• Anong Malivan Suan Sunandha Rajabhat University, Bangkok, Thailand
  • Kunyaphat Thanakunwutthirot Suan Sunandha Rajabhat University, Bangkok, Thailand
Keywords: Information Technology, McKinsey Model, Office Management


The development and improvement of the Information Technology office management is vital and necessary for the modern campus such as Suan Sunandha Rajabhat University. The present success cannot be used as a factor of complacency. Office of Information and Technology should be a major strength or a strong link of the university. In fact, the office of Information Technology provides many different forms of information technology, computers, trainings, internet, and modern software and facilities, and training services. It is imperative for the modern management of office of information technology to choose an appropriate model of management to apply to the development of management to enhance its productivity and performance. The model used in this paper was McKinsey 7s framework which included strategy, structure, skills, staff, style, systems, and shared values. The objectives of this research were to examine the important factors from McKinsey management model contributing to the enhancement of productivity and performance of the office of information technology or not and provide some suggestions to sustain the success in the future.
This was a qualitative research study which was conducted by employing a focus group. The group was selected from three domains in order to gain different perspectives. The three domains of the focus group included five management level who were deans and directors, five staff who were working in the information technology areas, and five academics of information technology management. The findings of this study revealed that the McKinsey model would benefits the office of Information Technology if they fitted with three conditions. First, the management and staff of the office of information technology must be collaborative and share the new improved strategy, structure, and the values as well as share the same enthusiasm. Second, the skills of the staff must be trained and re-trained for the new model. Third, the style and system must be re-engineering and aimed to be high level refinement, able to remain viable, able to capture new opportunities.