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Shaqrah, Amin A. "Analyzing Business Intelligence Systems Based on 7s Model of McKinsey." International Journal of Business Intelligence Research 9, no. 1 (January 2018): 53–63. http://dx.doi.org/10.4018/ijbir.2018010104.
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Business intelligence system (BIS) reflect on the foundation of completive advantage approaches, this article enhances previous articles of BIS implementation by analyzing a 7 McKinsey model. Using a Delphi survey method with sixty of managers and experts in the BIS field, the results from twenty pharmaceutical manufacturing industries deploying business intelligence applications are presented. The author surveyed a qualitative methodology to hypothesize a proposed model. The findings demonstrated that 80% of participants believe that both the hard and soft 7 dimensions of a McKinsey model—strategy, style, structure, staff, systems, skills, and shared values—are antecedents for successful BIS implementation. Precisely, shared value dimensions is the highest value affected by BIS implementation and skills dimension is the lowest value.
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Gallo, Peter, Romana Píchová, Anna Šenková, Daniela Matušíková, and Jana Mitríková. "TECHNIQUES AND ANALYSIS OF MANAGEMENT AUDITS." CBU International Conference Proceedings 5 (September 22, 2017): 132–37. http://dx.doi.org/10.12955/cbup.v5.914.
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The proper management of an enterprise involves a set of complex activities that, in the current rapidly changing world, require adoption of modern market requirements. This paper describes a study concerning management audits.The study aims to identify and evaluate the specific techniques that are useful for obtaining information for audits in evaluating management, and examines modifications and applications of the model by McKinsey, ‘model 7S’, with an ‘IFE Matrix’. As practice shows, until now, the ‘model 7S’ approach is the most frequently used tool to assess the current state of management executives in business. The proposed models in the paper’s conclusion can be used individually or by combining two separate models to create a ‘two-staged adaptive model 7S’.
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Hanafizadeh, Payam, and Ahad Zare Ravasan. "A McKinsey 7S Model-Based Framework for ERP Readiness Assessment." International Journal of Enterprise Information Systems 7, no. 4 (October 2011): 23–63. http://dx.doi.org/10.4018/jeis.2011100103.
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Implementing Enterprise Resource Planning (ERP) systems is a complex, lengthy and expensive process which usually faces serious challenges and failures. Thus, it is necessary to perform a readiness assessment at the initial stage of an ERP implementation project to identify weakness areas which may encounter the project with failure. This paper proposes a new framework for assessing readiness of an organization to implement the ERP project on the basis of McKinsey 7S model using confirmatory factor analysis. Through this method, the construct of ERP readiness is proposed based on 7 dimensions namely “structure”, “strategy”, “systems”, “skills”, “style/culture”, “staff”, and “shared values/ superordinate goals”. Using the framework, the current situation of the organization can be determined and necessary changes can be made prior to system implementation. The proposed framework is then applied to 2 real Iranian banking cases and the advantages of the framework over available frameworks are illustrated.
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., Sasmoko, Yasinta Indrianti, Anindyo Widhoyoko, and Rochmat Wahab. "Organizational Diagnostic Model in Higher Education: Literature Review of Organizational Diagnostic Model through Mckinsey 7s Framework Model, Weisboard 6 Boxes Model and National Education Standards in Indonesia." International Journal of Engineering & Technology 7, no. 3.30 (August 24, 2018): 293. http://dx.doi.org/10.14419/ijet.v7i3.30.18264.
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Organizational diagnosis is done for organizational development and change. This study aims to further examine the concept of an organizational model that tries to cultivate the McKinsey 7S Framework Model and the Weisbord Six Box Model with the National Standards of Higher Education. This research uses Neuroresearch research method, which is a research method that combines quantitative and qualitative research with an exploratory stage. The result of the research shows the design of Organizational Diagnostic Model for Higher Education in Indonesia which consists of Strategy, Structure, System, Skill, Staff, Leadership, Value and Purpose (SNPT) consisting of Education Standard, Research Standard, and Standard of Community Service.
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Zuhriah, Aminatuz, Tantri Yanuar Rahmat Syah, and Ratna Indrawati L. "HR Planning Using the McKinsey 7S Model Concept for Start Up Maternity Clinic." IARJSET 5, no. 9 (September 30, 2018): 14–20. http://dx.doi.org/10.17148/iarjset.2018.593.
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Razmi, Jafar, Mahmood Mehrvar, and Anis Hassani. "An Assessment Model of McKinsey 7S Model-Based Framework for Knowledge Management Maturity in Agility Promotion." Journal of Information & Knowledge Management 19, no. 04 (November 27, 2020): 2050036. http://dx.doi.org/10.1142/s0219649220500367.
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In today’s knowledge-based advanced world, pioneer organisations emphasise more on knowledge orientation, being leaders in knowledge management (KM) implementation. The purpose of this paper is to identify the key factors influencing the successful implementation of each KM process in Iranian Oil and Gas Industry, specifically about operational projects which are classified based on the McKinsey 7S model as KM enablers, namely, strategy, structure, system, skill, style, staff and shared values. Then the paper assesses the KM maturity level to categorise and prioritise the KM enablers in each level. Moreover, a conceptual model is proposed to theorise the relationship between organisational agility and each KM process, namely, knowledge creation, storage, sharing and utilisation. Data analysis and statistical tests are concluded using structural equation model through the combination of confirmatory factor and path analysis. The results show the validity and fitness of the proposed model and verification of all the hypotheses, i.e. there are positive relationships between each KM process and agility.
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., Supartono, and I. Nengah Putra. "Applied Mckinsey 7S–Borda Method as an Assessment Model of Education System to Support Naval Technology Mastery." Journal of Engineering and Applied Sciences 14, no. 17 (November 10, 2019): 6303–11. http://dx.doi.org/10.36478/jeasci.2019.6303.6311.
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Verma, Anshul, Kartik Dave, K. R. Chari, and Chanchal Kushwaha. "Kesineni Tours and Travels." Emerald Emerging Markets Case Studies 2, no. 3 (August 10, 2012): 1–10. http://dx.doi.org/10.1108/20450621211237220.
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Subject area Strategy. Study level/applicability Post-Graduate and Executive Programmes in Management. Case overview Mr Srinivas Kesineni has been chairman of Kesineni Tours and Travels for the last 19 years. Kesineni Tours and Travels is one of the fastest growing bus travel and transport organisations. The case describes the journey of Kesineni Tours and Travels since its inception. It also outlines different strategies adopted by the Chairman to reach newer heights, to survive and to grow in the turbulent times of changing technology and rising competition from different means of transportation. This unique organisation is run by family, friends and well-wishers of the owners, yet it is professional in its approach in operations. The board of directors of Kesineni Tours and Travels has approved the financial results of 2010, which shows 55 percent growth and Rs 86.71 crores turnover. This is a remarkable achievement and recognition for a company that has been in the business since 1992. In early 1992, entrepreneur Mr Srinivas Kesineni thought of a bus transportation business when he started with just two buses, and today when the organization is the largest tour and travel company in the region serving approximately 15 lack customers in a year covering 75 destinations with around 425 daily schedules. He and his team have been working tirelessly and the company has a remarkable presence in the tour and travel business in India with occasional innovative moves from optimising bus routing, initiating sleeper coaches, introducing Volvo buses to the fleet, entering the cargo transportation business and more. This business has grown at CAGR of 24.07 percent since 2000-2001. Students reading this case may come to the class with preconceived views that the journey of the organisation since its beginning is an ordinary story, but this case creates an opportunity for students to come to their own conclusion how different strategies and the synthesis is important for achieving desired outcomes form time to time. This case facilitates the deductive learning process by identifying different strategic elements form the case and to understand its synergy to explain McKinsey 7s framework. Expected learning outcomes These include: understanding different strategies and policies adopted by the organisation and its impact on performance; understanding the importance of alignment of processes and departments in achievement of organisational strategy; and analysing and understanding the concept of the McKinsey 7S Framework, which is a helpful tool to understand the performance of the organisation. Supplementary materials Teaching notes are available. Bradach, Jaffrey, Organisational Alignment: The 7S Model, Harvard Business School Publishing are useful for further reading.
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Nasreen, Reshma, Sadaf Siraj, and Sana Beg. "Fast Trax – the Indian QSR chain." Emerald Emerging Markets Case Studies 2, no. 8 (October 17, 2012): 1–14. http://dx.doi.org/10.1108/20450621211289403.
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Subject area Services marketing and marketing strategy. Study level/applicability The case is basically aimed at post-graduate management students; it can be used in strategic management courses. Students can understand McKinsey's 7S model with the help of this case as well as the seven Ps of service industry. Students can also gain an insight into the hub and spoke model. The case can also be used in courses of entrepreneurship. Case overview The case is primarily the entrepreneurial journey of Mr Samar Qureshi in a quick service restaurant business. The entrepreneur Mr Samar Qureshi at a very young age dreamt of opening up an Indian fast food chain. He worked hard to make his dream a reality. In a brief period of five years Qureshi's Fast Trax has reached the level of world-renowned fast food chains like McDonald's and KFC in terms of quality and ambience. Overcoming the hurdles and the challenges Fast Trax has 22 outlets in Delhi NCR. Samar has also introduced the fast food culture in a small town, Aligarh, and wishes to expand it further to other B class towns of India where people desire to go to fast food chains and to enjoy the high standards of food and service as are enjoyed by people living in metros. He has also been instrumental in changing the concept of canteen to restaurant in schools and colleges. The case discusses the challenges facing Fast Trax in the cut-throat environment of the fast food industry. Expected learning outcomes These include: highlighting the 7Ps of services in the context of a retail chain and establishing interlinkages between the seven Ss identified by McKinsey. Supplementary materials Teaching notes are available. Please consult your librarian for access.
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Sumardi, Sumardi. "Analisis Kualitas Pelayanan Transportasi Laut (Survei pada Perusahaan Pelayaran di Pelabuhan Tanjung Priok, 2015)." Majalah Ilmiah Bahari Jogja 18, no. 1 (March 2, 2020): 37–56. http://dx.doi.org/10.33489/mibj.v18i1.227.
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Penelitian ini bertujuan untuk menganalisis kualitas pelayanan transportasi laut Pelabuhan Tanjung Priok, Jakarta. Penelitian menggunakan metode SERVQUAL untuk mengukur kualitas pelayanan yang diterima pelanggan berdasarkan model kualitas pelayanan (gap model). SERVQUAL bertujuan untuk mengukur lima dimensi kualitas pelayanan yaitu: bukti fisik, keandalan, daya tanggap, jaminan, dan empati yang didasarkan pada analisis kesenjangan (gap analysis) antara harapan dan kinerja pelayanan. Penelitian menggunakan instrumen berupa kuesioner dengan melibatkan 91 perusahaan pelayaran yang diambil dengan teknik acak sederhana. Data penelitian selanjutnya dianalisis dengan analisis Servqual. Hasil penelitian menunjukkan bahwa secara umum kinerja pelayanan Pelabuhan Tanjung Priok dinilai perusahaan pelayaran cukup baik dan tingkat harapan pelayanan tergolong tinggi. Dimensi pelayanan yang dianggap paling penting adalah keandalan, bukti fisik, daya tanggap, jaminan dan empati. Untuk meningkatkan kualitas pelayanan terhadap perusahaan pelayaran, maka perlu melakukan perbaikan pelayanan dengan urutan prioritas: bukti fisik, keandalan, daya tanggap, jaminan, dan empati. Upaya perbaikan juga perlu mengacu pada hasil diagram kartesius, yaitu dengan berusaha mempertahankan atribut-atribut pelayanan pada kuadran B, meningkatkan perbaikan atribut pelayanan kuadran A, dan mengurangi upaya-upaya yang dilakukan terhadap atribut pelayanan pada kuadran C. selain itu, perlu juga dilakukan penelitian lebih lanjut tentang kualitas pelayanan dengan menggunakan dimensi kualitas pelayanan lain, seperti 7S dari McKinsey yang dianalisis dengan menggunakan pendekatan kualitatif.
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Yeandle, Jane, Liz Fawkes, Clare Carter, Chris Gordon, and Elizabeth Challis. "Organisational effectiveness and personality disorder." Mental Health Review Journal 20, no. 2 (June 8, 2015): 84–91. http://dx.doi.org/10.1108/mhrj-04-2014-0012.
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Purpose – National treatment guidelines regarding Borderline Personality Disorder (BPD) (National Institute for Health and Clinical Excellence, 2009) make a number of recommendations relating to system and cultural treatment variables including: access to services, autonomy and choice, developing an optimistic and trusting relationship and managing endings and transitions. The purpose of this paper is to look at a model which could help organisational effectiveness across a range of service settings in relation to personality disorder. Design/methodology/approach – Explanation of why the McKinsey 7S organisational model (Waterman et al., 1980) may be useful in assessing organisational effectiveness in relation to personality disorder. Findings – Cultural and organisational factors across a range of levels need to be aligned to allow for effective service delivery. This is particularly important in working with this client group where strong emotional reactions and subsequent organisational splits are common. Practical implications – The application of this tool within clinical leadership and service development would be particularly important for coherence within generalist (as opposed to specialist) settings. Originality/value – To the authors’ knowledge this analysis is unique as a review of NHS culture across a range of settings and discussion of the implications for service delivery for patients with BPD.
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Ikhram, Faisal. "PENGEMBANGAN MANAJEMEN PERUBAHAN DALAM UPAYA MENINGKATKAN EFEKTIVITAS IMPLEMENTASI SISTEM INFORMASI AKADEMIK BERBASIS SIKA-ERP." Ekono Insentif 13, no. 1 (April 12, 2019): 27–40. http://dx.doi.org/10.36787/jei.v13i1.93.
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Salah satu sistem informasi di perguruan tinggi adalah sistem informasi akademik berbasis ERP yaitu sistem informasi terkomputerisasi yang tidak saja mencakup bisnis proses akademik tetapi juga terintegrasi dengan bisnis proses lainnya dalam pengelolaan institusi perguruan tinggi. Namun dalam praktiknya tidak sedikit institusi termasuk perguruan tinggi yang gagal mengimplementasikannya. Mengganti perangkat lunak dengan yang baru memungkinkan munculnya resistensi dari pengguna karena kekhawatiran berimplikasi mutasi, kehilangan pekerjaan, perampingan bahkan sampai pemutusan hubungan kerja. Oleh karena itu, diperlukan manajemen perubahan sebagai upaya mengubah sikap pengguna agar mau menggunakan sistem SIKA-ERP. Tujuan dari penelitian ini adalah untuk mengetahui kekuatan pendorong dan menghambat efektivitas implementasi SIKA-ERP dari aspek sikap pengguna. Hasil penelitian ini diharapkan menjadi masukan bagi policy maker dalam program perubahan di perguruan tinggi. Penelitian ini menggunakan metode kualitatif dan menggunakan model manajemen perubahan ADKAR dari Jeffrey M. Hiatt (Hiatt, 2006) dan menggunakan Kerangka McKinsey 7S untuk menanamkan nilai-nilai perubahan yang lebih baik dan menjadi budaya dalam organisasi. Dari diskusi kelompok forum dan wawancara mendalam disimpulkan bahwa implementasi SIKA-ERP di Perguruan Tinggi ini kurang efektif karena kurangnya kesadaran tenaga kependidikan sebagai pengguna bahwa perubahan telah menjadi prioritas bagi institusi.
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Polyanska, Alla, Ivanna Zapukhliak, and Oksana Diuk. "Culture of organization in conditions of changes as an ability of efficient transformations: the case of gas transportation companies in Ukraine." Oeconomia Copernicana 10, no. 3 (September 30, 2019): 561–80. http://dx.doi.org/10.24136/oc.2019.027.
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Research background: The relevance of the research on corporate culture in the conditions of changes is substantiated and its elements, which are important for effective transformations, are defined. The influence of corporate culture on the company performance and its elements is identified. The article deals with hierarchical levels of corporate culture which identify elements of corporate culture and "hidden" factors that allow establishing relationships with the outside world and promote productive work.
Purpose of the article: The objective of the article is to identify the elements of the organizational culture at the enterprise level, which influence the effectiveness of its activities under the changes and generalization of its components that determine its ability to transform the existing state in accordance with the established world experience and practice. The research is based on the experience of gas transportation companies in Ukraine.
Methods: The McKinsey 7S model was used to describe the enterprise to assess the state of the proposed levels of formation and to change its corporate culture. The McKinsey 7S Framework used in this study as analytical tool to explore a system of interrelated elements which improve the organization's work, raising the level of employee culture and generating common values. The expert method was used to assess the qualitative indices of enterprise internal environment, including "style/culture" and "common values", based on the questionnaire of the experts' group. The survey was conducted at three levels of management for the gas transportation companies, located in different regions of Ukraine. The three levels of management for the mentioned above enterprises — top, middle and low managers were taken into account. The use of the fuzzy logic method makes it possible to investigate the influence of the corporate culture elements on the results of the enterprises and to identify those elements which are important for the implementation of changes at the enterprise and without which it is impossible to achieve effective transformations.
Findings & Value added: Taking into account the results of the assessment of corporate culture elements at the investigated companies, the directions of corporate culture development for enterprises that are in a state of changes are pointed out, namely: use of different management styles; support of employees in making innovative decisions; development of cooperation and elimination of conflicts between workers; formation of general corporate values; creating trust between employees and top managers; promoting the development of young workers; use of the mechanisms of education and maintenance of a high level of morality and culture of workers.
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Chris Simon, Kipkorir Sitienei, and Daniel Kipkorir Ronoh. "Strategy Implementation and Performance of Non Governmental Organizations in Kericho County, Kenya." Management and Organizational Studies 4, no. 3 (July 27, 2017): 34. http://dx.doi.org/10.5430/mos.v4n3p34.
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Non-Governmental Organizations face problems related to planning, staffing, organizational change, influence ofleadership on allocation of resource and competition. The study focused on strategy implementation and performance.The objectives were; to investigate the effect of resource allocation, role of staff involvement, influence of rewardsystems, effect of operating procedures and role of communication on performance. The study is important toNon-Governmental Organizations, board of directors, donors and government. The study used McKinsey 7s model,survey research design. The target population was 37 the organizations and 349 members of the management team.Stratified technique was used to categorize the management into Board of Governors, managing directors, managersand heads of departments/project officers. A sample size of 151 respondents was selected from the categories. Datawas collected and analyzed using descriptive and inferential statistics with the aid of Statistical Package for SocialSciences (SPSS) version 21. The analyzed data was presented in form of frequency distribution tables. The findingsindicated that Strategy operationalization through resource allocation (allocation of money, adequate personnel andstaff involvement to implement new strategies) and operating procedures (staff training, policies, guiding principlesto ensure compliance to organization’s strategy, procedures, capacity of management, strategic guidance of topmanagement) affect performance to varying levels , Strategy institutionalization, through communication and rewardsystem (clear goals and objectives, strategy direction, strategy clearly communicated, performance recognitionsystem, effort based rewards and rewards system linked to new strategy affect performance differently.
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Ratsch, Angela, Fiona Sewell, and Adrian Pennington. "Developing and testing a matrix to achieveready-everyday nursing standards(RENS): an observational study protocol." BMJ Open 9, no. 8 (August 2019): e031499. http://dx.doi.org/10.1136/bmjopen-2019-031499.
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IntroductionThe Australian Council on Healthcare Standards (ACHS) set criteria for the delivery of healthcare services in Australia. While a voluntary process, continual accreditation with ACHS is an expectation of, and for, Australian healthcare providers. Juxtapositioned with the ACHS, the Nursing and Midwifery Board of Australia (NMBA) set the mandatory practice requirements of, and for, Australian nurses. Despite these overarching quality and governance directives, a regional Queensland Hospital and Health Service (HHS) demonstrated deficits in the quality of nursing care. Accordingly, a HHS project was commissioned with the aim of producing a quantum shift in the quality of nursing services such that the service wasready-everydayfor accreditation assessment, and nursing practice exemplified the NMBA standards.Several barriers to achieving the aim were identified and it was considered that the implementation of critical system changes would structurally and operationally support the achievement of the aim. The system changes are pivoted around an interactive matrix that links nursing care services to the array of nursing professional and practice standards and provides real-time quantitative output measures. This paper outlines the protocol that will be used to establish, implement and evaluate the matrix.Methods and analysisA participatory action research design with a modified Delphi methodology will be used for the development the matrix. The organisational change management around the matrix implementation will be informed by Kotter’s model and supported by the use of the McKinsey 7S. The matrix implementation phase will be conducted using a modifiedPromoting Action on Research Implementation in Health Servicesmodel. Quantitative and qualitative data will be collected over a 12 month pre-test/post-test design to measure the statistical significance of the matrix in supporting compliance with nursing standards and the achievement of quality nursing care. Quantitative data from quality of care assessments will be analysed using descriptive and comparative statistics. Qualitative data from staff surveys will be analysed by content analysis of the major themes (n~200).Ethics and disseminationThe project has ethics approval from a Queensland Health Human Research Ethics Committee. Results will be reported to participants and other stakeholders at seminars and conferences and through peer-reviewed publications.
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Cox, Andrew Martin, Stephen Pinfield, and Sophie Rutter. "Extending McKinsey’s 7S model to understand strategic alignment in academic libraries." Library Management 40, no. 5 (June 10, 2019): 313–26. http://dx.doi.org/10.1108/lm-06-2018-0052.
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Purpose The purpose of this paper is to conceptualise the issues of alignment for changing academic libraries by using and extending McKinsey’s 7S model. Design/methodology/approach Theoretical work was conducted to consider and extend the 7S model for the situation of academic libraries. Empirical data were then used to confirm the value of these extensions and suggest further changes. The data to support the analysis were drawn from 33 interviews with librarians, library and non-library academics and experts, and a survey of UK library staff. Findings In the academic library context, the 7S model can be usefully extended to include three library functions (stuff, space and services) and users. It can also include institutional influences and stakeholders, and aspects of the external environment or situation, including suppliers and allies. The revised model then provides a useful framework within which data about library change can be analysed. Perceived barriers to successful performance fit the model and enable the identification of seven challenges of alignment. Research limitations/implications The resulting model has potential applications such as in the structuring analysis of academic library performance, mapping future directions of development and for exploring variations across the sector and internationally. Practical implications The revised model can be used by practitioners to think through their own strategic position and to act to shape their future, in the light of seven major areas of alignment. Originality/value The paper extends a well-known model used in strategy, to produce a more comprehensive, sector-specific analytic tool.
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Du Plessis, Wendy, and Mark Peters. "Egan’s Irish Whiskey: a story of heritage and renewal." Emerald Emerging Markets Case Studies 11, no. 2 (August 16, 2021): 1–23. http://dx.doi.org/10.1108/eemcs-05-2020-0179.
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Learning outcomes The learning outcomes of this paper is as follows: to give faculty the opportunity to illustrate the strategist’s and marketer’s toolbox, namely, tools and frameworks such as the McKinsey 7S model. Porter’s generic marketing strategies. Strengths, weaknesses, opportunities and threats analysis. Political, economic, social and cultural, technological, environment and legal – external macro analysis. The case is intended for use in MBA and Executive education courses in strategy, marketing and leadership. The case offers relevant experiences and instructive lessons in formulating and implementing business strategies. The case highlights the importance of contextual leadership intelligence and competence in enabling entrepreneurial business activities. The case gives students the opportunity to apply a strategic framework to marketing communications, competitive analysis and branding with a new brand and a new name in a first world economy. The case helps students understand that: successful companies are a success because of their people and leadership, proactive thinking and constantly looking for new opportunities will make you a leader in the market, up-to-date competitor and market analysis are paramount in making the winning decision, staying true to one’s business philosophy and company values build a reputable organization, the importance of creating partnerships and healthy relationships with the distribution channel, the concept of competitive advantage, the concept of differentiation, focus and cost leadership and the concept of value and understanding customer needs. Case overview/synopsis The Egan’s Whiskey case offers students a unique opportunity to discover the important, yet grass-root, strategic decisions made by a high-quality alcohol product in a very competitive, well-known brand dominated the market, the USA. The case focuses specifically on issues related to strategic choices and implementation, brand, reputation, leadership, strategic marketing decision-making, customer/retail relationships, customer value and the importance of good marketing intelligence. There are some good examples of out-of-the-box thinking. History reveals that companies with the strongest brands, most proactive leadership, innovative marketing ideas, superb marketing intelligence and deepest relationships with their consumers are the pillars of success. The very assets that define these leading companies provide benchmarks for upcoming organizations. Being complacent and having poor leadership and vision in an ever-demanding customer-driven and competitive environment is a recipe for failure. Organizations and their leadership teams need to start thinking systematically, proactively and strategically about their place in competitive markets and take quick actions to mitigate risks and miss opportunities before they become reality. This case reveals the importance of understanding your strategic landscape, your market, your competitors, your customers, quick thinking and actions and having a rolling strategic plan, which is adaptable. Complexity academic level The case is intended for use in MBA and Executive education courses in strategy, marketing and leadership. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 11: Strategy.
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Ponce-Espinosa, Glenda Edith, Diana Lucía Espinoza Torres, Julio Alberto Rios Zaruma, and Karla Gabriela Tapia Carreño. "Capacidades organizacionales generadoras de valor: análisis del sector industrial." Retos 7, no. 13 (March 30, 2017): 143. http://dx.doi.org/10.17163/ret.n13.2017.09.
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El propósito de esta investigación es determinar las capacidades organizacionales que han sido desarrolladas por las empresas del sector industrial de la ciudad de Loja, a partir del modelo de las 7s de Mckinsey propuesto por Tom Peters y Robert Waterman. Se aplicó el cuestionario como instrumento para la recolección de datos a la población objeto del estudio que son las empresas que pertenecen a la Cámara de Industrias de Loja, los resultados obtenidos fueron comparados con la variación de la rentabilidad y el impuesto a la renta causado en el periodo 2013-2014. El estudio permitió determinar que las empresas presentaron variabilidad positiva durante el periodo mencionado, aplicaron un estilo de liderazgo autocrático, flujo de información descendente, estructura organizacional definida así como misión y visión. El tipo de innovación más común fue en productos y no aplicaron instrumentos que permitan determinar el clima laboral. Por otro lado, las empresas que no presentaron variabilidad positiva se caracterizaron por un estilo de liderazgo liberal y democrático, flujo de información multidireccional e innovación reactiva.
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Gandhi, N. Mohan Das, V. Selladurai, and P. Santhi. "Computer integration using the McKinsey's 7S model as an underlying framework: a case study in the foundry." International Journal of Information Technology and Management 5, no. 2/3 (2006): 175. http://dx.doi.org/10.1504/ijitm.2006.010125.
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GIULMAGOMEDOV, Denys. "FEATURES OF STRATEGIC DEVELOPMENT MANAGEMENT OF PRE-INVESTIGATIVE INVESTIGATION BODIES." HERALD OF KHMELNYTSKYI NATIONAL UNIVERSITY 296, no. 4 (June 2021): 7–13. http://dx.doi.org/10.31891/2307-5740-2021-296-4-1.
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At the present stage of development, organizations play a leading role in society. Organizations are multifaceted and widely represented in various forms, such as enterprises, non-profit organizations, public authorities, associations of citizens or communities, international legal, economic, social institutions, police or security agencies, scientific societies, and so on. Most organizations today operate in a competitive environment that requires them to constantly develop and improve. The winner is the one who acts prudently and effectively. In this aspect, the strategic management of the organization’s development is critical to its existence in a competitive environment in the long run. The article substantiates the difference between the dynamics of organizational development of pre-trial investigation bodies from business organizations due to the lack of competition as the main determinant of such development. A comparative analysis of the definitions of strategy, strategic management and organizational development is presented in order to identify the specifics of strategic management of organizational development. Through a systematic analysis of regulations that define the main tasks of pre-trial investigation bodies, the strategic goals of such bodies are identified, which should be taken into account when developing their development strategy. On the basis of the presented material the author’s definition of the concept of strategic management of development of bodies of pre-judicial investigation is offered. Based on the analysis, the European Foundation for Quality Management and 7s McKinsey’s contemporary evaluation models identify the main trends in organizational development, which in the future should be taken into account by pre-trial investigation bodies when developing their own development strategies. Conclusions are made about the prospects of further research in this direction.
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Wilson, Andrew, Richard Baker, John Bankart, Jay Banerjee, Ran Bhamra, Simon Conroy, Stoyan Kurtev, et al. "Establishing and implementing best practice to reduce unplanned admissions in those aged 85 years and over through system change [Establishing System Change for Admissions of People 85+ (ESCAPE 85+)]: a mixed-methods case study approach." Health Services and Delivery Research 3, no. 37 (August 2015): 1–202. http://dx.doi.org/10.3310/hsdr03370.
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BackgroundIn England, between 2007/8 and 2009/10, the rate of unplanned hospital admissions of people aged 85 years and above rose from 48 to 52 per 100. There was substantial variation, with some areas showing a much faster rate of increase and others showing a decline.ObjectivesTo identify system characteristics associated with higher and lower increases in unplanned admission rates in those aged 85 years and over; to develop recommendations to inform providers and commissioners; and to investigate the challenges of starting to implement these recommendations.DesignMixed-methods study using routinely collected data, in-depth interviews and focus groups. Data were analysed using the framework approach, with themes following McKinsey’s 7S model. Recommendations derived from our findings were refined and prioritised through respondent validation and consultation with the project steering group. The process of beginning to implement these recommendations was examined in one ‘implementation site’.ParticipantsSix study sites were selected based on admission data for patients aged 85 years and above from primary care trusts: three where rates of increase were among the most rapid and three where they had slowed down or declined. Each ‘improving’ or ‘deteriorating’ site comprised an acute hospital trust, its linked primary care trust/clinical commissioning group, the provider of community health services, and adult social care. At each site, representatives from these organisations at strategic and operational levels, as well as representatives of patient groups, were interviewed to understand how policies had been developed and implemented. A total of 142 respondents were interviewed.ResultsBetween 2007/8 and 2009/10, average admission rates for people aged 85 years and over rose by 5.5% annually in deteriorating sites and fell by 1% annually in improving sites. During the period under examination, the population aged 85 years and over in deteriorating sites increased by 3.4%, compared with 1.3% in improving sites. In deteriorating sites, there were problems with general practitioner access, pressures on emergency departments and a lack of community-based alternatives to admission. However, the most striking difference between improving and deteriorating sites was not the presence or absence of specific services, but the extent to which integration within and between types of service had been achieved. There were also overwhelming differences in leadership, culture and strategic development at the system level. The final list of recommendations emphasises the importance of issues such as maximising integration of services, strategic leadership and adopting a system-wide approach to reconfiguration.ConclusionsRising admission rates for older people were seen in places where several parts of the system were under strain. Places which had stemmed the rising tide of admissions had done so through strong, stable leadership, a shared vision and strategy, and common values across the system.Future workResearch on individual components of care for older people needs to take account of their impact on the system as a whole. Areas where more evidence is needed include the impact of improving access and continuity in primary care, the optimal capacity for intermediate care and how the frail elderly can best be managed in emergency departments.Study registrationUK Clinical Reasearch Network 12960.Funding detailsThe National Institute for Health Research Health Services and Delivery Research programme.
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Ravanfar, Mohammad Mehdi. "Analyzing Organizational Structure based on 7s model of McKinsey." International Journal of Academic Research in Business and Social Sciences 5, no. 5 (June 20, 2015). http://dx.doi.org/10.6007/ijarbss/v5-i5/1591.
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Gokdeniz, Ismail, Cihat Kartal, and Kivanc Komurcu. "Strategic Assessment based on 7S McKinsey Model for a Business by Using Analytic Network Process (ANP)." International Journal of Academic Research in Business and Social Sciences 7, no. 6 (June 28, 2017). http://dx.doi.org/10.6007/ijarbss/v7-i6/2967.
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Naipinit, Thanaphan, Somkier Kojchavivong, Vorawit Kowittayakorn, and Thongphon Promsaka Na Sakolnakorn. "McKinsey 7S Model for Supply Chain Management of Local SMEs Construction Business in Upper Northeast Region of Thailand." Asian Social Science 10, no. 8 (March 26, 2014). http://dx.doi.org/10.5539/ass.v10n8p35.
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Njagi, Anne W., Joseph Ngugi Kamau, and Charity Muraguri. "Clan Culture as Predictor of Strategy Implementation: Empirical Evidence from Professional Bodies in Kenya." European Journal of Business and Management Research 5, no. 4 (July 23, 2020). http://dx.doi.org/10.24018/ejbmr.2020.5.4.412.
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The study aimed at establishing clan culture effect as an agent of strategy implementation in professional bodies in Kenya. The study’s anchoring theory was Cameroon and Queen’s Competing Value Framework (CFV) supported by McKinsey 7S Framework. Positivist philosophy adopting descriptive correlation research design was implemented in the field. Key question was, “How does clan culture affect strategy implementation within the professional bodies registered with the Association of Professional Societies in East Africa within Kenya?” A census of all professional bodies with purposive proportionate sample of key respondents was undertaken. This sample involved managers of key departments involved in strategy implementation including Information Communication Technology (ICT), planning, human resources, procurement, marketing, and finance. From target sample of 168 respondents from 28 professional bodies, the study received 132 filled structured questionnaires for analysis. Multiple linear regression analysis was applied through SPSS computer package using regression models to test the hypothesis H01: There is no relationship between clan culture and strategy implementation in professional bodies in Kenya. Findings indicated that, the coefficient for organization glue, (β = .153, t = 1.848, p<.05) and strategic emphasis (β = .299, t = 3.609, p<.05) which were the constructs for clan culture significantly predicted strategy implementation in professional bodies. Results led to rejection of the null hypothesis. Study findings are significant and implementable within various organizations including government, industry players, and academia amongst others. From the findings, the study recommends leadership and policy planners to implement clan culture as demonstrated by the most successful organizations.