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Good Morning

, My name is Faizan and I will be presenting the Structural Dimensions of Kodak.

The Structural Dimensions of an Organization represent the internal characteristics of an

Organization.

These dimensions create a basis for measuring and comparing organizations.

The Structural Dimensions include:

 Formalization

 Centralization

 Specialization

 Professionalism

 Hierarchy

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Formalization: Rules and Regulations of every operational group at Kodak are separate and clearly
laid out. This indicates that the company is highly formalized.

Centralization: Because of its dominance in the industry, in the past, Kodak had not worried about
outside competition. As a result, the organizational culture at Kodak emphasized traditional,
conservative values rather than modern values. Kodak was often described as a conservative,
plodding monolith because all decision making had been centralized at the top of the organization
among a group of senior managers.

Professionalism: The Company lacked proper professionalism. When the company attempted to
transfer resources between product groups, conflict often resulted, and the separate functional
operations also led to poor product group relations because managers protected their own ground
at the expense of corporate goals. Moreover, there was a lack of attention to the bottom line, and
management failed to institute measures to control waste.

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Organizational Hierarchy: The promotion policy at Kodak was such that seniority and loyalty to
Kodak counted nearly as much as ability when it came to promotions. Senior Managers of every
division at Kodak reported directly to the CEO.

Specialization: Kodak’s different product groups also operated separately. The result of these factors
was a lack of communication and slow, inflexible decision making that led to delays in making new
product decisions. Kodak also had four major operating groups which were: The Imaging Group, The
Information Systems Group, The Health Group and The Chemical Division.
Learnings

From this Case I learned that Kodak failed as a company because they did not adapt to the changing
market as they were late to identify the need of digital transformation.

When I become a manager I would try to regain the competitive advantage by introducing new
products by analysing the requirement of the current market.

I will also try to decrease the communication gap between the senior management and the
employees.

I would also consider the recommendations of the employees in making strategic decisions at the
company.