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Mr Gromit i think i missed some in this list but do we need to learn know all these or could we skip some 🙂
Could u please identify the ones that are must learn. Cause i dont think cause a person with lousy memory like me can retain all 🙂 please help
STRATEGY
#1 Model: Strategic Planning Model
#2 Model: Johnson and Scholes – Three Levels of Strategy
#3 Model – Johnson and Scholes – Strategic Lenses
STAKEHOLDERS, ETHICS AND CULTURE
#4 Model: Mendelow’s Stakeholders’ Mapping
#5 Model: Charles Handy – Types of Culture
#6 Model : Miles and Snow – Strategic Cultures
#7 Model: Johnson and Scholes – The Culture Web
#8 Model: Johnson and Scholes – Key Drivers of Change in the business environmentENVIRONMENTAL ISSUES
#9 Model – PESTEL – How to analyse the Macro Environment
#10 Model – Porters 5 Forces
#11 Model – Porter’s National DiamondSTRATEGIC CAPABILITY
#12 Model: The nine M Model
#13 Model: Porter’s Value Chain
#14 Model Porter’s Value Network
#15 Model: The product Life Cycle
#16 Model – Nanaka and Takeuchi – Tacit and explicit knowledge
STRATEGIC OPTIONS:
#17 Model: Ansoff’s Growth vector matrix
#18 Model: Porter’s Generic Strategies
#19 Model: Johnson and Scholes’ Strategic Clock
#20 Model: The BCG MatrixSTRATEGIC CHOICE:
#21 Model: Johnson and Scholes – Strategic Rationale
#22 Model: The Ashridge Portfolio Model
#23 Model: Johnson and Scholes SFA testMARKETING:
#24 Model: Value Based Marketing
#25 Model: The Marketing MixIMPROVING BUSINESS PROCESSES
#26 Model: Hammer and Champy – Business process re-engineering (BPR)
#27 Model: Rummler and Brache – Gaps and Disconnects
#28 Model: Harmon’s Process Strategy Matrix
#29 Model: Skidmore and Eva – Stages in selecting software
E-BUSINESS:#30 Model: Mc Farland’s Grid
# 31 Model: Nolan’s use of IT within the organization
#32 Model: The 6 I’s of e-marketing
#33 Model: Adcock’s guide to Customer Relationship Management (CRM)
#34 Model: The customer life cyclePEOPLE IN ORGANISATION:
# 35Model: Mintzberg’s Structural configurations
# 36 Model: Hackman characteristics of job enrichment
PROJECT MANAGEMENT
#37 Model: Tuckman’s stages of Group Formation
#38 Model: Belbin’s Personality Mix
CHANGE AND DEVELOPMENT#39 Model: Johnson and Scholes – Types of Change
#40 Model: Balogun and Hope Hailey – Acceptance of Strategic Change
#41 Model: Lewin’s Force Field Analysis
#42 Model: Maurik – Qualities of the Transformational Leader
#43 Model: Lewin’s 3 step process
#44 Model: Johnson and Scholes – Approaches to Change Management
#45 Model: Johnson and Scholes – management of TurnaroundI wouldn’t bother with these:
STRATEGY
STAKEHOLDERS, ETHICS AND CULTURE
#6 Model : Miles and Snow – Strategic Cultures
#8 Model: Johnson and Scholes – Key Drivers of Change in the business environment
ENVIRONMENTAL ISSUES
STRATEGIC CAPABILITY
#14 Model Porter’s Value Network
STRATEGIC OPTIONS:
STRATEGIC CHOICE:
#21 Model: Johnson and Scholes – Strategic RationaleMARKETING:
#24 Model: Value Based MarketingIMPROVING BUSINESS PROCESSES
#27 Model: Rummler and Brache – Gaps and Disconnects
#29 Model: Skidmore and Eva – Stages in selecting software
E-BUSINESS:
#30 Model: Mc Farland’s Grid
# 31 Model: Nolan’s use of IT within the organization#33 Model: Adcock’s guide to Customer Relationship Management (CRM)
PEOPLE IN ORGANISATION:
# 36 Model: Hackman characteristics of job enrichment
PROJECT MANAGEMENT
#37 Model: Tuckman’s stages of Group Formation
#38 Model: Belbin’s Personality MixCHANGE AND DEVELOPMENT
#42 Model: Maurik – Qualities of the Transformational Leader
#45 Model: Johnson and Scholes – management of Turnaround
thanks i have updated the original list as per your feed back.
Anymore that can be cut off, cause 30 is still a large number, for my dumb brain 😀
What should we do in the following 2 situations:
a) when a question ask’s to apply a specific model likeapplying Harmon’s methodology how business process should be redesigned in Company XYZ?
b) Using appropriate theoretical models support your question
1 a)Should we explain the model in situation a or b?
1 b)if so what level of detail?
2 )Do we need to state the model inverter/creators name ( do u get any marks for stating it) or are marks deducted for stating wrongly?Any other suggestions that you would like to make regarding handling the application of Models in p3 questions?
Thanx
You can probably leave #16 out also.
Unless specifically asked to, you should no describe a model: you should use it. If you remember the name of the creator, that’s good, but not vital. Don’t guess.
There’s is often a ‘key word’ hint in the requirements. For example, on change management if asked to describe the contextual features then that’s a big hing to use Balogun and Hope Hailey. Your answer will usually attract more marks if you use some sort of model(s), but the marking is quite forgiving if you choose an unexpected one. However, choosing one the examiner didn’t expect usually means that it won’t fit the facts of the case quite so well so you will be able to say less. Look at what’s given in the scenario and think what model(s) might fit that information.
Sir.I have only 3 months to prepare for this exam.I am currently working and the work has alot of its pressures.The ACCA textbook of P3 is very thick and I am getting concerned with the little time left to prepare for the exams.Is there a shorter(quicker) way of approaching this subject?Oh ,am also resitting P1 and attempting P2 for the first time.
Just use the OpenTuition notes and lectures AND work through past exam questions. That is usually enough.
@kengarrett said:
I wouldn’t bother with these:<br />
<br />
STRATEGY<br />
<br />
STAKEHOLDERS, ETHICS AND CULTURE<br />
<br />
#6 Model : Miles and Snow – Strategic Cultures<br />
<br />
#8 Model: Johnson and Scholes – Key Drivers of Change in the business environment<br />
<br />
ENVIRONMENTAL ISSUES<br />
<br />
<br />
STRATEGIC CAPABILITY<br />
<br />
#14 Model Porter’s Value Network<br />
<br />
<br />
<br />
<br />
STRATEGIC OPTIONS:<br />
<br />
<br />
STRATEGIC CHOICE:<br />
#21 Model: Johnson and Scholes – Strategic Rationale<br />
<br />
<br />
MARKETING:<br />
#24 Model: Value Based Marketing<br />
<br />
<br />
IMPROVING BUSINESS PROCESSES<br />
<br />
#27 Model: Rummler and Brache – Gaps and Disconnects<br />
<br />
#29 Model: Skidmore and Eva – Stages in selecting software<br />
<br />
E-BUSINESS:<br />
<br />
#30 Model: Mc Farland’s Grid<br />
# 31 Model: Nolan’s use of IT within the organization<br />
<br />
#33 Model: Adcock’s guide to Customer Relationship Management (CRM)<br />
<br />
<br />
PEOPLE IN ORGANISATION:<br />
<br />
<br />
# 36 Model: Hackman characteristics of job enrichment<br />
<br />
PROJECT MANAGEMENT<br />
#37 Model: Tuckman’s stages of Group Formation<br />
#38 Model: Belbin’s Personality Mix<br />
<br />
CHANGE AND DEVELOPMENT<br />
<br />
<br />
#42 Model: Maurik – Qualities of the Transformational Leader<br />
<br />
#45 Model: Johnson and Scholes – management of TurnaroundSir are these models still relevant to the “unimportant” category?
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