ABOUT Mc KENSY'S 7S

About Mc. KENSY'S 7S

Introduction

The 7s model is better known as McKinsey 7s this is because the persons who developed this model, Tom Peter & Robert Waterman, have been consultants at McKinsey. They published their 7s model in their article "Structure is not organization" (1980) & in their books "The art

JAPANESE Management" (1981) & "IN SEARCH OF EXCELLENCE" (1982). The model consists on the premise that an organization is not a structure but consist of seven elements namely:

STRUCTURE

SKILL

STYLE

STRATERGY

SYSTEM

STAFF

SHARED VALUES

These seven elements are distinguished as, so called, Hard S’s & Soft S' s. the hard S's consists of Strategy, structure & system. The soft S's are consists of skill, staff, &style & shared value. The hard elements are feasible .they & easy to identify. They can be found in strategy statements, corporate plans, organizational charts & documentation.

The four soft S's however, are hardly feasible. they are difficult to describe since capabilities, values, and elements of corporate culture are continuously developing and changing .they are highly determined by the people at work in the organization. Therefore, it is much more difficult to plan or to influence the characteristics of the elements.

DESCRIPTION:

The Hard S's- Strategy:

Strategies are the means by which long -term objectives can be achieved. it may include geographic expansion, diversification, acquiring. Service development market penetration, retrenchment, diversifier, liquidation & joint venture. Strategies are potential actions that require top management decisions. It affects organizations long -term prosperity & this future oriented.

This organization apparels believes in quality & working together effectively to win today's battle while being prepared to meet the challenges of the future. The organization wants to achieve economies of scale. This strategy is adopted by this bank to achieve goals successfully.

Structure:

Organizational structure identifies the grouping together of individuals into department & of department into the total organizations. It includes the design of system to ensure effective communication, co-ordination & integration of efforts across departments.

System:

Formal & informal procedures that support the strategy & structure. (Systems are more powerful than are given credit for) both the debit & credit documents will be maintained by bank. Maintains the bank theft by maintaining their audit. Made auditing compulsory. The audit helps them make sure they are wither in the right or rang way. The audit predicts the future fraud.

THE SOFT S's:

Style/ culture: The culture of the organization, consisting of two components.

Organization culture: The dominant values & beliefs, & norms, which develop over time & become relatively enduring features of organizational life.

Management culture: More a matter of what managers do than what they say; how do managers spent their time? What are they focusing attention on? Symbolism & maintenance (or some times deconstruction) of meaning is a fundamental responsibility of managers.

The way style in this organization is the important decisions are taken at SPSSN apparels but the management. The management is very strict in following procedural aspects as laid down in memos & circular issued. At the same time they are very much concerned about the welfare of the employees. The organization conducts meetings where decisions are taken regarding welfare of the employees where the welfare officer discusses grievances of the employees with managers.

Staff:

The/ human resource management - process used to develop managers, socialization processes, ways of shaping basic values of management cadre, ways of helping to manage the careers of employees. The organization includes both the skilled & unskilled workers, watchman, clerk, cashier, & asst-manager & manager etc. the selection of the staff in this organization is done by president & directors. The HR manager & two specialist appointed by the organization. Decision taken by the branch manager. The appointee will must have the majority of good opinion from the organization members.

Shared values:

Guiding concepts, fundamental ideas around which a business is built must be simple, usually stated at abstract level, have great meaning inside the organization even though outsiders may not see or understand them. These are the values shared by the members of the organization. It is the super ordinate goal that is centrally responsible for providing a core mission to the organization, used as an umbrella, which embraces all other managerial activities. In short it says what does the organization stands for & believes in.

Integrity: Being ethical, transparent & keeping commitments. The company does not participate in any destructive process, in business, environment or with government.

Excellence:

Doing service as well as they can be possibly done. In all things from e-mail to eyelets, quality in every service.

Performance-Driven: Result count, performance determines responsibility, growth, compensation & continuance in the company.

Skill:

The distinctive services or competencies what the company/ organization does best, ways of expanding or shifting competencies. Every employee in an organization must posses required skills to complete the given assignment with-in a stipulated period of time. A well trained person can handle the job easily. Normally training will be provided to employees in banks .the organization provides on the job training to its workers. Training will be conducted for 1 to 3 days depending upon the need & skill to be developed by the laborer. Organization requires or recruits both unskilled & skilled workers according to the requirement.