Periods

1
Session 13 Periods Perspectives
Term 2 - 2008
2
Seven S Framework
2
Strategy
Systems
Structure
Skills
Style
Staff
Shared Values
3
Periods Perspectives Model
3
Strategic Perspective
Marketing Perspective
Organisational Perspective
Time Period
Operational Perspective
Economic Perspective
Finance/Accounting Perspective
4
Management Periods Perspectives
4
1930 1940s
1970 1980
1980 -1990
1990 - 2000
1950 1960s
1900 -1920s
Organisations Matrix Mngmnt, MBO
Organisations Learning, Restructuring
Organisations Administrative Management, Hawthorne
Studies
Organisations Excellence, Culture
Operations Quality Circles
Operations TQM, JIT/Kanban
Operations Six Sigma, Re-engineering
Operations Scientific Management, Efficiency
Functional Perspectives
Leadership Behavioural
Leadership Contingency, Team Based Work
Leadership Traits, HR School
Leadership Empowerment, Transformation, Charisma
Marketing Customer Focus
Marketing Marketing Mix, Market Led Cos
Strategy Competition
Strategy Portfolio Management
Strategy Strategic Planning
Strategy Strategic Intent, Competency
Ideas Industry
Tuck Harvard Major Consultancies
Belief that Management has a Body of Knowledge
Exec. Education 50s New B Schools 60s
650 US Schools AC 94 4.2b
Andersen Consulting 89
From Society to Self
Mangmnt Movers
Drucker, Maslow McGregor, Levitt
Demming, Ansoff, Mintzberg, Handy
PW, Porter, Kanter, Bennis, Juran, Hersey
Senge, Champy, Hamel Prahalad
Taylor, Fayol
Weber, Mayo
Industrialisation Mass Production First World
War
Urbanisation Great Depression 2nd World War
Post War Rebuilding Impact of Military
Democratisation
Business Background
The Start of Uncertainty Internationalism
International Competition Growth of Service
Sector
Globalisation IT Revolution
5
Enduring Dilemmas
5

• Within the context of the economic environment,
• Guidance - Clear Rules V General Principles
  (values)
• Focus - Organisation (internal) V Market
  (external)
• Control - Centralisation V Decentralisation
• Productivity - Hard Resources V Soft Resources
• (machinery/systems) v (people)
• Structure - Complex (layered) V Clear (flat)
• Future - Expansion (unknown) V
  Continuity (known)

6
In Search of Excellence
6

• Bias for action
• Close to the customer
• Autonomy and entrepreneurship
• Productivity through people
• Hands on, value driven
• Stick to the knitting
• Simple form, lean staff
• Simultaneous loose tight properties

Peters Waterman (1982)
7
Seven S Definitions
7

• Strategy
• Analysis of environment, competition, customer
  needs and ones own strengths and weaknesses
  leading to a plan or course of action which
  determines the allocations of a firms scarce
  resources to reach identified goals
• Structure
• Salient features of the organisation chart (i.e
  functional, decentralised etc). Alternatively, a
  description of how the separate entities of an
  organisation are tied together (solid or dotted
  line relationships) patterns of status and
  control
• Systems
• Proceduralised reports and routine processes. On
  the intangible side, includes routinised
  processes such as meeting formats and norms of
  conflict management

8
Seven S Definitions
8

• Staff
• Characteristics of the major groupings of people
  within the firm by education, functional
  discipline or work background (ie engineeers,
  MBAs etc)
• Style
• Description of behavioural patterns or common
  traits of 1) key managers and 2) of the
  organisation as a whole
• Shared Values
• The significant meanings or central beliefs that
  an organisation imbues with its members. These
  overarching values act as tie breakers, often
  dictating the organisations orientation towards
  quality, financial, objectives, employees,
  society, etc
• Skills
• The one or two distinctive capabilities of the
  organisation which authentically differentiate it
  from the competition