ch12 powerpoint hih9e
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7/23/2019 Ch12 Powerpoint Hih9e
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2011 Cengage Learning. All Rights Reserved. May not be scanned,copied or duplicated, or posted to a publicly accessible website, in whole
or in part.
he Manage!ent o" #trategy$
Concepts and Cases %e
Part III: Strategic Actions:
Strategy Implementation
Chapter 12: Strategic Leadership
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7/23/2019 Ch12 Powerpoint Hih9e
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2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
he #trategic Manage!ent &rocess
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7/23/2019 Ch12 Powerpoint Hih9e
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2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Chapter 12$ #trategic Leadership '#L(
) *verview$ +ight content areas
#trategic leadership and top-level !anagersi!portance
op !anage!ent tea!s and e""ects on "ir!
per"or!anceManagerial succession process using internal/eternal
labor !arets
alue o" #L in deter!ining "ir!s strategic direction
3!portance o" strategic leaders in !anaging "ir!s
resources*rgani4ational culture and actions to sustain it
+thical practices$ establish!ent and e!phasis
3!portance and use o" organi4ational controls
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7/23/2019 Ch12 Powerpoint Hih9e
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2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
#electing a 5ew C+*$ he 3!portance o"#trategic Leaders
) 6ro! 2007 to 200% average C+* tenure declined"ro! 8.9 years to around : years
) #uccession planning beco!ing !ore i!portant
;0 percent o" "ir!s have no succession plan
70 percent o" directors rate own plan as ine""ective
) &otential successors identi"ied early so they can begroo!ed to be C+* through$
Challenging wor assign!ents
)
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2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
3ntroduction
) Regardless on ti!e in position leaders can !ae a!a>or di""erence in how a "ir! per"or!s
) +""ective strategic leadership is the "oundation "orsuccess"ully using the strategic !anage!ent process
) #trategic leaders "acilitate the develop!ent o"appropriate strategic actions and deter!ine how toi!ple!ent the! these actions are the path tostrategic co!petitiveness and above-average returns
) 5*+$ Many ea!ples o" well-nown C+*s are!entioned throughout the chapter to illustrate theirleadership styles
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7/23/2019 Ch12 Powerpoint Hih9e
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2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Chapter 12$ #trategic Leadership '#L(
) *verview$ +ight content areas
Strategic leadership and top-level managersimportance
Top management teams and effects on firm
performanceManagerial succession process using internal/eternal
labor !arets
alue o" #L in deter!ining "ir!s strategic direction
3!portance o" strategic leaders in !anaging "ir!s
resources*rgani4ational culture and actions to sustain it
+thical practices$ establish!ent and e!phasis
3!portance and use o" organi4ational controls
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7/23/2019 Ch12 Powerpoint Hih9e
7/302011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
#trategic Leadership '#L( and #tyle
) #trategic leadership$ the ability to anticipate,envision, !aintain "leibility, and e!power othersto create strategic change as necessary
) Multi"unctional tas
Managing through others
Managing an entire enterprise rather than a "unctionalsubunit
Coping with change which is increasing in the globalecono!y
Most critical sill$ attracting and !anaging hu!an'includes intellectual( capital
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7/23/2019 Ch12 Powerpoint Hih9e
8/302011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
#trategic Leadership and the #trategicManage!ent &rocess
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7/23/2019 Ch12 Powerpoint Hih9e
9/302011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
he Role o" op-Level Managers
) Managers use their discretion when !aingstrategic decisions
) &ri!ary "actors that deter!ines a!ount o"!anagers decision-!aing discretion
+ternal environ!ental sources
*rgani4ations characteristics
Managers characteristics
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7/23/2019 Ch12 Powerpoint Hih9e
10/302011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
6actors A""ecting Managerial =iscretion
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7/23/2019 Ch12 Powerpoint Hih9e
11/302011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
he Role o" op-Level Managers
) op Manage!ent ea!s
?elps avoid potential proble! o" C+* !aing decisionsalone$ that o" !anagerial hubris
) ?ubris$ ecessive pride leading to a "eeling o" invincibility
) ?ubris can !agni"y the e""ects o" decision-!aing biasesCo!posed o" ey individuals who are responsible "or
selecting and i!ple!enting "ir!s strategies@ usuallyincludes o""icers o" the corporation '& and above( and
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7/23/2019 Ch12 Powerpoint Hih9e
12/302011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
he Role o" op-Level Managers 'Contd(
) op Manage!ent ea!s$ 6ir! per"or!ance andstrategic change
A heterogeneous tea! consists o" individuals withvaried "unctional bacgrounds, eperiences education
ea! !e!bers co!e with a variety o" strengths,
capabilities nowledge and provide e""ective strategicleadership when "aced with co!ple environ!ental"orces and !ultiple staeholder relationships to !anage
) 3ntroduces a variety o" perspectives
) ?as a greater propensity "or strong co!petitive action
) ends to Bthin outside o" the bo,B leading to !ore creativedecision !aing, innovation, and strategic change
) *""ers various areas o" epertise to identi"y environ!entalopportunities, threats, or the need "or change
) &ro!otes debate
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2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
he Role o" op-Level Managers 'Contd(
) op Manage!ent ea!s$ C+* and top!anage!ent tea! power
) op !anage!ent tea! characteristics give the C+*s tea! thepower relative to the board o" directors '
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2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Chapter 12$ #trategic Leadership '#L(
) *verview$ +ight content areas
#trategic leadership and top-level !anagersi!portance
op !anage!ent tea!s and e""ects on "ir!
per"or!anceManagerial succession process using
internal/external labor markets
alue o" #L in deter!ining "ir!s strategic direction
3!portance o" strategic leaders in !anaging "ir!s
resources*rgani4ational culture and actions to sustain it
+thical practices$ establish!ent and e!phasis
3!portance and use o" organi4ational controls
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2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Managerial #uccession
) =e"ined$ &reselect and shape sills o" to!orrowsleaders
3nternal Managerial Labor Maret opportunities "or!anagerial positions to be "illed "ro! within the "ir!
+ternal Managerial Labor Maret opportunities "or!anagerial positions to be "illed by candidates "ro!outside o" the "ir!
) his decision i!pacts co!pany per"or!ance andthe ability to e!brace change in todayDs
co!petitive landscape
) #uccession, top !anage!ent tea! co!positionand strategy are inti!ately related
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7/23/2019 Ch12 Powerpoint Hih9e
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2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
+""ects o" C+* #uccession and opManage!ent ea! Co!position on #trategy
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7/23/2019 Ch12 Powerpoint Hih9e
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2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Managerial #uccession
)
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7/23/2019 Ch12 Powerpoint Hih9e
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2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Managerial #uccession
)
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7/23/2019 Ch12 Powerpoint Hih9e
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2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Chapter 12$ #trategic Leadership '#L(
) *verview$ +ight content areas
#trategic leadership and top-level !anagers i!portance
op !anage!ent tea!s and e""ects on "ir! per"or!ance
Managerial succession process using internal/eternal
labor !aretsValue of SL in determining firms strategic direction
Importance of strategic leaders in managing firmsresources
rgani!ational culture and actions to sustain it
+thical practices$ establish!ent and e!phasis 3!portance and use o" organi4ational controls
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2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Gey #trategic Leadership Actions
) Certain actions characteri4e e""ective strategicleadership
hese actions interact with each other
he !ost e""ective strategic leaders create options as
the "oundation "or !aing e""ective decisions) =eter!ining #trategic =irection
=e"inition$ A "ir!Ds i!age and character over ti!e,"ra!ed within the contet o" the conditions in which theco!pany operates
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2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
+ercise o" +""ective #trategic Leadership
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2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Gey #trategic Leadership Actions 'Contd(
) +""ectively !anaging "ir!s resource port"olio
Resources de"ined as "inancial, hu!an, social andorgani4ational capital
+ploiting and !aintaining core co!petencies
) Related to "ir!s "unctional sills 'i.e., !anu"acturing, "inance,!areting and R=(
=eveloping ?u!an '?C( and #ocial Capital '#C(
) ?C$ Gnowledge and sills o" a "ir!s entire wor"orce
) #C$ Relationships inside and outside the "ir! that help itacco!plish tass and create value "or custo!ers andshareholders
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2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Gey #trategic Leadership Actions 'Contd(
) #ustaining an e""ective organi4ational culture
*rgani4ational culture$ co!ple set o"ideologies,sy!bols, and core values shared throughoutthe "ir!
3n"luences the way business is conducted?elps to regulate and control e!ployees behavior
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2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Gey #trategic Leadership Actions 'Contd(
) #ustaining an e""ective organi4ational culture 'Contd(
+ntrepreneurial !ind-set
) #ource o" growth and innovation
) May be encouraged and pro!oted by strategic leaders
) 7 di!ensions o" an entrepreneurial !indset 1. Autono!y '6ree o" "ir! constraints( 2. 3nnovativeness '6ir!s tendency to support new ideas(
9. Ris aing
;. &roactiveness '
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7/23/2019 Ch12 Powerpoint Hih9e
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2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Gey #trategic Leadership Actions 'Contd(
) #ustaining an e""ective organi4ational culture 'Contd(
Changing the organi4ational culture and restructuring
) More di""icult to change culture than !aintain it
) #o!eti!es change !ust occur
ReHuires e""ective co!!unication and proble! solving
#electing the right people
+ngaging in e""ective per"or!ance appraisals
Measuring individual per"or!ance toward goals that "it with new values
Appropriate reward syste!s
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2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Chapter 12$ #trategic Leadership '#L(
) *verview$ +ight content areas
#trategic leadership and top-level !anagersi!portance
op !anage!ent tea!s and e""ects on "ir!
per"or!anceManagerial succession process using internal/eternal
labor !arets
alue o" #L in deter!ining "ir!s strategic direction
3!portance o" strategic leaders in !anaging "ir!s
resources*rgani4ational culture and actions to sustain it
"thical practices# establishment and emphasis
Importance and use of organi!ational controls
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7/23/2019 Ch12 Powerpoint Hih9e
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2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Gey #trategic Leadership Actions 'Contd(
) +!phasi4ing ethical practices$ Actions such asI
+stablish and co!!unicate ethics-related goals
Revise, update and disse!inate code o" conduct
=evelop and i!ple!ent !ethods procedures to use in
achieving "ir!s ethical standardsCreate/use speci"ic reward syste!s that recogni4e acts
o" courage
Create a woring environ!ent where all are treatedwith dignity
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2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Gey #trategic Leadership Actions 'Contd(
) +stablishing balanced organi4ational controls
Controls$ 6or!al, in"or!ation-based procedures usedby !anagers to !aintain or alter patterns inorgani4ational activities
) 6inancial Controls
6ocus on short-ter! "inancial outco!es
&roduce ris-averse !anagerial decisions
) #trategic Controls
6ocus on the content o" strategic actions
+ncourage decisions that incorporate !oderate and acceptable levels o"ris
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2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Gey #trategic Leadership Actions 'Contd(
) +stablishing balanced organi4ational controls
he
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#trategic Controls and 6inancial Controls in a
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