ASSESSING THE EFFECTIVENESS OF RELIGIOUS ORGANISATION OFFICE DIVISION USING MCKINSEY 7S MODEL

Abstract

Research found that it is common for non-profit organisation to be strongly led, yet under-managed, which is shown through the existence of ineffective organisational practices. According to Service Chain Model, ineffective organisational practices affect employee satisfaction and commitment that subsequently influencing employees’ retention and employees’ behaviour. A low employee satisfaction and commitment could unfavourably affect quality of service provided, customer satisfaction and loyalty, and eventually affecting organisational growth. Based on this underpinning problem, this case study aims to demonstrate the relationship between ineffective organisational practices and employee’s satisfaction and commitment. Additionally, this paper demonstrates methodological process in identifying ineffective organisational practices using McKinsey 7S Model. Overall, knowing organisation’s ineffective elements can help the organisation to plan the required improvement plans.