Professional Documents
Culture Documents
Strategy
Strategy
Strategic Leadership
Strategic leadership is the ability to lead an organisation
towars the achievement of its objectives.
Organisational leaders influence the behaviour of
subordinates so that they can work willingly and
enthusiastically.
Strategic Leaders
Strategic leaders are charged with responsibilityof
managing the strategic management process of an
organisation. Among the strategic leaders we have
managers operating at different levels of an
organisation, corporate level, business level,
functional level and operational level.
Corporate level includes CEO, senior executives and the corporate
staff.
BOD and top management teams exercise startegic leadership.
level.
POWER IN
STRATEGIC
MANAGEMENT
Corporate politics and use of power
All corporate cultures include a political component and therefore all organizations are political in nature.
Sources of power :
1. Reward power - Reward power arises from the ability of a person to influence the allocation of incentives in
an organization. These incentives include salary increments, positive appraisals and promotions. In an
organization, people who wield reward power tend to influence the actions of other employees.
2. Coercive power - Coercive power is derived from a person's ability to influence others via threats,
punishments or sanctions. A junior staff member may work late to meet a deadline to avoid disciplinary action
from his boss. Coercive power is, therefore, a person's ability to punish, fire or reprimand another employee.
3. Legitimate power - It's derived from the position a person holds in an organization’s hierarchy. Job
descriptions, for example, require junior workers to report to managers and give managers the power to assign
duties to their juniors.
4. Reference power - Referent power is derived from the interpersonal relationships that a person cultivates with
other people in the organization. People possess reference power when others respect and like them.
5. Expert power - Expert power is derived from possessing knowledge or expertise in a particular area. Such
people are highly valued by organizations for their problem solving skills.
TYPES OF POWER
Lead strategy
Nature of Indian society – The person-oriented nature of indian society suggests an emphasis on
particularistic rather than universalistic treatment of employees , which leads to reliance on personal
characterstics in hiring, promoting and rewarding employees
Higher level of enviousness – another factor could be pervasive enviousness exhibited in an indian
organizations.
Managers not only have to deal with – and be affected by- Intracorporate politics but also intercorporate
politics between rival companies
At a higher level, Indian companies are plagued with politics between associations and federations of
business and industry, public versus private sector, small versus large sector, multinational versus local
firms, and technocrats versus bureaucrats.
In such condition, strategists have to be aware of not only internal political consideration but also the
politics and power play present in other organization, particularly government departments and ministries,
with whom they have to deal with on a continual basis.
CORPORATE ETHICS AND
PERSONAL VALUES FOR
STRATEGIC MANAGEMENT
Meaning of ethics and values
ETHICS
Ethics is a broad area of philosophy dealing with the study of what
is right and wrong in behaviour.
Corporate ethics deals with conduct of business according to what
is right and wrong.
Business ethics is the study of how personal moral norms apply to
activities and goods of an organisation.
VALUES
Personal values refer to a conception of what an individual or
group regards as desirable.
A value is a view of life and judgement of what is desirable that is
very much part of a person's personality and a group's morale.
IMPORTANCE OF VALUES AND ETHICS IN
BUSINESS
employees
Values help better decision making
Introduction:
Corporate culture refers to the beliefs and behaviors that determine how a company’s management and
employees interact and handle outside business transactions. Often, corporate culture is implied, not
expressly defined, and develops organically over time from the cumulative traits of the people the
company hires. A company's culture will be reflected in its dress code, business hours, office setup,
employee benefits, turnover, hiring decisions, treatment of clients, client satisfaction and every other
aspect of operations.
set of guidelines on the behaviors and mindsets needed to achieve that vision. This is just the next step after vision. You
cannot achieve your vision without proper sets of values.
3) Practices: There is a saying that we should practice what we preach, so the “Value” is of no use until put into proper
practice.
4) People: A company’s core value is only formed by the willingness of its people. No company can build its culture
without its people. “People” are the most crucial component. Not just the employees hired by the company but this also
include the customers who buy your products and services, the vendors from whom the company purchases. All of
them equally contribute to the culture of the company.
Components Continued…
5) Place: A place shapes the culture of the environment. Place can be its geography,
environment, architecture or aesthetic design. All these influence the value and behaviors of
people in a workplace.
6) Celebration: As a whole community, your company should have fun and get the chance
to know each other just beyond colleagues. That enhances each other’s personality as well as
communication skill.
7) Symbol: The symbol can be anything; it can be a logo, color or formula. A symbol also
highlights the culture of your company.
Types of Corporate Culture:
Impact Of Corporate Culture:
Productivity rises:
“Executives highlight that culture can circumvent mistakes in a way that other executive actions, formal institutions, or
corporate assets cannot. Many executives believe culture contributes more to firm value than strategy does. For example, a
company performs better with a strong culture and weak strategy than the other way around.” This is because even if your
strategy isn’t perfect, your strong culture will help to keep everyone marching to the beat of the same drum. People will stay
on track, striving towards overall company goals.
Chevron: While oil and gas companies are prime targets for a lot of negative PR and public ire,
Chevron employees responded favorably towards the company’s culture. Employees compared Chevron
with other similar companies and pointed out “the Chevron way” as being one dedicated to safety,
supporting employees and team members looking out for each other. Chevron shows it cares about
employees by providing health and fitness centers on site or through health-club memberships. It offers
other health-oriented programs such as massages and personal training. Chevron insists employees take
regular breaks. In other words, the company shows it cares about the well being of employees, and
employees know that they are valued. Takeaway: Your company culture doesn’t have to be ping-pong
tables and free beer. Simply providing employees with a sense of safety and well being and creating a
policy where everyone looks out for each other can easily suffice.
THE MCKINSEY 7S
FRAMEWORK
Developed in the early 1980s by Tom
Peters and Robert Waterman
capabilities.
Skills: the actual skills and competencies of
design
Step 3. Decide where and what changes
should be made
Step 4. Make the necessary changes
Strategy. IKEA business strategy is based on the IKEA Concept, which is to pursue low cost
leadership in furniture industry by producing good quality products at low cost . Moreover,
IKEA business strategy involves concentrating on core competencies and outsourcing the low
value activities to buyers and suppliers. Another factor leading to IKEA success is its ability
to redefine the customer and suppliers goals.
Structure. Structure refers to manner in which the firm sets its business units and division of
work. For example structure arranged according to geographical arrangement. IKEA has a flat
structure which means a horizontal structure where there is few or no middle management
between the workers and executives. As a result decentralized decision making is crucial in
IKEA’s structure
Systems. System refers to the various procedure and methods which are employed in the
company. IKEA business relies on a set of systems. These include employee recruitment and
selection system, team development and orientation system, transaction processing systems,
customer relationship management system, business intelligence system, knowledge
management system and others. The systems used in IKEA are designed to comply with the
motive of production of good quality products at low cost
SOFT ELEMENTS
Style - is often referred to as the organization culture of a particular firm. It is about the aggregate behaviors, thoughts, beliefs,
assumptions and symbols that are practiced and communicated to people in the organization. For IKEA, it is famous for the culture of
frugality, efficiencies, hard work, individual responsibilities and customer services. Such a culture enables the firm to deliver good
quality products at low costs in the competitive furniture industry. From another perspective, IKEA culture can be categorized as the
‘role’ culture. According to Handy, culture can be categorized into power, role, task, and person culture. IKEA can be considered as the
‘role’ culture as employees play their roles, and employees are expected to make decentralized decisions based on the circumstances.
Staff- in the seven-S model refers to the human resources management system in a company. Here, leadership is an important
subject, as how the leader led its people in the organization will affect the organizational performance in the marketplace. It is said that
key management at IKEA viewed themselves as the coach, supporter and enabler. According to Adair, leadership can be separated into
different styles, namely authoritarian, participative, and laissez faire. For this, IKEA should be a culture of participative leadership
where the employees can have their own opinion on various aspevts of business
Skills can be referred to the distinctive abilities and talents that a company possesses. It is the competitive advantage as well as core
competency that a firm possesses. For this, IKEA competitive advantage is its ability to deliver good quality products at low costs, with
a track record of customer satisfaction.
Shared Goals are also often named as the super-ordinate goals for a firm. Such a goal is the fundamental ideas on which a firm
is built on. For this, IKEA shared goal is to deliver quality products with greatest economic efficiencies. This can be seen from the
behaviors and attitudes of the frugal founder and management that will waste no money in unnecessary things, but still striving to
deliver excellent products to customers.
McKinney's 7s model is not just building the 7s elements of the model but it also includes linking of each of the element with each other
The framework focueses the presence of strong links between elements in a way that a change in one element causes
changes in others