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MindMap Gallery ACCA SBL subject Change management chapter mind map

ACCA SBL subject Change management chapter mind map

ACCA strategic business leadership (SBL) subject, change management chapter mind map, compiled based on Sdanvi handouts.

Edited at 2021-02-01 14:24:44

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ACCA SBL subject Change management chapter mind map

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Outline

ACCA SBL key mind map
- 106
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Change management

organizational structure

simple/entrepreneurial structure

Suitable for small companies

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

Give authority to divisional managers, prepare them for senior management

provide clear accountability for divisional managers

drawbacks

divisions duplicate each other's functions(wastage)

barriers between divisions

strategic management can be complex

transnational structure transnational organization

combines some independence for national units

benefits

improve responsiveness to local conditions

lead to major economics of scale

drawbacks

complex relationships within org.

Complex structures lead to difficulties of control

matrix structure

Suitable for those who have a lot of project work

benefits

flexible employment

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 decisions 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 hollow tube structure

No program outsourcing, concentrate on core value-added activitiea

modular structuremodular

The production process is divided into several modules (part in-house, part outsourced)

networksmesh

group of org corporate to deliver service to customers

virtual structuresvirtual

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

Emphasis on talent: attract, identify, develop, retain, deploy

The responsibility of managers, not HR

CEO in talent management

lead

set the needs for talents

driving forces in attracting talents

strategic change managementchange management

adaption: most common, step by step

reconstruction: rapid & extensive action; response 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 preservation

diversity of opinions and experience may make change easier

the org's capability to execute 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

workfroce readiness is the extent to which staff are likely to accept or resistent change

factors considered---POPIT model

people

skills and motivation

organization

management support, business structure, roles and responsibilities

process

manual and automated processes and workarounds

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.how to change,reduce staffs' uncertainty( training programs)

effect the changes (implementing)

a structured process for change a planned change process

participation by staff

freeze

At the beginning of change, 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)

simulation

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 products vs bespoke customization

ads of off-the-shelf

cost saving---economics of scale

time saving

matainance and support

quality is guaranteed

standard operation process training

comprehensive evaluation(Trial)

disads of off-the-shelf

questionable competitive advantage

confidentiality: data security---back door problem

features

project management

PID (project initiation document)-initiating startup plan

project objectives accomplish the goals from where to where, so as to

anticipated benefits anticipated benefits

During the exam, write down both financial and non-financial

financial

Determined before the project starts

quantifiable

Before the start of the project, there is sufficient evidence to believe that --- the benefits brought by ---, the amount (specific) of this benefit cannot be completely accurately estimated

measurable

Evaluation can only be done after the project is completed

observable

There is a group that decides whether to achieve e.g. customer satisfaction, staff motivation improved

scope project scope

deliverable/outcomes

constriants

time

cost (funding)

resources

key stakeholders

project team roles

project sponsor

Prepare resources

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 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 slide/offset

project change procedure

responding project risk

project completion

completion repot acceptance report (signed by both parties)

Post-project review Vulnerabilities in the project management itself (review is issued immediately after the project is completed)

Post-implementation review: Review a period of time after the project ends---benefits planned vs actual benefits

In other words, prepare a business case for a project, including objectives, benefits, risks/costs (the benefits and risks must be balanced)