Description
This is a presentation describes on the understanding of Indian organizations post open economy, challenges to leaders in this environment, causal Texture of Environmental context- Ansoff Model, 4 Types of organizations-Ansoff Model.
Understanding Environmental Context
Click to edit Master subtitle style
1 1
PGPM 609 SPJIMR 2010
Overview
?Understanding Indian organizations post
open economy ?Challenges to leaders in this environment ?Causal Texture of Environmental contextAnsoff Model ?4 Types of organizations-Ansoff Model
2 2
PGPM 609 SPJIMR 2010
Indian Leadership Context
“Indian leaders…..have been trained or groomed in extremely fluid, dynamic, uncertain environments. Thus, they have a much greater ability to cope with uncertainty, they don’t get disturbed by uncertain events, they keep an even keel. …they also tend to be more creative as a result, because they have to face these sorts of untoward situations almost on a daily basis.” Hindustan Unilever’s former CEO Manvinder Singh Banga, Harvard Business Review March 2010
3 3
PGPM 609 SPJIMR 2010
Opening up of the Indian Economy
?Productivity ?Product quality ?Customer service ?Business ethics ?Innovation
4 4
PGPM 609 SPJIMR 2010
Environment Dictates the Needs
?Process information and make decisions
(Huber, 1984)
?Solve complex and ill defined
organizational problems, ?Balance the competing demands of the external and internal environments
(Mumford, Zaccaro, Harding, Jacobs & Fleishman, 2000)
5 5
PGPM 609 SPJIMR 2010
Causal Textures of Organizational Environments
?Varying degrees of complexity, ?Levels of turbulence, and ?Corresponding adaptive responses
Emery and Trist
6 6
PGPM 609 SPJIMR 2010
Simple to Complex Environmental Context
?Type 1 - ‘stable’ ?Type 2 - ‘reactive’ ?Type 3 - ‘anticipatory’, ?Type 4 - ‘exploring ’
7 7
PGPM 609 SPJIMR 2010
Type 1
?Stable / reactive ?Environments change slowly and
management (after the event) control is sufficient Name Sector/Industry and organizations within this type
8 8
PGPM 609 SPJIMR 2010
Type 1 Organizations
?reputation of stability ?facing no imminent challenges in the
near future ?Operating in a core sector ?reaping benefits from changing governmental policies ?emphasizing knowledge sharing systems ?developing learning capabilities in individuals, to retain talent and manage change
9 9 PGPM 609 SPJIMR 2010
Type 1 examples
?Engineering
?What are the Leadership Challenges?
10 10
PGPM 609 SPJIMR 2010
Type 2
?Reactive / anticipating ?environments exhibit mid-levels of change ?require management by extrapolation (of
the past) to guide future action.
Name Sector/Industry and organizations within this type
11 11
PGPM 609 SPJIMR 2010
Type 2 Organizations
?Growing and have explored the route of
joint ventures and acquisitions. ?The focus is improvement of organizational efficiencies through organizational restructuring as well as developing systems ?challenges exist in terms of improving productivity and maintaining the capability
PGPM 609 SPJIMR 2010
12 12
Type 2 examples
?Oil & Natural Gas ?Shipping
13 13
PGPM 609 SPJIMR 2010
Type 3
?Anticipating / exploring ?environments exhibit more rapid and
discontinuous change which is, nevertheless, still slow enough to allow management by anticipation.
Name Sector/Industry and organizations within this type
14 14
PGPM 609 SPJIMR 2010
Type 3 Organizations
?customer relationship building and
improving services to the clients ?monitoring the organizational health ?enabling a participative and empowered culture ?tweaking the organizational design and structure to better respond to the environment
15 15
PGPM 609 SPJIMR 2010
Type 3 examples
?Office Equipment ?Services ?Advertising ?Pharmaceuticals
16 16
PGPM 609 SPJIMR 2010
Type 4
?Exploring / creative environments are
characterized by rapid and unfamiliar change and require management through flexible and rapid response. ?Name Sector/Industry and organizations within this type
17 17
PGPM 609 SPJIMR 2010
Type 4
?The organizations were growing through
both organic and inorganic means ?were constantly reworking their strategies in case of failure to cope with an ambiguous environment. ?strongly value driven, and their leaders do not compromise on the organizational values in the face of conflict laden situations.
PGPM 609 SPJIMR 2010
18 18
Type 4 examples
?Shipping ?Retail ?Logistics ?Healthcare ?Publishing ?Business Process Outsourcing ?Banking ?Media
19 19
PGPM 609 SPJIMR 2010
Leadership in Type 4 environments
?transformational change due to
increasing demand from the population as well as innovations in the marketplace ?intensively engaging with the environment to seek information and were focused on trying to design management and organizational structures to cope and interact with the environment.
20 20 PGPM 609 SPJIMR 2010
Leadership in Type 4 environments
?Type 4 organizations see turbulence as
an opportunity to grow (rather than a problem to be solved), this view might be an influencing factor in coping strategy design. ?The increased turbulence in the environment probably causes the leaders to constantly scan and assess it, thus making it critical for them to institutionalize regular and formal review and tracking mechanisms.
21 21 PGPM 609 SPJIMR 2010
Leadership in Type 4 environments
?They relied on innovative strategies,
creating learning environments, collaborating with competitors (as in the cases of Future Logistics and More), seeking information and unconventional ideas from their stakeholders in order to cope with the environment.
22 22
PGPM 609 SPJIMR 2010
Leadership in Type 4 environments
? The leaders’ actions focused on making sense
of their environment and gaining a personal understanding of the context. ? focused on building relationships and engaging with people; created enabling structures within the organization coupled with tight review mechanisms for tracking relevant and significant data. ? building and articulating the all important vision for the organization. ? the organizational vision was articulated and widely communicated to all employees.
23 23 PGPM 609 SPJIMR 2010
Type 4 organizations
?have ambitious growth targets and are
focused on building capability to achieve the targets, ?possessed distinctive competencies such as an innovation focus, ?collaborating with competitors to succeed and ?actively listening to stakeholders.
24 24
PGPM 609 SPJIMR 2010
Type 4 Culture
?transparent communication, ?empowerment of employees and ?participative decision making ?an open and team based culture ?a learning culture
25 25
PGPM 609 SPJIMR 2010
Leaders in type 4 environment
?enablers such as their people skills -
understanding people; appreciation; collaboration; building and managing relationships; Listening skills; Empathy; Patience; Counseling; consensus building: aligning people towards work issues
26 26
PGPM 609 SPJIMR 2010
Leadership in Type 3 environments
?Building alignment with values and goal
clarification, ?undertaking problem solving measures ?as building consensus and support using initiative ?displaying performance measures
27 27
PGPM 609 SPJIMR 2010
Leadership in Type 3 environments
?Leaders are inclined towards carrying their
teams with them as well as deal with the externalities
28 28
PGPM 609 SPJIMR 2010
Leadership in Type 2 environments
?correcting the internal organizational
processes and retaining their employees ?managing perception through communication ?creating efficient systems, ?focus on maintenance functions.
29 29
PGPM 609 SPJIMR 2010
Leadership in Type 1 environments
?Organizational Improvement with the
actions of the leader centering around initiative taking ?managing employees through counseling, training and developmental activities implying a focus on the capability building of employees. ?The leader may rely on domain knowledge as well as people skills.
PGPM 609 SPJIMR 2010
30 30
doc_822273844.pptx
This is a presentation describes on the understanding of Indian organizations post open economy, challenges to leaders in this environment, causal Texture of Environmental context- Ansoff Model, 4 Types of organizations-Ansoff Model.
Understanding Environmental Context
Click to edit Master subtitle style
1 1
PGPM 609 SPJIMR 2010
Overview
?Understanding Indian organizations post
open economy ?Challenges to leaders in this environment ?Causal Texture of Environmental contextAnsoff Model ?4 Types of organizations-Ansoff Model
2 2
PGPM 609 SPJIMR 2010
Indian Leadership Context
“Indian leaders…..have been trained or groomed in extremely fluid, dynamic, uncertain environments. Thus, they have a much greater ability to cope with uncertainty, they don’t get disturbed by uncertain events, they keep an even keel. …they also tend to be more creative as a result, because they have to face these sorts of untoward situations almost on a daily basis.” Hindustan Unilever’s former CEO Manvinder Singh Banga, Harvard Business Review March 2010
3 3
PGPM 609 SPJIMR 2010
Opening up of the Indian Economy
?Productivity ?Product quality ?Customer service ?Business ethics ?Innovation
4 4
PGPM 609 SPJIMR 2010
Environment Dictates the Needs
?Process information and make decisions
(Huber, 1984)
?Solve complex and ill defined
organizational problems, ?Balance the competing demands of the external and internal environments
(Mumford, Zaccaro, Harding, Jacobs & Fleishman, 2000)
5 5
PGPM 609 SPJIMR 2010
Causal Textures of Organizational Environments
?Varying degrees of complexity, ?Levels of turbulence, and ?Corresponding adaptive responses
Emery and Trist
6 6
PGPM 609 SPJIMR 2010
Simple to Complex Environmental Context
?Type 1 - ‘stable’ ?Type 2 - ‘reactive’ ?Type 3 - ‘anticipatory’, ?Type 4 - ‘exploring ’
7 7
PGPM 609 SPJIMR 2010
Type 1
?Stable / reactive ?Environments change slowly and
management (after the event) control is sufficient Name Sector/Industry and organizations within this type
8 8
PGPM 609 SPJIMR 2010
Type 1 Organizations
?reputation of stability ?facing no imminent challenges in the
near future ?Operating in a core sector ?reaping benefits from changing governmental policies ?emphasizing knowledge sharing systems ?developing learning capabilities in individuals, to retain talent and manage change
9 9 PGPM 609 SPJIMR 2010
Type 1 examples
?Engineering
?What are the Leadership Challenges?
10 10
PGPM 609 SPJIMR 2010
Type 2
?Reactive / anticipating ?environments exhibit mid-levels of change ?require management by extrapolation (of
the past) to guide future action.
Name Sector/Industry and organizations within this type
11 11
PGPM 609 SPJIMR 2010
Type 2 Organizations
?Growing and have explored the route of
joint ventures and acquisitions. ?The focus is improvement of organizational efficiencies through organizational restructuring as well as developing systems ?challenges exist in terms of improving productivity and maintaining the capability
PGPM 609 SPJIMR 2010
12 12
Type 2 examples
?Oil & Natural Gas ?Shipping
13 13
PGPM 609 SPJIMR 2010
Type 3
?Anticipating / exploring ?environments exhibit more rapid and
discontinuous change which is, nevertheless, still slow enough to allow management by anticipation.
Name Sector/Industry and organizations within this type
14 14
PGPM 609 SPJIMR 2010
Type 3 Organizations
?customer relationship building and
improving services to the clients ?monitoring the organizational health ?enabling a participative and empowered culture ?tweaking the organizational design and structure to better respond to the environment
15 15
PGPM 609 SPJIMR 2010
Type 3 examples
?Office Equipment ?Services ?Advertising ?Pharmaceuticals
16 16
PGPM 609 SPJIMR 2010
Type 4
?Exploring / creative environments are
characterized by rapid and unfamiliar change and require management through flexible and rapid response. ?Name Sector/Industry and organizations within this type
17 17
PGPM 609 SPJIMR 2010
Type 4
?The organizations were growing through
both organic and inorganic means ?were constantly reworking their strategies in case of failure to cope with an ambiguous environment. ?strongly value driven, and their leaders do not compromise on the organizational values in the face of conflict laden situations.
PGPM 609 SPJIMR 2010
18 18
Type 4 examples
?Shipping ?Retail ?Logistics ?Healthcare ?Publishing ?Business Process Outsourcing ?Banking ?Media
19 19
PGPM 609 SPJIMR 2010
Leadership in Type 4 environments
?transformational change due to
increasing demand from the population as well as innovations in the marketplace ?intensively engaging with the environment to seek information and were focused on trying to design management and organizational structures to cope and interact with the environment.
20 20 PGPM 609 SPJIMR 2010
Leadership in Type 4 environments
?Type 4 organizations see turbulence as
an opportunity to grow (rather than a problem to be solved), this view might be an influencing factor in coping strategy design. ?The increased turbulence in the environment probably causes the leaders to constantly scan and assess it, thus making it critical for them to institutionalize regular and formal review and tracking mechanisms.
21 21 PGPM 609 SPJIMR 2010
Leadership in Type 4 environments
?They relied on innovative strategies,
creating learning environments, collaborating with competitors (as in the cases of Future Logistics and More), seeking information and unconventional ideas from their stakeholders in order to cope with the environment.
22 22
PGPM 609 SPJIMR 2010
Leadership in Type 4 environments
? The leaders’ actions focused on making sense
of their environment and gaining a personal understanding of the context. ? focused on building relationships and engaging with people; created enabling structures within the organization coupled with tight review mechanisms for tracking relevant and significant data. ? building and articulating the all important vision for the organization. ? the organizational vision was articulated and widely communicated to all employees.
23 23 PGPM 609 SPJIMR 2010
Type 4 organizations
?have ambitious growth targets and are
focused on building capability to achieve the targets, ?possessed distinctive competencies such as an innovation focus, ?collaborating with competitors to succeed and ?actively listening to stakeholders.
24 24
PGPM 609 SPJIMR 2010
Type 4 Culture
?transparent communication, ?empowerment of employees and ?participative decision making ?an open and team based culture ?a learning culture
25 25
PGPM 609 SPJIMR 2010
Leaders in type 4 environment
?enablers such as their people skills -
understanding people; appreciation; collaboration; building and managing relationships; Listening skills; Empathy; Patience; Counseling; consensus building: aligning people towards work issues
26 26
PGPM 609 SPJIMR 2010
Leadership in Type 3 environments
?Building alignment with values and goal
clarification, ?undertaking problem solving measures ?as building consensus and support using initiative ?displaying performance measures
27 27
PGPM 609 SPJIMR 2010
Leadership in Type 3 environments
?Leaders are inclined towards carrying their
teams with them as well as deal with the externalities
28 28
PGPM 609 SPJIMR 2010
Leadership in Type 2 environments
?correcting the internal organizational
processes and retaining their employees ?managing perception through communication ?creating efficient systems, ?focus on maintenance functions.
29 29
PGPM 609 SPJIMR 2010
Leadership in Type 1 environments
?Organizational Improvement with the
actions of the leader centering around initiative taking ?managing employees through counseling, training and developmental activities implying a focus on the capability building of employees. ?The leader may rely on domain knowledge as well as people skills.
PGPM 609 SPJIMR 2010
30 30
doc_822273844.pptx