final strategic mgmt
TRANSCRIPT
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Sending, giving, or exchanginginformation and ideas," which is oftenexpressed nonverbally and verbally
Sending
giving
exchanging
information
ideasof
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What isCommunication
art of getting your messageacross effectively through:
Visuals leaves greatest impact
Spoken words first & simplest way
Body Language can make or mar
Written words reflects importance
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Research shows, communication is
body language
55% words
7%
style
38%
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Why Communication
to express our emotions
to get things done
pass on and obtain information
reach decisions
develop relationships
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Communication : The Flow
Sender ReceiverMessage
Feedback
Channel
Perception
DeliveryFormulating
Response
Understanding
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Barriers to EffectiveCommunication
Personal Barriers
Organisational Barriers
Barriers in Superior
Barriers in Subordinates
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Effective Communication . ..
It is two way
It involves active listening
It reflects the accountabilityof speaker and listener.
It utilizes feedback
It is free of stress
It is clear
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Why does Communication matter?
Clear Line of Sight: Clarity of purpose that help people dotheir jobs
Employee Engagement: Add significant value toorganizations on all metrics from productivity to customerresearch
External Reputation: Improves product , people &companys reputation
Change Management: When your external environmentchanges, your internal environment should adjust as well, andinternal communication is vital during these times
Regulation & Compliance: Essential for ensuringcompliance with companies' policies on corporate governance
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Plan for Internal Communication Strategy
Tell: simply informing people of the direction, non-
negotiable
Sell: anticipating some form of backlash, requiring
some persuasion
Consult: seeking specific areas of input to the
decision-making process
Involve: seeking varying degrees of involvement
and co-creation
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Plan for External Communication Strategy
Market:What does the organization know about its audiences'needs? How should its audiences be segmented?Message:
What is it the organization's message is trying toachieve?Media:
Which channels work best for the different audiencesegments?
How will it maximize reach?Measurement:
Are there clearly defined success criteria?As well as informing all of the other three M's, it should
be used to demonstrate value and measures of performance(ROI, message penetration, quality of feedback, etc.)
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Selecting Communication Channels
Availability:What channels either already exist within the
organisation or can be introduced effectively?
Audience:
Who are they, where are they based, how do theyprefer to access information?
Objectives:What does the organisation want people to learn, think,
feel or do as a result of the message?
Content:What is the context and substance of the message?(For example, sensitive messages may need to be
communicated face-to-face, rather than by, say, SMS text
message.)
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Formal Communication
President
Vice
President
Vice
President
Manager Manager Manager Manager
Efforts at coordination
Info
rma
tion
Instruction
s,O
rders
andd
irective
s
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Communication Channels
Formal Channels
Electronic: delivered and/or accessed
electronically,Print: Paper-based communications.
Face-to-face: One-to-one and one-to-many forums
where people are physically present.
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Informal Communication
Information shared without any formally imposed
obligations or restrictions
if an organizations formal communication represents its
skeleton, its informal communication constitutes its central
nervous system
Grapevine
origin: American Civil War [grapevine telegraphs]
An organizations informal channels of communication,
based mainly on friendship or acquaintance
a secret means of spreading or receiving information
the informal transmission of (unofficial) information, gossip
or rumor from person-to-person
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Coping or Managing the Grapevine
dont try to control or restrict it
use it to supplement formal channels
identify and make use of key communicators
monitor what is happening in the organization and early
warning system for organizational change
use the grapevine to give new ideas a trial run
desired information can be circulated quickly to a large group
of subordinates
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"A leader is best when people barelyknow he exists, when his work is done,his aim fulfilled, they will say: we did it
ourselves." --Lao Tzu
Leadership is ultimately about creating a way forpeople to contribute to making something
extraordinary happen
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Strategic Leadership
Strategic Leadership is the ability to anticipate,
envision , maintain flexibility and empower others to
create strategic change as necessary.
In addition to determining new strategic initiatives
top level management also develops the reward
systems and organizational structure of a firm.
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Organizations select managers and strategic
leaders from two types of managerial labor markets-
internal and external.
One of the most important task for strategic
leaders is effectively managing the firms portfolio of
resources.
StrategicLeadership
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A heterogeneous top management team is always
preferable.
CEO Duality has been blamed for poor performance
and slow change in no. of firms.
Long tenure of CEO may not be beneficial for the
firm.
Strategic Leadership
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Understanding Leadership styles
The leadership style we will discusshere are:
AUTOCRATIC STYLE
DEMOCRATIC STYLE
LAISSEZ FAIRE STYLE
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AUTHORITARIAN (AUTOCRATIC)
I want both of you to. . .
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Autocratic leadership styleThe classical approach.
Manager retains as much power and decision
making authority as possible.
Does not allow staff, nor allowed to give any input.
Staff expected to obey order without receiving anyexplanation.
Structured set of rewards and punishments.
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meticulous anddemanding
sees people as acommodity
Demonstrate self-discipline
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Not All BadSometimes the most effective styles to used when:
new and untrained staff.
Staff do not respond to any other leadership styles.
Limited in which to make a decision.
A managers power challenged by staff.
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Should not be used
When:
Staff become tense, fearful and restful
Staff expects their opinion heard
Low staff morale
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Democratic leadership style
Also known as a participative style.
Encourage staff to be a part of a decision making.
Keep staff informed about everything that effects
their work and shares decision making andproblem solving responsibilities.
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Reasonable while
dealing with
subordinates. Empowering his
employees to take
decision.
Provides challenges to
perform better.
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Most effective whenWhen
Large or complex problem that requires lots of
input.
Want to encourage team building andparticipation.
Subordinates are well- organized.
Group decision are necessary for achievingobjectives.
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Should not be used when
Lengthy and boring decision making
Like the other styles, the democratic style is notalways appropriate. It is most successful whenused with highly skilled or experienced employees
or when implementing operational changes orresolving individual or group problems.
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Laissez- faire leadershipstyle
You two takecare of the problem
while I go. . .
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Laissez- faire leadership styleLet it be the leadership responsibilitiesare shared by all
Can be very useful in businesseswhere creative ideas are important
Can be highly motivational,as people have control over their working life
Can make coordination and decision makingtime-consuming and lacking in overall directionRelies on good team work
Relies on good interpersonal relations
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Transactional & Transformational LeadershiTransactional Leaders
Leaders who guide or motivate their followers in the
direction of established goals by clarifying role and task
requirements
Transformational Leaders
Inspire followers to transcend their own self-interests for the
good of the organization; they can have a profound and
extraordinary effect on followers
Great transformational leaders must also be transactional;
only one type is not enough for success
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Role of a leader:
Lessons ofLessons of
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THINK OF PROBLEMSTHINK OF PROBLEMS
AS OPPORTUNITIESAS OPPORTUNITIES
Captain Russells challenge Bhuvan to play the CricketMatch.
This was taken up by Bhuvan as an opportunity tobring happiness into the lives of his village folk.
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DREAM BIG AND DEFINE THE GOALDREAM BIG AND DEFINE THE GOAL
Bhuvan accepting the challenge to play the cricket match,as winning it meant 3 yrs of TAXFREE happiness.
But he did not just dream BIG, he also chalked out a
strategic plan of action to win the match.
Bhuvan did not dream for himself, he dreamt for the goodof his village folk.
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Make the Best of Limited ResourcesMake the Best of Limited Resources
Bhuvan made the best out of his limited resources.
The tools for the game were all made by the village folkand were made out of the best that they could lay theirhands on.
Leaders must be innovativeThe focus should be on getting the work doneand not on the availability of resources
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BUILDING THE TEAMBUILDING THE TEAM
And ALLOCATING ROLESAnd ALLOCATING ROLES
Bhuvan builds his Team
Building the team is like recruitment.Oneneeds to select the right people and motivatethem.
He understands the pressures and the softpoints of people, and uses this knowledge tomake them part of his team.
Each one of his team members is treated ass ecial, as bein different.
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SUPPORT THE TEAM MEMBERSSUPPORT THE TEAM MEMBERS
Bhuvan backs his team members to the hilt,even when they make mistakes.
It is indeed important in any field that the leader backsthe right person, at the right time, for the right job.
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Its about PeopleIts about People
The film Lagaan is all about how ordinary peoplecan do extraordinary deeds.
Its about bringing out something from within us. Somethingwhich has been hidden and long forgotten.
Something whose existence we didnt know.
As we go about our lives, we need to be remindedAs we go about our lives, we need to be reminded
that each one of us matters, has it within us to make athat each one of us matters, has it within us to make a
difference.difference.
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NEVER GIVE UPNEVER GIVE UP
Last ball of the match was played with hope.
5 runs to win out of 1 ball, but Bhuvan played it great
expectations as though it could win the match for the
team
and that is exactly what happened..
He never gave up on his ability and this is what made
the team win the match.
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