{"id":6929,"date":"2023-12-17T13:43:22","date_gmt":"2023-12-17T12:43:22","guid":{"rendered":"https:\/\/strate9y.com\/?post_type=glossary&p=6929"},"modified":"2026-05-21T11:26:20","modified_gmt":"2026-05-21T09:26:20","slug":"model-7s","status":"publish","type":"glossary","link":"https:\/\/strate9y.com\/sk\/glossary\/model-7s\/","title":{"rendered":"Model 7S"},"content":{"rendered":"\n

\u2190 STRATE9Y Knowledge Hub<\/a><\/p>\n\n\n\n

Model 7S v\u00e1m pom\u00f4\u017ee zos\u00faladi\u0165 7 k\u013e\u00fa\u010dov\u00fdch oblast\u00ed v\u00e1\u0161ho podnikania – od strat\u00e9gie a\u017e po firemn\u00fa kult\u00faru – s cie\u013eom dosiahnu\u0165 lep\u0161\u00ed v\u00fdkon a \u00faspech na trhu.

Model 7S je model, ktor\u00fd vytvorili konzultanti spolo\u010dnosti McKinsey Tom Peters a Robert Waterman v 80. rokoch 20. storo\u010dia. Tento model identifikuje sedem z\u00e1kladn\u00fdch prvkov (strat\u00e9gia, \u0161trukt\u00fara, syst\u00e9my, spolo\u010dn\u00e9 hodnoty, zru\u010dnosti, \u0161t\u00fdl, person\u00e1l), ktor\u00e9 musia by\u0165 zos\u00faladen\u00e9 a vz\u00e1jomne sa podporova\u0165, aby bolo vedenie organiz\u00e1cie \u00faspe\u0161n\u00e9.<\/p>\n\n\n\n

    \n
  1. Strat\u00e9gia<\/strong>: pl\u00e1n alebo smerovanie spolo\u010dnosti na dosiahnutie jej dlhodob\u00fdch cie\u013eov.<\/li>\n\n\n\n
  2. \u0160trukt\u00fara<\/strong>: organiza\u010dn\u00e1 \u0161trukt\u00fara a dizajn vr\u00e1tane hierarchie a de\u013eby pr\u00e1ce.<\/li>\n\n\n\n
  3. Syst\u00e9my<\/strong>: ka\u017edodenn\u00e9 procesy a postupy, ktor\u00e9 zamestnanci pou\u017e\u00edvaj\u00fa na vykon\u00e1vanie svojej pr\u00e1ce.<\/li>\n\n\n\n
  4. Spolo\u010dn\u00e9 hodnoty<\/strong>: z\u00e1kladn\u00fd s\u00fabor hodn\u00f4t a noriem, ktor\u00e9 definuj\u00fa kult\u00faru spolo\u010dnosti a poskytuj\u00fa etick\u00fd kompas.<\/li>\n\n\n\n
  5. Zru\u010dnosti<\/strong>: zru\u010dnosti a kompetencie zamestnancov organiz\u00e1cie.<\/li>\n\n\n\n
  6. \u0160t\u00fdl<\/strong>: \u0161t\u00fdl vedenia a sp\u00f4sob, ak\u00fdm sa ved\u00faci spr\u00e1vaj\u00fa a komunikuj\u00fa s podriaden\u00fdmi.<\/li>\n\n\n\n
  7. Spolupracovn\u00edci<\/strong>: zamestnanci a ich v\u0161eobecn\u00e9 zru\u010dnosti.<\/li>\n<\/ol>\n\n\n\n

    Historick\u00fd kontext modelu 7S siaha do obdobia, ke\u010f spolo\u010dnosti h\u013eadali komplexnej\u0161ie pr\u00edstupy k riadeniu a chceli prekona\u0165 obmedzenia tradi\u010dn\u00fdch organiza\u010dn\u00fdch \u0161trukt\u00far a strat\u00e9gi\u00ed. Model 7S bol revolu\u010dn\u00fd v tom, \u017ee zd\u00f4raz\u0148oval v\u00fdznam m\u00e4kk\u00fdch prvkov, ako s\u00fa podnikov\u00e9 hodnoty a \u0161t\u00fdl vedenia, popri tvrd\u00fdch prvkoch, ako je strat\u00e9gia a \u0161trukt\u00fara.<\/p>\n\n\n\n

    \"Model
    McKinsey model 7S \u2013 p\u0159ehled 7 prvk\u016f organizace<\/figcaption><\/figure><\/div>\n\n\n\n


    V teoretickom kontexte sl\u00fa\u017ei model 7S ako n\u00e1stroj na diagnostiku a pochopenie organiza\u010dnej zlo\u017eitosti. Pom\u00e1ha mana\u017e\u00e9rom identifikova\u0165 a analyzova\u0165 r\u00f4zne aspekty, ktor\u00e9 je potrebn\u00e9 zoh\u013eadni\u0165 pri zav\u00e1dzan\u00ed zmien.<\/p>\n\n\n\n

    V s\u00fa\u010dasnosti je model 7S st\u00e1le aktu\u00e1lny a pou\u017e\u00edva sa ako n\u00e1stroj organiza\u010dn\u00fdch zmien, pl\u00e1novania a strategick\u00e9ho riadenia<\/a>. Je obzvl\u00e1\u0161\u0165 u\u017eito\u010dn\u00e1 na pochopenie toho, ako na seba jednotliv\u00e9 prvky organiz\u00e1cie vz\u00e1jomne p\u00f4sobia a ak\u00e9 faktory je potrebn\u00e9 zoh\u013eadni\u0165 pri pl\u00e1novan\u00ed organiza\u010dn\u00fdch zmien alebo zlep\u0161en\u00ed.<\/p>\n\n\n\n

    Kedy pou\u017ei\u0165 model 7S v praxi<\/strong><\/h2>\n\n\n\n

    Model 7S pou\u017eite vtedy, ke\u010f m\u00e1te pocit, \u017ee \u201enie\u010do nefunguje\u201c, ale neviete presne \u010do.<\/p>\n\n\n\n

    Typick\u00e9 situ\u00e1cie:<\/p>\n\n\n\n