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Page 1Free Powerpoint Templates

M c K insey 7 s F ramework By 

Rimjhim Singh & Amit Kumar 

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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

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THE END