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Seven S Model of Organizational Alignment

The document provides an overview of the "Seven-S" framework for analyzing organizational culture and behavior. It describes each of the seven elements: strategy, structure, systems, style, skills, staff, and shared values. It also discusses how the framework can be used to comprehensively examine an organization.

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Naveen Prakash
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204 views2 pages

Seven S Model of Organizational Alignment

The document provides an overview of the "Seven-S" framework for analyzing organizational culture and behavior. It describes each of the seven elements: strategy, structure, systems, style, skills, staff, and shared values. It also discusses how the framework can be used to comprehensively examine an organization.

Uploaded by

Naveen Prakash
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOCX, PDF, TXT or read online on Scribd
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"Institutional excellence is the greatest legacy I can leave my company"

(Roy Richards)

"Seven-Ss" Formula - a Comprehensive Guide to Analyzing the Culture and Behavior of Corporations
(by Peters and Waterman)

1. Strategy - the route that the organization has chosen for its future growth; a plan an organization formulates to gain a sustainable competitive advantage...More 2. Structure - the framework in which the activities of the organization's members are coordinated. The four basic structural forms are the functional form, divisional structure, matrix structure, and network structure. 3. Systems - the formal and informal procedures, including compensation systems, management information systems, and capital allocation systems, that govern everyday activity. 4. Style - the leadership approach of top management and the organization's overall operating approach; also the way in which the organization's employees present themselves to the outside world, to suppliers and customers. 5. Skills - what the company does best; the distinctive capabilities and competencies that reside in the organization. 6. Staff - the organization's human resources; refers to how people are developed, trained, socialized, integrated, motivated, and how their carriers are managed. 7. Shared values - originally called superordinate goals; the guiding concepts and principles of the organization - values and aspirations, often unwritten - that go beyond the conventional statements of corporate objectives; the fundamental ideas around which a business is built; the things that influence a group to work together for a common aim.

For more details, study the following linkhttp://it4b.icsti.su/1000ventures_e/business_guide/mgmt_inex_7s.html http://www.quickmba.com/strategy/global/

CAGE analysis:
Objective of CAGE Analysis: How do you know when a foreign market is ready for your members? CAGE Analysis helps organizations to distinguish between those markets that could be receptive to change and those that would be too costly to enter. Most market differences and business practices are driven by structural differences caused by different laws, regulations, business relationships, and economic incentives and not culture. CAGE Analysis helps you understand the difference and leap at foreign opportunities with far less risk CAGE Analysis is an excellent tool for associations and businesses looking to develop international strategies. When looking to expand into foreign markets, we too often paint any differences as cultural barriers and turn away. Differences due to culture are hard to change. Differences due to legal and economic structures can change with the stroke of a pen. Developed by Dr. Pankaj Ghemawat, professor of Global Strategy at the IESE Business School in Barcelona, and the Harvard Business School, CAGE Analysis identifies the middle ground between the one-size-fitsall and the mass-customization extremes that typify most global market strategies and product development efforts. CAGE Analysis examines: Cultural, Administrative (Government), Geographic, and Economic forces which determine how similar markets function differently in different countries. By identifying groups of countries with common market environments, the process allows associations and businesses to develop unique products/services bundles that are best suited to specific local market conditions and structures. Change Management Solutions, which pioneered the use of CAGE Analysis in the association sector, helps clients looking to develop international strategies to:

Easily assess the potential size, risks, and barriers to different international markets; Eliminate the guesswork of choosing which countries to enter in which order; Identify current products most easily transplantable at minimum cost; and Develop new products unique to global ventures.

http://www.harnesschange.net/serv_cage.html

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