7S MC KINSEY: Management Tool
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Transcript of 7S MC KINSEY: Management Tool
Samini Ferdous a/p SandrakanthamPeunding Latihan Kanan
Kluster Pengajian Pembangunan dan [email protected]
INTAN JALAN ELMU
7’S MCKINSEY
MODEL
1
KURSUS MANAGEMENT DIAGNOSTIC TOOLS
SCOPE
• Introduction• Purpose of using 7’S McKinsey
Framework in strategic planning in an organisation
• Hard elements of 7’S McKinsey Framework
• Soft elements of 7’S McKinsey Framework
• Conclusion2
OBJECTIVE
At the end of the session :
• To be able to explain the seven elements in 7’S McKinsey Framework
• To distinguish the hard elements and soft elements in an organisation based on 7’S McKinsey Framework
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INTORDUCTION• It was first mentioned in "The Art Of
Japanese Management" by Richard Pascale & Anthony Athos in 1981
• Taken up as Organizational Analysis Tool by the global management consultancy company McKinsey.
• Monitor changes in the internal situation of the organization
• It describes how one can holistically and effectively organize a company. Together these factors determine the way in which a corporation operates 4
STRATEGY
..\Best marketing strategy ever! Steve Jobs Think different - Crazy ones speech (with real subtitles)(1).mp4
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STRATEGY Plans or course of action for the
allocation of a firms scarce resources, over time, to reach identified goals , eg. environment, competition, customers
Searching Questions : What are our strategic objectives? Do we really understand our strategies? How can we compete? (niche, making
ourselves be more competitive) How to satisfy our customers/stakeholders ?
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STRUCTURE Organization’s structure, hierarchy and
coordination, including division and integration of tasks and activities- centralized; - functional divisions (top-down); - decentralized (the trend in larger organizations); - matrix
Searching Questions : What is the organisation structure? How do the teams work together ? What is the quality of communication?
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SYSTEMS Primary and secondary processes that the
organization employs to get things done The procedures, processes and routines that
characterize how important work is to be done:
- Operational system- Computer system- Human Resource System- Financial System
Searching Questions : What are the main systems used ? How do we monitor and measure the systems? What are the process used ? 11
SHARED VALUES Is the interconnecting center of
McKinsey's model Core beliefs and expectations that people
have in the organizationOrganisation culture practice and
attitudes.
Searching Questions :What are the values we keep to within the
organisation?What is the corporate culture?What is the strength of the culture?How are we communicating those values? 13
STYLE Unwritten yet intangible evidence of how
management really sets priorities and spends its time
Cultural style of the organization and how key managers behave in achieving the organization’s goals.
Management Styles
Searching Questions : What style does the management team
adopt? How effective it is? 14
STAFF Numbers and types of personnel within
the organization. Collective presence of the people in the
organization & their general capabilities
Searching Questions : How staffs play their roles and support the
organization? The right people in the right places? What development do they need?
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SKILLS Organizational capabilities; credibility,
image, influence Distinctive capabilities of personnel or of
the organization as a whole. Core Competencies
Searching Questions : What are the strongest skill we have in the
organisation? What skill gaps are there? Do we have staffs who do the job competently? How do we measure and reward success?
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Determines how best to study the strengths and weaknesses of an organisation
Can be applied to almost any organizational or team effectiveness issue
Guides organizational change or improvement in terms of the strategies, structure & system
The hard and soft elements are interdependent – if each aspects support each other, then the organisation can be said to be ‘effective’
CONCLUSION
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