1. STRATEGIC MANAGEMENT & Leadership

2. Strategic management Strategic management is defined as the set of decisions and actions resulting in the formulation and implementation of strategies designed to achieve the objectives of the organization (John A. Pearce II and Richard B. Robinson, Jr.).

3. Functions of strategic management Reviewing aims and objectives Organizational performance Recognizing change Teams and groups

4. Leadership leadership is the art of motivating a group of people to act towards achieving a common goal.

6. FIGUREHEAD: the manager performs ceremonial and symbolic duties as head of the organisation;

7. LEADER: fosters a proper work atmosphere and motivates and develops subordinates;

8. LIASION: develops and maintains a network of external contacts to gather information;

9. MONITOR: gathers internal and external information relevant to the organisation;

11. Contact manager -- figurehead and liaison Political manager -- spokesperson and negotiator Entrepreneur -- entrepreneur and negotiator Insider -- resource allocator Real-time manager -- disturbance handler Team manager -- leader Expert manager -- monitor and spokesperson New manager -- liaison and monitor

12. Direct vs. indirect leadership Direct leadership Leaders direct influence on immediate subordinates Leaders direct influence on lower level employees Indirect leadership Influence over formal programs , management systems and structural forms Influence over organizational culture

14. 1. Manager seeks to make as many decisions as possible

15. 2. Manager seeks to have the most authority and control in decision making

16. 3. Manager seeks to retain responsibility rather than utilise complete delegation

17. 4. Consultation with other colleagues in minimal and decision making becomes a solitary process

18. 5. Managers are less concerned with investing their own leadership development, and prefer to simply work on the task at hand http://www.leadership-expert.co.uk/leadership-styles/

20. Leaders expect a employees to display a formal, business-like attitude in the workplace and between each other.

21. 2.Managers gain instant authority with their position, because rules demand that employees pay them certain privileges, such as being able to sign off on all major decisions. As a result, leaders suffer from ‘position power’. Leadership development becomes pointless, because only titles and roles provide any real control or power.

22. 3. Employees are rewarded for their ability to adhere to the rules and follow procedure perfectly.

24. Laissez leadership laissez-faire leadership is characterized by: Very little guidance from leaders Complete freedom for followers to make decisions Leaders provide the tools and resources needed Group members are expected to solve problems on their own