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The 7s Framework Of Mc-Kinsey's Framework

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McKINSEY’S 7-S FRAMEWORK:
The 7s framework of Mc-Kinsey is a management model that describes 7 factors to organize a company in a holistic and effective way. The two persons who developed this model are Tom Peters and Robert Waterman were consultants at Mc-Kinsey and Co at that time. The published their 7-S Model in their article “Structure Is Not Organization” (1980) and in their books “The Art of Japanese Management” (1981).
The framework rest on the proposition that effective organizational change is best understood in terms of the complex relationship between strategy, structure, systems, style, staff and shared values or super ordinate goals.
The proposition of the 7-S model suggests that there are multiple factors which influence an organization’s ability to change. Since the variables
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However every person according to his traits possesses his own talents and special characters. This cannot be generalized skill among them. The employees of KS&DL have different skill, which are relevant for their work. As it is common in big organizations, he also controversies between departments which can be solved by discussions and by conducting some interactive programs.
3) STYLE
Decision-making is centralized with the head office. Authority is given to unit in-charge to take decision in day-to-day minor matters & other urgent matters. Decision-making depends on the authority & responsibility conferred on each individual & thus it’s distributed based on designation & position held. In important matters, meetings are held to seek opinions of top management & various department manager & the decisions are taken & implemented.
Decision-making is co-ordinate & done with wide consultations of top management of department manager’s consultation which gives best possible gains.

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