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Organization:OverviewofCoreFrameworksLocalTrainingModuleForFirst-yearAssociates

AssociateHandbook精選pptFOREWORDANDOBJECTIVEThisOrganizationPractice(OP)documentprovidesanoverviewforuseinlocaltrainingsessionsforfirst-yearassociates.Itispartofa“seriesonfunctionalareas.〞TheobjectiveoftheseriesistointroduceMcKinseypractitionerstothebasicsineachofourfunctionalareasofexpertise.AllthedocumentsintheseriesarecomprehensiveinnatureanddescribethecurrenttoolsandframeworksinthatfunctionalareaAttheendofthisdocument,youcanfindasectiondescribingaselectionofthecoredocumentsandhandbooksthatcangiveyoufurtherdetailsonsomeoftheframeworksdescriedhere.AllofthesedocumentsarenowonPDNet;andhardcopiesofthemcanberequestedfromPDNetExpress,whichwilldeliverthemin24hoursThecontentsofthisdocumenthavebeenadaptedforlocaltrainingsessionsthrough“SwitchingTracks〞—OP’sfirst-yearmodulevideotape,whichcommunicatesthebasicconceptsinaconciseandvisualwayusinganactualclient—TheScandinavianRailroadCompany.Itis40minuteslongandshouldbepresentedin3shortsegments.Betweenthesesegments,thefacultymemberrunstheattachedexercises,addsanycommentaryhe/sheconsidersnecessarytoclarifytheconcepts,andprovidespersonalexperienceonselectedtopics.Acopyofthevideotapeandmoderator’sguidewithexercisescanberequestedfromtheFirm精選pptThisdocumentseekstoanswer4questionsSECTION1Whydoassociatesneedtoconsiderorganizationalissuesineveryengagement?SECTION2Whatframeworksdoweusetohelpourclientsimproveorganizationalperformance?SECTION3Whatroledoesanassociateplayinorganizationwork?SECTION4Wherecananassociatefindoutmore?精選pptMcKinsey’smissionistohavelastingandsubstantialimpactonourclients.Tosucceed,weneedtoworkallthreeofthecriticalelements:choosethebeststrategy,developworld-classoperations,aligntheorganization.Thesethreeelementsbothreinforceandconstraineachother.Thebeststrategyisonlyrelevantifitisoperationallyandorganizationallyfeasible.Theoptimalorganizationaldesigndependsuponthestrategicrequirementandtheoperationalmethodsoftheclient.Thisdocumentfocusesononevertexofthistriangularrelationship.Itwouldbewrong,however,tobelievethatyoucanachievetheimpactweseekbyfocusingononevertex.Weneedtoconsiderallthreeineverystudy.精選pptCRITICALELEMENTSFORIMPACTSuccessfulstrategyEfficientoperationsEffectiveorganization精選pptWeonlyachieveimpactwhentheorganizationsweservearesuccessfulinimplementingthestrategiesandoperationalmethodswepropose.However,arecentsurveyofengagementsinwhichclientsfailedtoimplementproposedstrategiesfound,inthreecasesoutoffour,thattheclientorganizationwasnotchange-readyorevencapableofimplementingthestrategyweproposed.Toensurethatwehaveimpact,weneedtoconsiderorganizationalissuesaswedevisestrategies.Wemustchoosestrategiestheclientsarereadyandabletoimplementorcomplementourstrategyworkwithinvestmentinbuildingtheorganization’sskillssothattheorganizationcanstepuptothechallengethesuperiorstrategyposes..精選ppt3OUTOF4STRATEGIESTHATFAILDOSOBECAUSEOFTHEORGANIZATION’SINABILITYTOEXECUTE100%=340responsesPercentMcKinseyrecommendationsflawedClientnotchange-readyorcommittedOrganizationlackedthecapabilitiestoexecutestrategyOther精選pptThedemandfororganizationalworkisincreasing.Trendsinthemarketplaceandtheevolvingnatureofourclientslargelyexplainthisincreaseindemand.Thepaceofchangeinthemarketplaceisaccelerating.Astrategicchoiceoranoperationalinnovationevokesarapidreactionfromcompetitor.Rarelycanadurablecompetitiveadvantagebefoundinthesechoices.Ratheritisthedevelopmentofauniqueorganizationalcapabilitywiththeinherentflexibilityandcommitmenttosustainworld-classperformancethatprovidesdurablecompetitiveadvantageinthesetimesofrapidchange.Theclientsweservearechangingaswell.Theyhaveincreasinglyhiredin-housestrategiccapabilities.MosthavebuiltstrategyshopsclosetotheCEO.Few,however,havethein-housecapabilityandobjectivitytodotheorganizationalworkrequiredtomakechangehappen.精選pptORGANIZATIONALWORKGROWINGINIMPORTANCEEvolvingmarketplaceQuickeningpaceofstrategicadaptationDurablecompetitiveadvantageoftenrootedinuniqueorganizationalcapabilitiesEvolvingplayersManybusinessesacquiringin-housestrategiccapabilityMakingchangehappenremainsthe“neglectedart〞McKinsey’sengagementmixPercentoftimeIncreasingdemandforhelpwithorganizationissuesandchangemanagementCraftingtheanswerHelpingimplementchange10yearsagoTodaySource:Surveyof23MGMsacrosstheFirm精選pptTherecentevolutioninourclientshasnotbeenmissedbyourcompetitors.Eachofourcompetitorshasrecentlyintroducedabrandedorganizationalelementtotheirportfolio.Theirorganizationalexpertisefiguresprominentlyintheirmarketingcampaigns.精選pptCOMPETITORSHAVEBRANDEDORGANIZATIONTOOLSConsultingfirm

ProductClientexampleBCGTime–basedcompetitionGEGeneralSystemsProcessredesignUPRRBoozAllenContinuousimprovementExxonUnitedResearchProcessredesignandfacilitationMobilDeltaPointTransformationalchangeSmithKlineBeecham精選pptMcKinsey’sconsultingapproachmustevolveasourclientsevolve.Thesechangesprovokeashiftinthenatureofourworkandanevolutionoftheroleoftheassociateonengagements.Theincreaseddemandfororganizationalworkimpactsassociatesdirectly.Associatesaredrawnintoleadershiprolesonlargerteamsatanearlierpointintheircareers.ThisplacesgreateremphasisontheneedforassociatestodevelopquitesoonafterjoiningMcKinsey-superbteamleadershipskills.精選pptEVOLUTIONINMcKINSEY’SAPPROACH*Surveyof23MGMsacrosstheFirmFrom…

To…“Theanswer”Solvingforthe“answer”andthechangeprocessManagingclientteamsBuildingclientcapabilitiesSmall,analyticallyfocusedteams

––averageclientteamof3*Multiple,highlyleveragedMcKinsey/clientteams—Averageclientteamof10*CEOcounselingbyseniorpeopleCoachingandfeedbackatalllevels精選pptBeforewediveintotheorganizationmaterials,weshouldannounceonecriticalcaveat:theframeworksyouareabouttoseeareonlyasgoodasthejudgmentandinsightusedtofillthemout.Theframeworksareoftenmerechecklists,usefultoolstoensureyoudonotoverlookakeydimension.TheOPcanprovideinterviewguidesandquestionnairesthatyoucanusetofleshouttheframeworks,aswellasappliedexamplesinarangeofsettings.However,almostallorganizationalissuesare“situationdependent〞,andalmostallclientsettingsareunique.Yourjudgment,insight,creativity,andorganizationalacumenwilldeterminewhetheryouaddvalueintheclientsetting.精選pptACRITICALCAVEAT“Garbagein,garbageout〞OrganizationalpracticeframeworksChecklistsSurveys,questionnairesAppliedexamplesGarbageGoodjudgment,keeninsight,creativity,organizationalacumenGarbageClientimpactCONCEPTUAL精選pptAseriesofframeworksareavailabletohelpclientsidentifyandaddressorganizationallimitsoneffectivenessorobstaclestochange.Theyalsopointtowardsolutions.Theseframeworkshelpteamsanswertwofundamentalquestions:?Whatchangeisneeded??Howshouldtheclientimplementthechange?TheOPhasderivedasetofsixattributesthatcharacterizehigh-performingorganizations(HPO).Byassessingwhetheryourclientorganizationexhibitsthesesixattributes,youcandiagnosewhetheranorganizationalperformancegapexistsaswell.Additionally,the7-Sswillhelpyouidentifystrengthsanddeficienciesintheorganization.The7-Ssfocusteamsonaligningstructure,staff,systems,andstyletopromotebehavioralchangeandbuildskillsinpivotaljobholders.Bycontrastingtherequiredskillset(atboththeorganizationandthepivotaljobholderlevel)withthecurrentskillset,youcanoftenclarifytheorganizationalgapthatexists.Youcompletethediagnosticbyfillingoutthechangeboard.Thatexercisehelpsteamsunderstandtheorganizationalskilldeficitsorresistancetochangesotheycandeliberatelyplantobuildthenecessaryskillsandwillingnesstochangeintheorganization.Oncethegapshavebeenidentified,theteamneedstolayoutachangeprogramtoclosethegaps.Thetransformationtrianglehighlightsthethreecriticaldimensionsofanyeffectivechangeprogram-topdown,bottomup,cross-functional.Theproperbalanceamongthesedimensionsdependsonthegap,theclientsetting,andthecompetitivecontext.Everychangeprogramcontainssomemixofsixfundamentalenergizingelements.Eachmustbeconsideredaswedesignchangeprograms.Thissectionofthehandbookwilldiscusseachframeworkinturn.精選pptCOREFRAMEWORKSHigh-performingorganizationattributesVisionPerfor-manceCEOledPeopleSkillsSimple7-SframeworkWinningformulaPivotaljobsDesignleversOrganizationalstructureWhatchangeisneeded?Howshouldtheclientmakechangehappen?Whatgapsinorganizationalperformanceexist?Whatorganizationalchallengesexist?Whatinitiativescomprisethechangeprogram?Howdowecreateenergyforthechangeprogram?StrategySkillsSharedvaluesVISIONStaffManagementsystemsLeadershipstyleChangeboardAgenda/platformDirectionsettingStructuringBottom-upenergizingTransformationtrianglePerformancemanagementVisionandleadershipcommunicationOrganizationalinfrastructurePeopledevelopmentProblemsolvingprocessEnergizingelements精選pptTheOPundertookastudyof10high-performingcompanies,trueindustryleaders,thatweknewverywell.Thecompanieshadsustainedpace-settingperformanceintheirrespectiveindustriesover2decades.These10HPOssharedsixmanagementattributes,eachofwhichfocusesonperformance.BycomparingyourclientorganizationtotheseHPOs,youmayidentifyopportunitiestoimproveyourclientorganization.精選ppt“HIGH-PERFORMANCECOMPANY〞ATTRIBUTESDrivenbyleadersAlignedbysimplestructuresandcoreprocessesBasedonworld-classskillsRejuvenatedbywell-developedpeoplesystemsBuiltbyrelentlesspursuitofbefore-the-factstrategies/visionEnergizedbyanextraordinarilyintense,performance-drivenenvironmentWhatchangeisneeded?Howshouldtheclientmakechangehappen?OrganizationalchallengesInitiativesEnergizingelementsGapsinperformance精選pptThefirstthreeofthesixcommonmanagementattributes:?Drivenbyleaders.Theleadersofthesecompanieshadveryhighperformanceaspirations.Fortheseleaderstherewasnosuchnotionas“goodenough〞.Atthecenteroftheseleadershipgroups,weconsistentlyfounddemanding,unreasonableCEOs.?Builtbyrelentlessbefore-the-factstrategies/visions.HPOsspendtheirtimelookingforward,notback.Theirstrategiesdriverelentlesslyforbothprofitabilityandgrowth.?Energizedbyanextraordinarilyintense,performance-drivenenvironment.HPOshaveademanding,occasionallypunishing,workpace.Thereisrealaccountability,especiallyatthetop.HPOs,whilebeingverygoodplacestowork,arenotalwaysniceplacestowork.精選pptATTRIBUTESOFANHPODrivenbyleaderVeryhighperformanceaspirationsheldbyallkeyleadersDemanding,“unreasonable”CEOsEffectiveworkinggroupattopAbilitytopenetratetomicro-leveloftheirbusinessesSingle-mindedadherencetosimple,clearsuccessmeasures-notjustfinancialProductive“fearoffailure”Builtbyrelentlesspursuitofbefore-the-factstrategies/visionHighlymotivating,ifnotinspiring,“end”stateFrequentlyorientedtowardindustryleadershipConsistentlystrivingforbothprofitabilityandgrowthPassionatedefendersofcorebusinessesUnderstandingofhowindustry(s)works,whatcustomerswant,andwhatcompetitorscando-andhowthesemightchangeEnergizedbyanextraordi-narilyintense,performancedrivenenvironmentDemanding,occasionallypunishing,workpace;oncallallthetimeRealfollow-throughonaccountability–especiallyatthetopAggressivelearningfromthingsthatdonotwork“good”placestoworkbutnotalways“nice”P(pán)erformanceshortfallschangecareersMembersfeelrewardedbybeingpartofwinninginstitution精選pptThelastthreecommonmanagementattributesfocusonstructure,skills,andsystems:?Alignedbysimplestructuresandcoreprocesses.HPOsalignauthority,accountability,andperformancechallenges.Linesofcommunicationandapprovalaresimpleandaremirroredfromonedivisiontothenext.?Basedonworld-classskills.HPOsareworldclassinatleastonecriticalskilloftheirindustry,e.g.,productdevelopmentinhightechnology,riskmanagementinwholesalebanking,direct-to-storedeliveryinconsumergoods,best-costmanufacturing.Additionally,HPOsexhibitsuperiorprocessmanagementskillsthatinandofthemselvesbecomeasourceofcompetitiveadvantage.?Rejuvenatedbywell-developedpeoplesystems.TheCEOinthesecompaniesistheChiefPersonnelOfficer.TheCEOinteractsregularlywiththeentireleadershipgroup,understandstheindividualdevelopmentneedsandgoals,andleadsstaffingreviews.精選pptATTRIBUTESOFANHPO(CONTINUED)AlignedbysimplestructuresandcoreprocessesStraightforwardalignmentofauthority,accountability,andperformancechallengesUncomplicatedlinesofcommunicationandapproval–linetolineSimilarinternalstructuralunitsandkeymanagementprocessesacrossthecompanyMinimalcriticalstaffreviewsRegularcalendarofkeymanagementprocessesandcommunicationBasedonworld-classcompanyskillsDomanythingswell,butatleast1functionalskillatworld-classcompetencelevelunderpinsstrategyAlsofocusonbuildingcorporateskillinthewaytheyruntheplaceCompanykeymanagementprocessesviewedasrealcompetitiveadvantageRejuvenatedbywell-developedpeoplesystemsCEOisChiefPersonnelOfficerClearfocusonperformanceandmotivation–successfullong-termwealth-buildingprogramsseemkeyManagementprocessesensureleadershave“informed”viewofkeycontributors2-3levelsdownCEOleadsannual“staffingreview”–bestpeople/teamsinmostcritical/demandingjobs“Benchstrength”isatoppriority精選pptTheHPOresearchfoundsomethingelsecommontotheHPOs:all10wereexperimentingwithself-governance.Self-governanceintheseHPOsmeansempowermentwithaccountability.TheHPOssharethecommoncharacteristicofinvolving“awiderangeof“or“broadcross-sectionof〞employeesindrivingforimprovedperformance.Theirgoalistoimbueeveryemployeewithanowner’smind-set.Self–governanceintheseHPOsisdifferentfromthatpracticedinother“engagedandempowered〞companies.InHPOsthesingle-mindedobjectiveofempowermentisperformance.Inthematrixbelow,theHPOswestudiedwereallinthetophalfofthematrix(highperformance);manywerereaching,inaddition,fortheright-handsideofthematrix(engagedandempowered).精選pptPERFORMANCEANDEMPOWERMENTATHPOsHPOsPerformance-focused,top-down-drivenorganizationsPerformance-driven,empowered,andaccountableorganizationsHierarchical,command-andcontrol-oriented,“entitled”organizationsActivity-driven,“engagedandempowered”organizationsCommandandcontrolEngageandempowerHighLowAveragePerformanceManagementapproach精選pptMostlargecompaniesstartoutinthelowerleft-handcornerofthematrix(lowperformanceandcommand-and-controlmanagementapproach).WediscoveredthatHPOsthathavesuccessfullytransitionedtotheupperright-handcornerhavefirstachievedhighperformanceandthenexperimentedwithandadoptedempowerment.Empowermentwithoutfirstestablishingatrueperformanceethicinthecompanytendstoresultincontinuedlowperformance.Ifyourclientfallsinthelowerleft-handcornerofthismatrix,itneedstoconcentratefirstonbuildingatrueperformanceethic.Empowerment,alone,isunlikelytoyieldperformanceimprovement.精選pptTRANSFORMATIONPATHPathfollowedbyhigh-performancecompaniesPathexperiencedbycompaniesthatfailtoinstillperformanceethicfirstEmersonPepsicoSonocoSunTrustVF3MGEHallmarkJohnson&JohnsonManyhighperfor-mers”onthejourney”MostcompaniesBPFP&LWallaceCommandandcontrolEngageandempowerHighLowAveragePerformanceManagementapproach精選pptAsdiscussedabove,thefirstphaseoftheorganizationdiagnosticidentifiesperformancegaps.Thesecondphasefocusesonidentifyingorganizationalissuesandimpedimentstochange.Theframeworkmostcommonlyusedtoidentifyorganizationalissuesincludessevenbucketsthatstartwith“S”.Strategy.Anintegratedsetofactionsthatdeliverasuperiorvaluetoasetofcustomerswithacoststructureallowingexcellentcontinuingreturns.Institutionalskills.End-resultactivitiesthecompanymustbereallygoodatinordertodeliverthevalueproposition.Sharedvalues.Simple,agreed-uponprinciplesthatsaywhatisimportantaroundhere.Takentogether,thefirst3-Ssdefinethecompany’svision:anoverridinggoalthatpeopleintheorganizationstrivetoachieve;thatischallenging,valuable,andexcitingtothem;andvaluableanddifferentiatedtotheintendedcustomer.Toachievethevision,thecompanymustdesignandalignleverstoguidethebehaviorofthoseholdingpivotaljobsclosetothefrontline–i.e.,thosewhodirectlyaffectdeliveryofvaluetothecustomer.Organizationalstructure.Anorderlyandpredictablesystemtodeterminewhoreportstowhomandhowtasksaredividedupandintegrated.Staff.Thepeopleintheorganizationconsideredintermsoftheircapabilities,experience,andpotential.Managementsystems.Theprocessesandproceduresthroughwhichthingsgetdoneday-to-day.Leadershipstyle.Thewayleadersfocustheirtimeandattentionandthepersonaltonetheyset.精選ppt7-SFRAMEWORKWhatchangeisneeded?Howshouldtheclientmakechangehappen?GapsinperformanceOrganizationalchallengesinitiativesOrganizationalchallengesEnergizingelementsWinningformulaPivotaljobsDesignleversOrganizationalstructureManagementsystemsLeadershipstyleStaffStrategySkillsSharedvaluesVISION精選pptAttheheartofwemeanbyorganizationalperformanceisa“winningformula”creatingacombinationofstrategy,skills,andsharedvaluestocarryoutanorganizationalpurpose.Whatlinkstheseelementstogether(the“overlap”)istheorganization’svision:Thevisionistheoverridinggoaloftheorganization–theplacewherestrategy,skills,andsharedvaluesintersect.Itisthesingle,noblepurposethatguidesorganizationalprioritiesandgivesmeaningtotheday-to-dayactivityofthestaff.Forexample,McDonald’shasavision-driven“winningformula,”asdescribedbelow.精選pptMcDONALD’SWINNINGFORMULAVision:

tobecometheleadingrestaurantchainintheworldStrategySharedvaluesSkillsConvenientGoodqualityConsistentFamily-orientedenvironmentFairvalueQualitycontroloverallaspectsofbusinessSuperiorsiteselectionContinuousnewproductdevelopmentStrongpromotionofproductsandMcDonald’simageQualityServiceCleanlinessprice精選pptOrganizationsusuallychangeinresponsetodiscontinuities–eitherexternalshocks(suchasderegulation)orinternalchanges(suchasnewleadership)thatmakeitclearthattheold,“grooved〞wayofdoingthingsisnolongerwinning.Thesuccessfuloneswillcreateanewwinningformulathatisbasedonchangesinstrategy,newerorstrongerskills,and/orsharedvalues.Contrastingthenewwinningformulatotheoldformulaidentifiesandgaugesthechangethattheorganizationisconsideringanddefinesthevisionforthechangeprogram.Achangevisionisacreedthatsummarizeswhatanorganizationistryingtobecomeandwhy.Assuch,itguidesorganizationalprioritiesbyredefiningandrecombiningbusinessobjectives,requiredinstitutionalskills,andcorporatevaluesaboutwhatisimportantaroundhere.Achangevisionisattheheartoftopmanagement’sroleinimprovingperformanceandisoftenthefirststep.Itprovidesthevitalbridgebetweentheinitialdissatisfactionwiththestatusquoandthefirstpracticalstepstakeninachangeprogram–thearticulationofacleartargetthatrepresentssomethingbetterthatisbothlogicallysoundandemotionallyappealing.精選pptIMPROVINGORGANIZATIONALPERFORMANCEGroovedRedirectedUnfrozenDiscontinuitiesExternalshocksNewcompetitors,economicsNewtechnologiesDeregulationInternalchangesNewaspirationsNewleaderMajorchangethroughpeopleStrategySkillsSharedvaluesVISIONNewstrategyNeworstrongerskillsSharedvaluesCHANGEVISION精選pptCertainkeypeopleintheorganizationholdpositionsthatdeterminesuccessorfailureininstitutinganewstrategy,skill,orsharedvalue.Thesepeoplefillwhatwecallpivotaljobs.Wewillonlysucceedinimplementingthechangevisionifwesucceedinchangingthebehaviorofpivotaljobholders.AtMcDonald’s,forexample,pivotaljobsincludethecentralizedpurchasersofallrawmaterialsforallstores,thestoremanagers,andthehourlyemployeeswhotakeandassembleorders.精選pptPIVOTALJOBS

WhatpeoplemustdoWhatarethey?Positionsthathavedirectimpactondeliveryofvaluetothecustomer.Typicallythey-Designtheproduct-Maketheproduct-SelltheproductPositionsthatmustcapablymasternewskillsWherearethey?Closetothefrontline精選pptInarecentstudyatachainstoreretailer,thechangevisionincludedasignificantimprovementinin-storeconvenience.Twopositionswereidentifiedaspivotaljobs–thestoremanagerandtheareaoperationsmanager.Thisstudyemployedacontrastanalysisintwoforms.Thefirstconsideredeachelementofbehavioranddefinedhowthenewbehaviorwouldneedtodifferfromcurrentpractices.Abehaviorcontrastanalysisoftenproveshelpfulindefiningpreciselyhowthepivotaljob-holdersneedtochange.精選pptCONTRASTANALYSIS

Pivotaljobs:storemanager,chainretailerElements

OldbehaviorNewbehaviorUseoftimeSpendmajorityoftimeondailyroutinetasks–unloadingtrucks,stockingshelves,etc.Devotemuchmoreattentiontotraining/coaching,evaluating/experimentingwithpricing,staffing,merchandisingJobobjectiveEnsurethatday-todaystoreoperationsrunsmoothlyManagestoreprofitabilityandimplementationofnewconveniencestrategyCriticalskillsConscientious,responsibleBasicmathandwritingskillsOldskills,plus…GoodinstinctsabouthowtoaffectprofitsLeadershipqualitiesCriteriaTaskcompletionFinancialperformanceOldcriteriaplusaddedemphasison…CustomerserviceInventorymanagementStoreappearance精選pptThesecondanalysiscontrastedthepercentageoftimespentoncriticaltasksundercurrentpracticesandenvisionedinthefuture.精選pptCONTRASTANALYSISBYPERCENTAGEOFTIMESPENT

Pivotaljob:areaoperationsmanager100%CurrentProposedTailorproducts,services,pricing,andpromotiontosegments?Searchfornewbusiness?EvaluatebusinessandcustomerserviceperformanceExpandone-on-onetimewithSMandassociates?Trainandmotivateface-to-faceforcustomerservice,inventorymanagement…?EncourageSMtoinnovateClericalsupportshouldeliminatetasksClericalsupportshouldeliminatetasksShortvendorcontacts?RecruitingSMand?pharmacistDisciplining?Balancinginventory?Follow-upontelephone?messagesInventories?Paperwork?Puttingoutfires?Monitoringcompliance?–Policies–PlanogramsAnsweringsurveys?Fillingoutappraisals?Districtreports?Merchant/ownerCoachPlayerAdmini-straor精選pptThe3-Swinningformulasetsthestandards,goals,andmissionoftheorganization.Howdoyougetpeople(particularlypivotaljobholders)toactuallyfollowthosegoals?Whileyoucandictatewhatskillsandsharedvaluesyouwant,theorganizationmustprovideguidance,motivation,andmonitoringtoseethattherightdecisionsaremade.ThisisprovidedthroughtheotherSs–structure,systems,staff,andstyle.Collectivelyknownasthe“designlevers”,eachofthesefourshouldbesetbyconsideringthespecificskillsandsharedvaluesyouwanttoinstillintheorganization’speople–andbalancingthemwithotherdesignsthatmightbesuggestedbyotherspecificskillsandsharedvaluesneeded.?Structure.Whoreportstowhomandhowtasksarebothdividedupandintegrated.?Systems.Theprocessesandproceduresthroughwhichthingsgetdonefromdaytoday,includinghiring,compensation,performanceevaluation,promotionspolicy,andtraining.?Staff.Thepeopleintheorganizationconsideredintermsoftheircapabilities,experience,andpotential.?Style.Thewaymanagerscollectivelybehavewithrespecttouseoftime,attention,andsymbolicactions.精選pptORGANIZATIONALDESIGNLEVERSATMcDONALD’SWinningformulaPivotaljobsDesignleversOrganizationalstructureManagementsystemsLeadershipstyleStaffStrategySkillsSharedvaluesVISIONCentralizedbuyingtocontrolfatcontentHamburgerUniversitydegreerequiredPromotionfromwithintobuildexperienceRegularinspectionsFranchiseexpansionbasedonhighgradesonpriorinspectionsManyproceduralmechanismsaimedatbuildingemployeeenthusiasmandloyaltyHard-nosed,rigidattitudeonhowtorunthebusiness精選ppt

Theskillsandsharedvaluesmustbeusedtodetermineneededchangesinorganizationaldesign.Forexample,McDonald’sspecificskillofqualitycontroldrivesmanyorganizationaldesigndecisions.StructureCentralizedbuyingprovidesmorethaneconomicsofpurchasing.Italsohelpsensurethatfatcontentisbetween17.0and20.5percentandensuresthatburgersare100percentbeef.StaffOwner–operatorshavemoresayonqualityofoperationsthanabsenteeinvestor-owners.TrainingatHamburgerUniversityensuresthatmanagersreallyknowhowtomakethefoodright.Itisa$40millionfacility,with750-studentcapacityper2