ORGANIZATIONAL DIAGNOSIS

Organizational Diagnosis



Organizational Diagnosis

7S Framework

According to this model to generate change in the company a change in any of the variable should be brought (Demery, 1991). Alteration in one or two variables may show results for short term but for long term sustainability of growth of every variable should be taken into consideration. This model describes seven variables all starting with the alphabet “s”. The Seven Factors are:

Strategy: A series of actions that a firm starts with and must maintain these actions.

Structure: How people and tasks / tasks are organized.

Systems: All the processes and information flows that bind the company together.

Style: How managers behave.

Staff: How you develop managers (current and future).

Super ordinate Goals: Longer-term vision and all that values stuff, which shapes the destiny of the organization.

Skills: Dominant attributes or capabilities that exist in the organization.

Strengths and Weaknesses

The strengths of the McKinsey 7-S Framework Model are that it is simple to apply as a logical framework, since it merges both normal and hard factors with 'cultural' and other elastic factors. The study is broad sufficient to include the main features of a firm. It is a model in line with the 'virtues of moral enterprising behavior'.

However, the McKinsey 7-S Framework was employed as a model framework to study exceptional firms. The outcome was Peters and Waterman's management hit. “In Search of Excellence” which consisted of 62 firms revealed the following general characteristics:

1) A prejudice for action

2) Close to the client

3) Independence and private enterprise.

4) Production through workers.

5) Hands-on, value ambitious management.

6) Fasten to the unity.

7) Straightforward outline, lean employees

8) Concurrent stiff and free characteristics.

The experiential strength of the 7S framework model turned out to be uncertain when a number of firms recognized to be outstanding could not endure in the period of 1990s.

The McKinsey 7-S Framework Model can only help to guide organizational change. It is the Managers who have got to take actions on the entire seven factors equivalently and recognize that all these factors are correlated. Such association makes a self-motivated arrangement where a single shift or change entails the entire organization to adjust to a new equilibrium. The human mind recognizes it as a hard and complex thing to forecast the impacts of shifts in a multifaceted system.

Therefore, the McKinsey 7-S Framework Model has partial application as a real-time, arithmetical preservation and assessment instrument. In addition, the organization was not seen as a political ground by the writers. The opinion of the authors was that the differences among the workers and the departments should be evaded by assuming firm and harmonious values that are shared by the entire organization.

Congruence model

This model was projected by Tushman and O'Reilly, which states that there are fundamentally four managerial building blocks in all firms: pertinent responsibilities, workers, traditions, and formal organization. It proposes that the arrangement, or resemblance, between the plan and four building blocks of a firm—significant responsibilities, formal arrays in an organizational setting, workers and customs—forces the sensation and accomplishment in the dynamic environment of these ...