Please enable JavaScript.
Coggle requires JavaScript to display documents.
CHAPTER 13: ENABLING SUCCESS AND STRATEGIC CHANGE, works with divisional…
CHAPTER 13: ENABLING SUCCESS AND STRATEGIC CHANGE
Enabling success and strategic change
Types of structure
Simple/Entrepreneurial
Functional
Divisional
Holding company structure
Transnational structure
Matrix structure
Approach to running divisionalised conglomerates (Goold and Campbell 1987)
Strategic planning style
Strategic control style
Financial control style
Collaborative working (modern thinking)
Boundary-less organisations
-
Hollow structure
(majority of the company's non-core processes are outsourced to specialist providers)
-
Modular structure
(outsource certain production processes to specialist outsources)
-
Networks
(groups of organisations or individuals who co-operate to deliver services to customers)
-
Virtual structures
(network of different organisational nodes. eg Amazon)
Partnering
-Internal partnering
-External partnering
Outsourcing
Shared servicing
(main driver is cost)
Offshoring
(external entity in another country)
Global business services
(relatively new development)
Performance excellence
The Baldrige Criteria
Provides a framework for assessing performance, with a view to improving performance.
Elements of Baldrige assessment
1.Leadership
Strategy
Customers
Measurement, Analysis and Knowledge Management
Workforce
Operations
Results
1-6 is regarding Deployment, Learning, and Integration
7 is about Trends, Comparisons, and Integration
Empowering organisations
empowerment goes in hand with delayering, flexibility and new technology
Authority structure (historical role, control role)
Empowerment structure (letting staffs make decisions, mgmt role is to help them achieve that
Talent management
Talent management activities
Coaching in mgmt and leadership skills
Communication and involvement with
senior management and board level executives
Attending networking events with other 'talented' individuals
Communication and involvement with
key organisational customers
Designed around 4 areas:
Recruitment
Development
Deployment of talent
Succession planning
Strategic change (WHY DO WE NEED CHANGE?)
Type of change (see workbook pg 470)
Contextual features of change (Why to consider for a change?)
Aspects of context
Time available
Preservation
of some organisational characteristics and resources
Diversity
of general experience, opinion and practice
Capability
to manage and implement change
Capacity
to undertake change (resource, mgmt skill, time)
Degree of workforce
readiness
for change will affect its success
Power
to effect change may not be sufficient to overcome determined resistance among important stakeholder groups
The four-view (POPIT) model (to understand where problems lie and how to improve within each of the 4 aspects)
Organisation
Information Technology
People
Processes
Lewin's three-stage model (to successfully implement a change)
Unfreeze (open to change, sending a signal that change is coming, communication)
remove individual so old behaviours are not reinforced
Consulting
Confronting perceptions and emotions
Reinforcing a willingness to change
Change (put the change in place - about mgmt approach)
5 styles of change
-Education and communication
-Collaboration or participation
-Intervention
-Direction
-Coercion
Refreeze - normal way of working
-Habituation effects (give ppl time)
-Positive reinforcement (bonus staff scheme)
works with divisional managers
low degree of planning influence but uses tight strategic control
strict financial targets