260 Management, leadership, coaching & business change models

Many of our readers have asked for us to add more slides to our downloadable models – so there they are… new for 2010

Management, Leadership models

Welcome to our summary of management, leadership, coaching, training, learning, occupational psychology and business models. This extensive collection is available to look at free here on the web, or you can download a set of images suitable for presentations. Have a look at what is available: See set 1 and See set 2

Over the years as professionals we have used many of these in our practice. We have been asked for copies… and here they are.

Please note that these are provided for educational purposes only, and we strongly encourage you to research the origins and use them only in the way in which they were intended.

We currently have 2 sets, not in any particular order. This is historical, as our first set was a real mixed bag, so is the second. In time we may well group them, however what we do not want to do is upset our current customers and force them to have to buy a set which contains mostly duplicates. In any-case, one of the advantages of putting sets together in this way is that it may inspire you to explore models you would not otherwise been exposed to.

Models See set 1 and See set 2

In addition we now have a complete set of blanks for you to add your own text.

The models cover: leadership, management, learning, training, business, marketing, change,… etc

See them at http://rapidbi.com/management/models-theories/

Strategic Organizational Development

OD professionals are the CEOs allies in creating a top performance culture for the organization.

Organizational Development professionals are specialists in Change Management and Culture Development. However many find themselves in positions that make it difficult to get a straight line of communication to the CEO. Mainly because of the Organizational structure and the fact that OD-Organization Development is located under HR. Ideally the OD Head would have a position on the same level as the HR Head according to Dr. William Rothwell from Pennstate University who is an authority in HR. However reality is that most OD professionals still work under the more traditional structure.

Some years ago I held an OD role that reported directly into the CEO – HR did not!! – so to some extent this is down to the CEO and their experience of what an OD professional can and cannot deliver in relation to their needs and vision for the organization.

OD as a discipline is getting is only recently starting to grow an a standalone profession. More so with the pangs of growth that many of the new organizations are now facing. Talent acquisition, retention, organizational culture and people development are now starting to hinge more on the OD professional more than the HR. Recognizing this aspect, many organizations are allocating independent structures for the OD function. However, in cases where the OD has to work under HR, whether he/she can connect to the CEO solely depends on what he/she is capable of taking to the table. If a OD professional can sparkle with out-of-the-box ideas which can directly contribute to the growth of organization, the CEO cannot turn a blind eye.

Back in the 60′s and 70′s OD focused on people, behaviours and their actions and interactions with each other, in those days the majority of organizations did not know how to look after or engage with their people –

Things have now changed, much is different

CEO’s are having their valuable time ever squeezed and as such will only be able to have people reporting directly in that can add directly and measurably to their primary objectives. They have to focus on the big picture or strategic matters.

Unfortunately it is not very often that OD practitioner can demonstrate primary change. If we want to be engaged at this level we need to re-evaluate what we do and what is classed as OD activity. For example, traditionally when undertaking diagnostic processes we seem to focus on people and behaviours, or on the culture, now we need to be more integrated and holistic. This means starting to look at factors which traditionally have not been the domain of OD practitioner. If we are to truly facilitate change then our diagnostic process need to map the PRIMO-F model – that is to cover:

• People,
• Resources,
• Innovation,
• Marketing,
• Operations and
• Finance elements,

For it is how these factors interact that provide the organization with either an advantage or disadvantage in the market place. When undertaking a SWOT analysis for your organization do you cover all of these elements appropriately? Sure we may not be in a position to solve any issues raised here but as OD facilitators our role is to identify any blocks in the organization, then help to facilitate a solution.

So if we really want to get noticed we need to really get strategic and start looking at interactions with people and systems in all elements of our respective organizations.

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Mike Morrison is director of RapidBI, an organizational effectiveness consultancy. He has been involved in HR, OD and strategic development for over 20 years. He can be contacted via www.rapidbi.com/

© This article is copyright RapidBI 2006, 2008 – it may be copied providing the authors are credited, and direct links maintained

© RapidBI.com 2008

http://www.rapidbi.com

This material may be put on your Blog or website – however please keep this copyright statement

PRIMO-F Business development model

PRIMO-F Business Growth Model

The PRIMO-F model was developed as part of a SWOT analysis of an organization. It provides a consistent framework for comparison either from within the organization or to benchmark against a previous analysis or benchmark against other organizations.

The PRIMO-F model was based on some work from the Durham University Business School (DUBS), and what makes an organization and its management effective. This research demonstrated that an effective organisation needed to fulfill the following equation:

Organizational Growth Effectiveness

=

Performance to date * Potential for the future.

Where Performance to date (FiMO) included:

• Finance,
• Operations

and Potential for the future (RECoIL) included:

• Resources,
• Controls and Systems
• Innovation and
• Leadership

This was sometimes called FiMO/ RECoIL.

One of the problems with this method was the lack of consistent application, as a tool it is fine, however many manager, consultants and business advisors have their own priorities. For example a person who has a financial background will major on finance, a person with marketing will focus on marketing etc. After all we are all human. One of the problems with the model in the ‘field’ is that often key issues were missed. The BIR was developed to take these factors and review them consistently.

In many situations it is difficult for managers to differentiate between performance to date and potential for the future, as several areas overlapped, for example resources, operational leadership and management. To solve this problem we developed the PRIMO-F. A simplified way of showing strengths and weaknesses in the relevant areas.

The PRIMO-F Model:

PRIMO-F

People
Resources
Innovation & Ideas
Marketing
Operations
Finance

Performance of the business.

How good is it in terms of its Finance, Marketing & its Operations?

Potential for Growth
People in terms of their experience, their leadership and the controls in place in the organization.
Experience:

Age of the business

Management experience of:

• borrowing.
• product development
• different types of market
• use of external agents
• moving sites
• managing growth

Leadership:

Involving a senior management
age of owner manager
occupational base of owner manager
personal objectives and ambition in line vision of the future
education and training
attitude to staff development
family influence
management style
attitude to change
degree of strategic awareness and understanding of environment

Control:

Adequacy of information and control systems
Ability to use information
Degree of professionalism and Responsibilities of management
Adequacy of planning and monitoring
Level of delegation
How performance is assessed

Resources

Liquidity and availability of finance
Technology level and capability
Physical assets: age and state
Product range and life
Use of and access to appropriate external agents

Innovation and Ideas
Number and source of ideas innovation is being considered
How they are assessed
Level of development or market testing of these ideas
Level of market planning of these ideas
How creative they are.

Using the PRIMO-F model

At its most simplistic the model can be used as an agenda for change, where a facilitator works with the management team and between them they score the business and identify areas of action.

For a template on using the PRIMO-F

The BIR (Business Improvement Review) is a proven tool which take this process to the next level, with 360 feedback from managers and staff, with the option of having external feedback from customers and suppliers. The BIR process is one of the most robust and quickest strategic review processes available. Typically a whole business review can be completed in less than two days, regardless of organizational size. If a large organization also want a divisional breakdown, this will take longer. A Free version looking only at the People and leadership aspects is available For information on the three diagnostic reviews in the BIR family please visit www.rapidbi.com/bir/

Other pages of interest http://www.rapidbi.com/articles/

management models

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Mike Morrison is director of RapidBI, an organisational effectiveness consultancy. He has been involved in HR, OD and strategic development for over 20 years. He can be contacted via www.rapidbi.com © This article is copyright RapidBI 2006, 2008 – it may be copied providing the authors are credited, and direct links maintained

© RapidBI.com 2008

http://www.rapidbi.com

This material may be put on your Blog or website – however please keep this copyright statement