This essay analyses a change from the previous course of education at Heriot-Watt, thus requiring internal and external changes to accomplish this new goal of excellence for tomorrow’s business and technology leaders. The model McKinsey 7-Sbeing used to changes occur at the university…
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This model encompasses seven different factors that include “shared values, strategy, structure, systems, style, staff, and skills” which all are necessary to be included to ensure that a model of positive change occurs. It is defined as a holistic model of change that is collectivist in its many segments, thus requiring the university staff and its external partners to work together to ensure that the change efforts occur smoothly and all vision and mission goals are met successfully. The first part of the model looks toward establishing a vision so that shared values can be expressed and developed within the organizational staff and the students. The vision for the change is “to become a world-leading university that will produce the next generation of global leaders in business and technology – committed to growth and investment in staff and infrastructure”. The tool is to develop a new urgency in high-quality education and learning materials, by providing supporting technological know-how and the tools needed to make sure that the technologies needed are used appropriately and meet goals. Centralized services are also being strengthened so that courses offered to students are consistent toward the world-class business and technology goals in areas of environment, climate, business, and technology.It is ongoing professional development for educators to ensure they have the skills and knowledge available to provide excellence in training and education provision for academic students....
Essentially, it is ongoing professional development for educators to ensure they have the skills and knowledge available to provide excellence in training and education provision for academic students. These efforts also take into consideration and provide a foundational structure for systems, skills and staff development that are part of the McKinsey 7-S model of change. Externally, the university students and the educators will be consulting with knowledge leaders in all key areas of the Focus on the Future campaign in order to assist in developing a world-class curriculum for tomorrow’s business and technology leaders. One example is a partnership with business leaders at the Institute of Petroleum Engineering to assist in areas of clean energy provision so that students have real-world knowledge about processes and future strategies related to energy. 3. Driving and restraining forces “For change to be possible, driving forces must (ultimately) overcome the restraining forces that have been identified” (SkyMark, 2011, p.2). The university must brainstorm ideas and concepts that will be directly related to whether or not it can meet its long-term strategic goals of ensuring better education and better educator knowledge about real-time events in the business world as it relates to tomorrow’s industries. The following is a force field analysis showing the likely driving and restraining forces associated with the Focus on the Future campaign: Driving forces are those forces that make up the foundation of the entire change effort, such as external business needs related to more qualified and knowledgeable students. This
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