Appendix LMO6: How schools might fit the 7S model

Transcription

1 Appendix LMO6: How schools might fit the 7S model The McKinsey 7S model in education Strategy: the plan devised to maintain and build competitive advantage over the competition Structure: the way the organisation is structured and who reports to whom Systems: the daily activities and procedures that staff members engage in to get the job done Shared values: called superordinate goals when the model was first developed, these are the core values of the company that are evidenced in the corporate culture and the general work ethic Style: the style of leadership adopted Staff: the employees and their general capabilities Skills: the actual skills and competences of the employees working for the company Shared values What are the core values? What is the corporate/team culture? How strong are the values? What fundamental values was the company/team built on? Corporate values and approach evidenced in: mission statement and motto, corporate policies, uniform, staff dress code, entry/exit procedures, challenging on corridors, display, teaching and learning corporate lesson plans, teaching for learning and assessment for learning procedures, corporate schedule for monitoring the quality of teaching and learning, school improvement plan and standardised self-evaluation systems Structure How is the company/team divided? What is the hierarchy? How do the various departments co-ordinate activities? How do the team members organise and align themselves? Is decision-making and control centralised or decentralised? Is this as it should be, given what we're doing? Where are the lines of communication? Are they explicit and implicit? Structure is evidenced in: line management, performance management, governance committee structure, senior leadership team, middle leaders, teaching and learning responsibility (TLR) points, memos, agendas, meeting schedules (cross-curricular work and joint training), , post, bursaries and development budgets (page 1 of 5)

2 Systems What are the main systems that run the organisation (consider financial and HR systems as well as communications and document storage)? Where are the controls and how are they monitored and evaluated? What internal rules and processes does the team use to keep on track? Systems are evidenced in: school and national policies, the school improvement partner (SIP), self-evaluation, reports to governors, monitoring reports to deputy head, performance management (SIP and corporate targets), finance manager, payroll support, requisition procedures, timetable, recruitment, capability, HR support from local authority, pastoral support (directors, heads of learning, PSMs), admin support, single point of contact, , meeting schedules, briefings, lesson observations, work scrutinies, surveys, questionnaires, school council, parent groups, transition activities, external meetings, good practice, local authority intervention, City Challenge, families of schools and inspection framework Strategy What is our strategy? How do we intend to achieve our objectives? How do we deal with competitive pressure? How are changes in customer demands dealt with? How is strategy adjusted for environmental issues? Strategy is evidenced in: knowledge of local, regional and national developments and best practice, continuing professional development (CPD) opportunities, effective recruitment, internal quality assurance, exam results, Ofsted reports, school improvement partner (SIP), short-, medium- and long-term objectives, surveys, questionnaires, parents evenings, marketing (prospectus, newsletters, magazines, newspaper stories and advertisements), area boards, developing partnerships, achieving quality marks and marketing successes, partner primary school engagement, capital projects, bidding culture, co-operation with public, collaboration with private and third-sector organisations, curriculum opportunities across schools, federations and teaching schools, academy sponsorship, selective innovation and risk assessment (page 2 of 5)

3 The following areas are covered in other sessions: Developing your leadership potential Leading people and effective teams Style How participative is the management/leadership style? How effective is that leadership? Do employees/team members tend to be competitive or co-operative? Are there real teams functioning within the organisation or are they just nominal groups? Staff What positions or specialisations are represented within the team? What positions need to be filled? Are there gaps in required competences? Skills What are the strongest skills represented within the company/team? Are there any skills gaps? What is the company/team known for doing well? Do the current employees/team members have the ability to do the job? How are skills monitored and assessed? Figure 1: The McKinsey 7S Model (page 3 of 5)

4 Structure Strategy What is our strategy? How do we intend to achieve our objectives? How do we deal with competitive pressure? How are changes in customer demands dealt with? How is strategy adjusted for environmental issues? Skills What are the strongest skills represented within the company/team? Are there any skills gaps? What is the company/team known for doing well? Do the current employees/team members have the ability to do the job? How are skills monitored and assessed? How is the company/team divided? What is the hierarchy? How do the various departments co-ordinate activities? How do team members organise and align themselves? Is decision-making and control centralised or decentralised? Does it suit the purpose? Are lines of communication: explicit or implicit? Shared values What are the core values? What is the corporate/team culture? How strong are the values? What fundamental values was the company/team built on? Staff What positions or specialisations are represented within the team? What positions need to be filled? Are there gaps in required competences? Systems What are the main systems that run the organisation (consider financial and HR systems as well as communications and document storage)? Where are the controls and how are they monitored and evaluated? What internal rules and processes does the team use to keep on track? Style How participative is the management/leadership style? How effective is that leadership? Do employees/team members tend to be competitive or co-operative? Are there real teams functioning within the organisation or are they just nominal groups? (page 4 of 5)

5 Some thought-provoking quotations Men make history, and not the other way around. In periods where there is no leadership, society stands still. Progress occurs when courageous, skilful leaders seize the opportunity to change things for the better. Harry S Truman, president of the United States The future is not a result of choices among alternative paths offered by the present, but a place that is created. Created first in the mind and will, created next in activity. The future is not some place we are going to, but one we are creating. The paths are not to be found, but made, and the activity of making them changes both the maker and the destination. John Schaar, futurist In a time of drastic change it is the learners who inherit the future. The learned usually find themselves equipped to live in a world that no longer exists. Eric Hoffer, American writer on society God, grant me the serenity to accept the things I cannot change, the courage to change the things I can, and the wisdom to know the difference. Reinhold Niebuhr, American theologian (page 5 of 5)