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ch16 - Chapter 16 Leadership Organization and Corporate...

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Chapter 16 Leadership, Organization, and Corporate Social Responsibility
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16-2 Introduction This chapter focuses on Integrating each element of the   marketing  mix into a plan that addresses  opportunities and threats Leadership that integrates global  efficiency, local responsiveness, and  leverage into global vision and strategy Corporate social responsibility
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16-3 Leadership Leadership is not about hierarchy or title or status: It is about having influence and mastering change. Leadership is not about bragging rights or battles or even the accumulation of wealth; it’s about connecting and engaging at multiple levels. . . . Leaders can no longer view strategy and execution as abstract concepts, but must realize that both elements are ultimately about people. —Carly Fiorina, former CEO, H-P
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16-4 Leadership The leader’s task is to articulate Beliefs Values Policies Intended geographical scope of activities
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16-5 Top Management Nationality Companies are realizing that they have a portfolio of human resources worldwide, that their brightest technical person might come from Germany, or their best financial manager from England. They are starting to tap their worldwide human resources. And as they do, it will not be surprising to see non-Americans rise to the top. —Christopher Bartlett, Harvard Business School
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16-6 Top Management Nationality, 2006
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16-7 Leadership and Core Competence Executives were judged on their ability        to  identify, nurture, and exploit the  organization’s core competencies in the  1990s as opposed to the focus on  reorganization in the 1980s Core competencies must Provide potential access to a wide variety of  markets Make a significant contribution to the perceived  customer benefits Be difficult to imitate
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16-8 Organization The goal is to find a structure that Enables the company to respond to relevant 
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