Mckinsey Model Essay Example for Free

Mckinsey flummox EssayMcKinsey 7S ModelThis model was developed in the 1980s by Robert sailor, Tom Peters and Julien Philips whilst working for McKinsey and origin onlyy presented in their bind Structure is not Organisation. To quote them Intellectually all managers and consultants know that much more goes on in the process of organizing than the charts, boxes, dotted lines, position descriptions, and matrices can possibly depict. But all too often we transmit as though we didnt know it if we want change we change the social organisation. Diagnosing and solving organisational problems means looking not merely to structural reorganization for answers but to a framework that includes structure and several related factors. The 7S Model which they developed and presented became extensively used by mangers and consultants and is one of the cornerstones of organizational analysis. pic basically the model says that all organisation can be best described by the seven interrelat ed elements shown aboveStrategyPlans for the allocation of a firms scarce resources, over time, to reach identified goals. Environment, competition, customers. StructureThe path the organizations units relate to each another(prenominal) centralized, functional divisions (top-down) decentralized (the trend in larger organizations) matrix, network, holding, etc. SystemsThe procedures, processes and routines that measure up how important work is to be done financial systems hiring, promotion and performance appraisal systems information systems. Skillsclassifiable capabilities of personnel or of the organization as a whole. StaffNumbers and types of personnel within the organization. entitleCultural style of the organization and how key managers behave in achieving the organizations goals. Shared valueThe interconnecting centre of McKinseys model is Shared Values. What the organization stands for and what it believes in. Central beliefs and attitudes.However the model is more than simply a list.Key Points are 1. The top3, strategy , structure and systems, are the hard elements. The bottom 4, skills, staff, style, and shared determine are the soft elements. 2. At that time, any organisational study focused on the top hard elements and ignore the bottom soft elements. 3. The current view is to focus on all 7, accepting that for each tune or enterprise, two or three will be the VITAL ones. 4. The key point is that all the elements are all inter-dependant. Changes in one will have repercussions on the others. Thus introduction of innovative systems will certainly affect skills, and may well effect structure, style and staff. It could even have an jounce on strategy. Similar repercussions occur with decentralization. 5. If you just try to change one element on its own, the other element may well resist the change and try to maintain the status quo. 6. In this sense, any change in organisation is best seen as a shift in the whole picture. Waterman Jr., Robert H., Peters, Thomas J., and Julien R. Phillips. 1980. STRUCTURE IS NOT ORGANIZATION. Business Horizons 23, no. 3 14