The paper "Seven Elements Which Jointly Establish the Operation of an Organization" is a great example of management coursework. A successful diagnostic model enables an organization to identify reliable data to assist customers to better understand the strengths, weaknesses as well as opportunities for improvements in an organization to later on communicative a targeted intervention and measurement strategy. In order to successfully enhance performance in an organization, organizational development experts should be aware of quantitative and qualitative techniques and the various diagnosis models to select the most suitable, provided the intervention’ s goals, resources in addition to organizational culture and context (Avery, 2011).
An effective diagnosis model assists the customers to increase their understanding regarding the gaps within the organization that need attention and the needed resources to improve focus change interventions. A successful diagnostic model specifies its degree of analysis, its boundaries, the interaction between variables, efficiency principles as well as evaluative criteria. Furthermore, a diagnostic model should analyze the organizational internals and externals, indicating the macro eventualities and macro procedure to support the management of the change, and elevate organizational success (Miriam, 2011). The 7s Framework This model illustrates seven elements which jointly establish the operation of an organization.
The seven elements are interconnected and hence form a structure that preserves the competitive advantage of an organization. The logic in this model is that competitors can copy any of the elements but cannot manage to copy the multifaceted network of interrelationships between them (Taylor, 2007). The basis of this model is that for the organizational performance to be a success, the seven components should be aligned and jointly reinforced. Therefore, the model is useful in identifying what should be realigned to enhance organizational performance or to sustain configuration during other kinds of change.
Whatsoever the kind of change, reorganizing, new procedures, organizational merger or even leadership change; the model is important in understanding the interrelation of organizational components and hence ensure that the broader effects of changes made within one area are addressed (Taylor, 2007). The 7s Framework Diagram (Taylor, 2007) Shared values: This refers to the organization’ s core values that can be identified within the organizational culture as well as the common work ethic. Staff: Staff is the number of and kind of individuals employed by the organization. Skills: This includes the learned abilities of the workers in the organization. Style: This is about the work culture within the organization.
It also includes the leadership style within the organization. Strategy: This refers to the organizational plans for allocating its resources to accomplish given organizational goals. Systems: This refers to the everyday processes and activities that employees carry out to get things done. The strength of this model is that it provides an understanding of the internal organizational workings. The model is important in identifying competitive advantages and reasons why an organization does not operate successfully.
The & -S framework offers a direct for organizational change and therefore the model identifies the interconnected elements that influence the capability of an organization to change (Taylor, 2007). The weakness of this model is that the interrelationships among all seven elements imply that momentous progress within one element will be intricate without working on other elements. All elements must be worked on, and not just one or two elements (Bryan, 2008).
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