding concepts – the fundamental values and aspirations going beyond the conventional formal statement of corporate objectives
These goals are the starting points on which a system is built: the ultimate test of their value is not their loc but the usefulness of the systems that ensue
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THE HR STRATEGY FRAMEWORK
• Skill sets• Talent sketch• Knowledge & experience• Managerial skills
• Organization structure depicting the key positions, reporting relationship, job profile analysis and performance measurement system
• The JCPC model is as follows:
Job RecastStrategy linkProcess Driven
Competency Mapping
Performance Management System
(PMS)
Quarterly Performance Appraisal Training & Development
• Internal• External
• Targets• Achievements
Three options based on competency sketch• Immediate Fitment• Redeployment• Post Training Positioning
S SituationT TackingA ActionR Result
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Learning to love the hollow organization (Mintzberg)
For each activity, the organization must ask: are we really competitive with the world’s best here? If not, can intelligent outsourcing improve our long term position?
Manufacturing industries are becoming loosely structured networks of service enterprises which join together for one purpose – yet are each other’s suppliers, competitors or customers elsewhere
The move is now away from vertical integration which allows and organization to command and co-ordinate a constantly changing network of the world’s best production and service suppliers on a global basis
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The task of the leader is to redefine the ‘ focused company’
• True focus in strategy is the capacity to bring more power to bear on a selected sector than anyone else can
• Dominate a set of service skills that has importance to its customers
• Obtain at least strategic parity through necessary outsourcing
• Block competitors from entering the market (where a competitor in the broadest sense is defined as “someone” with substitutable skill bases, not necessarily with similar product lines”)
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Executive remuneration
At executive level, job evaluation and conventional salary structuring are not directly applicable, and do not consider strategic direction
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Policy decisions
Programming decisions
Interpreting
Decisions
Routine decisions
Semi-skilled
Unskilled
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Executive remuneration …
Factors which typically determine executive remuneration may include:
• Turnover• Number of employees• Value of tangible assets• Salary and wage bill
• Net profit before tax• Industry sector• Company structure
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Remuneration structure
Perquisites
Long term incentives
Short term incentives
Benefits
Basic salary
Job evaluation grade
Pay (log scale)
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Remuneration structure
Perquisites
Long term incentives
Short term incentives
Benefits
Basic salary
Job evaluation grade
Pay (log scale)
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Market cycle impact
Salary Low Moderate High Moderate
Benefits Low Moderate Moderate Moderate
ST incentive Low Moderate High Moderate
LT incentive High High Moderate Low
Perks Low Low Moderate High
Compensation element
Threshold Growth Maturity Decline
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Tends in variable pay
CEO
Long term
Short term
Fixed pay
Senexecs
100
80
60
40
20
0
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The scaling of bonuses needs to be achieved following the principle that, at target level, the level of the bonus puts the executive in the same position as if he/ she received a fixed package of market- related remuneration
Bonus % of basic remuneration
60 80 100 120 140Target
Cap CEO
Cap Sen execs
100
80
60
40
20
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Interface with the remuneration system
Long term bonus
Package compared to market at this level
Short term bonus
Fringe benefits
Guaranteed pay
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Merit and competency pay
1 2 3 4 5
Outstanding 100 105 110 115 120
Good 90 95 100 105 110
Average 80 85 90 96 100
Performance rating
Fixed remuneration is determined in the bottom row at the selected competency level. Job-related performance will be assessed on the vertical axis at the end of the year, and a bonus paid as a percentage of basic remuneration
Experience and competency grading
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Principles of executive remuneration
• Basic fixed remuneration, with short-term performance bonuses, remunerates executives for their contractually-agreed contribution to corporate performance
• Long-term bonuses are • Addition rewards for outstanding entrepreneurial achievement
• Proportional to corporate performance (not personal performance)
• Geared towards some economic partnership