The questions relate to the case study, Case 9 TOMS Shoes: Expanding Its successful One For One Business Model

. SECTION 2: Corporate Social Responsibility. Outcomes How does TOMS Shoes link rewards and incentives to strategically-important employee behaviors and the company's targeted CSR outcomes which CSR dimension is the reward supporting? What resources should be SECTION 3: Triple Bottom-Line Performance Lists recommendations you would make to TOMS Shoes management to increase its triple bottom-line performance. Make sure to note which dimension your recommendation is addressing. Provide a justification for these recommendations. . PART TWO: Executing the Strategy SECTION 1: Promoting Good Strategy Execution Has TOMS Shoes built an organizational structure capable of good strategy execution? Explain. Is the operating budget of the company driven by the strategy and cost-effective? Explain. How could the organization benefit from continuous improvement? What process management tools should be utilized? Make sure to explain your answer. What policies, practices, support systems and management approaches underlic TOMS Shoes' daily operations? Has management instituted policies and procedures that facilitate good strategy execution Provide examples What policies or procedures could impede strategy execution and how would these be addressed (Figure 11.1)? Provide top-down guidance about how certain Channel individu med group efforts along strategy oporte path Align the actions and behavior of company personnel with the requirements for good trecution Places on independent on and help overence to change things need to be done Policies and Procedures ordine the neutonta of individi and group throughout the organisation Promote the creation of a workmate that acates good straty execution . SECTION 2: Benefits and Incentives to Improve Operations What operating systems does/should TOMS Shoes use? What data does/should they be tracking? How would you know if the operating systems are adequate to gauge how well the strategy execution process is proceeding? What type of incentives and rewards could be used to promote strategy execution (this is different than for the CSR outcomes )? How would you link rewards to achieving the right outcomes at TOMS Shoes? SECTION 3: Corporate Culture and Leadership Identify the key features of the company's corporate culture: values, principles, and ethical standards in actual use; management practices and organizational policies, atmosphere and spirit embodied in the firm's work climate; how managers and employees interact and relate to one another, strength of peer pressure to conform and observe norms, actions and behaviors encouraged and rewarded traditions and stories and "how we do things around here", and how the firm treats its stakeholders. Is TOMS Shoes a strong culture company? Why or why not? How will their healthy culture be sustained or how will their an unhealthy culture be changed in order to execute the strategy? Explain. How will this organization's culture assist or impede the execution of the strategy? Has management exercised strong leadership? If so, bow? If not, how could they improve? What is your assessment of the internal leadership of TOMS Shoes? Does the company have the leadership in place to take the company to the next level of performance? What issues do TOMS Shoes and the management team need to address? . SECTION 2: Corporate Social Responsibility. Outcomes How does TOMS Shoes link rewards and incentives to strategically-important employee behaviors and the company's targeted CSR outcomes which CSR dimension is the reward supporting? What resources should be SECTION 3: Triple Bottom-Line Performance Lists recommendations you would make to TOMS Shoes management to increase its triple bottom-line performance. Make sure to note which dimension your recommendation is addressing. Provide a justification for these recommendations. . PART TWO: Executing the Strategy SECTION 1: Promoting Good Strategy Execution Has TOMS Shoes built an organizational structure capable of good strategy execution? Explain. Is the operating budget of the company driven by the strategy and cost-effective? Explain. How could the organization benefit from continuous improvement? What process management tools should be utilized? Make sure to explain your answer. What policies, practices, support systems and management approaches underlic TOMS Shoes' daily operations? Has management instituted policies and procedures that facilitate good strategy execution Provide examples What policies or procedures could impede strategy execution and how would these be addressed (Figure 11.1)? Provide top-down guidance about how certain Channel individu med group efforts along strategy oporte path Align the actions and behavior of company personnel with the requirements for good trecution Places on independent on and help overence to change things need to be done Policies and Procedures ordine the neutonta of individi and group throughout the organisation Promote the creation of a workmate that acates good straty execution . SECTION 2: Benefits and Incentives to Improve Operations What operating systems does/should TOMS Shoes use? What data does/should they be tracking? How would you know if the operating systems are adequate to gauge how well the strategy execution process is proceeding? What type of incentives and rewards could be used to promote strategy execution (this is different than for the CSR outcomes )? How would you link rewards to achieving the right outcomes at TOMS Shoes? SECTION 3: Corporate Culture and Leadership Identify the key features of the company's corporate culture: values, principles, and ethical standards in actual use; management practices and organizational policies, atmosphere and spirit embodied in the firm's work climate; how managers and employees interact and relate to one another, strength of peer pressure to conform and observe norms, actions and behaviors encouraged and rewarded traditions and stories and "how we do things around here", and how the firm treats its stakeholders. Is TOMS Shoes a strong culture company? Why or why not? How will their healthy culture be sustained or how will their an unhealthy culture be changed in order to execute the strategy? Explain. How will this organization's culture assist or impede the execution of the strategy? Has management exercised strong leadership? If so, bow? If not, how could they improve? What is your assessment of the internal leadership of TOMS Shoes? Does the company have the leadership in place to take the company to the next level of performance? What issues do TOMS Shoes and the management team need to address