Page 110 - DCOM102_DMGT101_PRINCIPLES_AND_PRACTICES_OF_MANAGEMENT

Principles and Practices of Management

Notes 6. Style: defines the way in which the manager behaves in achieving the goal.
7. Skills: determines the capabilities of different person and organisation as a whole.
Strategy, systems and structure are referred to as hard Ss. Hard elements are easier to define or
identify and management can directly influence them.
Shared Values, staff, style and skills are referred to as soft Ss. Soft elements can be more difficult
to describe, and are less tangible and more influenced by culture.

This model is based on the theory that, for an organisation to perform well, these seven elements
need to be aligned and mutually reinforcing. So, the model can be used to help identify what
efforts need to be aligned or realigned to improve performance, or to maintain alignment (and
performance) during other types of change.
Whatever the type of change – restructuring, new processes, organisational merger, new systems,
change of leadership, and so on – the model can be used to understand how the organisational
elements are interrelated, and so ensure that the wider impact of changes made in one area is
taken into consideration. It’s then a question of adjusting and tuning the elements of the
7S model to ensure that your organisation works effectively and well once you reach the desired
endpoint.
The McKinsey’s 7S Framework can be used for the following purposes:
1. Considering the links between each of the S’s one can identify strengths and weaknesses
of an organisation. No S is strength or a weakness in its own right, it is only its degree of
support, or otherwise, for the other S’s which is relevant. Any S’s that harmonises with all
the other S’s can be thought of as strength and weaknesses
2. The model highlights how a change made in any one of the S’s will have an impact on all
the others. Thus if a planned change is to be effective, then changes in one S must be
accompanied by complementary changes in the others.

Caselet Key Points of McKinsey’s 7-S Framework

he McKinsey 7Ss model is one that can be applied to almost any organisational or
team effectiveness issue. If something within your organisation or team isn’t
Tworking, chances are there is inconsistency between some of the elements identified
by this classic model. Once these inconsistencies are revealed, you can work to align the
internal elements to make sure they are all contributing to the shared goals and values.

The process of analyzing where you are right now in terms of these elements is worthwhile
in and of itself. But by taking this analysis to the next level and determining the ultimate
state for each of the factors, you can really move your organisation or team forward.

Source: www.gmatclub.com

6.8 Self-management

The self-concept is the accumulation of knowledge about the self, such as beliefs regarding
personality traits, physical characteristics, abilities, values, goals, and roles. Beginning in infancy,
children acquire and organise information about themselves as a way to enable them to
understand the relation between the self and their social world. This developmental process is

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