危机后的领导:领导者如何接受混乱

Q4 Business, Management and Accounting
Denean Robinson
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引用次数: 0

摘要

后危机领导是一种积极主动的方法,领导者必须调查内部和外部环境,以掌握消费者购买行为的趋势。在这段时间里,数据分析、重振销售和选择领导风格对击败行业竞争对手至关重要。通过阅读这篇文章,它将给领导者一个关于如何创建营销和员工发展战略来定义他们的组织的新视角。战略和战术规划是创建立即实施的内部活动所需的关键概念。在这个前所未有的时代,员工和领导者必须共同努力,为消费者创造一个双赢的局面。本文将讨论几个主要理论。这些理论包括:客户关系管理、管理四种功能和仆人式领导。在危机后的大流行中,领导者必须学会如何计划、组织、领导和控制。计划阶段引导管理者通过选择目标、分配资源和确定计划的成功率来制定总体战略,以改进组织的总体战略。在第二阶段,组织确定执行计划的组织结构,分配权限,定义资源分配,并详细说明如何组织好任务。在第三阶段,领导将确定谁将领导计划并在实施过程中管理所有任务。控制是围绕目标完井和干预措施进行持续监测的最后阶段。客户关系管理和仆人式领导侧重于加强与客户的关系,以确定满足他们购买行为的下一步是什么。领导者必须帮助客户从产品或服务中获得尽可能多的价值。组织必须发展有意义的伙伴关系,这样客户才能产生收益。最后,领导者必须积极主动,发展长期的关系纽带,展示产品/服务的价值,并创造收入。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Post- Crisis Leadership: How Leaders can Embrace Chaos
Post-crisis leadership is a proactive approach where leaders must survey the internal and external environments to garner the trend of consumers buying behaviors. During this time, data analytics, re-energizing of sales and selecting a leadership style is crucial in beating your industry competitors. By reading this article, it will give leaders a new look on how to create marketing, and employee development strategies in defining their organizations. Strategic and tactical planning are key concepts needed to create internal activities for immediate implementation. Employees and leaders must work together to create a win-win situation for the consumer during these unprecedented times. This article will discuss several main theories. Those theories include: Customer Relationship Management, Four Functions of Management and Servant Leadership. In a post-crisis pandemic, leaders must learn how to plan, organize, lead and control. The planning phase leads managers to develop an overall strategy by selecting goals, allocating resources and determining success rates of the plans to improve the overall strategy of the organization. During the second phase, organizing determines the organizational structure for executing the plans, assigns authorities, defines resource allocations and details how well tasks will be organized. In the third phase, leading will identify those who will head the plan and manage all tasks during implementation. Controlling is the last phase where continuous monitoring occurs surrounding goals completions and interventions. Customer Relationship Management and Servant Leadership focus on strengthening relationships with your customers to determine what are the next steps in satisfying their buying behaviors. Leaders have to help customers get as much value from the product or service as they can. Organizations have to develop a meaningful partnership so the customer can generate revenue. Finally, leaders have to be proactive, develop long-term relationship bonding, demonstrate product/service value, and generate revenue.
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来源期刊
International Journal of Management and Business Research
International Journal of Management and Business Research Business, Management and Accounting-Business and International Management
CiteScore
0.70
自引率
0.00%
发文量
0
期刊介绍: International Journal of Management and Business Research (IJMBR) is a scholarly, referred, peer reviewed publication of Graduate School of Management and Economics, Science and Research Branch, IAU in Iran.
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