...Introduction- The 7S model is a strategic model that can be used for any of the following purposes: * Organizational alignment or performance improvement * Understanding the core and most influential factors in an organization’s strategy * Determining how best to realign an organization to a new strategy or other organization design * Examining the current workings and relations an organization exhibits The model, made famous by the McKinsey consulting company, is good for a thorough discussion around an organizations activities, infrastructure, and interactions. -The model and its usage- Here is the 7S model that portrays seven elements of an organization. I define the elements as follows: Strategy – This is the organization’s alignment of resources and capabilities to “win” in its market. Structure – This describes how the organization is organized. This includes roles, responsibilities and accountability relationships. Systems – This is the business and technical infrastructure that employees use on a day to day basis to accomplish their aims and goals. Shared Values – This is a set of traits, behaviors, and characteristics that the organization believes in. This would include the organization’s mission and vision. Style – This is the behavioral elements the organizational leadership uses and culture of interaction. Staff – This is the employee base, staffing plans and talent management. Skills – This is the ability to do the organization’s...
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...This part of the overall change model will focus specifically on CI efforts organic to 1SFG. First, the hard elements of the 7S model (Organizational Strategy, Structure, and Systems) will be examined. Prior to the new SIO taking the reins, our CI mission and strategy was undefined. Those soldiers who knew of the overall strategy held senior position and communication of such strategy was rarely communicated to those soldiers in mid-to-junior ranks. CI support to Force Protection is one of the many responsibilities that fall under the preview of CI Agents. Currently, CI within 1SFG is not executing that particular mission putting soldiers at risk of physical surveillance and cyber exploitation to names a few threats. In addition, each Battalion was operating within a vacuum with little direction, operations were disjointed...
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...The 7-S-Model By Dagmar Recklies The 7-S-Model is better known as McKinsey 7-S. This is because the two persons who developed this model, Tom Peters and Robert Waterman, have been consultants at McKinsey & Co at that time. Thy published their 7-S-Model in their article “Structure Is Not Organization” (1980) and in their books “The Art of Japanese Management” (1981) and “In Search of Excellence” (1982). The model starts on the premise that an organization is not just Structure, but consists of seven elements: Those seven elements are distinguished in so called hard S’s and soft S’s. The hard elements (green circles) are feasible and easy to identify. They can be found in strategy statements, corporate plans, organizational charts and other documentations. The four soft S’s however, are hardly feasible. They are difficult to describe since capabilities, values and elements of corporate culture are continuously developing and changing. They are highly determined by the people at work in the organization. Therefore it is much more difficult to plan or to influence the characteristics of the soft elements. Although the soft factors are below the surface, they can have a great impact of the hard Structures, Strategies and Systems of the organization. Description The Hard S’s | Strategy | Actions a company plans in response to or anticipation of changes in its external environment. | Structure | Basis for specialization and co-ordination influenced primarily by strategy...
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...Apple - 7-s Model Super ordinate goals(soft) "To make a contribution to the world by making tools for the mind that advance humankind." Strategy (hard) Apple’s fundamental business model has not changed since it first began business in the late 1980’s. The main focus of the Apple strategy is in constant innovation. Apple is engaged in horizontal integration, vertical integration, strategies outsourcing and diversification. Structure(hard) The company's management employs a functional structure as the company is organised along functional lines. This structure groups people on the basis of their common expertise-experience and resources. This structure gives managers greater control of organisational activities and enables the company to avoid becoming too tall by creating several different hierarchies. By decentralising authority and responsibility as well as through a relatively flat hierarchical structure, Apple encourages its lower-level managers and employees to take the initiative and foster the company's strengths such as Apple's innovation, engineering excellence and marketing skills. Systems(hard) In order to avoid coordination problems between people, functions and divisions Apple has to use integration mechanisms and control systems. Actually, integration mechanisms aim at increasing intra-functional coordination and communication. As Apple's culture can be described as relatively open and casual, direct contact constitutes and appropriate integration...
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...Research Proposal on HIV Posted at: February 9, 2010 under: Sample Research Proposals by admin @ 7:04 am Problem Twenty years ago, the subject of HIV (human immunodeficiency virus), which has been found to be the cause of AIDS (acquired immunodeficiency syndrome), would not have been the topic of a major and serious worldwide catastrophe. Twenty years ago, people were not phased by the effects that would be caused by this ever so populating disease, and no one would have ever realized that this disease would not be curable or helped without expensive medicine. Like a simple exponential growth equation, the AIDS virus has increased victim numbers by about forty million all over the world. AIDS has also shown that it is not discriminating; it has infected all races and all heritages. The AIDS crisis extends far beyond its death toll, because more than seventy percent of the thirty-six million people with HIV/AIDS live in sub-Saharan Africa. Last year alone, the disease killed 1.5 million people in Africa. One third of these victims are between the ages of ten and twenty-four. The disease has been described as a development crisis; it is profoundly disrupting the economic and social bases of families and entire nations at a rate of infection at 16,000 per day. Without immediate action, AIDS will surpass the effect of the Black Plague that killed forty million people in the late fourteenth century. It is estimated that only ten percent of the death that this disease...
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...Apple - 7-s Model Super ordinate goals(soft) "To make a contribution to the world by making tools for the mind that advance humankind." Strategy (hard) Apple’s fundamental business model has not changed since it first began business in the late 1980’s. The main focus of the Apple strategy is in constant innovation. Apple is engaged in horizontal integration, vertical integration, strategies outsourcing and diversification. Structure(hard) The company's management employs a functional structure as the company is organised along functional lines. This structure groups people on the basis of their common expertise-experience and resources. This structure gives managers greater control of organisational activities and enables the company to avoid becoming too tall by creating several different hierarchies. By decentralising authority and responsibility as well as through a relatively flat hierarchical structure, Apple encourages its lower-level managers and employees to take the initiative and foster the company's strengths such as Apple's innovation, engineering excellence and marketing skills. Systems(hard) In order to avoid coordination problems between people, functions and divisions Apple has to use integration mechanisms and control systems. Actually, integration mechanisms aim at increasing intra-functional coordination and communication. As Apple's culture can be described as relatively open and casual, direct contact constitutes and appropriate...
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...英语语法大全 初中英语语法 学习提纲 一、词类、句子成分和构词法： 1、词类：英语词类分十种： 名词、形容词、代词、数词、冠词、动词、副词、介词、连词、感叹词。 1、名词(n.)： 表示人、事物、地点或抽象概念的名称。如：boy, morning, bag, ball, class, orange. 2、代词(pron.)： 主要用来代替名词。如：who, she, you, it . 3、形容词(adj..)：表示人或事物的性质或特征。如：good, right, white, orange . 4、数词(num.)： 表示数目或事物的顺序。如：one, two, three, first, second, third, fourth. 5、动词(v.)： 表示动作或状态。如：am, is,are,have,see . 6、副词(adv.)： 修饰动词、形容词或其他副词,说明时间、地点、程度等。如：now, very, here, often, quietly, slowly. 7、冠词(art..)：用在名词前,帮助说明名词。如：a, an, the. 8、介词(prep.)： 表示它后面的名词或代词与其他句子成分的关系。如in, on, from, above, behind. 9、连词(conj.)： 用来连接词、短语或句子。如and, but, before . 10、感叹词(interj..)表示喜、怒、哀、乐等感情。如：oh, well, hi, hello. 2、句子成分：英语句子成分分为七种：主语、谓语、宾语、定语、状语、表语、宾语补足语。 1、主语是句子所要说的人或事物,回答是“谁”或者“什么”。通常用名词或代词担任。如：I’m Miss Green.(我是格林小姐) 2、谓语动词说明主语的动作或状态,回答“做(什么)”。主要由动词担任。如：Jack cleans the room every day. (杰克每天打扫房间) 3、表语在系动词之后,说明主语的身份或特征,回答是“什么”或者“怎么样”。通常由名词、代词或形容词担任。如：My name is Ping ping .(我的名字叫萍萍) 4、宾语表示及物动词的对象或结果,回答做的是“什么”。通常由名词或代词担任。如：He can spell the word.(他能拼这个词) 有些及物动词带有两个宾语,一个指物,一个指人。指物的叫直接宾语,指人的叫间接宾语。间接宾语一般放在直接宾语的前面。如：He wrote me a letter . (他给我写了一封信) 有时可把介词to或for加在间接宾语前构成短语,放在直接宾语后面,来强调间接宾语。如：He wrote a letter to me . (他给我写了一封信) 5、定语修饰名词或代词,通常由形容词、代词、数词等担任。如： Shanghai is a big city .(上海是个大城市) 6、状语用来修饰动词、形容词、副词,通常由副词担任。如：He works hard .(他工作努力) 7、宾语补足语用来说明宾语怎么样或干什么,通常由形容词或动词充当。如：They usually keep their classroom clean.(他们通常让教室保持清洁) / He often helps me do my lessons.(他常常帮我做功课)...
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...It was early 1991, and Michael Eisner, chairman and CEO of the Walt Disney Company, was sitting down with Frank Wells, president and chief operating officer, and Gary Wilson, executive vice president and chief financial officer, to discuss Disney's prospects for the new year. These men were still basking in the glow generated by another record revenue- and profit-breaking year in Disney's history. Disney's businesses were performing at an unprecedented level, and confidence was high. The problem facing the trio who had engineered Disney's turnaround was how to maintain Disney's explosive growth rate and its return-on-investment goal of increasing earnings per share by 20 percent over any five-year period to achieve a 20 percent annual return on equity. Paradoxically, the very success of their strategy, which had originated to protect an underperforming Disney from the rampages of corporate raiders and the threat of takeover, was causing the opposite problem: how to maintain the company's explosive growth in a business environment where attractive opportunities for expansion were becoming increasingly scarce. The men were reflecting on how to develop a five-year plan that would cement the strategy that had led to their present enviable situation and make the 1990s the "Disney Decade." This case is intended to be used as a basis for class discussion rather than as an illustration of either effective or ineffective handling of the situation. This case was...
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...Comparing the BCG Matrix with the McKinsey 7S model 1 Structure STRUCTURE ........................................................................................................................................ 2 INTRODUCTION ................................................................................................................................. 3 BOSTON CONSULTING GROUP (BCG) GROWTH MATRIX ................................................... 3 COMPOSITION AND FRAMEWORK ....................................................................................................... 3 APPLICATION ....................................................................................................................................... 3 EXAMPLE APPLICATION: JUWI ............................................................................................................ 3 WEAKNESSES AND STRENGTHS OF THE BCG MATRIX ....................................................................... 4 THE MCKINSEY 7S MODEL ............................................................................................................ 5 COMPOSITION AND FRAMEWORK ....................................................................................................... 5 APPLICATION ....................................................................................................................................... 7 EXAMPLE APPLICATION: JUWI ..............................................................
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...Cross in World War I, he came back determined to be an artist. After moving to Hollywood in 1923 with his older brother Roy, they founded Disney Brothers Studio. After diversifying as much as possible, Disney had a firm grasp on the global market share until the 1980’s where the company’s revenues began to slump in the film industry. Luckily Sid Bass invested $365 million in order to rescue the company and bring an end to all hostile takeover attempts. Disney’s billion dollar powerhouse status in the entertainment industry can be broken down and analyzed using the McKinsey’s 7S model. This model can be applied to Disney to analyze the company’s management and strategic policies. The McKinsey 7S model covers important strategic areas of operation including, strategy, structure, systems, style, skills, staff, and shared values. These seven elements need to be aligned and mutually reinforcing so that the model can be used to help identify what needs to be realigned in order to improve performance or to maintain alignment and performance. Disney Corporation has a hugely diversified strategy, that is to say, the plan devised to maintain and build competitive advantage over the competition. In 1928, after creating and losing the Oswald franchise to his distributor, Walt used a technique new to the animated television industry, synchronized sound with a cartoon. With his new character modeled after Oswald, Mickey Mouse was the star in Steamboat Willie which brought a wave of success...
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...NAME: _______________________________________ CASE 8: Research In Motion: Managing Explosive Growth 1. BACKGROUND INFORMATION |Timeframe |Country(s) Involved |Key Individuals & Titles |Company Type & Size | | | | | | 2. BRIEF SUMMARY OF CASE SITUATION |Business or Industry Description |Particular Company Situation | 3. INDUSTRY AND COMPETITIVE ANALYSIS |Dominant Economic Characteristics |Strategic Group MAP | | | | | | | | | | | | | | ...
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...the right hair, and covering nothing up but your crotch area. This interprets sexuality. The same goes for women. typical images for women are a big chest, a big behind, slim waist, long legs, skinny, oh and flawless. The stereotypes these advertisements perpetuate are that men are supposed to be taller, bigger, heartless, and tough. As for women, they have to be smaller, looked down upon, and even always being innocent. When it comes to race, a white boy has control over the white girl. But when it's a black boy and a white girl, the girl has the control. Go figure that race would have a part in advertisement. Another way race is involved in this is when it comes to colored women, they're seen as animals. They would dress up the colored models into an animal such as a tiger and have her pose as...
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...comparison between model in the past and the present, and how models become more restraints than before. Also we will talk about the advantage of using models and how they can make our life much easy. Models have evolved since the beginning of the century. There are many kinds of models for almost any system or item that exist. Each model uses short, long, simple or complex mathematics formula it depends of which case the models solve. However the models that are used in these recent years are very complex and have many numerous computations which make the only one that can handle it is the computer. These kinds of models are usually use in a wide variety of tasks, such as prevision of the decision made, and an effective answer to everyday problems. During time, models start to be more restraints than before. These kinds of restraints should have value or weight to make a model compatible with the case that model solve. There are several constraints or restraints in each models, one of the most important one is budget of the project. In other words the more wherewithal, the more model accuracy. Mark P. McDonald ( December 8, 2010). To use complex mathematical formula in the models it requires an educated staffs with a good knowledge of model branch, which make the model more expensive and take more time to solve it, comparing with computer time and cost. However the need of special educated persons is strictly required to conclude if the models created by computer...
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...superior performance in a given job, role, or situation.Competency modeling is the activity of determining the specific competencies that are characteristic of high performance and success in a given job. Competency modeling can be applied to a variety of human resource activities. This research paper will describe how organizations identify their core competencies and how they are applying this competency data to improve performance. It will also explain some emerging trends in competency modeling. Developing Competency Models Competencies enable employees to achieve results, thereby creating value. It follows that competencies aligned with business objectives help foster an organization's success. Organizations must understand their core competency needs - the skills, knowledge, behaviors, and abilities that are necessary for people in key roles to deliver business results.According to Boulter, et al (1998), there are six stages involved in defining a competency model for a given job role. These stages are: 1. Performance criteria - Defining the criteria for superior performance in the role. 2. Criterion sample - Choosing a sample of people performing the role for data collection. 3. Data collection - Collecting sample data about behaviors that lead to success. 4. Data analysis - Developing hypotheses about the competencies of outstanding performers and how these competencies work together to produce desired...
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...discovering similarity, maturity, and capability to measure, model asses and evolves the alignment level existing among business and technological assets of an enterprise. The top research issue for currently is the alignment between business processes and supporting software system. For the first time the issue was mention in the 1970 and then several studies and researches were conducted focused the alignment concerns. Actually this paper is aiming to review a proper analysis which considering the alignment topics. From the view of the business and technological alignment, it focuses on the degree of the information technology mission, objectives and plans, support and is supported by the business mission, objective and plans. To looking how the organization can achieve alignment, the traditional approaches have been used, however only a little contribution about how to identify and correct misalignment. To complete the alignment strategies, the modeling and measurement is a must. The phase of modeling is about the various entitled the alignment concept and the links between business and IT entities. Measurement of the alignment degree existing between the chosen assets for establishing if there is any improvement. The alignment is supported by an automatic support where it’s all the processes. There is several approaches was proposed to address issue from modeling to measurement. The approaches are Strategic Alignment Model (SAM) which used for financial service firms for determining...
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