Textbook Notes (369,137)
Canada (162,407)
York University (12,903)
ADMS 4900 (51)
Chapter 11

Chapter 11

3 Pages
97 Views

Department
Administrative Studies
Course Code
ADMS 4900
Professor
Kelly Thomson

This preview shows page 1. Sign up to view the full 3 pages of the document.
Description
Feb.06/2014 Lecture 5 Chapter 11—Strategic Leadership: Creating a Learning, Ethical and Socially Responsible Organization - important to build a learning organization and ethical organization for leader to advance towards organization’s goals and objectives Leadership: Three Interdependent Activities - is proactive, goal orientated, and focuses on the creation and implementation of creative vision - process of transforming what firm is to what the leader would have them become - leadership and strategic management go hand in hand ~ involve guiding firm to goals, identifying visions - effective manager: ~ provide subordinates with sense of purpose and identity ~ create opportunities ~ motivates ~ makes resources available to achieve goals ~ contributes to success of organization as a whole - managerial leader preserving order, applying expertise to functional area, ensuring compliance with rules and regulations, creating new order, predictability, efficiency in their area of responsibility ~ Glen Rowe: only recognize reward/punishment as tools to influence subordinates - strategic leader comfortable in overseeing their operating responsibilities, proactively looking at situations, shape ideas, take risks, make choices that can make a difference in their firm ~ Glen Rowe: able to influence other in day-to-day decisions that make them more viable to the organization and make appropriate investments for the future while maintaining appropriate level of stability in the present - leaders are change agents whose success is measured by how effectively they formulate and implement strategic vision and mission - leaders must recognize three interdependent activities: 1. setting direction 2. designing organization 3. nurturing culture dedicated to excellence and ethical behavior 1. Setting Direction - leaders need to have a good understanding of who the stakeholders are ~ integrate this information into what the company can become - benefits of strategic vision: ~ clear future direction ~ framework for firm’s mission and goals ~ enhanced employee communication, participation and commitment - bullet train thinking if you want to double the speed you need to think outside the box 2. Designing the Organization - problems implementing their vision may arise from: ~ lack of understanding of responsibility among managers ~ reward systems don’t motivate individuals toward firm’s goals ~ inadequate budgeting and control system ~ insufficient mechanisms to integrate activities across firm 3. Nurturing and Excellent and Ethical Culture - leaders play a big role in changing, developing and sustaining organization’s culture - executives and top management must accept personal responsibility or developing and strengthening ethical behavior through organization - have to show that such behavior is central to the vision and mission of the firm - role models, corporate credos, codes of conduct, reward and evaluation systems, policies and procedures can all help company become ethical Elements of Effective Leadership 1. Integrative Thinking - considering two conflicting ideas simultaneously, without dismissing one or becoming discouraged about reconciling them - about reconciling opposing thoughts and identify creative solutions that provide them with more options and alternative - elements of integrative thinking: ~ salience take stock of what features of the decision you consider relevant and important; look at all features ~ causality make mental map of the causal relationships between the features ~ architecture use mental map to arrange sequence of decisions that will lead to specific outcome; more than one path and no path is right or wrong ~ resolution make your selection - integrative thinking not to be looked at as a trade-off but instead a method for synthesizing opposing ideas into creative solution - can be learnt 2. Overcoming Barriers to Change - why do people resist change: ~ vested interests in the status quo (ie: risk averse) ~ there are systematic barriers—design of organization’s
More Less
Unlock Document

Only page 1 are available for preview. Some parts have been intentionally blurred.

Unlock Document
You're Reading a Preview

Unlock to view full version

Unlock Document

Log In


OR

Join OneClass

Access over 10 million pages of study
documents for 1.3 million courses.

Sign up

Join to view


OR

By registering, I agree to the Terms and Privacy Policies
Already have an account?
Just a few more details

So we can recommend you notes for your school.

Reset Password

Please enter below the email address you registered with and we will send you a link to reset your password.

Add your courses

Get notes from the top students in your class.


Submit