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Leadership and Team Management

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Leadership & Team Management ­ MGMT 623
VU
Lecture 40
STRATEGIC LEADERSHIP
Strategic Leadership is the ability to anticipate and envision the future, maintain flexibility, think
strategically, and initiate changes that will create a competitive advantage for the organization in the
future.
"Without a strategy the organization is like a ship without a rudder, going around in circles." Joel Ross
and Michael Kami.
Strategy is the essential of all business games. Even in real life without strategy and plan one can not be
successful. Leader, manager, business man and even individual need to do strategic planning and
develop strategies in the changing environment. The Three Big Strategic Questions every body needs
to ask before thinking/planning a strategy are:
o  Where are we now?
o  Where do we want to go?
o  How do we get there?
What is Strategy? A Team's strategy consists of the set of competitive moves they are employing to
manage the team/objectives of the team/organization.
o  Strategy is Team's "game plan" to
 Conduct operations
 Compete successfully
 Achieve Team objectives
Strategic Management:
The set of decisions and actions used to formulate and implement specific strategies that will achieve
a competitively superior fit between the organization and its environment so as to achieve organization
goals
Business Strategy Levels:
o  Corporate-level strategy asks, "What business are we in?"
o  Business-level strategy asks, "How do we compete?"
o  Functional-level strategy asks, "How do we support the business-level strategy?"
Strategic Planning:
A Basic Planning Model consists of following steps.
o  Missions and Goals
o  External Analysis - Opportunities and Threats
o  Internal Analysis - Strengths and Weaknesses
o  Selection of Appropriate Strategies
o  Implementation of Strategies
About Mission Statement we have already discussed during previous chapters. Next two stages/steps
are AWOT analysis. After Analysis, one needs to select appropriate strategy and finally implement it.
Examples of SWOT Elements:
o  Strengths: Favorable location, talented workers, state-of-the-art equipment
o  Weaknesses: Unfavorable location, outdated equipment, limited capital
o  Opportunities: Culturally diverse customer base, changes in technology, deregulation
o  Threats: Ecommerce, declining market, new competitors
Sample Strategies
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Leadership & Team Management ­ MGMT 623
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Depending on the nature of business, analysis and priorities, organization may choose any strategy. Few
examples are given bellow.
o  Cost leadership
o  Focus
o  High quality
o  Strategic alliances
o  Growth through acquisition
o  High speed and first-mover strategy
o  Product and global diversification
o  Sticking to core competencies
o  Brand leadership
o  Creating demand by solving problems
o  Conducting business on the Internet
Strategic Leadership:
Strategic Leadership involves: The ability to anticipate, envision, maintain flexibility and empower
others to create strategic change
Vision
An attractive, ideal future that is credible yet not readily available.
o  Links the present to the future
o  Energizes people and garners commitment
o  Gives meaning to work
o  Establishes a standard of excellence and integrity
Common Themes of Vision:
o  Vision has broad appeal
o  Vision deals with change
o  Vision encourages faith and hope
o  Vision reflects high ideals
o  Vision defines the destination and the journey
Mission
The organization's core broad purpose and reason for existence
Strategy
Strategy is Team's "game plan" to
o
 Conduct operations
 Compete successfully
 Achieve Team objectives
Strategy Formulation and Implementation
Strategy Formulation
o  The integrating knowledge of the environment, vision, and mission with the core
competence in such a way as to achieve synergy and create customer value
Strategy Implementation
o  Putting strategy into action by adjusting various parts of the organization and directing
resources to accomplish strategic goals
Strategic Leadership
o  Requires the Managerial Ability to:
o  Anticipate and envision
o  Maintain flexibility
o  Empower others to create strategic change as necessary
o  Strategic Leadership is:
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Leadership & Team Management ­ MGMT 623
VU
o  Multi-functional work that involves working through others
Effective strategic leaders:
o  Manage the Team's operations effectively
o  Sustain high performance over time
o  Make better decisions than their competitors
o  Make straight, courageous, practical decisions
o  Understand how their decisions affect the internal systems in use by the team/organization
o  Solicit feedback from peers, superiors and team members about their decisions and visions
Determining Strategic Direction:
o  Determining strategic direction involves developing a long-term vision of the Team's strategic
intent
 Five to ten years into the future
 Philosophy with goals
 The image and character the Team seeks
Ideal long-term vision has two parts:
o
 Core ideology
 Envisioned future
A charismatic leader can help achieve strategic intent.
o
It is important not to lose sight of the strengths of the organization/team when making changes
o
required by a new strategic direction.
Leaders must structure the team effectively to help achieve the vision.
o
Exploiting and Maintaining Core Competencies:
Core competencies
o  Resources and capabilities of team that serve as a source of competitive advantage over its
rivals
o  Leadership must verify that the team's competencies are emphasized in strategy
implementation efforts
o  Teams must continuously develop or even change their core competencies to stay ahead of
competitors
o  In many large orgs, and certainly in related diversified ones, core competencies are exploited
effectively when they are developed and applied across different organizational units.
o  Core competencies cannot be developed or exploited effectively without developing the
capabilities of human capital.
Developing Human Capital:
Human capital
o  The knowledge and skills of the org/team entire workforce are a capital resource that requires
investment in training and development
o  No strategy can be effective unless the org/team is able to develop and retain good people to
carry it out.
o  The effective development and management of the team's human capital may be the primary
determinant of a team's ability to formulate and implement strategies successfully.
Sustaining an Effective Organizational Culture:
Organizational culture
o  The complex set of ideologies, symbols and core values shared through the team/org, that
influences the way business is conducted.
o  Changing a Team's/ organizational culture is more difficult than maintaining it
o  Effective strategic leaders recognize when change in culture is needed
o  Shaping and reinforcing culture requires:
o  Effective communication
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Leadership & Team Management ­ MGMT 623
VU
o  Problem solving skills
o  Selection of the right people
o  Effective performance appraisals
o  Appropriate reward systems
Emphasizing Ethical Practices:
o  Effectiveness of processes used to implement the Team's strategies increases when based on ethical
practices
o  Ethical practices create social capital and goodwill for the team/org
Actions that develop an ethical organizational culture include:
o  Establishing and communicating specific goals to describe the team's ethical standards
o  Continuously revising and updating the code of conduct
o  Disseminating the code of conduct to all stakeholders to inform them of the team's/org's ethical
standards and practices
o  Developing and implementing methods and procedures to use in achieving the team's/org's ethical
standards
o  Creating and using explicit reward systems that recognize acts of courage
o  Creating a work environment in which all people are treated with dignity
o  Leaders set the tone for creating an environment of mutual respect, honesty and ethical practices
among employees
Establishing Organizational Controls:
Controls
o
o  Formal, information-based procedures used by leaders to maintain or alter patterns in
team/organizational activities
Controls help strategic leaders to:
o
o  Build credibility
o  Demonstrate the value of strategies to the team's/org stakeholders
o  Promote and support strategic change
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Table of Contents:
  1. INTRODUCTION, ORGANIZATION THE STAGE FOR LEADERSHIP:Challenges, Value creation
  2. FOCUSING ON PEOPLE: THE KEY TO SUCCESS:People in the Process, Developing and Sustaining A World-class Workforce
  3. LEADERSHIP:Characteristics of Successful Leader, Why Study Leadership?
  4. LEADERSHIP (CONTD.):Characteristics of Leaders Who Fail, Why Leaders Fail?
  5. MANAGERS VS LEADERS:Characteristics, Effective Leadership, Respect for Diversity
  6. FOLLOWER-SHIP:Importance of Followers, Follower-ship Style
  7. LEADERSHIP PROCESS:Strategies for Cultivating Exemplary Followers, Important Traits of Leaders
  8. LEADERSHIP PROCESS (CONTD.):Qualities of Leaders, Self-Confidence, Integrity
  9. LEADERSHIP THEORIES/ APPROACHES:Personal Characteristics of Leaders, Managerial Grid
  10. CONTINGENCY THEORIES OF LEADERSHIP:The Fiedler Model, Situational Leadership Theory, Path-Goal Theory
  11. TRANSACTIONAL, CHARISMATIC AND TRANSFORMATIONAL LEADERSHIP:Visionary Leadership
  12. THE LEADER AS AN INDIVIDUAL:Personality, Situation, Heredity, Environment
  13. ATTITUDE-PERSONALITY:Job Satisfaction, Work Situation, Self - Monitoring
  14. BIG FIVE MODEL, MYERS BRIGGS TYPE INDICATOR (MBTI):Sub-Categories Defined, Information Gathering
  15. SITUATIONAL FACTORS:Social and psychological climate, Culture of the organization
  16. BECOMING A LEADER! WHAT DOES IT MEAN & HOW DO YOU GET IT?:Mission Statement, Leading oneself
  17. BECOMING A LEADER:Elements of Leadership, CONCEPT OF POWER,
  18. UNDERSTANDING POWER:Sources of Power, Responses to the Use of Power, Managing Political Behavior
  19. LEADERSHIP POWER & INFLUENCE:Positional Power, Being an Effective Leader
  20. LEADERSHIP AND EMPOWERMENT:Power sharing and Empowerment, Share Information
  21. MOTIVATION:Guidelines for Delegating, Human Resource Approach
  22. MOTIVATION AT WORK, MOTIVATION AND LEADERSHIP:What Factors Diminish Motivation in the Workplace
  23. LEADERSHIP COMMUNICATION:Communication & the Four Management Functions
  24. REVIEW-1:Organizational Performance, That is the Role of Management?, Leaders Vs Managers
  25. GROUP & TEAM CONCEPT:Groups versus Teams, Deciding When to Use a Team
  26. TEAM DYNAMICS:Stages of Group Development, Problem-Solving Teams, Benefits of Teams
  27. BUILDING THE TEAM:Leadership success requires, Strategies for Team Building
  28. A TEAM-BASED ORGANIZATION:Basic Steps, Span of Control, Categories of Decisions
  29. DECISION MAKING:Categories of Decisions, The Decision-Making Process
  30. TEAM DECISION MAKING:Team Problem Solving Techniques, Concept of QC
  31. EFFECTIVE TEAM COMMUNICATION:Team/Group Communications
  32. CONFLICT IN TEAM:Sources of Conflict, Scarcity of Resources, Dysfunctional Outcomes
  33. TRAINING/LEARNING OF TEAM:Training Methods, Phases of Learning Cycles
  34. LEARNING ORGANIZATION:A Litmus Test, Work Relations
  35. REWARDING & RECOGNIZING TEAMWORK:Compensating Teams, Individual or Team Rewards?
  36. MANAGING/LEADING VIRTUAL TEAMS:Communications in Virtual Organizations, Virtual Leadership
  37. EFFECTIVE TEAM MEETINGS:Better Meetings, Meeting Roles, Meeting Room Facilities
  38. LEADING TEAM:Team Leadership Structures, Leadership Demands and Duties, Leadership Direction
  39. REVIEW-II:Types of Teams, Characteristics of High Performance Teams, Sources of Conflict
  40. STRATEGIC LEADERSHIP:Strategic Management, Determining Strategic Direction, Developing Human Capital:
  41. LEADING CHANGE:Dynamics of Change, Change Models, Unfreeze
  42. CREATIVE LEADERSHIP:Awaken Your Senses, How Might These Definitions Be Integrated
  43. ETHICS IN LEADERSHIP:Character Traits Reflect Ethics, Manifests Honesty
  44. LOOKING AT THE FUTURE: WHAT COMES NEXT:Benefits of Teams, Ethical Leadership,
  45. TEAMWORK: LEARNING FROM NATURE:Social Behavior, Termites, Learning from Nature