STRATEGIC MANAGEMENT

STRATEGIC MANAGEMENT

1. IMPLEMENTATION STRATEGIC CHANGE: POLITICS, POWER AND CHANGE

   • Organizational Power and Politics
     • objective to maximize corporate wealth
   • Sources of Power
     • Ability to cope up with uncertainty Centrality. Control over information. Non substitutability Control over contingencies Control. over resources
   • Organizational Conflict
     • is considered to be necessary for organizational change
   • Organization's Conflict Process
     • the organizations mode of operations
   • Managing Conflict Strategically
     • is better managers should intervene at latent stage and probe into the causes of conflict
   • Conflict Resolution Strategies
     • the chief executive officer or corporate office interfere and impose a solution
   • Steps in Change Process.

2. LEADERSHIP

   • is the process of directing and influencing a group of people
   • Qualities or traits approach
     • the trait approach is where it is argued that people are born with certain character traits that make them exceptional
   • Behavioral approach
     • This approach outlines the different leadership approaches used by the leaders in the organization
   • Contingency or situational approach
     • This leadership approach focuses on variables and circumstances that are related to the environment and alsothose which would determine which leadership style is appropriate for a particular situation

3. Example in Colombia, the strategic process of Ecopetrol, its impact on business consolidation, and the generation of value for the Colombian State and for private shareholders, all of them minority. This business case, describes and analyzes, Four Strategic Cycles for the consolidation of Ecopetrol today, head of a business group with influence and activities at local, regional, international and global level