AboutLeo Lingham Expertise management consulting process, management consulting career,
management development, human resource planning and development,
strategic planning in human resources, marketing, careers in
management, product management etc
Experience 18 years working managerial experience covering business planning, strategic planning, corporate planning, management service, organization development, marketing, sales management etc
PLUS
24 years in management consulting which includes business planning, strategic planning, marketing , product management,
human resource management, management training, business coaching,
counseling etc
Question 1. What skills do managers require at different levels of managerial responsibilities and why? Explain with suitable examples from any organization you are familiar with. Describe the organization you are referring to.
2. Explain the importance of strategy and policies in organizational functioning. Describe how strategy and policies are formulated in the organization you are familiar with. Highlight the strategies and policies which were successful supporting with examples. Briefly describe the organization you are referring to.
3. Explain the process of conflict. Describe various sources of conflict generation in the organization you are familiar with. Explain, how some of these conflicts were resolved, illustrate with examples. Briefly describe the organization.
4. Why effective communication is important for efficiency? Explain with the channels of communication in a familiar organization which channel do you think is effective and why explain with illustrations.
5. Explain various leadership styles. Describe the style of a leader from an organization you are familiar with. Why this particular style has been adopted. Give reasons. Briefly describe the organization you are referring to
Answer ROCKY,
HERE IS SOME USEFUL MATERIAL.
ANSWERS FOR 1,2,3 ARE HERE.
ANSWERS 4,5 ARE READY, BUT CAN'T FIT IN.
PLEASE SEND THE 2 Qs BACK ASAP.
REGARDS
LEO LINGHAM
=================================
1.What skills do managers require at different levels of managerial responsibilities and why? Explain with suitable examples from any organization you are familiar with. Describe the organization you are referring to.
KNOWLEDGE / SKILLS standards are an important resource to assist decision
making about an organization's management and development of
its human resources. They need to be considered in the context of
the organization and integrated with its business planning and
development processes. The standards are a means to an end;
the improved performance of individuals, teams and the organization.
The organization, I am referring.
The organization, I am familiar with is a
-a large manufacturer/ marketer of safety products
-the products are used as [personal protection safety] [ industrial safety]
-the products are distributed through the distributors as well as sold directly
-the products are sold to various industries like mining/fireservices/defence/
as well as to various manufacturing companies.
-the company employs about 235 people.
-the company has the following functional departments
*marketing
*manufacturing
*sales
*finance/ administration
*human resource
*customer service
*distribution
*warehousing/ transportation
*TQM
IN THIS ORGANIZATION, THE EMPHASIS ON THE
SKILL / KNOWLEDGE TRAINING FOR THE MANAGERS ARE
AT THREE LEVELS.
1.SENIOR MANAGEMENT,
WHO ARE OFTEN SENT TO EXTERNAL COURSES/SEMINARS.
2.MIDDLE MANAGEMENT
WHO ARE TO SENT TO SELECTED EXTERNAL COURSES
PLUS SOME INTERNALLY ORGANIZED IN-HOUSE TRAINING WORKSHOP.
3.FIRSTLINE MANAGEMENT
WHO ARE PROVIDED IN-HOUSE TRAINING WORKSHOPS.
===================================================
SENIOR MANAGEMENT SKILLS
Leadership Skills
Communicates a compelling Vision and sense of core purpose, enlisting staff and others, and inspiring their allegiance to its fulfillment.
Espouses an appropriate set of core values and beliefs during both good and adverse times, and acts consistently in line with those values. Practices what he preaches.
Creates a climate conducive to an attitude of integrity, trust and professionalism, irrespective of job role, such that everybody wants to do his/her best.
Motivates staff to perceive their jobs as an avocation, much as they feel about pastimes, and to find ways for them to experience the same kinds of satisfaction.
Communicates with, motivates and coordinates the efforts of a large and influential force of member-volunteers supplemental staff, ensuring that they participate in development and effective implementation of programs that are needed and wanted by members.
Helps others to rise above self-limiting mindsets and constraints to make full use of their capabilities.
Encourages an attitude of lifelong learning to develop new skills that enable continued personal and career growth.
Builds team spirit, effectively blends people into teams when needed, and develops an appreciation for the value of the diversity that is generated by team cooperation.
Management Skills:
Sets standards of performance; gives feedback on performance, or lack thereof, to those standards; coaches for improved performance and development.
Oversees projects and delegated assignments to ensure they are completed on schedule and within budget, and that results meet defined expectations.
Relishes the command role, including unpopular stands as necessary, encourages debate, deals directly with adversity, and handles timely decision-making in an equitable and caring manner.
Prepares, implements, monitors and adjusts budgets to remain within approved expenditure limits.
Establishes and uses records, reports and other techniques to identify and track performance accountabilities.
Defines tasks, selects assignees, negotiates performance parameters and priorities, delegates authorities & accountabilities, supports rigorous problem-solving disciplines, and manages progress.
Attends to workplace and employment concerns and regulatory considerations, to ensure employees have a wholesome environment conducive to high performance and employment longevity.
Listens actively, speaks and writes clearly and succinctly suitable for a variety of applications and settings, and communicates to get the message across and achieve desired results.
Interpersonal Skills:
Relates to all kinds of people, uses diplomacy and tact, is able to diffuse tense situations, and builds rapport and constructive relationships.
Exercises patience and tolerance, and characteristically listens and tests to understand both the data and the people ramifications before acting.
Displays compassion about people’s work and non-work difficulties and is available to help; and is composed under pressure, dealing well with frustrations and not becoming defensive or aggressive.
Skilled at finding common ground to solve problems, and accurately reads conflict situations quickly and hammers out cooperative agreements with minimal disruption.
Knows personal strengths and limits and handles them appropriately, and assesses the need to modify personal behaviors to deal with changing demands and personalities.
Displays approachability and a positive and constructive sense of humor, and is able to ease tensions.
Organization & Planning Skills:
Marshals resources and uses them effectively and efficiently to orchestrate multiple activities and get things done.
Copes effectively and shifts gears comfortably dealing with change, maintains composure amidst uncertainty and can simultaneously manage multiple activities.
Scopes out accurately the difficulty of projects, sets objectives and goals, breaks down work into process steps, develops schedules and assignments, establishes measures and evaluates results.
Looks toward the broad perspectives of issues and challenges, can presuppose future scenarios, and thinks globally.
Sees ahead clearly, can articulate credible pictures of possibilities and likelihoods, and can create breakthrough strategies and plans.
Facilitates effectively the business processes and tasks activities of large, diverse workgroups comprised of staff and volunteers.
Results Orientation:
Focuses on customer service and is dedicated to meeting requirements and expectations of internal and external “customers”.
Acts with customers in mind, gaining their trust and respect, and establishing and maintaining effective relationships.
Exudes energy, is action oriented, enjoys working diligently, and can act with a minimum of planning in the face of uncertain circumstances.
Consistently can be relied on to achieve or exceed goals and is very bottom-line oriented, steadfastly urging himself and others for results.
==================================================
MIDDLE MANAGEMENT SKILLS
1.Provide leadership in the workplace, appropriate to the level
of autonomy accorded to individuals/teams.
1.1 Demonstrate high standards of performance.
1.2 Contribute to the Organisation's reputation.
1.3 Influence individuals and teams.
1.4 Make decisions.
--------------------------------------------------------------------------------
2.Manage personal work priorities and development.
2.1 Manage self.
2.2 Negotiate, plan and organise personal work Priorities.
2.3 Develop and maintain personal competence.
--------------------------------------------------------------------------------
3. Lead and participate in, and facilitate work team/group
appropriate to the level of autonomy in the workplace
3.1 Plan the establishment of work team/group.
3.2 Develop team commitment and co‑operation.
3.3 Participate in, and facilitate work team/group.
3.4 Manage and facilitate team performance.
---------------------------------------------------------------------------
4. Establish and manage positive relationships with
colleagues and customers.
4.1 Convey and receive information and ideas.
4.2 Develop trust and confidence.
4.3 Build and maintain networks and relationships.
4.4 Negotiate positive outcomes to rectify difficulties.
---------------------------------------------------------------------------
5.Value and stimulate the diversity of people and the environment.
5.1 Create an environment which recognises; diversity as an asset.
5.2 Promote action which harnesses the diversity in the work team/group.
-------------------------------------------------------------------
6. Contribute to the development of a learning environment.
6.1 Contribute to planning learning arrangements.
6.2 Implement effective learning.
6.3 Assess workplace competence.
6.4 Monitor and review learning processes and effectiveness.
6.5 Record and report achievement of competency.
----------------------------------------------------------------------------
7.Manage resources to achieve planned outcomes.
7.1 Plan resource use.
7.2 Implement plan for use of resources.
7.3 Monitor human resource performance.
7.4 Monitor financial performance.
7.5 Monitor physical resource performance.
7.6 Review resource capability and utilisation.
7.7 Record and report resource usage.
---------------------------------------------------------------------
8. Manage quality customer service.
8.1 Prepare implementation schedule.
8.2 Deliver products and services.
8.3 Establish monitoring systems and processes.
8.4 Monitor progress and adjust performance.
8.5 Record and report results.
---------------------------------------------------------------------
9. Implement and monitor quality and continuous
improvement processes.
9.1 Implement quality improvement system.
9.2 Monitor performance.
9.3 Consolidate quality improvements and identify opportunities
for further improvement.
----------------------------------------------------------------------
10. Facilitate and capitalise on change and innovation in a
technological environment.
10.1 Develop creative and flexible approaches and solutions.
10.2 Manage work group/team response to emerging challenges and opportunities.
10.3 Implement and monitor change.
-----------------------------------------------------------------------------
11. Develop and maintain a safe and fair work environment.
11.1 Access and share the relevant information.
11.2 Plan and introduce processes to implement workplace requirements.
11.3 Monitor and adjust performance.
11.4 Investigate non‑conformance.
----------------------------------------------------------------------------
12. Create and encourage a learning environment.
12.1 Plan learning strategies.
12.2 Plan and review assessment of workplace competence.
12.3 Evaluate the effectiveness of learning.
-------------------------------------------------------------------------
13. Plan and develop human, physical and financial resource
information for decision making.
13.1 Establish human, physical and financial information requirements.
13.2 Collect, analyse and report human, physical and financial information.
13.3 Manage information systems.
13.4 Prepare resource proposals.
13.5 Monitor and review the management of information.
----------------------------------------------------------------------------
14. ‑Develop plans to meet customer and organization needs.
14.1 Contribute to a shared vision and values.
14.2 Contribute to strategic planning.
14.3 Research customer needs.
14.4 Identify opportunities for product and service enhancement.
14.5 Prepare business plans/budgets.
14.6 Communicate the outcomes of the planning process.
-----------------------------------------------------------------------
15. Participate in planning and reviewing quality and
continuous improvement processes.
15.1 Contribute to continuous improvement planning.
15.2 Review results.
------------------------------------------------------------------------------------
16. Influence the development and direction of the organization.
16.1 Develop the organisation's mission and values.
16.2 Establish goals, objectives and strategies.
16.3 Achieve stakeholder ownership.
16.4 Develop individual managers and management teams.
-----------------------------------------------------------------------
17. Influence and monitor the organization's competitiveness.
17.1 Create systems to monitor internal and external environments.
17.2 Identify and forecast trends.
17.3 Identify competitive strengths and weaknesses.
17.4 Improve organizational systems and processes.
------------------------------------------------------------------------------
18. Manage financial planning and performance.
18.1 Interpret the organisation's financial status.
18.2 Prepare and negotiate budgets.
18.3 Monitor and control financial performance.
18.4 Record and report financial performance.
=================================================
MANAGEMENT SKILLS AND ABILITIES
Analysis
Securing relevant information and identifying key issues and relationships; relating and comparing data from different sources; identifying cause/effect relationships.
--------------------------------------------------------------------------------------------------------------
Judgement
Committing to an action after developing alternative courses of action that are based on logical assumptions and factual information and that take resources, constraints and organisational values into consideration.
----------------------------------------------------------------------------------------------------------------
Decisiveness
Making timely decisions judgements; taking actions when appropriate; committing to position
----------------------------------------------------------------------------------------------------------------.
Technical/Professional Knowledge
Having achieved a satisfactory level of technical and professional skills/knowledge in job‑related areas; keeping abreast of current developments and trends in areas of expertise.
--------------------------------------------------------------------------------------------------------------
Planning and Organising
Establishing a course of action *or sequence of activities to accomplish a specific goal; planning proper assignments of people and allocating resources; communicating expectations about tasks and deadlines; developing contingency plans focusing energy and time on priority goals, requirements and problem areas.
------------------------------------------------------------------------------------------------------------
Individual Leadership
Using appropriate interpersonal styles and methods to inspire and guide individuals towards goal achievement; modifying behaviour to accommodate tasks situations and individuals involved.
---------------------------------------------------------------------------------------------------------------------
Teamwork/Collaboration
Active participation in, and facilitation of, team effectiveness; taking actions that demonstrate consideration of the feelings and needs of others; being aware of the effect of one's behaviour on others.
-----------------------------------------------------------------------------------------------------------------
Sensitivity
Taking action that indicates a consideration for the feelings and needs of others; being aware of the impact of one's behaviour on others.
-------------------------------------------------------------------------------------------------------------
Meeting Leadership (Facilitation)
Using appropriate interpersonal styles and methods to motivate and guide a meeting toward its objectives; modifying behaviour according to tasks and individual present.
----------------------------------------------------------------------------------------------------------
Developing Organisational Talent
Developing a subordinate's skills and competencies by planning effective development activities related to current and future jobs. Considering the individual's motivation, interests, current work situation, and personal circumstances.
Sales Ability/Persuasiveness
Gaining agreement or acceptance of an idea, plan, activity, product or service by using appropriate interpersonal styles, approaches and forms of communication.
----------------------------------------------------------------------------------------------------------------
Motivation Fit
The extent to which job activities and responsibilities, the organisation's mode of operation and values, and the community in which the individual will live and work are consistent with the type of environment that provides personal satisfaction; the degree which the work itself is personally satisfying.
---------------------------------------------------------------------------------------------------------------
Work Standards
Setting high goals or standards of performance for self, subordinates, others, and the organisation; being dissatisfied with average performance; self imposing standards of excellence rather than having standards imposed by others.
---------------------------------------------------------------------------------------------------------
Customer Service Orientation
Making efforts to listen and understand customers (both internal and external); anticipating customer needs; giving high priority to customer satisfaction.
---------------------------------------------------------------------------------------------------
Initiative
Active attempts to influence events to achieve goals; self‑starting rather than passive acceptance. Taking action to achieve goals beyond what is necessarily called for; originating action.
-------------------------------------------------------------------------------------------------
Negotiation
Effectively exploring alternatives and positions to reach outcomes that gain all parties'support and acceptance; compromising when appropriate.
-------------------------------------------------------------------------------------------------
Maximising Performance
Establishing performance goals, coaching performance, providing training, and evaluation performance.
--------------------------------------------------------------------------------------------
Control
Establishing procedures to monitor the results of delegations, assignments or projects taking into consideration the skills, knowledge and experience of the assigned individual and the characteristics of the assignment.
--------------------------------------------------------------------------------
Delegation
Allocating decision‑making authority and task responsibilities to appropriate subordinates; utilising subordinates' time, skills and potential effectively.
Rapport Building
Creating continuing compatibility; getting along well; pro‑actively developing relationships.
Tolerance for Stress
Maintaining stable performance under pressure and/or opposition (eg time pressure, job ambiguity); relieving stress in a way that is acceptable to the person, others and organisation.
----------------------------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------------------------------------------------
Innovation
Generating and/or recognising imaginative, creative solutions in work related situations.
Adaptability
Maintain effectiveness in varying environments and with different tasks, responsibilities and people.
Oral Presentation
Effective expression when presenting ideas or concepts to an individual or to group, when given time for preparation (includes gestures and non‑verbal communication).
------------------------------------------------------------------------------------------------------------
Resilience/Tenacity
Handling disappointment and/or rejection while maintaining effectiveness.
Impact
Creating a good impression, commanding attention and respect, showing an air of confidence.
Energy
Maintaining a high activity level and effective performance for an extended period of time.
======================================================================
Integrity
Maintaining social, ethical, and organisational norms in conducting internal and external business activities.
Expressing ideas effectively in individual and group situations (includes non
verbal communication); adjusting language or terminology to characteristics or
needs of the audience.
---------------------------------------------------------------------------------------------- I
Written Communication
Expressing ideas clearly in memoranda, reports, letters or other documents with appropriate organisation and structure, correct grammar and language or terminology that is adjusted to the characteristics or needs of the audience.
What is a good job. What do you need to manage a team. Analysing the job. Developing the job profile. Developing the job specification and standards.
---------------------------------------------------------
2. Selection process.
Why improve the selection process. Job requirements and qualifications. Preparation for selection. Areas of probing. Planning for the interview. Conducting the interview. Rating the evaluation.
Managing by objectives. Steps in managing by objectives. Establishing objectives. Developing measurable objectives. Written "objectives" statements. Conducting the objective setting interview.
-----------------------------------------------------------
4.Performance review and development plan.
Preparing for the interview. Importance of advance planning ‑ know you staffs performance ‑ positive feedback ‑ managing negative feedback. Causes of performance problems. Analysing performance problems and critical incidents. Conducting the development interview. Using probing questions. Handling the fear of change. Managing conflicts. Developing and negotiating a development plan.
----------------------------------------------------------------------------------
5.Counselling during the interviews communication skills.
-------------------------------------------------------------------------------
6.Managing by situational leadership influence.
Your leadership styles. Personal and individual factors. Situational factors. Assessing the various situations. Developing and adapting appropriate styles for effectiveness. Understanding staff readiness.
---------------------------------------------------------------------------
7.Managing by exception ‑ techniques.
--------------------------------------------------------------------
8.After performance review meeting.
Coaching for improved performance. Mentoring.
--------------------------------------------------------------------
9.Staff counselling and problem solving.
------------------------------------------------------------
10. Managing problem employees.
*Behaviours and intervention strategies.
-----------------------------------------------------------------
11. Motivating people through supporting communication.
*Praise. Positive reinforcement. Continuous feedback. Empowerment ‑ to spark exceptional performance. Enabling ‑ to bring out the best.
------------------------------------------------------------
12. Managing the change.
Changes in market, methods and organisation. Resistance to change. How to initiate change. Managers' roles in change. Communication in change.
------------------------------------------------------------
13. Managing diversity
--------------------------------------------------------
14. Assertiveness.
-------------------------------------------------------------
15. Delegation
==================================
THESE ARE THE
FIRSTLINE MANAGERIAL SKILLS/ABILITIES/COMPETENCE
1.SUPERVISING YOURSELF
‑ FIRST UNDERSTAND YOURSELF BEFORE
YOU TRY TO UNDERSTAND OTHERS.
1. . . . Making the best use of time while on the job?
2. . . . Planning ahead so to know what you want to do?
3. . . . Organizing his/her activities so to save time and get productivity?
4. . . . Conducting oneself so that the workers respect you?
5. . . . Cooperating with other supervisors or departments?
6. Living with job pressures?
7. Honestly adapting to change?
8. Using a daily checklist of projects to be completed?
9. Being accountable for your actions?
10. Making a definite effort to grow and develop on the job?
2.SUPERVISING YOUR PEOPLE
PLAN, DIRECT AND CONTROL THE EFFORTS OF OTHERS.
1.Giving workers definite assignments and productivity goals?
2.Training the workers for top performance?
3.Counseling and coaching the people?
4.The workers feeling they can approach their supervisor at any time?
5.Getting the workers to accept responsibility?
6. Orienting new employees properly?
7. Controlling tardiness?
8. Getting the workers to develop good work habits?
9. Having good morale in the organization.
10. Handling the worker's complaint?
3.SUPERVISING YOUR JOB
‑ BE ACTION‑ORIENTED ‑ GET THE JOB DON E
I Managing by objectives?
2. Reaching your objectives ‑ get the job done?
3. Keeping equipment in good repair?
4. Workers producing in relation to acceptable quality standards?
5. Operating with a cost control program?
6. Supervisors doing their part to have proper housekeeping in all work areas?
7. . . . Operating within the safety /environmental regulations provided to the supervisors?
8. . . . Carrying out the directives of top management?
9. . . . The supervisors seeking out ways to improve their operation?
10 Making the total commitment to the job?
LEADERSHIP
INSPIRING ACTION THROUGH EXAMPLE AND POSITIVE PERSUASION.
1. Leading by example?
2. Inspiring team effort?
3. Getting the supervisors to accept the respon sibility that getting the job done lies squarely
on their shoulders?
4. Treating the workers fairly?
5. Supervisors displaying self‑confidence in their leadership?
6. . . . Encouraging ideas and suggestions from the workers before making a decision?
7. Supervisors knowing their job?
8. Being patient with the workers?
9. Not knowing an answer, to admit it openly, and not bluffing?
10 . . . Making a determined effort to remember names?
COMMUNICATION
‑ EXCHANGING THOUGHTS AND IDEAS FOR MUTUAL UNDERSTANDING AND ACTION.
1. . . . Listening to the people when the occasion warrants it?
2. . . . Keeping personal problems from interfering with his/her job as a supervisor?
3. Giving clear and accurate instructions?
4. Writing a memo so it is understandable?
5. Standing in front of a group and communicating orally?
6. Encouraging the people to communicate to the supervisor?
7. . . The supervisor making a conscious effort to communicate with his/her boss?
8. . . . The supervisors putting their people at ease before starting to communicate with them?
9. . . . Employing empathy, or putting yourself in the other person's shoes, when communicating
MOTIVATION
‑ GETTING PEOPLE TO DO WHAT YOU WANT THEM TO DO.
1. Being self‑motivated?
2. Giving orders that get acceptance and action?
3. Motivating each worker as an individual?
4. Being positive in sayings and actions?
5. Encouraging loyalty to the organization?
6. Promoting good morale among the workers?
7. Showing appreciation for good work?
8. Appealing to a worker's pride?
9. Getting workers to produce as expected?
10. Asking workers for their opinions and suggestions?
HUMAN RELATIONS
‑ GETTING ALONG WITH PEOPL
1.. . Taking the time to know each worker as an individual?
2. . The workers feeling that their supervisor jespects them?
3. . . . Treating and supervising men and women the same way?
4. ..Talking to people as equals?
5. ... Communicating to a worker what he/she is expected to do on the job?
6. . . . The workers knowing where they stand at all times?
7. . . . Keeping supervisors from manipulating their workers?
8. . . . Controlling personality clashes so they do not affect supervision?
2.Explain the importance of strategy and policies in organizational functioning. Describe how strategy and policies are formulated in the organization you are familiar with. Highlight the strategies and policies which were successful supporting with examples. Briefly describe the organization you are referring to.
THE COMPANY ANALYSES THE FOLLOWING DATABASE
AND APPLYS THE PROBELM SOLVING/ DECISION
MAKING APPROACH / FINALIZES THE PLAN.
1. External Assessment
Areas for opportunities and threats
* Markets [ what is the market situation, which is forcing the change requirements
*Customers [ how can service the customer -internal / external -better .
* Industry [ is the industry trend ]
* Competition [ is it the competitive situation
*Factors of business [ causing the change]
* Technology [ is it technology change ]
2. Internal Assessment
Areas for strengths, weaknesses, and barriers to success
ORGANIZATION DIMENSIONS
*Culture [ is the working culture change ]
* Organization [ is the organization demanding change ]
* Systems [ is it the systems change ]
* Management practices [ change in managemement process]
OTHER KEY DIMENSIONS
*Cost‑efficiency[ is it for cost efficiency ]
* Financial performance [ is it for financial performance improvement ]
* Quality [ is it for quality performance improvement
*Service [ is it for service performance improvement
*Technology[ is it for technology performance improvement
* Market segments [ is it for sales performance improvement
* Innovation[ is it for performance improvement
*new products[ is it for new product performance improvement
*Asset condition[ is it for financial performance improvement
*productivity[ is it for financial performance improvement
3. Source Strategic objectives and programs
The critical issues that must be addressed if the organization
Is to succeed
Strengths
Weaknesses
Opportunities
Threat
PRIORITY ISSUES
FROM THE ABOVE , DETERMINE THE CORE ISSUES
WHICH NEEDS TO SOLVED WITH YOUR INVESTMENT.
STRATEGIC PROGRAMS
FROM THE ABOVE CORE ISSUES , DETERMINE YOUR
STRATEGIC PROGRAMS.
Mission STATEMENT
VISION STATEMENT
Your CORE PURPOSE
Your CORE OBJECTIVES
Your Core markets;
Your CORE strategic thrusts.
======================================
NOW THE QUESTION IS
-BASED ON THE ABOVE WHAT ARE
THE STRATEGIES NEEDED.
1. Basic question: How is organizational direction determined? Every organization takes on some direction, in terms of what customers/clients it serves and what functions it performs for these customers. This direction is often called its purpose, Mission or realized strategy. An organization's mission is a set of statements that define the exchange relationship between the organization and its stakeholders or claimants. More specifically a mission defines the population served and the function it fulfills or the need it satisfies for that claimant. This direction, or mission, may be the result of a deliberate planning process or it may emerge as the result of a set of incremental decisions.
THIS ORGANIZATION Realized Strategies are the result of a combinations of Purely Deliberate and Purely Emergent Strategies.
1.THIS ORGANIZATION'S Deliberate Strategy-
This process starts with an analysis of a company's current mission and strategies. The most popular tool used in this process is the SWOT (Strengths, weaknesses, opportunities, threats) model. The external environment in terms of opportunities and threats, is analyzed by examining threats to the company's current position and new opportunities (new customers, new applications, unfulfilled customers needs, etc.). The analysis proceeds by examining the company's internal environment in terms of its strengths and weakness. A mission and competitive strategy is formulated that matches opportunities with strengths and plans are made to strengthen areas of weakness.
The next step is to develop functional strategies that support the overall business level competitive strategy. Marketing, Human Resource, Financial, Operations, Information Systems, and R & D strategies are developed that support the business unit strategy. Finally, a control system (organizational structure) is designed to insure that operational decisions are made consistent with the business and functional strategies.
2. THIS ORGANIZATION'S Emergent Strategy
- Emergent Strategies are the result of incremental decision making that achieve some degree of consistency over time and launch the organization into a direction. When decisions are made or problems are solved, they have potential strategic impact.
Levels of Strategy
1. Mission/Domain- Before identification of strategy can occur, one must clearly identify the mission or domain of the organization. The domain of an organization consists of the population it serves and the functions it performs (satisfies) for that population. Sometimes the domain is defined in terms of products or services offered (rather than functions performed), but this tends to be more limiting because it defines the mission more in terms of means rather than ends.
2. Corporate Level Strategy.
1. Vertical Integration STRATEGY
Forward Integration- Gaining ownership or control over distributors.
[TAKE OVER DISTRIBUTORS IN ''UNREPRESENTED AREAS'' .
2. Horizontal Integration STRATETGY
- Seeking ownership or control over competitors
[BOUGHT OVER ONE SMALL /BUT DYNAMIC COMPETITORS ]
3. Market Penetration STRATEGY
- Seeking increased market share for present products through greater marketing efforts
4. Market Development STRATEGY
- Introducing present products in new markets
5. Product Development STRATEGY
- Seeking increased sales by improving present products
6. Diversification STRATEGY
1. Concentric- Adding new or related product lines
2. Conglomerate- Adding new, but unrelated product lines
3. Competitive or Business Level Strategy
- How should we compete in our chosen business(es)? Competitive strategies involve determining the basis of costumer or client decision making. Generally, they are based on some combination of quality, service, cost, time, and quality of the experience.
1. Cost Leadership Strategies
- With this strategy you are competing on price. Your various functional strategies all emphasize cost reduction. This is an effective strategy when the market is comprised of many price sensitive buyers, when there are few ways to achieve product differentiation, when buyers do not care much about differences from brand to brand , or when there are a large number of buyers with significant bargaining power.
2. Differentiation Strategies
- Differentiation strategies rely on some basis of product differentiation such as flexibility, specific features, service, time and availability, low maintenance, etc. as the basis for competition. Product development and market research are generally necessary components of a differentiation strategy. Generally, a successful differentiation strategy allows a firm to charge a higher price for its product. Organizations generally need strong R & D departments with strong coordination between R & D and marketing departments. Human Resource strategies must place emphasis maintaining a competitive skill base and motivating employees toward the basis for differentiation.
3. Focus or Niche Strategies
- A successful focus strategy depends upon an industry segment that is of sufficient size, has good growth potential, and it not crucial to the success of other major competitors. Focus strategies are pursued in limited markets in conjunction with cost leadership and/or differentiation strategies. Focus strategies are the most effective when consumers have distinctive preferences or requirements and when rival firs are not attempting to specialize in the same target segment.
4. Functional Strategies
- How do organizational functional units contribute to the business level strategies? How can functional strategies be integrated to achieve competitive advantage?
1. Marketing Strategies- How do we communicate our strengths to the customer? How do we identify customer requirements and changes in customer requirements?
2. Human Resource Strategies- How do we recruit, train, develop, motivate, compensate, and place employees so that behavior is directed toward the competitive strategy and works to build competitive advantage?
3. Financial Strategies- How do we secure financial resources necessary to carry our competitive strategy?
4. Operations Strategies- How do we design our processes to produce products and/or service that meet customer requirements as specified in our strategy?
5. Information System Strategies- How do we provide decision makers, at all levels, with information necessary to make decisions consistent with strategy?
6. Technological (R & D) Strategies- How do we develop products consistent with customer requirements as specified in strategy?
===================================================
Corporate Level Strategy----FIRST LEVEL
Corporate level strategy fundamentally is concerned with selection of businesses in which your company should compete and with development and coordination of that portfolio of businesses.
Corporate level strategy is concerned with:
Reach – defining the issues that are corporate responsibilities. These might include identifying the overall vision, mission, and goals of the corporation, the type of business your corporation should be involved, and the way in which businesses will be integrated and managed.
· Competitive Contact – defining where in your corporation competition is to be localized.
· Managing Activities and Business Interrelationships – corporate strategy seeks to develop synergies by sharing and coordinating staff and other resources across business units, investing financial resources across business units, and using business units to complement other corporate business activities.
· Management Practices – corporations decide how business units are to be governed: through direct corporate intervention (centralization) or through autonomous government (decentralization).
The Corporate Strategy – What business should you be in? Looks at the whole range of business opportunities
Corporate Level Strategies
This is the level where vision statement of the companies emerges
====================================
Business Unit Level Strategy---LEVEL TWO [2 ]
A strategic business unit may be any profit center that can be planned independently from the other business units of your corporation. At the business unit level, the strategic issues are about both practical coordination of operating units and about developing and sustaining a competitive advantage for the products and services that are produced.
Business Strategy – Battle plans, tactics used to fight the competition in the industry that your company currently participates in .
BUSINESS UNIT LEVEL STRATEGY
At the business unit level, the strategy formulation and implementation deals with:
Positioning and differentiating the business and/or products against rivals
Business-level cross-functional process management
Anticipating changes in technology and customer perceptions and adjusting the strategy to accommodate them.
Influencing the nature of competition through strategic actions such as virtual integration and through political actions
Building strategic partnerships and co-innovating with other business units, partners, and customers.
Business Level STRATEGY
This level consists of primarily the business managers or
managers of Strategic Business units. Here strategies are about
how to meet the competition in a particular product market and
strategies have to be related to a unit within an organisation.
The managers at this level translate the general statements of
direction and intent churned out at corporate level. The
managers identify the most profitable market segment, where
they can excel, keeping in focus the vision of the company. The
corporate values, managerial capabilities, organisational responsibilities,
and administrative systems that link strategic and
operational decision making level at all the levels of hierarchy,
encompassing all business and functional lines of authority in a
company are dealt with at this level of strategy formulation. The
managerial style, beliefs, values, ethics, and accepted forms of
behaviour must be congruent with the organisational culture
and at this level, these aspects are diligently taken care of by
strategic managers.
================================================================
Functional Level Strategy-----LEVEL THREE [ 3 ]
The functional level of your organization is the level of the operating divisions and departments. The strategic issues at the functional level are related to functional business processes and value chain. Functional level strategies in R&D, operations, manufacturing, marketing, finance, and human resources involve the development and coordination of resources through which business unit level strategies can be executed effectively and efficiently.
Functional units of your organization are involved in higher level strategies by providing input into the business unit level and corporate level strategy, such as providing information on customer feedback or on resources and capabilities on which the higher level strategies can be based. Once the higher level strategy or strategic intent is developed, the functional units translate them into discrete action plans that each department or division must accomplish for the strategy to succeed.3
Case in Point
Functional Strategy – Operational methods and value adding activities that you choose for your business (venture strategies, technology strategies, diversification strategies, marketing strategies, differentiation strategies, ETC.tegy5iThree Hierarchical Levels of Strategy5erarchical Levels of Strategy5
Operational Level
Planning alone cannot create massive mobilisation of resources
and people and can never generate high quality of strategic
thinking required in complex organisational context. For this to
happen, the planning should be carefully dovetailed and
integrated with significant administrative systems viz. management
control, communication, information management,
motivation, rewards etc. It is also vital that all these systems are
supported by organisational structure that define various
authority and responsibility relationships, among various
members of the company and specifically at operational level.
The culture of the organisation should be accounted for, and
these systems should find adaptability with the culture of the
organisation.
Further,reasons how business strategy
serves the need of
a. Management students
b. Middle-level executives.
Now look at this diagram and see how various function are
interrelated
Interaction of Various Functions
The managers at this level of product, geographic, and functional
areas develop annual objective and shortterm strategies.
The strategies are designed in each area of research and development,
finance and accounting, marketing and human relations
etc. The responsibilities also include integrating among
administrative systems and organisational structure and strategic
and operational modes and seek for congruency between
managerial infrastructure and the corporate culture. Thus
===========================================
##########################################
#######################################################
3. Explain the process of conflict. Describe various sources of conflict generation in the organization you are familiar with. Explain, how some of these conflicts were resolved, illustrate with examples. Briefly describe the organization.
PROCESS OF CONFLICT
In sum, then, the conflict process constitutes five phases .
Phase I has three subphases.
-The first our coexistence in the sociocultural space of meanings, values, norms, status and class. This is the space of potentiality, of possibility, but not of actual tendencies, interests, and conflicts. Its nature is defined by our sociocultural dimensions; within this nature lie the seeds of all our conflicts.
The second subphase results from the transformation of potentiality into dispositions--tendencies to have opposing interests--which are clusters of attitudes connected to our needs, that lie along the major social distances separating us. Moreover, the full development of this phase requires our mutual awareness of our differences and similarities.
Awareness plus attitudes tending to opposition form the structure of conflict. Opposing attitudes can become activated by our needs. Infused with energy, they may become opposing interests, each driving towards satisfaction. This opposition develops in the context of our mutual expectations about each other in some situation, our capabilities to gratify these interests and our will to do so. The transformation of attitudes into interests initiates the third subphase. Interests along with capabilities and expectations define the situation of conflict.
Phase I is the latent conflict phase, since no overt conflict occurs. What follows is the initiation of conflict,
Phase II, which is triggered by some event stimulating the will to manifest opposing interests. This is a situation of uncertainty, for the other's reaction to such an attempt is unknown, and the risks are objectively incalculable. But the will has decided and prepared for the actual confrontation of interests, of powers--
Phase III, the balancing of powers.
The balancing phase involves three periods.
1.The first is the status quo testing period, the preliminary assessment of the initial rights and benefits one can assert against another, and the capabilities and will he appears to have.
2.The second period is the clash of social powers, the attempt by each party to manifest his interests over the other. Any and all forms of social powers may be involved, but we should discriminate between the confrontation of coercive and noncoercive powers.
3.The final period involves accommodations--an adjustment of interests in the light of the knowledge created, the uncertainty reduced by the confrontation.
In the case of coercive powers, the clash may lead to the use of force, the use of physical power to manifest one's interests in spite of the resistance of the other self. Accommodation is a negotiation among selves; force is the physical bypassing of another self.
The balancing of powers phase may manifest conflict interaction, as powers conflict and accommodations are reached. Violence may also occur in the application of deprivation or implementation of threats. Moreover, if coercion leads to force, violence will certainly be involved.
Whether through force or accommodation, this final period leads to a balance of powers, and structure of expectations,
Phase IV. This constitutes the network of formal or informal understandings and agreements based on a balancing among interests, capability, and wills. It is a structure of expectations, which involves at its core a status quo, a system of understandings concerning who owns or has other rights to what.
Nonconflict social interaction occurs within this structure, but such interaction is itself a process of learning more about another, through which the structure becomes gradually reinterpreted and incrementally altered. Such change is small and limited, for the structure is based on a given balance of powers, a specific historical triangle of interests, capability, and wills.
This triangle also changes: interests, capabilities, and wills shift in time, sometimes rapidly and radically. Thus, the structure of expectations becomes increasingly or is suddenly incongruent with the underlying state of affairs.
Finally,
Phase V of the conflict process is disruption. Although a structure of expectations may end simply as a result of one party moving away or dying, ordinarily the structure will be disrupted. Changes in social conditions (a promotion, a hospitalization, an accident), or natural disasters (fire, flood, earthquake), or events (war, revolution, terrorism) which can upset a structure whether it is congruent with the underlying triangle or not. Often, however, an increasingly incongruent structure continues to exist, in which case there is corresponding likelihood that some small and chance event--a trigger--will disrupt it.
Once disrupted, the relations between the parties may return to that of potentiality, if they completely separate, or a structure of conflict if their interests are no longer opposing but there is some awareness--some contact between them. Often, however, social relationships are continuous, as with husband and wife. Then, upon disruption the process of conflict returns to the situation of uncertainty. The resulting balancing of power, the establishing of a new structure, reorders nonconflict interaction in line with new interests, capabilities, and credibility.
This rephasing of the conflict process, this re-enactment of the previous phases, is not a simple rewriting on an erased slate. The preceding experiences, balances, and their structures inform the new balancing, the new balance. Therefore, this conflict process represents more a helix than a cycle, a process spiraling upward in learning and adjustments. And unless there is a change in the fundamental conditions of the relationship, the helix will lead to greater cooperation and less conflict.
THE EIGHT STEPS TO CONFLICT RESOLUTION.
Create an Effective ATMOSPHERE.
Clarify PERCEPTIONS
Focus on Individual and SHARED NEEDS.
Build SHARED POSITIVE POWER.
LOOK TO THE FUTURE , then Learn from the Past
Generate OPTIONS.
Develop DOABLES.
Make MUTUAL BENEFITS AGREEMENTS.
The " process" is based on the following five principles. Keep them in mind whenever you are involved in a conflict:
Think "we," rather than "I versus you" - working together helps solve conflicts.
Try to keep in mind the long term relationship.
Good conflict resolution will improve the relationship.
Good conflict resolution benefits both parties.
Conflict resolution and relationship building go hand in hand.
----------------------------------------------------------------------------
THE ORGANIZATION IS THE SAME AS LISTED IN THE
ABOVE 2 QUESTIONS.
WE FOLLOW THESE STEPS IN MANAGING THE CONFLICTS
BETWEEN TWO DEPARTMENTS IN CORPORATE PLANNING
SESSIONS.
The Eight Steps
Step 1 - Create an Effective Atmosphere
Creating an effective atmosphere is a very important step in the conflict resolution process. It is more likely for mutual agreements be reached when atmosphere is given careful consideration. When thinking about atmosphere, remember these ideas:
Personal preparation -- doing all you can to ready yourself in positive ways to approach issues honestly and openely.
Timing -- choosing a time that is best for all parties involved. A time in which no one is feeling pressed to move on or pressured in other ways.
Location -- where you meet is as important as when you meet. It is best to pick a place where all parties can feel comfortable and at ease.
Opening statements -- try to start out on a good note. Good openings are ones that let others know you are ready and willing to approach conflict with a team-like attitude that focuses on positive ends. They should also ensure the trust and confidentiality of the parties involved.
Step 2 - Clarify Perceptions
Clarify individual perceptions involved in the conflict. You can't solve a problem if you don't know what it is about.
Sort the parts of the conflict - ask what it is about.
Avoid ghost conflicts -- get to the heart of the matter and avoid side issues.
Clarify what, if any, values are involved.
Recognize that the parties involved need each other to be most effective.
Additionally, clarify your perceptions of the other party.
Avoid stereotyping.
Listen carefully.
Recognize the other's needs and values.
Empathize - ask why they feel the way they do.
Clear up misconceptions you may have of them.
Step 3 - Focus on Individual and Shared Needs
Expand on shared needs. Realize that you need one another in order to successfully resolve conflicts. Be concerned about meeting others needs as well as your own. When you take the time to look, you will recognize that individuals often share needs in common.
Step 4 - Build Shared Positive Power
Power is made up of people's outlooks, ideas, convictions, and actions. A positive view of power enables people to be most effective. A negative outlook on power proves disempowering. Instead of "power with," it encourages "power over." Positive power promotes building together and strengthening partnerships. When parties in conflict have this outlook, they can encourage each other to use shared positive power. This gives an ultimate advantage to all involved because each person's positive energy is being drawn upon for a worthwhile solution.
Step 5 - Look to the Future, then Learn from the Past
Don't dwell on negative past conflicts, or you won't be able to deal positively in the present or the future. Try to understand what happened in the past, and avoid repeating the same mistakes over. Don't get stuck in a rut; learn from past conflicts and be forgiving. Let others know "I'm not mad at you, I'm mad at what you did."
Step 6 - Generate Options
Beware of preconceived answers.
Look for common threads.
Make sure options are workable for all parties involved.
Set aside disagreements and focus on options that seem most workable.
Avoid spin-off conflicts by bypassing options that won't work for all involved.
In Generating Options:
Ask first for the conflict partner's options -- listen and learn.
Try free-flowing options:
make new suggestions
write them down
wait to discuss them till they're all out on the table
group similar options together
narrow down the list
predict possible outcomes
look at all ideas, no matter how silly they may seem
Imagine
Identify Key Options; these are ones that will:
meet one or more of the shared needs
meet individual needs and are compatible with other's needs
use mutual positive power
improve the relationship
be at least acceptable but preferably satisfying to all involved
When looking at options, don't let past experiences cloud present perceptions and decisions.
Step 7 - Develop "Doables" -- Stepping-Stones to Action
Doables are specific actions that have a good chance at being successful. Doables are:
the ideas that have the best chance at success
steps that never promote unfair advantages on any sides
found on shared input and information from all parties
trust builders - they add confidence in working together
actions that meet shared needs
Step 8 - Make Mutual Benefit Agreements
Mutual-Benefit Agreements should give you lasting solutions to specific conflicts.
Instead of demands, focus on developing agreements and find shared goals and needs.
Build on "Doable" things by working on the smaller stepping-stone solutions.
Pay attention to the needs of the other person in addition to your own interests.
Recognize the "givens" - basic things that cannot be altered or compromised.
Clarify exactly what is expected of you in the agreement - your individual responsibilities.
Keep the conflict partnership process going by using and sharing these skills with others.
Handling Anger
It's alright to feel anger, but we should not allow it to rule. Instead, we should identify the source of our anger and then try to move past it. When this is done, we can focus on the positive steps of conflict resolution. In partnerships, the idea is not to break down - it is to focus on building up.
Dealing With People Who Only Want Things Their Way
Effective conflict resolution is not deciding who gets their way. Using conflict partnership skills can help you find a resolution that is "getting our way," even with people who seem locked in a pattern of "either your way or mine."
When the other party seems to be defining conflict resolution as an "I-versus-you" struggle:
try extra hard to set a partnership atmosphere
state clearly that you see conflict resolution as a process in which you need each other
focus on shared needs and shared power
generate specific options and doables that will improve the relationship for both of you
If the other party is focusing on power or control and thinking losing either will weaken them:
focus on developing an "our" power attitude
recall times that effective shared power has worked for the relationship in the past
When the other party focuses on controlling the situation rather than on the needs of the situation:
encourage them to talk about what they think the needs of the situation really are
try to come up with doables based on those needs
Dealing with Conflicts that Involve an Injustice
An injustice involves a violation of values or principles that are important to you.
Make sure that you understand the differences between behavior that is unjust and behavior you simply do not like.
If you're confident that a conflict does indeed involve an injustice, you need to tell the other party involved how see what has occurred.
Focus on the behavior, not on the person. In injustice situations, we often hear people saying, "You aren't fair!" This kind of statement could result in a reply such as "Well, if you think I'm an unfair person, then I guess we have nothing to talk about." A better way to handle this would be to start with a positive opening statement such as, "I feel what you did was unfair, and I want to understand why you did it. Were you aware I might feel unjustly treated? Would you feel unjustly treated if someone did that to you?" This is more likely to result in a positive response and some feedback.
Clearly state when you think an injustice has been done. Do it in a way that encourages positive behavior and successful resolution.
You could:
Ask what alternate behavior could have been used.
Ask them to put themselves in your shoes to understand how you were affected by their behavior.
Focus on the positive by reminding them of past examples when their fair behavior resulted in good partnership resolution.
###############################################################################################
