Auswahl der wissenschaftlichen Literatur zum Thema „McKinsy’s model 7S“

Purpose The purpose of this paper is to conceptualise the issues of alignment for changing academic libraries by using and extending McKinsey’s 7S model. Design/methodology/approach Theoretical work was conducted to consider and extend the 7S model for the situation of academic libraries. Empirical data were then used to confirm the value of these extensions and suggest further changes. The data to support the analysis were drawn from 33 interviews with librarians, library and non-library academics and experts, and a survey of UK library staff. Findings In the academic library context, the 7S model can be usefully extended to include three library functions (stuff, space and services) and users. It can also include institutional influences and stakeholders, and aspects of the external environment or situation, including suppliers and allies. The revised model then provides a useful framework within which data about library change can be analysed. Perceived barriers to successful performance fit the model and enable the identification of seven challenges of alignment. Research limitations/implications The resulting model has potential applications such as in the structuring analysis of academic library performance, mapping future directions of development and for exploring variations across the sector and internationally. Practical implications The revised model can be used by practitioners to think through their own strategic position and to act to shape their future, in the light of seven major areas of alignment. Originality/value The paper extends a well-known model used in strategy, to produce a more comprehensive, sector-specific analytic tool.

At the present stage of development, organizations play a leading role in society. Organizations are multifaceted and widely represented in various forms, such as enterprises, non-profit organizations, public authorities, associations of citizens or communities, international legal, economic, social institutions, police or security agencies, scientific societies, and so on. Most organizations today operate in a competitive environment that requires them to constantly develop and improve. The winner is the one who acts prudently and effectively. In this aspect, the strategic management of the organization’s development is critical to its existence in a competitive environment in the long run. The article substantiates the difference between the dynamics of organizational development of pre-trial investigation bodies from business organizations due to the lack of competition as the main determinant of such development. A comparative analysis of the definitions of strategy, strategic management and organizational development is presented in order to identify the specifics of strategic management of organizational development. Through a systematic analysis of regulations that define the main tasks of pre-trial investigation bodies, the strategic goals of such bodies are identified, which should be taken into account when developing their development strategy. On the basis of the presented material the author’s definition of the concept of strategic management of development of bodies of pre-judicial investigation is offered. Based on the analysis, the European Foundation for Quality Management and 7s McKinsey’s contemporary evaluation models identify the main trends in organizational development, which in the future should be taken into account by pre-trial investigation bodies when developing their own development strategies. Conclusions are made about the prospects of further research in this direction.

Subject area Services marketing and marketing strategy. Study level/applicability The case is basically aimed at post-graduate management students; it can be used in strategic management courses. Students can understand McKinsey's 7S model with the help of this case as well as the seven Ps of service industry. Students can also gain an insight into the hub and spoke model. The case can also be used in courses of entrepreneurship. Case overview The case is primarily the entrepreneurial journey of Mr Samar Qureshi in a quick service restaurant business. The entrepreneur Mr Samar Qureshi at a very young age dreamt of opening up an Indian fast food chain. He worked hard to make his dream a reality. In a brief period of five years Qureshi's Fast Trax has reached the level of world-renowned fast food chains like McDonald's and KFC in terms of quality and ambience. Overcoming the hurdles and the challenges Fast Trax has 22 outlets in Delhi NCR. Samar has also introduced the fast food culture in a small town, Aligarh, and wishes to expand it further to other B class towns of India where people desire to go to fast food chains and to enjoy the high standards of food and service as are enjoyed by people living in metros. He has also been instrumental in changing the concept of canteen to restaurant in schools and colleges. The case discusses the challenges facing Fast Trax in the cut-throat environment of the fast food industry. Expected learning outcomes These include: highlighting the 7Ps of services in the context of a retail chain and establishing interlinkages between the seven Ss identified by McKinsey. Supplementary materials Teaching notes are available. Please consult your librarian for access.

BackgroundIn England, between 2007/8 and 2009/10, the rate of unplanned hospital admissions of people aged 85 years and above rose from 48 to 52 per 100. There was substantial variation, with some areas showing a much faster rate of increase and others showing a decline.ObjectivesTo identify system characteristics associated with higher and lower increases in unplanned admission rates in those aged 85 years and over; to develop recommendations to inform providers and commissioners; and to investigate the challenges of starting to implement these recommendations.DesignMixed-methods study using routinely collected data, in-depth interviews and focus groups. Data were analysed using the framework approach, with themes following McKinsey’s 7S model. Recommendations derived from our findings were refined and prioritised through respondent validation and consultation with the project steering group. The process of beginning to implement these recommendations was examined in one ‘implementation site’.ParticipantsSix study sites were selected based on admission data for patients aged 85 years and above from primary care trusts: three where rates of increase were among the most rapid and three where they had slowed down or declined. Each ‘improving’ or ‘deteriorating’ site comprised an acute hospital trust, its linked primary care trust/clinical commissioning group, the provider of community health services, and adult social care. At each site, representatives from these organisations at strategic and operational levels, as well as representatives of patient groups, were interviewed to understand how policies had been developed and implemented. A total of 142 respondents were interviewed.ResultsBetween 2007/8 and 2009/10, average admission rates for people aged 85 years and over rose by 5.5% annually in deteriorating sites and fell by 1% annually in improving sites. During the period under examination, the population aged 85 years and over in deteriorating sites increased by 3.4%, compared with 1.3% in improving sites. In deteriorating sites, there were problems with general practitioner access, pressures on emergency departments and a lack of community-based alternatives to admission. However, the most striking difference between improving and deteriorating sites was not the presence or absence of specific services, but the extent to which integration within and between types of service had been achieved. There were also overwhelming differences in leadership, culture and strategic development at the system level. The final list of recommendations emphasises the importance of issues such as maximising integration of services, strategic leadership and adopting a system-wide approach to reconfiguration.ConclusionsRising admission rates for older people were seen in places where several parts of the system were under strain. Places which had stemmed the rising tide of admissions had done so through strong, stable leadership, a shared vision and strategy, and common values across the system.Future workResearch on individual components of care for older people needs to take account of their impact on the system as a whole. Areas where more evidence is needed include the impact of improving access and continuity in primary care, the optimal capacity for intermediate care and how the frail elderly can best be managed in emergency departments.Study registrationUK Clinical Reasearch Network 12960.Funding detailsThe National Institute for Health Research Health Services and Delivery Research programme.

The main goal of the diploma thesis is to create a realictic business plan for the establishment of a company providing lessons for children in the field of digital technology. The diploma thesis is divided into three parts, theoretical, analytical and draft. The theoretical part contains the basic concepts of the problém. The second part analyzes the macoeconomic and the microeconomic environment of the market through strategic analysis. The last, draft part is the actual design of the business plan based on the previous information obtainded.

Digitaliseringen kommer sannolikt att ställa andra krav på dagens organisationer. Molnbaserade ERP-system efterfrågas i allt högre grad, vilket innebär att organisationer måste anpassa sina aktiviteter i enlighet med de molnbaserade ERP-systemen. Denna studie undersöker hur åtta konsulter arbetar med organisationer för att ta dem från plastbaserade ERP-system till molnbaserade ERP-system. De åtta respondenterna, som bidrog med det empiriska materialet, representerar olika företag. Studien finner stöd för delar av den teoretiska bakgrunden, och andra delar av studien stödjer inte tidigare forskning inom området. Det finns empiriskt stöd för institutionaliseringsteori och för vad organisationer strategiskt behöver uppnå för att erhålla konkurrensfördelar. Studien presenterar olika utmaningar inom kontextvariablerna: organisationsstruktur, organisationssystem och strategi. Resultatet av studien visar att om organisationer framgångsrikt ska kunna övergå till molnbaserade ERP-system, måste organisationer vara flexibla, vilket organiska organisationsstrukturen är. Resultatet visar också att det finns utmaningar inom den normativa isomorfismen, vilket innebär ett motstånd från organisationens IT-avdelning. Slutsatsen i denna studie är att konsulter som arbetar med organisationer som genomför implementeringar av molnbaserade ERP-system måste överväga kontextvariabler för att få en förståelse för vilka organisatoriska mekanismer som påverkar vägen till molnet.
The digitalization will most likely require other demands on today's organisations. Cloudbased ERP-systems more and more becomes a fact in organizations, and this will mean that organizations have to adapt their activities accordingly. This study examines how eight konsultants work with organizations to take them from on-premise ERP-systems to cloudbased ERP-systems. The eight respondents, who provided empirical information represent different companies. The study finds support for parts of the theoretical background, and other parts of the study does not support earlier research in within the field. There is empirical support for institutionalization theory and for strategy needs to achieve competitive advantages.The study presents different challenges within the contingency variables: organizational structure, organizational systems and strategy. The result from the study is that in order to successfully transcend to the cloud organizations need to be flexible, which the organic organizational structure is. The result also shows that there are challenges within the normative isomorphism, which includes resistance from the organization's IT-department, which has a high probability to occur. The main contribution of this study is that konsultants who work with organizations that is implementing a cloudbased ERP-system needs to consider contingency variables in order to gain an understanding of what organizational mekanisms will affect the journey to the cloud.

The Master’s thesis deals with a four-star hotel in the Brno city center. The main objective is to evaluate the financial situation of the company through financial statements and knowledge acquired during university studies. The thesis uses methods of financial analysis, analysis of internal and external business environment and the method of induction and deduction.

This diploma thesis is focused on evaluation of financial health of company NanoTrade s.r.o. using methods of financial analysis. Theoretical part consists of defining the internal and external business environment and methods of financial analysis. There will be used analysis of systems of indicators, as well as state analysis, and differential ratios. Obtained results will be used as a basis for determining proposal of possible solutions that would improve the current situation in this company.

The Master’s thesis deals with the evaluation and assessment of the financial situation and of the financial health of the company BLANESTA, s.r.o. throughout the years 2008 to 2011 by means of selected methods of financial analysis. The aim of this work is to propose changes leading to the efficient use of business resources chosen on the basis of the potential problems that will arise from the evaluation of the current financial state of the company.

Organizations try to survive in a hypercompetitive, changing, and unpredictable environment. The form of this survival continuously changes and requires different tools, solutions, dynamics and drivers according to the actual time. Today organizations face with a big paradigm shift, the industrialization of information age. Organizations should find a new form on the basis of the new age requirements. Some authors have suggested some strategic prescriptions harmonized with the actual term such as McKinsey's 7S Model including strategy, structure, systems, skills, staff, style and shared goals. It is considered that there is a gap related to updating and upgrading these formulas by activating some new concepts such as morphing, organizational ambidexterity and so on. In this study, it is aimed to understand the organizations in the future with internal elements and outer changes which would affect them at the edge of the new era by using this model and offer many propositions.

Organizations try to survive in a hypercompetitive, changing, and unpredictable environment. The form of this survival continuously changes and requires different tools, solutions, dynamics and drivers according to the actual time. Today organizations face with a big paradigm shift, the industrialization of information age. Organizations should find a new form on the basis of the new age requirements. Some authors have suggested some strategic prescriptions harmonized with the actual term such as McKinsey's 7S Model including strategy, structure, systems, skills, staff, style and shared goals. It is considered that there is a gap related to updating and upgrading these formulas by activating some new concepts such as morphing, organizational ambidexterity and so on. In this study, it is aimed to understand the organizations in the future with internal elements and outer changes which would affect them at the edge of the new era by using this model and offer many propositions.