l1 2 cipd leading the org bus environ

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Ashley O'Donoghue, NationalCollege Of Ireland

INTRODUCTIONSINTRODUCTIONS

ASHLEY O¶DONOGHUE BA, H.Dip. Ed., MBSHRS, MCIPD

LECTURER ± CONSULTANT

CAREER Human Resource Management /Leadership & Management

Development , Change Management

RESEARCH AREASEvaluating the Business Benefits of L&D

Management Development and Career Progression



LEADING THE ORGANISATIONLEADING THE ORGANISATION

SCHEDULE31

JANUARY ± 02 MAY 2011

13 x LECTURES Monday 1300-1500 Room 1.02( Bank Holiday 25 April & 02 May)

13 x TUTORIALS ± Thursday 1000-1100(No Class FRI 22 April Good Friday)

Week 7 Reading Week / 14 MAR± 19 MAR

ASSESSMENT PROJECT 40% - DUE 08 March 2011

Approx. 2,000 - 2,500 words

FINAL EXAMINATION 60%




LEARNING OUTCOMESLEARNING OUTCOMES Demonstrate a comprehensive understanding of the models, theories and

research in the areas of Leadership and Decision-making

Apply these models, theories and approaches in real world situations

Develop techniques for diagnosing organisational situations withreference to the utilisation of this knowledge and the associated

techniques and skills

Assess and evaluate the principles, values & approaches to leadership &

management in order to minimize or remove performance barriers & tomotivate people

Assess the nature & extent of the people related behaviours that contribute

to the achievement of organizational success




RECOMMENDED READINGRECOMMENDED READING Mullins,L (2007) Management and Organisational Behaviour , FT Prentice

Hall

Hitt,M, Black, S., Porter,L. (2009). Management . Pearson Publishing.

Senior,B & Fleming, J (2006) Organisational Change FT Prentice Hall

Supplementary Reading :

K otter, J. (1996) Leading Change Boston: Harvard Business School Press.

Ulrich, D. (1996). H uman Resource Champions Boston: Harvard Business

School Press.




COURSE OUTLINECOURSE OUTLINE

A.A. The Framework ;The Framework ;

THE CHANGING BUSINESS ENVIRONMENT

CHANGING REQUIREMENTS FOR ORGANISATIONS

CHANGING REQUIREMENTS FOR PEOPLE

LEADERSHIP BEHAVIOURS AND FEATURES OFSUCCESSFUL ORGANISATIONS

CHARACTERISTICS OF EFFECTIVE ORGANISATIONS




COURSE OUTLINECOURSE OUTLINE

B. The Performance Infrastructure / Tools ;B. The Performance Infrastructure / Tools ;

JOB DESIGN & EMPLOYEE PERFORMANCE

SYSTEMATIC APPROACHES TO RESOURCING

LEADERSHIP

LEARNING & DEVELOPMENT STRATEGIES FOR LEADERSHIP

SYSTEMATIC APPROACHES TO REVIEWING,RECOGNISING & REWARDING LEADERS




ELEMENTS OF AN ORGANISATIONELEMENTS OF AN ORGANISATION

WHAT IS AN ORGANISATION?WHAT IS AN ORGANISATION?

WHAT MAKES UP THE ORGANISATION ?WHAT MAKES UP THE ORGANISATION ?





³an organisation is a social arrangement for achieving controlled performance in pursuit of

collective goals¶(Buchanan & Huczynski, 2004, p32)

This social interaction of people needs to beManaged i.e. Co-ordinated and Motivated toachieve these goals

Work gets done through a number of processesi.e. Policies, Procedures, Structures





Interactions & efforts of

PEOPLE

Inorder to achieveOBJECTIVES

Chanelled & co-ordinated through

ORG. STRUCTURE

Directed & Controlled through

MANAGEMENT



Ashley O'Donoghue, National

College Of Ireland


The Organisation is a System of interacting

Subsystems that make up its INTE R NAL

ENVI RO NMENT



Ashley O'Donoghue, National College Of Ireland


FORMAL SUBSYSTEM

Strategy

Goals

Structure

Management

People - Roles / Responsibilities

Operations ± Processes / Procedures

Technology

INFORMAL SUB-SYSTEM

Culture

Politics

Leadership




TYPES OF ORGANISATIONSTYPES OF ORGANISATIONS

SECTOR

PRIVATE SECTOR ± O2, Tesco

PUBLIC SECTOR ± HSE, Dublin City Council

NOT FOR PROFIT ± Focus Ireland, Enable

Ireland

NGO (Non Government Organisations) ± Concern, Oxfam



ORGANISATIONORGANISATION ± ± A SYSTEM OFA SYSTEM OF

INTERRELATED ELEMENTSINTERRELATED ELEMENTS

The

Organisation

FORMAL SUBSYSTEM

Strategy Management

Goals People

Structure Operations

Technology

INFORMALSUBSYSTEM

Culture

Politics

Leadership

OUTPUTSGoods/Services, Goals, Productivity,

Employee Satisfaction

INPUTS Raw Materials

Resources





Mullins (2005

) identifies4

interrelated sub-systems that are criticalwhen leading the organisation;

TASK TASK Goals & Objectives of the Organsiation

STRUCTURESTRUCTUREOrganisation design, lines of authority, communication channels

PEOPLEPEOPLE

The human capital to deliver the organisations goals &objectives competencies, expectations, attitude

TECHNOLOGYTECHNOLOGYSystems, procedures and equipment used in the transformation

process




Mullins (2005) identifies 4 interrelated sub-systems that are critical

when leading the organisation; (4 PILLARS)(4 PILLARS)

TASK

Goals &

Objectives

of the

organisation

STRUCTURE

Org Design to

protect

competitive

advantage,Lines of

Authority &Communication

PEOPLE

Human

Capital,

competencies

to deliver theorgs Goals &

Objectives

TECHNOLOGY

&

SYSTEMS

Systems,

processes,

procedures &

equipment usedin the

transformation

process




College Of Ireland


The Organisation is also set within an EXTERNALENVIRONMENT that provides Inputs (raw materials,resources e.g. human capital) and receives its Outputs(productivity, goods and services)

Organisations are unable to control the external environment e.g. can¶t control interest rates, recession, legislation e.g. WorkingTime Directive

To survive they must be constantly aware of externaldevelopments e.g. Competitor K nowledge, Legislation etc.

Organisations must Plan and Anticipate external developmentsso they can effectively manage their organisation and survive




College Of Ireland

CHANGING BUSINESS ENVIRONMENTCHANGING BUSINESS ENVIRONMENT

Does your organisation operate at Local, Regional,Does your organisation operate at Local, Regional,National or International level?National or International level?

Does it supply Domestic or Foreign Markets orDoes it supply Domestic or Foreign Markets orboth?both?

What factors exert pressure on your organisation toWhat factors exert pressure on your organisation to

change?change?




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TRIGGERS OF CHANGE FROMTRIGGERS OF CHANGE FROM

THE EXTERNAL ENVIRONMENTTHE EXTERNAL ENVIRONMENT

COMPETITIVEENVIRONMENT

Rivals

New Entrants

Substitutes

Buyer Bargaining Power

Supplier Bargaining Power

Five Forces Model

( M. Porter 1985)

MACRO ENVIRONMENT

P E S TEL ANALY S I S P E S TEL ANALY S I S ;

Political

Economic

Socio-Cultural

Technological

EnvironmentalLegislative

(J ohnson & Scholes, 2003)




College Of Ireland

TRIGGERS OF CHANGE FROM THETRIGGERS OF CHANGE FROM THE

EXTERNAL ENVIRONMENTEXTERNAL ENVIRONMENT

Johnson & Scholes (1999) - environmental factors that trigger

organisational change ; PESTEL Analysis

POLITICAL FACTORSPOLITICAL FACTORS

ECONOMIC FACTORSECONOMIC FACTORS

SOCIOSOCIO--CULTURAL FACTORSCULTURAL FACTORS

TECHNOLOGICAL FACTORSTECHNOLOGICAL FACTORSE NVIRONEMNTAL FACTORSE NVIRONEMNTAL FACTORS

LEGISLATION FACTORSLEGISLATION FACTORS




College Of Ireland

TRIGGERS OF CHANGE FROM THE EXTERNALTRIGGERS OF CHANGE FROM THE EXTERNAL

ENVIRONMENT (PESTEL)ENVIRONMENT (PESTEL)

ORGANISATION

(J ohnson & Scholes, 1999)

POLITICAL FACTORS

Government Policy

Government Ideology

International Law

Wars

Local Regulations

Taxation, Trade Unions

TECHNOLOGICAL

Info. Technology / Internet

New Production Processes

Computerised Processes

Changes in Transport

Technology

SOCIO-CULTURAL

Demographics ±

Customers/Employees

Shifts in values

Change in Lifestyle

Attitudes to Work/Leisure

Education Standards

ECONOMIC FACTORS

Competitors / Suppliers

Exchange Rates

Employment / Wage Rates

Economic Policies

Interest Rates / Lending

Inflation

ENVIRONMENTAL

Energy efficiency,

Emissions Compliance

LEGAL

Legislation and EU

Directives

Employment Law e.g.

Working Time Directive,

Minimum Wage, Equality

Compettion Law




College Of Ireland

PRESSURES OF CHANGE ON THEPRESSURES OF CHANGE ON THE

BUSINESS ENVIRONMENTBUSINESS ENVIRONMENT

Global Markets ± Customers / Suppliers / Competitors

Government, Legislation , Regulatory Bodies

Trade Unions

Financial Institutions Labour Supply / Demographics / Levels of unemployment

Economic Climate

Technological Advances, Information Systems

Marketing Techniques, e-Commerce

Off-Shoring and Cost Reduction Strategies

Social Change




College Of Ireland

PLAN FOR YOUR OWN COMPANYPLAN FOR YOUR OWN COMPANY

1. Describe your Product / Service?1. Describe your Product / Service?

2. W

hat is the Mission2. W

hat is the Mission ± ± Purpose of your organisation?Purpose of your organisation?

3. What is your Vision3. What is your Vision ± ± What will success look What will success look like?like?

44. Analyse the threat from the PESTEL environment?. Analyse the threat from the PESTEL environment?




OUTUBE YOUTUBE : P E S T ANALY S I S : P E S T ANALY S I S

Dr . Dr . E ugeneO¶ Loughlin E ugeneO¶ Loughlin NCI NCI

M obile Phone C ompany P E S T : 6 MIN S M obile Phone C ompany P E S T : 6 MIN S--8 MIN S 8 MIN S




THE ORGANISATION ENVIRONMENTTHE ORGANISATION ENVIRONMENT

INTERNAL ENVIRONMENTINTERNAL ENVIRONMENT

Strategy Technology

Goals Politics

Structure Culture

Management

Operations

PeopleLeadership

SSocioocio--CulturalCultural

InfluencesInfluences

PPoliticaloliticalInfluencesInfluences

EEconomicconomic


TTechnologicalechnological


EEnvironmentalnvironmental


LLegalegalInfluencesInfluences

EXTERNAL ENVIRONMENTEXTERNAL ENVIRONMENT



TRIGGERS OF CHANGE FROMTRIGGERS OF CHANGE FROM

THE EXTERNAL ENVIRONMENTTHE EXTERNAL ENVIRONMENT

COMPETITIVE ENVIRONMENT

Rivals New Entrants

Substitutes

Buyer Bargaining Power

Supplier Bargaining Power Five Forces Model ( M. Porter, 2008)

Y outube :

T he Five

C ompetitive Forces

T hat Shape Strategy




College Of Ireland

Y OUR BUS INE SS ;Y OUR BUS INE SS ;

-- P E S TEL ANALY S I S P E S TEL ANALY S I S

-- C O M P ETITIE FORCE S ANALY S I S C O M P ETITIE FORCE S ANALY S I S

-- S .W.O .T ANALY S I S S .W.O .T ANALY S I S




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LEADING ORGANISATIONSLEADING ORGANISATIONS

S.W.O.T ANALYSIS

S - Strengths W - Weaknesses

O - Opportunities T - Threats

External to theorganisation

External to theorganisation




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µChange is in an accelerating constant¶( Senior & Fleming, 2004)

Pressures of change to shed Processes, Skills, Systems,

Structures and Products that make the organisation inefficientand reduce profitability and market share

Need for managers to be leaders of change for organisations to be successful




College Of Ireland


CASE STUDYCASE STUDY

l1 2 cipd leading the org bus environ

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