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Organisational Analysis

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Presentation on theme: "Organisational Analysis"— Presentation transcript:

1 Organisational Analysis

2 Drivers for change External models PESTLE
TEMPLES – Boston Matrix, Porter’s 5 Forces Internal models Organisational style, Culture, Values SWOT Force Field Analysis

3 SWOT Analysis Framework
Environmental Scan           / \            Internal Analysis       External Analysis / \        / \ Strengths    Weaknesses       Opportunities    Threats SWOT Matrix

4 PESTLE Analysis Political Economic Sociological Technological Legal
Environmental

5 MARKETS TEMPLES Analysis Technological Economic Political Legal
Environmental Sociological

6 The Competitive Situation - Porter's Five Forces
Current Competition Supplier Power Buyer Power Potential entrants Substitutes Porter, M.E. (1980) Competitive Strategy, Free Press, New York.

7 Bruce Henderson   Boston Consulting Group  (1970)

8 Analysis of Your Enterprise Position
Stars Cash Cows Question Marks Dogs High growth High share Low growth High share High growth Low share Low growth Low share Business is likely to generate enough cash to be self sustaining. Recommended tactics: promote aggressively expand your product or service invest in R & D Business can be used to support other business units. defend & maintain Business requires a lot of cash to maintain market share. invest more cash or, divest Business is a cash trap. focus on short term avoid risky project limited future

9 Organisational Culture
Charles Handy, The Gods of Management

10 McKinsey 7S model Hard Elements Soft Elements Strategy Structure
Systems Shared Values Skills Style Staff Waterman Jr., Robert H., Peters, Thomas J. & Phillips, J.R.. (1980) "STRUCTURE IS NOT ORGANIZATION." Business Horizons 23, no. 3: 14.

11 McKinsey 7S model Waterman Jr., Robert H., Peters, Thomas J. & Phillips, J.R.. (1980) "STRUCTURE IS NOT ORGANIZATION." Business Horizons 23, no. 3: .

12 Lewin K. (1943). Defining the "Field at a Given Time."

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14 Cultural Web –power and readiness

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16 Mendelow’s Power / Influence Matrix

17 Stakeholder Mapping Red = Relationship not functioning well
Large circles = large influence Near circles = Important relationship Line strength =strength of communication Yellow= Relationship needs work Green = Good positive relationship Stakeholder Mapping Taylor Made Solutions 2009 17

18 Assignment Utilising appropriate models and frameworks to conduct a structured analysis of current drivers for change, identify the impact of these particular drivers on your current role in your organisation context


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