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Session 3/TMA 03 (Leadership (Forms (Leadership as....) (Person, Position,…
Session 3/TMA 03
Leadership
Management
Motivation
Vision
inspiration
Trust
Leader Vs Manager
Charismatic leadership
Not 'top - down'
Forms (Leadership as....)
Person
Position
Result
Purpose
Process
Followership
Building Success Over Time
Long- Term
Commonly new visions
new processes or products
Strong organisation commitment
sustainable investment
large risks and rewards
Medium Term
Relaunch/ Recreation of product/process
Relatively new to market
higher degree of investment
Short-Term
Extension of existing product/idea
clear aims
focussed on quick returns
Incubators vs Accelerators
Incubators
Not-For Profit
provide support to start-ups
Offer facilities/ mentoring...
Accelerators
For profit
technology based firms
move rapidly from establishment to early stage
Sustainable Innovation Culture
Creative Destruction
Creative Disruption
Operational Risk
Environmental disruption
Supply Failures
Failure within operation or process
Product/Service design failure
Customer failures
Politics of business
Understanding
Societal perspective
Organisational perspective
Analysing
Yaffee and Chadwick (2004)
Disaggregating key players of specific context
Identify influence on progress towards goal
Develop strategies to interact with them
Managing
Hartley and Fletcher's political astuteness framework (2008)
Personal skills
Interpersonal skills
Reading people and situations
Building alignment and alliances
Strategic direction and scanning
Stakeholder Analysis
Employment/Employee Relations
Flexible hours
working from home
Profit sharing schemes
employee ownership
Marketing
Relationship Marketing
cost effective
Retaining customers provides profit
Increased understanding of customers
Customer Loyalty
Crisis Management
Measuring Success
Service- Dominant Logic
Service for service exchange
Value is co created
Shared Value
CSR vs Shared Value
CSR - Cost Centre
Shared Value- Generates Profit
Creates competitive advantage
Addresses society issues
Change Management
Customers associated with innovation
Innovators
Early Adopters
Early majority
Late majority
Laggards
Eight step process for achieving successful change management (Kotter 1996)
Establish urgency
create guiding coalition
Develop vision and strategy
empower employees for broad based action
Generate short term wins
Consolidate gains
Anchor new approach in the culture
Quality and Improvement
7 key tools for quality control
Histogram
Control chars
Scatter diagram
Pareto Chart
Checklist/Tally
Cause and effect diagram
Stratification
Importance- Performance Matrix