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|Title:||Using the McKinsey 7-S Model for the Strategy Formulation and Implementation: Case Study in Ceramic Industry in Thailand||Authors:||Adsavakulchai, S.
|Issue Date:||2008||Publisher:||University of the Thai Chamber of Commerce
University of the Thai Chamber of Commerce
|Source:||S. Adsavakulchai, P. Sopajitwattana, K. Kanchanasuntorn (2008) Using the McKinsey 7-S Model for the Strategy Formulation and Implementation: Case Study in Ceramic Industry in Thailand. UTCC Engineering Research Papers.||Abstract:||The McKinsey 7-S Model is a widely chosen strategy to a variety of activities that viewsculture as a function of seven variables: strategy, structure, systems, style, staff, skills andshared values. Almost the ceramic industries in Thailand especially in souvenir products areSME. The main objective of this study is to develop as a way of thinking more broadly aboutthe problems of organizing effectively in the SME ceramic industries. As a result, using theMcKinsey 7-S model are: these SME ceramic industries do not have the strategy forsystematic action and structure; do not have the organization structure and maintains aharmony between the authority-responsibility relationships. In addition, these comprisesseveral systems including forecasting, tracking, communication, accounting and financing,quality assurance, Enterprise Resource Planning and CRM. The leadership approach of thecontrol management styles involved with the way the organization operates and collectivelyworks to achieve its company’s goods and services. Some have special skills to sustain thedistinctive capabilities of an organization. Almost the staff is labor–intensive in the enterpriseand some concerns the values that are shared by the concept of wisdom.||URI:||https://scholar.utcc.ac.th/handle/6626976254/510||ISSN:||1906-1625||Rights:||This work is protected by copyright. Reproduction or distribution of the work in any format is prohibited without written permission of the copyright owner.|
|Appears in Collections:||EN: Journal Articles|
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