Strategies
Páginas: 2 (392 palabras)
Publicado: 28 de septiembre de 2010
Strategies for corporations
Dr. Salvador Cuevas Estrada July 16, 2007
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In many companies, they first think about their structure and then their strategy. That’s a real problem, because theyuse it for planning their future.
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If we remember James O. McKinsey, in 1926 he found his company and describes the 7-framework like a model for 7management
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1.
2. 3.
4.Benefits of the 7-S model 7Diagnostic tools for understanding organizations that are ineffective Guides organizational change Combines rational and hard elements with emotional and soft elements Managersmust act on all Ss are interrelated
4
Shared Values (also called super ordinate goals) The interconnecting center of McKinsey model is Shared values. What does the organization stands for andwhat it believes in. Central beliefs and attitudes.
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Strategy Plans for the allocation of a firms scare resources, over time, to reach identified goals
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Structure The way in which theorganization’s relate to each other, centralized, functional divisions, decentralized, a network, a holding or others
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Systems The procedures process and routines that characterize how the workshould be done, financial system, recruiting, promotion and performance appraisal systems, and information systems
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Staff Number and types of personnel within the organization
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StyleCultural style of the organization and how key managers behave in achieving the organizational goals
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Skills Distinctive capabilities of personnel or of the organization as a whole
11 Paul Viere, also said.
Don’t look outside, your best resources are your people, and they are with you inside the company. These are some of the competitive advances, so don’t forget it.
12 The manager needs to see all about around of the company, like Technology Government policies Religions Costumers Competition in products and companies Labor market Demography Environment Unions And...
Dr. Salvador Cuevas Estrada July 16, 2007
1
In many companies, they first think about their structure and then their strategy. That’s a real problem, because theyuse it for planning their future.
2
If we remember James O. McKinsey, in 1926 he found his company and describes the 7-framework like a model for 7management
3
1.
2. 3.
4.Benefits of the 7-S model 7Diagnostic tools for understanding organizations that are ineffective Guides organizational change Combines rational and hard elements with emotional and soft elements Managersmust act on all Ss are interrelated
4
Shared Values (also called super ordinate goals) The interconnecting center of McKinsey model is Shared values. What does the organization stands for andwhat it believes in. Central beliefs and attitudes.
5
Strategy Plans for the allocation of a firms scare resources, over time, to reach identified goals
6
Structure The way in which theorganization’s relate to each other, centralized, functional divisions, decentralized, a network, a holding or others
7
Systems The procedures process and routines that characterize how the workshould be done, financial system, recruiting, promotion and performance appraisal systems, and information systems
8
Staff Number and types of personnel within the organization
9
StyleCultural style of the organization and how key managers behave in achieving the organizational goals
10
Skills Distinctive capabilities of personnel or of the organization as a whole
11 Paul Viere, also said.
Don’t look outside, your best resources are your people, and they are with you inside the company. These are some of the competitive advances, so don’t forget it.
12 The manager needs to see all about around of the company, like Technology Government policies Religions Costumers Competition in products and companies Labor market Demography Environment Unions And...
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