Term Paper 2
Term Paper 2
Term Paper 2
THEORETICAL DISCUSSION
The six-box model was developed by Marvin Weisbord in 1976. The model
contains six elements which focus on the organizations Strategy, Structure, Rewards,
Internal Relationships, Helpful Mechanism and Leadership. Surrounding the six boxes
is the Environment.
This model provides a systematic analysis of organizational climate. This allows
a thorough evaluation of the formal and informal activities of the six parts such as
purposes, structure, relationships, rewards, leadership and helpful mechanisms. The
environment outside the circle has two parts, external and internal. (Jamshidian, et al.,
1997, p.59).
The six parts of the model are the following:
Structure: Organizational structure determines how the tasks are formally
divided up, grouped, and coordinated (Robbins, 1999, p. 185).
Relationships: Relationship requires something more than using appropriate
information. The information needs to be properly assessed and delivered to the
main decision makers and leads to appropriate actions (Trans, 2004, p.310-311).
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simplicity lacks enough theoretical foundation to determine the real causes of gaps and
dissatisfaction. In addition, there is no action that will allow the dissatisfaction and gaps
to be remedied.
The diagnostic questions for each box of Weisbord model can be used to identify
the formal and informal activities of a school. Through this model, the school
management would be able to draw gaps and dissatisfaction of each employee. To
apply the model, some of the sample questions for each box are the following:
Purposes: Do organizational members agree with and support the organizations
mission and goals?
This question is relevant for all employees. In school setting, all employees must
be aware and knowledgeable of the vision, mission and goals of the institution.
Everyone is expected to agree and support the VMO. This VMO is reviewed and
evaluated by all the stakeholders most specifically during strategic management
conference and workshop. Significantly, for schools undergoing accreditation, VMO
is one of the areas visited and evaluated by the accreditation team. This VMO must
be visible in all areas of the institution so that all employees will be reminded of their
roles.
Structure: Is there a fit between the purpose and the internal structure of the
organization?
The school and employees are very much aware of how the tasks are formally
divided up, grouped and coordinated. This is evident on the Administrative Manual,
Faculty Manual and Non-teaching Manual. There can never be duplication of tasks
since the manuals clearly illustrate the job description and assignment of each
employee.
Relationships: What type of relations exist between individuals, between
departments, and between individuals and the nature of their jobs? Is their
interdependence? What is the quality of relations? What are the modes of
conflict?
The existing relationship in a school setting must be carefully analyzed and
evaluated whenever decision has to be made by the decision makers. In school
setting, conflicts are properly addressed for the simple reason that each department
and division must coordinate in order to achieve its purpose.
Rewards: What does the organization formally reward, and for what do
organizational members feel they are rewarded and punished? What does the
organization need to do to fit with the environment?
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Disadvantages
1. The model lacks financial validation after the required interventions are
implemented. Thus, making it a superficial strategy in terms of financial analysis.
2. The model being based on logic has failed to validate Weisbords classification of
organization of components.
3. The model has not taken into consideration he organizations structure which
might limit the range of objectives that the organization might pursue.
4. The model requires agreement on goals and objectives between employers and
employees in order to achieve effectiveness and desired performance.
To summarize, the model centers on the issues within the organization. The
diagnostic questions guide the management or decision makers to view and understand
what is the organization doing and what should be the direction.
RECOMMENDATION
Justo (2009) in his article highly recommends the use of Weisbord model as a
means to see and analyze the organizational gaps, strengths and weaknesses. In
addition, Harrison and Shirom (1998) viewed the model as helpful for clients to increase
their understanding of the organizational gaps that require attention. This way, better
interventions can be planned to mitigate impact of the organizational gaps.
Furthermore, the model is a good process to analyze the organizations variables and
effectiveness thus resulting to a better evaluation and decision making.
References
Weisbord, M. (1978). Organizational diagnosis: A workbook of Theory and
Practice. Addison-Wesley, USA.
Jamshidian, M., Khoshakhlagh, R., & Ghiasian, M. (1997). Employing six-box
model in evaluating organizational climate. Management Knowledge, 35& 36, 50-55.
Robbins, S.P. (1999). Organization theory. S.M. Alvani & H. Danaifard (Trans.).
Tehran: Saffar Publication.
Robbins, S. P, & Coulter, M. (1999). Management, Prentice Hall International,
Inc. London, UK.
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MCKINSEY 7S MODEL
THEORETICAL DISCUSSION
McKinsey 7s model was developed by Tom Peters, Robert Waterman and julien
Philips in 1980s. The model was named McKinsey because the 3 were working as
consultants in McKinsey Consultants (Jurivicius, 2013). The model is widely used by
academics and practitioners and is until now a popular tool used in strategic planning.
It analyzes firms organizational design by looking at the 7 key internal elements such
as: strategy, structure, systems, shared values, style, staff and skills. These elements
will allow the organization to identify if they are effectively aligned to be able to achieve
its objectives.
The model has seven areas and divided into Soft Ss and Hard Ss. Its shape
emphasizes interconnection of the elements. The model is applicable in many
situations and can be a valuable tool for organizational design. It is commonly used in
the following situations:
Organizational change;
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along major highways. Significant to note are those schools located in Metro Manila
and Calabarzon.
However, before going full blown, schools can adapt McKensey 7S model to
determine the directions that it will take and to check the degree of alignment of the
organizations.
Things to consider for a marketing and promotions program are the following:
1. Strategy The school must set a clear strategy in order to penetrate the market.
There should be a clear and logical marketing plan. However, this plan must be
aligned around the vision and direction of the school. The strategy must be
known and understood by all employees and also must be communicated to
everyone.
2. Structure The decision maker must be aware of the hierarchical structure of the
organization. The lines of accountability must be clear. Likewise, efficient
allocations of the resources and skills are structured.
3. Systems the school should identify the computer systems, manual systems and
informal practices. Which of these systems work well in a marketing and
promotions activities? Are they efficient or out of date?
4. Style this refers to the environment of the school or if the people are generally
relaxed, informal and formal. Since this is a marketing and promotions program,
rewards must be included for those who will perform well.
5. Staff there should be a selection, training and alignment of job responsibilities
for the marketing and promotions team.
6. Skills Who among the team members possess the skills needed for the job? If
they dont have it, training must be done to nurture their skills.
7. Shared Values Values must be clearly articulated to the members. In a
marketing and promotions program, values such as teamwork, integrity, or clients
first are some of the examples. These values must also be known to customers
and other external stakeholders.
All colleges and universities, as part of accreditation programs have vision,
mission and goals that provide guidelines for practical decision making. The schools
also conduct strategic planning for future endeavors. The McKinsey 7S model should
be made part of the strategic planning of every HEIs. This will help ensure that
decisions are made based on careful analysis.
RECOMMENDATION
McKinsey 7S model continues to be popular among different types of business of
all sectors and sizes. Others say, it works best in medium and large businesses. What
is good with this framework is that the elements are self-explanatory. It covers all the
capabilities needed to implement strategy successfully. The model can help the
organization improve its performance especially in organizational change.
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REFERENCES
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THEORETICAL DISCUSSION
This model was conceptualized by Fred Fiedler in 1960s when he carried out a
research on the relationship (contingency) between the effectiveness of the leadership
style and the situation. (Mulder, 2013) This model postulates effective
According to Fred Fiedler (1987), a number of factors like situations and personal
characteristics of the leaders characterized effectiveness and leadership. He also
distinguished the following three factors:
1. Leadership Styles leadership style depends on two dimensions, task-oriented
and human-relations oriented. Further, he added that the task-oriented leader is
primarily concerned with the task performance and the accomplishment of task
goals. He gets satisfied with the accomplishment of task performance. While, the
manager concerned with human relations lay more emphasis on developing the
interpersonal relationship with his subordinates.In order to understand the
attitude of a leader, Fiedler developed a Least Preferred Co-worker Scale
(LPC), wherein the leaders are asked to rate a person on a scale ranging from
lowest (1) to highest (8) on several parameters to identify the worker with whom
they least like to work. Certain parameters on the LPC scale are:
pleasant/unpleasant, friendly/unfriendly, tense/relaxed, supportive/hostile,
cooperative/uncooperative, quarrelsome/harmonious, etc. The leaders with high
LPC scores are said to be relationship-oriented whereas the ones with the low
LPC scores are considered as task-oriented. (Fiedler, 1971)
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behavior, through this, the model will be able to determine whether he is a task-oriented
or human-relations oriented specifically when it concerns motivation.
Despite its uses, there are also some criticisms like lack of flexibility. Fiedler
didnt allow flexibility in leaders because he believed that natural leadership style is
fixed. By this, changing the leader is the most effective way to handle situations.
(MIndtools, N.D.)
RECOMMENDATIONS
Leaders utilizing the principles of Fiedlers Contingency model must identify one
or two influences on an issue. They also must learn to evaluate different inputs which
maybe contributory to the problem. To come up with effective decisions and problem
solving, leaders should learn to integrate as a whole all the necessary factors.
REFERENCES
Mulder, P. (2013). Fiedler Contingency Model. Retrieved on January 12, 2017
from http://www.toolshero.com/leadership/fiedler-contingency-model/.
Fiedler, F. (1987). New Approaches to Leadership, Cognitive Resources and
Organizational Performance. John Wiley and Sons.
Fiedler, F. (1971). Reviews studies of the contingency model of leadership
effectiveness. Journal: Psychological Bulletin, vol. 76, no. 2, pp. 128-148.
Fiedler, F. (1964). A contingency model of leadership effectiveness. Advances in
experimental social psychology, 1, 149-190.
Mindtools, (n.d.). Fiedlers Contingency Model. Matching Leadership Style to a
Situation. Retrieved on January 10, 2017 from https://www.mindtools.com/pages/
article/fiedler.htm.
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