【文章內(nèi)容簡介】 and potential. 182。Management systems. The processes and procedures through which things get done daytoday. 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。The vision is the overriding goal of the anization – the place where strategy, skills, and shared values intersect. It is the single, noble purpose that guides anizational priorities and gives meaning to the daytoday activity of the staff. 182。 For example, McDonald’s has a visiondriven ―winning formula,‖ as described below. 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. 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. 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. The second analysis contrasted the percentage of time spent on critical tasks under current practices and envisioned in the future. The 3S winning formula sets the standards, goals, and mission of the anization. How do you get people (particularly pivotal jobholders) to actually follow those goals? While you can dictate what skills and shared values you want , the anization must provide guidance, motivation, and monitoring to see that the right decisions are made. This is provided through the other Ss – structure, systems, staff, and style. Collectively known as the ―design levers‖, each of these four should be set by considering the specific skills and shared values you want to instill in the anization’s people – and balancing them with other designs that might be suggested by other specific skills and shared values needed. 182。 Structure. Who reports to whom and how tasks are both divided up and integrated. 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。 Staff. The people in the anization considered in terms of their capabilities, experience, and potential. 182。 Style. The way managers collectively behave with respect to use of time, attention, and symbolic actions. 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