Module: BMG343J4 Managing Organisation Improvement Day 1 of 2

1
Seven Ss
2
The Seven S Framework (Waterman, R H, Jr, Peters,
T J and Phillips, J R. 1980. Structure is
not organization, Business Horizons, vol. 23, pp.
14-26.)
Strategy
Skills
Structure
Superordinate goals (Vision)
Staff
Systems
Style
3
ORIENTATION DISCUSSION ACTIVITY

• 1 Is there a good understanding within the
  organisation of the needs, wants and behaviour
  patterns of clients/customers?
• 2  Is your organisation results-driven or
  people-directed?
• 3   Does the chief executive see himself as the
  organisations senior strategist or strategic
  champion?
• 4    Does the organisation have a results-driven
  mission?
• 5    Do the organisations strategies reflect the
  realities of the external environment?
• 6    Is there any one function perceived as
  having more important than others?
• 7    Is the organisation organised in such a way
  that it can be responsive to stakeholder changes?

• 8      Is the Management Information System (MIS)
  well designed and operating effectively?
• 9     Do the organisations managers make full
  use of MIS in their decision making?
• 10   Are costs v monies recovered analysed to
  ensure effectiveness?
• 11   Is there a strong link between the MIS and
  the stakeholders?
• 12   Does the organisation deploy staff with the
  appropriate skills and competences?
• 13   Are effectiveness and efficiency recognised
  as the responsibility of the entire organisation?
• 14   Are decisions made in a well co-ordinated
  way and executed in an integrated manner?

4
Cause and effect fish diagram
EFFECTIVENESS And EFFICIENCY
SUPERORDINATE GOALS
5
Worked Example