C1 Strategy, Leadership and Culture Flashcards
7 points of Culture web
- Control system: what is measured and rewarded in the org
- Routines: the way members of an org behave to each other and to those outside the org and Rituals eg events formal or informal
- Org structure: this will determine formal and informal relationships and what is important eg top down
- Power structure: people holding power in the org.
- Paradigm: the shared assumptions of the org, including beliefs, that are taken for granted and represent a collective experience
- Symbols: logos, and office layouts, titles and uniforms, often have in the form of status symbols
- Stories and myths: stories told to each other, outsiders and new recruits such as the org’s foundation or key decisions.
What is culture?
A pattern of shared basic assumptions…considered valid and transmitted to new members.
The way we do things
What is leadership?
The process of influence an organization (or group within an organization) in its efforts towards achieving an aim or goal.
Perspective on leadership
- Trait: the qualities possessed
- Behaviour: what leaders actually do in their jobs, how well they cope with demands and constraints.
- Power-influence: autocratic or participative
- Situational: traits, skills, and behaviour will be effective in differ situations. contingency theory.
- Integrative: more than one type
Leadership roles
- Top managers - envisioning future strategy, aligning embodying change
- Middle manager - advisers, sense making, reinterpretation & adjustment, local leadership of change.
Charismatic and Transactional leadership in change
- Charismatic = transformational leadership, energise people and build a vision of the future.
- Transactional = instrumental leadership: focus on systems and controls and generally seek improvement rather than change.
change mgt style: 5 styles of change mgt which may be appropriate
- Educational and communication - explaining why change is necessary, to win ppl round;
- Collaboration and participation: bringing ppl affected by change into the process of managing it;
- intervention: change is led by a change agent who will delegate some tasks to project teams; the idea is that involvement of those teams will lead to greater commitment from them.
- direction: mgt use their authority to establish their strategies and top-down methods.
- coercion: extreme form of direction - imposed.
entrepreneurship and intrapreneurship
- entre: a process to identify and exploit opportunities for new products or svs that satisfy a need in a market;
- Intra: applying entrepreneurial principles within org.
what is strategy?
The long term direction of an org
Levels of strategy?
1 Corporate: overall purpose and scope; how to add value to differ parts.
- Bus: how to compete successfully in particular markets
- Operational: how parts of org support the overall strategy.
what is mission statement?
formal docs that state the org’s mission. published within orgs to promote desired behaviour:
- support for strategy and purpose
- adherence to core values
- adoption of policies
- std of behaviour
Objectives should be SMART
Specific Measurable Achievable Realistic Time- related
Strategic values:
- Ethics in business
- Corporate social responsibility
- corporate governance
- the study of right and wrong
- Provide benefits to society in general rather than specific stakeholders
- Concerns the conduct of senior officers in an org. The way org directed and controlled.
Strategic mgt:
- Position
- Choices
- Action
- This includes the environment (PESTEL, SWOT) and the role played by stakeholders and culture
- How to achieve objectives and focuses on customers and markets
- forming and implementing strategies. appraising performance, strategy development process, org structure and change mgt.
