战略管理(第二章)
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Make individual contributions through talent and work ethic
5
TWO ATTRIBUTES OF LEVEL 5 LEADERS
• The ability to
translate strategic intent into the resolve needed to pursue a strategy
The profile of leaders is changing (e.g., more diversity among top management teams)
Differences in competence and action
Companies are increasingly placing value on substantive work experience; looking beyond skin color, gender, and even the items on a resume.
Mission
A declaration of what a firm is and stands for – of its fundamental values and purpose
Because it’s hard to execute a strategy if it can’t be described or understand, firms with clearly and widely understood vision and mission find it easier to make strategic decisions entailing difficult trade offs
3 Understand the roles of vision and mission in determining strategic purpose and strategic coherence
4 Identify a firm’s stakeholders and explain why such identification is critical to effective strategy formulation and implementation
Can lead a group to superior levels of performance
Organize people resources to accomplish predetermined objectives
Work effectively with others as a member of a team to achieve group objectives
• and usually to
make hard choices over a period of time
Professional will
Professional modesty
Being someone
• who prefers to
share credit rather than hog it
3
EXECUTIVE ROLES
Interpersonal roles
• Figure head • Leader • Liaison
Informational roles
• Monitor • Disseminator • Spokesperson
Decision roles
• Entrepreneur • Disturbance handler • Resource allocator • Negotiator
Formal authority and status
4
LEVEL 5 LEADERS
Level 5 leaders Level 4 leaders Level 3 leaders Level 2 leaders Level 1 leaders
Capabilities
Build greatness through combination of will and humanity
5 Explain how ethics and biases may affect strategic decision-making
1
PULLING A USD 15 BILLION COW OUT OF A DITCH
The fall from the nifty 50
Mulcahy takes over
She lends a turnaround
Xerox reaches profitability
• Xerox introduces
the Xerox 914 copier in 1959. This copier transformed the work place
• Xerox was charter
2
STRATEGIC LEADERSHIP
Leadership: The task of exerting influence on other people’s pursuit of goals in an organizational context
Strategic leadership:
Managing an overall enterprise and influencing key organizational outcomes, such as company wide performance,Leabharlann Baiducompetitive superiority, innovation, strategic change, and survival
Personality differences
A large amount of research has been done on personality or the psychological determinants of strategic leadership focusing specifically on:
member of the “nifty 50”-50 stocks most favored by institutional investors
• Since 1970s,
however, Xerox has been crippled by competition (mostly Japanese)
• She gets it because
the board has confidence in her “strategic mind”.
• Refines Xerox vision
and reminds people of core values
• Aligns operation with
the refined mission and values
• October 2001, Xerox
reports first quarterly loss in16 years. Mulcahy is not obvious choice for top position
• She lacks product
development and financial expertise
• Sells Xerox’s China
and Hong Kong operations and half of a stake in a joint venture with Fuji
• Closes down inkjet
business
• Annual expenses cut
by USD 1.7 billion
3 The team is able to develop a coherent plan for executive succession
9
VISION AND MISSION
Vision
A simple statement or understanding of what the firm will be in the future. A statement of vision is forward looking and identifies the firm’s desired long-term status
Background and demographic differences
Background refers to factors such as:
• Work experience • Education
Demographic refers to factors such as:
• Gender • Nationality • Race • Religion • Network ties
• who tends to shun
public attention,
• act with calm
determination, and
• exercise ambitions
on the company’s behalf rather than one’s own
6
WHAT DOES IT TAKE TO BE A CEO?
• Sold USD 2.3 billion
worth of non-core assets
• Reduced long-term
debt to USD 9.2 billion from USD 15.6 billion
• Xerox returns to
profitability in 2002, generating USD 1.9 billion in operating cash flow and USD 91 million in net income on USD 15.8 billion in sales
Chapter 2
Leading Strategically
OBJECTIVES
1 Explain how strategic leadership is essential to strategy formulation and implementation
2 Understand the relationships among vision, mission, values and strategy
8
CRITERIA OF AN EFFECTIVE TOP-MANAGEMENT TEAM
1 The team responds to a complex and changing environment
2 The team can manage the needs of interdependent but often diverse units, arenas, or functional areas
Charisma?
An Ivy league MBA?
Integrity
International management experience?
There is little consensus on whether personality or background matters more
7
LEADERSHIP CHARACTERISTICS
• Locus of control • Need for achievement • Tolerance for risk or
ambiguity
• Charisma and
emotional intelligence
Personality characteristics may be important; defining and isolating leadership abilities is difficult
Evidence of being a strategic leader–someone who works not only to develop a plan, but also empower the organization to realize the vision behind it, are important indicators of leadership potential
5
TWO ATTRIBUTES OF LEVEL 5 LEADERS
• The ability to
translate strategic intent into the resolve needed to pursue a strategy
The profile of leaders is changing (e.g., more diversity among top management teams)
Differences in competence and action
Companies are increasingly placing value on substantive work experience; looking beyond skin color, gender, and even the items on a resume.
Mission
A declaration of what a firm is and stands for – of its fundamental values and purpose
Because it’s hard to execute a strategy if it can’t be described or understand, firms with clearly and widely understood vision and mission find it easier to make strategic decisions entailing difficult trade offs
3 Understand the roles of vision and mission in determining strategic purpose and strategic coherence
4 Identify a firm’s stakeholders and explain why such identification is critical to effective strategy formulation and implementation
Can lead a group to superior levels of performance
Organize people resources to accomplish predetermined objectives
Work effectively with others as a member of a team to achieve group objectives
• and usually to
make hard choices over a period of time
Professional will
Professional modesty
Being someone
• who prefers to
share credit rather than hog it
3
EXECUTIVE ROLES
Interpersonal roles
• Figure head • Leader • Liaison
Informational roles
• Monitor • Disseminator • Spokesperson
Decision roles
• Entrepreneur • Disturbance handler • Resource allocator • Negotiator
Formal authority and status
4
LEVEL 5 LEADERS
Level 5 leaders Level 4 leaders Level 3 leaders Level 2 leaders Level 1 leaders
Capabilities
Build greatness through combination of will and humanity
5 Explain how ethics and biases may affect strategic decision-making
1
PULLING A USD 15 BILLION COW OUT OF A DITCH
The fall from the nifty 50
Mulcahy takes over
She lends a turnaround
Xerox reaches profitability
• Xerox introduces
the Xerox 914 copier in 1959. This copier transformed the work place
• Xerox was charter
2
STRATEGIC LEADERSHIP
Leadership: The task of exerting influence on other people’s pursuit of goals in an organizational context
Strategic leadership:
Managing an overall enterprise and influencing key organizational outcomes, such as company wide performance,Leabharlann Baiducompetitive superiority, innovation, strategic change, and survival
Personality differences
A large amount of research has been done on personality or the psychological determinants of strategic leadership focusing specifically on:
member of the “nifty 50”-50 stocks most favored by institutional investors
• Since 1970s,
however, Xerox has been crippled by competition (mostly Japanese)
• She gets it because
the board has confidence in her “strategic mind”.
• Refines Xerox vision
and reminds people of core values
• Aligns operation with
the refined mission and values
• October 2001, Xerox
reports first quarterly loss in16 years. Mulcahy is not obvious choice for top position
• She lacks product
development and financial expertise
• Sells Xerox’s China
and Hong Kong operations and half of a stake in a joint venture with Fuji
• Closes down inkjet
business
• Annual expenses cut
by USD 1.7 billion
3 The team is able to develop a coherent plan for executive succession
9
VISION AND MISSION
Vision
A simple statement or understanding of what the firm will be in the future. A statement of vision is forward looking and identifies the firm’s desired long-term status
Background and demographic differences
Background refers to factors such as:
• Work experience • Education
Demographic refers to factors such as:
• Gender • Nationality • Race • Religion • Network ties
• who tends to shun
public attention,
• act with calm
determination, and
• exercise ambitions
on the company’s behalf rather than one’s own
6
WHAT DOES IT TAKE TO BE A CEO?
• Sold USD 2.3 billion
worth of non-core assets
• Reduced long-term
debt to USD 9.2 billion from USD 15.6 billion
• Xerox returns to
profitability in 2002, generating USD 1.9 billion in operating cash flow and USD 91 million in net income on USD 15.8 billion in sales
Chapter 2
Leading Strategically
OBJECTIVES
1 Explain how strategic leadership is essential to strategy formulation and implementation
2 Understand the relationships among vision, mission, values and strategy
8
CRITERIA OF AN EFFECTIVE TOP-MANAGEMENT TEAM
1 The team responds to a complex and changing environment
2 The team can manage the needs of interdependent but often diverse units, arenas, or functional areas
Charisma?
An Ivy league MBA?
Integrity
International management experience?
There is little consensus on whether personality or background matters more
7
LEADERSHIP CHARACTERISTICS
• Locus of control • Need for achievement • Tolerance for risk or
ambiguity
• Charisma and
emotional intelligence
Personality characteristics may be important; defining and isolating leadership abilities is difficult
Evidence of being a strategic leader–someone who works not only to develop a plan, but also empower the organization to realize the vision behind it, are important indicators of leadership potential