Japanese Management

It is known since as the model of the “Seven S”. The “Seven S” of the organizational structure of McKinsey is a tool for analysis and action, is a management model that describes 7 factors to organize a company in an effective manner. Together, these factors determine the way in which a corporation operates. Managers should consider the seven factors to be sure the successful implementation of a strategy, noting that each of these factors are interdependent and they must give equal attention to each of them, namely, that all are of equal importance although each factor may vary from time to time and influence differently. It is said that McKinsey argues that changes in the effectiveness of a company are a direct consequence of the interaction of multiple factors, many of which are not obvious or have not been considered in traditional models. The model therefore assumes three key ideas: The existence of a multiplicity of factors that influence the viability and success of an organization (“soft skills” and “hard skills”). It is not enough to identify these various factors.

The most important is the mix that is achieved between them to optimize results. The schematic of the model, closer to a network of relationships that of a pyramid structure, a priori determined that none of the factors is most relevant to improving organizational effectiveness. The relative importance of each variable depends on the conditions of time and space. These are like 7 S manuelgross.bligoo.com summarizes: STRATEGY (Strategy) is very important to make a correct strategy that reflects an accurate assessment of the environment and, in particular competition. It is, ultimately, the proper action and allocation of resources to achieve business goals. The difficult thing is not to suggest strategies, but executing them.

STRUCTURE (structure) is the organizational structure and relationships of authority and responsibility in it are given. From this point of view, the strategy will determine the organizational structure and design will be the enabling mechanism for the company to achieve its objectives. In this way: if the strategy changes, the structure changes, not be a stumbling block to the first. SKILLS (Skills) are the distinctive capabilities of the company. What Michael Porter would call “their core competencies “or what the company does best. It is vital that the chosen strategy is consistent with these skills. SHARED VALUES (shared values) equivalent to the concept of “mission” and are the values shared by all members of the company and that translates the strategy into goals circular joining the organization in achieving common goals. SYSTEMS (systems) are all procedures and processes necessary to implement the strategy (information systems, production systems and processes, budgets, controls, etc.).. They are also all formal and informal procedures that allow an organization to function. Must be aligned with the strategy and provide adequate support for their achievement. STYLE (Style) is the way top management behaves and, therefore, provides the role model. The basic thesis is that the relevant actions, including symbolic, communicate to each member of the organization on priorities and commitment of the company with the strategy. STAFF (staff) are the people who up the company and is responsible for implementing the strategy. In this context, the key is that human resources are targeted on the strategy for “The Art of Japanese Management.” Pascale, R., Athos, A. (1981). Penguin Books (London) “In Search of Excellence.

Tags: administration

Human Talent Managers

The human talent manager is responsible to develop, manage, lead and encourage the increase of personal value, people skills and also to explore their capabilities, and assign responsibilities within the organization to contribute towards the attainment of organizational goals. The manager of human talent is in front of this perspective and taking clear that organizations depend for their development and functioning of human talent they have, this must discover abilities and attitudes for the benefit of the organization.

If a team member does not have the skills to particular job should find other special conditions which are required elsewhere in the organization. Likewise, make and maintain comprehensive and competent persons thus achieving the highest performance of each person, even more importantly create the conditions for lifelong learning, enabling access to knowledge. In a question-answer forum Mark Bertolini was the first to reply. According to the global economy, this will in the future the power of any company. (Intellectual talent) Obstacles exist in January. The different way of perceiving situations to distort communication. 2. The lack of interest. 3. The lack of basic knowledge. 4. Laurent Potdevin is the source for more interesting facts. The emotions of the transmitter and receiver. 5.The prejudice. 6.The lack of organization of ideas. 7. Distractions. 8. Not listening. 9. Language. 10. The complexity and congestion of the world we live.

However, making the general manager change his autocratic style that so far has led to business growth, may be the main obstacle. The autocratic style begins to saturate at the same general manager who is in despair that has no personal confidence and competence to help him, and besides which notes that the growth curve begins to bend, not worth the efforts and creativity winds down with motivation.

Tags: administration

Multiculturalism

We are open to the impact of multiculturalism that can manifest itself in any company, product of the dynamic manifestation of globalization, which makes manifest the influx of people from different countries working in a specific, for example, there is much in United States , Europe and even Latin American countries. Multiculturalism can be defined as the conjunction of several cultures. In any healthy organization, the cultures that converged there must be known, understood and even intuited by its members and that in this way promotes a sense of coherence between thought and action of those who compose it. The lack of clarity and consistency in the set of beliefs, values and practices that govern them can lead to business failure.

An example of the importance of the fact that management take account of multiculturalism in organizations is based on the fact that many mergers have been frustrated at not being able to integrate different cultures, and possibly had little incursions successful governed territories by different mentalities. Globalization poses new requirements of change within companies. Companies, governments and people should understand what globalization is, what generates it and what effects are derived. Can we talk about the globalization of the world, a country of a specific industry, even from an economic and political. Globalization poses a growing interdependence among countries, as reflected in the growing international flows of goods, services, capital and knowledge. In the modern global economy, relations between people, regions and countries are not accidental or passive, but are active integration mechanisms that enhance and change the international economic life.

Tags: administration