The exercise starts from EFE i.e. PLEST global and Pakistan and CIP of the 5 types.

The man behind the gun i.e. the CEO then plays the orchestra of all the functions and adds strategy tools into it.

The fourth and the main component of MP is the leadership which combines the EFE, IFE orchestra with strategy
tools and then creates change in the organization.

Any individual who resists the change is trained through a change management process and we call it change the
man.

If he still resists then we go to the second step by replacing him and again we call it change the man.

The other faculties of the manager which makes the CEO a leader is as follows:

I have explained the 4 stages of learning which are applicable to the growth of a manager to a leader till such time
that decision making and reacting to various situations comes to him automatically.

1. I have explained it through an analogy of learning how to drive a car:

A) Unconscious Incompetency
B) Conscious Incompetency
C) Conscious Competency
D) Unconscious Competency

2. The leader is the main person and we call him man behind the gun.

3. He implements change the man or change the man

4. He is a catalyst

He gets as an input data and human interaction. The human interaction is from his employees, colleagues, bosses,
customers, suppliers, government.

With this HR and data he processes them and gives the output as data and new human relationship to the context.
But this time the output is for the corporate objective and with the MP requirements.

5. How he takes decisions

Data is never complete and is never accurate. It has to be supplemented by his intuition which comes from his
knowledge of EFE (PLEST) and competitors.

6. He goes for important versus urgent

7. Effective versus Efficient

8. He moves from transactional management to transformational management till he becomes charismatic

9. His mix of skills from his start of the career with 85% functional, 10% HR, and 5% conceptual moves in 30 years
time to 0% functional, 5% HR for his directors and 95% conceptual with 90% EFE. The steps in between are
accordingly understood.

10. He remains all the time in helicopter to overview all his operations both EFE and IFE, but when there is a need
he comes to the surface i.e. tank approach and for root cause analysis and its solution, he takes the submarine.

11. He does not depend on his IQ only but develops his EQ (Emotional Quotient) and CQ (Cultural Quotient)

12. He knows that success is not by chance but by choice

13. He knows that there is no such word like luck he believes that success is when preparation meets
the opportunity.

14. He understands that all the business executives are equal like balloon with normal air, and they will float at
normal level. If he wants to rise high, he has to fill helium inside of him.

15. This helium is available with himself only, as his hidden side of personality which he has to unleash and that
side of the personality will shift him from doing things right to doing right things.

16. He knows that normal executives asses themselves of what they can do, but world asses them by what they
have done, or what challenges they can take for business results.

17. The glass is always half full for everybody. For people who have their locus of control within them, they say
that they have enough strengths to start the game and they will fill the balance glass with their own efforts and in
the process they can see how much has been achieved.

The other type of personality say that the glass is half empty and i.e. because of the external environment.They
believe that the locus of control is outside their personality and the forces from external side are going to empty
the balance half glass of which he will not have any control.

Therefore the road map from manager to a leader needs a paradigm shift

IFE

The concepts mentioned in the book David Fred, in the HBR articles and the
class room discussions.
Vision Mission 4 utilities cost, differentiation - Focus POLC MBO - SMART -
SCDA 4 Ps Core Competencies Synergies Inhouse versus Outsource
Feature, Benefit, Communication, Selling price cooperation amongst competitors


The first question will be around the 6 contributors of Managerial Policy where you will be required to give
weightage and the reason for it as applicable to your selected industry in the term report.

The second question will be around the 4 leaders whereby you have to find the common points and different
points and what is applicable in Pakistan and in your selected industry.

The third question will be around the execution of IFE through playing an orcestra with all the functions of the
industry.

The fourth will be the understanding of the two concepts BBSC i.e. Business Balanced Score Card and Michael
Porters 5 forces.