导图社区 ACCA SBL科目Change management篇章思维导图
ACCA strategic business leadership(SBL)科目,change management 篇章思维导图,根据Sdanvi讲义整理。
编辑于2021-02-01 14:24:44Change management
organsational structure
organsational structure
simple/entrepreneurial structure
适合小公司
strong leadership and experience, skills, knowledge
dynamic(fast decision-making)
functional structure
benefits
no duplication of functions--- economics in scale in operation
drawbacks
co-ordinate and communication problems
focus on internal process rather than the whole business process
divisional structure
benefits
给divisional managers权力,prepare them for senior management
provide clear accountability for divisional manager
drawbacks
divisions duplicate each other's functions(wastage)
barriers between divisions
strategic management can be complex
transnational structure跨国组织
combines some independence for national units
benefits
improve responsiveness to local conditions
lead to major economics of scale
drawbacks
complex relationships within org.
复杂结构导致difficulties of control
matrix structure
适合有很多project work的
benefits
flexible emplyment
improve communication and co-operation
drawnbacks
potential conflicts between managers( cross control )
complex to run& lead to slow decision-making
centralization vs decentralization
centralization
greater control
procedures standardization
make decision from corporate view
senior managers are more experienced and skilled in decision-making
decentralization
reduce workload of senior management
greater jod satisfaction
local knowledge
flexible& fast to changing conditions
middle-level managers are trained for senior managers
boundary-less org.
hollow structure空管结构
没有程序外包,concentrate on core value-added activitiea
modular structure模块化
生产流程拆成几个模块(部分自己,部分外包)
networks网状
group of org corporate to deliver service to customers
virtual structures虚拟
no formal geographical structure operate through linked IT system
outsourcing
ads
cost reduction
easy budgeting
greater skill& knowledge
disads
condidenciality
loss of control
loss in-house skills
talent management
强调人才的关注:attract, identify,develop, retain, deploy部署
管理者的职责而非HR
CEO in talent management
lead
set the needs for talents
driving forces in attracting talents
strategic change management变革管理
adaption: most common, step by step
reconstruction: rapid & extensive action; reponse to long-term decline in performance
evolution: new paradigm
revolution: rapid & wide ranging response to extreme pressure for change
factors considered---Balogun& Hope
time avilable to make change
scope
preservation of certain characteristics 保留
diversity of opinions and experience may make change easier
the org's capability to execue change may vary, especially whether management have experience in this area
whether the org. has capacity to execute change--resouces e.g. people, finance, information
whether have power to drive through the type of change envisaged设想的
workfroce readiness准备度is the extent to which staff are likely to accept or resistent change
factors considered---POPIT model
people
skills and motivation
organiasation
management support, business structure, roles and responsibility
process
manual and automated process and workarounds
IT
information requirements and systems
factors considered---Lewin's force field analysis (Lewin's three-step model)
unfreeze (preparing for change)
define current state of org.( why change in needed) e.g. initial for long-term success
make people ready for change & consider the information needs for change
board level people: CEO lead the change---act as a team, reomve&consult individuals below the board level: create motivation for change, consider org.怎么变,reduce staffs' uncertainty( training programs)
effect the changes (implementing)
a structured process for change 有计划的变革流程
participation by staffs
freeze
change一开始,ensure staffs are behaving in new ways---keep an eye on feedback
process redesign
process redesign methodology
analysis of existing process( problem identified)
redesign new process
development
Harmon's process/ strategy matrix
BPR and improvement( Re-engineering )
simplication
eliminate duplication/not necessary/bottleneck process
value-added analysis
customer is willing to pay for the ouput e.g. preparation&set-up activities, control & inspection activities
gaps and disconnects
occurs at design of the process & actual workflow & monitor and control of proccess outcome
off-the-shelf产品 vs bespoke定制
ads of off-the-shelf
cost saving---economics of scale
time saving
matainance and support
quality is guaranteed
standard operaation process training
comprehensive evaluation(Trial)
disads of off-the-shelf
questionable competitive advantage
confidentiality: data security---back door problem
unwanted features
project management
PID(project initiation document)-initiating启动计划
project objectives 完成从哪到哪的目标,从而
anticipated benefits 预期好处
考试时financial和non-financial都写上
financial
项目开始前就确定的
quantifiable
项目开始前有足够证据认为---带来的好处,这个好处的金额(具体)不能完全准确预估
measurable
项目完成之后才可以评估
observable
有某个群体决定是否实现 e.g. customer satisfation, staff motivation improved
scope 项目范围
deliverable/outcomes
constriants
time
cost( funding)
resources
key stakeholders
project team roles
project sponsor发起人
准备资源
as project owner
not involved in management
not have the capacity to provide effective supervision for project manager
review project plans and progress at regular intervals
arbitrate仲裁 on any conflicts
project manager
risk assessment
cost overrun, delay...
cost estimates
purchase cost
internal system developemnt sosts
infrastructure costs
costs of carrying out the changes
ongoing cots
performance measures
project execution and control
controlling project
project slippage滑动/偏移
project change procedure
responding project risk
project completion
completion repot 验收报告(双方签字)
post-project review 项目管理本身漏洞(项目完成立刻发放review)
post-implementation review 项目结束后一段时间进行review---benefits planned vs actual benefits
或者说prepare a business case for a project,包括objectives,benefits, risks/costs(其中好处和风险要平衡)