managerial report.pptVIP

27 March 2010 - Theory 23 Useful Models Andrew St George Core Competencies Think of the company from the inside-out rather than the outside-in (the view of customers and competition) -Think about the specific skills, knowledge, attitudes of the staff -Think about what is?unique?about the company Think about strengths -even if they are not being fully utilised ( research, design, customer relations, world market penetration) Hamel,G and Prahalad, C. K. (1994) Breakthrough strategies for seizing control of your industry and creating the markets of tomorrow, Harvard Business School Press change quadrants Organisation Features Change COLD rules /control crises / threats WARM shared values motivation / ambition Organisation Type of change Change strategy COLD cold intervention COLD warm transformation WARM cold implementation WARM warm innovation The Change Factory (1999) Het idee verandering. Amsterdan:Uitgerverij Nieuwezijds 4 Gods of management Handy,C. (1978-1995) Gods of management, the changing work of organisations. Oxford University Press ZEUS charismatic leader, entrepreneurial organisations clubs and gangs APOLLO structured hierarchy, rules and regulations bureaucracies and long established companies ATHENA talented individuals within creative teams consultancies, agencies, hi-tech research enterprises DIONYSUS support infrastructure for individual members universities, group practices, creative cooperatives 7 ‘forces for change’ -model NECESSITY moves VISION directs SUCCESS wins confidence SPIRIT empowers STRUCTURES challenge CAPACITIES make possible SYSTEMS reinforce From Berenschot (1991) in ten Have, S. W.and Stevens,F., (2003) Key Management Models. FT Prentice Hall The 7 - S Framework STRATEGY STRUCTURE SYSTEMS Shared Values Skills Staff Style Companies and organisations have HARD and Soft elements. Shared Values connect them all. 7-S thinks holistically about how every element connects and works with oth