【正文】 anization’s people – and balancing them with other designs that might be suggested by other specific skills and shared values needed. 182。 Style. The way managers collectively behave with respect to use of time, attention, and symbolic actions. ? ORGANIZATIONAL DESIGN LEVERS AT McDONALD’S Winning formula Pivotal jobs Design levers Organizational structure Management systems Leadership style Staff Strategy Skills Shared values VISION ?Centralized buying to control fat content ?Hamburger University degree required ?Promotion from within to build experience ?Regular inspections ?Franchise expansion based on high grades on prior inspections ?Many procedural mechanisms aimed at building employee enthusiasm and loyalty ?Hardnosed, rigid attitude on how to run the business ? The skills and shared values must be used to determine needed changes in anizational design. For example, McDonald’s specific skill of quality control drives many anizational design decisions. Structure buying provides more than economics of purchasing. It also helps ensure that fat content is between and percent and ensures that burgers are 100 percent beef. Staff –operators have more say on quality of operations than absentee investorowners. at Hamburger University ensures that managers really know how to make the food right. It is a $40 million facility, with 750student capacity per 2week session, and translation booths for foreign managers. It is the only school in the fastfood industry accredited by the American Council of Education. from within builds experience in meeting pany standards and reinforces shared values. Systems systems, including job descriptions and performance appraisals, ensure that quality of operations meets standards.. franchises are inspected on a regular basis, including grades( A through F) on QSC. other franchises that give rights to territories, McDonald’s franchises cannot expand unless they show a history of high quality in operations. ’s Personnel Action Manual provides mangers with a wide array of programs to keep crew members motivated and mitted. Style tolerance for variance from operations standards, except as wellthoughtout improvements. No shortcuts allowed. ’s inspections. Before entering a franchisee’s office, Kroc would often pick up all the trash within a twoblock radius of a McDonald’s restaurant and then dump it on the franchisee’s desk to show a need for greater cleanliness in McDonald’s vicinity. ? ORGANIZATIONAL DESIGN LEVERS AT McDONALD’S Winning formula Pivotal jobs Design levers Organizational structure Management systems Leadership style Staff Strategy Skills Shared values VISION ?Centralized buying to control fat content ?Hamburger University degree required ?Promotion from within to build experience ?Regular inspections ?Franchise expansion based on high grades on prior inspections ?Many procedural mechanisms aimed at building employee enthusiasm and loyalty ?Hardnosed, rigid attitude on how to run the business ? The design lever clients exercise the most is probably structure. Too often we hope that by tinkering with boxes in anizational charts, we can solve anizational problems. Struct。 Systems. The processes and procedures through which things get done from day to day, including hiring, pensation, performance evaluation, promotions policy, and training. 182。Leadership style. The way leaders focus their time and attention and the personal tone they set. ? ② 7S FRAMEWORK What change is needed? How should the client make change happen? Gaps in performance Organizational challenges initiatives Organizational challenges Energizing elements Winning formula Pivotal jobs Design levers Organizational structure Management systems Leadership style Staff Strategy Skills Shared values VISION ? At the heart of we mean by anizational performance is a ―winning formula‖ creating a bination of strategy, skills, and shared values to carry out an anizational purpose. What links these elements together (the ―overlap‖) is the anization’s vision: 182。 and valuable and differentiated to the intended customer. To achieve the vision, the pany must design and align levers to guide the behavior of those holding pivotal jobs close to the front line – ., those who directly affect delivery of value to the customer. 182。Strategy. An integrated set of actions that deliver a superior value to a set of customers with a cost structure allowing excellent continuing returns. 182。 Aligned by simple structures and core processes. HPOs align authority, accountability, and performance challenges. Lines of munication and approval are simple and are mirrored from one division to the next. 182。 Driven by leaders. The leaders of these panies had very high performance aspirations. For these leaders there was no such notion as ―good enough‖. At the center of these leadership groups, we consistently found demanding, unreasonable CEOs. 182。Organization: Overview of Core Frameworks Local Training Module For Firstyear Associates Associate Handbook ? FOREWORD AND OBJECTIVE This Organization Practice(OP) document provides an overview for use in local training sessions for firstyear associates. It is part of a ―series on functional areas.‖ The objective of the series is to introduce McKinsey practitioners to the basics in each of our functional areas of expertise. All the documents in the series are prehensive in nature and describe the current tools and frameworks in that functional area At the end of this document, you can find a section describing a selection of the core documents and handbooks that can give you further details on some of t