- •In fact, an organization is the unity, which operates successfully, if it is managed efficiently.
- •Text 2. Forms, types and styles of business organizations.
- •Types of Partnership:
- •Text 3. Organization structure
- •In business, the organization structure means the relationship between positions and people, who hold these positions; it shows who reports to whom.
- •Organization as the management object
- •Organization as the close system:
- •Organization as the open system
- •Text 4. Board of directors and ceo
- •3. Acquire sufficient resources for the organization’s operation
- •Major responsibilities of Board of Directors:
- •Typical Major functions of Chief Executive Officer of a Corporation
- •Answer the questions to the texts
- •Vocabulary to Unit 1
- •Unit 2. Corporate vision, mission, and image. Text 1. Company’s vision
- •Text 2. Company’s Mission
- •It is known that slogan represents words that sell.
- •Text 3. Objectives
- •Text 4. Strategic priorities
- •Strategy – mos - Tactics
- •Text 5. Spin of Success
- •Answer the questions to Unit 2
- •Vocabulary to Unit 2
- •1. Avoid V избегать, остерегаться, уклоняться. Syn: escape, evade.
- •2. Common purpose общая цель
- •3. Bridge n мост
- •Unit 3.Organization environment, resources and business activity Text 1. Types of environment
- •Text 2. Company resources and activities.
- •Production
- •Answer the questions to Unit 3
- •Text 1. Vital role of planning in company management
- •Text 2. Types of analyses used in planning activity.
- •Text 3. Typical Phases in Planning
- •1. Reference Overall Singular Purpose (“Mission”)
- •Text 5. Executives’ support in planning implementation
- •Answer the questions to Unit 4
- •Vocabulary to Unit 4
- •Unit 5. On Management and Managers. Text 1. What is management?
- •It is sufficient to say that the objectives represent what a company has to achieve and policy is how to go about achieving them.
- •Text 2 Strategic management versus operational management
- •Text 3. The managers’ job.
- •Text 4. Major functions of Managers.
- •Text 5. The role of a manager in company’s activity
- •Text 6. Delegating Authority
- •Answer the questions to Unit 5
- •Vocabulary to Unit 5
- •Unit 6. Leadership Text 1. General characteristic
- •Text 2. Leadership styles.
- •Text 3. Effective Leadership
- •Why are values important?
- •It all starts with leadership
- •Creating common understanding
- •Enabling and encouraging people to live by values
- •Most critical aspect – walking the talk
- •Answer the questions:
- •Unit 7. Business Culture and Business Ethic. Text 1. What is culture?
- •Building Trust across Cultural Boundaries.
- •Factors, which influence the organizational culture:
- •Text 3. Business ethics
- •Text 4. Business ethics and corporate culture nowadays.
- •Visible Manifestations of Culture
- •Invisible Manifestations of Culture
- •Questions to Unit 7
- •Vocabulary to Unit 7
- •Unit 8. Socio-psychological climate within and outside
- •Text 1. Ensuring socio-psychological climate in business.
- •Get a mentor or a coach
- •Learn to delegate
- •Recognize what’s important from what’s urgent
- •Recognize accomplishments
- •Text 3 .Dealing with Difficult Employees
- •How Can a Manager Deal with Difficult Employees
- •Text 4 . The 20 Bad Habits. Challenges in Interpersonal Behaviour.
- •Questions to Unit 8
- •Vocabulary to Unit 8
- •Unit 9. Managing Conflict Text 1. Why do conflicts arise in organization?
- •Text 2. Conflict Situations.
- •3. Differences in perceptions and values
- •Questions to Unit 9
- •Vocabulary to Unit 9
- •Unit 10. Cross-cultural Differences Text 1. Doing business across cultures. General ideas.
- •Text 2. Cross-cultural management.
- •Text 3. Culture clashes.
- •Text 4. Cross- Cultural Management that Makes a Difference
- •How should a company coming to a new culture cope with cultural issues?
- •Text 5. Cross-cultural management in Russia.
- •Text 6. Some Results of Poor Cross Cultural Awareness
- •Questions to Unit 10:
- •Vocabulary to Unit10
Text 5. Executives’ support in planning implementation
Executive support in strategic planning implementation is critical to its success. Executives must lead, support, follow-up, and live the results of the strategic planning implementation process. These are additional ways executive leaders can support the strategic planning implementation process. .
- Pay attention to the planning occurring. Ask how things are going. Focus on progress and barriers for change management. One of the worst possible Strategic Planning Implementation scenarios is to have the leaders ignore the strategic planning implementation.
- Sponsor portions of the planning or the strategic planning process, as an involved participant, to increase active involvement and interaction with other organization members.
- If personal or managerial actions or behaviors require change for the vision statement, mission statement, values, and goals to take hold in the organization, “model” the new behaviors and actions. (Senior managers must walk the talk.)
- Establish a structure which will support the move to a more strategically thinking and acting organization. This may take the form of a Steering Committee, Leadership Group, Core Planning Team or Guiding Coalition.
- Change the measurement systems, reward, and recognition systems to measure and reward the accomplishment of the new expectations established through the strategic planning process.
- Develop a performance development planning process within your performance management system to communicate, reinforce, and provide a structure that supports the articulation and accomplishment of the strategic planning goals.
- While every person in your organization cannot make their voice heard on every issue within the strategic planning, you must solicit and act upon feedback from other members of the organization. Integral in the strategic planning process must be the commitment of each executive to discuss the process and the plans with staff members. Too often, executives hold information closely and consolidate their own dysfunctional power within the organization at the expense of other company employees’ feelings. (And then they ask: how can I get my staff to “buy-in” to these new expectations?)
- Recognize the human element inherent in any change – the change from reactionary to strategic thinking is a huge leap. People have different needs and different ways of reacting to change. They need time to deal with and adjust to change.
- If training is part of the strategic plan, senior leaders must participate in the training that other organization members attend, but, even more importantly, they must exhibit their “learning” from the sessions, readings, interactions, tapes, books or research.
- Lastly, and of immense significance, be honest and worthy of trust.
Throughout the strategic planning process, treat people with the same respect you expect from them. And you will enjoy the 29 percent greater return than non-strategic planning companies, predicted earlier. With your vision statement, mission statement, values, strategies, goals, and action plans developed and shared, you’ll all win, both personally and professionally.