7-S Model critique

  • Uncategorized

7-S MODEL CRITIQUE

According toRavanfar M. (2015), organizational development is a systemic processin which the organization designs internal capabilities to remaineffective in the competitive environment. The missions, values, andstrategies are properly choreographed to be as sustainable andflexible as possible and are in tandem with the prevailing businessenvironment.

Organizationaldevelopment relies on both internal and external factors for betterdevelopment. The 7-S model is an analysis framework for theorganization and its effectiveness. The model contains sevenimportant elements that compose the organization. These elements arestructure, strategy, shared values, systems, skills, style, andstaff. This model is used as a tool to evaluate the process of changein the organization by proper alignment of all the interconnectedareas together to achieve effectiveness in a firm. This paperpurposes to critique the effectiveness of the 7S framework inorganizational development (Ravanfar M. 2015)

The seven-factormodel is appropriate as it encourages the incorporation of keyelements of the overall plan of an organization. It proposes that themanagement know of how the seven elements are aligned to one anotherin the company. This provides an easy way through which variousweaknesses or inconsistencies in the elements are addressed. In thisaspect, a strategy of producing a spontaneous product in the marketrelies on a corresponding structure. A mismatch of the two leads tofailure of the organization. It helps the management and all theplayers in the change process go for leadership which isall-inclusive. The appropriateness of the company’s structure isdirectly related to a good leadership style. Such leadership fostersan open door system where employees communicate well (Pothiyadath R.&amp Wesley R. (2014).

The emphasis thatthe 7-s model proposes on the interaction of all the constructs issuitable for development in an organization. Starting from the hardS-strategy, structure, and systems to the soft S of staff, style,shared values, and skills, the model points out how changing a singleconstruct affects others that may necessitate the implementation of anew design (Singh A. 2013). The development of a sustainable planthat provides a competitive advantage is supported by either afunctional, divisional or a matrix structure in a formal system. Fromthe top, an organization prioritizes a competent staff, which canoffer the needed skills required in the overall operations of thecompany (Ravanfar M. 2015). All these constructs operate in agreementwith the guiding principle, the shared values that have become partand parcel of the organization.

The model is notappropriate in consideration of the external environment. Operationsof every firm must be in line with both national and internationalfactors. Legislative changes that are often enacted by differentgovernments in one way or another influence short or long-term plansof companies (Alshaher A. 2013). The 7-S model does not provide astrategy to implement such external factors. The shared values arebuilt by the management, structure and systems of operation acompany. The background should be developed so as to adapt quickly tothe external changes.

Conclusion

Players involvedin the process of initiating development in various organizations canuse the 7-S model in analyzing activities. On top of the traditionalcomponents of strategy and structure, developers of this modelincluded important elements of systems, staff, skills, shared values,and style. Understanding each component is vital to the success ofthe firm and changing any must be consistent with all the remainingconstructs. The external environment of the organization should beconsidered in all the processes.

Reference

Alshaher, A. A. F. (2013). The mckinsey 7S model framework fore-learning system readiness assessment.&nbspInternational Journalof Advances in Engineering &amp Technology,&nbsp6(5),1948.

Pothiyadath R. &amp Wesley R. (2014), Developing a Measurement Scalefor 7-S Framework, IOSR Journal of Business and Management,Volume 16, Issue 1, PP 14-16

Ravanfar, M. M. (2015). Analyzing Organizational Structure based on7s model of McKinsey.&nbspGlobal Journal of Management andResearch: Administration and Management,&nbsp15(10),6-12.

Singh, A. (2013). A study of role of McKinsey`s 7S framework inachieving organizational excellence.&nbspOrganization DevelopmentJournal,&nbsp31(3), 39.

Close Menu