Implementation Of Organizational Changes According To The Mckinsey 7S Model

Abstract

Adaptation to changes in the market and constant changes in the organization in order to achieve or maintain a competitive position is a constant task of modern management. A special emphasis in the organizational change management process is the creation of a change strategy and communication strategy that aims to mitigate the impact of organizational change on people and organizational culture, which can also be the biggest obstacle to their implementation. In order to carry out the process of change within organizations as easily and painlessly as possible, many models have been designed that have the purpose of helping management design, evaluate the situation, plan, implement and maintain changes. McKinsey 7S model is one of the frequently used models that helps in analyzing the current state of the organization and detecting weak points, as well as analyzing the state after implemented changes. The goal of this research was, according to the McKinsey 7S model, to determine the respondents' views on the role of management when implementing organizational changes and attitudes of the respondents regarding the reduction of employee resistance. The research results indicate the importance of management's role in the management of organizational changes and that employee resistance, as one of the most common causes of inadequate implementation of changes, can be reduced by management. This research sheds light on an important research area and represents a springboard for future research in this area and an incentive for other scholars to analyze more closely the role of management when implementing organizational changes.