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Hi guys
can anyone tel me which model of Harmon is used in Q1 part (b) of kaplan mock exam answer….i couldnt find it in the notes of opentuition and i guess i hvnt seen it through out my prep for P3. Im confused.Are these opentuition notes comprehensive enough to pass P3?? Please help.Harmon’s process – strategy matrix
.process complexity and dynamics
.strategic importance of the process1. Outsourcing: Complex and dynamic processes but not part of company’s core competences: hard to automate, so outsource.
e.g. advertising, logistics and distribution, staff counseling2. Major redesign project: Complex, dynamic, high value processes which generate competitive advantage: careful process improvement, focusing on people, their skills and their interactions.
e.g. product development3. Process automation: Simple, commodity like processes: automatic with off the shelf systems or outsource.
e.g. payroll accounting, credit card approval4. Process improvement: Simple but important: automate to improve efficiency. use Six Sigma based improvement
e.g. sales order processing@ DAZHONG0703
Brother! i guess u havent understand my question.,…the model u mentioned in your reply is well known to me aswell…but if u look at the kaplan mock answer to the above mentioned question and its part B…You will come to know that the model used there by Kaplan is completely different which i havent seen before and the model u have mentioned is not seems fit to the scenario of question 1.
Q 3 of the same kaplan mock is also ery strangely answered….the model used thre is totally unseen to me…kindly have a look at it aswell
Levels of process change
.Process re-engineering – this is used at the strategic level, when major threats or opportunities in the business ‘s external environment prompt a fundamental rethink of the large scale core processes critical to the operation of the value chain.Process redesign – this is an intermediate scale of change operation, appropriate for medium sized processes that require extensive improvement or change
.Process improvement – this is a tactical level, incremental technique that is appropriate for developing smaller, stable, existing processes
Balogun and Hope Hailey-
.Scope of change: realignment (existing), transformation (new)
.Nature of change: incremental (progressive), big bang (rapid)
.Type of change: adaptation, reconstruction, evolution, revolutionSpeed of change
.Incremental
-small changes
-step by step
-less resistant
.Big bang
-respond to crisis
-more resistanceExtent of change
.Transformation
-radical change to the biz model
-need to change biz process
.Realignment
-does not alter the biz model
-not much change in biz processesType of change
.Evolutionary (incremental transformational)- inter-related activities
-careful biz analysis
-gradual change in biz model
-emergent process
-change becomes apparent once complete.Adaptation (incremental realignment)- incremental change to realign with PEST
-change within current biz model
-occurs incrementally
-most common type of change.Revolutionary (big-bang transformational)- simultaneous initiatives
– fundamental shift in biz model-the way the firm competes.Reconstruction (big-bang realignment)- many simultaneous initiatives to realign itself
-e.g. when in a crisis
-does not require a fundamental change in the biz model
-turnaround necessary to ensure biz survival
Contextual features and their influence on strategic change programs
.time- how quickly is change needed?
.scope- what degree of change is needed? / are you able to manage the scope?
.preservation- what organizational resources and characteristics need to be
maintained? / core competency
.diversity- how homogeneous are the staff groups and divisions within the org?
.capability- what is the managerial and personal capability to implement the
change?
.capacity- what is the degree of change resource available?
.readiness- how ready for change is the workforce?
.power- what power does the change leader have to impose change?
Styles of change management
.education and communication-is an approach based on persuasion /approach when change is incremental /depends on a willingness to accept
.collaboration/participation -subject to the influence of the existing culture and paradigm /climate of trust /build both readiness and capability for change
.intervention-is undertaken by a change agent /can build commitment and a sense of ownership
.direction-is a top down style in which managerial authority is used /suited to transformational change /but may lead to resistance
.coercion-is an extreme form of direction
Reasons for resisting change
.Job factors
-fear of technological unemployment
-fear of changes to working conditions
-fear of demotion or reduced paySocial factors
-dislike need to break up current environment
-personal dislike of people implementing change
-lack of consultation leading to rejection of changePersonal factors
-implied criticism of current working method
-feels less value
-work becomes more monotonousChange agents
These are people who act as catalyst and manage the change process
.should help members collect valid data
.should not prescribe or impose solutions, give advice nor recommend specific courses of actions
.ensure that members become internally committed (psychological, ownership of decisions)thanks alot bro…but can i know from you get this all material…?
Everywhere, also https://opentuition.com/acca/p3/acca-p3-lectures/
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