Assignment 1: University of Alabama Organizational Strategy

As a representative of UAB, the educational and learning functioning business within Birmingham is important to drive top-line learning and increase corporate performance and help achieve excellence through various dimensions. According to McKinsey, a 7s framework was designed to examine an efficient strategic design and determine whether or not the components are governance structure is in place and permit the organization to meet its goals (Jurevicius, 2013). The following basic interpretation and definition will contrast the organization structure of UAB with five components of this framework: strategy, style, staff, skills, and shared value.

Strategy

UAB has a strategic method that drives top-line revenue and profit to promote the company’s implementation plan. The organization has various departments which include science departments, engineering, history, and economics based on the public demonstrations. Regarding the investor or stakeholders page on the corporate website, the tactic of each investment firm is a strategic program that boosts profitability and secures the company’s long-term practicability in years to come. The 7s Model of McKinsey defines a strategic approach and considers it explained, and long-term in nature thus, contributing to the achievement of comparative strategy, and can be anticipated through a coherent vision, mission, and core values” (Jurevicius, 2013). As a result, business governance coincides with the McKinsey concept since it is both explicitly stated and long-term in nature.

Style

The senior leadership follows a transformational approach to decision-making and delegation. This management model is best exemplified by the company allowing every staff member to contribute to organizational performance, which is the best way to demonstrate the transformational approach. According to Sirota, the assessments are intended to “concentrate exclusively on emerging reducing organization surveys that facilitate our customers to take the appropriate actions to identify opportunities for improvement by better exploring the experiences of their people. The overall organizational note also funds these surveys, but it also requires the outcomes to heart and meticulously assesses the fundamentals of the institution in order to minimize obstacles and strengthen a better working environment. After reviewing their outcomes and sharing them via phone calls, meetings, and e-mails, each type of supervision makes changes in response to the results and feedback received. According to McKinsey’s framework, the style of organizational strategy corresponds to the style of leadership (Jurevicius, 2013). UAB ‘s corporate strategy is connected to the practice and helps in organizational growth and development.

Staff

Staff employees are the focus of McKinsey’s staff element, which refers to the types and numbers of employees a business organization will require, as well as how they will be tried to recruit, encouraged, and trained, among other things (Jurevicius, 2013). Because there may be no specific numbers pertaining to headcount, the response to this question may appear to be somewhat subject to interpretation. Human resources, on the other hand, are allocated according to the revenue band of accounts, with the small and medium-sized business segment having the highest concentration of personnel assets. Salespeople dedicated to international and global account information are in short supply, but they are supplemented by the headcount in support teams and supplementary educational support. Several specific divisions, have an opportunity to increase headcount in order to provide relief to existing teams. Recruiting is done primarily from within the company, and team members who are willing to commute are highly valued. Applicants from outside the company are evaluated on an individual basis, and only after extensive vetting and multiple rounds of interview sessions will an offer of employment be extended. Finding talented people who share the same values and corporate culture as UAB remains the main focus to ensure assimilation into the company’s upper ranks. Skills

Skills

Skills are critical constructs that any Institution focuses on to effect change. According to Jurevicius 2013), the firm’s workers perform admirably in terms of core competencies, and other aspects of their jobs. The company is committed to sharing these capabilities with my team members in order to safeguard their success as well. This is not a set of values that is exclusive to me. Teammates and management are encouraged to cultivate a culture of shared learning and communicated growth among themselves. As a result, the organization has institutional quality-driven senior executives that are committed to development and change within the organisation to ensure the accomplishments of the company’s corporate strategy. I am optimistic in my own abilities as well as the capabilities of my team, and if this is not the case, I have the reserves at my disposal to address any snags. Although moderate corporate change is occurring within my team, changes to internal networks and mechanics are occurring on a constant basis. From my personal observation, our teams have proven to be extremely adept at maneuvering the potential issues of change in to achieve their educational plans and organizational demand.

Shared Values

In McKinsey’s model, moral principles serve as the foundation for work performance and corporate action. While there are areas of Smith that need to be addressed, the overall headcount is sufficient to achieve the company’s structure, and that principle has permeated the organization from the top to the bottom of every level. The Purple Promise, states, I will go above and beyond to ensure that every UAB’s perception is exceptional and remains a fundamental principle. Further demonstrations of this are provided by the company’s motto: “People, Service, Profit,” which means that the safety of the team members is at the core of the business techniques, followed by a commitment to service to our customers, and finally the profit we make. Everyone I’ve worked with has a firm grasp on the prerequisites of their situation as well as the behavior that is reasonable within that position, based on my observations and observations of others. FedEx has developed a very attractive compensation and benefits plan, which makes it very difficult for a team member to conscientiously deviate from the standards prescribed forth by the company.

Conclusion

The results of this preliminary investigation reveal that UAB services possess a sound strategy in support of strategic planning, leaders who demonstrate servant leadership, a talented squad that acknowledges aspirations, and effective practices for regenerating the ranks. For the purposes of this basic analysis, the five principles protected in this basis interpretation are consistent with the organizational strategy of the company when applying McKinsey’s 7s Framework for organization structure to the University of Alabama

References

Jurevicius, O. (2013, December 20). Conquer the Challenge of Expansion with McKinsey 7s. Retrieved from https://www.strategicmanagementinsight.com/tools/mckinsey-7s-model-framework.html