WHAT U UNDERSTAND BY ORGANIZATIONAL LEADERSHIP

The most fundamental role of a leader is to define the organizational goals, formulate plans and
organize people to achieve the goals through the execution of plans.
Vision:
It includes determining the next product or feature, finding new markets for the product, etc.
Strategy: (how to achieve the vision)
Strategies demonstrate the job knowledge or the skills of a leader. It includes restructuring organization,
product mgmt, strategic mgmt etc.
People: (Who should carry the strategy?)
The people skills include providing inspiration and motivation, establishing relationship, intelligently
using power and position of leadership etc.

WHAT ARE LEADERSHIP CHALLENGES TODAY

Being a leader is in itself a challenge, in today world most of the leaders face challenges like:
1. When something is about to start
When you're beginning a new intervention, trying something different in a program that's been
running for a while, stepping up to another stage in your initiative, or hiring a new leader, no
one is quite sure what's going to happen with this systems and relationships can break down,
2. when something is about to end:
It is a big push to get finished, or because it's tough to tell what's coming next, or because a closeknit group is splitting up
3. When times are rough
Theres not enough funding, or an organization or group is being publicly criticized, for instance,
its leader usually has to try to solve the problem in some way: find money, reduce expenses, and
defuse the attacks. Leaders are tested when times are difficult.

OVERCOMING THE CHALLENGE

1. Be proactive
Regardless of the situation, it's important for leaders to do something. Waiting is occasionally the
right strategy, but even when it is, it makes a group nervous to see its leader apparently not
exercising some control.
2. Be creative
Always try to think out of box and to keep updating yourselves.

3. Listen
Always listen people responses to your ideas, plans and opinion. Listen more than you
talk, Listen to a broad range of people, not just to those who agree with you.

4. Share the burden

Surround yourself with good people who share your vision. If you can find others who are
competent and committed to whom you can delegate some of the tasks of leadership, it will
both remove pressure from you, and make your group stronger.

 WHAT IS OUTSOURCING AND PROS AND CONS OF OUTSOURCING

Outsourcing is the contracting out of a business process to another party. Outsourcing sometimes
involves transferring employees and assets from one firm to another, but not always. Outsourcing
includes both foreign and domestic contracting, and sometimes includes off shoring or relocating a
business function to another country.

PROS AND CONS OF OUTSOURCING

Pros of outsourcing are as follows:a) Better revenue realization and enhanced returns on investment
b) Lower labor cost and increased realization of economics of scale
c) Tapping in to a knowledge base for better innovation

d)

a)
b)
c)
d)

Reduces cash outflow and optimizes resource utilization

CONS OF OUTSOURCING
Cons of outsourcing are as follows:Possible loss of control over a companys business processes
Problems related to quality and turnaround time
Lower than expected realization of benefits and results
Issues pertaining to lingual accent variation

DEFINE ORGANIZATIONAL STRUCTURE AND DIFFERENT TYPES

An organizational structure defines how activities such as task allocation, coordination and
supervision are directed towards the achievement of organizational aims. It can also be
considered as the viewing glass or perspective through which individuals see their organization
and its environment.
DIFFERENT TYPES OF ORGANIZATIONAL STRUCTURE:1. Pre-bureaucratic structure
Usually this type of structure can be observed in small scale, start-up companies. Usually the
structure is centralized and there is only one key decision maker.
2. Bureaucratic structure
These structures have a certain degree of standardization. When the organizations grow
complex and large, bureaucratic structures are required for management. These structures
are quite suitable for tall organizations.
3. Post-bureaucratic structure
The organizations that follow post-bureaucratic structures still inherit the strict hierarchies,
but open to more modern ideas and methodologies. They follow techniques such as total
quality management (TQM), culture management, etc.

EXPLAIN PORTER 5 FORCES WITH DIAGRAM

1. Threat of Substitute
Threat of substitute products means how easily your customers can switch to your
competitors product. Threat of substitute is high when
a. There are many substitute products available
b. Quality of the competitors product is better
2. Threat of new entrants

A new entry of a competitor into your market also weakens your power. Threat of new
entry depends upon entry and exit barriers. Threat of new entry is high when
a. Capital requirements to start the business are less
b. Few economies of scale are in place
3. Industry Rivalry
Industry rivalry means the intensity of competition among the existing competitors in the
market. Intensity of rivalry depends on the number of competitors and their capabilities.
Industry rivalry is high when
a. Customers have low switching costs
b. Industry is growing
c.

Exit barriers are high and rivals stay and compete

4. Bargaining of supplier
Bargaining Power of supplier means how strong is the position of a seller. Suppliers are more
powerful when
a. Suppliers are concentrated and well organized
b. A few substitutes available to supplies
5. Bargaining power of buyer
Bargaining Power of Buyers means, how much control the buyers have to drive down your
products price when more bargaining power when
a. Few buyers chasing too many goods
b. Buyer purchases in bulk quantities

BCG MATRIX AND SWOT ANALYSIS (do it by yourselves as it is related to marketing)

a. Strength
Patents
Strong brand names
Good reputation among customers
b. Threats
New regulation
Increased trade barriers

DEFINE BRAND STRATEGY AND THREE ANY STRATEGIES

Brand strategy is a long-term plan for the development of a successful brand in order to achieve
specific goals. A well-defined and executed brand strategy affects all aspects of a business and is
directly connected to consumer needs, emotions, and competitive environments.
a. THE PRODUCT BRAND STRATEGYThis strategy involves the assignment of a particular name to one and only one product as well
as one exclusive positioning.
b. THE LINE BRAND STRATEGYIn this strategy the line responds to the concern of offering one coherent product under a single
name by proposing many complimentary products.
c. THE RANGE BRAND STRATEGY
Range brand bestow a single brand name and promote through a single promise a range of
products belonging to the same area of performance

WHAT IS GENERIC STRATEGY AND REASON FOR THEIR SUCCESS?

Basic approaches to strategic planning that can be adopted by any firm in
any market or industry to improve its competitive performance.
There are 3 types for the reason of success of generic strategy
a. Cost leadership strategy
Aim to become lower cost strategy
Cost reduction provides the focus of the organization strategy
Competitive advantage is achieved by driving down costs.
b. Differentiation Strategy
Customers perceives the product to be different and better than that of rivals
It can be used on product image or durability, after sales, quality and additional
features.
c. Focus Strategy
The premises is that the needs of the group can be better serviced by focusing
entirely on it
It concentrates on a narrow segment and within that segment attempts to achieve
either a cost advantage.

EXPLAIN LONG TERM OBJECTIVE AND AREAS IN WHICH THEY ARE ESTABLISH
Performance goals of an organization, intended to be achieved over a period of five years or
more. Long-term objectives usually include specific improvements in
the organization's competitive position, technology leadership, profitability, return on
investment, employee relations and productivity, and corporate image.
a. Flexible
Objectives should be adaptable to unforeseen or extraordinary changes in the firms
competitive or environmental forecasts
b. Measurable
Objectives must clearly and concretely state what will be achieved and when it will be
achieved.
c. Suitable
Objectives must be suited to the broad aims of the firm, which are expressed in its mission
statement.
d. Understandable
Strategic managers at all levels must understand what is to be achieved.

EXPLAIN 3 TIER OF ENVIRONMENTAL FACTORS THAT AFFECT THE PERFORMANCE OF THE FIRM
1. Remote Environment
a. Economic factors
Inflation rates
Unemployment rates
Globalization of the economy
b. Social Factors
Beliefs and values
Attitudes and opinions
c. Political Factors
Fair-trade decisions
Tax programs
d. Technological factors
It helps to protect and improve the profitability of firms in growing
industries
e. Ecological factors
Threats to our life-supporting ecology caused principally by human activities
in an industrial society are commonly referred to as pollution
2. Industry Environment
a. Market size and growth rate
b. Number of rivals
c. Scope of competitive rivalry
d. Buyers needs and requirement
e. Product innovation
f. Economy of scale
3. Operating environment
a. Differing external elements affect different strategies at different times and with
varying strengths
b. Many managers, particularly in less powerful firms, minimize long-term planning

5 FACTORS IN THE REMOTE ENVIRONMENT (SAME AS ABOVE)

5 FACTORS IN THE OPERATING ENVIRONMENT

1. Suppliers
They are the persons who supply raw material and required components to the company.
They should not depend upon only one supplier
2. Customers
Customers are regarded as the king o the market. It depends upon the level of the
customers satisfaction. Types can be wholesalers, retailers, industries, government and
other institution.
3. Market intermediaries
They work as a link between business and final consumers. Types are middleman, marketing
agencies, financial and physical intermediaries.
4. Competitors
Every move of the competitors affects the business. It has to adjust itself according to the
strategies of the competitors.
5. Public
Any group who has actual interest in business enterprise is termed as public e.g. media and
local public. They can be the user or non-users of the product.

EXPLAIN STRATEGIC MANAGEMENT WITH DAIGRAM

Strategic Management Process is defined as the way an organization defines its strategy. It is a
continuous process in which the organization decides to implement a selected few strategies, details the
implementation plan and keeps on appraising the progress & success of implementation through regular
assessment.

i. Goal Setting:
The vision and goals of the organization are clearly stated. The short-term and long-term goals are
defined, processes to achieve the objectives are identified and current staff is evaluated to choose
capable people to work on the processes.
ii. Analysis:
Data relevant to achieve the goals of the organization is gathered, potential internal and external factors
that can affect the sustainable growth of the organization are examined and SWOT analysis is also
performed.
iii. Strategy Formulation:
Once the analysis is done, the organization moves to the Strategy Formulation stage where the plan to
acquire the required resources is designed, prioritization of the issues facing the business is done and
finally the strategy is formulated accordingly
iv. Strategy Implementation:
After formulation of the strategy, the employees of the organization are clearly made aware of their
roles and responsibilities. It is ensured that funds would be available all the time. Then the
implementation begins.
v. Strategy Evaluation:
In this process, the strategies being implemented are evaluated regularly to check whether they are on
track and are providing the desired results. In case of deviations, the corrective actions are taken.

WHAT U UNDERSTAND BY VISION AND MISSION STATEMENT AND GIVE EXAMPLES

A Mission Statement defines the company's business, its objectives and its approach to reach
those objectives. A Vision Statement describes the desired future position of the company.
Elements of Mission and Vision Statements are often combined to provide a statement of the
company's purposes, goals and values.
Examples of tata motors
Mission:To be passionate in anticipating and providing the best vehicle and experiences that excite our
customers globally.
Vision:Most admired by our customers, employees, business partners and shareholders for the
experience and value they enjoy from being with us.
WHY MISSION AND VISION STATEMENT IS NECESSARY
A company's mission statement is essentially its statement of purpose. It serves as a guide for all
of the company's decision-making. Shareholders, leaders and employees are generally the
target of the mission. A mission statement offers insight into what company leaders view as the
primary purpose for being in business.
Vision statements are sometimes confused or used synonymously with mission statements.
However, vision statements should offer more of a direction and include a perspective of
corporate values. A vision might provide a direction for the company for the next five to 10
years. It should inspire employees and given them a sense of purpose.