《管理学专业英语教程（第四版上）》课件lesson8 Five Steps Leaders Must Take in the Age of Uncertainty-v2.ppt

1、LOGOFive Steps Leaders Must Take in the Age of Uncertainty管理学专业英语教程（第四版管理学专业英语教程（第四版上）上）Fudan UniversityLOGOFudan UniversityLeadership and ManagementvLeadership is a special case of interpersonal influence that gets an individual or group to do whats the leaders wants done.Management:To promote stab

2、ility or to enable the organization to run smoothlyLeadership:To promote adaptive or useful changesVS.LOGOFudan UniversityUnderstanding LeadershipManagement:To promote stability or to enable te organization to run smoothlyLeadership:To promote adaptive or useful changes are appointed by the organiza

3、tion.They have legitimate power that allows them to reward and punish their employees.Their ability to influence employees is based on the formal authority inherent in their positions.may either be appointed or emerge from within a group.Leaders can influence others to perform beyond the actions dic

4、tated by formal authority.LOGOUncertainty Background vHigh levels of uncertainty and instabilityvA slowing global economyvShifting political realitiesFudan UniversityCONCLUSION：Political and macroeconomic forces are shaping the business environment as never before.The implications for corporate stra

5、tegy and leadership are profound.LOGOChange in Perspective NeededFudan UniversityA NEW MENTAL MODELA nested ecosystem featuring the unpredictability,non-linearity,circularity of cause-and-effect relationshipsTraditional mechanistic management thinking the simpler,linear modelsLOGOChange in Perspecti

6、ve NeededvCompanies are part of industries and markets.vThe industries and markets(business ecosystems)are embedded in local and national economies,which in turn are interwoven with societies.vA new system-based mental model will help leaders understand,adjust to,and,shape these feedback dynamics.Fu

7、dan UniversityLOGOChange in Perspective NeededFudan University Profitability Earnings before interest&Taxes Competitive factors Political exposure Regulatory exposure Non-competitive factorsLOGOA New Leadership ParadigmvBusiness leaders need to master the art of shaping systems,rather than just oper

8、ating within them.They need a completely new set of priorities and capabilities.Fudan UniversityLOGOA New Leadership Paradigm1 Observe and understand the broader system.2 Master the art of intervening in the system.3 Orchestrate collaboration in the system.Five steps to effectively shape the extende

9、d systemFudan University Foresee and manage system-wide risks.Lead with a new mindset.45LOGOFudan University NEWS FLASH!v National culture affects leadership by way of your employees.You cannot choose our leadership styles at will.Rather,you are constrained by the cultural conditions your employees

10、come to expect.v For example,an autocratic leadership style is more compatible with cultures where power is unequal,such as those found in Arab,Far Eastern,and Latin countries.LOGO(Text 2)Blue Ocean LeadershipFudan UniversityA sad truth:Just 30%of employees are actively committed to doing a good job

11、.LOGOBlue Ocean StrategyFudan UniversityA model for creating new market space by converting noncustomers into customers,and applies its concepts and analytic frameworks to help leaders release the blue ocean of unexploited talent and energy in their organizations rapidly and at low cost.LOGOWHAT ARE

12、 RED OCEANS AND BLUE OCEANS?Fudan UniversityRed oceans are all the industries in existence today the known market space.In red oceans,industry boundaries are defined and accepted,and the competitive rules of the game are known.Here,companies try to outperform their rivals to grab a greater share of

13、existing demand.As the market space gets crowded,profits and growth are reduced.Products become commodities,leading to cutthroat or bloody competition.Hence the term red oceans.Blue oceans,in contrast,denote all the industries not in existence today the unknown market space,untainted by competition.

14、In blue oceans,demand is created rather than fought over.There is ample opportunity for growth that is both profitable and rapid.In blue oceans,competition is irrelevant because the rules of the game are waiting to be set.A blue ocean is an analogy to describe the wider,deeper potential to be found

15、in unexplored market space.A blue ocean is vast,deep,and powerful in terms of profitable growth.Source:https:/ Ocean StrategyFudan UniversityLOGOTraditional leadership development theoriesFudan UniversityTrait theoriesBehavioral theoriesSituational contingency theoriesLOGOTraditional leadership deve

16、lopment theoriesFudan UniversityLOGOFudan UniversityvFocus on acts and activitiesvConnect closely to market realitiesvDistribute leadership across all management levelsLOGOFudan UniversityLOGOFair Process Execution is built into the StepsRespected senior managers spearhead the process;People are eng

17、aged in defining what leaders should do.People at all levels have a say in the final decision.Its easy to assess whether expectations are being met.Fudan UniversityLOGOA Case in PointFudan UniversityLOGOThe Mind Map of Blue Ocean LeadershipThey can do this by following aFudan UniversityLOGOBecoming

18、a Blue Ocean Leaderv The Leadership Canvases give people a concrete,visual framework in which they can surface and discuss the improvements leaders need to make.The fairness of the process makes the implementation and monitoring of those changes far easier than in traditional top-down approaches.Mor

19、eover,blue ocean leadership achieves a transformation with less time and effort,because leaders are not trying to alter who they are and break the habits of a lifetime.They are simply changing the tasks they carry out.Better yet,one of the strengths of blue ocean leadership is its scalability.You dont have to wait for your companys top leadership to launch this process.Whatever management level you belong to,you can awaken the sleeping potential of your people by taking them through the four steps.Are you ready to be a blue ocean leaderFudan University