Facilitator and Course Coordinator: Vinayshil Gautam PhD, FRAS(London) (Founder Director IIM K; Leader Consulting Team IIM S) A Al_Sager Chair Professor and First Head, Management Department, IIT D Chairman, DKIF 1 Organizations are all pervasive Family-First Organization Place of work –Another Organization Organizations are required as needs cannot be satisfied by individuals Need for goods & services Sociological needs 2 Means to wrest power and exert influence on others Requires designing organization structure in such a manner that: Objectives are achieved Jobs are well defined Information flow is smooth Coordination and control can be performed Eg :- Employee organizations 3 Specific purpose-documented or verbal Organizational members Hierarchies of Authority and Accountability Operate at some ‘state’ at all times Strategies required if moving from chaotic conditions to healthy conditions Part of macro environment consisting of society, competitors, vendors, financial institutions Have a Value system Structure 4 Structural organization Processes Behavioral 5 Structure Anatomy Processes Physiology Behavioral Psychology 6 Top Level Middle Level Lower level Lower level Middle Level Lower level Right Hierarchy What should be span of control Designing of line and staff functions Nature of Management Information System Work Methods Job Definition Performance Appraisal methods 7 Top Level Centralized or Decentralized Decision making Patterns of Communication Top to bottom Bottom to top Middle Level Across horizontal levels Lower Level Way of Coordination Control Mechanism to be adopted 8 Nature of affiliation of Human Beings How members are motivated or demotivated Influence through inter personal affiliations & group formations Nuances of leadership Most Uncertain and unpredictable aspect of organizations 9 OD refers to coping strategies or interventions which enable the organizations to consciously move from ‘chaotic’ conditions to those which promote healthy operations to achieve organizational effectiveness. It includes: Design Interventions Technology Assessment Management by objectives Diversification and growth Strategies Training and Development 10 Rightsizing is management’s reduction in their organization’s use of human and/or capital resources to correct misalignment and improve performance when organization decline and environment decline are present. 11 ORGANIZATION DECLINE GENERATED BY MISMANAGEMENT Requires Structural arrangements/changes in: Standardization ENVIRONMENT DECLINECAUSED BY CHANGES IN COMPETITIVE ENVIRONMENT Requires strategies directed at an organization’s domain: Formalization Changes in breadth of Centralization products Changes in markets Structural differentiation 12 I. Structural and Domain retrenchment II. Structural Retrenchment and Domain Reorientation III. Structural Reorientation and Domain Retrenchment IV. Structural and Domain Reorientation 13 DOMAIN RETRENCHMENT STRUCTURAL RETRENCHMENT Breaks current portfolio of products/markets Increases separation between performance of work and its evaluation Increases horizontal differentiation Span is reduced & layers of authority are added 14 STRUCTURAL RETRENCHMENT Increase vertical differentiation Decreased formalization and standardization DOMAIN REORIENTATION Identify defensible core of products or markets Increase effort within that domain 15 STRUCTURAL REORIENTATION White collar layoffs Direct employment cuts Layers of authority are eliminated DOMAIN RETRENCHMENT Elaboration of products & markets thru horizontal differentiation to pinpoint troubled domains 16 STRUCTURAL REORIENTATION Decreases in standardization Decreases in formalization DOMAIN REORIENTATION Decrease in horizontal and vertical differentiation 17