This model is a tool for managerial analysis and action that provides a structure with which to consider a company as a whole, so that the organization’s problems may be diagnosed and a strategy may be developed and implemented. The model is based on the theory that, for an organization to perform well, these seven elements need to be aligned and mutually reinforcing. So, the model can be used to help identify what needs to be realigned to improve performance, or to maintain alignment (and performance) during other types of change. The McKinsey 7S model involves seven interdependent factors, which are categorized as either “hard” or “soft” elements: “Hard” elements are easier to define or identify and management can directly influence them: These are strategy statements; organization charts and reporting lines; and formal processes and IT systems. “Soft” elements, on the hand, can be more difficult to describe, and less tangible and more influenced by culture.
The efficiency-quality pair is the 1st axis, which shows a regularly recognized dichotomy amid satisfying the customer’s needs efficiently (quality) as well as restructuring the procedures to satisfy these needs proficiently (like, at minimum cost). The agility-compliance pair is the 2nd axis, which takes the contrast amid being capable to quickly adjust to a varying business environment (flexibility) vs. protecting the processes to make sure that they obey the applicable standards and rules. The 3rd axis (integration-networking pair) takes the double imperative for businesses to keep their inner systems combined to avert siloes, as well as to depict the systems to external business partners to make use of collaborative business
Fig -1 Strategic Alignment Model (Henderson and Venkatraman, 199) Above organization model are based on organization structure and its objectives. This model helps an organization alignment to all the objectives. As per Scott Morton (1991) this model helps an organization on the connection between strategy and technology. I too vouch for the similar model for TCS because this helps organization to higher business value. Fig-2 Five forces influencing the organization’s objectives Above fig-1 shows the strategy model has been defined within an organization in such a way that it has been well aligned with the organization structure, management process, technology, individuals and roles.
Problem Statement The authors find the issue in Edible Oil Company is absenteeism, lateness, and increasing of complaint letter. Not only that, they are also facing the employees resistance and reluctance to change during the intervention process. The most critical issues here are there is no internal practitioner who can professionally imply the intervention process to this company. There are three resistance factors that is the organization itself, their employees, and the change process. This company cannot be competitive enough if the top management and the employees were not playing their roles such as understanding, accepting, adapting, and held responsible towards the change process.
In order to form higher order resources from which sustainable resource-based competitive benefits can result, these resources will thus be combined. (Morgan and Hunt, 1996). Furthermore, in order to build trust by creating and informing customers regarding the responsive attitudes and behaviours of the brands, investments in satisfaction programs, complaint handling and in the design of communication and merchandising strategies can help a lot. (Delgado-Ballester and Munuera-Aleman, 2005). Brand loyalty consists of seven differing types, with a mix of 3 elements: behaviour, emotion and evaluation.
Q 1) Define organizational culture and include the 7 primary characteristics that researchers identify as those that "capture the essence of an organization's culture." organizational culture: a pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those Organizational culture is made out of seven characteristics that range in need from high to low. Each company has a different value for each of these characteristics: 1. Innovation and risk taking: The degree to which employees are encouraged to innovative and to take risks. 2.
Last but not least, “Complacent Technocrats & Bureaucrats” contrary focus on the firm dimensions and sometimes ignore the soft dimensions of customer service. Going back to the principles of service operations management it is clear that one of the main goals is to reach customers’ expectations. With introducing six dimensions of customer service, Armistead is trying to make clear that service organizations need to find their position “according to the attention they give to firm and soft dimensions.” (Armistead, 1989) Especially this can be easily adopted to common problems in the service industry, but it is important to bear in mind, that you can only position your company if you understand the service dimensions. In addition to the positioning map, the author is also introducing an “operational audit sheet”. The sheet is a template for service organizations to clearly identify their strengths and weaknesses in meeting the six dimensions.
It is important when discussing the implementation of lean tools to consider how to increase the probability of a successful conversion to a lean system. The effec-tiveness of a lean system strongly depends on this factor. Following the discussion in “Operations Management” by William Stevenson, there are seven elements which should be adopted in a carefully planned conversion. The following para-graph discusses whether Daktronics included this elements, the level of Daktron-ics performance is rated and what obstacles were handled. (1) Involvement of management and top management: To enhance the success of a lean conversion, top management should be involved intensively and aware of the costs and time for the conversion.
Eight organizations were found to perform job analyses with the aim of conducting job evaluation and determining reward of workers. As per Brannick et al. (2007) and Hahn & Dipboye (1988) the detail given in a job description can also assist in Job evaluations (Brannick et al. 2007; Hahn & Dipboye, 1988). The detail provided in the job analysis or valuation of work elements and job description includes analyst’s level information through which job evaluations can be conducted (Brannick et al., 2007).
The importance of information technology processes, implementation and ongoing review cannot be understated in conferring additional advantages to a firm, such as mass production and product branding. To achieve their goals, all the activities and resources of the organization must be geared towards those goals. For example, the balance scorecard system is encompassed by the vision, mission and strategy with the customer, as well as financial issues, internal processes, and growth (Kaplan & Norton, 1996). Such an approach grants a continuous assessment of the business strategies and identifying cause-and-effect relationship among these factors by focusing on the