Strategic decision making (oguchi gbs) ba business management 05 feb 2018

BA (HON) BUSINESS
MANAGEMENT
STRATEGIC DECISION MAKING
Code: BM622
By: Oguchi Martins Egbujor
By: Oguchi Martins Egbujor 1

Strategic Decision Making
Strategic Decision Making is a long term
corporate planning made according to the
organisational direction, and the fundamental
purpose, to achieve overall objectives

Introduction
Strategic Decision making is a module that
enables learners to develop practical
understanding and skills of how leaders and
senior managers make decision regarding the
strategy of their organisational direction. It
focuses on the needs of the organisation and
how to achieve its objectives.

Learning Outcomes
1. Analyse the external environment of an organisation and
justify critical opportunities and threats appropriate to
that organisation;
2. Analyse the strategic capability of an organisation and
justify critical strengths and weaknesses linked to
competitive advantage;
3. Develop suitable strategic choices for an organisation;
4. Evaluate strategic choices for an organisation, referring
back to previous analysis in 1 and 2.
5. Recommend and justify an appropriate strategic choice
for an organisation.

Factors To Be Considered
• Strategic Processes and purposes: Vision, Mission,
Strategy, Objectives, Tactics
• Developing and choosing appropriate strategy
• Business Environment
• Strategic capability/Matrix
• Competitive advantage
• Academic Framework: PESTEL, SWOT, Porter’s 5Forces,
Generic Strategy, Culture Web, Value Chain, Bowman’s
Strategic Clock, Ansof Matrix
• Evaluation of Strategic Options using SAFe Framework
• Justified recommendation of preferred strategy

Assignment Structure
A recommended structure for the assignment is as follows:
1. Front cover including word count,
2. Brief summary of your report (Abstract)
3. Table of contents
4. Introduction to your work, including the chosen organisation
5. Development of two strategic choices
6. Analysing business environment (internal and external)
7. Identifying and analysing strategic options using know strategic
frameworks (5Forces, Value chain, Generic strategy, Bowman’s strategic
clock, Ansoff matrix, SAFe)
8. Evaluation of strategic choices
9. Recommendation of preferred strategic choice
10. Bibliography
11. Appendices.

Strategy
Strategy is the direction and scope of an
organisation over the long term, which achieves
advantage for the organisation through its
configuration of resources within a changing
environment and to fulfil stakeholder
expectation.
(Johnson & Scholes, 2004)

What Is Strategy
Strategy is a plan - a somewhat deliberately and
consciously chosen course of action. This means
people make strategies in advance of the actions
to which they apply, and they develop strategies
consciously and purposefully.
(Henry Mintzberg, 1992)

Levels of Strategy
There are three (3) levels of organisational
strategy, namely:
• Corporate level
• Business level (SBU)
• Operations level (Implementation)

Business Strategy
The Strategic Framework
for strategic processes
(Johnson & Scholes)
Strategic
Position
Strategic
Choices
Strategy
in
action

Strategic Position Analysis
Strategic
Position
The
Environment
Resources
and
competences
Expectations
and
purposes
Impacts on
Organisation’s
Strategic
Position

Strategic Position Involves
To understand an organisation’s strategic position,
the following needs to be analysed
• The Environment
• The Purpose
• The Culture
• The Capacity
• Resources
• Competences
• Stakeholder Expectations

Strategic Choices Analysis
Strategic
Choices
Corporate
level
strategies
Business
level
strategies
Development
of directions
and methods
Suitable choices
to achieve the
objectives of an
organisation

Strategic Choices Involves
There are different strategies at different levels of an
organisation. The choice of strategy depends on
environmental circumstances
• The Corporate level
• The Business level
• Internal
• International
• Identifying options
• Evaluation options
• Innovation
• Selecting Strategy

Strategy In Action
Organisational
Structure and
Managing
Choices/
changes
Strategy
in
action
Planning and
allocating
resources
Strategy in Action is
to implement
choices

Strategy In Action Involves
• Planning
• Structure
• Identifying resources
• Allocating Resources
• Directions
• Methods
• Practice
• Managing change
• Organising
• Implementing solutions

Strategic Questions
• Where are we now?
• Where do we want to be?
• How are we going to get
there?
• What is going to stop us?
• How will we execute this
strategy?
• Existing strategic position.
• Predicting the future.
• Vision, mission and
strategy statement
• External macro and
competitive factors &
Internal forces.
• Capabilities of firm.

Strategy Purpose and Processes
• Mission,
• Vision and
• Objectives
• Strategy
• Tactics
• The Capability
• The Competitive Advantage

Strategic Statements
• Mission statement
• Vision Statement
• Cultural Values
• Corporate Social Responsibility

scope of the organisations activities
• The Product
• The Market
• The Customers
• The Location
• The Delivery

Strategic Statements
Mission Statement
• Aims to provide employees
and stakeholders with
clarity about what the
organisation is
fundamentally there to do
(Fundamental Purpose)
Vision Statement
• Concerned with the future
the organisation seeks to
create (Organisational
Direction)

Organisational Values
Corporate Values
• Communicate the
underlying and enduring
core principles that guide an
organisation’s strategy and
define the way that the
organisation should
operate!
Strategic Objectives
• Statements of specific
outcomes that are to be
achieved!

Strategic Purpose
Mission Statement outlines:
• What business are we in?
• What would be lost if the business did not
exist?
• How do we make a difference?

Strategic Objectives
• Provide guidance and
priorities for the
management to focus
on.
• What other examples of
strategic objectives can
you think of?
1. Differentiate the brand
2. Reduce operating costs
by £1.5bn
3. Generate £9bn cash
from operations
4. Maximise the mix to
achieve 3.5 -4.0%
group profit
5. Maximise value from
property
6. Innovation

Strategic Choices (Decisions)
• Business Strategy & Models
• Corporate strategy & Diversification
• International Strategy
• Entrepreneurship & Innovation
• Mergers
• Acquisitions
• Alliances

Business Environmental
Business environment involves the internal and
external forces, factors and institutions that are
beyond the control of the business and they affect
the functioning of business enterprises. These
include customers, competitors, suppliers,
government, and the social, political, legal,
technological factors, etc. Business environment is
multifaceted, complex, and dynamic in nature. The
changes in business environment are unpredictable.
It differs from industry to industry, place to place,
region to region and country to country

External Environment
An external environment is a process of
scanning and evaluating an organisation’s
external environment; it is how strategic
managers determine the opportunities and
threats facing their organisations
(Coulter, M., 2010)

Internal Environment
The systems approach to the study of business
organisations stresses the interaction between a
firm’s internal and external environments. Key
aspects of the internal context of business
include the organisation’s structure and
functions and the way they are configured in
pursuit of specified organisational objectives.
(Worthington & Britton, 2006)

Strategic Frameworks (Model)
• SWOT
• TOWS
• PESTEL
• 5 Forces
• Generic Strategy
• Bowman’s Strategic Clock
• Value Chain
• Ansof Matrix
• SAFe Analysis
• VRIO Analysis
• Capability Matrix
• Leadership and strategic change

SWOT Framework
Strengths
• Good image
• Strong Brand
• Quality product/service
• Fixed asset
• Cash
• Good Infrastructure
• Strong customer based
• Experienced workforce
Weaknesses
• Rate of pay
• Staff retention
• Location
• Lack of Motivation
Opportunities
• Student funding
• Availability of students locally
Threats
• Brexit
• Restriction of international studentship
• Student loan
• Tariffs
• Taxation
• Laws and regulations/QAA

PESTEL
POLITICAL
• Brexit
• European Union
• Sanction
• Trade embargo
• Student funding
• War
• Government decision
• Unstable government
ECONOMICAL
• Exchange rate
• Recession
• Taxation
• Tariffs
• Inflation/deflation
• Quota
SOCIAL
• Disposable income
• Unemployment
• Crime
• Demography
• Social welfare
TECHNOLOGICAL
• Emerging Technology
• Internet
• Social Media
• Point of sales
• Contactless
• Robot
• Conferencing
ECOLOGICAL/ENVIRONMENT
• CSR
• Water
• Air
• Pollen
• Pollution
• Soil degradation
• Erosion
• Natural vegetation
• Climate changes
LEGAL
• Laws
• Regulations
• Policies
• 48 Hour Rule
• Health and Safety Laws
• Equal Opportunity Laws
• Human Rights Laws
• Competition Laws
• Employment Laws

TOWS MATRIX
INTERNAL (Micro)
AND
EXTERNAL (Macro)
ENVIRONMENTAL
ANALYSIS
STRENGTHS
• These are the strengths
that you have to
explore opportunities
within your industry
WEAKNESSES
• These are the
weaknesses that you
have that prevent you
from countering your
threats
OPPORTUNITIES • These are all the
industry wide
opportunities that can
help your business to
grow
• Identify all the
weaknesses preventing
you from exploring all
the opportunities
THREATS • These are the threats
that exist within your
industry that prevent
you from exploring the
opportunities
• Identify all the
weaknesses that you
have that prevent you
from countering the
threats within the
industry
By Prof Heinz Weirich

Porter’s 5 Forces
Threats of entrants
Bargaining Power Bargaining Power
Threats of Substitutes
Potential
entrants
Suppliers Buyers
Substitutes
COMPETITIVE
RIVALRY
By Michael Porter

PORTER’S GENERIC STRATEGY

BOWMAN’S STRATEGIC CLOCK
2
1
3
4
5
6
7
8
PerceivedValuetotheConsumer
High
Low
Loss of market share
Low
Differentiation
Focused
Differentiation
Risky
High Margins
Monopoly
PricingLow Price
and Low
Added Value
Low
Price
Hybrid
Price High

ANSOF MATRIX
Market
Penetration
Strategy
Product
Development
Strategy
Market
Development
Strategy
Diversification
Strategy
Existing New
NewExisting Products
Markets
Ansoff, 1960

Ansof Matrix Explained
Strategic Marketing Planning Tool that links a firm's marketing strategy with
its general strategic direction and presents four alternative growth strategies
as a table (matrix). These strategies are seeking growth:
1. Market penetration: by pushing existing products in their current market
segments.
2. Market development: by developing new markets for the existing
products.
3. Product development: by developing new products for the existing
markets.
4. Diversification: by developing new products for new markets. Named
after its inventor, the father of strategic management,
Igor Ansoff (1957)

Value Chain Framework
Marketing interrelates with other functional units within an
organisation to create value and achieve the objectives
Firm Infrastructure
Human Resource Management
Technology
Procurement
Inbound
Logistics
Operations Outbound
Logistics
Marketing
and Sales
Services
Margin
Primary Activities
Supporting
Activities

RESOURCE-BASED VIEW (RBV)
FRAMEWORK FOR COMPETITIVE ADVANTAGE

RESOURCE-BA SED VIEW (RBV)
(Resource and Sustainable Competitive Advantage)
For the firm, resources and products are two
sides of the same coin. Most products require
the services of several resources and most
resources can be used in several products. By
specifying the size of the firm's activity in
different product markets, it is possible to infer
the minimum necessary resource commitments.
Conversely, by specifying a resource profile for a
firm, it is possible to find the optimal product-
market activities. (Birger Wernerfelt, 1984)

Resources
Capability
Value Rare Costly to
Imitate
Organisation Competitive
Implications
Firm
Performance
Product/s Yes Yes Yes Yes Sustainable Very good
Technology Yes No No Yes Changeable Latest
Equipment Yes No Yes Yes Available Latest
Customer Base Yes No No Yes Flexible Loyal
Skill/competence
Innovation
Market Trend
Product and
Service Quality
Workforce
VRIO MATRIX
Resources and Sustainable Competitive Advantage

RBV FRAMEWORK
RBV is an approach to achieving competitive
advantage that emerged in 1980s and 1990s,
after the major works published by Wernerfelt,
B. (The Resource-Based View of the Firm),
Prahalad and Hamel (The Core Competence of
The Corporation), Barney, J. (Firm resources and
sustained competitive advantage) and others.

The
Paradigm
Symbols
Power
Structures
Stories
Rituals and
Routines
Organisational
Structure
Control
Systems
Johnson and Scholes, 1988
Organisational Culture and Behaviour

CULTURAL WEB
Johnson and Scholes (1988) described
organisational behaviour as a cultural web; how
we do things here, including the stories that we
tell within the organisation. They identified a
number of elements that formed and influence
Organizational Culture termed as Paradigm.
These include processes, symbols, rituals,
power structure, stories, mission, beliefs and
values, control systems, etc.

SAFe Analysis
SAFe is a Strategic Framework used to evaluate
the Strategic Options of an organisation:
• S = Suitability
• A = Acceptability
• Fe = Feasibility
Johnson et al. (2008)

SAFe Criteria
Suitability assesses:
• the Opportunities
• The Constraints
Acceptability uses the ‘3Rs’ to asses:
• The Risk
• The returns
• The Reactions from Stakeholders
Feasibility assesses organisational capability using:
• The Resources
• The Competences

Strategic Position
External
PESTEL
Diamond
5 Forces
OT
Internal
SW
Strategic Choices
Cost/Differentiation/Focus
Ansoff Matrix
Bowman’s Strategic Clock
Vertical/Horizontal
Integration
Strategic Evaluation and
Selection
Suitability
Feasibility
Acceptability
Financial
Risk/Return
Reactions
Stakeholders
expectations
• Expansion
• £5m Profit
• Latest Technology
• Machinery
• Manpower
• Loyal Customer
• Market Leader
Identify relevant
points only
SAFe Analysis
Johnson et al., 2008
Organisational Capability/
Competitive Advantage

WORKING WITH OTHERS
Working with others requires practical as well as
personal skills. The advantages of working
collaboratively with others include learning and
sharing skills, knowledge, understanding and
experiences with other people within a team or
group.

Team
A team is a small number of people, with
complementary skills, who are committed to a
common purpose, performance goals, and
approach for which they are mutually
accountable.
(Katzenbach and Smith, 1993)
Oguchi Martins Egbujor 50

Group
Group can be defined as two or more individuals
engaged in some social interaction, for the
purpose of achieving some goal or goals.
Joan Walton (2002)

What Is A Team
A team is a group of people, usually two or
more, working together to achieve a common
goal. When a team is performing at its best,
you'll usually find that each team member has
clear responsibilities. Belbin defined a team role
as "a tendency to behave, contribute and
interrelate with others in a particular way" A
team may be performing different roles that
underlie team success.

What Is A Group
Group is a collection of individuals that come
together to achieve a stated objective. In a business
context, a working group might involve people from
different divisions or even companies that are
collaborating on a project that requires their
particular expertise or time. Group members share
beliefs, principles, and standards about areas of
common interest and they come together to work
on common tasks for agreed purposes and
outcomes. For a group to achieve a common goal
and share responsibility and accountability, it has to
work as a team.

Teamwork
Group
• Group works independently
• People are told what the
organisational objectives are
• People are given individual
roles to play
• In a group, people are
individually responsible and
accountable for the role they
play
• In group, individuals
accomplish a set target using
their own skill and ability
Team
• Works collaboratively
• Work with shared objectives
• Using their pool of skills and
abilities to contribute to the
achievement of organisational
objectives
• Team is collectively
responsible and accountable
to the objectives
• Team has complementary
skills with shared vision

Types of Teams
• Problem-Solving Team
• Self-Managed Teams
• Cross-Functional Team
• Virtual Team
• Project Team
• Management Team
• Parallel Team
• Strategic Team

Characteristics of Effective Team
• Share Vision
• Shared Objectives
• Committed to common goal
• Shared Responsibility
• Share Accountability
• Effective Communication
• Complementary Skills
• Team spirit

Strategic Team Provides leadership and direction
Management
Team
Provides day-to-day leadership and manage different
functional units
Operational Team Delivers products to customers and manages quality,
customer services, etc.
Cross-Functional
Team
Cross-functional team is involves people from more than
one department with different job roles working together to
achieve a common purpose.
Project Team Works to complete a defined project
Support Team Provides technical support: IT, finance, Human Resources ,
general office management, administrative support
Temporary team Works on short-term project, one-off
Virtual Team Group of individuals working in different areas and times,
united by information technology to achieve a common goal
Types of Teams Explained

Types of Teams
Problem-Solving Team
• I a group of workers,
usually in the same
department , who meet
regularly to discuss ways of
improving the quality,
efficiency and the work
environment to assess the
resources needed to
accomplish their task
Self-Managed Team
• A small group of work team
who takes the initiatives
and responsibilities of
organising and managing
their work without (less)
supervision. This is usually
a group of professionals
who are skilful and
experienced in what they
do.

Types of Teams
Cross-Functional Team
• This is a group of workers
who are usually of same
grade or hierarchy, from
different work areas or
departments, who come or
are put together to
accomplish a task, eg. Task
force, committee, etc
Virtual Team
• This is a team of workers in
various locations , who are
inter-connected by the use
of computer and other
communication technology
to work together to achieve
a common purpose.

Team Development
• Undeveloped Team
• Experimenting Team
• Consolidating Team
• Matured Team
(Woodcock, M., 1979)

Belbin Team Role
Action Orientated Cerebral Role People Orientated
Shaper Plant Co-ordinator
Completer/ Monitor Resource
Finisher Evaluator Investigator
Implementer pecialist Team Worker

Team-Role Descriptions
PLANT
Contribution
• Creative
• Imaginative
• Unorthodox
• Solving difficult problems
(Dr Meredith Belbin, 2003)
Allowance Weakness
• Ignores Incidents
• Too pre-occupied to
communicate effectively
Oguchi Martins Egbujor
62

RESOURCE INVESTIGATOR
Contribution
• Extrovert
• Enthusiastic
• Communicative
• Explores opportunities
• Develops contacts
Allowance Weakness
• Over-optimistic
• Loses interest once
initial enthusiasm has
passed

CO-ORDINATOR
Contribution
• Mature
• Confident
• A good chairperson
• Clarifies goals
• Promotes decision-
making
• Delegates well
Allowance Weakness
• Can be seen as
manipulative
• Offloads personal work

SHAPER
Contribution
• Challenging
• Dynamic
• Thrives on pressure
• The drive and courage
to overcome obstacles
Weakness
• Prone to provocation
• Offends people’s
feelings

Team-Role Description
MONITOR EVALUATOR
Contribution
• Sober
• Strategic and discerning
• Sees all options
• Judges accurately
Allowance Weakness
• Lacks drive and ability
to inspire others

TEAM-WORKER
Contribution
• Co-operative
• Mild
• Perceptive/diplomatic
• Listens
• Builds
• Averts friction
Allowance Weakness
 Indecisive in crunch
situations

IMPLEMENTER
Contribution
• Discipline
• Reliable
• Conservative/efficient
• Turns ideas into
practical actions
Weakness
• Somewhat inflexible
• Slow to respond to new
possibilities

COMPLETE FINISHER
Contribution
• Painstaking
• Conscientious
• Anxious
• Searches out errors and
omissions
• Delivers on time
Weakness
• Inclined to worry
unduly
• Reluctant to delegate

SPECIALIST
Contribution
• Single-minded
• Self-Starter
• Dedicated
• Provides knowledge
and skills in rare supply
Allowance Weakness
• Contributes on only a
narrow front
• Dwells on technicalities

APPROACHES FOR EFFECTIVE TEAM
WORKING
• Good communication and inclusivity
• Common goal set by team
• Hold each other to account
• Clarity of roles
• Strategic direction
• Clear and agreed decision making
• Learning together in a team
• Manage conflict and dissent
• Shared knowledge, skills and vision
• Complementing each other
• Co-operation and collaboration
• Collective responsibility

Working Relationship
• Team building
• Constructive Feedbacks
• Share values, vision, objectives
• Shared responsibility and accountability
• Monitoring and assessing performance
• Collectivism and collaboration
• Line and channel of communication
• Disciplinary and grievance procedures
• Managing conflict

Effective Working Relationship
• Share vision, values, goals and objectives
• Clear expectations of each other
• Trust, commitment and respect
• Effective communication
• Listening and resolving conflict
• Recognising and managing emotion
• Giving and receiving feedbacks
• Openness and ability to understand others
• Contributing to team development

Assignment: Required Frameworks
Entering a new geographical market
• By Acquisition or Merger
• Use ANSOF Matrix
• 5Forces
• SWOT and PESTLE
• Generic Strategy
• Value Chain Analysis
• VRIO Matrix
• SAFe Framework

Business Diversification
• Merger
• Alliance
• Acquisition

Ansoff Matrix Video
https://www.youtube.com/watch?v=4dKliWrCy
wM

Vertical and Horizontal Integration
Forward
Backward
V
Vertical
HorizontalHorizontal

Horizontal and Vertical Integration
• https://www.youtube.com/watch?v=uOO4ClV
Urkw

Business Expansion
Vertical Integration (Different Businesses)
(Raw material/Manufacturer/Distributor/Retailer)
• Forward integration
(Manufacturer buys a distributor)
• Backward integration
(Retailer buys a wholesaler)
Horizontal Integration (Same Businesses)
• Manufacturer buys competing manufacturer
• Wholesaler buys competing wholesaler

Leadership
Leadership is an art of directing
people to willingly achieve common
objectives for the interest of all.

Leadership
Leadership is the art of getting someone
else to do something you want done
because he wants to do it.
(Dwight D. Eisenhower)

Leadership
Leadership is lifting a person's vision to
higher sights, the raising of a person's
performance to a higher standard, the
building of a personality beyond its normal
limitations.
(Peter F. Drucker, 1967)

Leadership Theories
• Great Man Theory
• Trait Theory
• Behavioural Theory
• Situational Theory
• Contingency Theory
• Functional Theory
• Transactional Theory
• Transformational Theories

Leadership Theories
Great Man
Trait
• Behavioural
• Leaders were born with
innate qualities, destined
to lead (prince, princess)
• Leaders possess qualities
associated with
leadership (tall, short)
• Leadership is learnable as
people develop
leadership qualities over a
period of time (education
and training)

Leadership Theories
Situation Leadership
Contingency Theory
• Leadership styles
depend on the specific
situation in which
leadership is required.
• Leadership style is
dependent on the
situational variables to
fit the specific
circumstances

Leadership Theories
(McGregor Burns, 1978/2008)
Transactional
Leadership
Transformational
Leadership
• This is the contractual
relationship between a
leader and the followers
which rewards good
behaviour and punishes
bad behaviour.
• Leadership by example
that encourages unity
of purpose, motivation,
collectivity, cooperation

Functional Theory
Functional leadership theory is a particularly
useful theory for addressing specific leadership
behaviours expected to contribute to
organisational or team effectiveness and
cohesion.
(Hackman & Wageman, 2005)
(Hackman & Walton, 1986)

Leadership Styles
Democracy/
(Transformational)
Autocracy/
(Transactional)
Laissez-faire
• Leadership of getting
other people involved in
the decision make for
collective responsibility.
• Leadership of telling,
commanding and
controlling people
• This is a hands-off
approach that gives
people freedom to work
unsupervised

Leadership And Management
Management
• Command and control
• Preserve the system
• Plan, budget and schedule
• Organising and staffing
• Directing and supervising
• Problem solving
Outcome based on: order,
predictability and certainty
BUT also compliance from
others involved
Leadership
• Challenges the system
• Inspires followers
• Aligns constituencies
• Encourages shared vision
• Co-operation, collaboration
and collective decision
Outcome based on: change,
risk taking, uncertainty BUT
also commitment from others
involved

Leadership Traits and Skills
By Stogdill (1974)
Traits
• Adaptable to situations
• Alert to social environment
• Ambitious
• Achievement oriented
• Assertive
• Cooperative
• Decisive
• Dependable
• Desire to influence others
• Energetic
• Persistence
• Self-confident
• Tolerant
• Responsible
Skills
• Clever
• Intelligent
• Conceptually skilful
• Creative
• Diplomatic
• Speak fluently
• Knowledgeable to task
• Organised
• Persuasive
• Socially skilled
• Inspirational
By Oguchi Martins Egbujor 90

Leadership Theories
Transactional Leadership
• Builds on need to get the job
done and make a living
• Preoccupied with position,
power and control
• Relies on human relations to
lubricate human interactions
• Focus on tactical issues
• Supports/reinforces systems
and structures
• Focus on Reward and
punishment
Transformational Leadership
• Builds on need for meaning
• Preoccupied with purposes,
values, morals and ethics
• Transcends daily affairs
• Focuses on long-term goals
without compromising human
values and principles
• Focuses on mission and
strategies
• Identifying/developing talent

Management of Working Relationship
• Influence of management style
• Emotional intelligence
• Organisational structure
• Leadership versus management
• Contingency management
• Role modelling

Effective Working Relationship
• Share vision, values, goals and objectives
• Clear expectations of each other
• Trust, commitment and respect
• Listening and resolving conflict
• Recognising and managing emotion
• Giving and receiving feedbacks
• Openness and ability to understand others
• Contributing to team development

Management Approaches
• Leadership Style
• Motivation
• Mentoring
• Coaching
• Training
• Shadowing
• Task orientation
• Team orientation
• Individual orientations

Leadership Models
• Stogdill (1974) Leadership Traits and Skills
• McGregor (1960) Theories X and Y
• Blake and Mouton (1964) Managerial Grid
• Fiedler Contingency Theory
• Hersey-Blanchard Leader Behaviour Model
• Tannenbaum & Schmidt Continuum Theory
• Adair (1973) Action-Centred Leadership
• Robert Greenleaf Servant leadership
• Belbin (1993) Solo and Team Leader
• McGregor Burns (1978) Transactional Leadership

Adair’s Action-Centred Leadership
John Adair grouped his Action-Centred
Leadership model into three intertwined groups:
• Task Oriented
• Team Oriented
• Individual Oriented

Individual
Oriented
Task
Oriented
Team
Oriented
Adair’s Action-Centred Leadership Model
• Define the task
• Make the plan
• Allocate work and resources
• Control quality and rate of work
• Check performance against plan
• Adjust the plan
• Maintain discipline
• Build team spirit
• Encourage, motivate, give
sense of purpose
• Appoint sub-leaders
• Ensure communication within
group
• Develop the group
• Attend to personal problems
• Praise individuals
• Give status
• Recognise and use individual
ability
• Develop the individual

Continuum Leadership
• Telling
• Joining
• Selling
• Consulting
• Autocratic
• Democratic
• Persuasive
• Consultative

The 17 School Leadership Model
Hay McBer (1999)
1. Analytical thinking
2. Challenge and Support
3. Confidence
4. Developing Potential
5. Drive for Improvement
6. Holding People Accountable
7. Impact and Influence
8. Information Seeking
9. Initiative
10. Integrity
11. Personal Convictions
12. Respect for Others
13. Strategic Thinking
14. Teamworking
15. Transformational Leadership
16. Understanding the Environment
17. Understanding Others

Leadership Development
• Effective Recruitment and Selection
• Identify Leadership gap
• Develop Succession plan
• Develop skill roadmap
• Identify potential leaders in the organisation
• Training, coaching, mentoring
• Dev shared vision, objectives, commitment
• Encourage strategic and critical thinking

Leadership Competency SHL Model
• Creative and Innovative
• Creative and conceptualising
• Analysing and interpreting
• Leading and deciding
• Adapting and coping
• Supporting and cooperating
• Enterprising and performing
• Organising and executing
• Interacting and presenting

Behavioural Leadership Theory
Peter Drucker famously stated that
"management is doing things right; leadership is
doing the right things." Great leaders possess
dazzling social intelligence, a zest for change,
and above all, vision that allows them to set
their sights on the "things" that truly merit
attention. Leaders are not born; they are grown
(Peter Drucker, 2009)

Change Management
Change management is a systematic approach
to dealing with the transition or transformation
of an organization's goals, processes or
technologies. The purpose of change
management is to implement strategies for
effecting change, controlling change and helping
people to adapt to change.

Process of Change
• Request for Change
• Impact Analysis
• Approve or Deny
• Implement Change
• Review/Report

Lewin’s Change Model
• Unfreeze
• Change
• Refreeze

Lewin’s Change Model
Unfreeze:
Reopen the
contents
Change:
Process
Reform
Amend
Improve
Communicate
Agreed
Refreeze:
Re-establish
Close

Lewin’s Force Field Analysis
• Enabling Factors
• Disabling Factors

Force Field Analysis
Enabling Factors
• Identify all the factors that
will help you to implement
all the changes
Disabling Factors
• Identify all the factors that
will hinder or obstruct you
from implementing all the
changes that you want to
accomplish

Strategic decision making (oguchi gbs) ba business management 05 feb 2018

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