Some observations based on the notes from Azadeh:

1. NL office more functions as the subsidiary of the headquarters and

more independently while the Libyan office was run more as a
direct department of the headquarters and was fully supported by
the head office.

Culture determines the organization structure?

For NL, it is diversified organization, standardization of outputs, middle-line,
For Libyan, it is Machine organization, standardization of work process, techno-structure,

2. Learning within the company:

The safety standard from Dutch company to the head office, then applied to other local offices.
A lot of engineers in head office in Germany rotate between head office and Libya for months or
for years.
Send Dutch experts to Libya to try to implement different safety procedures.

3. Employees ranked as 10% highlighted group: they are worrying when they will be fired.
There will be re-enforcing loop here, but how to solve the problem?

Re-enforce
Low rank loop worrying

S
Investigate how they want to change to other department and then make the change happen.
Let employee see what the company really want to do. Not just let them wondering when they
will be fired.

4. The manager director’s view of 360 evaluation:

Lead to change?

5. The performance and evaluation system:

a) Different department has different targets and key characteristics.
b) Yead-end review and half-year feedback -> feedback provides opportunities to make
adjustment about the target. Avoid group thinking?
c) Ranks and bonus according to the ranks results. -> reward what they want to achieve?