The document summarizes a presentation on leadership, governance, and the role of boards in managing crises. It discusses key aspects of effective leadership, including inspiring a shared vision and modeling good behavior. It also differentiates between leadership and management. Regarding governance, it emphasizes the board's responsibility to oversee risk management and business continuity planning, including crisis management. The board should approve policies to mitigate risks and test continuity plans through stress testing. Financial crises can spread rapidly through contagion as problems in one institution or market segment spread to others.
The document discusses management, leadership, motivation, and human resource management. It provides definitions of management, describes Mintzberg's roles of management, and lists the functions of management as planning, organizing, directing, and controlling. It also discusses motivating the workforce, Herzberg's two-factor theory of motivation, appropriate leadership styles based on situational factors, sources of a leader's power, the role of human resource management, and benefits of HRM over personnel management.
This document provides an overview of regulatory risk assessment and compliance management. It discusses key concepts like risk, compliance, and the COSO framework. It outlines a risk assessment methodology including identifying risks and controls, assessing inherent and residual risk, and determining risk acceptance. It also discusses compliance management systems, periodic risk assessments, and regulatory risk analysis processes. The goal is to provide perspectives on effectively evaluating and managing risks and compliance.
Fpi ilaro managing for results 02102021-updateKAYODE ADEBIYI
The document summarizes key concepts around leading and managing for results. It discusses:
1) The shift from 20th to 21st century organizations, moving from bureaucratic structures to more flexible, non-bureaucratic structures focused on customers and empowering employees.
2) The difference between leadership which promotes vision and change, and management which promotes stability and problem-solving. Managing for results focuses on determining important goals and using performance data to improve.
3) Important skills for managing for results including synergy, problem-solving, decision-making, delegation, collaboration, change leadership, and focus.
4) How organizations have four levels - cultural, physical, infrastructure, and behavioral - and
Boards of Directors are not only expected to monitor a company management; they are also held
responsible for an organization’s failure to attain organizational performance goals.The purpose of this study
was to establish the relationship between board of directors’ composition, strategic leadership and performance
of commercial banks in Kenya. The specific objectives were to establish the relationship betweenboard size,
non-executive directors, and board diversityand performance of commercial banks in Kenya and the extent to
which strategic leadership moderates such relationships
In a " VUCA" environment its becoming increasingly challenging for CEO to align the short time horizon of " Strategic initiatives" with " Operational deliverables".... thus is presented a " Strategy map" TO aid realise the broad blue-print for direction setting to see better " strategic-operational alignment"
This document provides an overview of strategic thinking. It discusses the evolution of strategic management from the CEO era to the current emphasis on strategic thinking. The key elements of strategic thinking are described as having a system perspective, being intent focused, thinking in time, and being hypothesis driven. Strategic thinking can occur at both the individual and organizational levels. The strategic thinking process involves asking questions, clarifying issues, considering alternatives, reframing perspectives, and simplifying concepts.
This chapter discusses the key concepts of management. It defines management as attaining organizational goals through planning, organizing, leading and controlling resources. The four management functions are described. Organizational effectiveness and efficiency are important for performance. Managers require conceptual, human and technical skills. Management occurs at different levels and functions within an organization. The roles and challenges of management are outlined. The chapter also discusses the new competencies needed for managing in today's turbulent environment.
The document discusses management, leadership, motivation, and human resource management. It provides definitions of management, describes Mintzberg's roles of management, and lists the functions of management as planning, organizing, directing, and controlling. It also discusses motivating the workforce, Herzberg's two-factor theory of motivation, appropriate leadership styles based on situational factors, sources of a leader's power, the role of human resource management, and benefits of HRM over personnel management.
This document provides an overview of regulatory risk assessment and compliance management. It discusses key concepts like risk, compliance, and the COSO framework. It outlines a risk assessment methodology including identifying risks and controls, assessing inherent and residual risk, and determining risk acceptance. It also discusses compliance management systems, periodic risk assessments, and regulatory risk analysis processes. The goal is to provide perspectives on effectively evaluating and managing risks and compliance.
Fpi ilaro managing for results 02102021-updateKAYODE ADEBIYI
The document summarizes key concepts around leading and managing for results. It discusses:
1) The shift from 20th to 21st century organizations, moving from bureaucratic structures to more flexible, non-bureaucratic structures focused on customers and empowering employees.
2) The difference between leadership which promotes vision and change, and management which promotes stability and problem-solving. Managing for results focuses on determining important goals and using performance data to improve.
3) Important skills for managing for results including synergy, problem-solving, decision-making, delegation, collaboration, change leadership, and focus.
4) How organizations have four levels - cultural, physical, infrastructure, and behavioral - and
Boards of Directors are not only expected to monitor a company management; they are also held
responsible for an organization’s failure to attain organizational performance goals.The purpose of this study
was to establish the relationship between board of directors’ composition, strategic leadership and performance
of commercial banks in Kenya. The specific objectives were to establish the relationship betweenboard size,
non-executive directors, and board diversityand performance of commercial banks in Kenya and the extent to
which strategic leadership moderates such relationships
In a " VUCA" environment its becoming increasingly challenging for CEO to align the short time horizon of " Strategic initiatives" with " Operational deliverables".... thus is presented a " Strategy map" TO aid realise the broad blue-print for direction setting to see better " strategic-operational alignment"
This document provides an overview of strategic thinking. It discusses the evolution of strategic management from the CEO era to the current emphasis on strategic thinking. The key elements of strategic thinking are described as having a system perspective, being intent focused, thinking in time, and being hypothesis driven. Strategic thinking can occur at both the individual and organizational levels. The strategic thinking process involves asking questions, clarifying issues, considering alternatives, reframing perspectives, and simplifying concepts.
This chapter discusses the key concepts of management. It defines management as attaining organizational goals through planning, organizing, leading and controlling resources. The four management functions are described. Organizational effectiveness and efficiency are important for performance. Managers require conceptual, human and technical skills. Management occurs at different levels and functions within an organization. The roles and challenges of management are outlined. The chapter also discusses the new competencies needed for managing in today's turbulent environment.
human resources functions in government should be strategically integrated with the planning and management control tasks in agencies
1st Semester 2020
This document discusses the definitions and concepts of management, business administration, public management, and how they differ. Management can be defined as organized human activities aimed at achieving goals. Business administration involves managing economic activities to earn profits. Public management is similar to business administration but serves public needs rather than private profits. The key differences are that public management has public authority and works in a monopolistic environment, while business administration operates competitively without public authority.
The document discusses strategic planning for economic development. It provides an overview of strategic planning, including that strategic planning involves choosing a future vision rather than accepting trends, and establishing goals and initiatives to achieve that vision. Additionally, it discusses organizing approaches to economic development strategies, the strategic planning process, stakeholder input, and developing a vision and situational assessment.
CONSIDERATIONS WHEN ESTABLISHING A PRIVATE COMPANY BOARD OF DIRECTORS 1 11 17PRKS
This document provides guidance on establishing an effective first board of directors. It discusses identifying prospective board members based on their expertise, integrity, and strategic thinking. The duties of board members include oversight of management, strategic planning, and risk management. Effective board governance involves establishing committees, holding regular meetings, and providing orientation for new members. The document outlines fiduciary duties of care, loyalty and obedience that board members must uphold.
This document defines leadership and discusses different theories and styles of leadership. It addresses leadership at different levels in an organization from strategic to team levels. It also distinguishes between leadership and management, noting that most management roles involve elements of leadership. The document highlights that there is no single model of leadership and it depends on factors like the organization and individual personalities.
Chapter 14 Dynamics of Behavior in OrganizationsRayman Soe
Richard L. Daft addresses themes and issues directly relevant to both the everyday demands and significant challenges facing businesses today. Comprehensive coverage helps develop managers able to look beyond traditional techniques and ideas to tap into a full breadth of management skills. With the best in proven management and new competencies that harness creativity, D.A.F.T. is Management!
This presentation discusses leadership styles and organizational structure in shipping companies. It was presented by four students and guided by Anurag Sir for a course in logistics and supply chain management. The presentation covers five main leadership styles - autocratic, charismatic, laissez-faire, democratic, and transformational. It also discusses several strategic leadership models and theories. The organizational structure section outlines the typical departments in a shipping company, including financial, human resources, marketing, operations/fleet management, technical, information technology, and security.
Bryson. chapter 8 . establishing an effective organizational vision for the f...Beulah Heights University
This document outlines steps for developing an effective organizational vision. It defines a vision as describing how an organization will look when working extremely well to achieve its mission. An effective vision should be inspiring, clarify purpose and direction, emphasize strengths and ideals, and state positive outcomes. It provides guidance to help the organization discriminate between preferred and undesirable actions. Developing a vision requires including key elements, ensuring it grows from past decisions, and using a process to build consensus among stakeholders. An inspirational vision focuses on a better future and encourages hopes while building on the organization's history.
Strategy as practice focuses on the everyday activities of strategists rather than strategy at the organizational level. Strategizing involves tools, conversations, and frameworks that strategists use to develop and enact strategy. Key aspects of strategy as practice include strategic conversations, using tools like SWOT analysis and scenarios, and mobilizing frameworks like institutional logics. Celebrity CEOs and firms can also influence strategy through their public profile.
3. Demand and market analysis (lecture 2).pptPedadaSaikumar
The document discusses the importance of taking a systems approach to project management. It defines a systems approach as viewing projects holistically within the larger organizational context, including considering business, technological, and organizational issues. This allows project managers to understand how projects relate to and serve the whole organization. The document also emphasizes that top management commitment is crucial for project managers to have adequate resources and support to address challenges that may arise.
Strategic Planning Tips for Non Profit Organizations | Shaun Dallas Dance | R...S. Dallas Dance
Strategic planning is an essential part of any business – even a nonprofit organization. This may sound like an intimidating prospect for a variety of reasons. Yet, it is not a step that can be overlooked.
Strategic planning allows organizations to plan ahead – not just for the following year but for any potential emergencies. If 2020 taught us anything, it’s that everyone needs an emergency plan in place.
Ten slides in Ten minutes - A Perspective on Organisational DesignBill Graham CP.APMP
The 10-slide presentation provides an overview of organizational design and its importance for business sustainability. It discusses the need to align organizational structure, processes, culture and resources with strategy to maximize productivity and growth. Specifically, it notes that over-resourcing key business units can negatively impact productivity across the entire organization by requiring other business units to also be over-resourced to maintain optimal interaction levels. The presentation advocates analyzing differences in organizational design versus strategic needs to identify gaps and develop action plans for improvement.
The document discusses the organization of human resource management departments. It notes that the size of the HR department depends on the size of the agency, with smaller agencies having only a few HR employees and larger agencies having specialized HR divisions with hundreds of staff. It also discusses how HR departments have moved from being separate and non-strategic to becoming more integrated with agency planning and management. Modern HR departments are able to provide expertise on a wide range of critical issues across different agency contexts.
This document provides information on management, bureaucracy, staff motivation, leadership, labor relations, training needs assessment, and informal learning. It defines key terms, outlines principles and roles, discusses advantages and disadvantages, and identifies factors that influence various management concepts. Specifically, it examines Henri Fayol's principles of management, Mintzberg's managerial roles, characteristics and impacts of bureaucracy, approaches to motivating staff, different leadership styles, collective bargaining processes, justifications for training needs assessment and employee training, and methods of informal learning. The document serves as a reference for management concepts.
This document provides an introduction to organisation governance for board members. It covers key topics such as:
- Defining what governance is and why it is important
- Explaining the roles and responsibilities of board members in governance
- Discussing common governance principles like strategic planning, risk management, and accountability
- Addressing common issues that can arise in implementing governance
- Describing important governance documents and procedures like meetings and attendance tracking
The document is intended to give board members a foundational understanding of effective organisation governance.
Administration involves setting policies, objectives, and plans for an organization, while management focuses on implementing those plans and coordinating organizational activities. Practically, managers perform both administrative and management functions, with higher-level managers spending more time on administration and lower-level managers focusing more on operational management. Public administration differs from private administration in that it operates within a legal and political framework, aims to serve public needs rather than profit, and is accountable to the public. It also typically involves larger-scale operations and provides essential services.
Building exceptional boards of directors in growth stage technology businesse...Dave Litwiller
This document discusses building an effective board of directors for growth stage technology companies. It outlines three key aspects:
1) Choosing the right people for the board who are voracious learners, prepared, dedicate sufficient time, are competitively driven but balanced, optimistic yet skeptical, and tolerant of risk.
2) Advancing and renewing the board over time by developing a pipeline of talent, balancing CEO and outside director nominations, avoiding path dependency, conducting thorough reference checks, and finding independent thinkers.
3) Identifying underperforming directors who are sycophants, narrow-minded, unprepared, or have strong biases that hinder their effectiveness. Maintaining a high-performing
This chapter discusses various perspectives on strategy processes. It outlines Henry Mintzberg's view that strategy is often emergent rather than deliberately planned. Mintzberg observed that managers rely on judgment rather than rational analysis. The chapter also discusses Andrew Pettigrew's perspective that context and processes shape strategy. Additionally, it covers how strategy relates to organizational learning, culture, sensemaking and narratives. Strategy can be seen as a social process of constructing a plausible story.
According to the document, there are seven key leadership development trends:
1) Complexity is increasing and uncertainty is high, requiring leaders to build context agility.
2) The talent shortage is intensifying globally due to economic growth and other factors.
3) Investment in first-line leadership development has tripled in recent years.
4) The four most important leadership skills are people-leadership abilities.
5) Employee engagement is a growing concern given low engagement levels.
6) Leadership is becoming more collective and less individual.
7) Intensive "boot-camp" style training is becoming less effective given time constraints.
• • Academy ol Managemenf Executive. 2001. Vol 15. NoCreat.docxoswald1horne84988
• • Academy ol Managemenf Executive. 2001. Vol 15. No
Creating wealth in
organizations: The role of
strategic leadership
W. Glenn Rowe
Executive Overview
Wealth creation in entrepreneurial and established orgcrnfzafion.i is a complex,
challenging task in today's global and technologically advancing business
environment. Strategic leadership enhances the wealth-creation process in
enfrepreneuriai and established organizations, and leads to above-average returns.
On the other hand, managerial leadership will likely lead to average returns at best,
but is most likely to achieve below-average returns and destroy wealth. Organizations
led by visionaries who are not properly supported by strong managerial leadership
may destroy wealth even more quickly than organizations led by managerial leaders.
This article defines strategic leadership, differentiates among the concepts of
strategic, visionary, and managerial leadership, and examines the differential links
between the three types of leadership and wealth creation. When organizations
restore strategic control and allow the development of a critical mass of strategic
leaders, these leaders will be a source of above-average returns. The result will be
wealth creation for the employees, customers, suppliers, and shareholders of
entrepreneurial and established organizations.
Without effective strategic leadership, the
probability that a firm can achieve superior or
even satisfactory performance when confront-
ing the challenges of the global economy will
be greatly reduced.
^R. Duane Ireland and Michael A. Hitt'
As the entrepreneurial CEO of Starbucks,
Howard Schultz's strategic choices have com-
pletely changed the gourmet coffee market in
which Starbucks operates.^ When he bought
Starbucks from its original owners in 1987. there
were six stores and 100 employees. By 1996, Star-
bucks had grown to 1,300 stores and 25,000 em-
ployees, and was operating in North America
and Japan. By the end of fiscal year 1999, Star-
bucks had 2,498 stores (363 were licensed stores
and the rest company-owned) and 35,620 employ-
ees, with operations expanded into Canada and
the United Kingdom. Sales and profits grew by
more than 50 percent per year for six consecutive
years, and stock price rose tenfold from 1992 to
1997. These growth rates have slowed since 1997,
but are still impressive, with sales and profits
increasing 29 percent and 50 percent, respec-
tively, from 1998 to 1999, Schultz's philosophies
exemplify those of a strategic leader. His number
one priority is to take care of his employees,
since they are responsible for communicating
passion to Starbucks' customers. He believes
that if his employees do this well, Starbucks will
accomplish its mission of educating consumers
everywhere about fine coffee and creating an
atmosphere that will draw people into their
stores and "give them a sense of wonder and
romance in the midst of a harried life."^ In addi-
tion, the firm will provide long-term growth.
The success of the board relies on the individual contribution, expertise, and behavior of its directors. During this program, we talk about the role of the director, the critical attributes of a strong director, the role of the Board and Committee chairs, and common opportunities and challenges for boards and board members. Through sharing examples from our expert group of panelists, we look at what is expected of directors from ownership and management to help highly effective directors meet or exceed those expectations and make a meaningful contribution to the company’s success.
Part of the webinar series: Board of Directors Boot Camp 2021.
See more at https://www.financialpoise.com/webinars/
human resources functions in government should be strategically integrated with the planning and management control tasks in agencies
1st Semester 2020
This document discusses the definitions and concepts of management, business administration, public management, and how they differ. Management can be defined as organized human activities aimed at achieving goals. Business administration involves managing economic activities to earn profits. Public management is similar to business administration but serves public needs rather than private profits. The key differences are that public management has public authority and works in a monopolistic environment, while business administration operates competitively without public authority.
The document discusses strategic planning for economic development. It provides an overview of strategic planning, including that strategic planning involves choosing a future vision rather than accepting trends, and establishing goals and initiatives to achieve that vision. Additionally, it discusses organizing approaches to economic development strategies, the strategic planning process, stakeholder input, and developing a vision and situational assessment.
CONSIDERATIONS WHEN ESTABLISHING A PRIVATE COMPANY BOARD OF DIRECTORS 1 11 17PRKS
This document provides guidance on establishing an effective first board of directors. It discusses identifying prospective board members based on their expertise, integrity, and strategic thinking. The duties of board members include oversight of management, strategic planning, and risk management. Effective board governance involves establishing committees, holding regular meetings, and providing orientation for new members. The document outlines fiduciary duties of care, loyalty and obedience that board members must uphold.
This document defines leadership and discusses different theories and styles of leadership. It addresses leadership at different levels in an organization from strategic to team levels. It also distinguishes between leadership and management, noting that most management roles involve elements of leadership. The document highlights that there is no single model of leadership and it depends on factors like the organization and individual personalities.
Chapter 14 Dynamics of Behavior in OrganizationsRayman Soe
Richard L. Daft addresses themes and issues directly relevant to both the everyday demands and significant challenges facing businesses today. Comprehensive coverage helps develop managers able to look beyond traditional techniques and ideas to tap into a full breadth of management skills. With the best in proven management and new competencies that harness creativity, D.A.F.T. is Management!
This presentation discusses leadership styles and organizational structure in shipping companies. It was presented by four students and guided by Anurag Sir for a course in logistics and supply chain management. The presentation covers five main leadership styles - autocratic, charismatic, laissez-faire, democratic, and transformational. It also discusses several strategic leadership models and theories. The organizational structure section outlines the typical departments in a shipping company, including financial, human resources, marketing, operations/fleet management, technical, information technology, and security.
Bryson. chapter 8 . establishing an effective organizational vision for the f...Beulah Heights University
This document outlines steps for developing an effective organizational vision. It defines a vision as describing how an organization will look when working extremely well to achieve its mission. An effective vision should be inspiring, clarify purpose and direction, emphasize strengths and ideals, and state positive outcomes. It provides guidance to help the organization discriminate between preferred and undesirable actions. Developing a vision requires including key elements, ensuring it grows from past decisions, and using a process to build consensus among stakeholders. An inspirational vision focuses on a better future and encourages hopes while building on the organization's history.
Strategy as practice focuses on the everyday activities of strategists rather than strategy at the organizational level. Strategizing involves tools, conversations, and frameworks that strategists use to develop and enact strategy. Key aspects of strategy as practice include strategic conversations, using tools like SWOT analysis and scenarios, and mobilizing frameworks like institutional logics. Celebrity CEOs and firms can also influence strategy through their public profile.
3. Demand and market analysis (lecture 2).pptPedadaSaikumar
The document discusses the importance of taking a systems approach to project management. It defines a systems approach as viewing projects holistically within the larger organizational context, including considering business, technological, and organizational issues. This allows project managers to understand how projects relate to and serve the whole organization. The document also emphasizes that top management commitment is crucial for project managers to have adequate resources and support to address challenges that may arise.
Strategic Planning Tips for Non Profit Organizations | Shaun Dallas Dance | R...S. Dallas Dance
Strategic planning is an essential part of any business – even a nonprofit organization. This may sound like an intimidating prospect for a variety of reasons. Yet, it is not a step that can be overlooked.
Strategic planning allows organizations to plan ahead – not just for the following year but for any potential emergencies. If 2020 taught us anything, it’s that everyone needs an emergency plan in place.
Ten slides in Ten minutes - A Perspective on Organisational DesignBill Graham CP.APMP
The 10-slide presentation provides an overview of organizational design and its importance for business sustainability. It discusses the need to align organizational structure, processes, culture and resources with strategy to maximize productivity and growth. Specifically, it notes that over-resourcing key business units can negatively impact productivity across the entire organization by requiring other business units to also be over-resourced to maintain optimal interaction levels. The presentation advocates analyzing differences in organizational design versus strategic needs to identify gaps and develop action plans for improvement.
The document discusses the organization of human resource management departments. It notes that the size of the HR department depends on the size of the agency, with smaller agencies having only a few HR employees and larger agencies having specialized HR divisions with hundreds of staff. It also discusses how HR departments have moved from being separate and non-strategic to becoming more integrated with agency planning and management. Modern HR departments are able to provide expertise on a wide range of critical issues across different agency contexts.
This document provides information on management, bureaucracy, staff motivation, leadership, labor relations, training needs assessment, and informal learning. It defines key terms, outlines principles and roles, discusses advantages and disadvantages, and identifies factors that influence various management concepts. Specifically, it examines Henri Fayol's principles of management, Mintzberg's managerial roles, characteristics and impacts of bureaucracy, approaches to motivating staff, different leadership styles, collective bargaining processes, justifications for training needs assessment and employee training, and methods of informal learning. The document serves as a reference for management concepts.
This document provides an introduction to organisation governance for board members. It covers key topics such as:
- Defining what governance is and why it is important
- Explaining the roles and responsibilities of board members in governance
- Discussing common governance principles like strategic planning, risk management, and accountability
- Addressing common issues that can arise in implementing governance
- Describing important governance documents and procedures like meetings and attendance tracking
The document is intended to give board members a foundational understanding of effective organisation governance.
Administration involves setting policies, objectives, and plans for an organization, while management focuses on implementing those plans and coordinating organizational activities. Practically, managers perform both administrative and management functions, with higher-level managers spending more time on administration and lower-level managers focusing more on operational management. Public administration differs from private administration in that it operates within a legal and political framework, aims to serve public needs rather than profit, and is accountable to the public. It also typically involves larger-scale operations and provides essential services.
Building exceptional boards of directors in growth stage technology businesse...Dave Litwiller
This document discusses building an effective board of directors for growth stage technology companies. It outlines three key aspects:
1) Choosing the right people for the board who are voracious learners, prepared, dedicate sufficient time, are competitively driven but balanced, optimistic yet skeptical, and tolerant of risk.
2) Advancing and renewing the board over time by developing a pipeline of talent, balancing CEO and outside director nominations, avoiding path dependency, conducting thorough reference checks, and finding independent thinkers.
3) Identifying underperforming directors who are sycophants, narrow-minded, unprepared, or have strong biases that hinder their effectiveness. Maintaining a high-performing
This chapter discusses various perspectives on strategy processes. It outlines Henry Mintzberg's view that strategy is often emergent rather than deliberately planned. Mintzberg observed that managers rely on judgment rather than rational analysis. The chapter also discusses Andrew Pettigrew's perspective that context and processes shape strategy. Additionally, it covers how strategy relates to organizational learning, culture, sensemaking and narratives. Strategy can be seen as a social process of constructing a plausible story.
According to the document, there are seven key leadership development trends:
1) Complexity is increasing and uncertainty is high, requiring leaders to build context agility.
2) The talent shortage is intensifying globally due to economic growth and other factors.
3) Investment in first-line leadership development has tripled in recent years.
4) The four most important leadership skills are people-leadership abilities.
5) Employee engagement is a growing concern given low engagement levels.
6) Leadership is becoming more collective and less individual.
7) Intensive "boot-camp" style training is becoming less effective given time constraints.
• • Academy ol Managemenf Executive. 2001. Vol 15. NoCreat.docxoswald1horne84988
• • Academy ol Managemenf Executive. 2001. Vol 15. No
Creating wealth in
organizations: The role of
strategic leadership
W. Glenn Rowe
Executive Overview
Wealth creation in entrepreneurial and established orgcrnfzafion.i is a complex,
challenging task in today's global and technologically advancing business
environment. Strategic leadership enhances the wealth-creation process in
enfrepreneuriai and established organizations, and leads to above-average returns.
On the other hand, managerial leadership will likely lead to average returns at best,
but is most likely to achieve below-average returns and destroy wealth. Organizations
led by visionaries who are not properly supported by strong managerial leadership
may destroy wealth even more quickly than organizations led by managerial leaders.
This article defines strategic leadership, differentiates among the concepts of
strategic, visionary, and managerial leadership, and examines the differential links
between the three types of leadership and wealth creation. When organizations
restore strategic control and allow the development of a critical mass of strategic
leaders, these leaders will be a source of above-average returns. The result will be
wealth creation for the employees, customers, suppliers, and shareholders of
entrepreneurial and established organizations.
Without effective strategic leadership, the
probability that a firm can achieve superior or
even satisfactory performance when confront-
ing the challenges of the global economy will
be greatly reduced.
^R. Duane Ireland and Michael A. Hitt'
As the entrepreneurial CEO of Starbucks,
Howard Schultz's strategic choices have com-
pletely changed the gourmet coffee market in
which Starbucks operates.^ When he bought
Starbucks from its original owners in 1987. there
were six stores and 100 employees. By 1996, Star-
bucks had grown to 1,300 stores and 25,000 em-
ployees, and was operating in North America
and Japan. By the end of fiscal year 1999, Star-
bucks had 2,498 stores (363 were licensed stores
and the rest company-owned) and 35,620 employ-
ees, with operations expanded into Canada and
the United Kingdom. Sales and profits grew by
more than 50 percent per year for six consecutive
years, and stock price rose tenfold from 1992 to
1997. These growth rates have slowed since 1997,
but are still impressive, with sales and profits
increasing 29 percent and 50 percent, respec-
tively, from 1998 to 1999, Schultz's philosophies
exemplify those of a strategic leader. His number
one priority is to take care of his employees,
since they are responsible for communicating
passion to Starbucks' customers. He believes
that if his employees do this well, Starbucks will
accomplish its mission of educating consumers
everywhere about fine coffee and creating an
atmosphere that will draw people into their
stores and "give them a sense of wonder and
romance in the midst of a harried life."^ In addi-
tion, the firm will provide long-term growth.
The success of the board relies on the individual contribution, expertise, and behavior of its directors. During this program, we talk about the role of the director, the critical attributes of a strong director, the role of the Board and Committee chairs, and common opportunities and challenges for boards and board members. Through sharing examples from our expert group of panelists, we look at what is expected of directors from ownership and management to help highly effective directors meet or exceed those expectations and make a meaningful contribution to the company’s success.
Part of the webinar series: Board of Directors Boot Camp 2021.
See more at https://www.financialpoise.com/webinars/
This document discusses leadership and management in times of crisis. It begins with definitions of leadership and explores how leadership skills may need to adapt in a crisis. It describes the diverse knowledge and skills required of managers in a crisis, such as business, economics, law, communication, and organization skills. Managing a crisis is an extremely demanding task due to high time pressure, lack of information, and the need to make existential decisions. While contingency planning prepares for changes, crisis management requires an immediate response. Both leadership and management are important, but leadership focuses more on coping with change while management focuses more on complexity.
The success of the board relies on the individual contribution, expertise, and behavior of its directors. During this program, we talk about the role of the director, the critical attributes of a strong director, the role of the Board and Committee chairs, and common opportunities and challenges for boards and board members. Through sharing examples from our expert group of panelists, we look at what is expected of directors from ownership and management to help highly effective directors meet or exceed those expectations and make a meaningful contribution to the company’s success.
Part of the webinar series:
BOARD OF DIRECTORS BOOT CAMP 2022
See more at https://www.financialpoise.com/webinars/
This document discusses leadership capabilities critical for meeting future challenges. It emphasizes the importance of change leadership and having the right leaders and organizational support given external situations. It identifies that the best organizations proactively align talent and resources to support future strategies, while most organizations react to changes. The document provides examples of leadership capabilities needed at NSW Treasury, including adapting to change, applying judgment, and influencing others. It outlines developing change leadership through assessing competencies, capability frameworks, and roadmaps for tracking development. Effective change leadership includes actively participating, building coalitions, and direct communication. Support resources for leadership and change management are also listed.
The document discusses the construction of a leadership development framework for frontline leaders. It begins by outlining challenges such as an aging workforce and increasing connectivity that provide the context for the framework. It then presents the framework model which aligns leadership strategy with business strategy and includes elements such as curriculum design, organizational capability, and assessment. Next, it defines core competencies for frontline leaders like ethics, vision, and developing people. Emerging competencies like agility and cultural diversity are also discussed. Measurement of outcomes and a blended learning model complete the overview of the proposed leadership development framework.
Michael Maffucci is a senior executive coach and leadership consultant who works with executives to improve their leadership effectiveness and management skills. He has over 10 years of experience working with Fortune 500 companies and international organizations. Maffucci believes that leadership success depends on building trust within relationships and providing purpose, vision, and effective resource utilization. His coaching approach involves structured dialogues to improve self-awareness and the development of behavioral experiments to enhance new leadership skills. Feedback from clients shows increased leadership effectiveness and more productive relationships as a result of Maffucci's coaching engagements. He also designs and delivers custom leadership development programs globally.
The document discusses strategic planning for microfinance institutions. It covers developing a vision, mission, and objectives, as well as analyzing the environment and stakeholders. It also discusses governance, including the roles and responsibilities of the board of directors and management. The board is responsible for preserving the mission and social objectives, while management executes day-to-day operations. Effective monitoring of the strategic plan is also emphasized.
Concept of management is discussed in this presentation. It explains the basics of management. It also focuses on providing fundamental knowledge about management
This document discusses various aspects of strategic implementation at the structural, behavioural, and functional levels. It provides details on different organizational structures like entrepreneurial, functional, divisional, strategic business unit, matrix, and network structures. It also discusses the importance of values, ethics, and culture during behavioural implementation. At the functional level, it explains the need for developing vertical and horizontal fit between functions. Functional plans and policies provide guidelines to implement strategies in areas like finance, marketing, operations, personnel, and information management.
The work of HR part two the flow ofinformation and work.docxchristalgrieg
The work of HR part two: the flow of
information and work
Harnessing
the power
of corporate
culture
STRATEGIC COMMENTARY
Laurent Jaquenoud
e-HR
Employee self-service at RDF
HOW TO...
Integrate corporate culture and
employee engagement
PRACTITIONER PROFILE
Julie Bass, Groupama
METRICS
Rating intellectual capital
HR AT WORK
Tailored recognition at Lloyds TSB
Asset Finance
HR AT WORK
Transport for London’s
non-traditional training
REWARDS
Communicating employee
recognition at MDOT
RESEARCH AND RESULTS
Effective recruiting tied to stronger
financial results
September/October 2005
Volume 4, Issue 6
PAGE 20
DEPARTMENTS
Ethics and strategy innovation at Citigroup
How O2 built the business case for
engagement
Creating a business-focused IT function
Developing leaders for a sustainable
global society
Defining the strategic agenda for HR
FEATURES
by Dave Ulrich and Wayne Brockbank
32 Volume 4 Issue 6 September/October 2005
VER THE PAST DECADE, increasing
focus has been placed on the role that
businesses can – and should – play in
contributing to a sustainable global society.
Failure to face up to these challenges has significant costs.
Increasingly, a firm’s long-term competitiveness is
dependent on how creatively and adroitly its leaders
manage at the intersection of financial, social and
environmental objectives.
Responsibility for assuring that leaders at all levels in
the firm are ready to meet these rising expectations is
widely shared throughout the corporation, but HR
professionals, particularly those responsible for leadership
development, can be at the forefront of the effort.
To be in this vanguard, leadership development
experts must reflect on two critical questions: What
kind of leader is called for? And how do we develop
individuals with these capabilities? Since 1999 the
Aspen Institute’s Business and Society Program has
been convening experts in leadership development
from academic institutions, corporations and
professional service firms around the world, inviting
them to share insights on these questions. This article
details what we have learned so far from conversations
with these leading thinkers.
A new model for business leadership
If we are now expecting businesses to operate with a
longer-term view that takes social and environmental
impacts into account, we need a new model of
leadership to achieve that result. Typically, “new
model” leaders:
• are able to span boundaries, listen to diverse
constituencies and be willing to be altered by any of
these inputs;
• have the courage to make tough decisions in a way
that acknowledges the often conflicting
values/expectations of these constituencies;
• are enriched, not overwhelmed, by complexity and
diversity;
• build a team that is stronger than its individual parts;
• see the firm in a larger context, considering social and
environmental issues beyond the corporation’s gates;
• move beyond solving specific problems or addressing
particular needs ...
The document provides an overview of strategic management concepts from several reference books. It discusses key topics in strategic management including environmental scanning, strategy formulation, objectives, strategies, implementation, and evaluation. Examples are provided of mission statements from companies like ONGC and Nirma. The importance of strategic flexibility and organizational learning are covered. The strategic management model involving environmental scanning, strategy formulation, implementation, and evaluation is depicted.
The document discusses leadership challenges in uncharted economic times. It summarizes a workshop on leadership in uncharted territory that was attended by over 25 business leaders. A keynote speaker observed that while debt crisis posed challenges, leaders also face shifting economic power to the East, changing work and consumer behaviors, sustainability issues, and more formal business relationships. The document advocates for adaptive leadership, where leaders challenge assumptions to address difficult problems. Workshop groups discussed case studies and were challenged to assess business challenges, strategic priorities, capabilities needed, and action plans. Lessons highlighted having clarity of purpose, focus, courage to address realities, taking time to focus on direction, and engaging and mobilizing others around clear priorities.
Unit 2 topic 1 AS and A Level management and leadershipEezy Champion
The document discusses the key functions and roles of management, including setting objectives and planning, organizing resources, directing and motivating staff, coordinating activities, and controlling performance. It also covers important leadership concepts like different leadership styles, Mintzberg's 10 management roles, the importance of emotional intelligence, and factors that influence the best leadership approach in a given situation. Effective management requires both technical skills in functions like planning and organizing as well as strong interpersonal skills in roles like motivating staff and coordinating activities across departments.
In the year 2002, Warren Buffett made an admission that he had not been as vigilant as he should have been in his role as Director of the various subsidiaries of his holding company, Berkshire Hathaway. In a letter to the shareholders he wrote “ Too often I was silent when management made proposals that I judged to be counter to the interest of the shareholders. In those cases, collegiality trumped independence and a certain social atmosphere presides in boardrooms where it becomes impolitic to challenge the Chief Executive.
Kevin Sharer, Chairman of Amgen, the US biotech company, portrayed a very different relationship between board and chief executive. “ Working with the board is vital, complex, and beyond your prior experience. It is among the most complex human relationships, especially if you are the chairman, when you are their boss, and they are your boss. Get the relationship right or it will hurt you.
These two very different experiences open a new book, Boards that Lead- When to take charge, When to Partner and When to stay out of the way. The central premise of the books is a plea. “ Governing boards should take more active leadership of the enterprises, not just monitor its management?
The growing complexity of markets and strategy, the authors say, is one of the biggest challenges for board members. It also means that they cannot afford to sit back and rubber stamp executive’s plans.
Boards often fail to do their job, they point out, for example failing to do their due diligence. They cite the example of Yahoo’s Chief Executive Scott Thompson. After a few months in the post, it was discovered that he had listed a degree in both accounting and computer science, but had actually earned only the first.
A good book to read move from Delivering to Leading.
Happy Reading
The Effective Director (Series: Board of Directors Boot Camp 2020) Financial Poise
While we think of a board as a functioning entity, much of the success of the board relies on the individual behavior of its directors. During this program, we talk about some of the productive and problematic behavior that can show up in the boardroom, and the effect that it can have on board effectiveness. We look at what’s expected of directors from ownership and management, and share examples of the ways that a highly effective director can help to meet or exceed those expectations and make a meaningful contribution to the company’s success.
To listen to this webinar on-demand, go to: https://www.financialpoise.com/financial-poise-webinars/the-effective-director-2020/
The document provides information on strategies, policies, strategic management, and developing vision and mission statements for organizations. It discusses that strategy is an action to achieve goals, while policy guides actions. Strategic management involves environmental scanning, strategy formulation, implementation, and evaluation. Developing a strong vision and mission is important, with the vision being future-oriented and inspiring, and the mission describing the current purpose and objectives. Key steps for writing effective vision and mission statements are identified.
The document discusses management and leadership challenges facing trade unions. It covers objectives of management training including responding to changes in the workplace and economic systems. It discusses the roles and responsibilities of trade union leadership in negotiating with employers on behalf of workers. It also examines theories of trade union management and challenges related to democracy, politics, and succession within union leadership structures.
This document provides an overview of the content covered in Week 2 of the MGT380: Leadership for Organizations course. The week examines leadership traits and ethical leadership. Students will compare and contrast transformational and transactional leadership theories, evaluate the importance of ethical leadership, and identify characteristics of well-known world leaders. Readings from An Introduction to Leadership are assigned, as is a required video. The document further outlines leadership traits and theories, including charismatic, transactional, and transformational leadership. It also discusses personal and business ethics, and the classical and behavioral models for ethical decision making.
Similar to leadership, Governance and the role of the Board in covid 19 Crisis Management (20)
Lecture slide titled Fraud Risk Mitigation, Webinar Lecture Delivered at the Society for West African Internal Audit Practitioners (SWAIAP) on Wednesday, November 8, 2023.
In a tight labour market, job-seekers gain bargaining power and leverage it into greater job quality—at least, that’s the conventional wisdom.
Michael, LMIC Economist, presented findings that reveal a weakened relationship between labour market tightness and job quality indicators following the pandemic. Labour market tightness coincided with growth in real wages for only a portion of workers: those in low-wage jobs requiring little education. Several factors—including labour market composition, worker and employer behaviour, and labour market practices—have contributed to the absence of worker benefits. These will be investigated further in future work.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
[4:55 p.m.] Bryan Oates
OJPs are becoming a critical resource for policy-makers and researchers who study the labour market. LMIC continues to work with Vicinity Jobs’ data on OJPs, which can be explored in our Canadian Job Trends Dashboard. Valuable insights have been gained through our analysis of OJP data, including LMIC research lead
Suzanne Spiteri’s recent report on improving the quality and accessibility of job postings to reduce employment barriers for neurodivergent people.
Decoding job postings: Improving accessibility for neurodivergent job seekers
Improving the quality and accessibility of job postings is one way to reduce employment barriers for neurodivergent people.
BONKMILLON Unleashes Its Bonkers Potential on Solana.pdfcoingabbar
Introducing BONKMILLON - The Most Bonkers Meme Coin Yet
Let's be real for a second – the world of meme coins can feel like a bit of a circus at times. Every other day, there's a new token promising to take you "to the moon" or offering some groundbreaking utility that'll change the game forever. But how many of them actually deliver on that hype?
How Does CRISIL Evaluate Lenders in India for Credit RatingsShaheen Kumar
CRISIL evaluates lenders in India by analyzing financial performance, loan portfolio quality, risk management practices, capital adequacy, market position, and adherence to regulatory requirements. This comprehensive assessment ensures a thorough evaluation of creditworthiness and financial strength. Each criterion is meticulously examined to provide credible and reliable ratings.
2. Elemental Economics - Mineral demand.pdfNeal Brewster
After this second you should be able to: Explain the main determinants of demand for any mineral product, and their relative importance; recognise and explain how demand for any product is likely to change with economic activity; recognise and explain the roles of technology and relative prices in influencing demand; be able to explain the differences between the rates of growth of demand for different products.
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
leadership, Governance and the role of the Board in covid 19 Crisis Management
1. Leadership, Governance &
The Role of Board in Managing
Crisis
Kassim Hussein, PhD
Email: kassimhussein2002@yahoo.com.
Mobile: +255 754 360 174
NBAA / BOT Joint Conference- May 2021
2. 1. Leadership…
2. The practice of examplary leadership
3. Mwalimu on Qualities of effective leadership
4. Corporate Governance: Linking leadership with persons
charged with governance (TCWG))
5. Crisis management as part of BCM
Key issues…
NBAA & BOT Joint Conference - May 2021 1
3. • Capacity to influence a person or group of people towards
the realization of a goal.
• Application of influencing skills to people to act towards
achieving a common goal. In a business setting, this can
mean to persuade workers and colleagues willingly to
implement a strategy to meet the company's needs.
• A leader inspires others to act while simultaneously directing
the way that they act.
Leadership is About: Influence, persuasion and inspiration
NBAA & BOT Joint Conference - May 2021 2
4. Five practices of exemplary leadership
NBAA & BOT Joint Conference - May 2021
1. CHALLENGING THE PROCESS
2. INSPIRING A SHARED VISION
3.Enabling Others to Act
4. Modeling the way
5. Encouraging the heart
3
5. •Leaders search for opportunities
to change the status quo.
•Look for innovative way to
improve the organization
•They experiment and take risk
•Accept mistakes, failures and
disappointments.
1. Challenging the process
NBAA & BOT Joint Conference - May 2021 4
6. • Leaders passionately
believe they can make
a difference
• They envision the
future.
• Create an ideal and
unique image of the
future.
• Through persuasion
they leaders enlist
others.
2. Inspiring a shared vision
NBAA & BOT Joint Conference - May 2021 5
7. • Leaders foster collaboration
and build spirited teams.
• They involve others
• Leaders understand that
mutual respect is what sustain
ordinary efforts.
• They strive to create an
atmosphere trust and human
dignity.
• They strengthen others
3. Enabling Others to Act
NBAA & BOT Joint Conference - May 2021 6
8. • Establish principles concerning the
way people (colleagues, staff
customers, etc) should be treated
and the way goals should be
pursued.
• Create standards of excellence and
then set examples for others to
follow.
• Work towards larger objectives.
• Unravel bureaucracy when it impedes
action
4. Modeling the way
NBAA & BOT Joint Conference - May 2021 7
9. • Accomplishes extraordinary
things in the organization
• Keep hope and determination
alive.
• Recognize contributions that
individuals make.
• Celebrate accomplishment
5. Encouraging the heart
NBAA & BOT Joint Conference - May 2021 8
13. • The ability to think logically – lateral
thinking
• Capacity to express clearly –
communication skills (speaking,
listening, receiving feedback, giving
feedback,…. Writing )
• Technical competence of the job –
mastery
• To make informed decisions and taking
responsibility of the decisions -
Accountability
On Mwalimu: Hallmark of leader
NBAA & BOT Joint Conference - May 2021 9
14. Show attitude of sincerity and
desire to attend or assist others in
the problem or the pursuit of goals.
Leaders have to….
NBAA & BOT Joint Conference - May 2021 12
15. Empathise – able to "tune in" accurately
to the feelings and needs of others and
then treat people accordingly.
Leaders have to….
NBAA & BOT Joint Conference - May 2021 13
16. Build relationships, building networks
and finding common ground in order to
minimize conflict and maximize rapport
Leaders have to….
NBAA & BOT Joint Conference - May 2021 14
19. • Leadership and management tend to be used interchangeably, but
they're not the same.
• Leadership requires traits that extend beyond management duties.
• Both leaders and managers have to manage the resources at their
disposal, but true leadership requires more.
• For example, managers may or may not be described as inspiring by
the people working under them, but a leader must inspire those who
follow them.
Leadership Vs. Management differentiation
20. •King lV defines CG as the exercise of ethical and
effective leadership by the governing body
(Board of Directors) towards achievement of
governance outcomes :
Ethical Culture
Good performance
effective control
legitimacy
Revisit: ethical based CG perspective
21. Leadership Management
May or may not be a manager May or may not be a leader
Must inspire followers May or may not inspire those under them
Emphasizes innovation Emphasizes rationality and control
May be unconcerned with preserving
existing structures
Seeks to work within and preserve
existing corporate structures
Typically operates with relative
independence
Typically a link in the corporate chain of
command
May be less concerned with
interpersonal issues
May be more concerned with
interpersonal issues
23. •Crisis is a sudden and unexpected situation/event
leading to a business disruption and loss.
•Leadership in financial institutions need to embrace
crisis as embedded in the Business Continuity
Management. BOT Guidelines of 2009 are very clear
and consistent International standards
Situational leadership – managing crisis
NBAA & BOT Joint Conference - May 2021 15
24. • Crisis management is the process by which an organization deals
with a disruptive and unexpected event that threatens to harm the
organization or its stakeholders.
• Three Elements are common to a crisis:
(a) a threat to the organization,
(b) the element of surprise, and
(c) a short decision time.
• The need for change – lessons learn (Often)
Situational leadership – managing crisis
NBAA & BOT Joint Conference - May 2021 15
25. Example of Unsuccessful crisis management
NBAA & BOT Joint Conference - May 2021 15
Crisis is a sudden and unexpected
situation/event leading to a business
disruption and loss.
Leadership in financial institutions need
to embrace crisis as embedded in the
Business Continuity Management. BOT
Guidelines of 2009 are very clear and
consistent International standards
Situational Leadership – Managing a crisis
situation
26. • Crisis is a sudden and unexpected situation/event
leading to a business disruption and loss.
• Leadership in financial institutions need to embrace
crisis as embedded in the Business Continuity
Management (BCM).
• BOT Guidelines of 2009 are very clear and consistent
International standards
Situational leadership – managing crisis
(should part of BCM)
27. Board’s Role in Risk : Strategy Policies,
Standards…
•Follow standards for example….those that
may conform to IRM Standard, British
Standard BS 31100; American COSO ERM
framework or ISO 31000
28. •Business continuity management about planning in
advance and preparation of an organization to
maintaining business functions or quickly resuming after
a disaster has occurred.
•It also involves defining potential risks including fire,
flood or cyber attacks.
•The Board approves a plan to identify and address
potential crises before they happen. Then testing those
procedures to ensure that they work, and periodically
review them (stress testing) to see if they work and take
measures to update them accordingly
The role of the Board in BCM (and crisis management)
29. Refers to an institution-
wide approach that
include policies, standards
and procedures for
ensuring that specific
provisions can be
maintained or recovered
in a timely fashion in the
event of disruption. Its
purpose is to minimize the
operations, financial, legal,
reputational and other
material consequences
arising from disruption.
https://www.bot.go.tz/Publications/Acts,%20Regulations,%20Circulars,%20Guidelines/Guidelines/en/2020091513050
578.pdf
30. BOT Guideline… emphasis (2. 2) on TCWG
• Board of Directors and Senior Management are responsible
for the organization’s business continuity.
• The responsibility for business continuity management of an
institution ultimately lies with the Board of Directors.
• Specific responsibilities of the Board include: approving
business continuity management policies, standards and
principles developed by Senior Management and ensuring
compliance with regulatory and legal requirements for
Business Continuity Management.
31. • In banking, when one risk or loss event, trickle another and loss event
say, in one bank affect another or other bank… the domino effect is
what is referd to as contagion.
• A controversial issue in the literature on banking regulation is
whether there is contagion risk, or not. A research by Dirk
Schoenmaker* derives a framework to test for contagion risk and
applies it to a data set of monthly bank failures under the US National
Banking System from 1880 till 1936 and the results indicate that there
is contagion risk in banking.
Contagion
32. • Strong financial contagion was one of the key features of the global
financial crisis as localised problems in certain segments of financial
markets rapidly morphed into a crisis of global dimensions. (airline,
tourism and hotels are good example)
• Financial contagion shocks dramatically increase countries' risk of suffering
a financial crisis: in periods where a country is not affected by financial
contagion, its annual crisis probability is slightly above 1%, but rises to
more than 28% in periods when it is hit by a strong contagion shock. Why?
• Balance sheets of financial intermediaries are vectors of cross-border
contagion
• 2. Financial instability can spread across countries via balance sheets of
financial intermediaries.
Global financial crisis…. And its impact to Tanzania economy
33. Crisis management and bank resolution represent an interesting area
where regulators reserved some room for a public-private
collaborative form of regulation.
This study advances a new features of “living wills” regulation in the
light of the “new governance” theory.
https://www.degruyter.com/document/doi/10.1515/ecfr-2018-
0024/html
In so doing, it emphasizes the advantages of a dynamic cooperation
between public (governments, regulators) and private (regulated)
parties in overcoming looming market failures such as informational
asymmetries and moral hazard
Andrea Minto research
on crisis management and governance
34. • Tanzania responded with some economic
measures through the Bank of Tanzania with
various policies to ease liquidity and safeguard the
stability of the financial sector.
• BOT reduced the discount rate, lowered the
minimum reserve requirement ratio, incentivised
the restructuring of loans for severally affected
borrowers, and relaxed limits on mobile money
users.
• The measure entails increasing the daily
transaction limits by 2,000 Tanzanian Shillings
(TShs) and daily balance by 5,000 TShs for all
mobile money platforms, to encourage non-cash
payments, and reduce gatherings in banks and
mobile money kiosks.
BOT applied this in the form of Covid-19 relief programme
35. • Boards aligned to BOT policies an
directives
• Board of directors reviewed their polies
and approved management actions for
example: Banks responded and the releif
programme helped bank borrowers to
sustain many businesses and bring them
on the track.
• Board had increased oversight on credit
and other control enviroemnt mesures to
manage Covid shocks and subsequent
waves.
Boards on Covid-19 relief programme
36. • The present framework will apply to the risk of small-
scale and large-scale, frequent and infrequent, sudden
and slow-onset disasters, caused by natural or
manmade hazards as well as related environmental,
technological and biological hazards and risks. It aims
to guide the multi-hazard management of disaster risk
in development at all levels as well as within and
across all sectors
Sendai and Hyogo
n
37. • The Sendai Framework works hand in hand with the other 2030
Agenda agreements, including The Paris Agreement on Climate
Change, The Addis Ababa Action Agenda on Financing for
Development, the New Urban Agenda, and ultimately the Sustainable
Development Goals.
It was endorsed by the UN General Assembly following the 2015 Third
UN World Conference on Disaster Risk Reduction (WCDRR), and
advocates for:
Sendai and Hyogo
n
38. • The substantial reduction of disaster risk and losses in lives, livelihoods
and health and in the economic, physical, social, cultural and
environmental assets of persons, businesses, communities and
countries.
• The Sendai Framework for Disaster Risk Reduction 2015 – 2030
emphasises the need to manage risk rather than disasters, a theme
already present in its predecessors, the Yokohama Strategy and the
Hyogo Framework for Disaster Risk Reduction.
• https://reliefweb.int/report/united-republic-tanzania/disaster-risk-
profile-tanzania-building-disaster-resilience-natural
Sendai and Hyogo
n
39. • Disasters are on the rise, both in terms of frequency and magnitude.
• From 2005-2015, more than 700 thousand people worldwide have
lost their lives due to disasters that have affected over 1.5 billion
people, with women, children and people in vulnerable situations
disproportionately affected.
• The total economic loss was more than US$ 1.3 trillion.
• Disasters inordinately affect lower-income countries. Sub-Saharan
Africa, where two-thirds of the world’s vulnerable population lives.
Sendai and Hyogo
Manage risk rather than disaster or crisis event: Why?
40. Drivers: (1) Floods in urban area
• African cities are among the fastest growing globally. Mass migration
and the resultant urban sprawl have created cities that are vulnerable
to the impacts of climate change is flooding
https://reliefweb.int/report/united-republic-tanzania/flooding-east-
africa-impacts-and-implications-cities-east-africa
• Growing populations, a lack of infrastructure and limited vegetation
leads to increased flood risk.
The destruction and harm caused by flooding is a crisis to be managed. The cost of
such flooding grows ever year and the effects are felt by all citizens to varying
degrees. (Vulnerable populations are particularly at risk, as their homes are often built on available land in
flood plains and they have limited financial resources to recover from disasters)
•
41. • Food deficits, price increases and increased food insecurity in
many parts of southern Africa.
• Where more than 11 million people in nine southern African
countries are now experiencing crisis or emergency levels of
food.
• While Angola, Madagascar, Mozambique, Zambia and
Zimbabwe are facing the worst of the impacts of the
drought, Eswatini, Lesotho, Malawi and Namibia have also
seen increases in food insecurity and lack of access to clean
water and a rise in communicable disease outbreaks linked to
the climate crisis.
• https://reliefweb.int/report/united-republic-tanzania/unicef-
regional-multi-country-humanitarian-situation-report-july
Drivers : (2) Food, water and deseases
42. Driver (3) ICT exposure
•Threats/ events that could cause harm to the confidentiality,
integrity, or availability of information or information
systems.
•exploiting a vulnerability to cause harm through the
unauthorized disclosure, misuse, alteration, or destruction
of information or information systems.
• internal (malicious or incompetent employees, contractors,
service providers, and former insiders)
•external (criminals, recreational hackers, competitors, and
terrorists).
43. ICT threats and vulnerabilities
•vulnerabilities - weaknesses in a system,
or control gaps that, if exploited, could
result in the unauthorized disclosure,
misuse, alteration, or destruction of
information or information systems.
•vulnerabilities are generally grouped into
two types: known and expected.
44. Driver 3: ICT: Cyber attacks as source of crisis
•Cyber attacks present
unprecedented challenges
to 21st century enterprises
because of the speed of
occurrence and severity of
damage, along with the
enterprise’s vulnerability
to keep up with the
evolving complexity and
volume of cyber threats
https://purplesec.us/resources/cyber-security-statistics/
45. More drivers
Tanzania Banks…. Deal with
•Going concern risks, businesses
closing
• Reputational Risks,
•Tax risks
•Operational risk
•Regulations and regulatory costs
46. Conclusions
•Leadrship is about infliuencing people to
achieve objectives. To pursued and motivate
them to achieve extraordianry outcome and
whre sucessful leaders live by example,
thinking logically, communicate
clearly,mastery of their job and are
responsible for their decisions.
47. Conclusions
•They practice good corporate
governanace and its is their resposibility
to have foresight on what may happe
and its impact on possible events as part
of the buiness continutity management .
48. Conclusions
• Much as they have to be risk takers but also should
manage risk including taking cognisance of key risk
drivers.
• Managing risk is a better approach than managing
crisis. Managing risks is managing a crisis before it
happens.