Strategic Management  Participative leaders actively court feedback and try
to involve their employees in the decision-making
Strategies & the People behind them
 A 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 a 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
 Upper Level of Management comprises the top tier
of an organization whose responsibility it is to make
strategic decisions and plans.
 Middle Level of Management - They are responsible
to the top management for the functioning of their
department. They devote more time to
organizational and directional functions.
 Lower Level of Management - This level of
management 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.
Levels of Management
 First-Line Managers - This role represents an entry-
level position for management professionals. First-
line managers work directly with non-management
employees and project team members.
 Team Leaders - Team leaders are 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.
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 once and ensure that
they do not let any details slip through the cracks.
 Technology skills. Increasingly, computer literacy is
necessary for managers at any level. Managers
should also understand the technical skills relevant to
their field.
Strategic Management Process
 Helps organizations take stock of their present
situation, chalk out strategies, deploy them and
analyze the effectiveness of the implemented
management strategies.
Strategic management process has following four steps:
1. Environmental Scanning - Environmental scanning
refers to a process of collecting, scrutinizing and
providing information for strategic purposes.
2. Strategy Formulation- Strategy formulation is the
process of deciding best course of action for
accomplishing organizational objectives and hence
achieving organizational purpose.
3. Strategy Implementation- it implies making the
strategy work as intended or putting the
organization’s chosen strategy into action.
4. Strategy Evaluation- it is the final step of strategy
management process.
 The last and final stage is known as strategic control.
Control can only be attained by means 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 inventory 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
formulated.
 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 is concentrated on the
uniqueness of the product they offer.
 Focus strategy means that the company achieves a
cost leadership or differentiation status in a niche
market.
 “Strategy is about making choice, trade-offs; and it is
about deliberately choosing to be different.” -
Michael Porter.
 Henry Mintzberg introduced the concept of emergent
strategy. Emergent strategy is the process of
identifying unforeseen outcomes from the execution
of strategy and incorporating unexpected outcomes
into future corporate plans.
 Emergent Strategy - 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 changing 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.