The second part of the review will be conducted by means of the “McKinsey 7s model. This model is based around seven key elements of the organisation. These factors are split into two groups: hard and soft. In this model all the 7 elements are interrelated and according to this theory all these elements have to be aligned and consistent for an organisation to be successful.
Hard Elements Soft Elements
Strategy Shared Values
Structure Skills
Systems Staff Style
Hard Elements
Strategy:
MEPA operates in a continuous political context. This means that the country’s leading party determines the organisation’s policies and strategic direction.
The current strategy that the organisation has adopted is the Strategic Plan for the Environment …show more content…
The country’s leading party determines much of the direction that the organisation is to undertake for at least in its 5-year elected term.
Economic: MEPA has become a burden on the tax payers. Its biggest expenditures are the salaries and the services bills. While its main source of income is the permit issued and environmental fees.
Sociological: MEPA’s primary aim is that of meeting the needs of the people and of society and promote a better awareness of various environmental impacts in its general operational context.
Technological: The use of technology helps to respond to challenges posed by political, economic and social factors, but the lack of funds is making it impossible to upgrade its systems which are leading to a serious inconvenience.
Environmental: As the national environmental agency it should start by reducing its carbon footprint and invest in greener technologies that would not only benefit its finance but also its image.
Legal: MEPA’s legal obligations are set of national standards and on the European Union’s perspective. Its legal office is responsible for all the legalities. It tenders, legal advice to the various units within MEPA, and also assists in drafting and vetting of MEPA’s …show more content…
The majority believes that these are sound values, but do not reflect the real operative of MEPA.
In our mission statement, we have stated that we are governed by justice, fairness, commitment and professionalism. That we are committed to ensure that land use and the protection of the environment meet the needs of today's society and future communities.
This does not mean that the organisation’s statement of its vision and values are not good. According to the “McKinsey 7s model’s result, MEPA has some serious gaps in properly implementing what it has been stated in its mission statement. This has been also noted in PESTEL analysis, as MEPA is doing almost nothing to reduce its carbon footprint.
This could mean that although we have a sound national strategy, our traditional hierarchy may not be adequate to transmit the values that are found in the mission statement to the other employees. While t is still anchored to traditional political
Hard Elements Soft Elements
Strategy Shared Values
Structure Skills
Systems Staff Style
Hard Elements
Strategy:
MEPA operates in a continuous political context. This means that the country’s leading party determines the organisation’s policies and strategic direction.
The current strategy that the organisation has adopted is the Strategic Plan for the Environment …show more content…
The country’s leading party determines much of the direction that the organisation is to undertake for at least in its 5-year elected term.
Economic: MEPA has become a burden on the tax payers. Its biggest expenditures are the salaries and the services bills. While its main source of income is the permit issued and environmental fees.
Sociological: MEPA’s primary aim is that of meeting the needs of the people and of society and promote a better awareness of various environmental impacts in its general operational context.
Technological: The use of technology helps to respond to challenges posed by political, economic and social factors, but the lack of funds is making it impossible to upgrade its systems which are leading to a serious inconvenience.
Environmental: As the national environmental agency it should start by reducing its carbon footprint and invest in greener technologies that would not only benefit its finance but also its image.
Legal: MEPA’s legal obligations are set of national standards and on the European Union’s perspective. Its legal office is responsible for all the legalities. It tenders, legal advice to the various units within MEPA, and also assists in drafting and vetting of MEPA’s …show more content…
The majority believes that these are sound values, but do not reflect the real operative of MEPA.
In our mission statement, we have stated that we are governed by justice, fairness, commitment and professionalism. That we are committed to ensure that land use and the protection of the environment meet the needs of today's society and future communities.
This does not mean that the organisation’s statement of its vision and values are not good. According to the “McKinsey 7s model’s result, MEPA has some serious gaps in properly implementing what it has been stated in its mission statement. This has been also noted in PESTEL analysis, as MEPA is doing almost nothing to reduce its carbon footprint.
This could mean that although we have a sound national strategy, our traditional hierarchy may not be adequate to transmit the values that are found in the mission statement to the other employees. While t is still anchored to traditional political