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Behavioural implementation


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Behavioural implementation

  1. 1. Opening Case Opening case Opening case
  2. 2. “several aspect of behavioural implementationthat works behind the scenes adding to itsreputation as a company that is respectedglobally for its value and corporategovernance”
  3. 3. INFOSYS CORPORATE GOVERNANCE TransparencySatisfying the spiritClear communication to outside world of howcompany run internally
  4. 4. Facts company developed guideline for corporategovernanceRated highly on C.G. By national credit ratingagency8 independent director out of 15 directors7 internal directors are all the founders
  5. 5. Succession planning nomination committee of the board doessuccession planning all 7 founders are professionalAppointment of strategic leaders is based onprofessional standard rather than familyrelationship.4th time ranked as most admirable companyIt operates the behavior of strategist
  6. 6. Stakeholder and strategicmanagement“Stakeholder are the individuals and groupwho can affect and are affected by, strategicoutcomes achieved and who are enforceableclaim on a firm performance.”
  7. 7. Functions of stakeholder• It give support to the strategic management oforganization• Oppose the top of management in strategyformulation and implementation“ managing stakeholder relationships isimportant and critical for the strategicmanagement of an organisation”
  8. 8. External shareholderCustomerSuppliersGov. regulatorsBank/creditorsTrade unionsEmployers organisationMass mediaNGO/ activistsLocal communitiesGeneral publicInternal stakeholdersShareholdersEmployeesManagersdirectorsorganisationContributions/supportsExpectations/claims
  9. 9. Identify the stakeholdersIdentify the stakeholdersExpectations, interests, concernsIdentify the claims of stakeholdersAre likely to make on the org.Stakeholder analysis
  10. 10. Identify the stakeholders who are impFrom the org. prospectiveIdentify the strategic challenges involvedIn managing the stakeholder relationshipStakeholder analysis
  11. 11. Stakeholders analysis mapEffectofstrategyonthestakeholder
  12. 12. ProfitableOrg.Averagereturnearningorg.Organization notDoing well
  13. 13. Engagement tactics forstakeholder“The process of fostering an effectiverelationship with the stakeholder is termed asstakeholder engagement and it is most criticalpart of the stakeholder management.”
  14. 14. Agency theory and stewardship theory• Agency theory- When a person delegates theauthority to another, an agency relationship iscreated.• Stewards theory- an alternative approach toexplaining the relationship between theowners and managers of the organization iscalled stewardship theory.
  15. 15. Corporate governanceAccording NFCG “it is concerned with theextent to which organizations are managed inan open and honest manner. The corporategovernance mechanisms are designed tocreate conditions that support the stakeholderof an organization being managed in an openand honest manner”
  16. 16. Corporate governance• Key aspect of good corporate governance ,according NFCG1. Transparency of corporate structures and operations2. The accountability of managers and the board toshareholder3. Corporate responsibility towards employees, creditors,suppliers and local communities where the corporationoperates
  17. 17. Corporate governanceThe burgeoning literature on corporategovernance and practice around the worldsuggest several mechanisms that are beingused to ensure good corporate governance.Among these are organisational mechanism
  18. 18. Corporate governance• Having an effective board of directors• Fostering transparency through disclosure ofinformation related to the organisation’sfinancial and operational performancnce• Framing a code of governance and committingthe organisation to its implementation
  19. 19. Corporate governance• Designing sound internal control systems• Instituting effective auditing and evaluationsystem within the organization• Having proper risk management procedures inplace• Designing fair compensation polices formanagers
  20. 20. Relating corporate governance• Strategic management• Strategic intent• Strategic formulation• strategic implementation• Strategy evaluation
  21. 21. Role of board of directors• Ultimate Legal authority of organization vestwith the board of directors• Members of board are responsible forproviding guidance and establishing thedirectives according to which the organizationcan operate
  22. 22. Board of directors & strategicmanagement• 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 toshareholders
  23. 23. Strategic leadership• Corporate level managers• Business level managers• Functional level managers• Operational level
  24. 24. Task of strategic leaders• Determining strategic direction• Effectively managing the organisationalresources portfolio• Sustaining an effective organisational culture• Emphasising ethical practices• Establishing balanced organisational controls
  25. 25. The styles of strategic leaders• Kurt lewin – democratic , autocratic andlaissez faire style.
  26. 26. Role of strategic leaders• Role of chief executive officer• Role of senior managers• Role of business-level executives• Role of functional and operational managers
  27. 27. Developing strategic leaders• Choice of future strategic• Career planning and development• Succession planning
  28. 28. Corporate CultureandStrategic Management
  29. 29. Composition of CultureBeliefsValuesNorms
  30. 30. Beliefs are considered to be assumptionsabout reality and are derived and reinforcedby experience.Values are considered to be assumptionsabout ideals that are desirable and worthstriving for.Norms are expected standards of behavior.
  31. 31. Impact of culture on corporate lifeAs a strength: facilitates communication decision making and control create cooperation and commitment
  32. 32. Building of a strong cultureFounder or an influential leader whoestablished desired values.Sincere and dedicated commitment.Concern for stakeholders.
  33. 33. Strategy CultureRelationship
  34. 34.  To ignore corporate culture To adapt strategy implementation to suite corporateculture To change the corporate culture to suit strategicrequirements To change the strategy to fit the corporate culturesApproaches to create a strategy-supportive culture:
  35. 35. Corporate PoliticsandPower
  36. 36. Understanding Politics and Use ofPowerReward PowerCoercive PowerLegitimate PowerReference PowerExpert Power
  37. 37. Power and Politics• Negative• Positive
  38. 38. Strategic use of power andpolitics
  39. 39. Strategic use of power and politicsAccept the inevitability of politics beingthere in the organizationUnderstanding the power structureLead strategyBe sensitive and alert to political signalsReward organizational commitmentUse openness and honesty
  40. 40. Corporate politics and power in theIndian contextNature of Indian societyHigher level of enviousnessPervasive enviousness
  41. 41. Personal valuesPersonal values refers to a conception ofwhat an individual or group regards asdesirable.
  42. 42. Business ethicsIt is the study of how personal moral normsapply to activities and goals of a commercialenterprise.It is concerned primarily with the relationshipof business goals and techniques to specifyhuman ends.
  43. 43. Personal values and business ethicsA major task of leadership is to inculcatepersonal values and impart a sense ofbusiness ethics to the organizationalmembers.Personal values and business ethics seek toprevent an indiscriminate use of powerpolitics within organization.
  44. 44. Values : Principles or standards of behavior.Ethics :The rules of conduct recognized in respect to a particular class of human actions or a particular group,culture.Strategy : Strategists take strategic decisions on thebasis of values and ethics.
  45. 45. Advantage of business ethics andvaluesCompetitive advantageAttraction of investment and human capitalRetention of valuable employees
  46. 46. Inculcating values and ethicsTransparency in the recruitment andselectionTraining and educational programsCommunication of values and ethicsConsistent nurturing of valuesPaying special attention to ethically-sensitive activities
  47. 47.  Reconciling Divergent Values. Modifying Values to Create Consistency.
  48. 48. Social responsibilitySocial responsibility is an organizations obligation tobenefit society in ways that transcend the primarybusiness objective of maximizing profits. Responsibility towards owners Responsibility towards Investors Responsibility towards employees Responsibility towards customers Responsibility towards competitors Responsibility towards suppliers Responsibility towards Government
  49. 49. Social responsibility in Indian context
  50. 50. Models of CSR Operating In IndiaGandhian model: voluntary commitment topublic welfare based on ethical awarenessof social needs.Nehruvian model: state-driven policiesincluding state ownership and extensiveregulation and administration
  51. 51. Contd… Milton-friedman model: corporateresponsibility primarily focused on ownersobjectivesFreeman model: stakeholders responsivenesswhich recognizes direct and indirectstakeholders interests.