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CPA Program Australia GSL > Module 6 > Flashcards

Module 6 Flashcards

1
Q

What examples of “hard” elements of implementing responsibilities?

A

Strategy, structure and systems

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2
Q

What are “soft” elements of implementation responsibilities?

A

Style, skills, staff and shared values

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3
Q

What does the McKinsey 7S framework make it easier for leaders+ managers to understand?

A

What they should be concentrating their attention on in implementing a strategy.

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4
Q

What is organisational structure also known as?

A

Organisational design

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5
Q

What are the 3 components of organisational structure?

A

Complexity
Formalisation
Centralisation

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6
Q

What is the primary driver in choosing a organisational structure?

A

Organisation’s purpose or mission

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7
Q

What should a organisational structure reflect?

A

Strategic challenges the organisation faces.

Degree of change and uncertainty, optimal degree of control, knowledge requirements.

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8
Q

What are the 2 types of organisation patterns?

A

Mechanistic
Organic

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9
Q

What is a mechanistic system?

A

People viewed as part of a machine

Many rules and regulations

Authoritarian

High centralisation and formalisation

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10
Q

What are organic systems?

A

People are viewed as unique + the most important resource

Organisation culture is highly valued

Motivation techniques are intrinsic

Power exercised through expertise

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11
Q

What is the distinction between mechanistic and organic?

A

Mechanistic = hierachial control

Organic = adaptive self-regulation

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12
Q

What does “systems” mean?

A

Flow of information within an organisation

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13
Q

What are 2 hallmarks of an effective culture?

A
  1. Managers committed to enduring business principles, rather than specific operating practices

2.employees receptiveness to a degree of risk taking, innovation and change - appropriate to the organisation and its industry.

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14
Q

What are the 4 key stages of change management?

A
  1. Change strategy
  2. Business impact assessment
  3. Change readiness assessment
  4. Stakeholder management
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15
Q

What are the key components of successful change?

A
  1. Compelling case
  2. Clear vision
  3. Well-defined strategy
  4. Adequate resources
  5. Organisational physical capability
  6. Sufficient motivation
  7. Robust communication mechanisms
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16
Q

What may happen if there is no compelling case for change?

A

Inertia.

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17
Q

What happens if no clear vision for change?

A

Confusion.

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18
Q

What happens if there is no well-defined strategy?

A

Diffusion of effort

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19
Q

What happens if not adequate resources?

A

Frustration.

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20
Q

What happens if not enough organisational/physical capability?

A

Fatigue

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21
Q

What happens if not sufficient motivation?

22
Q

What happens if no robust communication mechanisms?

23
Q

What are the 8 steps in creating successful change according to Kotter?

A
  1. Sense of urgency
  2. Create a guiding coalition
  3. Develop vision and strategy
  4. Communicating the change vision.
  5. Empowering broad based action.
  6. Generate short-term wins
  7. Consolidating gains and producing more change.
  8. Anchor new approaches in the culture.
24
Q

What is the purpose of proactively managing change?

A

Minimise the productivity dip at the point of implementation.

25
26
What is the difference between anything project and a program
A project is a temporary organisation structure that is created for achieving one or more objectives. Program = multiple related projects
27
What is a project report card?
Assess progress of project and program initiatives. Helps Program Manager to maintain oversight of current projects. Depicts which projects are on track and which are at risk of failure.
28
What is "agile" project management?
New approach to project management and software development. Teams deliver projects in regular increments. Intensive efforts are known as sprints.
29
What is "waterfall" project management?
Progress is made over time towards a single outcome.
30
What should occur when several strategic initiatives are competiting for same resources and funding?
Prioritisation models, project planning, strategic reviews.
31
What are the key elements of strategy through projects?
* Sound processes of governance + decision making * Time-phased and adequately resourced tactical actions * Realistic and achievable * Clearly defined initiatives * Managed as part of a central program * Staff input
32
How are a set of related projects usually managed?
Through a single program, to ensure effective coordination
33
Why is monitoring implementation important?
Allows managers to attend to emerging and changing circumstances, promote flexibility and learning, and avoid the pitfalls of adhering to outdated plans.
34
What are rewards systems closely linked to?
Strategy implementation and a company's values
35
What are digital twins?
Creating a virtual model of the organisation. Can help leaders and managers identify aspects of the organisation that facilitate or work against the implementation of strategy.
36
What does effective performance management requirement the manager to do?
Know what strategic goals + options selected Express these in practical + measurable terms Understand current position in relation to goals Appreciate the resource implications of achieving these goals Ensure goals + action plan well-communicated + accountability
37
What doies the balanced scorecard (BSC) do?
Serves as an effective evaluation and communication tool for ensuring managers and employees across an organisation understand the strategy and are implementing it well.
38
For monitoring, what 4 aspects should each quadrant of BSC cover?
Objectives Measures Targets Initiatives
39
What is the link between dashboards and BSC?
Dashboards support the strategy implementation process, displaying the relevant areas of information that are linked to the balanced scorecard
40
True or false: As part of the implementation process, it is essential to continually monitor the external environment, including macro and industry environments.
True
41
What are "wicked problems"?
Issues created by society that are difficult or impossible to solve because they have no simple definition or clear solutions for managing them
42
True or false: Implementation is an ongoing and adaptive process that copes with uncertainty and change.
True Unless there is a major change to the external environment, the strategy itself does not change, but the way achieved or implemented does.
43
It is important to establish links between the strategic initiatives, key performance measures, individual performance (goals) through the establishment of .... what?
1. KPI's 2. Reward Systems
44
What is it extremely important that extrinstic motivators (e.g. pay increases) are linked to?
Clearly and strongly related to performance behaviour. Link should be visible to encourage managers / employees to support strategic progress.
45
What are common reasons implementation of strategy can fail?
* Missing purpose * No road map * Lack of priorisation * No sense of urgency * No follow-through * Missing the how-to * Weak accountability * Lack of celebration * Missing rewards * Poor communication
46
What are 7 factors that lead to resistance to change?
Strategic inertia Selective info processing Economic factors Habit + security Power relationships Group inertia Limited focus
47
What is paralysis by analysis?
Failure to implement strategy due to focusing too much on analysis and formulation, and not enough on resource allocation / operational decisions.
48
What is strategic inertia?
Processes keep status quo and result in managers not understanding or reacting to changes in the environment. Rigid adherence to norms and routines, losing touch with competitive landscape.
49
What is limited implementation focus?
Strategy implementation inadequately executed in one subsystem or part of the organisation, holding the rest of the strategy back. e.g. New sales / customer focus, but performance management system not updated to reward sales / customer focus.
50
What is group inertia?
Groups resisting the shift in behaviour required, or a subculture at odds with overall organisational structure.
51
What is selective information processing?
The tendency to filter out conflicting information, selectively processing information to reaffirm our world.

CPA Program Australia GSL (5 decks)

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