Strategic Leadership & Corporate Culture

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    Made By:

    Avinash kumar

    Pooja Jain

    SukritiEsha Narang

    Ashutosh Sharma

    Vishu Gaba

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    Strategic Leadership

    Ability to lead towards the achievement of itsobjectives.

    Tasks involved are:

    Anticipate, envision, maintain flexibility and empower

    others to create strategic change.

    Strategic Leaders

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    Levels of Strategic Leaders

    Corporate Level

    Business Level

    Functional Level

    Operational Level

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    Role Of Strategic Leaders

    CEO

    Chief architectoforganizationalpurpose

    Organizationalleader

    Chief

    administrator Communicator

    oforganizationalpurpose

    Top Manager

    Implementationof strategies

    Periodicevaluation ofperformance

    Assist the BOD

    Form

    committees,work groups,etc.

    Business LevelExecutives

    Profit centers ordivisional heads

    Authority withina SBU

    Coordination ofdifferent SBUs

    Review of

    performance ofSBUs

    Functional &Operational Mgrs

    Implements thedecisions ofcorporate &business levelmanagers

    Followers ofpolicy guidelines

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    Tasks of Strategic Leaders Determining strategic

    direction.

    Effectively managing the organizational resources.

    Sustaining an effective organizational culture.

    Emphasizing ethical practices.

    Establishing balanced organizational control.

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    Styles of Strategic LeadersAutocratic

    Democratic

    Laissez- Faire Nurturing-Task

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    QuizWhat leadership style suits best for an organization?

    Which leadership style is suitable for introducing asmaller change?

    Which leadership style is suitable for introducing a bigchange?

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    Corporate Culture

    It is a set of assumptions that members of anorganization share in common.

    The beliefs and behaviors that determine how a

    company's employees and management interact and

    handle outside business transactions.

    A company's culture will be reflected in its dress code,business hours, office setup, employee benefits,

    turnover, hiring decisions, treatment of clients, client

    satisfaction and every other aspect of operations.

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    Corporate Culture is often referred to as Organizational

    DNA or Organizational Soul.

    It is the fundamental contributor of the success or failureof corporate strategies.

    Reflected in companys

    values, business principles and ethical standards

    relationships with stakeholders

    approaches to people management and problem

    solving

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    Impact of Culture on Corporate Life Culture affects not only the way managers behave

    within an organization but also decisions they make

    about the organization's relationship with its

    environment and its strategy.

    Corporate Culture acts as strength- Facilitatecommunication, decision making and control and

    create cooperation and commitment.

    Corporate Culture is a weakness- employees do not

    have high sense of commitment, loyalty and sense ofidentity.

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    Impact of Culture on two different groups of

    organizationsDimensions

    Nature of desired

    managerial skills &

    capabilities

    Actual performanceor results achieved

    Multinational

    subsidiaries

    Professional

    Qualifications and

    rank

    Seniority ,conformity

    to values and

    loyalty

    Family businesses &

    NRIscompanies

    Demonstrated skills,

    depth and quality

    of knowledge

    Innovation, thinking

    and upgradation

    of knowledge

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    Managerial style of

    planning &

    decision making

    Management

    systems adopted

    Nature of

    management

    control

    Information gathering,

    bureaucratic mode

    of functioning, risk

    aversion and non-entrepreneurial

    decision making

    Use of elegant,

    sophisticated and

    rational systems

    which degenerate

    due to low usage

    Comprehensive,

    formal and written

    reporting

    Selective information

    usage and intuitive

    and quantitative

    decision making ofentrepreneurial

    nature

    Reliance on business

    sense and no-frills

    systems geared to

    quick action

    Primary use of verbal

    reporting and

    remedial action

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    Strategy Culture Relationship

    Strategy drives focus and direction while culture is the

    emotional, organic habitat in which a companysstrategy lives or dies

    Strategy is just the headline on the companys storyculture needs a clearly understood common language

    to embrace and tell the story that includes mission,vision, values, and clear expectations

    Strategy lays down the rules for playing the game, andculture fuels the spirit for how the game will be

    played Strategy is imperative for differentiation, but a vibrant

    culture delivers the strategic advantage

    http://www.torbenrick.eu/blog/culture/8-steps-to-create-a-great-corporate-culture/http://www.torbenrick.eu/blog/change-management/storytelling-an-important-part-of-change-management/http://www.torbenrick.eu/blog/culture/value-statements-can-be-real-business-drivers/http://www.torbenrick.eu/blog/business-improvement/build-a-culture-that-supports-strategy-implementation/http://www.torbenrick.eu/blog/business-improvement/build-a-culture-that-supports-strategy-implementation/http://www.torbenrick.eu/blog/business-improvement/build-a-culture-that-supports-strategy-implementation/http://www.torbenrick.eu/blog/business-improvement/build-a-culture-that-supports-strategy-implementation/http://www.torbenrick.eu/blog/culture/value-statements-can-be-real-business-drivers/http://www.torbenrick.eu/blog/change-management/storytelling-an-important-part-of-change-management/http://www.torbenrick.eu/blog/culture/8-steps-to-create-a-great-corporate-culture/
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    Approaches to create strategy-supportive culture

    To Ignore Corporate Culture

    To Adapt Strategy Implementation to Suit CorporateCulture

    To Change the Corporate Culture to Suit Strategic

    Requirements

    To Change the Strategy to Fit the Corporate Culture

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    CORPORATE POWER AND POLITICSAlliances and coalitions in organizations

    compete for resources

    Power impacts organizational life work attitude

    motivation

    communication

    retention

    Knowing how power functions is important

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    WHAT IS POWER? Interpersonal (or intergroup) relationship in which one

    individual (or group) can cause another individual (or

    group) to take an action that it would not otherwise take.

    Involves changing the behavior of another

    person A has power over person B if B believes A can

    force B to comply.

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    POWER/LEADERSHIP/

    AUTHORITY RELATIONSHIPPower is closely related to leadership and authority

    Leadership

    Authority Power

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    TYPES OF POWERReward Power- arises from the ability of managers to

    reward positive outcomes

    Coercive Power (punishment power)- arises from the

    ability of managers to penalize negative outcomes

    Legitimate Power (authority)-arises from the ability ofmangers to use position to influence behavior

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    Referent Power (charisma)- arises from the ability of

    managers to create liking among subordinates due to

    charisma or personality

    Expert Power- arises from the managers competence,

    knowledge and expertise that is acknowledged by others

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    POLITICSThose activities taken within organizations to acquire,

    develop, and use power and other resources to obtain

    ones preferred outcome in a situation where there is

    uncertainty of outcome.

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    POLITICS The use of power to influence

    decisions that achieve desired

    outcomes.1. Self-interest

    2. Decision-making process

    Uncertainty & disagreement

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    Why do we have politics? Different ideas, values, interests and goals

    Limited r