Abstract
M.Comm.
Persons often perceive effectiveness differently. Once the term effectiveness is used,
every person in an audience would probably have a different point of view of what is
meant by effectiveness. The aim of this study is to provide a survey to the personnel
of MHS, to obtain a diverse audience that is familiar with the organisation and through analysis to establish what is required to ensure the effectiveness of MHS as an organisation. An organisation's management will often identify that a problem exists within the organisation. They are however unable to diagnose exactly what the problem is and
may even have much different perceptions of the management problem than employees working at the ground level. This study is meant to guide management decision making, by providing recommendations to resolve identified problems during transformation planning in the organisation and before any changes are implemented. The study will assist in diagnosing the organisation's ability to adapt to the future. The model can also be applied to establish which of the links that exist between each of the S's can be used to identify the strengths and weaknesses of the organisation. No S on it's own is a strength or a weakness; it is only relevant to the degree that it supports the other S's. Any of the S's that harmonise with all the other S's will be deemed strengths. Any dissonances are weaknesses (Enock, 2001a: 3). The model will highlight how changes made in any one of the S's will have an impact on all the other S's. Therefore if planned change is to be effective, then changes in one S must be accompanied by complementary changes in the others (Enock, 2001a: 3). The crux of the study lies therein that: "The 7S framework provides a way of understanding how interrelated elements fit together in trying to implement a strategy. It is the degree of difference between what a firm does well and the
requirements of a new strategy that determine the degree of difficulty of implementation" (Harvey, 1988: 199). The key to implementing reengineering strategies is to ensure that all the elements are in alignment, or fit, with the proposed strategy (Harvey, 1988: 199).