LO2 - KEY ASPECTS OF THEORIES Flashcards

1
Q

what is Mckinsey’s model

A

the 7-S model is a framework which determines how likely an organisation is to achieve its aims and objectives
the model looks at 7 internal elements and checks how well aligned they are - it is based on the belief that these elements are all interrelated

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2
Q

what are the 7’S for the Mckinsey model

A
  • strategy
  • structure
  • systems
  • shared value
  • skills
  • staff
  • style
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3
Q

what is a hard S and define them

A

hard S’ can be controlled by management and are easy to identify

  • strategy is the long term plan designed to get a competitive advantage
  • structure is the organisational structure and chain of command
  • systems are the processes and procedures followed in decision making and carrying out daily activities
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4
Q

what is soft S and define them

A

soft S is less defined and much more difficult to control

  • skills are the capabilities within a workforce
  • staff is the type and number of staff needed to achieve a planned strategy e..g how will they be recruited and trained
  • style is the management style that exists in the organisation e.g. autocratic and democratic
  • shared value is the foundation of the organisation, it is the visions and values
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5
Q

how is the Mckinsey model used?

A

the model is used to help identify what needs to be realigned to improve performance, this can be done by looking at the 7-S and asking questions such as, is the shared value consistent with the hard S?

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6
Q

what is Kotter’s 8 step process for leading change

A

in this model change is a campaign to persuade stakeholders that it will be a success

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7
Q

what are the 8 steps process for leading change

A
  • urgency
  • coalition
  • vision and plan
  • communicate
  • remove obstacles
  • create wins
  • build on change
  • embed to culture
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8
Q

what is urgency kotters

A

create a compelling reason that change is needed, for change to happen 75% of management will need to agree

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9
Q

what is coalition kotters

A

get the leaders brought in, and form a strong team of influential people to form the coalition

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10
Q

what are vision and plan kotters

A

create a vision that is easy to understand, it should be precise and paint a picture of how you want to see the organisation in the future

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11
Q

what is communication kotters

A

communicate the vision relentlessly to all stakeholders involved

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12
Q

what is remove obstacles kotters

A

address barriers that are in the way and appoint leaders to try take down these barriers that are slowing down the vision

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13
Q

create wins kotters

A

celebrate and create wins

create short term targets that are realistic and achievable with the aim of winning people over

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14
Q

build on change kotters

A

build on the success that has been achieved so far

analyse strengths and weaknesses and look for areas of improvement

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15
Q

embed to culture kotters

A

make it a necessity for the organisation

make sure the change achieved so far have been integrated into the organisation to make it permanent

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16
Q

what is lewins change management theory

A

lewins change management theory compares it to changing the shape of a block of ice
the stages are unfreezing, change, refreeze

17
Q

what is the unfreeze stage

A

this is the preparation for the change in the business, this can be a very difficult process as stakeholders must be convinced that things cannot carry on the way they are .
there may be resistors to change as people generally stray from the unfamiliar as they will be fearful

18
Q

what is the change stage

A

change can only take place is stakeholders are convinced that it is necessary and that it will benefit them in some way
it may take time for stakeholders to get used to the change - this is why communication is very important at this stage

19
Q

what is the refreeze stage

A

this is where stakeholders have embraced the new change that has been put into place, it is vital to incorporate this change into everyday values
- this stage is successful when employees feel confident with the new change happening, success should be rewarded to motivate employees

20
Q

how can lewins theory be used to deliver change

A

start by persuading the stakeholders that change is needed, once this is achieved encourage stakeholders to participate in the change - change needs to be internalised