Organization - Definition:
Social Entities that are:
Goal Directed
Designed as deliberately structured and coordinated activity
systems
Linked to the external environment
Configuration
TCentralized, machanistic, and task based model is not in the best
interest of operational competitiveness of the organization, however
leads to better quality of life and morale for the workers. Roles based
decentralized model puts decision making and abstract responsibilities on
the worker which consumes them well past the working hours.
Structural and Contextual Dimensions (pg 26 onwards)
Dimensions of Organizational Design
Structural dimensions
1. Formalization
2. Specialization
3. Hierarchy of authority
4. Centralization
5. Professionalism
6. Personnel ratios
Contextual dimensions
Culture
Environment
Goals and Strategy
Size
Technology
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Definitions:
STAKEHOLDER
A stakeholder is any group within or outside the organization that
has a stake in the organization’s performance.
Owners and Shareholders
Employees
Supervision
Customers
services, Value
Suppliers
transactions, revenue from purchases
Community
citizen, contribution to community affairs
Creditors
fiscal responsibility
Financial Return
Satisfaction, Pay,
High quality goods,
Satisfactory
Good corporate
Creditworthiness,
Union
Government
competition
Management
effectiveness
Worker pay, benefits
Law abidance, fair
Efficiency,
BEHAVIOUR
Organizational behaviour is the micro approach to organizations
because it focuses on the individuals within organizations as the
relevant units of analysis. Organizational behaviour examines concepts
such as motivation, leadership style, and personality, and is concerned
with cognitive and emotional differences among people within
organizations.
THEORY
Organization theory is a macro examination of organizations because
it analyzes the whole organization as a unit. Organization theory is
concerned with people aggregated into departments and organizations, and
with the differences in structure and behaviour at the organization level
of analysis. Organization theory is the sociology of organizations, while
organizational behaviour is the psychology of organizations.
ENVIRONMENT
Organizational environment is defined as all elements that exist
outside the boundary of the organization that have the potential to
affect all or part of the organization.
DOMAIN
An organization’s domain is the chosen field of action. It is the
territory an organization stakes out for itself for its products,
services, and markets served. Domain defines the organization’s niche and
defines those external sectors with which the organization will interact
to accomplish its goals.
SECTOR (general / task)
The environment comprises several sectors, or subdivisions of the
external environment that contain similar elements.
t
+ industry,
t
+ raw materials,
t
+ human resources,
g
+ financial resources,
t
+ market,
g
+ technology,
g
+ economic conditions,
g
+ government,
g
+ sociocultural, and
t
+ international.
Controlling Environmental Resources
Ownership
Formal Strategic Alliances
Cooptation, Interlocking Directorates
Executive recruitment
Advertizing and public relations
Controlling Environmental Domain
Change of Domain
Political Activity/Regulation
Trade Associations
Illegitimate activities
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Comparison Matrix (pg 93)
Operative Goals (pg 95)
Porter's Competitive Strategy:
Low-cost (lower than competitors)
Differentiation (specialization)
Focus (targeted market)
Miles and Snow Strategy Typology
Prospector (innovate, risk, opportunities, growth)
Defender (stability, retrenchment)
Analyzer (stable core, peripheral innovation)
Reactor (lack of long-term goal/mission, ad-hoc react to
opportunities and threats)
Kim and Mauborgne Blue Ocean Strategy
- Create new markets with less competition
* Right Perspective
* Right Tools
* Humanistic Process
Contingency Factors (p 108)
strategy, environment, size and life cycle, technology, and culture
Structural Strengths and Weaknesses (p 143)
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QUESTIONS FOR PROF
Title of the case - Should it be as it appears exactly in the textbook or
more contextual, driven by what we identify as the primary problem?
Organizational Analysis - Likely due to diving into the textbook
headfirst just as the course begins, my immediate thought is to conduct
an organizational analysis against the various classifications the text
divides organizations and their management and/or operations into. Is
that the right approach for the case study or am I spinning my wheels
here?
Disparate Issues (not implications) - Suicides relating to conditions and
employee morale, Cost of labour and type of labour required, pandemic
impacts, retention/turnover for short-term rural emigres.
Can the alternatives be status-quo for this, change recommendation
for that?
OR - Given that this is a case study in a text book, that should
indicate that there is an intertwining connection within these problems?
Alliance of two organizations - both with very different accountability
structures
Alternative Solutions - (3-5 alternative solutions expected)
Description - When the guide says “theory or concept supporting chosen
alternative”, is the expectation something from fundamental principles as
described in the textbook, or something more specific to the case.
PRESENTATION
Case study guide lays out a stringent format to follow for the report. Is
there a similar accepted standard for the presentation or is there more
freedom of action there?
What is the content expectation? Should we focus on recommendation or
demonstrate more analysis in terms of the various alternatives and
comparison of pros and cons
Apply the “Top management role in organization direction, design, and
effectiveness” framework and analyze the 2010 Foxconn suicidal cluster
phenomenon, assuming your role as either Steve Jobs or Terry Gou