CHANGE MANAGEMENT
Radina Mihova & Noortje van Campenhout
REGINA COELI ITM-RH3
, McKinsey's 7S model
1. Staff: people
There are lots of people from different places, as the teachers can only teach their native
language. The working hours are really set, it really is like at school, the customers have a
class, the bell rings, they have a break or time to study, the bell rings again and they return
into their class. It is not only structured for the students, but also for the employees.
Most employees have finished a master's degree.
2. Skills: distinctive capabilities of key people
The most important skills the company has, is that they can help the student improve their
language skills in a short period of time. This is also the reason why the language institute is
so popular.
3. System: routine processes
All teachers have course outlines. This are maps in which stands exactly which assignments
the teachers should do with their students to help them. These maps are still from before
the change in which every customer had the entire week to study and everyone could be
treated the same.
4. Style: management style and culture
The culture at the company is informal towards colleagues and formal towards the guests.
The management is open for suggestions, but they need to be accepted by the management
first.
5. Shared values: guiding principle
The institute especially focusses on the working people who would like to improve their
professional talking/writing/communication skills and focusses primarily on the consumer.
6. Strategy:
The strategy is based on the quality of the service the company provides. Every different
aspect of what is provided is created to be on the highest quality for the customers, fitting
best for their needs and wants. Their strategy is also highly based on the customer – every
change that the company is making is in order to fit best with the customer.
7. Structure: org. chart
The organization has different language departments. Every teacher can only teach their
own native language at the institute. The languages that they teach at the institute are
Italian German French Spanish Dutch, English, Portuguese, Russian and Chinese. Besides the
teachers the organization also has a management, a receptionist, people working at the
restaurant, cleaners etc.
Kotter’s 8 step plan:
1. Establish a sense of urgency - the organization realized the demand from their customers a
few years back and then slowly started to act on it. During the interview it was explained
that change in society and the daily life of people had an influence on the organization and
how it worked.
2. Form a powerful coalition - the change was represented by a team created by the teachers
that work at the institute. The management team of the company decided that it’s a good
idea because they realized that the teachers are going to be mainly affected by the changes
and must deal with the consequences of the change.
Radina Mihova & Noortje van Campenhout
REGINA COELI ITM-RH3
, McKinsey's 7S model
1. Staff: people
There are lots of people from different places, as the teachers can only teach their native
language. The working hours are really set, it really is like at school, the customers have a
class, the bell rings, they have a break or time to study, the bell rings again and they return
into their class. It is not only structured for the students, but also for the employees.
Most employees have finished a master's degree.
2. Skills: distinctive capabilities of key people
The most important skills the company has, is that they can help the student improve their
language skills in a short period of time. This is also the reason why the language institute is
so popular.
3. System: routine processes
All teachers have course outlines. This are maps in which stands exactly which assignments
the teachers should do with their students to help them. These maps are still from before
the change in which every customer had the entire week to study and everyone could be
treated the same.
4. Style: management style and culture
The culture at the company is informal towards colleagues and formal towards the guests.
The management is open for suggestions, but they need to be accepted by the management
first.
5. Shared values: guiding principle
The institute especially focusses on the working people who would like to improve their
professional talking/writing/communication skills and focusses primarily on the consumer.
6. Strategy:
The strategy is based on the quality of the service the company provides. Every different
aspect of what is provided is created to be on the highest quality for the customers, fitting
best for their needs and wants. Their strategy is also highly based on the customer – every
change that the company is making is in order to fit best with the customer.
7. Structure: org. chart
The organization has different language departments. Every teacher can only teach their
own native language at the institute. The languages that they teach at the institute are
Italian German French Spanish Dutch, English, Portuguese, Russian and Chinese. Besides the
teachers the organization also has a management, a receptionist, people working at the
restaurant, cleaners etc.
Kotter’s 8 step plan:
1. Establish a sense of urgency - the organization realized the demand from their customers a
few years back and then slowly started to act on it. During the interview it was explained
that change in society and the daily life of people had an influence on the organization and
how it worked.
2. Form a powerful coalition - the change was represented by a team created by the teachers
that work at the institute. The management team of the company decided that it’s a good
idea because they realized that the teachers are going to be mainly affected by the changes
and must deal with the consequences of the change.
