Chapter 01

Strategy, Leadership and Culture 

• ​2. Leadership

  • ​DEFINETION

    • ​process of influencing on organisation in its efforts toward achieving an aim/goal

    • ​Good leadership (fundamental ethics) => key factor in organisation success

  • Perspectives on leadership
    观点
    main approach

    • ​Trait approach (theory)  最早的理论

      当初认为成为leader要有special natual （eg: energy, intuition 直觉 and persuasiveness 说服力）

    • ​Behavior approach

      • ​Blake and Mouton

        • ​两个因素：concern for people  & concern for production(work)

      • ​McGregor(Theory X & Theory Y)
        先看是X类型还是Y类型
        

        • ​X-employee: natually lazy => need to be coersed, supervised, controlled & direct for their behaviour

          lack of motivation & initiatives

        • ​X-manager: direct supervision => must use authority to control & redirect our employee

          micro-management 微观管理，管得细

          autocratic 独裁

          do not compromise 不让步

        • Y-employee: work is natural, enjoy work, full of energy & initiative, creative & innovative. but quite sensitive

          under right control, can take on more job responsiblity

        • ​Y-manager: encourge communicate

          participate but not direct 参与不干涉

          give up authority & ranking

    • ​Power-Influence approach

      • ​autocratic 独裁

      • ​participative (power is limited)

    • ​Situational approach (不同状态下用不同leadership)

    • ​Integrative approach （concern more than one type of leadership）

  • ​Leadership role

    • ​Top manager role

      • ​a. Envisioning

        communicating a clear vision of the future and strategy to internal and external stakeholders.

      • ​b. Aligning 权力下放

        deliver the strategy, building relationships of trust and ensuring that people are committed to the strategy and empowered to deliver it.

      • ​c. Embodying (highly invoved)

        being a symbol and role model for the organization

    • ​Middle manager

      • a. Advising 军师

        Advisers to senior management, as they are often closest to day-to-day Operations

      • ​b. Sense making 接地气

        translating the strategy into specific contexts.

      • ​c. Reinterpretation and adjustment 二次解读

      • ​d. Local leadership of change (embodying) at local level

  • ​Change (unavoidable 不可避免) and leadership

    • ​两种风格的leadership

      • ​Charismatic leaders 魅力型领导

        energize people & build a vision of the future 画大饼

        i.e. transformational leadership

      • ​Transactional leaders 实干型领导

        focus on systems and controls and generally seek improvement rather than change.

        i.e instrumental leadership.

    • ​Change management styles (5 styles)

      • ​Education and communication

        explaining in detail why change is necessary, to win people round

      • ​Collaboration and participation

        bringing people affected by change into the process of managing it

      • Intervention

        Decision making delegate to project team

      • ​Direction

        authority ,top-down fashion

      • ​Coercion  强迫

        extreme form of direction 

  • ​Entrepreneurship 企业家精神

• 1. Strategy

  • ​DEFINITION

    • ​Long term decision of an organisation

      (从3个维度考虑)

      • defending & extending the current business

      • ​need to provide new sources of profit

      • ​ventures are new and risky

        (不止创业还要守业)

    • ​Strategic direction: organizations will generally have objectives and then organize themselves to meet those objectives.

  • ​redefine

    重新定义

    • ​determine long term direction

      • ​product

      • ​market

    • ​allocate limite resources [FHPIN]

      • ​Financial $

      • ​Human

      • ​Physical

      • ​Intangible

      • ​Natual

    • ​achieve stakeholders' expectation & purpose

  • ​V2MGO 企业成功关键要素

    • Vision 愿景

      • ​Future desired state (can bring energy & motivation to staff)

        eg: SONY - toad to zero

        SAMSUNG - Inspire the world

        Inspire the next....

    • ​Value

      • ​the way business carried out 经商之道

    • ​Mission

      • ​fundemental purpose to exist

    • ​Global

      • ​general aim (qualitative nature质化)

    • ​Objective

      • ​specific aim (quantitative nature 量化) %、margin、ratio

  • ​Level of strategy

    • ​Corporate level 集团层面

      how to add value

      eg: new geographical location / market

    • ​Business level

      compete successfully 取得竞争优势

      eg. where to be based, what products to sell and the markets to target etc

    • ​Operational level

      impletement effectively

  • ​Strategy management

    • ​Strategic position --> strategic choices --> strategic in action

• ​3. Culture

  • ​DEFINETION

    • ​the way we doing things around here

  • ​influenced factors
    影响因素

    • ​national culture

      与国情有关

      eg:下班呀晚餐食好夜，早上晚上班

    • ​founder of organisation

      与leadership有关

    • ​history of organisation

    • ​style of current leader

    • ​organisation structure

  • ​The cultural web (6+1)

    • ​stories

      
      

      

      • ​企业hero
        positive & negative events
        successful & fail story

    • ​symbols （包含 verbal & visual）

      
      

      

      • ​logo, office layout, title, uniform

    • ​power structures

      
      

      

    • ​organisation structure

      
      

      

      • ​eg. top-down structure / flat structure

    • ​control system

      
      

      

    • ​Rituals and routines
      仪式或常规

      • ​eg. drinks after work

        clock in & clock out

    • ​Paradigm (上述的汇总)