How to make a comprehensive diagnosis of the organization and find the root cause of the change according to the analysis of the characteristics of the organizational structure? The needs of enterprises are different, so we need to determine the content of our diagnosis according to different organizational models when making organizational diagnosis. Common tissue diagnosis models are:
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Consistency model organization law
Managers often encounter many problems in the process of enterprise management, and sometimes the causes of the problems are self-evident, but many times various complex factors bring inconvenience to finding the causes of enterprise problems. Consistency model is a method that can quickly and accurately determine the root cause of enterprise problems.
Consistency model is a problem-solving method based on consistency, which is easy to operate and has been proved by a lot of research and practice. This method does not need external consultation or complicated technology, and managers all over the world are using this method from the president to the grass-roots managers. In the method of consistency model, it is pointed out that four basic elements of strategy and organization-key objectives and workflow, formal organizational arrangements and coordination or consistency between people and culture, have led to today's success. Inconsistency, lack of coordination or incompatibility between these factors is almost always the basis of current performance defects (as shown below).
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Mckinsey's 7s model
Mckinsey 7S model, referred to as 7s model for short, is the seven elements of enterprise organization designed by McKinsey & Company Research Center. It is pointed out that enterprises must comprehensively consider all aspects in the development process, including structure, system, style, employees, skills, strategy and common values.
The 7s model points out that enterprises must comprehensively consider all aspects in the development process, including structure, system, style, employees, skills, strategy and shared value. In other words, it is not enough for an enterprise to have a clear strategy and a well-thought-out action plan, because mistakes may also occur in the process of strategy implementation. Therefore, strategy is only one of the elements.
In this model, strategy, structure and system are considered as the "hardware" of enterprise success, while style, people, skills and common values are considered as the "software" of enterprise successful operation. Mckinsey's 7S model reminds managers all over the world that software and hardware are equally important. Two scholars pointed out that human nature that companies have long neglected, such as irrationality, stubbornness, intuition and liking informal organizations, can actually be managed, which is closely related to the success or failure of the company and cannot be ignored. ?
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Galbraith's star model
The star organization model put forward by Jay Galbraith holds that an organization has five basic elements: strategy, structure, reward, process and system.
In this model, managers need to answer the following questions for different management levers:
Strategy: What is the organization's vision? What are the long-term and short-term goals? What is the key to success? What are the main sources of competitive advantage?
Personnel: What kind of ability do you need? How to develop them?
Structure: How to divide the work? How many management levels are there?
Process: Who needs communication and coordination? What systems and activities are needed to coordinate, communicate and establish goals?
Reward: What behaviors, results and values need to be measured and rewarded? How to measure? By what means?
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Gallup Q 12 evaluation method
Gallup Q 12 measurement method is aimed at employee engagement and leading indicators in the working environment. Gallup collected 12 data from more than 2,500 business departments of 24 companies in different industries. Then, by analyzing the attitudes of their 65,438+005,000 employees from different companies and cultures, it is found that these 65,438+02 key issues can best reflect the four hard indicators of employee retention rate, profit, efficiency and customer satisfaction. This is the famous Q 12.
George Gallup believes that there is no management without internal measurement, because you don't know how dedicated employees are and how loyal customers are. Gallup has a self-evaluation index system of employee loyalty and engagement, and Q 12 is the measurement standard of employee engagement and participation.
Gallup also believes that in order to manage good people, we must first look at people and use people correctly. Creating an environment for him and giving full play to his advantages is the foundation of managing people. In China's words, every employee has a sense of ownership, which Gallup calls professionalism. As a member of his own unit, he has a sense of belonging. ?
The Q 12 method invented by Gallup Company has caused great repercussions in large international enterprises. Its main purpose is to test employees' satisfaction by asking 12 questions and help enterprises find the most competent department manager and the worst department manager.
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Weisberg's six-box model
If there is a model that can help us understand the reality systematically, then it is what we should learn and master in the development of enterprises. Wesburd's six-box model is the simplest and most practical choice.
Wesburd's six-box model is a sharp tool to constantly examine the business realization process from the internal perspective of the organization. It can help you "take stock of the present situation" and "open the possibility of the future" and build a bridge between reality and the future. ? Compared with the previous model tools, six boxes are more convenient and applicable.
20 10 AliPay team introduced the six-box model, and Huang Jiandong, senior consultant of organization and talent development of Alibaba Group, made a very in-depth study and concrete practice. Since then, the six-box model has been widely used in Ali, including Alibaba Cloud, Taobao, Tmall and other subsidiaries and business divisions, and has been iteratively optimized in practice, making this tool a tool model familiar to the majority of HR.
Ali has a saying: "No matter how the business and organizational structure change, six boxes run once." It is conceivable how deep and extensive the application of "six boxes" in Ali is.
It starts diagnosis from six dimensions:
Box 1- Mission/goal: Mission and goal are the starting point of an organization. Without this box, there would be no organization. Does the company have a clear mission? Do employees understand and agree with the company's mission?
Box 2- Organization/Architecture: How does the organizational architecture support the realization of tasks/objectives, and what kind of architecture is needed to support the realization of objectives?
Box 3- Relationships/Processes: Who should work with whom and do what in the organization? Mainly depends on whether there are processes, and the relationship between them from the perspective of architecture and business processes;
Box 4- Help mechanism: What is the system mechanism to support organizational work? What mechanisms can help team members achieve their goals?
Box 5- Reward/Incentive: A clear reward system conveys the real expectations of the organization to employees. How can organizations motivate employees to achieve their goals?
Box 6- Leadership/Management: Box 6 is located in the center of the model, and Wesburd thinks this box is the most important. How do leaders balance the other five boxes? What action should be taken to correct the time imbalance?
If you learn six boxes, you must learn from Ali. As a senior consultant of Alibaba Group's organization and talent development, Mr. Huang Jiandong has more than 20 years' experience in human resource project management, and has helped Alibaba B2B and Tmall to transform their organizations. Introduce "six boxes" into Ali to promote organizational change. It can be said that Huang Jiandong's voice is the authoritative voice in the OD world.
Preaching and teaching to solve doubts, Mr. Huang jointly launched six boxes of OD special sessions, and the first phase has been successfully completed. Participants thoroughly studied and understood the six-box model and were able to apply it to their own organizations. They actively ask questions and exchange ideas until the end of the course.
Many students who can't attend the six-box OD special for some reason are looking forward to the new course. Under everyone's expectation, Hangzhou six boxes of OD special is coming! Teacher Huang Jiandong will show the charm of six boxes on the spot, so that you can learn to understand them and apply them to your own organization. The number of places in this course is limited, while stocks last!
Promote education and do good together.
OD special? Hangzhou Station
Six-box model and tissue diagnosis
—2020. 10. 16? —
An effective tool for tissue diagnosis
Inventory status
The possibility of opening the future
Build a bridge between reality and the future