【正文】 Structure. Who reports to whom and how tasks are both divided up and integrated. 182。 that is challenging, valuable, and exciting to them。 on call all the time ?Real followthrough on accountability – especially at the top ?Aggressive learning from things that do not work ?―good‖ places to work but not always ―nice‖ ?Performance shortfalls change careers ?Members feel rewarded by being part of winning institution ? The last three mon management attributes focus on structure, skills, and systems: 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 the frameworks descried here. All of these documents are now on PDNet。 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。 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。 Systems. The processes and procedures through which things get done from day to day, including hiring, pensation, performance evaluation, promotions policy, and training. 182。 For example, McDonald’s has a visiondriven ―winning formula,‖ as described below. ? McDONALD’S WINNING FORMULA Vision : to bee the leading restaurant chain in the world Strategy Shared values Skills ? Convenient ? Good quality ? Consistent ? Familyoriented environment ? Fair value ? Quality control over all aspects of business ? Superior site selection ? Continuous new product development ? Strong promotion of products and McDonald’s image ? Quality ? Service ? Cleanliness ? price ? Organizations usually change in response to discontinuities – either external shocks (such as deregulation ) or internal changes (such as new leadership) that make it clear that the old , ―grooved‖ way of doing things is no longer winning. The successful ones will create a new winning formula that is based on changes in strategy, newer or stronger skills, and/or shared values. Contrasting the new winning formula to the old formula identifies and gauges the change that the anization is considering and defines the vision for the change program. A change vision is a creed that summarizes what an anization is trying to bee and why. As such, it guides anizational priorities by redefining and rebining business objectives, required institutional skills ,and corporate values about what is important around here. A change vision is at the heart of top management’s role in improving performance and is often the first step. It provides the vital bridge between the initial dissatisfaction with the status quo and the first practical steps taken in a change program – the articulation of a clear target that represents something better that is both logically sound and emotionally appealing. ? IMPROVING ORGANIZATIONAL PERFORMANCE Grooved Redirected Unfrozen Discontinuities External shocks New petitors, economics New technologies Deregulation Internal changes New aspirations New leader Major change through people Strategy Skills Shared values VISION New strategy New or stronger skills Shared values CHANGE VISION ? Certain key people in the anization hold positions that determine success or failure in instituting a new strategy, skill, or shared value. These people fill what we call pivotal jobs. We will only succeed in implementing the change vision if we succeed in changing the behavior of pivotal jobholders. At McDonald’s, for example, pivotal jobs include the centralized purchasers of all raw materials for all stores, the store managers, and the hourly employees who take and assemble orders. ? PIVOTAL JOBS What people must do What are they ? Positions that have direct impact on delivery of value to the customer. Typically they Design the product Make the product Sell the product Positions that must capably master new skills Where are they? Close to the front line ? In a recent study at a chain store retailer, the change vision included a significant improvement in instore convenience. Two positions were identified as pivotal jobs – the store manager and the area operations manager. This study employed a contrast analysis in two forms. The first considered each element of behavior and defined how the new behavior would need to differ from current practices. A behavior contrast analysis often proves helpful in defining precisely how the pivotal job holders need to change. ? CONTRAST ANALYSIS Pivotal jobs: store manager, chain retailer Elements Old behavior New behavior Use of time ? Spend majority of time on daily routine tasks – unloading trucks, stocking shelves, etc. ? Devote much more attention to training/coaching, evaluating/experimenting with pricing, staffing, merchandising Job objective ? Ensure that dayto day store operations run smoothly ? Manage store profi