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What is "Strategic Leadership"？
A．The title of his publication.
B．The title of the lecture.
C．The name of the program.
D．A solution to the future.
A、strategic visioning is essential to leadership
B、traditional leadership is out of date
C、good leaders should lead by their actions
D、aesthetic awareness needs to be added
A．inspire the passions of their team members.
B．make more practical strategic initiatives.
C．create a more favorable working environment.
D．adopt an enforcement mentality for management.
The course is intended for managers who______.
A．want to strengthen their leadership
B．want to improve their strategic and technical skills
C．lack managerial skills in general
D．lack human management skills
A、supervising production at the manufacturing units of the company.
B、compiling sales reports, company costs, employee productivity and calculating the employee turnover rate.
C、responding to employee complaints on a daily basis.
D、providing leadership for the entire organization and allocating resources among its different business areas.
E、maintaining records of transactions with suppliers.
阅读理解
VISION AND EXECUTION: TWO SIDES OF A SUCCESSFUL STRATEGY
A strategic plan is not the end goal of the strategic planning process – it is the framework for successfully implementing a strategy. Until a strategic plan is put into effect, it has no real value.
There are several keys to successful implementation. First, people directly involved in executing the strategy must be included in the planning process. Strategic planning is no longer a top-down directive. Without the input and feedback of the people responsible for executing on the strategy, a seemingly solid strategy is likely to fall apart when implementation is attempted.
The next key to successful implementation is clearly communicating the strategy to the whole company. The communication should ensure that everyone in the company understands and accepts the strategy as the best path forward, and not simply the leadership's latest idea. Without clear communication, employees lack a sense of ownership and clarity of purpose. When a strategy is not understood or embraced, it usually results in misunderstanding and uneven commitments to implementation.
Another key to the successful execution of a strategic plan is the clear and straightforward description of the plan and its operations. Even the most brilliant strategy faces failure if it cannot be explained clearly and concisely.
操作提示：正确选T，错误选F。
1. The final goal of the strategic planning process is a strategic plan.{T; F}
2. A strategic plan is valuable if it is executed.{T; F}
3. There are four keys to successful implementation.{T; F}
4. A good strategy is likely to fall apart if without the input and feedback of the people responsible for executing on the strategy.{T; F}
5. Leadership's idea determines all.{T; F}
Task Sheet for Candidate A
Task Sheet 1
A: The management; how to treat your employees with TLC (Tender Loving Care)
B: Customer service: how to improve customer service
C: Leadership training; how failure paves the way to success
Task Sheet for Candidate B
Task Sheet 2
A: Staff management: how to keep good employees
B: Sales: how to increase your sales
C: Performance management: how strategic performance management is helping companies create business value
But, surprisingly, organizations often thwart, block, or drive out this talent--the very talent they require for their future survival! At the very least, most organizations lack well- established human-capital programs designed to search for and consciously use their employees' intuitive talent in the strategic-planning process. As a result, this talent is either not used, suppressed, or lost altogether.
Typically, highly intuitive managers work in an organizational climate that is the opposite of that which would enable them to flourish and to readily use their skills for strategic decisionmaking. This climate can be characterized as follows: New ideas are not readily encouraged. Higher managers choose others who think much as they do for support staff. Unconventional approaches to problemsolving encounter enormous resistance. Before long, the intuitive executive begins to emotionally withdraw, slowly but surely reducing his or her input and often leaving the organization altogether.
To achieve higher productivity in the strategic-planning and decisionmaking process, clearly what is needed is an organizational climate in which intuitive brain skills and styles can flourish and be integrated with more-traditional management techniques. The organization's leadership must have a special sensitivity to the value of intuitive input in strategic decisionmaking and understand how to create an environment in which the use of intuition will grow, integrating it into the mainstream of the organization's strategic-planning process.
Which of the following does NOT describe intuitive talents？
A．They are innovative in strategic planning.
B．They are good at finding new approaches to old problems.
C．They are the executives that all organizations would love to find.
D．They are fully utilized.
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