Slide đại cương về lãnh đạo trong tổ chức 7 8 strategic leadership and managing crises and change

LEADERSHIP: ng c om Theory, Application, Skill Development co 2d Edition ng th an Robert N Lussier and Christopher F Achua du o This presentation edited and enhanced by: cu u George W Crawford Asst Prof of Mgmt Clayton College & State University Morrow, GA 30260 georgecrawford@mail.clayton.edu 11-1 Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt ng c om Chapter 11 cu u du o ng th an co Strategic Leadership and Managing Crises and Change 11-2 Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt Chapter 11 Learning Outcomes cu u du o ng th an co ng c om • Role of leadership in strategic management process • Relevance of internal and external environment • Importance of a vision and mission statement • Relationship between corporate objectives and strategies • Importance of strategy evaluation • 5-step process to crisis risk assessment • phases of the change process • Major reasons for resisting change • People and task-oriented techniques for overcoming resistance to change 11-3 Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt STRATEGIC LEADERSHIP cu u du o ng th an co ng c om • The process of providing the direction and inspiration necessary to create and implement a vision, mission, and strategies to achieve and sustain organizational objectives • The purpose of strategic leadership is to effectively implement and guide the process of strategic management 11-4 Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt ng co cu u du o ng th an The set of decisions and actions used to formulate and implement specific strategies that will achieve a competitively superior fit between the organization and its environment so as to achieve organizational goals c om STRATEGIC MANAGEMENT 11-5 Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt .c om The Strategic Leadership/ Management Process • Analyze the environment an co ng – Internal (Why?) – External (For What?) th • Develop a strategic vision cu u du o ng – An ambitious view of the future that everyone in the organization can believe in, that is reasonably attainable, and which offers a future that is better in important ways than what now exists 11-6 Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt The Strategic Leadership/ Management Process ng c om • Write a meaningful mission statement u du o ng th an co – Defines the core purpose and reasons for organizational existence – Should be both broad and precise – Not easy cu • Can take months and years – Must change as organization changes 11-7 Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt The Strategic Leadership/ Management Process cu u du o ng th an co ng c om • Create Corporate Level Objectives – Desired outcomes that an organization seeks to achieve for stakeholders – Include both financial and strategic objectives – Help everyone to focus in same direction – Targets against which performance is compared 11-8 Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt The Strategic Leadership/ Management Process c om SMART Corporate Level Objectives co ng -Specific cu u du o ng th an -Measurable -Achievable -Relevant -Timely 11-9 Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt The Strategic Leadership/ Management Process c om Formulate Strategy cu u du o ng th an co ng Strategy is the general plan of action that describes resource allocation and other activities for exploiting environmental opportunities and helping the organization attain its goals 11-10 Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt cu u du o ng th an co ng c om How Can a Leader Reduce Resistance toTask-Oriented Change? • Assemble a coalition of supporters • Align organizational structure with new strategy for consistency 11-45 Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt cu u du o ng th an co ng c om How Can a Leader Reduce Resistance toTask-Oriented Change? • Assemble a coalition of supporters • Align organizational structure with new strategy for consistency • Survey the organizational landscape for likely supporters and opponents 11-46 Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt cu u du o ng th an co ng c om How Can a Leader Reduce Resistance toTask-Oriented Change? • Recruit and fill key positions with competent and committed supporters 11-47 Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt cu u du o ng th an co ng c om How Can a Leader Reduce Resistance toTask-Oriented Change? • Recruit and fill key positions with competent and committed supporters • Know when and how to use ad-hoc committees or task forces to shape implementation activities 11-48 Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt cu u du o ng th an co ng c om How Can a Leader Reduce Resistance toTask-Oriented Change? • Recruit and fill key positions with competent and committed supporters • Know when and how to use ad-hoc committees or task forces to shape implementation activities • Know when a full-scale approach to implementation is needed 11-49 Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt ng co cu u du o ng th an Discuss how an organization’s objectives may affect its search for opportunities .c om Discussion Question #1 11-50 Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt .c om Discussion Question #2 cu u du o ng th an co ng What are the key elements of the strategic management process? 11-51 Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt ng co an cu u du o ng th What is the difference between a strategic vision and a mission statement? c om Discussion Question #3 11-52 Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt ng co an cu u du o ng th The essence of the strategic management process is adapting to change Discuss .c om Discussion Question #4 11-53 Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt .c om Discussion Question #5 cu u du o ng th an co ng What are the current factors or trends that make pre-crisis planning an important aspect of strategic leadership? 11-54 Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt ng co cu u du o ng th an What are the three main components of a precrisis plan? c om Discussion Question #6 11-55 Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt ng co an cu u du o ng th Describe the responsibilities of a crisis leader .c om Discussion Question #7 11-56 Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt .c om Discussion Question #8 cu u du o ng th an co ng What is the appropriate role of organization’s top leadership during a crisis? 11-57 Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt ng co cu u du o ng th an What are the phases of the eight-stage model of planned change? c om Discussion Question #9 ? ?? ??? ???? ????? ?????? ??????? ???????? 11-58 Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt cu u du o ng th an co ng c om Discussion Question #10 What is the difference between peopleoriented and task-oriented approaches to overcoming resistance to change? 11-59 Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt ...ng c om Chapter 11 cu u du o ng th an co Strategic Leadership and Managing Crises and Change 11-2 Copyright ©2004 by South-Western, a division of Thomson Learning... https://fb.com/tailieudientucntt STRATEGIC LEADERSHIP cu u du o ng th an co ng c om • The process of providing the direction and inspiration necessary to create and implement a vision, mission, and strategies to achieve and. .. Role of leadership in strategic management process • Relevance of internal and external environment • Importance of a vision and mission statement • Relationship between corporate objectives and