How to be in Corporate

1. BEHAVIOURAL
IMPLEMENTATION
Submitted By : Nitish
Sadotra

2. Behavioural Implementation ?
Behavioural Implementation refers to the study of behaviour of Strategists in
guiding the organization towards success.
It considers the strategists’ behaviour as individual as well as in groups.
Individual and group focused issues are like, Leadership style, personal ethics,
and political behaviour.

3. Strategic Leadership
• Managers provide leadership to an organisation. Organisational leaders
influence the behaviour of the subordinates so that they, willingly and
enthusiastically, work towards the achievement of organisational objectives.
• Strategic leaders manage the strategic management process that is designed
to help the organisation achieve its objectives.
• It involves exercising strategic leadership; anticipate, envision, maintain
flexibility, and empower others to create strategic change as necessary.

4. Structure of Strategic Leaders
• Corporate-Level Managers include CEO, MD, President, Senior
Executives… They manage the strategic management process for the whole
organisation. The group that exercise strategic leadership are board of
directors and top management teams.
• Business-Level Managers include the strategic leaders at the business,
division, or strategic business unit (SBU) levels. These managers manage the
strategic management process at the business-level. It also includes General
manager (GM) and Vice-President (VP).

5. • Functional-Level Managers include strategic leaders of specific functions
such as marketing, operations. They are called marketing manager or
operations manager. The groups that exercise strategic leadership at
functional level are the functional teams.
• Operation-Level Managers are the managers who are responsible for the
implementation of strategies within their assigned functional areas. They
occupy positions such as deputy manager of marketing or assistant manager
of operations. The group that lead implementation efforts are departmental
teams.

6. Skills of Strategic Leaders
• Anticipate: Ability to look ahead by predicting competitor’s moves.
• Challenge: Ability to look at an issue from multiple angles to reframe the problem
and understand it.
• Interpret: Ability to demonstrate curiosity and an open mind so that conclusions are
reached soon.
• Decide: Ability to balance long-term and short-term concerns with risks.
• Learn: Ability to promote organisational learning through communication.
• Align: Ability to understand and address conflicting stakeholders’ interests.

7. Leadership Styles and Strategies
• Effective implementation of strategies is based on the leadership style of the leader.
• It is based on the characteristics of the leaders.
• Personality characteristics of the leader with respect to business results.
• The strategy style relationship assumes the personality and background of the
leader that cause implementation action.
• Importance of matching of leadership style with strategy of change and
implementation.
• To adopt unilateral method of information forcing the change from the top.

8. Roles of Strategic Leader
CEO
Chief Architect.
Leader in organisation.
Chief Administrator and Implementer.
Others like; Personal time, Communication style, Values, Managerial styles,
Environment, etc…

9. Board of Directors
 Ultimate Legal authority of organization vest with the board of directors.
 Members of board are responsible for providing guidance and establishing the directives
according to which the organization can operate.
 Determine the company’s purpose & ethics.
 Decide the direction, that is, the strategy.
 Plan.
 Monitor and control managers and the CEO.
 Report and make recommendations to shareholders.

10. Corporate Politics and Power
• Reward Power: To reward positive outcomes.
• Coercive Power: To penalise negative outcomes.
• Legitimate Power: To use position to influence behaviour.
• Reference Power: To create liking among subordinate due to
personality.
• Expert Power: From managers’ competence, knowledge and
expertise that is acknowledged by others.