...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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...Developing a Mission & Vision Statement that Aligns to the Church’s Strategic Plan A church’s strategic plan provides structure, accountability, and directional oversight as the church reaches out to church members and to those within their community. A church is most effective in planning, executing, and evaluating the success of its ministry when it is actively operating under the clear understanding of its mission, vision, and purpose statements. “Being strategic [in ministry] means having a carefully devised plan of action to achieve a goal,” and the best way for a church to develop a strategic plan is through adherence to their mission statement (Browning, 2009, p. 45). In some cases, this may require developing or revising the current mission statement. Developing or revision of a church’s mission statement is a critical aspect of the strategic plan, and it is vital that it reflect the current mission and vision of executive leadership and the church. At times, it may be necessary to make minor changes to the current mission statement to eliminate wordiness or unclear objectives. A great key to developing a concise mission’s statement is to keep it simple, and to “streamline the organization so it can shed deadweight and achieve greater” impact within the church and community (Browning, 2009, p. 167). A strong mission statement will enable executive leadership to stick to the primary mission and purpose of the church and church membership. Although a church may...
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...Final Research Report - 7051-141-1 Colin Brand Page 1 of 240 EXPLORATORY STUDY ON HOW THE CEO FACILITATES THE STRATEGIC MANAGEMENT PROCESS WITHIN SMALL/MEDIUM SIZED COMPANIES ON THE JOHANNESBURG STOCK EXCHANGE (R10 – 80 MIL TURNOVER) A Research Report presented to the GRADUATE SCHOOL OF BUSINESS LEADERSHIP UNIVERSITY OF SOUTH AFRICA FINAL RESEARCH REPORT In partial fulfilment of the requirements for the MASTERS DEGREE IN BUSINESS LEADERSHIP UNIVERSITY OF SOUTH AFRICA BY COLIN GEORGE BRAND “A true leader has the confidence to stand alone, the courage to make tough decisions and the compassion to listen to the needs of others. He does not set out to be a leader, but becomes one by the equality of the integrity of his intent” (Douglas McArthur) Final Research Report - 7051-141-1 Colin Brand Page 2 of 240 ACKNOWLEDGEMENT PAGE This report is dedicated to the following exceptional people in my life, without whom, this would not have been possible. Special mention is to be made of Lindsay, my wife, for all her support. • Lindsay, Tamara, and Kyndra-Lee for their support and tolerance during a long and trying time. My sincere thanks and appreciation is extended to: • Professor Makin for her guidance. • Dr Sidney Shipham for his guidance. • The CEO’s, for affording me the opportunity to survey their environment as well as the Functional Managers, Supervisors and other members of companies who assisted by taking the time to complete the survey. • Professor...
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...The Top Manager-Adviser Relationship in Strategic Decision Making during Executive Life Cycle: Exploring the Impediments to Strategic Change ABSTRACT The purpose of this study is to examine how strategy persistence would be induced from top manager-adviser relationships in strategic decision making during executive life cycle. Prior studies have shown that a top manager’s tenure is characterized as inverted U-shaped relationship between a top manager’s tenure and organizational performance that a top manager is effective during initial time in office, but as a span of top manager’s tenure become long, organizational performance is decline. However, little has been known about the reason of the inverted U-shaped relationship. To investigate this question, we apply the concept of the decision maker-adviser model to the argument. Upper echelons theorists have found that the top executives are critical to shaping the characteristics of the firm. However, since this research stream has emphasized on the decision making of Chief Executive Officer (CEO) or Top Management Team (TMT), relational aspects of strategic decision making between top managers and adviser have not been sufficiently argued. In response to this theoretical gap, we will discuss the relational aspect of strategic decision making between top managers and advisers. Keywords: Upper echelons theory, executive life cycle, decision maker-adviser model. INTRODUCTION Over the past 20 years, growing evidence...
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...Mark Sutter Interviewing, Hiring and Selection Case Question Why is Strategic Recruitment critical to the success of an organization in meeting its goals and mission? In order for an organization to meet its goals and mission, it must have employees that are skilled and trained to perform their jobs in such a way that the organization will benefit. Without planning in advance for the qualities and skill sets that are needed for quality job performance, a company would have a difficult time in meeting its goals. By planning to hire using the best options possible, companies can select the best candidates for their available positions. Hiring the right person is not by accident, but a planned process. This paper will discuss Heidrick & Struggles International, Inc. and their placement practices as a recruiting agency for major corporations as it relates to strategic recruitment. Summary of the Case Heidrick and Struggles is an executive search firm that had been in existence since 1953. In 1957, the firm went national, then international in 1968. At the time, their consultants were considered generalists, with no specializations, who felt as if they worked in a franchise instead of for the company as a whole. By 2008, Heidrick considered itself “the world’s premier provider of senior-level executive search and leadership consulting services” and focused on building leadership teams. Kevin Kelly had been appointed CEO of the company in 2006 and was concerned that...
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...WILLIAM R. GROTEVANT Global Business partner – strategic planner – talent ACQUISITION ➢ Managed best-in-class Business Unit acquisition in Frankfurt Germany for Nypro Healthcare ➢ Advisory Board member for Pharmaceutical Packaging strategic initiative ➢ Sourced/hired senior level Design/Development team for new medical/surgical group ➢ Integrated PEAK Surgical (Palo Alto, CA) with Salient Technologies (Portsmouth, NH) MEDTRONIC, INC. Portsmouth, NH 2012 – Present Advanced Energy, LLC Global HR Director/Strategic Business Partner • Direct report to VP/GM global $300M surgical technologies business unit – HR/OD strategy. • Focus on 200 person commercial team – transition from distributorship model to B2 B direct sales. • Part of new leadership team – long-term strategic goal: $1B annual revenues by 2020. • Aggressive expansion plans in underserved surgical markets: India, China, and South America. • Executive staffing, succession planning, leadership development and talent management focus. • Driving unique high-performance culture setting the bar for MDT in double digit growth model. NYPRO, INC. Clinton, MA 2009 – 2012 Healthcare Global Business Unit $1.4B Global Medical Device Manufacturer Global Director, Human Resources • Sr. HR Executive for Healthcare Global Business Unit – reported to GBU Group President • Lead...
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...Leadership Development Seminars and ECQ-based Readings The success or failure of any endeavor depends on leadership. Now, more than ever before, we need leaders in our organizations and in our world. Great leaders create and communicate a vision and move people into action to achieve it. They ignite our passion and inspire us to do our best. Government leaders in the 21st century are experiencing change at a more rapid pace than previous generations. Rapid advances in technology have expanded the quantity of work we are capable of accomplishing, and also where it’s accomplished. We have a more highly educated workforce, yet face diminishing resources with an increased demand for productivity, and the essential services we provide to the American public. To be successful at navigating these challenges leaders must develop the essential skills to motivate their employees, effectively communicate with others, fine-tune critical thinking skills, and build and leverage partnerships. Future leaders must also be visionary; i.e., possess the ability to identify trends and the courage to be innovative. Being technically adept in your field will no longer be enough. In response to these demands on senior executives, the U.S. Office of Personnel Management identified five Executive Core Qualifications (ECQs) that all aspiring government leaders and executives must possess. These ECQs and Fundamental Competencies were developed by OPM after extensive research on the attributes...
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...templates although these are not consistent across the organization. The PMO has developed a methodology and process, including standard tools and templates for project management to the implementation of the strategic programs of the company. 2. What is the operational relationship of the various locations vis-à-vis the implementation of strategies and execution of projects across these locations? Each strategic program has an assigned executive sponsor and is managed by a program leader. These program leaders are responsible for implementing the strategic projects across all Champion locations. 3. What type of organizational structure does Champion Technologies operate i.e. functional, projectized or matrix? The organization as a whole is largely functional, although as we continue to reorganize departments to better meet current and future challenges, we have some roles that have been matrixed. A matrixed organization has to be carefully monitored for conflicts where interdependencies lie so we follow a RACI model is these cases. In terms of the PMO, this is a small organization that reports to the President and CEO of the company. We serve as a functional interface with several executive leadership teams and the strategic Program Leaders. 4. What are the core values that underpin the company’s organizational culture for example; openness, freedom through responsibility est.? These can be found on our web site: www.champ-tech...
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...development is to engage training participants in real work with live strategic issues. This delivers a “triple hit” benefit wherein training can achieve development goals; increase participant grasp of and commitment to company strategic goals; and actually produce innovative ideas, solutions and strategies to meet the needs of the business. www.impactinternational.com aligning training with Corporate Strategy exeCutive Summary This whitepaper from Impact International looks at four key challenges that must be addressed by learning organizations to effectively align corporate training with business strategy. Drawing on examples from a number of leading companies, we suggest that the best vehicle for sustainable organization development is to engage training participants in real work with live strategic issues. This delivers a “triple hit” benefit wherein training can achieve development goals; increase participant grasp of and commitment to company strategic goals; and actually produce innovative ideas, solutions and strategies to meet the needs of the business. Since the publishing of Adelsberg and Trolley’s influential 1999 book Running Training Like A Business, which made the case that training departments must evolve from an HR function to a business orientation, it appears that little has changed. In a 2011 update to their original research they concluded that: • Training remains tactical • “Keys” to be strategic are obvious, but the challenge is using those keys to unlock...
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...Leadership Development Seminars and ECQ-based Readings The success or failure of any endeavor depends on leadership. Now, more than ever before, we need leaders in our organizations and in our world. Great leaders create and communicate a vision and move people into action to achieve it. They ignite our passion and inspire us to do our best. Government leaders in the 21st century are experiencing change at a more rapid pace than previous generations. Rapid advances in technology have expanded the quantity of work we are capable of accomplishing, and also where it’s accomplished. We have a more highly educated workforce, yet face diminishing resources with an increased demand for productivity, and the essential services we provide to the American public. To be successful at navigating these challenges leaders must develop the essential skills to motivate their employees, effectively communicate with others, fine-tune critical thinking skills, and build and leverage partnerships. Future leaders must also be visionary; i.e., possess the ability to identify trends and the courage to be innovative. Being technically adept in your field will no longer be enough. In response to these demands on senior executives, the U.S. Office of Personnel Management identified five Executive Core Qualifications (ECQs) that all aspiring government leaders and executives must possess. These ECQs and Fundamental Competencies were developed by OPM after extensive research on the attributes...
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...UNISA School of Business Leadership MBA 5925 Contents Kajal Zabrinamaria Kowlessar o. Student N 72401591 UNISA SCHOOL OF BUSINESS LEADERSHIP 1 Assignment 01 MBA 5925 Company Research Kajal Zabrinamaria Kowlessar Student N 72401591 16 April 2012 o. Word count: 2410 UNISA School of Business Leadership MBA 5925 Contents Kajal Zabrinamaria Kowlessar o. Student N 72401591 2 CONTENTS Contents ........................................................................................................................................................ 2 1. 2. 3. 3.1. 3.2. 3.3. 3.4. 3.5. 4. Research Topic ...................................................................................................................................... 3 Problem in Context ................................................................................................................................ 3 Problem Review ..................................................................................................................................... 5 Poor Strategic Management/ Leadership ......................................................................................... 5 Poor Financial Management ............................................................................................................. 5 Poor Organisational Performance Management............................................................................... 5 Human Resource Management ...........................................
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...Human Resource Management Norman A Parker Jr. HRM/300 July 22, 2013 University of Phoenix Human Resource Management Human Resource Management is the function of an organization’s workforce in big companies, an entire group is typically dedicated with staff specializing in various HR tasks and useful leadership engaging in major decision making throughout the business. They do the processing of hiring and developing employees so that they become more valuable to the business. Also to attain two main purpose within the business. The first is to make use of the talents and abilities of each employee to meet the set objectives that are the ultimate aim of the business. Along with this, the practice also seeks to make sure that person employees are satisfied with both their working environment and the compensation and benefits that they receive. Human Resource Management is the purpose within an business that focuses on recruitment of management and providing a path for the people who work in the business.HRM can also be carried out by line managers. Human Resource Management can be defined as the useful selection and employment of employees to best achieve the goals and the plan of the organizations, as well as the goals and the needs of employees. The responsibilities of human resource management should be shared by human resource specialists and line management. To achieve this, it is required to clearly know the main purpose of human resource management...
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...Maintaining Strategic Competitiveness in the 21st Century: The Role of Strategic Leadership Author(s): R. Duane Ireland and Michael A. Hitt Source: The Academy of Management Executive (1993-2005), Vol. 19, No. 4, Classic Articles from AME (Nov., 2005), pp. 63-77 Published by: Academy of Management Stable URL: http://www.jstor.org/stable/4166206 Accessed: 10-05-2015 07:37 UTC REFERENCES Linked references are available on JSTOR for this article: http://www.jstor.org/stable/4166206?seq=1&cid=pdf-reference#references_tab_contents You may need to log in to JSTOR to access the linked references. Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use, available at http://www.jstor.org/page/ info/about/policies/terms.jsp JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact support@jstor.org. Academy of Management is collaborating with JSTOR to digitize, preserve and extend access to The Academy of Management Executive (1993-2005). http://www.jstor.org This content downloaded from 203.101.161.82 on Sun, 10 May 2015 07:37:52 UTC All use subject to JSTOR Terms and Conditions I Academy of Management Reprinted from 1999, Vol. 13, No. 1 Executive, 2005, Vol...
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...Figures 1 List of Tables 1 1. EXECUTIVE SUMMARY 2 2. INTRODUCTION 3 3. OVERVIEW 3 3. PROBLEM IDENTIFICATION 5 4. SOLUTION 6 4.1. Establish Strategic Transformation Programme Office (Step 1) 9 4.1.1. Leadership Responsibilities 9 4.1.2. Authority, Responsibility and Accountability System 10 4.1.3. Reporting Structures and Communications 12 4.1.4. Strategic Transformation and Change Roles and Responsibilities 12 4.2. Strategic Analysis (Step 2) 13 4.2.1. Core Business and Competency 13 4.2.2. Preferred Culture 13 4.2.3. Create a Value System to Promote a Preferred Organisational Culture 13 4.2.4. Create a Vision and Mission of the Future 14 4.2.5. Create a Strategy Map 14 4.3. Strategic Development (Step 3) 15 4.4. Strategy Implementation (Steps 4 & 5) 16 5. RECOMMENDATIONS 17 6. CONCLUSION 17 7. BIBLIOGRAPHY 18 List of Figures Figure 1: Different steps 7 Figure 2: BSPM learning organisation value chain schematic 8 Figure 3: Shared Authority, Responsibility and Accountability 10 Figure 4: Programme structures for portfolios adapted from Steyn and Schmikl (2010: 130 11 Figure 5: Strategic Transformation Project-Portfolio adapted from Steyn et al. (2010: 79) 11 Figure 6: Establish Programme Office adapted from Steyn et al. (2010: 80) 12 Figure 7: Developing Strategic Options adapted from Steyn et al. (2010: 82) 15 List of Tables Table 1: Problems Identified against performance improvement strategies 5 Table 2: Strategic Transformation Programme Management...
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...Strategic leadership capabilities Hitt et al. (1998) and Ireland and Hitt (1999) described the capabilities needed for effective strategic leadership in the new competitive landscape expected for the 21st century. They argued that effective strategic leaders had to: (1) develop and communicate a vision, (2) build dynamic core competencies, (3) emphasize and effectively use human capital, (4) invest in the development of new technologies, (5) engage in valuable strategies, (6) build and maintain an effective organizational culture, (7) develop and implement balanced controls, and (8) engage in ethical pratices. 4.1. Develop and communicate a vision First, strategic leaders–—hopefully in concert with others in the organization–—must develop a vision and communicate that vision broadly, to help guide the formation and implementation of strategies to achieve that vision. This form of guidance is important to establish the direction of the organization for its growth, types of products, and market focus, and to achieve the desired targets. Without the guidance provided by a vision, organizations can become chaotic and are unlikely to be as successful. 4.2. Build dynamic core competencies A core competence is a major capability to perform important tasks (e.g., a function) quite well, and makes a valuable contribution to a firm’s competitive advantage. A dynamic core competence implies that the firm continues to develop and update the competence to be the leader...
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