Professional Documents
Culture Documents
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Top Management Role in Organization
Direction, Design, and Effectiveness
External Environment
Opportunities Organization
Threats Design
Uncertainty
Resource Availability Structural Form – Effectiveness
learning vs.
Strategic Direction efficiency Outcomes
Information and Resources
Define Select control systems Efficiency
CEO, Top mission, operational Production Goal attainment
Management official goals, technology Competing values
goals competitive Human resource
Team strategies policies,
incentives
Organizational
culture
Internal Situation Interorganizational
Strengths linkages
Weaknesses
Distinctive Competence
Leadership Style
Past Performance
Source: Adapted from Arie Y. Lewin and Carroll U. Stephens,
“Individual Properties of the CEO as Determinants of Organization
Design,” unpublished manuscript, Duke University, 1990; and Arie Y. Lewin
and Carroll U. Stephens, “CEO Attributes as Determinants of Organization Design:
2
An integrated Model,” Organization Studies 15, no. 2 (1994): 183-212
Organizational Purpose
Mission
Operative Goals
Overall Performance
Resources
Market
Employee Development
Innovation and Change
Productivity
4
Porter’s Competitive Strategies
Competitive Competitive
Scope Advantage Strategy Example
Low-Cost
Broad Low Cost Leadership Dell Computer
Air Deccan
Big Bazaar
Starbucks
Broad Uniqueness Differentiation Coffee Co.
Focused Low-Cost Subhiksha
Narrow Low Cost Leadership
Focused BMW
Narrow Uniqueness Differentiation Mercedes
5
Miles and Snow’s
Strategy Typology
Prospector
– Learning orientation; flexible, fluid, decentralized
structure
– Strong capability in research
– Values creativity, risk-taking, and innovation
Defender
– Efficiency orientation; centralized authority and tight
cost control
– Emphasis on production efficiency, low overhead
Close supervision; little employee empowerment
Source: Based on Michael Treacy and Fred Wiersema,
“How Market Leaders Keep Their Edge,” Fortune February 6,
1995, 88-98; Michael Hitt, R. Duane Ireland, and Robert E. Hoskisson,
Strategic Management (St. Paul, Minn.: West, 1995), 100-113; and
Raymond E. Miles, Charles c. Snow, Alan D. Meyer, and Henry L.
Coleman, Jr., “Organizational Strategy, Structure, and Process,”
Academy of Management Review 3 (1978), 546-562 6
Miles and Snow’s
Strategy Typology (cont’d)
Analyzer
– Balances efficiency and learning; tight cost
control with flexibility and adaptability
– Efficient production for stable product lines;
emphasis on creativity, research, risk-taking for
innovation
Reactor
– No clear organizational approach; design
characteristics may shift abruptly depending on
current needs
Source: Based on Michael Treacy and Fred Wiersema,
“How Market Leaders Keep Their Edge,” Fortune February 6,
1995, 88-98; Michael Hitt, R. Duane Ireland, and Robert E. Hoskisson,
Strategic Management (St. Paul, Minn.: West, 1995), 100-113; and
Raymond E. Miles, Charles c. Snow, Alan D. Meyer, and Henry L.
Coleman, Jr., “Organizational Strategy, Structure, and Process,”
Academy of Management Review 3 (1978), 546-562 7
Contingency Factors
Affecting Organization Design
Envir Size/
o nmen Life C
t Technology ycle
Cul
tur
e
t egy
a
St r
External Environment
Organization
Product and
Resource Internal
activities Service
Inputs
and Outputs
processes
9
Reported Goals
of U.S. Corporations
Goal % Corporations
Profitability 89
Growth 82
Market Share 66
Social Responsibility 65
Employee welfare 62
Product quality and service 60
Research and development 54
Diversification 51
Efficiency 50
Financial stability 49
Resource conservation 39
Management development 35
Source: Adapted from Y. K. Shetty, “New Look at Corporate Goals,”
California Management Review 22, no. 2 (1979), pp. 71-19. 10
Four Models of
Effectiveness Values
STRUCTURE
Flexibility
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Effectiveness Values
for Two Organizations
STRUCTURE
FLEXIBILITY
Human Relations Open Systems
Emphasis Emphasis
F ORGANIZATION
O A
INTERNAL EXTERNAL
C
U
S ORGANIZATION
B
Internal Process Rational Goal
Emphasis Emphasis
CONTROL
13
Identifying Company
Workbook
Activity
Company #2
Company #3
14
Workshop
Activity Competing Values and
Organizational Effectiveness
What doyou
Goal or Performance Howto Sourceof consider
subgoal Gauge measure data effective?
Compare
percentages 25%
(Example) Turnover of workers reductionin
Equilibrium rates wholeft HRMfiles first year
1
Open
System 2
3
Human
Relations 4
5
Internal
Process 6
7
Rational
Goal 8
15