bpsm-rimjhim ppt
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M c K insey 7 s F ramework By
Rimjhim Singh & Amit Kumar
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O
utlines Introduction
Mc Kinsey 7s
Hard S¶s
Soft S¶s
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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.
M c K insey 7 s F ramework
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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 S·s and Soft S·s.
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M c K insey 7 s
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Hard S¶s
The hard elements are feasible and
easy to identify. These are:
� Strategy;� Structure;&
� System.
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DERIVED FROM LATIN WORD: Strata.
Means: C ourse 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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System The 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 S¶s The four soft S¶s are hardly feasible & difficult
to 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 of
the organization as a whole.
�Core Competences: the KEY areas of expertise which provide the organization
THE SUSTAINABLE COMPETITIVE
ADVANTAGE.
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Staff Numbers and types of personnel
within the organization.
� Skilled� Semi-skilled
� Unskilled
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Style � Cultural style of the organization and how
key managers behave in achieving theorganization¶s goals.
� Management Styles