Custom Food and Feed Corporation (CF&F) is currently experiencing problems that the inspectors of the Tech Department connect to the drawbacks of the Human Resources Management (HRM) of this department. Therefore, as a newly appointed HR manager of the Tech Department, I have considered and negotiated with my team the three potentially effective organizational change models. They are the 5 P’s Model by Pryor, White, and Toombs, the Six Sigma Model, and McKinsey 7S Framework. In this report, the basics of these models are briefly outlined for the effective use of any, or all, of these change models in CF&F.
Thus, the 5 P’s Model by Pryor, White, and Toombs (1998) is the change model that focuses on the essential elements of organizational development, including purpose, principles, processes, people, and performance (Pryor and Toombs, 2005). These essential elements are all interconnected and equally crucial for organizational progress. Purpose determines principles, processes, people, and performance. Each of the latter four elements provides feedback to purpose, after which either the sense or principles, techniques, and people can be modified to achieve better performance. Drawing from this, one can see that the 5 P’s model is focused on a comprehensive analysis of the organization and the mutual communication and feedback the organizational elements, i. e. purpose, principles, processes, people, and performance, provide to each other for the managers to measure the effectiveness of the model and work accordingly (Pryor and Toombs, 2005).
The Six Sigma model can solve the CF&F issues from another side. The essence of this model is in the attempt of the management to lead the company to function perfectly, in our case in the HRM context, and provide not more than 3.4 defects as measured by a million opportunities (Esposto, 2009). Thus, six sigma is the desired level of performance, but to reach it, the company usually has to go through other four sigma levels with defects ranging from 60% at one sigma level to 5% at the four sigma level. The Six Sigma model comprises five major phases and requires a company to define and then measure, analyze, improve, and control the problem (Esposto, 2009).
Finally, McKinsey 7S Framework is the model allowing the company, or a department of it, to consider the effectiveness of seven essential elements of its performance and make necessary corrections in case of necessity. These seven elements include the three complex elements (strategy, structure, and systems) and four soft ones (shared values, skills, style, and staff) (Mind Tools, 2009). All these seven elements are interdependent and directed at pursuing shared values. The model can be effectively implemented to determine which of these seven elements fail in an organization and how they can be improved. Only the perfect alignment of all the seven elements listed allows for speaking of a properly functioning organization (Mind Tools, 2009).
Thus, all the above-discussed change models are comprehensive in focusing on organizational problems. The Tech Department HR directory can effectively implement any of these models. Still, only in case all the Tech Department members realize their roles in the change process and are ready to participate. Therefore, besides the proper implementation of any change model, we need our team to be firm in the commitment to develop our Tech Department.
References
Esposto, F. (2009). Six Sigma Basics. Web.
Mind Tools. (2009). The McKinsey 7S Framework. Web.
Pryor, M. and Toombs, L. (2005). Management Models and Quality Initiatives in Small Business: 5 P’s Model. Web.