【正文】 Management systems. The processes and procedures through which things get done daytoday. 182。 How should the client implement the change? The OP has derived a set of six attributes that characterize highperforming anizations(HPO). By assessing whether your client anization exhibits these six attributes, you can diagnose whether an anizational performance gap exists as well. Additionally, the 7Ss will help you identify strengths and deficiencies in the anization. The 7Ss focus teams on aligning structure, staff, systems, and style to promote behavioral change and build skills in pivotal jobholders. By contrasting the required skill set (at both the anization and the pivotal jobholder level) with the current skill set, you can often clarify the anizational gap that exists. You plete the diagnostic by filling out the change board. That exercise helps teams understand the anizational skill deficits or resistance to change so they can deliberately plan to build the necessary skills and willingness to change in the anization. Once the gaps have been identified, the team needs to lay out a change program to close the gaps. The transformation triangle highlights the three critical dimensions of any effective change programtop down, bottom up, crossfunctional. The proper balance among these dimensions depends on the gap, the client setting, and the petitive context. Every change program contains some mix of six fundamental energizing elements. Each must be considered as we design change programs. This section of the handbook will discuss each framework in turn. CORE FRAMEWORKS ① Highperforming anization attributes Vision Performance CEO led People Skills Simple ② 7S framework Winning formula Pivotal jobs Design levers Organizational structure What change is needed? How should the client make change happen? What gaps in anizational performance exist? What anizational challenges exist? What initiatives prise the change program? How do we create energy for the change program? Strategy Skills Shared values VISION Staff Management systems Leadership style ③ Change board Agenda/platform ?Direction setting ?Structuring ?Bottomup energizing ④ Transformation triangle Performance management Vision and leadership munication Organizational infrastructure People development Problem solving process ⑤ Energizing elements The OP undertook a study of 10 highperforming panies, true industry leaders, that we knew very well. The panies had sustained pacesetting performance in their respective industries over 2 decades. These 10 HPOs shared six management attributes, each of which focuses on performance. By paring your client anization to these HPOs, you may identify opportunities to improve your client anization. ① “ HIGHPERFORMANCE COMPANY‖ ATTRIBUTES Driven by leaders Aligned by simple structures and core processes Based on worldclass skills Rejuvenated by welldeveloped people systems Built by relentless pursuit of beforethefact strategies/vision Energized by an extraordinarily intense, performancedriven environment What change is needed? How should the client make change happen? Organizational challenges Initiatives Energizing elements Gaps in performance The first three of the six mon management attributes: 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。 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 McDon