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1 - FULFILLS KEY ROLES (MINTZBERG, 73)
INTERPERSONAL ROLES
FIGUREHEAD
LEADER
LIASON INFORMATIONAL ROLES
MONITOR
DISSEMINATOR
SPOKESPERSON
DECISIONAL ROLES INNOVATOR / ENTREPRENEUR (PLANNER)
DISTURBANCE HANDLER (CRISIS MANAGER)
RESOURCE ALLOCATOR (SLICING-THE-PIE)
NEGOTIATOR (BARGAINER)
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2
PROVIDES CORPORATE LEADERSHIP
ARTICULATES A TRANSCENDENT GOAL FOR THE FIRM
PROVIDES A VISION OF THE FUTURE
SEES THE FIRM NOT AS IT ISBUT AS IT CAN BECOME
COMMUNICATES HIGH PERFORMANCE STANDARDS
SHOWS CONFIDENCE IN SUBORDINATES
PROVIDES GOALS, AUTONOMY, MENTORING
PRESENTS A ROLE FOR OTHERS TO IDENTIFY WITH
SETS AN EXAMPLE IN BEHAVIOR AND DRESS
COMMUNICATES VALUES CLEARLY IN WORDS & DEEDS
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3 PROVIDE OPERATIONAL AND FINANCIAL LEADERSHIP
OPERATIONALLEADERSHIP Operating policies include everything from
hiring personnel to
supervising the work of manufacturing workers to signing
contracts
with business partners. FINANCIALMANAGEMENT
They cover critical decisions regarding budgeting, cost
accounting,
financial accounting and corporate finance
Budgeting and cost accounting help a company rein in waste and
limit
excessive spending
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4
MANAGES STRATEGIC PLANNING
INITIATES/MANAGES THE STRATEGIC PLANNING
PROCESS
A strategy is a plan of action designed to achieve a particular
goal
Devise operating policies, identify investment opportunities
anddevise tactics to outmatch the competition
SEEKS INFORMATION
LONG-RANGE PLANNING STAFF
DIVISIONAL (SBU) MANAGERS
FUNCTIONAL AND DEPARTMENTAL MANAGERS
TOP MANAGEMENT TEAM
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THE MASTER STRATEGIST
CEO personally shapes the plan
Depends on skills and vision of one person
DELEGATE IT TO OTHERS
Uses a planning staff or task forces
Lack of top-down direction and leadership
COLLABORATIVE APPROACH
Involve key people --- seek group consensus
Can political games and compromises be avoided?
THE CHAMPION APPROACH
Encourage subordinate managers to develop their
ownstrategies
Will a coherent, unified strategy emerge?
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THE PLANNING STAFF SHOULD:
Help gather and organize information
Analyze industry and competitive conditions
Administer annual reviews of strategy
Distribute information on the firms strategic performance
THE PLANNING STAFF SHOULD NOT: Prepare strategic plans for
someone else to implement
Seize the responsibilities of operating managers
Make strategic decisions
POTENTIAL PROBLEMS: A planning staff cannot be held accountable
for results
because they have no authority to implement.
Non-acceptance by managers who do not feel ownership inthe
strategic plan
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DETERMINE AND APPROVE THE ORGANIZATIONS
MISSION AND STRATEGIC OPTIONS
EVALUATE AND INFLUENCE KEY MANAGEMENT
DECISIONS AND ACTIONS
MONITOR AND EVALUATE THE ENVIRONMENTSURROUNDING THE
ORGANIZATION
MONITOR AND EVALUATE THE OVERALL PERFORMANCE
OF THE ORGANIZATION
BOARDSDIRECTTHE AFFAIRS OF THE
FIRM, BUTDO NOTMANAGETHEM
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PHANTOM BOARD
May not even meet!
Never knows what to do.
No involvement.
RUBBER-STAMP BOARD (Ceremonial 8 %)
Permits officers to make all decisions
Votes the officers recommendationsNo board agenda
MINIMAL REVIEW BOARD (Passive 21 %)
Reviews issues brought to its attention by the officers
Members are notified what is on the agenda.but often
comeunprepared
NOMINAL PARTICIPATION BOARD (Somewhat Active 45 %)
Reviews performance of selected key decisions independently
Occasionally questions officers actions and strategies
Informal groups form within the board
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ACTIVE PARTICIPATION BOARD (Very Active 21 %)
Has active board sub-committeesConducts its own audits
Gathers information about the organization independently
Questions officers regularly on a wide variety of topics
Makes final strategic decisions
CATALYST BOARD (Critical Contributor 5 %)
Takes a leading role in establishing and modifying the
mission,
objectives, and strategies of the organization
Has very active strategic planning sub-committeesOfficers do not
propose or formulate strategiesbut are
expected to implement them for the board
