Performance management scenario, Strategic Management

You are Pam, Vice President of Marketing for Superior Products, Inc.
You joined the company two months ago, replacing an individual who hadbeen the VP of Marketing for the company for the last 17 years.
The CEO for the company changed in the last 6 months.
The CEO and Senior Leadership team has made it very clear to you thatthe company's strategic objectives have changed drastically given serious global competition and that you have been hired to drive a strategic marketing strategy to support the company's overall strategic objectives.
You have spent the first two months on the job, listening, learning, getting to know people in your organization and the company in general, as well as key customers, suppliers, etc.
Your organization consists of 8 Regional Marketing Directors scattered around the globe, as well as a Senior Director of Advertising and Promotions, A Trade Show Manager, and other support staff.
Your total Marketing organization globally is 137 people.
Your predecessor left prior to you arriving and you had no opportunity to talk with him.

Your initial assessment of the culture of your organization and really that of the company is one of "go along, get along" - very respectful, and polite and clearly non-confrontational. In fact you have learned that no one ever takes exception to anything. This appears to not only be true for your organization, but also is what you have observed with some members of the Senior Leadership team as well as your peers across the business. You have learned that no one is really held accountable, that when organizational or individual objectives have not been met, that the approach has been to find reasons outside of one's control as the reason, and leadership has gone along with that approach.

In spite of what appears to be a lack of accountability, the company has continued to be profitable, and has maintained a fairly large market share for most of its products.
As you reviewed the individual performance records of your direct reports and their directs, you have found that with only two exceptions that everyone was rated as either meeting or exceeding expectations, and in several cases, rated in the exceptional performance category.
You also found that there were little if any comments and discussion regarding areas for improvement or any development plans.
You asked the HR Partner supporting your group about what development actions had been taken for your people in recent years and you discovered that many had gone to a wide variety of external training programs, and a couple leaders were enrolled in completion of their master level degrees. You discovered, however, that many of the external programs had little and some cases no relevance to the business or the skill and knowledge development of your people in relation to their jobs.

Related Discussions:- Performance management scenario

Networks vary from joint ventures in that network, Are arrangements whereby...

Are arrangements whereby two or more companies work in collaboration without formal relationships, where there is mutual benefit in doing so

Portfolio analysis, In portfolio analysis, the business views its product l...

In portfolio analysis, the business views its product lines and business units as separate investments, each responsible for producing a positive return. These separate investments

Briefly explain the it merger process, Question: (a) Company mergers a...

Question: (a) Company mergers are major change projects. Briefly explain the IT merger process involved. (b) A study showed that successful steering committees introduce a

Organisation strategic, According to strategic management, The company has ...

According to strategic management, The company has used location strategy to sustain its market share in the food and beverages industry. The company has selected high traffic area

Business and corporate level strategy, Business-Level Strategy From the...

Business-Level Strategy From the outset, you were required to focus on the strategic business unit (SBU) to ensure that Business-level strategies could be applied. The challeng

Product innovation rates, Product innovation rates are a: a. A goal-ba...

Product innovation rates are a: a. A goal-based measure. b. A corporate goal. c. A productivity measure. d. An external factor.

Capstone business simulation, need help with capstone business

need help with capstone business

Environmental appraisal, introduction

introduction

Describe the key characteristics of a role culture, S Company has for many ...

S Company has for many years been a long standing household name, designing and manufacturing electrical appliances for use in the kitchen. It has developed a strong culture over t

Differences of eva and ri, Differences of EVA and RI EVA uses the r...

Differences of EVA and RI EVA uses the replacement not historical accounting cost of assets. Profit calculated under both methods are different e.g. with EVA the repla

Write Your Message!

Name

Email id

Message

Verfication Code

User Account

All Pages