Mckinsey 7s Framework

The methodology is designed to allow leaders to consider the organization from different angles, in order to develop a multi-perspectival approach to innovation and change. Each frame (structural, human resource, political, and symbolic) can be applied to an organization in order to view it more clearly from a different frame of reference to find the most effective solution and strategy for advancement. I liken this model to “seeing is believing.” Sometimes an organization is seeing the wrong picture and doesn’t understand why it’s not getting the result it wants. The four frames allow leaders to see organizations in their complexity and think critically about alternative possibilities for change. They help to clarify reality and actually see what’s happening. An example would be FEMA’s response to Hurricane Irma. All frames were used to make a true assessment of events and quickly assemble appropriate leadership intervention. (Structural: environmental infrastructure and function, Human Resources: American Red Cross efforts and charity distribution, Political: both Houston and Florida struggling for power and resources, Symbolic: bringing a diverse group of individuals together into a cohesive team.) Through time, effort, and repetitive practice FEMA was able to use the four frames

Taken from, Waddell, Jones, and George (2013) 3rd Edition.  Contemporary  Management, Sydney, McGraw Hill (pages

Organizations are social entities that are driven by goals that are designed intentionally, and coordinated activity systems and they are linked to the external environment. It means that the organization should have a way of linking the internal and external environments. Organizations are made of people and the relationship between the people is essential. There is a deliberate move by organization management to come up with structures that ensure coordination of

One of the models that address organizational change and diagnosis is Weisbord's Six Box Model, which identifies six factors that need to be considered when diagnosing an organization. These six factors include the purpose, structure, relations, leadership in the organization, auxiliary and rewards to maintain a balance between the elements of the organization, both formal and informal. Purpose deals with the business that the organization deals with, structure deals with the division of labor, relations deals with how conflicts are managed in the workplace, auxiliary deals with the technologies available in the organization and how they are coordinated and lastly rewards deal with how the organization compensates those who complete their tasks. In this way, people and processes are in sync and a narrow scope isn't just taken into account. (Janicijevic, 2010)

Organizational structure has been set up to facilitate all goal achievements. It is a way to motivate their employees and get them to work together. It also helps its employees to follow the organizations goals, and work together as a team. In order to do this, they need to have an organized structure to be able to run the company smoothly. A main foundation of every organization is to post their mission statement and goals everywhere so that their employees can see them. An organizational culture can consist of common shared beliefs and values that are established by the organization’s leader, and then communicated and reinforce through various methods, this helps shape employee perceptions, behaviors and understanding. Overall, organizational structure and culture can effect progress of many organizations in a positive and negative way.

* Identify many of the variables that shape business decisions and management practices in organizations.

Brief description of their model – Was initiated by the chairman of the board. CEO was neutral at first but became a strong supporter. Have partnered with Health Performance Partners to provide Lean coaching to central performance team and executives. Very pleased with this group. Started with Model areas and moved to daily management system 2 ½ years later. Were 90% tools and 10% thinking to start and are now 70% thinking and 30% tools. They selected 7-8 major areas of the organization (about 100

* What organizational structure, management processes, and philosophy will foster superior performance from the company’s business units?

This model was developed by Tom Peters and Robert Waterman (Mindtools 2012). Essentially, it aims to improve the overall performance and productivity of an organization while aligning all departments to suit the shared vision of the organization (Peters 2011). There are a number of benefits within its flexible nature and ability to look back and analyze the success of a previously implemented strategic change within the organization (Simister 2011). It is retroactive, yet it can be an important diagnostic tool in learning for future endeavors of change (Peters 2009).

The relationship between different organisational functions and how they link to organisational objectives and structure.

Effective organizational structures define how job tasks are subdivided, grouped, coordinated, and managed. Six key components of organizational structures include division of labor, departmentalization, chain of command, span of control, centralization, and formalization (Remme, Jones, Van der Heijden, & De Bono, 2008, p. 79). Each element influence how employees interact with each other to reach organizational goals. Different structures are common in similar organizations among high performing organizations (Reimann, 1974, p. 707). The most appropriate structure will depend on the unique needs and culture of the organization.

1. What was the organization design that was in place at McKinsey and what did they want to change? Did the change in design complement their strategy? What were the key barriers to implementing change?

McKinsey & Company is a privately owned management consulting firm that focuses on solving issues of concern to senior management in large corporations and organizations. Known among its employees simply as "The Firm" McKinsey & Company was founded in Chicago in 1926 by James O. ("Mac") McKinsey. McKinsey was a professor at the University of Chicago who pioneered budgeting as a management tool. Marshall Field's became a client in 1935, and soon convinced James McKinsey to leave the firm and become its CEO; however, he died unexpectedly in 1937.

At least two different organizational structures are identified, described, and compared in terms of their design principles.

When examining the values of a company, one must take into account the different metrics which make up the way that a company is perceived. Vision, Image, and Culture of a company must be aligned in order for a company to achieve an optimal result. When there is a gap in the cohesiveness of these aspects, a company will experience setbacks or