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BU611-Organizational Development Final Project

BU611-Organizational Development Final Project. Lisa Dick Debbie Gibb Kerry Ozmelek Christie Yantos 10 December 2005. Agenda. Strategic Design Lens Political Lens Cultural Lens Questions?. The Strategic Lens. Overview How information and task flow are designed

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BU611-Organizational Development Final Project

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  1. BU611-Organizational DevelopmentFinal Project Lisa Dick Debbie Gibb Kerry Ozmelek Christie Yantos 10 December 2005

  2. Agenda • Strategic Design Lens • Political Lens • Cultural Lens • Questions?

  3. The Strategic Lens • Overview • How information and task flow are designed • How people are organized into roles • How roles are related • How organization can be optimized to achieve its goals

  4. The Strategic Lens • Key Points • Efficiency and effectiveness of organization • Based on an assumption that the organization has a strategy for creating value that assesses the design of the organization • Value proposition establishes activities that must be carried out for the organization to achieve success

  5. The Strategic Lens Key Elements of Organizational Design 1. Strategic Grouping 2. Strategic Linking 3. Alignment

  6. The Strategic Lens • Strategic Grouping – focus is on how to group tasks and activities • Expertise/Function- Southwest Airlines • Output/Product – 3M Company • Market – AMI DODUCO • Hybrid • Matrix – McCutcheon Enterprises • Front/Back - Kennametal

  7. The Strategic Lens

  8. The Strategic Lens • Strategic Linking – how all areas (people, information) are connected • Mechanisms • Hierarchy and Dotted Line Structure • Liaison Roles • Integrator Roles • Permanent Cross-Unit Groups • Temporary Cross-Unit Groups • Information Technology Systems • Planning Process

  9. The Strategic Lens • Strategic Alignment – arranging resources and incentives to effectively complete tasks • Systems: • Organizational Performance Measurement System • Individual Rewards and Incentives • Resource Allocation • Human Resource Development • Informational Systems and Processes

  10. The Strategic Lens - EMD • Primarily organized as a Functional Organization • In 2000 added Project Management as a Matrix Organization • Support departments and functions unchanged

  11. The Political Lens • Views an Organization as an arena for competition and conflict

  12. Political Lens • Focuses on Power • Who has the power? • Why do they hold such influence? • Is power concentrated at the top or, are there multiple centers of power?

  13. Political Lens • What are the key areas of conflict? • Who are the contributors to the conflict? • What are the interests of the contributors?

  14. Political Lens • What mechanisms are in place to resolve disputes? • Is the current method working? • How could it improve?

  15. Political Lens • Who benefits from the current patterns of power, conflict, credit • Who gets credit for goals being met? • Who gets blamed when goals are not met? • Do those who are blamed have the power to make improvements?

  16. Political Lens • How well does information flow within the organization? • Are problems identified early so they can be solved and changes can be made before the strategic plan is altered?

  17. Political Lens - EMD • Represented Employees • IBEW • AWSE • Exempt Employees • Professional • Management

  18. The Organizational Culture of:

  19. What is organizational culture? • The personality of the organization • Places certain restrictions and boundaries around behavior • How authority is exercised and distributed • How people act and feel rewarded, organized and controlled • The values and work orientation of staff • How much initiative, risk-taking, scope for individuality and expression is given the employee

  20. Innovation at Google • Disruptive Innovation • New kind of work environment at Google • Work/Life Balance? • Small Teams • Top leaders drive innovation by being open to all ideas from Googlers • Passion

  21. Passion for Innovation • Any Googler might have the next great idea, so they make sure every idea is heard. • Because great ideas need resources to grow into reality, at Google employees always get the resources they need to make their dreams a reality. • Google engineers all have “20 percent time” in which they’re free to pursue projects they’re passionate about. • Googler perks are widespread.

  22. Employees are First • In the same way Google puts users first when it comes to its online service, Google Inc. puts employees first when it comes to daily life in its Googleplex headquarters. • There is an emphasis on team achievements and pride in individual accomplishments that contribute to the company's overall success. Ideas are traded, tested and put into practice with an enthusiasm that can be dizzying.

  23. Cultural Lens- EMD • Westinghouse heritage – Circle W • Adversity to change • Prevalent Sole source supplier mindset

  24. Questions???

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