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08 May 15
marjoleinonlineorganisational model : framework for capacity development
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10 Dec 14
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there are seven internal aspects of an organization that need to be aligned if it is to be successful.
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26 Oct 14
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the model can be used to help identify what needs to be realigned to improve performance, or to maintain alignment (and performance) during other types of change
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help analyze the current situation (Point A), a proposed future situation (Point B) and to identify gaps and inconsistencies between them
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15 Jul 14
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10 Jul 14
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- Strategy: the plan devised to maintain and build competitive advantage over the competition.
- Structure: the way the organization is structured and who reports to whom.
- Systems: the daily activities and procedures that staff members engage in to get the job done.
- Shared Values: called "superordinate goals" when the model was first developed, these are the core values of the company that are evidenced in the corporate culture and the general work ethic.
- Style: the style of leadership adopted.
- Staff: the employees and their general capabilities.
- Skills: the actual skills and competencies of the employees working for the company.
Placing Shared Values in the middle of the model emphasizes that these values are central to the development of all the other critical elements
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- What is our strategy?
- How do we intend to achieve our objectives?
- How do we deal with competitive pressure?
- How are changes in customer demands dealt with?
- How is strategy adjusted for environmental issues?
- How is the company/team divided?
- What is the hierarchy?
- How do the various departments coordinate activities?
- How do the team members organize and align themselves?
- Is decision making and controlling centralized or decentralized? Is this as it should be, given what we're doing?
- Where are the lines of communication? Explicit and implicit?
- What are the main systems that run the organization? Consider financial and HR systems as well as communications and document storage.
- Where are the controls and how are they monitored and evaluated?
- What internal rules and processes does the team use to keep on track?
- What are the core values?
- What is the corporate/team culture?
- How strong are the values?
- What are the fundamental values that the company/team was built on?
- How participative is the management/leadership style?
- How effective is that leadership?
- Do employees/team members tend to be competitive or cooperative?
- Are there real teams functioning within the organization or are they just nominal groups?
- What positions or specializations are represented within the team?
- What positions need to be filled?
- Are there gaps in required competencies?
- What are the strongest skills represented within the company/team?
- Are there any skills gaps?
- What is the company/team known for doing well?
- Do the current employees/team members have the ability to do the job?
- How are skills monitored and assessed?
Strategy:
Structure:
Systems:
Shared Values:
Style:
Staff:
Skills:
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- Start with your Shared Values: Are they consistent with your structure, strategy, and systems? If not, what needs to change?
- Then look at the hard elements. How well does each one support the others? Identify where changes need to be made.
- Next look at the other soft elements. Do they support the desired hard elements? Do they support one another? If not, what needs to change
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05 Jun 14
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04 Apr 14
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06 Mar 14
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10 Feb 14
Manuel J BatlleTo be used with Poza's text
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04 Feb 14
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03 Feb 14
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17 Jan 14
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The McKinsey 7S Framework
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The McKinsey 7S Framework
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06 Jan 14
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11 Nov 13
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, the model can be used to help identify what needs to be realigned to improve performanc
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03 Aug 13
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- Strategy: the plan devised to maintain and build competitive advantage over the competition.
- Structure: the way the organization is structured and who reports to whom.
- Systems: the daily activities and procedures that staff members engage in to get the job done.
- Shared Values: called "superordinate goals" when the model was first developed, these are the core values of the company that are evidenced in the corporate culture and the general work ethic.
- Style: the style of leadership adopted.
- Staff: the employees and their general capabilities.
- Skills: the actual skills and competencies of the employees working for the company
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25 Jul 13
Jenny LucaThe McKinsey 7S Framework - Strategy Skills Training - applicable tool for examining interrelationships http://t.co/0Ij4HhMQjG #actlearn
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19 Jun 13
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11 Mar 13
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plan devised to maintain and build competitive advantage over the competition
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tructured and who reports to whom
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aily activities and procedures that staff
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superordinate goals
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ore values of the company that are evidenced in the corporate culture and the general work ethic
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style of leadership
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mployees and their general capabilities
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ctual skills and competencies of the employees working
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How is the company/team divided?
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ecision making and controlling centralized or decentralized? Is this as it should be, given what we're doing?
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here are the lines of communication? Explicit and implicit?
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main systems that run the organization?
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nternal rules and processes does the team use to keep on track?
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core values?
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How strong are the values?
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What are the fundamental values that the company/team was built on?
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positions or specializations are represented within the team?
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re gaps in required competencies?
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strongest skills represented
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skills gaps?
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urrent employees/team members have the ability to do the job?
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How are skills monitored and assessed?
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04 Mar 13
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15 Jan 13
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17 Dec 12
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Strategy: the plan devised to maintain and build competitive advantage over the competition
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The original vision of the company was formed from the values of the creators. As the values change, so do all the other elements
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28 Nov 12
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15 Aug 12
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20 Apr 12
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04 Jan 12
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05 Dec 11
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How do you go about analyzing how well your organization is positioned to achieve its intended objective?
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The Seven Elements
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27 Oct 11
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20 Oct 11
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29 Aug 11
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09 Jul 11
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04 Jul 11
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09 Mar 11
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04 Mar 11
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27 Feb 11
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25 Nov 10
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09 Nov 10
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01 Nov 10
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15 Oct 10
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04 Oct 10
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16 Sep 10
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06 Aug 10
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30 Jul 10
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23 Jun 10
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22 Apr 10
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14 Apr 10
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05 Apr 10
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28 Jan 10
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28 Sep 09
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21 May 09
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20 May 09
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20 Apr 09
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While some models of organizational effectiveness go in and out of fashion, one that has persisted is the McKinsey 7S framework.
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While some models of organizational effectiveness go in and out of fashion, one that has persisted is the McKinsey 7S framework. -
While some models of organizational effectiveness go in and out of fashion, one that has persisted is the McKinsey 7S framework.
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17 Mar 09
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16 Mar 09
Wilfred RubensDeveloped in the early 1980s by Tom Peters and Robert Waterman, two consultants working at the McKinsey & Company consulting firm, the basic premise of the model is that there are seven internal aspects of an organization that need to be aligned if it is
management innovatie kwaliteitszorg systems_thinking marketing
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10 Mar 09
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14 Feb 09
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01 Sep 08
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31 Jul 08
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Whatever the type of change - restructuring, new processes, organizational merger, new systems, change of leadership, and so on - the model can be used to understand how the organizational elements are interrelated, and so ensure that the wider
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23 Apr 08
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