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    McKinsey7sFrameworkBy

    Rimjhim Singh & Amit Kumar

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    O

    utlines Introduction

    Mc Kinsey 7s Hard Ss

    Soft Ss

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    Also known as 7-S-Model or DiagnosticModel for Organizational Effectiveness.

    It was given by two consultants: TomPeters and Robert Waterman of

    McKinsey & Co. in 1980.

    McKinsey7sFramework

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    The model describes that how one

    can holistically(functional relationbetween parts and the whole) andeffectively organize a company.

    The model starts on the premise thatan organization is not justStructure, but consists of sevenelements which are distinguished inHard Ss and Soft Ss.

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    McKinsey7s

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    Hard Ss

    The hard elements are feasible and

    easy to identify. These are:

    Strategy; Structure;&

    System.

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    DERIVED FROM LATIN WORD:Strata.

    Means:Course of action.

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    Structure The way the organization's units relate to eachother:

    centralized, Functional divisions (top-down);

    Decentralized

    (the trend in larger organizations); Matrix, network, holding, etc.

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    SystemThe procedures, processes and routines thatcharacterize how important work is to be

    done: Financial systems;

    Hiring, promotion;

    Performance appraisal systems; Information systems.

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    Soft SsThe four soft Ss are hardly feasible & difficultto describe

    Continuously developing & changing.Due to the people of the organization.

    Difficult to plan/influence their characteristics.

    Have a great impact of the hard ones.

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    Shared Value

    The interconnecting centers of

    the organization.

    Goal congruence.

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    Skills Distinctive capabilities of personnel or ofthe organization as a whole.

    Core Competences: the KEYareas ofexpertise which provide the organization

    THE SUSTAINABLE COMPETITIVE

    ADVANTAGE.

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    StaffNumbers and types of personnelwithin the organization.

    Skilled Semi-skilled

    Unskilled

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    Style Cultural style of the organization and how

    key managers behave in achieving theorganizations goals.

    Management Styles

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    THE END