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1 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. -
2 agility
Gen Mgtthe organizational capability to be flexible, responsive, adaptive, and show initiative in times of change and uncertainty. Agility has origins in manufacturing and has been cited as a source of competitive advantage by many management gurus, including Rosabeth Moss Kanter and Tom Peters. One writer who has explored the concept of agility in greater depth is Richard Pascale, for whom the key to agility lies in what the organization is, as opposed to what it does. Agility grew as a reaction against the slowness of bureaucratic organizations to respond to changing market conditions. The virtual organization has been quoted as one extreme example of an agile organization. -
3 complex adaptive system
Gen Mgta system that overrides conventional human controls because those controls will subdue inevitable change and development within that system. Complex adaptive systems are a product of the application of chaos theory (see chaos) and complexity theory to the world of organizations. According to writers such as Richard Pascale, organizations that are subject to too much control are at risk of failure. The bureaucracy has been cited as an example of extreme control and the top down approach to management. However, if a bureaucracy is left to adapt naturally, it could become capable of self-organization and of creating new methods of operating. -
4 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 -
5 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. -
6 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). -
7 Athos, Anthony G.
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