7-S架构 (麦肯锡)

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麦肯锡7-S Framework[7S架构]解析。

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什么是7S架构? 释义

麦肯锡的7S架构是一个非常著名的管理模型,它提出了全面、高效考虑公司事务所涉及到的7个要素。 正是这些要素决定了公司的运营方式。 为了确保成功贯彻执行企业战略,管理人员必须通盘考虑这七个要素, 而不论其孰大孰小,孰重孰轻。 因为它们互为依赖,其中的任何一个要素缺少足够的关注,都会对其他要素产生不利影响。 此外,各要素的重要性也会随着时间的变化而发生相对的变化。


7S架构起源 历史

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的含义

 

麦肯锡7-S Framework[7-S架构]共同价值/首要目标(Shared Values/Superordinate Goals

麦肯锡7S模型的核心即为: 共同价值。 如组织赖以构筑的基础是什么,组织的信仰和态度又是什么。 比较: Strategic Intent[战略意图]


战略(Strategy

对企业稀缺资源进行配置的规划,以满足企业不同时期的发展需求,实现企业既定的发展目标。 环境,竞争,客户。
 

结构(Structure)。

一个组织内部各部门的联系形式: 集中化、功能化形式(自上而下)、 去中心化形式、 矩阵、网络化形式,等等。


系统(System

组织各项任务的运作流程与操作程序: 财务系统、 招聘、晋升及绩效评估系统、 信息系统。
 

员工(Staff

组织内员工数量、员工类型。
 

风格(Style

组织的Cultural Style[文化风格],以及管理人员的工作风格。 比较: Management Styles[管理风格]
 

才能(Skills

员工的个人能力,或组织作为整体所反映出来的独特能力。 比较: Core Competences[核心竞争力]


7S模型的优势 优点

  • 对效率低下组织来说,7S模型是一个非常有效的诊断工具。
  • 指导组织变革。
  • 将理性的“硬”要素与感性的“软”要素有机结合了起来。
  • 管理人员在运用7S模型时,必须做到7S相互平行、相互关联。

参考书: Ethan M. Rasiel, Paul N. Friga - The McKinsey Mind: Understanding and Implementing the Problem Solving Tools and Management Techniques [中译本《麦肯锡意识》,华夏出版社,2002] -


7S架构 小组


小组 (219名成员)


7S架构论坛  

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比较: Causal Model of Organizational Performance and Change[组织绩效与变革因果关系模型]  |  Ashridge Mission Model[Ashridge使命模型]  |  Strategic Alignment[战略策应]  |  McKinsey Matrix[麦肯锡矩阵]


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