Detailed Term Project Outline: (Use the parts of the outline below that apply more directly to
the organization you and your team have chosen to analyze. Use any other parts of the outline if
they apply.)
I.
II.
III.
Strategy Statement (Chapter 2)
a. Past goals and your ideas of future goals for the organization
b. Important opportunities/threats in the environment & justification
c. Appropriate strategy & justification
d. Strategic actions to be taken broken down by
i. Porter’s five forces discussed in terms of
1. Opportunities & threats
2. Justify appropriateness of strategic actions
e. What should be the mission of this organization? Will the strategy you envision
help the organization achieve a sustainable competitive advantage? How? What
do you think are one or some of the core competencies of the organization?
f. Should the organization use low-cost or focused low-cost leadership,
differentiation or focused differentiation? Why?
g. Look at Key Concepts on page 80 of your book. Which are significant to the
organization you are analyzing?
Organizational Design and Structure (Chapter 3)
a. Design most appropriate for environment & strategy
i. Overall organizational task
ii. Functional vs divisional design choice
iii. Justification
b. Functions or divisions
i. Overall functional/divisional task
ii. Functional/divisional workflow
iii. Functional/divisional jobs/tasks required
1. Justification
2. Jobs/tasks technologies (Perrow)
3. Jobs/tasks structures
a. Formalization
b. Centralization
c. Performance evaluation
d. Compensation
Environmental Analysis (Chapter 4)
a. General environment
b. Task environment
i. Task sectors
ii. Porter’s five forces
iii. Evaluation/potential impacts
c. International environment
d. Uncertainty framework
i. Simple-complex dimension
ii. Stable-unstable dimension
e. Adding positions and departments
f. Building relationships
g. Organic vs mechanistic management processes
h. Environmental uncertainty
IV.
Core organization manufacturing technology (Chapter 7)
a. Strategy, technology and performance
b. Contemporary applications
i. Flexible manufacturing systems
ii. Lean manufacturing
iii. Performance an structural implications
c. Core organization service technology
i. Service firms
ii. Designing the service organization
d. Non-core departmental technology
i.Variety
ii. Analyzability
iii. Framework
e. Department design
i. Formalization
ii. Decentralization
iii. Worker skill level
iv. Span of control
v. Communication and coordination
f. Workflow interdependence among departments
V.
Organizational Culture and Ethical Values (Chapter 10)
a. Organizational Culture
i. What is Culture?
ii. Emergence and Purpose of Culture
iii. Interpreting Culture.
b. Organization Design and Culture
i. The Adaptability Culture
c.
d.
e.
f.
VI.
ii. The Mission Culture
iii. The Clan Culture
iv. The Bureaucratic Culture
v. Culture Strength and Organizational Subcultures
Constructive Culture, Learning, and Performance
Ethical Values and Social Responsibility
i. Sources of Individual Ethical Principles
ii. Managerial Ethics
iii. Corporate Social Responsibility
iv. Does It Pay to Be Good?
How Managers Shape Culture and Ethics in a Global Environment
Design Essentials
The strategic role of change (Chapter 11)
a. Innovate or perish
b. Strategic types of change
i. Technology changes
ii. Product and service changes
iii. Strategy and structure changes
iv. Culture changes
c. New products and services
i. New products success rate
ii. Reasons for new product success
iii. Horizontal coordination model
d. Strategy and structure change
e. Strategies for implementing change
i. Leadership for change
ii. Barriers to change
f. Techniques for implementation