Strategies and the People Behind Them
computer literacy is necessary for formulated.
 Strategy – is an integrated and
coordinated set of commitments and
actions designed to exploit core
competencies and gain a competitive
advantage.
 Strategic leadership – refers to
manager’s potential to express a strategic
vision for the organization, or a part of the
organization, and to motivate and
persuade others to acquire that vision.
3 Different Levels of Management
1. Upper Level of Management
o comprises the top tier of an organization
whose responsibility is to make strategic
decisions and plans.
o Executive coaching, change
management, leadership, delegations
and empowerment, etc.
2. Middle Level of Management
o responsible to the top management for
the functioning of their department. They
devote more time to organization and
directional functions.
o Problem solving, team building talent
development, performance
management, etc.
3. Lower Level of Management
o consists of supervisors, foremen,
section officers, superintendents, and all
other executives whose work must do
largely with HR oversight and the
direction of operative employees.
o Emotional intelligence and coaching for
performance, etc.
 First-Line Managers
o Represents an entry-level position for
management professionals. First-line
managers work directly with non-
management employees and project
team members.
 Team Leaders
o Managers who specialize in a particular
task, product, or project. Their role is to
oversee all the logistics of their
assignment, which may include
completing a project on time,
onboarding new employees, and
assigning specific tasks to various team
members.
Understanding Different Management
Styles
 Visionary Managers – can paint a picture
of what the future could look like.
 Participative Leaders – actively court
feedback and try to involve their
employees in the decision-making
process.
 Coaching Leaders – Managers using the
coaching style focus on developing their
team members, helping them hone the
skills they need to perform at an optimal
level.
 Authoritative Leaders – are the “take-
charge” leaders who provide their
employees with constant monitoring and
direction.
The Skills of Effective Management
 Leadership skills – managers should be
able to set a vision for their employees,
inspire action, and hold everyone
accountable.
 Problem-solving skills – Managers
should be able to brainstorm creative and
efficient solutions to obstacles that may be
abstract or complex.
 Communication skills – Giving and
receiving feedback, setting a vision, and
offering reports to other members of senior
management or shareholders are all
essential components of management.
 Organizational skills – Good managers
should be able to juggle multiple projects
at one and ensure that they do not let any
details slip through the cracks.
 Technology skills – Increasingly,
managers at any level. Managers should
also understand the technical skills
relevant to their field.
Strategic Management Process
 Helps the organizations take stock of their
present situation, chalk out strategies,
deploy them and analyze the effectiveness
of the implemented management
strategies.
Four Steps of Strategic Management
Process
1. Environmental Scanning
o refers to a process of collecting,
scrutinizing and providing information for
strategic purposes.
2. Strategy Formulation
o the process of deciding best course of
action for accomplishing organization
objectives and, hence achieving
organization purpose.
3. Strategy Implementation
o it implies making the strategy work as
intended or putting the organization’s
hose strategy into action.
4. Strategy Evaluation
o final step of strategy management
process.
o The last and final stage is known as
strategic control. Control can only be
attained by mean of evaluation.
Evaluation is the systematic
determination of a subject’s merit, worth,
and significance using criteria governed
by a set of standards.
 Knowing your inventories is knowing your
capabilities… What you have and what
you don’t have.
 Knowledge of the internal and external
environment served as the basis for
shaping the vision and mission of the
organization and eventually strategy is
 Formulation of strategy based on the
knowledge of the internal and external
factors and the projection of what will
happen to the organization is called
scenario planning.
 Cost leadership – means the company
achieved the lowest cost of operation in
the industry where they belong.
 Differentiation strategy – concentrated on
the uniqueness of the product they offer.
 Focus strategy – the company achieves
a cost leadership or differentiation status
in a niche market.
 “Strategy is about making choice,
tradeoffs; and it is about deliberately
choosing to be different.” – Michael
Porter
Emergent Strategy
 The concept is introduced by Henry
Mintzberg. Emergent strategy is the
process of identifying unforeseen
outcomes from the execution of strategy
and incorporating unexpected outcomes
into future corporate plans.
 It is an action model coined by author
Henry Mintzberg that describes a business
strategy that develops over time as a
business balances its goals with charging
circumstances.
Deliberate Strategy
 It is a top-down approach to strategic
planning that emphasized intention.
Ethical Behavior
 Business ethics is the system of morals,
behaviors, and ethical beliefs that guides
the business in terms of values, practices,
and decisions in the process of doing its
business.