Thursday, December 29, 2011
Wednesday, December 28, 2011
Tuesday, December 27, 2011
- Entrepreneurial Problem
- Engineering Problem
- Administrative Problem
Monday, December 26, 2011
Thursday, December 22, 2011
Wednesday, December 21, 2011
Tuesday, December 20, 2011
Monday, December 19, 2011
- The focus is on solving problems quickly through team action
- Teams are combined across functions for task-group activity
- Headquarters staff experts are reduced in number, reassigned and combined in interdisciplinary teams to consult with, not to direct, field units.
- A matrix-types structure is frequently used to assemble the right teams for the appropriate problems
- Previous formal systems are simplified and combined into single multipurpose systems
- Conferences for key managers are held frequently to focus on major problem issues
- Educational programs are initiated to train managers in behavioral skills for achieving better team and conflict resolution
- Real-time information systems are integrated into daily decision making
- Economic rewards are geared more to team performance than to individual achievement
- Experiments in new practices are encouraged throughout the organization
Thursday, December 15, 2011
- Decentralized units are merged into product groups
- Formal planning and procedures are established and intensively reviewed
- Numerous staff personal are hired and located at headquarters to initiate company-wide programs of control and review for line managers
- Capital expenditures are carefully weighed and parceled out across the organization
- Each product group is treated as an investment center where return on invested capital is an important criterion used in allocating funds.
- Certain technical functions, such as data processing are centralized at headquarters, while daily operating discussions remain decentralized
- Stock options and company-wide profit sharing are used to encourage identity with the firm as a whole.
Wednesday, December 14, 2011
- Much greater responsibility is given to the manager of the plants and market territories.
- Profit centers and bonuses are used to stimulate motivation
- The top executives at headquarters restrain themselves so managing by exception, based on periodic report from the field.
- Management often concentrates on making new acquisitions which can be lined up beside other decentralized units
- Communication from the top is infrequent, usually by correspondence, telephone, or brief visits to the field locations.
Tuesday, December 13, 2011
- A functional organization structure is introduced to separate manufacturing from marketing activities and job assignments get more specialized
- Accounting systems for inventory and purchasing are introduced
- Incentives, budgets and work standards are adopted
- Communication becomes more formal and impersonal as hierarchy of titles and positions builds
- The new manager and his key supervisors take most of the responsibility for instituting directions, while lower level supervisors are treated more as functional specialists than as autonomous decision making managers.
Monday, December 12, 2011
- Company’s founders are usually technically or entrepreneurially oriented and don’t focus on the managerial activities.
- Communication amongst employees is frequent and informal
- Work is generally for long hours but rewards are modest salaries. There would be promise of ownership benefits
- Control of activities comes from immediate market place feedback - "management acts as customer reacts"
Thursday, December 8, 2011
In the last blog, we began looking at the 5 dimension that are important when considering organization development. We have covered 2 of these, and the remaining 3 are being discussed in this blog.
- Stages of Evolution
- Stages of Revolution
- Growth rate of the company
As a company grows from a start up phase the first few months are with enormous confusion, the managerial processes are generally evolving and the challenges are many. There are no defined rules, procesures etc. Once the organization lives through this face, it enjoys a period of stability till another challenge of growth and scale comes in. This mandates another change in the managerial processes of the company. Once this challenge is effectively handled out by the organization there will be a longer phase of stability - the quiter periods. This is what is indicated by the term "evolution".
A look at the forture 500 list over the last 50 years would indicate definitely that companies in the first 10 years of this search would be very distinct from the once in the last 10 years. This is due to the turbulance these organizations face. The companies might have experienced a long stable period where it wouldnt have to change much of the organization structures and processes to address external challenges. However over a period of terbulance these would have to be changed, the challenge is to find new set of organization practises to handle the new challenges and prepare for the future. These turbulent times is what is meant by the term "revolution"
The stage of the organization where the company is - revolution or evolution is also what defines what the organization structure is going to be.
If a company is in a rapidly changing market then it has to be extremely agile. In a rapidly expanding market the comapny would have to respond by expanding the employee base. This leads to a requirement of a new organizational structure. The length of the evolutionary phase is shortened and the revolutionary phases are more common. Thus the growth rate of the company plays a significant role in the oragnization structure and processes and there by its development.
Wednesday, December 7, 2011
- Age of the Organization
- Size of the Organization
- Stages of Evolution
- Stages of Revolution
- Growth rate of the industry
Tuesday, December 6, 2011
Monday, December 5, 2011
Thursday, December 1, 2011
Wednesday, November 30, 2011
Tuesday, November 29, 2011
Monday, November 28, 2011
Thursday, November 24, 2011
- Technology Imperative
- Relationship between Technology complexity, Uncertainty and Routine-ness
- Task interdependence ant Mechanism of Coordination
Wednesday, November 23, 2011
- Task variability
- Task analyzability
- Routine - The job of a clerk generally has low variation on the kind of activity that (s)he performs and almost always has a known method of solving the problem at hand
- Craft - The job could be that of a construction worker. The number of exceptions to the standard procedures could be minimal, but when such exceptions occur there is almost always a new case at hand to handle which a new method needs to be involved
- Engineering - Consider the case of aerospace engineering, every challenge at hand would different exceptions to face and handle every time each requiring a special method to solve. There is a high task variability and high task analyzability in such a scenario
- Non-routine - A case could be in an RnD lab, when high task variability could be found but there are standard ways to handle the exceptions that come in the means of achieving the objective
Tuesday, November 22, 2011
- standardization of inputs and outputs
- standardization of transformation process
Monday, November 21, 2011
- Unit or Small Batch
- Large Batch or Mass production
- Continuous Processing
- The study mainly focused on small and medium sized organizations - the relation discovered between structure and performance is less significant when the organizations are larger and more complex
- Non-manufacturing firms were not part of the study
Thursday, November 17, 2011
Wednesday, November 16, 2011
Tuesday, November 15, 2011
Monday, November 14, 2011
Thursday, November 10, 2011
Over the last nearly 35 blogs, we have looked at organization from a theoretical context.
The study of organization theory summarizes the patter of growth of organizations through their lifespan. We have covered initially the phase of looking at organization processes like - centralization etc and its implication on the organization. We then moved on to discuss about the relation between environment and organization.
Before we proceed, we would love to inform our future plans. Our steady success over the last 9 months of operations have given us the confidence to move to the next leap - A newsletter.
We would love to listen to our readers what they would love to see in the newsletter. This is the starting point for us to enhancing our ambit of offerings and making it more relevant to the readers of this blog.
Expecting your response.
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