7Sとは

ナレッジセンター

7-S Frameworkは何であるか。 記述

McKinseyの7-S Frameworkは総合的な、全体的なおよび効果的な方法の会社を組織するために7つの要因を記述するマネージメントモデルである。 一緒にこれらの要因は株式会社が作動する方法を定める。 マネジャーは作戦の巧妙な実施の確実であるためにこれらの要因の7をすべて考慮に入れるべきである。 大きくか小さい。 彼らはすべて相互依存である、従ってそれらの1に適切な関心を払い損えばこれは他をまたもたらすかもしれない。 それの上に、各要因の相対的な重要性はそのうちに変わるかもしれない。

7-S Frameworkの起源。 歴史

The 7-S Framework was first mentioned in the journal "Business Horizons" in an article "Structure Is Not Organization" by Robert H. Waterman, Thomas J. Peters and Julien R. Phillips in June 1980. It appeared also in "In Search of Excellence" by Peters and Waterman, and was taken up as a basic tool by the global management consultancy company McKinsey. Since then it is known as their 7-S model.

7Sとは

共用価値(またSuperordinate Goalsとと称される)。

McKinseyのモデルの相互連結の中心は次のとおりである: 共用価値。 構成立場をし、何in.の中央確信および態度を信じるもののための。 比較しなさい: Strategic Intent

作戦

の割振りのための計画は会社の乏しい資源、そのうちに、達するために目的を識別した。 環境、競争、顧客。
 

構造

構成の単位が互いに関連している方法: 中心にされた、機能分割(トップダウン); 分散させている; マトリクス、ネットワーク、保有物、等。

システム

仕事がいかにされるべきであるか特徴付けるプロシージャ、プロセスおよびルーチン: 財政システム; 募集、昇進および業績考査システム; 情報処理体系。
 

スタッフ

構成内の人員の数そしてタイプ。
 

様式

主マネジャーが構成の目的のか達成でいかにするか構成の文化的な様式および。 比較しなさい: 管理スタイル。
 

技術

人員または構成の特有な機能全体として。 比較しなさい: Core Competence。

7-Sの強さは模倣する。 利点

• 非効果的である組織を理解するための診察道具。
• ガイドの組織の変更。
• 理性的なコンバインおよび感情的で、柔らかい要素が付いている堅い要素。
• マネジャーは平行のすべてのssで行動しなければなり、すべてのssは関連する。

本: Ethan m. Rasiel、ポールn. Friga - McKinseyの心: 問題解決用具および経営技術を理解し、実行する-

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7Sとはをと比較した: 組織のパフォーマンスおよび変更の原因モデル  |  Ashridge Mission Model  |  Strategic Alignment  |  McKinsey matrix

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