| The Hard S’s | |
| Strategy | Actions a company plans in response to or anticipation of changes in its external environment. |
| Structure | Basis for specialization and co-ordination influenced primarily by strategy and by organization size and diversity. |
| Systems | Formal and informal procedures that support the strategy and structure. Systems are more powerful than they are given credit) |
| The Soft S’s | |
| Style / Culture | The culture of the organization, consisting of two components:
|
| Staff | The people/human resource management – processes used to develop managers, socialization processes, ways of shaping basic values of management cadre, ways of introducing young recruits to the company, ways of helping to manage the careers of employees |
| Skills | The distinctive competences – what the company does best, ways of expanding or shifting competences |
| Shared Values /Superordinate Goals | Guiding concepts, fundamental ideas around which a business is built –must be simple, usually stated at abstract level, have great meaning inside the organization even though outsiders may not see or understand them. |
cf.: Article Summary from TheManager.org
cf.:The Information Systems Triangle