Developing Strategic Management and Leadership

Developing Strategic Management and Leadership

l   Learning Outcomes:

1. 1. Understand the relationship between strategic management and leadership
2. 2. Be able to apply management and leadership theory to support organisational direction
3. 3. Be able to assess leadership requirements
4. 4. Be able to plan the development of leadership skills

Assessment Criteria:

1.1 Explain the link between strategic management and leadership

1.2 Analyse the impact of management and leadership styles on strategic decision

1.3 Evaluate how leadership styles can be adapted to different situations

2.1 Review the impact that selected theories of management and leadership have on organizational strategy

2.2 Create a leadership strategy that supports organisational direction

3.1 Use appropriate methods to review current leadership requirements

3.2 Plan for the development of future situations requiring leadership

4.1 Plan the development of leadership skills for a specific requirement

4.2 Report on the usefulness of methods used to plan the development of leadership skills

Key elements:

1. Define strategic management and Leadership and explore linkages via appropriate models and diagrams - strategic planning, decision making and leadership style. This pertains to issues about being autocratic v.s democratic. Case examples such as BS/Barclays, News Corp are all examples we have discussed. Leadership style and contingency / situational adaption. Models that can be explored include Hershey and Blanchard situational model and Goleman’s range of leadership interventions.

2. Current issues /cases and own organisation’s reviewed. Learners review theory when considering creating a leadership strategy to suit the needs of their live case study e.g. RBS or own. From the analysis of such companies and utilising theoretical understanding, identify, and discuss write out a leadership strategy for supporting strategic planning and implementation.


3. Explore external / Internal trends, for change, create a SWOT and consider training needs analysis.Identify key management competencies and skills for the leadership in meeting the business strategy.Plan for a changing external and internal environment e.g. Diversity leadership, EQ, managing globally / CSR. (TNA). TNA looks at the gap between current skills / competencies and performance and also future ones to meet business goals and objectives. This relates to the strategic plan and any cultural change for example.

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Strategic Management: Decision Making Process

Strategic Management: Decision Making Process 

*Appropriate decision-making is central to successful strategic management. However, there are a variety of contradictory and competing approaches to understanding the decision-making process.
*Using empirical examples critically evaluate the various approaches to decision-making and suggest ways in which managers might address the complexity of decision-making.

*In general, it requires you to build your analysis on empirical examples of decision-making in order to demonstrate the limitations of the various approaches to decision-making.
*It also requires you to indicate how managers seek to overcome these limitations in practice.
*The empirical examples may be taken from an organization with which you are familiar and/or from published studies of decision-making.
*The central requirement is to demonstrate a critical understanding of the various approaches to decision making.

Technorati Tags: decision making process,strategic management,MBA


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Stephanie Clifford’s ZIPCAR: Issues on Management

 Stephanie Clifford’s ZIPCAR: Issues on Management

Read article about ZIPCAR on INC. by Stephanie Clifford and summarize.

>Explain the 7 strategies used by the new CEO?
>What goals did he set forth to his subordinates/managers/team?
>What objectives did the managers have to meet? What happened if they didn't meet them?
>Was he a success? Why or why not?
>What strategic objectives used in this case study are realistic in today's environment?

Technorati Tags: Zipcar,Stephanie Clifford,leadership strategies,strategic management


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Strategic Management: Case Study on Kentucky Fried Chicken and The Global Fast-Food Industry

Strategic Management: Case Study on Kentucky Fried Chicken and The Global Fast-Food Industry in De Wit & Meyer

Carry out a critical analysis and evaluation of strategy development in the global fast-food industry, using the information provided and other materials researched.

THE GLOBAL FAST-FOOD INDUSTRY - KENTUCKY FRIED CHICKEN

Fast food also known as Quick Service Restaurant (QSR) is the term given to food that can be prepared and served very quickly. The global fast food market grew by 3.1% in 2009 to reach a value of $201.1 billion. Americas accounts for 47.4% of the global fast food market value. The global fast food market is forecast to have a value of $239.7 billion by 2014, an increase of 19.2% since 2009. Kentucky Fried Chicken (KFC) Corporation, is a chain of fast food restaurants based in Kentucky, in the United States. The company primarily sells chicken pieces, wraps, salads and sandwiches. While its primary focus is fried chicken, it also offers a line of grilled and roasted chicken products, side dishes and desserts. Outside North America, KFC offers beef based products such as hamburgers or kebabs, pork based products such as ribs and other regional fare (http://www.kfc.co.uk/ ).

• You are expected to use the information in the case study ‘Kentucky Fried Chicken and the global fast-food industry’ by Jeffrey A. Krug cited in De Wit, B. and Meyer, R. (2004) Strategy: Process, Content, Context. An International Perspective: Thomson Learning, London, Third Edition, pp. 909-927, and your own understanding of the process of strategy, strategy content and strategy context.
• Your answer should be based on critical ‘internal’ and ‘external’ environmental analyses using appropriate analytical techniques.   

a) In the context of the process of strategic thinking and strategy formation, outline what SWOT and Porter’s Value Chain techniques are, and explain their practical relevance to strategic planners at Kentucky Fried Chicken (KFC) Corporation. 

b. Use Porter’s Five Forces framework to critically evaluate the opportunities and threats that faced KFC Corporation from the mid-1990s to the year 2000

c) Explain the ‘pressures for global integration of activities’ and the ‘pressures for local responsiveness’ facing KFC Corporation in the context of current developments in the global fast-food industry. (10 marks)

1. In the context of strategy development at KFC Corporation, explain your understanding of Whittington’s ‘Evolutionary’ and ‘Systemic’ Schools of Thought. (10 marks)

2. Critically evaluate how you might apply the two Schools of Thought to KFC. Explain and explore which school of thought you prefer, and why?

“Hofstede’s (1993) theory of cultural dimensions implies that although not all the individuals within a country’s population will have exactly the same characteristics, the cultural dimensions will colour the institutional and administrative arrangements that are made within the country, and will set the norms for behaviour.”

Hofstede, G. (1993) ‘Cultural constraints in management theories’, in De Wit, B. and Meyer, R. (2004) Strategy Process, Content, Context, 3rd Edition, Thomson, London; cited in SIM336 Module Workbook, 2011, Unit 7, page 203.

Using your understanding of Whittington’s (2000) ‘Systemic School of Thought’, critically evaluate the implications of these cultural dimensions for international strategic managers at KFC in building productive relationships with the outside world.

Suggested Reading:

Textbooks:

De Wit, B. and Meyer, R. (2004) – Strategy Process, Content, and Context: An International Perspective, 3rd Edition, Thomson Learning

Hofstede, G. (1993) ‘Cultural constraints in management theories’, in De Wit, B. and Meyer, R. (2004) Strategy Process, Content, Context, 3rd Edition, Thomson, London;

Johnson, G., Scholes, K. and Whittington, R. (2005) Exploring Corporate Strategy: Text and Cases, 7th Edition, Financial Times, Prentice Hall.

Lynch, R. (2006) Corporate Strategy, Fourth Edition, Financial Times, Prentice Hall.

Mintzberg, H., Ahlstrand, B. and Lampel, J. (1998) Strategy Safari, Financial Times, Prentice Hall

Whittington, R. (2000) What is Strategy and does it matter? Thompson Learning.

Websites & PDF documents:

http://www.kfc.co.uk/ - Kentucky Fried Chicken (KFC) Corporation.

www.economist.com The Economist

www.ft.com The Financial Times

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