7S Analysis & recommendations For KJSE

-7S Analysis & recommendationsFor KJSE

Organizations Behavior Team Project

Group 2-Anton Steven Gutsle-Kim Minji-Kim Youngmin-Ahn Seyong-Baek Yurim-Jo Younghoon

1 l Overview of project

2 l McKinsey 7-S Analysis

3 l Verified Key-Problem-State-ments

4 l Recommendations

-Contents

- 1. Overview of project

1.1 l Brief Information of target organization

KJSE : Ko-rea Japan Student Ex-change

Student activ-ity club for student ex-change be-tween Korea and Japan


1.1 l Brief Information of target organization

- 1. Overview of project1.2 l Purpose of project

To apply the McKinsey 7-S Model

to KJSE

To help KJSE to avoid the prob-lems observed now and in the future


1.3 l Method for conducting case analysis

Step 1 : Non-valuing 7S analysis

Step 2 : Define three major problems

Step 3 : Develop recommendations


1.3 l Method for conducting case analysis

Interview done on 8th Nov 2011With President of KJSE for 3 hours

- 2. McKinsey 7-S analy-sis2.1 l Strategy

KJSE's mis-sion

To improve mutual understanding Between both Korean and Japanese studentsThrough cultural exchange

KJSE's vision

not clearly stated.

(contributing to the friendliness between two coun-tries)

Not organically connected mission, vision, and oper-ation plan

Points!

- 2. McKinsey 7-S analy-sis2.1 l Strategy

The operational plans

KJSE focused on main events held annually

Jan Feb Mar Apr May Jun

Jul Aug Sep Oct Nov Dec

-Recruiting-Orientation

-Daily HOF -Summer Activity

-Discussion

-Summer Activity

-Picnic-Summer Activity

-MT

-Discussion -HomeComing day

-Evaluation of attendance-MT

- Lack of specification

Points!

Dept Man-ager.

Dept Man-ager.

Dept Man-ager.

Dept Man-ager.

- 2. McKinsey 7-S analy-sis2.2 l Structure

KJSE member

formed with 1 president, 2 vice-presidents and about 25 general members

Vice-presi-dent

Vice-presi-dent

Mem-bers

Mem-bers

Mem-bers

Mem-bers

highly centralized organization !

Only the president and vice-presidents discuss & decide

KJWA JKSE

Senior

JuniorThe relationship is very

strict.

PresidentKJSE


General members are divided into several de-partments

focuses on member’s motivation rather than ability

Member Allocation

Choose what you want~Div

Div

Div


General members are divided into several de-partments

Member Allocation

Choose what you want~Div

Div

Div

However, changed into Functional structure in summer

Func-tion

Func-tion

Func-tion

After summer, they go back to Division struc-ture


- Gap exists somewhat between juniors group and seniors group

- KJSE is supported stably by a KJWA

Points!

- Members allocation by motivation rather than ability

- Member’s division and attributes are not considered in forming ’Taskforce’

- Highly centralized organization

- 2. McKinsey 7-S analy-sis2.3 l Systems

- Merely, writer’s personal feeling about the event. Rather than the information about the process.

- The report assignments are randomly allocated

Information System

They accumulate the information by just ‘Re-port’

- Some official reports are only accessible to the president and not digitalized.

Inefficient information sys-tem

Points!

- 2. McKinsey 7-S analy-sis2.3 l Systems

Performance assessment system does not exist

At the end of the year, KJSE punishes members who does not meet the atten-dance

Evaluation System

Only just Penalty System. The group’s penalty system is based on the at-tendance.

- Only Penalty system exists, which is just checking attendance

Points!

Seyong

penalty system exists

- 2. McKinsey 7-S analy-sis

2.4 l Style

-Centralized decision making

About Top Leader

- The quite a stubborn leader

Points!

-Merely describing & persuading

-Leader believe there was no conflict in his term now “members who have doubts and questions seem to understand the council's decision after he ex-plains background information and situations”

- 2. McKinsey 7-S analy-sis2.5 l Shared Values

- Responsibility, cooperation, commitment, and openness

Main Shared Val-ues

- KJSE's president recognizes that members are not fully aware of shared value.

- The way of emphasizing: President’s randomly ad-dressing

Top priority : Responsibil-ity.

- Lack of recognizing responsibility! But no special training session and opportunity to enhance responsibility

Points!


2.6 l Skills

Stable exchange agreement with JKSE(twin org.) and Accumulated experience from their long history

Stable funding

KJSE have stable fund supporting for their student activity from KJWA.

About \ 2M!

Strong Relationship with JKSE

- Stable Funding and Ex-change could be competitive advantage.

Points!


2.7 l Staffing

Consists of application form, interview, and Monitoring but Not considering Shared Values

Don’t have any training program such as new members’ training, work skill, and language skill etc.

Recruiting

Training Program

- Needed for training pro-gramwhich can inspire members

Points!

- 3. Verified Key-Problem-State-ments3.1 l In Broad Context, Why we focus on the following problem?

Spotted Three Problem Crite-rias.

1. KJSE’s strategic components is ambiguous.

2. Shared-values are not fully understood and shared among their members

3. Lack of Organization management brings about inefficiency to overall organization.

Statement 2 : Difficulties in Sharing Common Values

Statement 1 : Loss of Direction

Statement 3 : Lack of Organized System

- 3. Verified Key-Problem-State-ments3.1 l In Broad Context, Why we focus on the following problem?





- 3. Verified Key-Problem-State-ments3.2 l Statement 1 : Loss of Direction

Lack of specific mission, vision and strategic objectives

Cause…

Members of KJSE can’t recognize why they’re doing such hard duties

1.

Members can’t check whether they’re doing right for KJSE’s objectives

2. Ex. Member confuse essen-tial purpose of ‘Summer Event’

- 3. Verified Key-Problem-State-ments






3.3 l Statement 2 :Difficulties in Sharing Common Values

KJSE

Our Shared-values are Responsibility, cooperation, commitment, and openness !

Responsibility is most required !

No formal training course to strengthen understanding of responsibility

1.

Insufficient communication between junior and senior members

2.

Inappropriate staffing could also cause the lack of shared value

3.

But…

T_T


3.4 l Statement 3 : Lack of Organized System

1. No compensation sys-tem

Just only penalizing,

2. No assessment based on perfor-mance

Just check if they are present or not on regular meeting

Not enough motivation & inspi-

ration.

Also not enough motivation & in-

spiration


3.4 l Statement 3 : Lack of Organized System

3. Some operational Information is re-ported only for presidential group

Same mistake occur in preparing regular event annually because of lack of process information

4. No training session

Low efficiency

Not any opportunities for members to enhance in terms of required skills among their activity.

Low efficiency & feeling of

achievement

Our Recommendations.

Sharing Common Values Successfully

Clear Strategy

Organizing System Efficiently

How do they help to solve the general problems of KJSE

- 4. Recommendations



Clear Strategy




- 4. Recommendations4.1 l Statement 1

Make or change whole Vision, strategic ob-jective

and Operational Plan.

1. Make Specific & Clear Vision for KJSE.

To improve mutual understanding between Korean and Japanese students through cultural exchange

Mission (exist-ing)

Members of KJSE obtain deeper understanding Of Japanese culture after working in KJSE

Vision (New!)


1. Hold Writing Test &The average score of the test

held in Dec should be increased by 20%

2. Develop new strategic objectives & operational plan

KJSE has to Make or Change whole Vision, strategic objective and Operational Plan.

2. Carry out Five event With Japanese student at least 5

times



Clear Strategy





4.2 l Statement 2

KJSE has to clearly state the shared-values from

the stage of promotion and recruiting.

- Shared-values aren’t stated in any of the re-cruitment process,

Wrong applicant’s apply

- Applicants can not fully understand KJSE’s needs


4.2 l Statement 2



- Clearly show what they think important on promotion or recruiting process such as on leaflet, web-site

Could Select Proper People who have what they wants

- When screening applicants in recruiting KJSE has to evaluate them based on it’s shared values

Therefore


4.2 l Statement 2



- After recruiting, Execute training program regularly which address

Help them to understand shared-values more deeply

Moreover

- By explaining the background of KJSE and why KJSE chose each member.



Clear Strategy





KJSE has to change Assessment Criteria

from penalty to compensation- People are motivated by reward Rather than punishment !

Need to Add Compensation Sys-

tem!

Penalty

Evaluation

(existing)

Compensation

(new)

Step 2

Step 1 Make objective evaluation criterias


4.3 l Statement 3

The Data created through the preparing process would be helpful to future members

KJSE has to found Information Management Sys-

tem.

Will lead current members to be effective

- save their time and energy for data search in task. - prevent themselves from doing same mistake.



Clear Strategy




- 4. Recommendations4.4 l How do they help to solve the general problems of KJSE

1. By setting measurable objectives for group, the members could be aware what the direc-

tion of their activities is and how can evaluate

that.

2. Trying to spread shared-values among all members

will be helpful for enhance their cohesiveness reduce problems caused by misunderstand-

ing.

3. Effectiveness of KJSE would be increased by building a compensation system based on assessment including punctuality with MIS

7S Analysis & recommendations For KJSE

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