Sunday, September 22, 2019

Richard Pascale (the person who known as Honda Effect) Essay

Richard Pascale (the person who known as Honda Effect) - Essay Example The four dimensions incorporate the management of past, present and future. In addition to these dimensions, there is also the need for strategic intent as well as the need for agility on the management part as these are what will drive the sustainability of the organization in the future. Power is constant in the present and future, but the learning and identity development which was carried out in the past should be added on in the present as well as in the future. Contention will always be present and hence strategies to handle these conflicts should keep on being developed. Pascale further explains that not all moves an organization makes are calculated or based on years of positive research findings. He advocates for flexibility in the management as there is no on definite prescription to success. This is evident in the Honda story where they stumbled upon success in the US market despite market research eliciting negative findings. Sometimes success simply comes because of a series of unplanned effects but the most important thing is to be prepared to handle it once it comes and strategize on sustaining or even increasing it further (Pascal, 2000). The 7s theory model is relevant in all organizations and should be implemented by management. These include: style, strategy, skills, staff, shared values, structure as well as systems. The concepts mentioned briefly above are summarized in the table below and they all focus on using the past strategies to establish the present and build on the future. They are simply a guideline to the managers by Pascale for every organization on how to ensure that they not only succeed but they sustain the success in the future. Further issues to think about in management are the attitudes of the managers towards their jobs, employees and competitors. The job attitude matters a lot and especially for the new generation of managers whose patience is not their strongest

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