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1 McKinsey 7-S framework
Gen Mgta model for identifying and exploiting an organization’s human resources in order to create competitive advantage. The McKinsey 7-S framework was developed by McKinsey consultants, including Tom Peters, and Robert H. Waterman, with the academic partnership of Richard Pascale and Anthony G. Athos in the early 1980s. It sought to present an emphasis on human resources, rather than the traditional mass production tangibles of capital, infrastructure, and equipment. The 7-Ss are: Structure, Strategy, Skills, Staff, Style, Systems, and Shared values (see core values). -
2 Pascale, Richard Tanner
(b. 1938) Gen MgtU.S. academic and consultant. Co-developer of the McKinsey 7-S framework of corporate success, and coauthor, with Anthony Athos, of The Art of Japanese Management (1981). Pascale also originated the concept of organizational agility. Pascale and Athos collaborated with Tom Peters and Bob Waterman on the 7-S model at the management consulting company McKinsey. Peters and Waterman cited U.S. examples of success in In Search of Excellence, but it was Pascale and Athos who explored the model in greater depth, tracing many of its origins to working practice in Japanese organizations. -
3 core values
1. Gen Mgtthe guiding principles of an organization, espoused by senior management, and accepted by employees, often reflected in the mission statement of the organization. Core values often influence the culture of an organization and are normally long-standing beliefs. As shared values, they are included in the McKinsey 7-S framework, and are reported in Richard Pascale and Anthony Athos’s The Art of Japanese Management in their analysis of the rise of Konosuke Matsushita.2. HRa small set of key concepts and ideals that guide a person’s life and help him or her to make important decisions -
4 Japanese management
Gen Mgt, HRa management style with particular emphasis on employees and manufacturing techniques, to which the Japanese economic miracle that began in the 1960s is attributed. Japanese management practices have been studied in the rest of the world in the hope that the economic success they brought to Japan can be recreated elsewhere. These practices emphasize forming collaborations, particularly in times of uncertainty, human resources, closer superior-subordinate relationships, and consensus as a means of facilitating implementation. Richard Pascale and Anthony Athos suggested that the Japanese competitive advantage stemmed from skills, staff, and superordinate goals, the softer features identified by the McKinsey 7-S framework. Other dominant characteristics include people-centered management, loyalty to employees, just-in-time, kaizen, continuous improvement, quality control, total quality management, and the ideas of W. Edwards Deming. William Ouchi expounded Theory J and Theory Z, which demonstrated the differences between U.S. and Japanese styles of management. With the downturn in the Japanese economy in the 1990s, management practices were reappraised, and there emerged a focus on radical change as opposed to incremental improvement. Customers were offered less variety, there was a shift toward simplicity, and an alternative to consensus-based decision making was adopted, with individuals making decisions based on high-tech information systems. -
5 Peters, Tom
(b. 1942) Gen MgtU.S. consultant, writer, and lecturer. Co-developer of the McKinsey 7-S framework of corporate success, and coauthor, with Bob Waterman, of In Search of Excellence (1982), which identified eight characteristics of successful companies. Peters moved the discussion of management away from the established structure of bureaucracy toward a more innovative, intuitive, and people-centered approach in which change is to be embraced, not resisted. In Search of Excellence was one of the first books to make management ideas generally accessible and his seminar presentations have earned Peters a reputation as an energetic, entertaining performer.
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