The 508(c)(1)(a) Initiative Workshop

and analyzed. The remaining four elements—shared value, staff, skill, and style—are
fluid, difficult to describe, and dependent upon the actors within the organization at any
given time. The 7S organizational analysis framework is based on the premise that all
seven elements are interdependent, and must be mutually reinforcing in order to be
successful. Changes in a single element can result in misalignment and dysfunction
throughout the organization, disrupting organizational harmony.
Rational Model
The rational model stems from the Frederick W. Taylor's (1911) Structural Perspective.
Taylor was the father of time-and-motion studies and founded an approach he called
"scientific management." It was Taylor's stance that organisations should be as
mechanistic and efficient as possible.
These Scientific Management principles served a valuable purpose for the Ford Motor
Company, where the first American, mass-produced automobiles were being
created. The rational model views organizations as a mechanism that is made up of
various parts that can be modified in order to create an output in the shortest amount of
time and without deviation.
Natural System Model
The natural system model is in many ways the opposite of the rational model in that it
focuses on the activities that may negatively impact the organization and therefore aims
at maintaining an equilibrium in order to meet its goals. The Natural System model
views organizations as an organic organism which is holistically interconnected. The
parts of the organization are not seen as independent units but rather as a whole that
can orchestrate together to prepare for inevitable change.
Sociotechnical Model
The sociotechnical model, also known as Sociotechnical Systems (STS), is an
approach to complex organizational work design that recognizes the interaction
between people and technology in workplaces. The term also refers to the interaction
between society's complex infrastructures and human behavior. This model identifies
the environment as a key factor that interacts with the organization.
Cognitive Model
Behavior, cognitive, and other personal factors as well as environmental events,
operate as interacting determinants that influence each other bi-directionally. Personal
goals of the managers and staff are seen as assisting in the effort toward organizational
objective attainment. Decision making processes are focused on and specialization is
deemed as important to the flow of information.
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