Strategist or manager
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This document discusses the difference between strategists and managers. It provides background on Helmuth von Moltke, a Prussian general staff known for his strategic abilities. The objective is to understand what makes a strategist and how managers can develop strategic skills. A strategist is defined as having a long-term plan to achieve goals, while a manager controls resources and staff. The document includes a questionnaire to evaluate if managers display strategic traits like having an entrepreneurial vision and competitive advantages. It concludes the questionnaire can help identify average managers versus good strategists for promotions.
Strategist or manager
- 1. Presentation On STRATEGIST or MANAGER Submitted By : Bhupender Singh Mandeep Singh
- 2. INTRODUCTION Helmuth von Moltke , chief of the Prussian & German general staffs from 1858 to 1888 Engineered the strategy behind the military victories His characteristics include ability to understand significance of events without being influenced by current opinion & ability to make decisions quickly In past Prussian officers were discouraged from acting on their own . But Moltke tradition by allowing his officers to show individual initiative Todays school help in achieve highest possible average level & offer perspective managers to develop themselves Difference in real life result much less than knowledge learned Ultimately the ability to strategize is linked with the personality of successful entrepreneurs & manager
- 3. OBJECTIVE What does it actually take to be a strategist How factors determine the level of strategic management competence How can managers consciously work on themselves to develop their own strategic capabilities
- 4. MANAGER A person responsible for controlling or administering an organization or group of staff. A person regarded in terms of their skill in managing resources, especially those of a household.
- 5. STRATEGY A plan of action designed to achieve a long-term or overall aim. It can’t be taught It is applied common sense
- 6. QUESTIONNAIRE Do I Have an Entrepreneurial Vision Do I Have a Corporate Philosophy Do I Have Competitive Advantages Do My Employees Use Their Ability to Act Freely in the Interest of the Company Have I Built an Organization That Implements My Vision
- 7. QUESTIONNAIRE CONTINUES…… Are the Line Managers Involved in Strategic Planning Is the Corporate Culture in Harmony with the Strategies Do I Point Out Directions & Take New Approaches Have I Been Lucky in My Life So Far Do I Make a Contribution to the Development of Society – and Myself
- 8. HOW TO MEASURE STRATEGISTS The nature of the vision they had at the beginning of phase of their career or life The way in which they kept modifying their guiding ideas to suit changing conditions The extent to which – and under what conditions – they put those ideas into action or led others to do so
- 9. CONCLUSION This procedure help top management to distinguish between average managers and good strategists By using this questionnaire , company management can evaluate managers being considered for an open position or a promotion by drawing up their profiles This procedure is not intended to replace other analysis of the performance potential and intellectual horizon of an individual , but it can supplement them
- 10. THANK YOU