Final Strategic Mgmt

8/8/2019 Final Strategic Mgmt

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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. . .
http://www.flickr.com/photos/bdld/2784885918/http://www.flickr.com/photos/bdld/2784885918/http://www.flickr.com/photos/bdld/2784885918/


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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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Final Strategic Mgmt