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International strategic managemen unit 4

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  • 1. ROLE OF CORPORATE LEADER IN STRATEGIC IMPLEMENTATION
    • Guide - negotiator / conflict revolver
    • Authority - grievance handler
    • Controller - motivator
    • Entrepreneur - risk taker
    • Innovator - public relation maker
    • Architect - change maker
    • Co-coordinator / integrator - culture former
    • Welfare role - Decision maker
    • Mediator - Resource allocater
    • Policy maker - structure former
    • Strategy formulator - SWOT analyses
    • Evaluator
    • Liaison
    • Communicator
  • 2. IMPACT OF COMPETITION : -
    • Impact on organization structure
    • Impact on leadership
    • Impact on culture
    • Impact on functional are as
    • - HRM:- Training & development / recruitment etc
    • - Production management:- facilities location/ capacity
    • - Finance: Investment/ financing /dividend
    • - Marketing :- marketing mix
    • - purchasing:-
    • - R & D:-How much to invest
    • Impact on resource allocation
    • Impact on business ethics
    • Impact on cost reduction impact on pricing strategy
    • Impact on branding/ packaging / labeling /promotion /positioning
    • Impact on service/ deliver /quality / safety /motivation
    • Impact on new product development / impact on product mix
    • Impact on promotion mix / impact on channel management
    • Impact on integration / communication/ information system
    • Impact on control/ follow or / feed back
    • Impact on resource utilization
    • Impact on pay/ promotion/ grievance /personnel relation
  • 3. IMPACT OF COMPETITION : -
    • Impact on strategy selection
    • - leader
    • - Follower
    • - No action
    • - Wait & watch
    • impact on critical success factor
    • Corporate culture
    • Culture effects behavior-behavior market attitude positive or negative
    • Strong culture :-Difficult to change mission / strategy /policy
    • - resist change
    • Weak culture:- Easy to change mission / strategy / policy
    • -Don’t resist change
    • optimal culture is best culture
    • Culture should support strategy
  • 4. Strategy&culture
    • Assessing strategy – culture compatibility
    • Whether culture and strategy match or not
    • Can culture and strategy be matched, by changing culture
    • Is management ready to make major change
    • Is management ready to bear cost
    • Is management still committed to implement strategy
    • Manage culture change by the help of the below points:
    • Trainings
    • Development
    • Translate change
    • Communicate change
    • Motivation
    • Providing good environment condition
    • Integration of various culture
    • Domain firm gives it culture to acquired firm
    • Keep different culture separate
    • Either culture follow strategy or
    • Or strategy follow culture
  • 5. PERSONNEL VALUES:
    • Personnel values:
    • Personnel values are acquired early in life
    • Values are deeply rooted feelings about
    • ideals & philosophy
    • Desires These reflects the
    • Preferences individuals reaction
    • Emotions and responsiveness to any
    • Beliefs situation
    • From where they are acquired :
    • previous experience
    • Perception
    • Memories
    • Values are stable features
    • Values influence his perception
    • Values influence his behaviour
  • 6. TYPES OF VALUE :-
    • TYPES OF VALUE :-
    • Theoretical value:- Dominant intellectual interest in an empirical/ critical / rational approach to systematic knowledge
    • Economic value:- orientation towards profit maximization
    • Aesthetic value:- artistic, harmony etc
    • Social value :- welfare
    • Political value:- power/ influence
    • Religious value:- towards unity/ meaning full relationship
  • 7. IMPACT OF PERSONNEL VALUE ON CORPORATE STRATEGY ;- - Decision reflects –Value - goals - motives
    • In decision making we can not separate the following things
    • Feeling
    • Emotion
    • Preference
    • Perception
    • Ideologies
    • When an corporate leader makes decision he give his following things to employee or impose on employee
    • Feeling
    • Emotion
    • Preference
    • Perception
    • Ideologies
  • 8. IMPACT OF PERSONNEL VALUE ON CORPORATE STRATEGY ;-
    • This imposition create problem
    • Feeling
    • Emotions
    • Preference
    • Perception
    • Ideologies These varies person to person
    • Attitude
    • Interest
    • Personnel objective
    • Managerial attitude towards
  • 9. IMPACT OF PERSONNEL VALUE ON CORPORATE STRATEGY ;- Organization should try to make personnel objective of individual integrate with organization objective if a firm is able to integrate this then only it can grow / survive / or can meet its objective in the long run and short run if not able to do so then it can fail / liquidate / loose
  • 10. Factors of successful implementation of strategy
    • Organization structure - Optimum use of resource
    • Resource allocation - Critical success factor
    • Control & evaluation & feed back - MIS
    • Social and cultural factor - Leadership
    • Linkage / integration/ co-ordination / teamwork - Communication
    • Annual objective / business objective - Decision making
    • Integration of culture & strategy - Guidance
    • Integration of structure & strategy - Top leadership commitment
    • Training and development - Conflicts management
    • Organization behavior (individual & group) - Change management
    • Link pay & performance - Technology
    • Ethics & values - Completion
    • Attitude of society
    • Political / legal / economical / natural/ social & cultural
    • Functional strategies : hr/ finance /marketing/ production