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   KTG CASE STUDY LEADERSHIP A leader is a person who has a vision, a drive and a commitment to achieve that vision, and the skills to make it happen. Leaders see a problem that needs to be fixed or a goal that needs to be achieved. It may be something that no one else sees or simply something that no one else wants to tackle. Whatever it is, it is the focus of the leader's attention and they attack it with a single-minded determination .  The success or failure of any company depends on the quality of its leadership, and more in the quality of the decision made by its management. By their actions, as well as their inactions, executives can enhance the lives and the prosperity of their employees; they also have the power to destroy assets or an entire organization for that matter. In recent years, we've heard a number of big companies brought to their knees by the selfish decisions of those at the top. The comprehensive roles of governance principles certainly won't do harm to the situation, there are deeper, underlying issues that also must be addressed for KTG. Leadership decisions are challenged in moments when executives and directors face a relatively unrelated opportunity to use company resources course of actions. The delay of such opportunities should be seen as a decision. If taken well, these decisions can provide vital platform for a company's growth and success; but if taken poorly; produce the opposite. Leadership and governance decisions need a different looks since it has been taken for the unique drive of advancing the entire company, regardless of personal concerns or divisional interests. They depend upon, to rise above private plans and narrow objectives, & that capacity must be controlled when self- interest conflict with the organization’s requirements.  Importance of leading: The self-motivated hunt of personal or self-interest may be ideal for some positions and purposes, but it is more important for decisions taken by executives and directors if they are to successfully lead and govern the company. This dedication to go above self-interest is  damaged and even canceled by the self-interest principles that run so deeply in the Capitalism Culture. The supreme dedication is steady, however, with the big conclusions reached of why many firms rose from good to great performance; it was found that the great players had become so because they were led by managers who always placed enterprise interests ahead of their own. The challenge for those who lead and govern is to prepare themselves to resist the need of self-interest when faced with critical decisions LEADER CAPABILITIES: Strategy which should be used by KTG WE will be using Vigilant decision making strategy for KTG The vigilant decision-making process is characterized by (a) a systematic, organized information search, (b) thorough consideration of all available alternatives, (c) devotion of sufficient time Decision Making Model Analysis 1- Vision 2- Ability 3- Enthuasiasm 4- Stability   5- Concern 6- Self- Confedence   7- Persistance 8- Vitality 9- Charisma   10- Integrity  The definition of decision making according to Wikipedia is the cognitive process of selecting a course of action from among multiple alternatives (2006, ¶ 1). Every decision made creates a final choice. Decision making begins when one needs to accomplish something but is unsure how. Decision making can be a rational or irrational reasoning process (Wikipedia, 2006). There are lot of decision that has to be taken into account such as:    Is the information accurate    Is the concept understood by everyone    Do we have other options or lets say a PLAN B Yet here at KTG too, the decisions of executives and regional directors require special outlining. By quality of their responsibilities, Managers and directors are obliged to be especially observant; their decisions can enhance the employment of hundreds of employees and the wealth of thousands of investors. Taken poorly, their decisions can destroy those assets or even the company. Compared with other managers, careless actions by managers or directors are far more crucial. At the same time, the intense time pressures faced by managers and directors because of their demanding responsibilities count against dedication of the special attention required by each of the actions. Lots of critical decisions cross their daily routine, limiting the time they can take from their difficult schedules to give to their subordinates. Leadership decisions are usefully judged against the standard of why they are taken with cautious attention. The lack of cautious attention is very important for positions of modest duties, but for those that great responsibility, the absence can be devastating. Governing board and company headquarters in KTG require experienced people and appropriate reward systems, but whether the directors and executives are knowingly concern without interest when they take key decisions is the real test of why they are the right people with the right incentives. Leadership and governance decisions require an army of subordinate actions for their successful understanding. The secondary decisions are what translate the big objectives of the grand decisions into tangible values on the ground. Frontline managers who fail to execute are usually not long for this but executives and directors who do not implement often remain in due to lack of active oversight. Directors have no supervisors to their carelessness except the shareholders, who are too remote to notice. Executives might suffer  the bad feeling of their board, but they’re too removed from daily operations to notice either. Building a Strategy : For the case of KTG A regional Manager Leadership role is to establish a practical thinking, in making the strategically planning for the region, by Provide a sense of determination & direction for his subordinates, and to recommend a long-term perspective and integrate a big picture understanding of the company’s goals with a plan of action, in order to envision a future for the organization and provide a sense of balance with the current bad and critical situation of the company. He should constantly take hold of the opportunities to improve the regional situations and for the development and progress for the KTG Company, and to explore the environment and making use of information gathered by the latest CEO’s report. As a leader he should demonstrate thorough conclusion, business knowledge, intelligence and reasonable rationality when putting strategic guidelines in his regional area of responsibility. Creating a Business Strategy    Environmental Scanning: monitoring the business environment for market trends, threats, and opportunities    Mission: defining what are our goals, values, and core beliefs, who are our clients, and how our values define our business    Core Competencies: our strengths, analytical skills, Critical thinker, Methodical that can help us win the market or region    Business Strategy: defines the long rang plan for the company    Marketing strategy: develops marketing plans to support business strategy, by focusing on understanding the client’s needs and by predicting market trends      Operations Strategy: developing a plan for the operations function focusing on the specific competitive priorities in order to meet the long range plan like; (cost  –   quality- time, flexibility)    Finance Strategy: Develop financial plans to support business strategy, by being skilled in attracting and capital rising

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Jul 23, 2017
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