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Overview:
Strategic leadership & top-level managers importance
Top management teams and effects on firm performance
Managerial succession process
Value of strategic leadership in determining firms
strategic direction
Importance of strategic leaders in managing firms
resources
Organizational culture and actions to sustain it
Ethical practices: establishment and emphasis
Importance and use of organizational controls
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firm performs
Factors
Affecting
Managerial
Discretion
Top managers need to operate the internal organization and deal with
the external environment and stakeholders groups
A heterogeneous TMT can facilitate this
Managerial group of individuals with different functional
backgrounds, experiences, and education
Introduce a variety of perspectives and can lead to better decisions
Tend to "think outside of the box," leading to more creative decision
making, innovation, and strategic change
Offers various areas of expertise and promotes debate
Having a top management team that functions cohesively and having
members with expertise in the firms core functions and businesses is
also important
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TMT characteristics can give the CEOs team power relative to the
board of directors and can influence the amount of strategic
leadership the board provides
Can affect CEO discretion and the ability to appoint board members
CEO Duality and longer tenure can also lead to greater CEO power
The relative degrees of power held by the board and TMT should be
appropriate for the organization
TMT characteristics must fit strategy and strategy implementation
Managerial Succession
The choice of executives is a critical decision with
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Managerial Succession
Benefits of Internal Managerial Labor Market
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Firms should build their strategy around things they are good at doing
and/or become good at doing things that are supportive of strategy
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Shapes the context within which the firm formulates and implements
it's strategies.
Also helps to regulate and control employees behavior
Organizations hire people who fit the firm and its culture
Employees learn by observing the behavior of others and through
socialization and systematic indoctrination of cultural values
Storytelling of company legends and ceremonies that honor employees
who display cultural ideals
Visibly rewarding those who follow cultural norms
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Strategic leaders are responsible for the development and effective use
of strategic and financial controls
Controls provide the parameters for implementing strategies as well as
the corrective actions to be taken when implementation related
adjustments are required
The challenge is to achieve an appropriate balance of financial and
strategic controls
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It can be argued that rewards are the single most powerful tool for
winning the commitment of employees to effective strategy
implementation
Rewards are an important tool used to achieve behavioral control.
Firms should create a results oriented system in which those
achieving objectives are generously rewarded and those not
achieving objectives are not rewarded
Rewards and incentives should also be tied to strategy:
Cost leaders should reward people for being efficient and for
identifying ways to reduce costs
Differentiators should reward people for being innovative
The bottom line is that firms need to reward and motivate people in
ways that are supportive of strategy and strategy implementation23
(source: http://www.mindtools.com/pages/article/newSTR_91.htm)
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