Matching human resources to strategies

A company whose business has always been the steel industry diversifies by acquiring a printing company. Should the benefits package of the parent, a member of the mature and highly‐unionized steel industry, be extended to the printing industry where benefits are not traditionally as generous? A textile firm whose traditional business has been stable for years finds that its fabric processing division is growing very rapidly and holds a strong position in an expanded market created by the use of new synthetic fibers. Are the firm's traditional criteria for selecting, promoting, and compensating executives appropriate to the management of this growing sector? The management of a company that has grown rapidly for ten years decides that the firm has attained an optimum size and that future growth should be limited and highly selective. Do the personnel policies in recruitment, training, compensation, and management succession still fit a company that will now experience slower growth?