Question 1

Give three examples of support systems that a company can install to support the execution of its strategy.

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Question 2

Why does it make sense to create some job anxiety,insecurity,and stress as part of a company's motivational and reward scheme for promoting competent strategy execution?

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Question 3

While Six Sigma programs often improve the efficiency of many operating activities and processes,there is evidence that innovation can be stifled by Six Sigma programs.True or false? Explain.

Accepted Answer

Despite its potential benefits, Six Sigma is not without its problems. There is evidence, for example, that Six Sigma techniques can stifle innovation and creativity. The essence of Six Sigma is to reduce variability in processes, but creative processes, by nature, include quite a bit of variability. In many instances, breakthrough innovations occur only after thousands of ideas have been abandoned and promising ideas have gone through multiple iterations and extensive prototyping.

Question 4

In creating a strategy-supportive reward structure,it is important to define jobs and assignments in terms of the results to be accomplished not just in terms of the duties to be performed.True or false? Explain and justify your answer.

Accepted Answer

To create a strategy-supportive system of rewards and incentives, a company must reward people for accomplishing results, not for just dutifully performing assigned tasks. Showing up for work and performing assignments do not, by themselves, guarantee results. To make the work environment results-oriented, managers need to focus jobholders' attention and energy on what to achieve as opposed to what to do.

Question 5

Focusing jobholders' attention and energy on what to do as opposed to what to achieve makes the work environment results-oriented.True or false? Explain your answer.

Accepted Answer

To create a strategy-supportive system of rewards and incentives, a company must reward people for accomplishing results, not for just dutifully performing assigned tasks. Showing up for work and performing assignments do not, by themselves, guarantee results. To make the work environment results-oriented, managers need to focus jobholders' attention and energy on what to achieve as opposed to what to do.

Question 6

Give at least 3 non-monetary examples of motivation and rewards practices that have the capability to foster good strategy execution and explain how they act to produce such a result.

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Question 7

The use of incentives and rewards is the single most powerful tool at management's disposal to win strong employee commitment to carrying out the strategic plan.True or false? Explain.

Accepted Answer

An effectively designed reward structure is the single most powerful tool management has for mobilizing employee commitment to successful strategy execution. But incentives and rewards do more than just strengthen the resolve of company personnel to succeed-they also focus employees' attention on the accomplishment of specific strategy execution objectives. Not only do they spur the efforts of individuals to achieve those aims, but they also help to coordinate the activities of individuals throughout the organization by aligning their personal motives with the goals of the organization. In this manner, reward systems serve as an indirect type of control mechanism that conserves on the more costly control mechanism of supervisory oversight.

Question 8

Discuss the type of control mechanisms that managers can use to monitor the performance of empowered employees.

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Question 9

What action steps can managers take to build a total quality culture and instill a strong commitment to continuously improving how strategy is being executed?

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Question 10

Identify at least 5 guidelines for creating an incentive compensation system that will help drive successful strategy execution.

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Question 11

Discuss why it is generally undesirable for approaches to motivation,compensation,and people management to avoid the use of negative consequences or punishment if performance targets are not achieved or if particular people are habitual underperformers and why striking a balance between rewards and punishment generally works better.

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Quiz 11: Managing Internal Operations: Actions That Promote Good Strategy Execution