Marks & Spencer plc Research Paper Example | Topics and Well Written Essays - 3500 words

Marks & Spencer plc - Research Paper Example 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(Waterman, R. Jr., Peters, T. and Phillips, J.R. "Structure Is Not Organisation" in Business Horizons, 23,3 June 1980. 14-26.) 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 and by organization size and diversity. Systems Formal and informal procedures that support the strategy and structure. (Systems are more powerful than they are given credit) The Soft S's Style / Culture The culture of the organization, consisting of two components: Organizational Culture: the dominant values and beliefs, and norms, which develop over time and become relatively enduring features of organizational life. Management Style:... 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. They published their 7-S-Model in their article â€Å"Structure Is Not Organization† (1980) and in their books â€Å"The Art of Japanese Management† (1981) and â€Å"In Search of Excellence† (1982).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 on the hard Structures, Strategies, and Systems of the organization.Effective organizations achieve a fit between these seven elements. This criterion is the origin of the other name of the model: Diagnostic Model for Organizational Effectiveness. In change processes, many organizations focus their efforts on the hard S’s, Strategy, Structure, and Systems. They care less for the soft S’s, Skills, Staff, Style and Shared Values.