1. Part 1: Strategic Management Case Study and Part 2: Leadership Session 9 26 November 2011 Civil Service College Dhaka Presentation by Dr. Muhammad G. Sarwar Email: sarwar_mg@yahoo.comsarwar_mg@yahoo.com Cell: 01821443741

2. Strategic Management: course outline Sl. No.Topic Title Session no. 1Strategic Management: an overview 1 2Strategy Formulation  Designing Vision and Mission Statements1 External Assessment1 Internal Assessment1 Setting Objectives and Strategic Options1 Strategy Analysis and Choice1 3Strategy Execution 1 4Strategy Evaluation 1 Total8 2

3. Contents of 9 th Session Part 1: Strategic Management Case Study What is a strategic Management Case Study ? Guidelines for preparing case analysis Steps in preparing a case analysis. 3

4. What is a strategic Management Case Study ? A strategic management case describes an organization’s external and internal conditions at some point in time and raises issues concerning organization’s vision/mission, strategies, objectives and policies. A strategic management case generally includes a description of management, marketing, finance/accounting, production/operation, R&D, MIS, environmental issues, etc. Strategic management cases are prepared to practice applying strategic management concepts for learning by doing. 4

5. Guidelines for preparing case analysis Be practical in gathering and analyzing information for case study Be realistic in making assumptions Justify your recommendations Be specific instead of general and vague Show originality in your suggestions Contribute your ideas in the team working on the preparation of case report. 5

6. Steps in preparing a case analysis 1.Identify organization’s existing vision, mission, objectives, and strategies; 2.Develop vision and mission statement for the organization; 3.Identify organization’s external opportunities and threats; 4.Construct a CPM (Competitive Profile Matrix); 5.Construct an EFE (External Factor Evaluation) Matrix; 6.Identify organization’s internal strengths and weaknesses; 7.Construct IFE (Internal Factor Evaluation) Matrix; 8.Construct SWOT (Strength-weakness-Opportunity-Threat) Matrix, SPACE (Strategic Position and Action Evaluation) Matrix, IE (Internal-External) Matrix, GS (Grand Strategy) Matrix, QSP (Quantitative Strategic Planning) Matrix as appropriate; 6

7. Steps in preparing a case analysis (contd.) 9. Recommend specific strategies and long-term objectives. Compare your recommendations to actual strategies planned by the organization; 10. Specify how your recommendation can be implemented and what results you can expect; 11. Recommend specific annual objectives and policies; and 12. Recommend procedures for strategy review and evaluation. 7

8. Strategic Management 9 th Session: references Fred R. David (2008), Strategic Management: Concepts and Cases, 11th Edition, Prentice Hall (Part 5) Arthur A. Thompson, Jr. (2010) Crafting and Executing Strategy: the quest for comparative, 16 th Edition, McGraw Hill (Part 2) 8

9. Contents of 9 th Session Part 2: Leadership Leadership: definitions Leadership vs, Management Leadership Effectiveness: indicators Approaches to Understand Leadership Leadership Theories: level of conceptualization Course Outline References 9

10. Leadership: definitions The term ‘Leadership’ is a common vocabulary incorporated into technical vocabulary of scientific disciplines without being precisely defined that created ambiguity of meaning. There are almost as many definitions of there leadership as there are persons who have at tempted to define the concept. Because leadership has so many different meanings, some theorists question whether it is even useful as a scientific construct. 10

11. Some definitions of Leadership Leadership is ‘the behavior of an individual…directing the activities of a group toward a shared goal’ (Hemphill & Coons, 1957) Leadership is ‘the influential increment over and above mechanical compliance with the routine directives of the organization.’ (Katz & Kahn 1878) Leadership is ‘the process of influencing the activities of an organized group toward goal achievement.’ (Rauch & Behling, 1984) ‘Leadership is about articulating visions, embodying values, and creating the environment within which things can be accomplished’. (Richards & Engle 1986) Leadership is ‘the ability of an individual to influence, motivate, and enable others to contribute toward the effectiveness and success of the organization….)’ (House et al. 1999) 11

12. Leadership: definitions (contd.) Most definitions of leadership reflect the assumption that it involves a process whereby intentional influence is exerted over other people to guide, structure, and facilitate activities and relationship in a group or organization. However, definitions differ in many aspects including who exerts influence, the intended purpose of the influence, the manner in which influence is exerted, and the outcome of the influence attempt. 12

13. Leadership vs. Management Leading and managing are not same thing. However, there is overlap between them, but the degree of overlap is a point of sharp disagreement. Some theorists contends that leadership and management are qualitatively different and mutually exclusive. They view that – Management and leadership cannot occur in the same person as they have incompatible values and different personalities; – Managers value stability, results whereas leaders value flexibility, innovation, and adaptation; – Mangers are impersonal, risk averse, and focused on short- term results, whereas leaders care about people as well as economic outcome and have longer-term perspective with regard to objectives and strategies. 13

14. Leadership vs. Management (contd.) – Managers are concerned about how things get done, and try to get people to perform better, whereas leaders are concerned with what things mean to people, and they try to get people to agree about the important things to be done.  Other theorists view leading and managing as distinct processes, but they do not think that leaders and managers are different type of people:  Managing seeks to produce predictability and order, whereas leading seeks to produce organizational change (Kotter, 1990). Both roles are necessary, but problem occurs if an appropriate balance is not maintained. 14

15. Leadership vs. Management (contd.)  Importance of leading and managing depends in part on the situation. As the organization becomes larger and complex, importance of managing increases. And as the external environment becomes more dynamic and uncertain, the importance of leadership increases (Kotter, 1990).  Management is an authority relationship that exists between a manager and subordinates to produce goods and services. On the other hand, leadership is a multidirectional influence relationship between a leader and followers with the mutual purpose of accomplishing change (Rost 1991).  Most theorists agree that success as a manager in modern organizations also involves leading. 15

16. Leadership Effectiveness: indicators Like definitions of leadership, effectiveness of leadership also involve controversy. Most researchers evaluate leadership effectiveness in terms of consequence of influence on a single individual, a team or group, or an organization. The most commonly used measure of leadership effectiveness is the extent to which the performance of the team or organization is enhanced and the attainment of goals is facilitated. Leadership effectiveness is also measured in terms of leader’s contribution to the quality of group processes, as perceived by followers or by outside observers. 16

17. Leadership Effectiveness: indicators (contd.) Another type of measure for leadership effectiveness is the extent to which a person has a successful career as a leader. Some theorists attempt to combine several measures into a single composite criterion, but this approach requires subjective judgments about how to assign a weight to each measure. It is usually best to include a variety of criteria in research on leadership effectiveness and to examine the impact of the leader on each criterion over an extended period of time. 17

18. Approaches to Understand Leadership Three types of variables are relevant for understanding leadership effectiveness : – Characteristics of leaders, – Characteristics of followers, and – Characteristics of situations.  Another common practice is to limit the focus to one type of leader characteristics. Five approaches to classify leadership theories are:  Trait approach  Behavior approach  Power-Influence approach  Situational approach  Integrative approach. 18

19. Leadership Theories: level of conceptualization Organization Group Dyadic Individual 19

20. Leadership Theories: level of conceptualization (contd.) Leadership processes can be conceptualized by the theoretical constructs used to describe leaders and their influences on others. They are: 1.Intra-individual process, 2.Dyadic process, 3.Group process, 4.Organizational process, and 5.Multi-level theories. 20

21. Leadership: Course Outline Sl.no.Topic TitleSeasion 1Leadership: an introduction1 2Managerial Traits and Skills1 3Leading Change in Organizations1 4Strategic Leadership by Executives1 5Developing Leadership Skills1 21

22. References 1.Gary Yukl, 2011, Leadership in Organizations, 7 th edition, Pearson 2.Peter G. Northhouse, 2010, Leadership: Theory and Practice, 5 th edition, Sage publication 3.Robert N. Lussier and Christopher F. Achua, 2007, Effective Leadership, 3 rd edition, Cengage Learning. 22

23. Thanks 23