netrashetty
Netra Shetty
Audiovox Corporation (NASDAQ: VOXX), founded in 1965 and headquartered in Hauppauge, New York. Diversification and acquisition has grown Audiovox from a car stereo company to a premier brand in mobile electronics and consumer electronics and a major player in consumer electronic accessories. Winner of numerous CEA Innovation Awards, the company prides itself on its dedication to new product development and new trends in technology.
The company has established marketing partnerships with major electronic companies such as Sony PlayStation for a combination gaming and rear seat video system and Sirius XM for satellite radio to name a few. Audiovox supports vehicle safety products through its Kids & Cars affiliation which is in its sixth year.
Among the highly recognized and powerful domestic brands now owned by Audiovox are: Acoustic Research, Advent, Code Alarm, Invision, Jensen, Prestige, RCA, and Terk. Our International brands include Heco, Incaar, Oehlbach, Mac Audio, Magnate and Schwaiger, among others. In addition the company licenses the Energizer brand.
CEO
Patrick Lavelle
Chairman of the Board
John Shalam
Director
Philip Christopher
CFO
Charles Stoehr
Senior Vice President
TM
Senior Vice President
RM
Senior Vice President
LS
Senior Vice President
DG
Marketing
AB
6
Secretary
Chris Johnson
In looking at the existing culture in the business unit of S&F, it appears that the culture is considerably more influential than the actual formal structures in the organization. This is understandable as the employees in the teams are predominantly skilled personnel. There is an existing presumption that without their capabilities and skills in the team, the overall operations of the business unit as well as the company will be crippled. To some extent, there is veracity in this supposition. Personnel adept in information technology are hard to come by. To this end, seeking their cooperation would be the best way to win them over.
In this regard, the consideration should be in the group level to ensure the best results. Choosing this course of action is basically based on the description of the organization above where the individuals are influenced primarily by their respective groups. Groups could be formal or informal groups. (Jehn, Northcraft, Neale 1999, 741) Formal groups include those involved in teams. As seen in the case of S&F the teams are a result of departmentation by function where the individual skills are grouped to achieve certain organizational objectives in an opportune manner. On the other hand, informal groups are those that are naturally occurring as manifested in the numerous cliques in the business unit. Normally, informal cliques are shaped because of manifestations of value congruence among the personnel. (Klaas, Mcclendon and Gainey 2000, 107) This means that in an instance where an individual finds out that another share the same values as he/she does, then it is more likely that he/she reacts positively towards the latter.
The Seven-Ss is a framework for analyzing organizations and their effectiveness. It looks at the seven key elements that make the organizations successful, or not: strategy; structure; systems; style; skills; staff; and shared values.
Consultants at McKinsey & Company developed the 7S model in the late 1970s to help managers address the difficulties of organizational change. The model shows that organizational immune systems and the many interconnected variables involved make change complex, and that an effective change effort must address many of these issues simultaneously.
Why Organizational Change Fails: 8 Common Errors
7-S Model – A Systemic Approach to Improving Organizations
The 7-S model is a tool for managerial analysis and action that provides a structure with which to consider a company as a whole, so that the organization's problems may be diagnosed and a strategy may be developed and implemented.
The 7-S diagram illustrates the multiplicity interconnectedness of elements that define an organization's ability to change. The theory helped to change manager's thinking about how companies could be improved. It says that it is not just a matter of devising a new strategy and following it through. Nor is it a matter of setting up new systems and letting them generate improvements.
The Tao of a Winning Organization
To be effective, your organization must have a high degree of fit, or internal alignment among all the seven Ss. Each S must be consistent with and reinforce the other Ss. All Ss are interrelated, so a change in one has a ripple effect on all the others. It is impossible to make progress on one without making progress on all. Thus, to improve your organization, you have to master systems thinking and pay attention to all of the seven elements at the same time.
There is no starting point or implied hierarchy - different factors may drive the business in any one organization.
Shared Values
Shared values are commonly held beliefs, mindsets, and assumptions that shape how an organization behaves – its corporate culture. Shared values are what engender trust. They are an interconnecting center of the 7Ss model. Values are the identity by which a company is known throughout its business areas, what the organization stands for and what it believes in, it central beliefs and attitudes. These values must be explicitly stated as both corporate objectives and individual values.
Inspiring Culture
Structure
Structure is the organizational chart and associated information that shows who reports to whom and how tasks are both divided up and integrated. In other words, structures describe the hierarchy of authority and accountability in an organization, the way the organization's units relate to each other: centralized, functional divisions (top-down); decentralized (the trend in larger organizations); matrix, network, holding, etc. These relationships are frequently diagrammed in organizational charts. Most organizations use some mix of structures - pyramidal, matrix or networked ones - to accomplish their goals.
Strategy
Strategy are plans an organization formulates to reach identified goals, and a set of decisions and actions aimed at gaining a sustainable advantage over the competition.
Sustainable Competitive Advantage
Systems
Systems define the flow of activities involved in the daily operation of business, including its core processes and its support systems. They refer to the procedures, processes and routines that are used to manage the organization and characterize how important work is to be done. Systems include:
*
Business System
*
Business Process Management System (BPMS)
*
Management information system
*
Innovation system
*
Performance management system
*
Financial system/capital allocation system
*
Compensation system/reward system
*
Customer satisfaction monitoring system
Systemic Innovation: 7 Areas
Style
"Style" refers to the cultural style of the organization, how key managers behave in achieving the organization's goals, how managers collectively spend their time and attention, and how they use symbolic behavior. How management acts is more important that what management says.
Staff
"Staff" refers to the number and types of personnel within the organization and how companies develop employees and shape basic values.
Skills
"Skills" refer to the dominant distinctive capabilities and competencies of the personnel or of the organization as a whole.
The Key Challenges To Organizational Success
A global survey of team leaders to executives revealed that “soft” issues such as inspiring corporate culture are over 3 times as prevalent as “hard” issues such as finance. Leaders are twice as concerned about leadership than all other issues combined.
When divided between “hard” issues such as finance and supply and “soft” issues such as culture and communication, the “soft stuff” appears to be three times harder
The company has established marketing partnerships with major electronic companies such as Sony PlayStation for a combination gaming and rear seat video system and Sirius XM for satellite radio to name a few. Audiovox supports vehicle safety products through its Kids & Cars affiliation which is in its sixth year.
Among the highly recognized and powerful domestic brands now owned by Audiovox are: Acoustic Research, Advent, Code Alarm, Invision, Jensen, Prestige, RCA, and Terk. Our International brands include Heco, Incaar, Oehlbach, Mac Audio, Magnate and Schwaiger, among others. In addition the company licenses the Energizer brand.
CEO
Patrick Lavelle
Chairman of the Board
John Shalam
Director
Philip Christopher
CFO
Charles Stoehr
Senior Vice President
TM
Senior Vice President
RM
Senior Vice President
LS
Senior Vice President
DG
Marketing
AB
6
Secretary
Chris Johnson
In looking at the existing culture in the business unit of S&F, it appears that the culture is considerably more influential than the actual formal structures in the organization. This is understandable as the employees in the teams are predominantly skilled personnel. There is an existing presumption that without their capabilities and skills in the team, the overall operations of the business unit as well as the company will be crippled. To some extent, there is veracity in this supposition. Personnel adept in information technology are hard to come by. To this end, seeking their cooperation would be the best way to win them over.
In this regard, the consideration should be in the group level to ensure the best results. Choosing this course of action is basically based on the description of the organization above where the individuals are influenced primarily by their respective groups. Groups could be formal or informal groups. (Jehn, Northcraft, Neale 1999, 741) Formal groups include those involved in teams. As seen in the case of S&F the teams are a result of departmentation by function where the individual skills are grouped to achieve certain organizational objectives in an opportune manner. On the other hand, informal groups are those that are naturally occurring as manifested in the numerous cliques in the business unit. Normally, informal cliques are shaped because of manifestations of value congruence among the personnel. (Klaas, Mcclendon and Gainey 2000, 107) This means that in an instance where an individual finds out that another share the same values as he/she does, then it is more likely that he/she reacts positively towards the latter.
The Seven-Ss is a framework for analyzing organizations and their effectiveness. It looks at the seven key elements that make the organizations successful, or not: strategy; structure; systems; style; skills; staff; and shared values.
Consultants at McKinsey & Company developed the 7S model in the late 1970s to help managers address the difficulties of organizational change. The model shows that organizational immune systems and the many interconnected variables involved make change complex, and that an effective change effort must address many of these issues simultaneously.
Why Organizational Change Fails: 8 Common Errors
7-S Model – A Systemic Approach to Improving Organizations
The 7-S model is a tool for managerial analysis and action that provides a structure with which to consider a company as a whole, so that the organization's problems may be diagnosed and a strategy may be developed and implemented.
The 7-S diagram illustrates the multiplicity interconnectedness of elements that define an organization's ability to change. The theory helped to change manager's thinking about how companies could be improved. It says that it is not just a matter of devising a new strategy and following it through. Nor is it a matter of setting up new systems and letting them generate improvements.
The Tao of a Winning Organization
To be effective, your organization must have a high degree of fit, or internal alignment among all the seven Ss. Each S must be consistent with and reinforce the other Ss. All Ss are interrelated, so a change in one has a ripple effect on all the others. It is impossible to make progress on one without making progress on all. Thus, to improve your organization, you have to master systems thinking and pay attention to all of the seven elements at the same time.
There is no starting point or implied hierarchy - different factors may drive the business in any one organization.
Shared Values
Shared values are commonly held beliefs, mindsets, and assumptions that shape how an organization behaves – its corporate culture. Shared values are what engender trust. They are an interconnecting center of the 7Ss model. Values are the identity by which a company is known throughout its business areas, what the organization stands for and what it believes in, it central beliefs and attitudes. These values must be explicitly stated as both corporate objectives and individual values.
Inspiring Culture
Structure
Structure is the organizational chart and associated information that shows who reports to whom and how tasks are both divided up and integrated. In other words, structures describe the hierarchy of authority and accountability in an organization, the way the organization's units relate to each other: centralized, functional divisions (top-down); decentralized (the trend in larger organizations); matrix, network, holding, etc. These relationships are frequently diagrammed in organizational charts. Most organizations use some mix of structures - pyramidal, matrix or networked ones - to accomplish their goals.
Strategy
Strategy are plans an organization formulates to reach identified goals, and a set of decisions and actions aimed at gaining a sustainable advantage over the competition.
Sustainable Competitive Advantage
Systems
Systems define the flow of activities involved in the daily operation of business, including its core processes and its support systems. They refer to the procedures, processes and routines that are used to manage the organization and characterize how important work is to be done. Systems include:
*
Business System
*
Business Process Management System (BPMS)
*
Management information system
*
Innovation system
*
Performance management system
*
Financial system/capital allocation system
*
Compensation system/reward system
*
Customer satisfaction monitoring system
Systemic Innovation: 7 Areas
Style
"Style" refers to the cultural style of the organization, how key managers behave in achieving the organization's goals, how managers collectively spend their time and attention, and how they use symbolic behavior. How management acts is more important that what management says.
Staff
"Staff" refers to the number and types of personnel within the organization and how companies develop employees and shape basic values.
Skills
"Skills" refer to the dominant distinctive capabilities and competencies of the personnel or of the organization as a whole.
The Key Challenges To Organizational Success
A global survey of team leaders to executives revealed that “soft” issues such as inspiring corporate culture are over 3 times as prevalent as “hard” issues such as finance. Leaders are twice as concerned about leadership than all other issues combined.
When divided between “hard” issues such as finance and supply and “soft” issues such as culture and communication, the “soft stuff” appears to be three times harder