Revise and write additional 2 pages to existing paper provided in files.
1. Explain how TDOC and AMV utilize the The 7-S Framework (Robert Waterman et al. (1980) developed the 7-S ). Describe the change diagnostic framework process used.
2. Apply the data obtained in research paper through an analysis of the use of the The 7-S Framework (Raobert Waterman et al. (1980) developed the 7-S framework) Create a diagnosis of where each company is today
3. Provide a SWOT analysis for TDOC and AMVL including your own SWOT analysis points pertaining directly to a comparison of organizational change effectiveness.
4. Address potential areas of resistance that were encountered or that you anticipate may be encountered and possible actions to minimize the negative effects of such resistance
The 7-S Framework
Raobert Waterman et al. (1980) developed the 7-S framework while they were working as management consultants with McKinsey & Company. They argue that organizational effectiveness is influenced by many factors and that successful change depends on the relationships among them. In an approach similar to that of Weisbord (1976), they identify seven sets of factors (see Figure 4.1).
Structure in this framework refers to the formal organization design.
Strategy concerns how the organization plans to anticipate or respond to changes in its external environment to strengthen its competitive position.
Systems are the formal and informal procedures that determine how things get done, such as budgeting, cost accounting, IT, and training systems. Waterman et al. (1980, p. 21) note that one way to change an organization without disruptive reorganization is to change the systems.
Style refers to patterns of management actions, how managers spend their time, what they pay attention to, the signals they send about priorities, and their attitude to change.
Staff can refer to appraisal, training, and development processes, and also to attitude, motivation, morale—but more importantly in this framework, this refers to how managers are developed.
Skills concern what an organization does best, expressed in the dominant attributes and capabilities that distinguish it from its competitors.
Superordinate goals refer to the organization’s guiding concepts, values, aspirations, and future direction. These are sometimes captured by the term.