The APPLICATION EXERCISES have a dual purpose. First, they give you the opportun

The APPLICATION EXERCISES have a dual purpose. First, they give you the opportunity to practice applying the tools and models described in the lectures. The learning outcomes for the course all focus on analyses you can actually perform, and the application exercises allow you to “test drive” the models and develop some expertise. Second, these analyses will also be used within your group project, so you have the opportunity to knock out some of the hard work as we move along in the course.
The 7S Analysis should be completed using the organization in your group project (if it operates in multiple industries- indicate the industry you’ll be focusing on in your project).
Consistent with all the other assignments so far, supporting your assertions with data is critical for an exemplary grade. Help the reader know HOW you know what you know, by presenting supporting data, from credible sources in the text section of the analysis.
Your job is to:
1) Using powerpoint, word, excel, or any other illustration tool (we’re graduating to more professional work, so no hand drawn submissions) create a 7S diagram where-in you will fill out each of the 7S sections describing how your company’s unique characteristics in that element of their business.
2) Identify misalignments between sections as described in the book and our lecture.
3) Make recommendations of specific steps your organization can take to get back into alignment.
Also see pg. 218 in the textbook “How to Use the 7S Model” for additional guidance.
GUIDING QUESTIONS:
The following questions are a starting point for exploring your organization’s situation in terms of the 7-S framework. The intent is NOT to answer each question like a checklist, but to use the questions to pull out the most relevant information AND get you thinking of other relevant facts.
Strategy:
What is our strategy?
How do we intend to achieve our objectives?
How do we deal with competitive pressure?
How are changes in customer demands dealt with?
How is strategy adjusted for environmental issues?
Structure:
How is the company/team divided?
What is the hierarchy?
How do the various departments coordinate activities?
How do the team members organize and align themselves?
Is decision making and controlling centralized or decentralized? Is this as it should be, given what we’re doing?
Where are the lines of communication? Explicit and implicit?
Systems:
What are the main systems that run the organization? Consider financial and HR systems as well as communications and document storage.
Where are the controls and how are they monitored and evaluated?
What internal rules and processes does the team use to keep on track?
Shared Values:
What are the core values?
What is the corporate/team culture?
How strong are the values?
What are the fundamental values that the company/team was built on?
Style:
How participative is the management/leadership style?
How effective is that leadership?
Do employees/team members tend to be competitive or cooperative?
Are there real teams functioning within the organization or are they just nominal groups?
Staff:
What positions or specializations are represented within the team?
What positions need to be filled?
Are there gaps in required competencies?
Skills:
What are the strongest skills represented within the company/team?
Are there any skills gaps?
What is the company/team known for doing well?
Do the current employees/team members have the ability to do the job?
How are skills monitored and assessed?

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