An Imagination of Organizations in the Future

Zincir, Oya; Tunç, Ayşegül Özbebek

doi:10.4018/978-1-5225-1656-9.ch006

Cited by 6 publications

(5 citation statements)

References 12 publications

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“…The use of the 7S elements of Mc Kinsey's theory in an institution can be used as a research barometer for the success of educational institutions (Cox, Pinfield, & Rutter, 2019). Then, suppose Mc Kinsey's 7S theory (Zincir & Tunç, 2017) collaborated with Islamic values for an Islamic educational institution. In that case, it would form a new, sustainable model where Islamic values that are implemented well will produce moral values and kindness towards strategy structure, system, style, staff.…”

Section: Implication Of 7s MC Kinsey Theory and Islamic Values In The...mentioning

confidence: 99%

The Existence and the Role of Islamic Education Institutions in the Era of Industry 4.0 Revolution: A Case Study of Central Alkhairaat Education Institution in Palu City, Indonesia

B. Dulumina,

S. Pettalongi,

Idhan

2024

IJSSHR

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Islamic education institutions in the era of the industrial revolution 4.0 are facing several challenges, such as the harmony between the development of science and technology. One example occurred in the Alkhairaat educational institution, where the school paid attention to the formation of student character in each lesson, but this institution did not optimally use learning support facilities in the era of the Industrial Revolution 4.0. Therefore, the researcher intends to analyze the existence and role of Islamic educational institutions in the Industrial Revolution 4.0 Era (Study. This study used a qualitative approach, and the data was gathered through in-depth field observation, interviews, and document analysis. The data was analyzed by using a matrix style and the validity of the data was tested through the triangulation method. The results of the study show that the existence and role of the Alkhairaat educational institution in the 4.0 revolution era was assessed based on McKinsey's 7S theory, indicating that the measurement of the seven elements in McKinsey's 7S theory has been carried out well. However, the utilization of learning support infrastructure has not been optimally implemented, but the Alkhairaat institution has succeeded in producing students who have morals in accordance with the vision and mission of the Alkhairaat institution. The students practice Islamic education, Islamic teachings, and social activities that are by Islamic values such as monotheism values, sharia values and moral values. As such all members of Alkhairaat institution can fortify itself from the negative influences of industry 4.0 impact.

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Section: Implication Of 7s MC Kinsey Theory and Islamic Values In The...mentioning

confidence: 99%

The Existence and the Role of Islamic Education Institutions in the Era of Industry 4.0 Revolution: A Case Study of Central Alkhairaat Education Institution in Palu City, Indonesia

B. Dulumina,

S. Pettalongi,

Idhan

2024

IJSSHR

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“…In higher learning, individual institutions promoted understanding during the pandemic based on institutional and national educational requirements. Given that online learning has gained popularity among education systems, there is a need to structure institutions to successfully meet the learning needs of the 21st century (Zincir and Tunç, 2017). Institutional leaders need to focus on centralization to ensure that educators and learners understand the needs and implementation process.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Educators need to have adequate leadership and teaching skills to facilitate learners' long-term growth. Given the dying need to embrace online learning, educators should be leaders who implement curriculum needs and make self-interventions about learning needs (Zincir and Tunç, 2017). Consequently, there is a need to ensure that all parties involved in the implementation process have the autonomy to decide what is best for students based on educational goals.…”

Section: Literature Reviewmentioning

confidence: 99%

Leadership and change management in the transition to online curriculum delivery in Malaysia: a comparative case study

Law

2023

JARHE

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PurposeThis research aims to investigate the leadership strategies employed by two higher education institutions in Malaysia as they navigated the shift to online delivery of their computer science programs in response to the demands of Education 4.0.Design/methodology/approachA phenomenological, comparative case study approach was used to delve into the leadership and management practices of these institutions during the transition to online learning. Data were collected through interviews and document analysis.FindingsThis study explores the leadership strategies employed by two higher education institutions in Malaysia during their transition to online learning due to the COVID-19 pandemic. Five key themes emerged from the data: leadership and team coordination, training and skill development, adaptation to new assessment methods, resource management and work culture and environment. Both institutions demonstrated effective leadership, continuous training and adaptability in assessment methods. However, differences were noted in resource management and work culture. Institution A's leader had to liaise with various departments and personally invest in equipment, while Institution B was already well-equipped. The work culture at Institution A demonstrated flexibility and mutual understanding, while Institution B used key performance indicators to measure progress. Despite these differences, both leaders successfully managed the shift to online teaching, underscoring the importance of effective leadership, continuous training, flexibility, resource management and a supportive work culture in managing change. The study also highlighted the distinct roles of curriculum leaders in both institutions, with Institution A's leader focusing on multiple activities, while Institution B's leader was able to focus solely on curriculum change due to their institution's preparedness.Research limitations/implicationsThis study provides a rich, qualitative exploration of the strategies and challenges faced by program leaders in managing the shift to online teaching during the COVID-19 pandemic. Future research could build on these findings by conducting similar studies in other educational contexts or countries to compare and contrast the strategies and challenges faced by program leaders. Additionally, future research could also employ quantitative methods to measure the effectiveness of different strategies in managing the shift to online teaching. This could provide a more comprehensive understanding of the factors that contribute to successful change management in educational institutions.Practical implicationsThis study provides valuable insights for program leaders, educators and policymakers in managing change in educational institutions. The themes identified in this study – effective leadership, continuous training and skill development, flexibility in adapting to new assessment methods, effective resource management and a supportive work culture and environment – can serve as a guide for program leaders in managing future changes in their institutions. Moreover, the strategies employed by the program leaders in this study, such as forming a powerful coalition, providing training on online tools and prioritizing student welfare, can be adopted or adapted by other program leaders in managing change.Originality/valueThis study presents a unique contribution to the existing literature by offering a comparative analysis of change management strategies in two distinct educational institutions during the shift to online teaching due to the COVID-19 pandemic. It uncovers the nuanced differences in leadership styles, resource management and pedagogical adaptations, providing a rich, context-specific understanding of the change process. The study fills a research gap by examining the practical application of Kotter's 8-Step Change Model and the McKinsey 7S Model in real-world educational settings. The findings offer valuable insights for other institutions navigating similar changes, thereby extending the practical and theoretical understanding of change management in higher education.

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“…This study was pegged on McKinsey's 7s Model which is an organizational development model developed by Tom Peters and Robert Waterman in the 1980s (Zincir & Tunç, 2017). The premise of the model is that seven organizational aspects need to be aligned for an organization to be successful.…”

Section: Mckinsey's 7s Modelmentioning

confidence: 99%

“…The seven aspects include style, skills, staff, shared values which are the soft intangible elements, systems, strategy and structure which are the hard tangible elements. These need to be mutually reinforced for the alignment to be maintained and ensure the stability of the organization even in times of turbulence (Zincir & Tunç, 2017).…”

Section: Mckinsey's 7s Modelmentioning

confidence: 99%

Influence of work specialization on realization of superordinate goals in selected non-governmental organizations in Naivasha Sub-County, Kenya

Wandia¹,

Gesimba

Mwaura

2022

IJRBS

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This study aims to determine the influence of work specialization on realization of superordinate goals in selected NGOs in Naivasha sub-county, Kenya. The study was underpinned by the systems-thinking and McKinsey’s 7s models. A descriptive survey research design was adopted. The target population consisted of 120 managers and members of the board of directors of eight NGOs in the Naivasha sub-county, Kenya. Using the Krejcie and Morgan formula and the stratified sampling technique, 92 respondents were selected to participate in the study. The research instrument was a self-administered questionnaire consisting of closed and open-ended questions. The thematic analysis method was used for qualitative data analysis, presented using narratives, while quantitative data was analyzed using frequencies and percentages. Inferential statistics analysis involved Pearson correlation and multiple linear regression analysis in establishing the relationship between work specialization and the realization of superordinate goals. The data was presented using tables. Research ethics were upheld when carrying out the study. This study found that work specialization had a statistically significant relationship with realization of superordinate goals in selected NGOs in Naivasha Sub-county, Kenya. Also, work specialization had a statistically significant influence on the realization of superordinate goals in selected NGOs in the Naivasha sub-county, Kenya, with a p-value of (p<0.05). This study recommends that a similar study be conducted to get other employees' and NGO beneficiaries’ perspectives on work specialization and realization of superordinate goals. The findings of this study will help NGOs to understand the cruciality of work specialization elements in realization of superordinate goals.

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An Imagination of Organizations in the Future

Cited by 6 publications

References 12 publications

The Existence and the Role of Islamic Education Institutions in the Era of Industry 4.0 Revolution: A Case Study of Central Alkhairaat Education Institution in Palu City, Indonesia

The Existence and the Role of Islamic Education Institutions in the Era of Industry 4.0 Revolution: A Case Study of Central Alkhairaat Education Institution in Palu City, Indonesia

Leadership and change management in the transition to online curriculum delivery in Malaysia: a comparative case study

Influence of work specialization on realization of superordinate goals in selected non-governmental organizations in Naivasha Sub-County, Kenya

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