Leadership

Contingencies of Leadership

• Leader
• Relation or task orientation

• Follower
• Ability and willingness

• Task
• Structured or unstructured

Leadership

Leadership Intro

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Leaders And Followers

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Motivation

What is happening in this picture?

What is the goal?

What is required to reach the goal?

Motivation Powerpoint 07

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Human Resources

Employees are the most important resources a company has.

Functions of HR

• Recruiting
• Selecting
• Training and Development
• Performance Appraisals
• Compensation and Benefits
• Separation

Teams

Strategy Types

CORPORATE STRATEGIES

Grand Strategies

• Growth
• Stability
• Retrenchment/recovery

Portfolio Strategies

• Related diversification
• Unrelated diversification

INDUSTRY LEVEL STRATEGY

Porter's Five Force Model
Method for determining the attractiveness of the industry
Attractiveness is determined by the ability to earn above average profits

• Character of rivalry
• Threat of substitute products
• Threat of new entrants
• Bargaining power of suppliers
• Bargaining power of buyers

FIRM LEVEL STRATEGY

Porter's Generic Strategies or Positioning Strategies
How a firm competes.

Competitive Scope - Target Market

• Broad or Narrow

Competitive Advantage - How we provide value to customer

• Cost or Uniqueness

Strategies a firm can use

• Cost leadership
• Differentiation
• Focus cost leadership
• Focus Differentiation
  
• Best Cost

Example 1
Example 2
Example 3
Example 4

Activity

Strategy

Strategy researchers recognize two different approaches to setting strategy.

I/O Model
Focuses on the industry and selecting an industry where a company can earn above average profits.
External foucs


Resource Based Model
Focuses on the resources and capabilities within a company.
Internal focus


Situation analysis provides method for looking at both internal and external issues.

SWOT analysis
Internal - Core capabilities and distinctive competence VRIN

• Strengths
• Weaknesses

External - Environmental issues

• Opportunities
• Threats

Step 1
Make lists for each of these categories
Step 2
Make a list of alternative actions

Activity

Planning

A plan is like a map.

What do you need to draw a map?

• Where do we want to go?

• Vision
• Purpose or reason

Why we exist - what we want to be.

• Where are we starting from?

• Mission
• Who we are.
• What we do.
• How we do it.

Examples

McDonald's 1
McDonald's 2
Starbucks
Airbus
Amycakes


Once we know where we are starting and where we want to go we have to develop a plan for getting there.

Strategic plans - How we will get there.

• What will we do different from other companies that will make customers value our products and services.
• Top managers are responsible for setting the overall direction.

Tactical plans - Implementation procedures

• How we will allocate our resources. People, Budgets
• Middle managers are responsible for organizing and implementing

Operational plans - Producing and delivering

• The day-to-day things that need to be done.
• First-line supervisors and team leaders have this responsibility.

Activity

MEANS AND ENDS EXAMPLE

• To be #1 consumer soap brand by 2011.
• 
  
• To increase corporate soap sales to $250M by March 1.
• 
  
• To increase unit sales of "Soapy Suds in regional markets by 100,000 units by Dec 1.
• 
  
• To increase sales in Boston by 2,000 units.
• 
  
• To get "Soapy Suds" on end caps in 50% of the stores the first week of each month

Benefits

• intensifying efforts
• increasing persistence
• providing direction
• creating task strategies

Pitfalls

• impeding change
• creating a false sense of certainty
• detachment of planners

SMART goals

• Specific
• Measurable
• Attainable
• Realistic
• Timely

Activity

Ethics

Is ethical capitalism possible?



Ethical Organizations Rest on Three Pillars

• Ethical Individuals
• Ethical Leaders
• Ethical Processes and Structures

How does a company get each of these pillars?
What happens if you are missing one pillar?

Stakeholder Model of Social Responsibility

• Shareholders
• Customers
• Employees
• Suppliers
• Local Communities
• Governments
• Special Interest Groups
• Media
• Trade Associations

Think about about your company - can you describe each of these groups and think about their stake in the company.







Social Responsibility

• Economic responsibility
• Legal responsibility
• Ethical responsibility
• Discretionary responsibility

Internal Environment

Organizational Culture

Set of key values, beliefs, and attitudes shared by organizational members.

• Seen
• Heard
• Believed

Why does Southwest invest time and money into this type of program?
What benefits does the company receive?
Do we have any support that attention to culture makes a difference?
What is the culture of the company where you work?
What examples of seen, heard, believed can you share?

External Environment

General Environment

• Economy
• Technological
• Sociocultural
• Political/Legal Trends

Specific Environment

• Customer
• Competitor
• Supplier
• Industry Regulation
• Advocacy Groups

Activity 4

Mintzberg Management Roles

Interpersonal Roles

• Figurehead
• Leader
• Liaison

Informational Roles

• Monitor
• Disseminator
• Spokesperson

Decisional Roles

• Entrepreneur
• Disturbance Handler
• Resource Allocator
• Negotiator

Activity 3

What is management?

http://online.wsj.com/article/SB113192826302796041.html

Coordinating people to accomplish goals.

Typically broken into the areas of:

Planning
Organizing
Leading
Controlling

These functions are completed differently at various levels:

Top manager
Middle manager
First line supervisor
Team Leader

Activity

Management

Employees don't quit their companies, they quit their bosses.




*What our favorite managers do:
1.
2.
3.

*What our least favorite managers do:
1.
2.
3.


How do we determine if a manager is a success?

If management is common sense why are there so many bad managers?

Why are you getting your MBA?