Porter's Five Forces model, named after Michael E. Porter, identifies and analyses five competitive forces that shape every industry, and helps determine an industry's weaknesses and strengths.
These forces are:
1. Competition in the industry;
2. Potential of new entrants into the industry;
3. Power of suppliers;
4. Power of customers;
5. Threat of substitute products.
Frequently used to identify an industry's structure to determine corporate strategy, Porter's model can be applied to any segment of the economy to search for profitability and attractiveness.
To read more click on the following link: Five Forces Model
Free Acas Learning OnLine modules provide a useful e-learning resource for anyone wanting to refresh their knowledge and improve their approach to employment relations issues.
Through a series of online courses, you will have the opportunity to work through the theory, explore practical case studies, and test your knowledge through interactive questions and a test.
Acas Learning OnLine packages are particularly useful for managers, supervisors and anyone responsible for improving business or operational performance.
Learning OnLine topics include: (more…)
Giving formal presentations at work may not be a daily activity, so when you are asked to give a presentation you may need to remind yourself of what you need to consider.
This quick guide is relevant to formal presentations as well as informal talks you may want to give during a team meeting.
The critical first step in designing and leading successful large-scale change is to fully understand the dynamics and performance of the enterprise.
It’s simply impossible to prescribe the appropriate remedy without first diagnosing the nature and intensity of an organisation’s problems.
Is your organisation's performance as good as it could be? What could be changed to improve things and why would this help? Does the key lie in the work itself? Or with the people doing it? Should you reorganise the corporate structure? Or try to change the prevailing culture? And why does one organisation seem to thrive on a certain corporate structure or type of work, while another struggles?
The answer lies in understanding the key causes or drivers of performance and the relationship between them.
The Congruence Model, first developed by David A Nadler and M L Tushman in the early 1980s, provides a way of doing just this. It's a powerful tool for finding out what's going wrong with a team or organisation, and for thinking about how you can fix it.
To find out more about the model and how it can be applied Click Here
Sir John Whitmore is a well-respected lecturer and consultant on human resource management. He is the author of Coaching for Performance, one of the best-selling coaching guides, which showcases the GROW model of coaching.
He is also the co-founder of The Inner Game sports and business training organisation along with the former tennis player Timothy Gallwey.
Whitmore believes that, at present, the potential of most executives is unrealised, and that the realisation of this potential will only happen when coaching principles underlie all management practices, which he believes will certainly happen in time.
He uses the idea of an individual as an acorn with the potential to grow into an oak tree. All the ingredients are present; they just need nourishment.
To find out more click on the following link GROW - A Coaching Model
When people try to get into tough conversations they know they should have, many find that something stops them from getting to the heart of the matter.
Sometimes we shy away at the last moment, sometimes we get a reaction that tells us it’s going to be hard, so we back off, and sometimes we just can’t find the right words to start with anyway.
The problem is that we can sometimes get left feeling frustrated that what needed to be said – wasn’t said.
We didn’t assert ourselves as fully as we could have.
A model created by John Dickson from Cranfield University shows us a way.
To find out more about this model, click on the following link: Courageous Conversations Model
Successfully conducting a board meeting involves three stages; preparation, conducting the board meeting and post-meeting actions.
To effectively observe a board, all three stages must be considered.
When preparing to observe, and provide feedback about a board meeting, you need to ensure that you have prepared.
You need to consider:
- When the board meeting is taking place
- Where the meeting is and at what time
- Who you need to communicate with regarding your observation – for example, you may need to liaise with the Chair or Board Secretary well in advance to ensure all security permissions are granted / confidential aspects understood etc.
- Timelines for providing your feedback and to whom and in what format the feedback will be presented
This checklist provides details of each of three elements / stages of a board-level review.
Examples of both good and bad practice are included to assist in rating each element (using a red, amber, green) and identify areas of strength or development for the board.
To download this checklist, click on the following link: Board Observation Checklist