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The 7S model and change: It is based around seven key elements of any organisation, with the view that in order for it to operate successfully, all the elements in this model must align synergistically together. The factors are split into two groups: The hard elements are those that can physically be seen when in place, whereas the soft are more intangible and cannot readily be seen.
Notice that all elements are interrelated. Shared values are the pinnacle of the model and therefore in any organisation.
They form the underpinning culture, strategy, effectiveness and performance, linking to every other element in this framework. They link all that is of the organisation: Getting this balance right means getting the culture right.
In addition to the Central Values alignment, each of the other six elements has an important role in designing the correct organisation and is just as important as the next.
The line of reporting, task allocation, coordination and supervision levels Strategy: The top level plan top create competitive advantage Systems: The supporting systems and process of the firm, like Information systems, financial reporting, payment systems, resource allocation etc Shared Values: These are the core values of the company and form the underpinning culture and how the business behaves and is perceived to behave in the wider context of the community Style: The framework can be used to understand where gaps may appear in the organisation, which is creating imbalance and what areas of the business to align and improve to increase performance.
It can be used as a tool in a variety of corporate situations, like: Remember, this model is based around the theory that for an organisation to perform well and achieve its objectives, all seven elements must be aligned, mutually enforcing progress towards the objectives of the firm.
It comes as no surprise, therefore, that, if you understand the goal of the organisation, then the next step is to look at each element and work to realign them to create synergy. You can use the 7S model to help analyze the current situation, a proposed future goal and then identify gaps and inconsistencies between them.
Example The following example acts as an overview to reinforce the use of the 7S model, but in reality, a more detailed analysis should be carried out for each element. But in this example, we will look briefly at the future state of an organisation trying to drive a Lean Culture Structure: A small hierarchy is needed, which encompasses self directed work teams.
Daily interdepartmental stand up meetings to be held daily. A bonus system which supports Lean improvement and the new ways of working, a pay grade structure that is aligned to the new team structure. Develop new team skills, problem solving, waste elimination and process analysis skills, empowerment to make decisions, the ability to run and close out Kaizens Styles: Leadership that is trained in Emotional Intelligence and the courage to delegate and empower subordinates.
Leadership that leads by example and can coach and mentor employees in Lean techniques. Team players, goal sharing, acting as change agents and driving improvements on an individual level.
Creating an organisation that respects each and every employee, committed to the environment and continuously strives for waste elimination and perfection in everything it does. The 7S Model in Practice To help with successful organisational change, the 7S Model is a good tool to use, especially in the following sequence: Understand the current state — Where are we now?
What is our current strategy? How are we performing?
In this interactive presentation--one in a series of multimedia frameworks--Lowell Bryan, a director in McKinsey's New York office, examines 7-S, a framework introduced to address the critical role of coordination, rather than structure, in organizational effectiveness. Published: Mon, 5 Dec The purpose of this paper is to critically evaluate the strategic decisions that have occurred over the corporate history of Nestle mentioned in the case and to what extent has Mergers and Acquisitions and Strategic Alliances played a role in NESTLE’s strategy in that period. Understanding the Nature of Organizational Change What is a Change Agent? A change agent is the person or team who's currently responsible for the overall change effort.
Understand the Future State — Where do you want to go? What is the strategy?In this interactive presentation--one in a series of multimedia frameworks--Lowell Bryan, a director in McKinsey's New York office, examines 7-S, a framework introduced to address the critical role of coordination, rather than structure, in organizational effectiveness.
McKinsey 7S Short Description • The McKinsey 7S model is a diagnostic management tool used to test the strength of the strategic degree of fit between a firm’s current and proposed strategies. • It is a management tool designed to facilitate the process of strategy implementation within the context of organizational change.
MCKINSEY’S 7S FRAMEWORK. Strategy: the direction and scope of the company over the long term. MCKINSEY’S APPROACH TO Strategic Problem-Solving Model Data Intuition Managing •Team •Client •Self Leadership •Vision •Inspiration •Delegation.
In this interactive presentation--one in a series of multimedia frameworks--Lowell Bryan, a director in McKinsey's New York office, examines 7-S, a framework introduced to address the critical role of coordination, rather than structure, in organizational effectiveness.
This paper will critically evaluate the relative strengths and weaknesses of McKinsey’s 7S Model and Lewin’s Change Management Model, providing a comparison of similarities related to the role of the leader, resistance to change, and the communication process.
The 7-S Framework of McKinsey is a management model that describes 7 factors to organize a company in a holistic and effective way. Together these factors determine the way in which a corporation operates.