Post on 03-Apr-2018
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Gagan Bhatia, Prof.Marketing
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Strategists and Their Role
in Corporate Management
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Strategists
Gagan Bhatia, Prof.Marketing
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Strategists are individuals or groups,
who are primarily involved in the
Formulation, Implementation and
Evaluation of strategy.
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Board of Directors
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Elected by the shareholders, controlling agencies ,
government, financial institutions & holding
company
Responsible for the governance of the organization
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Board of Directors
Gagan Bhatia, Prof.Marketing
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Guide the senior management in setting and
accomplishing objectives
Review and evaluate organizational performance
Appoint senior executives
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Chief Executive Officer
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Responsible for formulation to evaluation of strategy
Designated as MD, ED, President or General Manager
Responsible of setting mission, objectives of the
organization
To see that organization does not deviate from the path
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Gagan Bhatia, Prof.Marketing
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Typical profile of a CEO
Fund raising experience. Deal maker with a successful track record. Marketing and business development skills. Strong presentation and inter-personal skills. International experience Ability to take products from R&D to market.
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Senior Management
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Managers @ highest level of organizational hierarchy.
Responsible for implementing strategies and plans & for
a periodic evaluation of performance.
Look after modernization, technology up gradation,
diversification and expansion, and new product
development.
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SBU Level Executives
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SBU level strategy formulation and implementation
Wield considerable authority within the SBU
Coordination maintained with other SBU heads and
corporate level management
.
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Corporate Planning Staff
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Plays a supporting role in strategic management.
Responsible for conducting special studies & research
pertaining to strategic management
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Consultants
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Many organizations do not have corporate planning
department
Reasons being small size, infrequent requirements,
financial constraints, etc.
These cos. take the help of consultancy firms
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Consultancy..
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Professional service
Performed by specially trained & experienced people
Consultantswork on specific, time boundassignments
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Middle Level Managers
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Rarely play an active role in Strategic Management
Involved in implementation of functional strategies
Designated as Managers & Asst. Managers
Functions include refinement of business, target setting,
man management, etc.
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Gagan Bhatia, Prof.Marketing
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STRATEGIC LEADERSHP
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Strategic leader is the one who influences value,style & culture of the organization
Leadershipis the ability to awaken in others thedesire to follow acommon objective
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Gagan Bhatia, Prof.Marketing
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Strategic Leadership Skills
Human Skills :-
Empathy
Objectivity
Ability to communicate ideas
Ability to sell vision
Social skills
Ability to lead
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Gagan Bhatia, Prof.Marketing
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Strategic Leadership Skills
Conceptual skills :-
An understanding of the Organization behavior
An understanding of the Competitors of the firm.
An understanding of the Financial status of the firm.
Ability to learn from success & failures
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Strategic Leadership Skills
Technical Skills :-
Specialized knowledge of tools & techniques.
Analytical skills
Through knowledge & competence pertaining to a job.
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Gagan Bhatia, Prof.Marketing
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Strategic Leadership Skills
Personal Skills :-
Ability to withstand mental & physical stress
Intelligence
Personal Motivation
Integrity
Ability to infuse trustworthiness & confidence insubordinates
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Manager Characteristics Leader Characteristics
Administers Innovates
A copy An original
Maintains DevelopsFocuses on systems &structure Focuses on people
Relies on control Inspires trust
Short range view Long range perspective
Accepts the status quo Challenges the status quo
Classic good soldier Own person
Does things right Does the right thing
Managers v/s Leaders19
Gagan Bhatia, Prof.Marketing
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Kishore biyani of The Future Group
(Diversified business model-business ranging fromretail clothing, retail hypermarket to retail
electronics)
Ratan Tata of The Tata Group
(Business ranging from Automobiles, retail clothing,retail hypermarket, retail electronics to softwaresolutions)
To name a few20
Gagan Bhatia, Prof.Marketing
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Leadership Styles
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Autocratic Leadership
Participative or Democratic leadership
Laissez Faire leadership
Paternalistic Leadership
Charismatic leaders
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Types of Leadership Styles :-
Autocratic Leadership :-
Gives orders which he insists must be obeyed.
Determines policies for the group without consulting them
Dictatorial
Gets work done by threats & imposing penalties.
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Gagan Bhatia, Prof.Marketing
Ad lf Hitl nd his dminist ti n
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Adolf Hitler and his administrationwere responsible for the deaths ofmillions of Jewish people. Stalinkilled over 3 million people through
famines, executions and forcedlabor. Castro is symbolic with havingcontrol over Cuba's resources,resulting in food rationing and
numerous attempts by residents toflee the country.
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Types of Leadership Styles :-
Participative or Democratic leadership :- He invites & consults subordinates in the
decision making process.
Ensures policies are worked out only ifaccepted by group.
Avoids use of power to get the job done.
Subordinates guided rather than threatened to
get work done
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Gagan Bhatia, Prof.Marketing
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Narayana Murthy and Infosys
Narayana Murthy turned asmall software developmentventure that he had set upwith his friends in 1981, into
one of the leading companiesof the country. Infosys grewrapidly throughout the1990s. He distributed thecompanys profits among the
employees through a stockoption program and adoptedthe best corporategovernance practice.
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Types of Leadership Styles :-
Laissez Faire leadership :-
He does not lead but leaves the group to itself.
He has no clear ideas of goals to be attained.
He relieves himself of responsibilities and is ready toblame subordinates for any failure.
Can succeed only if subordinates are highly educated,brilliant and responsible.
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Types of Leadership Styles :-
Paternalistic Leadership :- The leader assumes that his role is fatherly.
He works to help, guide, protect & keep his
subordinates happy. Provides subordinates with good working
conditions
Subordinates work harder out of sheer
gratitude as well as emotional bondage
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High
Entrepreneurship
Management
Partnership
Management
Low
Chaos
Management
Stipendiary
Management
Low High
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Degree of Involvement byBoard of Directors
DegreeofInvo
lvementby
TopMana
gement
Strategic Management Style
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Entrepreneurship Management
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InvolvementHIGH (Top Management):LOW(B.O.D)
B.O.D simply accepts what the top management
decides Changes initiated by top management are fully
endorsed by B.O.D. without any resistance
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Partnership Management
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InvolvementHIGH (Top Management):HIGH(B.O.D)
Board & top management work closely with eachother to establish mission, objectives, strategies &policies
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Chaos Management
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InvolvementLOW(Top Management):LOW(B.O.D)
Both are inactive for strategic decision making
Keep on looking each other for initiatives Firm unable to compete efficiently
Recipe for disaster
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Stipendiary Management
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InvolvementLOW(Top Management):HIGH(B.O.D)
Top management concerned primarily with running
the company B.O.D. takes all the vital decisions
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Functions of Management
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Planning
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Consists of managerial activities related to preparing for
the future
Specific tasks include Forecasting
Establishing objectives
Devising strategies
Developing policies
Setting goals
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Organizing
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Specific areas include job analysis.
job descriptions,
job specifications,
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Leading/ Motivating
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Motivating involves efforts directed towards shaping human
behavior.
Specific topics include-- leadership,
communication,behavior modification,
job enrichment,
job satisfaction,
organizational change,
employee & managerial morale.
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Staffing
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Staffing activities are centered on personal or human resource
management
Includes wage and salary administration,employee benefits,
interviewing, hiring, firing,
training, management development,
employee safety,
equal employment opportunity,
union relations,
grievance procedure,
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Controlling
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Managerial activity directed towards ensuring that actual
results are consistent with planned results.
Includesquality control
financial control
sales control
inventory control
expense control
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G Bh ti P f M k ti
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THANK YOU