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An updated version of the classic McKinsey "7-S" Model, this note is designed to help MBA students and practicing managers understand the dynamic relationship among an organization's superordinate goals, strategy, structure, systems, style, staff, skills, and shared values, and provides engaging, contemporary examples at each level of analysis. The note expands the classic model to include a fuller discussion of links among the external situation/stakeholders, internal Ss, and various metrics of organizational success. The note challenges students to provide leadership within their area of influence (e.g., to understand and promote corporate strategies in their business unit, function, or geography); to remedy misaligned aspects of the organization; and to foster change that would help the organization realize its superordinate goals, affirm its shared values, and enhance overall performance.

This case can be used to teach students about individual behavior, Type A behavior, time and priority management, balancing work and family life, managing performance, managing energy in professional life, organizational behavior, and leadership. John Wolford, a new general manager of a technology manufacturing company, finds his role so stressful that he undergoes medical tests.

This case can be used to teach individual behavior, Type A behavior, time and priority management, balancing work and family life, managing performance, managing energy in professional life, organizational behavior, and leadership. In this C case, a business analyst who reports to John Wolford has given him a discouraging report regarding the results of a survey taken by the employees of his company.

When a former middle manager of a technology manufacturing company becomes a general manager, he finds his new role more stressful. There are complaints from sales reps about delayed shipments to customers, and workers are protesting the new climate survey he initiated in an attempt to learn more about how employees feel. Also EEOC regulations have forced him to study how well his employees are treated. His attempts to delegate have backfired, and his organization is $400,000 off plan. This case can be used to teach students about individual behavior, Type A behavior, time and priority management, balancing work and family life, managing performance, managing energy in professional life styles, organizational behavior, and leadership.