Answer one question from Question block A

Should he move some of the existing pay elements across the $T$ account in Figure $2,$ shifting them from globally standardized to locally customized? Why or why not?

Should he add or delete some existing practices from the T account? Why?

Should he change the weights or emphases $($percentages$)$ of existing elements of the pay system? Why or why not?

Answer two questions from Question block B

How can the firm communicate to the geographically dispersed executives the need to acquire and maintain those management competencies that have been defined in the competency set $($in folder three$)?$

Would a purely competency$-$based pay system be somehow more flexible?

But then again, what about the standardization Healthcare has just achieved through standardizing the job descriptions across units?

How would Wolfgang take these three competency categories and use them to develop a series of measurable, behavioral indicators to be used to assess an executive's contributions to Healthcare? In what sense should these new behavioral indicators be customized to local $($regional$)$ contexts? How can Wolfgang go about this process to ensure a balance of organizational standardization and local relevance?