Firm Theory Kim Valbum RUC MEA

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Firm TheoryKim Valbum RUC MEA

• Values leadership

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Organizational Life Cycle
Organizational effectiveness
Organizational Birth growth decline death
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Greiners Model of Organizational Growth 1
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Greiners Model of Orgnizational Growth 2

• Frequently, when an entrepreneur takes control of
  the management of the organization, significant
  problems arise that eventually lead to a crisis
  of leadership
• With professional managers now running the show,
  many organizations experience a crisis of
  autonomy, which arises because the organizations
  creative peiople in departments become frustrated
  by their lack of control

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Greiners Model of Orgnizational Growth 3

• 3. When top managers compete with functional
  managers or corporate-level managers compete with
  divisional mangers for control of organizational
  resources, the result is crisis of control
• 4. Achieving growth through coordination is a
  complex process that has to be managed
  continuously if organizations are to be
  suxccesful. When organizations fail to manage
  this process, they are plunged into a crisis of
  red tape with an increasing number of rules and
  procedures

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Other ways to decline or die 1

• Organizational decline the life cycle stage
  that an organization enters when it fails to
  anticipate, recognize, avoid, neutralize, or
  adapt to external or internal pressures that
  threaten its long-term survival
• Organizational Inertia
• Risk Avertion
• The desire to maximize rewards
• Overly bureaucratic culture

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Other ways to decline or die 2

• Blinded
• Inaction
• Faulty action
• Crisis
• Dissolution decline is irreversible
• Its a managerial problem!

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Cross-Cultural Value Differences

• Value Variations
• Relationships to the environment Domination
  Harmony Subjugation
• Time Past Present Future
• Human nature Good
  Mixed Evil
• Activity
  Being Controlling Doing
• Locus of responsibility
  Individualistic Group Hierachical
• Space
  Private Mixed Public

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Leaders abilities

• Control and interpret information flow
• Set and control agendas
• Define organizational vision, mission, culture,
  and strategies
• Build and cultivate strategic alliances and
  networks

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Leaders influences types

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Leadership and Management
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Mintzbergs role sets
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Effective Followership Competencies

• Ability to self-manage
• Organizational commitment
• Integrity, credibility, and honesty
• Competence and focus
• Versatility
• Job and task ownership
• Critical problem-solving skills
• Team player
• Energetic and empowered

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Superleadership 1
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Superleadership 2
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Diagnostic Contingency Model
What business are we in? VISION (Who are we?
Who will we become? MISSION What is our (What is
our strategic purpose for operation?
Who Product or VALUES is
our Service? (What do we stand for and believe?
Customer? What standards can be used
to evaluate and judge us?) What are our core
competencies?
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• How will you describe a good leader?
• Please use your own words
• Give at least five key-words

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Managment skills in order of importance