...established financial institution. Seylan soon became a well known brand in the industry with rapid growth and paying the highest interest returns to depositors. As per the company’s ‘The Case Study’ (2009) report, in its first partial year of operations, Seylan reported an after tax profit of Rs. 11.3 Million ending at 31st December 1988. Over the next 17 years, the Bank grew at an unprecedented pace, with assets totaling Rs. 113.6 Billion by the end of 2005. Profits in the same period fluctuated to some degree but followed the same overall rapid trajectory, reaching Rs. 687 Million (after taxes) in the 2005 financial year. Signs of mismanagement: Sri Lanka’s banking industry was already competitive when Seylan bank came to being. The then management was over-ambitious and had a...
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... 13 Introduction Leadership and strategic Management have been the most debatable topic in the recent time. Many people have defined argued about Leadership styles and Management. They researched and wrote many books about them and no one reached the common style. the styles depend on the situation present at the time. To be a good leader or a Manager a person has to act wisely in different situations. Strategic Management also an important thing in decision making process. A Leader or a Manager should be able to cope with the future needs of an organization and should keep in mind in the impact of certain strategies on his company in long term. Strategic Management Strategy is described as the way of achieving our objectives. Defining strategy means that you are actually defining a road map for achieving your Goals. Strategic management is the process of establishment and maintaining good strategies. A leader is defined as someone who has the capacity to create a compelling vision, and to translate it into action and sustain it.(Bennis, 1989) There are significant differences between ordinary management and leadership, although functionally they can be combined in the same individual.(John Kotter, 1990) “In business, we see an evolution of the concept of leadership. For decades, the term leadership referred to the people who hold top management positions and the functions they serve. In our common usage, it...
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...22716C Developing Strategic Management and Leadership Skills Unit code: F/602/2058 QCF Level 7: BTEC Professional Credit value: 10 Guided learning hours: 30 Unit aim This unit provides the learner with an understanding of the links between strategic management, leadership and organisational direction, and the skills to be able to apply this understanding. Unit introduction The main aim of this unit is to investigate how current thinking on leadership influences an organisation’s planning to meet current and future leadership requirements. Learners will gain an insight into the current thinking on leadership from an organisational perspective. They will examine the links between strategic management and leadership, particularly the skills a leader needs to support organisational direction. The unit will help learners understand the impact of management and leadership styles on strategic decisions in differing situations, through examining the competences and styles of successful leaders. Applying management and leadership theories and models to specific situations will enable learners to assess their impact on organisational strategy. The unit will draw on a selection of established principles, including the influence of emotional intelligence on leadership effectiveness. This will enable learners to assess how organisations can plan to meet current and future leadership requirements. This unit gives an organisational perspective...
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...Level 7 Diploma in Strategic Management and Leadership (QCF) | Unit 1 Developing Strategic Management and Leadership Skills | Student name | Assessor name | | | Date issued | Completion date | Submitted on | | | | | | Assignment title | Strategic Management and Leadership Report (1 of 1) | ------------------------------------------------- LO | Learning Outcome | AC | In this assessment you will have the opportunity to present evidence that shows you are able to: | Task no. | Evidence(Page no) | 1 | Understand the relationship between strategic management and leadership | 1.1 | Explain the link between strategic management and leadership | 1 | | | | 1.2 | Analyse the impact of management and leadership styles on strategic decisions | 1 | | | | 1.3 | Evaluate how leadership styles can be adapted to different situations | 1 | | 2 | Be able to apply management and leadership theory to support organisational direction | 2.1 | Review the impact that selected theories of management and leadership have on organisational strategy | 1 | | | | 2.2 | Create a leadership strategy that supports organisational direction | 2 | | 3 | Be able to assess leadership requirements | 3.1 | Use appropriate methods to review current leadership requirements | 3 | | | | 3.2 | Plan for the development of future situations requiring leadership | 3 | | 4 | Be able to plan the development of leadership skills | 4.1 | Plan the development of leadership skills for a specific...
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...Level 7 Diploma in Strategic Management and Leadership (QCF) Unit 1 Developing Strategic Management and Leadership Skills Student name Assessor name Date issued Completion date Submitted on Assignment title Strategic Management and Leadership Report (1 of 1) LO Learning Outcome AC In this assessment you will have the opportunity to present evidence that shows you are able to: Task no. Evidence (Page no) 1 Understand the relationship between strategic management and leadership 1.1 Explain the link between strategic management and leadership 1 1.2 Analyse the impact of management and leadership styles on strategic decisions 1 1.3 Evaluate how leadership styles can be adapted to different situations 1 2 Be able to apply management and leadership theory to support organisational direction 2.1 Review the impact that selected theories of management and leadership have on organisational strategy 1 2.2 Create a leadership strategy that supports organisational direction 2 3 Be able to assess leadership requirements 3.1 Use appropriate methods to review current leadership requirements 3 3.2 Plan for the development of future situations requiring leadership 3 4 Be able to plan the development of leadership skills 4.1 Plan the development of leadership skills for a specific requirement 3 4.2 Report on the usefulness of methods used to plan the development of leadership skills. 4 Learner...
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...Strategic Management-2 Case Study Synopsis Of Case:-1) Competitive Advantage in new patent regime 2) Strategic leadership and competitive advantage 1) Competitive Advantage in New Patent Regime: A Study of the Indian Pharmaceutical Industry In the global business environment, traditional factors e.g labour costs and superior access to financial recourses and raw materials can still create a competitive advantage in the current competitive landscape. In the current landscape, the recourses, capabilities and the core competencies in the firm’s internal organization likely have a stronger influence on its performance than do conditions in the external environment. The IPI is one of the largest and most advanced among the developing countries. It is the 4th largest by volume i.e. around 8 percent and 11th largest in terms of value i.e. around 1.5 percent. The Indian pharmaceutical industry is a heterogeneous mixture of firms split between the organized and unorganized sectors. The control and support of the Indian government plays a critical role in the competitiveness of the IPI. According to Sampath (2006), areas of government support critical to the IPI include speed of processing of patent applications, R&D conducive environment, and reduced price Control, access of land for expansion and the patent amendment act, 2005. The government can also help increase the potential of the nascent venture capital industry in India, with an emphasis...
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...STRATEGIC LEADERSHIP Managers provide leadership to an organisation. Organisational leaders influence the behaviour of subordinates so that they willingly and enthusiastically work towards the achievement of organisational objectives. Strategic leaders manage the strategic management process that is designed to help the organisation achieve its objectives. Strategic leadership is the ability to lead an organisation towards the achievement of its objectives. The tasks involved in exercising strategic leadership are typically to anticipate, envision, maintain flexibility and empower others to create strategic change as and when necessary. Strategic leaders are the lynchpin in the strategic management process. 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 managers include the chief executive officer (CEO), senior executives and the corporate staff. The corporate-level managers manage the strategic management process for the whole organisation. These managers may carry designations such as CEO, managing director, executive director or president. • Business-level managers are the strategic leaders at the business, division or SBU levels. These managers manage the strategic management process at the business-level. These may carry designations such as the general manager or vice-president. • Functional-level managers are the strategic leaders...
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...Global Strategy and Leadership is the capstone segment for the CPA Program professional level. This segment consolidates your learning in the other three compulsory segments, Ethics and Governance, Financial Reporting and Strategic Management Accounting. In the increasingly complex business environment in which organisations operate, characterised by change, uncertainty and escalating competition, the disciplines of strategy and leadership have become critical to successful organisational performance. The aim of this segment is to link the knowledge of management and financial accounting to the concepts of strategy and leadership. Accountants use a variety of technical information to make decisions for the future of the business within an ethical framework of operation. This segment shows that accounting information, ethics, strategy and leadership are applicable to accountants working throughout the world in diverse organisations. As discussed in Ethics and Governance, accounting as a profession is respected internationally and CPAs are employed worldwide. The segment materials address the needs of candidates operating in different international markets in varying roles. This segment builds upon knowledge gained in the other three compulsory segments of the professional level. The concepts of professional ethics and good governance underpin the segment. Candidates who have previously undertaken the Advanced Audit and Assurance or Strategic Management Accounting segments will...
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...1 Strategic Management Strategic management involves the formulation and implementation of the major goals and initiatives taken by a company’s top management on behalf of owners, based on consideration of resources and an assessment of internal and external environments in which the organization competes. The Process of Strategic management The process of strategic management are 1. Environmental analysis 2. Formulation analysis 3. Implementation 4. Evaluation Environmental Analysis Environmental analysis is the main stage for gaining information and data to grow business. We analyze internal and external data influencing goal and get relevant vision for organization. By doing analysis, we can know who is our organization’ competitor. We can use the PESTEL analysis and SWOT analysis as a tool. We can focus on understanding the need of the organization and get more idea to run the business. Formulation After completing analysis, the information and data is reviewed by strategy formulation. For reaching defined goal and objective, we determine what resources has currently in business. After accomplishing analysis, managers formulate corporate, business and functional strategy. Formulation set policies, task, strategic planning. SWOT analysis is identified to improve weakness, to overcome strength, to get the way for organization from strength and weakness. Implementation Strategy implementation is the action stage of the strategy management process. Designing...
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...| | |3 D MORDEN COLLEGE LONDON | | | |Diploma in Strategic Management and Leadership Level 7 | | | |Unit 1: Developing Strategic Management and Leadership Skills | | | |Assignment : Apply theories of Leadership and Management to an organisation | | | |Tutor: Mr M.T.Islam Date Set: 08 January 2015 | | ...
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...Leaders and Leadership in Organizations Abstract The success of an organization is dependent upon the leadership. Leadership is essential in providing vision, direction, and motivation. The purpose of this paper is to identify the importance of leadership in organizations by exploring leadership theories, styles, traits, and behaviors of effective leaders as well as challenges organizations face in developing and identifying effective leadership. Importance of Leadership Ultimately, the success and failure of an organization is dependent upon leadership. Although there are a number of factors impacting the performance of organizations, the quality of leadership remains at the key focal point. Effective leadership casts vision, provides direction, and influences organizational behavior, good or bad. Leadership academic studies agree leaders possess common qualities and attributes. Leadership styles may differ, but qualities and attributes remain consistent. The role of a leader is critical to the evolving dynamics of an organizational structure. Organizations are more aware of the role leadership has in their organization and are seeking leaders with the style, qualities and attributes needed (Yukl & Lepsinger 2008). An organizations understanding of leadership is often limited to assessing a leader’s ability to motivate others to go beyond what is expected, benefiting from subordinates full potential efforts. Influencing the group of an organization...
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...AMANPREET KAUR STUDENT REGISTRATION NUMBER EDSML02 DEVELOPING LEADERSHIP SKILLS LEADERSHIP There have been many attempts to define leadership in the workplace between a boss and his/her reports. Most define it by using one or more characteristics of a leader or something that a leader does such as providing a vision, getting things done through people or challenging the status quo. Those aren’t really definitions, only descriptions of what a leader might be doing. What a particular leader is doing does not provide us an understanding of what leadership is, only of what that leader believes is appropriate to do in order to lead. So, how should we define "leadership"? Leadership is the act of transmitting value standards to employees which most of them then follow/use in the performance of their work. Thus we say that they have been "led" in the direction of those standards. I like to say that leadership is one side of the coin called values, the other side being followership. In contemplating value standards, I found it useful to think of a range or spectrum of standards from –10 to +10 for each value such as from total dishonesty to total honesty, from indolence to industriousness, arrogance to humility, dirty to clean, disorganized to neat, discourteous to courtesy, disrespect to respect, uncaring to caring, ignorant to knowledgeable and so on for all values. Leadership skills are based on leadership behaviour. Skills alone do not make leaders - style...
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...Articles Building a Culture That Encourages Strategic Thinking Ellen F. Goldman1 and Andrea Casey1 Journal of Leadership & Organizational Studies 17(2) 119–128 © Baker College 2010 Reprints and permission: http://www. sagepub.com/journalsPermissions.nav DOI: 10.1177/1548051810369677 http://jlos.sagepub.com Abstract The ability to think strategically is critical for leaders and managers at multiple organizational levels. Specific work experiences can contribute to the development of an individual’s strategic thinking ability. Culture, among other organizational factors, can either encourage or limit those contributions. Leaders, as culture constructors and transformers, can act to maximize the relationship between organizational culture and the process of learning to think strategically. A cadre of formal training, developmental activities, and self-directed learning initiatives can provide leaders with the skills to enhance the strategic thinking of those they lead. Keywords strategic thinking, management learning, leadership development, organizational culture “Culture eats strategy for lunch.” This management truism is linked to examples of how strategy failed, acknowledging that actions attempted were inconsistent with the organization’s values, beliefs, and assumptions (Weeks, 2006). The strategy-eating potential of culture has been used as the basis for recommending that leaders initiate large-scale change efforts to align culture with strategy. However, it has...
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...com ScienceDirect Procedia - Social and Behavioral Sciences 119 (2014) 229 – 236 Project portfolio management in a company strategy implementation, a case study Irja Hyväria* a Martela Oyj, Aalto University School of Business, Finland Abstract The aim of this study is to investigate the effectiveness of the project portfolio management in different business organizations. Project portfolio management is seen as a holistic activity, dependent on the organization's strategy. This study aims to determine how the project portfolio decisions are made and how the project portfolio is managed. Also other organizational factors which may affect the efficiency of project portfolio will be considered. In this study, research method was case study carried out in business organizations. The study showed interconnection between company strategy, project portfolio and projects in process and practice. The results indicate that project portfolio management is, however, facing people challenges in managing project portfolio. © 2014 The Authors. Published by Elsevier Ltd. © 2014 The Authors. Published by Elsevier Ltd. Open access under CC BY-NC-ND license. Selection and peer-review under responsibility of the IPMA. Selection and peer-review under responsibility of the IPMA. Keywords: Project portfolio management; business organizations; company strategy; leadership* 1. Introduction Nowadays organizations face challenges in their environment and organizations are changing...
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...PROGRAM GLOBAL STRATEGY AND LEADERSHIP STUDENT SUPPORT SLIDES Semester 1, 2016 MODULE 1 AN INTRODUCTION TO STRATEGY AND LEADERSHIP NEED TO MEET MODULE OBJECTIVES • • • • • • • • Explain the development of the evolution of strategy Outline the ethical responsibilities and challenges that leaders of organisations are confronted by Discuss the different approaches to strategy, and how they differ from one another Identify the strategy process and describe the purpose of each step Explain the concepts of strategic thinking and analysis Describe the various levels of strategy and the links between them Explain the drivers, challenges and benefits of globalisation Discuss the role of the accountant in the strategy process PRACTICE • • • Have you completed the questions in the Study Guide? Have you completed the Learning Examples in the Student Notes? Have you completed the knowledge check questions from this module? Key revision areas: • The different approaches to strategy: rational, processual, evolutionary, systemic • The levels of corporate strategy and the scope/content of each • The drivers, challenges and benefits of globalisation • Evolution of corporate strategy as a concept – Porter, Mintzberg • Operational effectiveness v. strategic positioning • Developing the strategy – see Focus slide • Ethics in leadership: classical and socioeconomic views Strategy and leadership Approaches to strategy ...
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