1.

BANCOTRAD

Bancotrad is a hundred-year-old banking institution. It is a traditional financial

organization with clear established hierarchies of authority, centralized power
and clearly formalized in the development of its operations. Most of its
management positions are occupied by male employees, in fact, there is a
certain degree of GENDER DISCRIMINATION. As a result, THE ORGANIZATION
HAS BEEN SUFFERING FROM CLIENTS WITHDRAWING FROM ITS SERVICES
AND THEREFORE A DECLINE IN ITS ECONOMIC PERFORMANCE. The Human
Resources Director, who is a woman, believes that a CULTURAL CHANGE IS
NEEDED in Bancotrad, as this may be one of the causes of its stagnation.
a. Using Edgar Schein's model as a reference point, carefully describe three
elements of that model that you would consider promoting this cultural
change.

THE FIRST ELEMENT FROM EDGAR SHEINS

MODEL ARE ARTIFACTS,

VISIBLE ELEMENTS OF THE ORGANIZATION.

HERE IT´S IMPORTANT TO NOTICE THAT WE

NEED TO CREATE AN OPEN STRUCTURE WITH
DIFFERENT POWERS THAT CAN BE EASILY
APPROACHED IN ORDER TO ENCOURAGE
THIS DESIRED EQUALITY WITH WOMEN IN
COMMAND INSTEAD OF ONE WITH
CENTRALIZED POWER ON MEN.

THE SECOND ONE IS ESPOUSED VALUES,

WHICH ARE IMPORTANT AT THE TIME OF
IMPLEMENTING KIND OF A MORE INCLUSIVE
GENDER EQUALITY CULTURE.

HERE BANCOTRAD COULD USE THESE

VALUES TO INCLUDE STATEMENTS OR
ORGANIZATIONAL STRAP LINES RELATED
TO GENDER EQUALITY

WHICH WILL BECOME PART OF THEIR

IDENTITY.

HOWEVER, THIS IDENTITY COULDN´T BE

ACHIEVED WITHOUT SHARED
ASSUMPTIONS WHICH ARE THE DEEPEST
LEVEL.

AND CONSIST OF HOPING THAT THERE ARE

NO MORE GENDER PROBLEMS SINCE IT HAS
PREVIOUSLY BEEN SOLVED.
b. What indicators would you suggest would help you evaluate the results
of your strategy over the long term.

- # OF FEMALES IN IMPORTANT CHARGES,

- THE LEVEL OF SATISFACTION WITH THE

ORGANIZATIONAL CLIMATE AND WORK

PERFORMANCE

- AND FINALLY SEE IF THIS HAS AN EFFECT

ON THE DECLINE OR RISE IN THE

ECONOMIC PERFORMANCE

IN CONCLUSION

INTERNALLY, PERCEPTION AND WELL-

BEING SURVEYS OF BANCOTRAD
EMPLOYEES AND DIRECTORS WILL BE
USED. AT AN EXTERNAL LEVEL, THE
COMPANY MUST PRIORITIZE ITS
EVALUATION IN THE INDICATORS OF
EQUALITY OF COMPANIES AND THE RATES
OF PARTICIPATION OF WOMEN IN
COMPANIES, PROMOTED BY ECLAC.

250-300 palabras

1. Artefacts
2. Espoused values
3. Basic assumptions

The first element is Artifacts, which are the visible elements of the
organization. It is important to create a structure where there is not a
power with total authority, but there are different powers that ca
In this case, changing Bancotrad´s organizational culture requires a
comprehensive approach to the three layers described in Edgar Sheins
organizational model. Here, the aim is to prevent a decrease in their
economic performance by decreasing the gender discrimination that has
been developed within this banking institution. The very first layer of
artefacts and symbols is basically at the surface of the company, aaaaaa.
Now, Espoused values are located are higher levels of consciousness as
they are the declared set of values, norms and behaviors that are expected.
This is important because values dictate the way in which all of the
members of the organization interact, behave and represent their
organization to the outside world. Bancotrad could use these espoused
values to include statements or organizational strap lines related to gender
equality which will become part of their identity. However, this identity
couldn´t be achieved without being worked at the deepest layer of this
model which are the shared assumptions. In this layer, we get to
understand both the artifacts and espoused values. We find the beliefs that
people take for granted of the organization and are rarely questioned.
From the 6 types of assumptions one indicator of change could be social
power as this one dictate how power and responsibilities are allocated and
the extent to which that power is respected, the balance between
cooperation and competition.
 22. UNIVERSITY AND PANDEMIC

It is well known that organizations are constantly changing and that there
are ENVIRONMENTAL FORCES that drive these changes. In this sense, it can
be said that change processes may be reactive or proactive in relation to
the anticipation of contingencies.

KOTTER DESCRIBES EIGHT STEPS THAT ARE NECESSARY TO DEVELOP A

CHANGE PROCESS, and at the same time, he mentions

EIGHT MISTAKES THAT ARE MADE THAT CAUSE CHANGES TO FAIL.

As a result of the PANDEMIC, the university, is going through a major

change process. At the beginning of the COVID crisis, the board of directors
established that all courses had to be taught online, and AFTER TWO
YEARS, students are returning to campus for on-site classes. The
university fully complies with the regulations of the national and district
governments, however, with the return of on-site courses,

STUDENTS COMPLAIN THAT LECTURES ARE

NOT RECORDED, WHILE PROFESSORS
COMPLAIN ABOUT HAVING TO TEACH EVERY
LESSON ONSITE WHEN THEY BELIEVE IT IS NOT
ENTIRELY NECESSARY.
1. Using Kotter's Model, and placing yourself in the situation of students, describe
in detail two strategies that indicate that the university is adequately adapting
to the change process it is undergoing.

THE FIRST STRATEGY

STRATEGIC VISION AND INITIATIVES.

AND THIS CAN BE EXPLAINED FROM

THE FACT THAT THE UNIVERSITY HAD ALREADY

CLARIFIED HOW THE FUTURE WILL BE DIFFERENT
FROM THE PAST AS IN THIS CASE WE TALK ABOUT
THE TRANSITION FROM VIRTUAL CLASSES TO ON-SITE
CLASSES.

SIMILARLY, THEY HAD ALREADY

TAKEN A STEP FORWARD THROUGHOUT THE

INITIATIVE OF RETURNING DIFFERENT ON-SITE
COURSES WHILE COMPLAINING WITH THE
REGULATIONS ESTABLISHED BY NATIONAL AND
DISTRICT GOVERNMENTS.

ON THE OTHER HAND,

THE SECOND STRATEGY WAS TO REMOVE OBSTACLES.

HERE, THE OBSTACLES WHERE THAT EVERY LESSON

WAS TAUGHT ONLINE AND THIS INCREASE THE
CHANCES OF THE STUDENTS TO RATHER STAY AT
HOME THAT GOING TO THE CAMPUS.

2. On the other hand, using Kotter's model as well, describe two mistakes
you believe the university is making in adapting adequately to this
change process.
THE FIRST MISTAKE THE UNIVERSITY MADE
WAS DECLARING VICTORY TOO SOON AND
THE SECOND ONE IS THAT THEY DIDN’T
SYSTEMATICALLY PLAN AND CREATED SHORT
TERM WINS.

THIS IS A PROBLEM FOR KOTTER´S SINCE FOR

HIM THE MOST IMPORTANT THING is TO
REALIZE THAT CHANGE REQUIRES TIME TO
ADAPT AND FOR PEOPLE TO CHANGE AS
WELL.

THIS BEING SAID, IF THE UNIVERSITY MAKES

THE DRASTIC DECISION OF MAKING ALL
COURSES AND LESSONS ON THE CAMPUS,
STUDENTS MIGHT ENCOUNTER DIFFICULTIES
SUCH AS LACK OF MOTIVATION AND VISION,
THUS CREATING HIGHER LEVELS OF
RESISTANCE TO CHANGE.
33

3 VERITALE

Varietale is a family-owned company that sells deluxe coffee and other

special beverages.

MAIN INGREDIENTS ARE BOUGHT FROM LOCAL FARMERS WITH CROPS

AND MICRO LOTS THAT FOLLOW ENVIRONMENTALLY SUSTAINABLE
PRACTICES.

Moreover, Varietale focuses on fair payments to its collaborators, which in

return must sell beans with a qualification above 85 points. These
standards are only obtained by perfect climate conditions, adequate type
of soil and high-quality variety of beans. Customers are mainly located in
Bogotá. Take-away coffee beans and coffee-based products are advertised
under the premise:

"People who love good coffee and value this type of bean at a superior
price".

Varietale has fiftheen points of sale, which are characterized by being in

areas with a large number of people (7 at universities, 5 at shopping malls
and 3 at airports). In recent years the manager and owner found that
offering the service of roasting coffee beans for other stores and specialty
coffee businesses throughout the country, is a good source of additional
income, but that it also means the competition could increase its level of
product differentiation.

He has also found that pastries and baked goods attract families in
shopping malls, who are looking to share time with beloved ones while
enjoying a high-quality cup of coffee and a delicious desert.

He also found that selling “souvenirs" (thermoses, mugs, instruments for

processing coffee at home, etc.), with the store's brand, are beginning to
generate traction in the community that visits them, especially in airports
(foreign travelers).

Finally, he realized that students are looking for a place to study with a
free Wi-Fi connection, or that is cozy enough to hang out with friends.
 CRITERIA…

- Power
- Urgency
- Legitimacy …. Importance … Interest

Stakeholders
a. Local farmers
b. Families
c. Students
d. Tourists
e. Competitors
f. Specialty coffee businesses
2. Businesses consider customers and clients primary stakeholders because their
purchases of goods and services directly correlate with organizational success
 and on the other hand employees are both affected and have the ability to
affect directly the company´s performance and determine their chances of
success or failure.

a. Using the salience model, select the two stakeholders that the manager
should pay more attention to? What are the criteria that you acquired to
prioritize stakeholders, and why?

Based on the salience model, I consider that

two stakeholders that the manager should
pay attention to are employees and
customers.

AS, they both have power and legitimacy. And

this is important because power is related to
the ability of the stakeholder to impose their
will while legitimacy describes their level of
importance, interest and involvement

So …

the criteria that I used was to identify them to

see which ones had not only high impact but at
the same time high influence for the company.

As well, the measurement of their level of

importance was also relevant as they both fall
into the category of dominant which have high
involvement just as dangerous and definitive
stakeholders which are the most important
ones among the types of stakeholders.
b. Using the involvement ladder described by Friedman & Miles ), indicate at
what level would you place the stakeholders you selected in your previous
answer, and why?

I would say

Suppliers (farmers) would be placed at the top of the

ladder, particularly in the alliance zone, where there
are joint decision-making processes, giving them
powers in specific projects.

On the other hand, customers would be located at

the bottom of the ladder, since despite being
customers they are still competitors.

In this sense,

they would be located in the intervention zone,

where these stakeholders provide conditional
support when conditions are favorable.

There,
the organization decides the degree of intervention,

so that it can continue to stand out against these

competitors despite the increase in its level of
sophistication.
 44. TAXIS IN BOGOTÁ

Beat platform arrived in Colombia in dosmil once

Uber did the same in dosmilquince

Indriver in dosmil dieciocho

Didi in Dos mil diecinyeve

The operation of these transport platforms has been full of criticism from
different sectors such as the taxi drivers' union. In the main cities of the
country, different cases were known of verbal attacks, bullying and physical
effects on vehicles that provided public transport services being private
cars.

Due to strong opposition,

Uber left Colombia in January 2020 due to a judicial decision,

by then they had 2.2 million active users and more than ochoocho,000
driving partners. Uber returned in June of the same year under the vehicle
rental with driver modality, it seems that there is something very attractive
in this market for them to be so insistent.

Currently, on the Didi platform, eight out of ten taxi drivers prefer to
connect to platforms for greater security.
1. According to the Population Ecology Theory, what explains the
emergence and growth of transportation applications in Colombia?

POPULATION ECOLOGY THEORY, BASICALLY

CONTRASTS THE NUMBER OF
ORGANIZATIONS IN THE SAME
ENVIRONMENT AND THE TIME, HELPING TO
MEASURE THE FACTORS THAT MAKE THEM
GROW AND SLOW DOWN.

FOR THIS CASE, WE CAN SEE HOW IN PHASE

ONE BEAT PLATFORM ENTERED THE
MARKET IN twothousand eleven AND
SERVED AS A ROLE MODEL FOR OTHER
COMPANIES SUCH AS UBER, INDRIVER AND
DIDI WHICH WERE ESTABLISHED BETWEEN

twothousand fiftheen and twothousand

ninghtheen

WHICH EVENTUALLY

LED TO AN INCREASE IN THE OVERALL

KNOWLEDGE OF THE MARKET.

THEN, WE SEE HOW ALL OF THIS

COMPANIES ENTERED INTO PHASE 2
WHICH IS WHEN THE MARKET STARTS TO
TAPERS OFF AND SLOW DOWN DUE TO AN
INCREASE IN COMPETITION AND LACK OF
RESOURCES WHICH IN THIS CASE ARE THE
CLIENTS

Also
 THE COMPETITION IS GIVEN NOT ONLY
AMONG THEM BUT WITH OTHER PUBLIC
TRANSPORTATION systems SUCH AS THE
TAXI DRIVERS UNION.

2. According to the resource dependency theory, what strategy did Didi

apply to manage competitive interdependence with taxi drivers and how
is it explained that the same taxi drivers who previously opposed the
operation of this platform now prefer it?

Before answering this question, I think it´s important to establish the

relationship between population ecology theory and resource dependence
theory and both of them talk about not only the effect of the environment
on the organization but as well about how it is affected by resources and
competition.

DIDI MANAGED THEIR

INTERDEPENDENCE WITH TAXI DRIVERS
BY ENGAGING IN TRANSACTIONS AND
COLLABORATING WITH THEM IN ORDER
TO ACQUIRE RESOURCES.

THIS HAS TO DO WITH THE RESOURCE

DEPENDENCY THEORY

AS IT DESCRIBES WHAT HAPPENS WHEN

RESOURCES START TO DIMINISH AND
THERE ARE HIGH LEVELS OF
COMPETITION, UNCERTAINTY in the
same environment

IN THIS CASE,

DIDI WAS CONTROLLING THE MAJORITY

OF RESOURCES WHICH FORCED TAXI
DRIVERS TO BECOME DEPENDENT TO
THEIR SERVICE.

so
FOR THIS REASON,

THEY HAD TO COLLABORATE IN ORDER

TO DECREASE UNCERTAINTY AND
DECREASING THEIR CHANCES OF
EXTERNAL CONTROL RISKS WHICH
MIGHT BE IMPOSED BY THE
GOVERNMENT AS HAPPENED WITH
UBER,

ALSO THEY DID THIS TO PREVENT THESE

TAXI DRIVER’S MANIFESTATIONS AS THEY
CAN LEAD TO NEGATIVE EFFECTS ON
OPERATIONS SUCH AS FUNDING’S OR
POLICIES.
 55. TES-AMERICA

The Growing Entrepreneurs study conducted in 20sictheen found that

there are companies that can be victims of their own success.

AFTER DEVELOPING AN INNOVATIVE PRODUCT OR SERVICE COMES A

STAGE OF GROWTH AND CONSOLIDATION OF THE ORGANIZATION THAT
NOT ALL MANAGERS KNOW HOW TO HANDLE.

It is one thing to serve a handful of customers and quite another to do it

efficiently when there are a hundred of them.

References:

https://www.semana.com/empresas/articulo/por-que-se-va-uber-de-
colombia/280705/ https://www.eltiempo.com/tecnosfera/apps/las-
razones-por-las-que-uber-pudo-volver-a-colombia-464208

https://www.asuntoslegales.com.co/actualidad/tribunal-vinculo-nuevas-
plataformas-de-transporte-en-demanda- para-bloquear-a-uber-397230

TES-América is a technology company that offers specialized engineering

services and develops solutions for the radiocommunications industry
and for the management of the radioelectric spectrum (TES- América,
207).

It currently operates with a FUNCTIONAL ORGANIZATIONAL STRUCTURE

WITH FOUR DEPARTMENTS REPORTING TO MANAGEMENT: Hardware
and Software Development, Marketing and Sales, Finance and
Administration. Daniel Rosas, founder, and manager, remembers how his
company evolved:

We started to grow between 30% and 70% annually. Therefore, we had to

put together a management group that could withstand the new
challenges. This allowed us to grow a lot in billing -which was good- but
EBITDA fell tremendously.
 We lost focus and were no longer innovative. We had grown a lot in
bureaucracy (we were uno70 people, 20 of them directors) and that led us
to start having problems in our performance. We were standing on a shell
and ended 20uno6 with great illiquidity. Terrible. A chaos. We quickly had
to reduce to 40 people... Even my partner left.

1. Using Greiner's organizational growth model as a

reference, what stages has this company gone through
and what crisis is it facing? Justify your answer.

THEY MANAGED TO GET THROUGH THE

GROWTH STAGE THROUGH CREATIVITY AND
THE LEADERSHIP CRISIS THAT COMES AFTER.

HE OVERCAME GROWTH THROUGH

LEADERSHIP AND THE CRISIS OF AUTONOMY.

HE OVERCAME GROWTH THROUGH

DELEGATION AND CRISIS OUT OF CONTROL.

FINALLY, THEY REACHED GROWTH THROUGH

COORDINATION,

BUT FELL INTO A BUREAUCRATIC CRISIS THAT

PREVENTED INNOVATION AND INITIATIVES,

THIS IS DUE TO THE LARGE NUMBER OF

MANAGERS TO WHOM THEY HAD TO
REPORT AND GO THROUGH THE CHAIN OF
COMMAND. ---RETURNING TO SLOW AND
UNPRODUCTIVE DECISIONS.
2. Using informal network theory, suggest an action aimed at changing the
organizational design that is a first step to overcoming the current
situation. Justify it properly.

AN ACTION I WOULD SUGGEST TO

OVERCOME THESE SITUATIONS IS TO CREATE
INFORMAL NETWORKS OF
COMMUNICATION SUCH AS A GOSSIP
NETWORK WITH OPEN STRUCTURE IN ORDER
TO PROMOTE INNOVATION AND AT THE
SAME TIME DIMINISH BUREAUCRACY.

HERE, THE INFORMAL NETWORK THEORY

CAN BE USED TO MAINTAIN A BETTER FOCUS
BY TRANSMITTING THE INFORMATION
QUICKLY AND SPREADING DIFFERENT IDEAS

THROUGHOUT THE ORGANIZATION WITH

BRANCHES GOING OUT IN ALL DIRECTIONS
WITHOUT TAKING INTO ACCOUNT ANY
LEVEL OF AUTHORITY.

ON THE OTHER HAND,

THIS WILL HELP TO PROMOTE INNOVATION

BY ENABLING EMPLOYEES TO EXCHANGE
VIEWS THAT CANNOT BE DONE THROUGH
FORMAL CHANNELS.
 66. GENDER EQUALITY

The United Nations 2030 Agenda for Sustainable Development includes

five goals related to gender equality, including EQUAL OPPORTUNITIES
FOR LEADERSHIP.

A recent study showed that management careers among Middle Eastern

women are affected by a variety of environmental factors, including
SOCIOCULTURAL FORCES (for example, attitudes toward professional
women), REGULATION (for example, labor law) and NORMATIVE
BEHAVIOR (f.x, discrimination at work). The study concluded that more
research was needed to address barriers to gender equality, as well as
future studies examining gender equality in specific industries and at
different levels of management.

1. How could the environmental forces affecting women's leadership

be managed from an institutional perspective?

I THINK INSTITUNALIZATION MUST BE

IMPLEMENTED as IT has the power to
TRANSFORM organizational CULTURE,

IN THIS WAY, VALUES AND NORMS may be also

TRANSFORMED, INCLUDING THE CHANGES
INSIDE THE ORGANIZATIONS wich will help to
effectively foster change.

Now,

SINCE THERE IS A GOAL IN CHANGING

ToWARDS GENDER EQUALITY, the KEY will ve
TO START A TRANSFORMATION IN NORMS AND
VALUES.
 ANOTHER WAY OF MANAGING THIS SITUATION
WOULD BE WITH COERCIVE ISOMORPHISM,
which is WHERE ANOTHER ORGANIZATION
GETS INFLUENCED BY ANOTHER ONE AND
ADAPTS their NORMS AND VALUES.

2. How could an organization conduct a stakeholder analysis to

address gender equality at different levels of management?

FOR THIS CASE,

AN ORGANIZATION SHOULD CONDUCT A

GENDER SENSITIVE STAKEHOLDER
ANALYSIS THROUGHOUT THE
STAKEHOLDER ANALYSIS MATRIX.

SO, FIRST

IT MAY IDENTIFY WHICH ARE THE

STAKEHOLDERS, THE SECOND STEP WILL BE
TO IDENTIFY THE RELATIONSHIPS BETWEEN
THEM, THEN IDENTIFY HOW THEY WILL BE
AFFECTER BY A GENDER EQUALITY
ORIENTED PROGRAM, AND FINALLY
IDENTIFY HOW EACH STAKEHOLDER WILL
INFLUENCE THE PROGRAM.

THUS, FINDING OUT WHICH ONES ARE THE

MOST CRITICAL OR HAVE HIGHER
RESISTANCE TO CHANGE FOR THIS
MEASURE.

FINALLY,
 SOME INDICATORS COULD BE THE
TRANSACTION COSTS SINCE THESE ONES
WILL NEGOTIATE, MONITOR AND GOVERN
WITH THE OBJECTIVE OF ACHIEVING
GENDER EQUALITY,

77. “GREEN” INNOVATIONS

"Green" innovations are improvements to processes, products or services

that allow organizations to reduce their negative impact on the
environment.

Examples of green innovations include energy-saving measures, recycling,

material savings, "lean" design methods, and pollution prevention.

The tourism industry, including hotels and restaurants, is an area that

could potentially benefit from increased investment in eco-innovations.

Following the RELAXATION OF PANDEMIC-RELATED TRAVEL RULES IN

MANY COUNTRIES, THE INCREASE IN INTERNATIONAL TOURISM TO
ATTRACTIONS AND RESORTS IS LIKELY TO INCREASE THE USE OF FOSSIL
FUELS AND THE EMISSION OF VARIOUS TOXIC MATERIALS, INCLUDING
PLASTICS, LEADING TO AN INCREASE IN SOIL, WATER, AND AIR
POLLUTION.
1. How could a hotel or restaurant improve its core competencies to produce
green innovations?

CORE COMPETENCIES ARE A SET OF SKILLS AND

ABILITIES THAT ENABLE AN ORGANIZATION TO
OUTPERFORM ITS RIVALS. WITHIN THIS
CONTEXT, IT IS VERY IMPORTANT THAT THE
CORE FEATURES DEMONSTRATE HIGHLY VISIBLE
DIFFERENTIATION BECAUSE IN THE INDUSTRY IT
IS CRUCIAL TO HAVE AN ATTRACTIVE AND
FUNCTIONAL MODEL.

FUNCTIONAL RESOURCES:

- HOSPITALITY OF EMPLOYEES

- SELECTION OF ENVIRONMENTALLY FRIENDLY

PRODUCTS AND SERVICES

- AESTHETIC DESIGN (SHOWING THE GOAL OF

BEING ECO-FRIENDLY)

And on the other hand

 ORGANIZATIONAL RESOURCES:

- DISTINCTIVE LOCATION (NOT FOR “GREEN”)

- SKILL AND KNOWLEDGE OF YOUR MANAGERS

AND/OR PARTNERS (GOOD COMMUNICATION
AND SPECIALIZATION)

2. What multilevel strategy would you recommend to an emerging “green”

hotel chain to increase its market share in the ecotourism industry?

- FIND INFLUENCERS WHO ARE

DEDICATED TO MAKING TRIPS (SUCH AS
LUISITO COMUNICA) SO THAT THEY
PUBLISH THE DIFFERENTIAL
CHARACTERISTICS OF THE HOTEL AND
THUS ATTRACT MORE PEOPLE.

- ADVERTISE AND HAVE ALLIANCES ON

WEB PAGES THAT ARE DEDICATED TO
BOOKING HOTELS.
 888. UNIVERSITY CIVIC CENTER

Phase one of the “Centro Cívico Universitario de Uniandes”, which

corresponds to the RgD building, was officially inaugurated in November
202one. In subsequent phases, the development of an exhibition hall, a
theater, and even a pedestrian plaza is planned to integrate the campus
with the surroundings. It is expected that when it is fully built, the “Centro
Cívico” will contribute to the safety of the sector by boosting the
circulation of pedestrians along the environmental axis.

"This initiative will not only benefit the Universidad de los Andes in the long
term but also the other universities in the area, with which we have
always worked together to ensure the safety of the students," said the
head of security at Uniandes while they inaugurated the building.

The architectural design of the delivered building was assigned to Cristián

Undurraga and Konrad Brunne after conducting a competition among
several architectural firms, and its construction was carried out by Arpro
Arquitectos Ingenieros, who was also in charge of project management.
However, to reduce the risk of delays and higher costs in the construction
of the building, the university hired a Civil Engineer who graduated from
the institution to coordinate the execution of the project. "Although the
construction company had its manager, my job was to supervise that the
commitments acquired by the construction company were fulfilled within
the established times and with the agreed budget," said the manager on
the day of the inauguration.

For more information about “Centro Cívico” you can visit the following links:
https://www.youtube.com/watch?v=_-KiLW4CCBg

https://uniandes.edu.co/en/news/architecture-and-design/university-civic-centre-
a-great-educational- space

Considering the information presented in the case, answer:

1. What type of interdependence does the Universidad de los Andes have
with the other universities located in the sector? What kind of
interdependence do you have with the architecture and construction firms
that participated in the project?

INTERDEPENDENCE MEANS
THAT CHANGE IN ONE PART OF A
SYSTEM WILL IMPACT OTHER
PARTS OF THE SYSTEM IN SEEN
AND UNSEEN WAYS. 

UNIVERSITIES: THEY HAVE A CO-OPTING

INTERDEPENDENCE.

THE CIVIC CENTER SEEKS TO INTEGRATE

THE UNIVERSITY CAMPUS WITH ITS
SURROUNDINGS AND IN THE SAME WAY
SEEKS TO IMPROVE THE SECURITY OF
THE SECTOR.

Like this it aims TO ENSURE THE SAFETY

OF STUDENTS not only from the
university but also from NEIGHBORING
UNIVERSITIES,

Also

I WOULD SAY THAT IS A POOLED

INTERDEPENDENCE SINCE ALTHOUGH
EACH UNIVERSITY WORKS
INDEPENDENTLY, THEY ALL WANT TO
 CONTRIBUTE TO THE SECURITY OF THE
SECTOR

AND THIS SPACE SEEKS TO NEUTRALIZE

THE SECURITY PROBLEM IN THE SECTOR

ARCHITECTURE AND CONSTRUCTION

FIRMS:

THE INTERDEPENDENCE IS A SYMBIOTIC

INTERDEPENDENCE AS THEY LOOK
AFTER THE STUDENT’S SAFETY OVERALL.

ALSO,

BECAUSE THEY GIVE THEIR

CONSTRUCTION SERVICES FRO A
PAYMENT AND LOS ANDES GIVES THEIR
GROUNDWORK FOR SECURITY TO ALL OF
ITS MEMBERS.

2. What transaction costs do you identify in the case? What are the main
sources of these transaction costs?

THE TRANSACTION COSTS

WOULD BE: THE NEGOTIATION
COSTS WITH APRO ARCHITECTS
AND MONITORING COSTS FROM
CIVIL ENGINEER FROM THE
INSTITUTION IN ORDER TO GO
AHEAD WITH THE PROYECT.

IN ADDITION, THE COST OF

COORDINATING THE DIFFERENT
ACTORS INVOLVED IN THE
PROJECT. AND FINALLY, A
CONTRACT WITH THE BASIC
SERVICE COMPANIES FOR THE
INSTALLATION AND USE OF THESE
IN THE BUILDINGS.
 99. CHEZ

CHEZ is a major SNACK COMPANY that is fighting to increase its MARKET

SHARE. The company currently has 750 employees, most of them at its
production plant where its two product lines (chips and French fries) are
produced. Their products are well received by consumers, and they have a
presence throughout the national territory through their own distribution
network.

In recent years, CHEZ's leadership position in the domestic market has

been affected by aggressive efforts by Frito-Lay, a subsidiary of the PepsiCo
group, to position its global brands of corn chips and potato chips.

Given the threat they face, CHEZ directors have proposed a strategy with
two lines of action:

i. expand the product portfolio for all segments and geographies

in which the company has a presence (and thus increase
consumption)
ii. develop new snacks that meet the specific needs and tastes of
four regions of the country.

CHEZ currently has a functional organizational structure; however,

managers are not sure if this design will allow them to implement the
strategy they have outlined.
 1. What kind of strategy do you think CHEZ managers are looking for
(functional, business, or corporate)? Explain your answer.

I think they need to implement a corporate strategy because they are trying to find a
new domain in which to compete

THE TYPE OF STRATEGY THAT CHEZ

MANAGERS USED WAS

CORPORATE,

SINCE WHAT THEY ARE LOOKING FOR IS

FOR THE ORGANIZATION TO BE ABLE TO
PROTECT AND EXPAND ITS DOMAIN, BUT
AT THE SAME TIME IT IS POSSIBLE THAT
NEW DOMAINS CAN BE IMPLEMENTED
THAT ALLOW THE EXPANSION OF THE
COMPANY AND COMPETE WITH OTHER
COMPANIES.

2. Which organizational structure would allow CHEZ to implement the

strategy with greater differentiation? Describe the structure of CHEZ that
you propose and explain its advantages and disadvantages.

AN ORGANIZATIONAL STRUCTURE THAT CAN

HELP CHEZ DIFFERENTIATE ITSELF WOULD BE
THE DIVISIONAL STRUCTURE BY PRODUCT.

SINCE,
ACCORDING TO SHAW, DIFFERENT SECTIONS
OF THE COMPANY COULD BE FOCUSED AND
THUS PROVIDE MUCH MORE SPECIALIZED
PRODUCTS SO THAT CUSTOMERS PREFER
THEIR PRODUCTS OVER THOSE OF LARGE
CORPORATIONS.

WITH THIS TYPE OF STRUCTURE, SOME

ADVANTAGES WOULD BE HAVING MORE
CONTROL, MORE WORK EFFICIENCY WHICH
WILL BROADEN THE PRODUCT PORTFOLIO
AND ALSO AN INTERNAL LABOR MARKET.
YET, SOME DISADVANTAGES WOULD BE
BUREAUCRATIC COSTS, COMMUNICATION
PROBLEMS AND COORDINATION BETWEEN
DIVISIONS.

THE ADVANTAGES ARE THE ORGANIZATIONAL

EFFICIENCY THAT THE COMPANY OBTAINS,
THERE IS GREATER CONTROL OF THE
PRODUCTS PROVIDED, THE RESOURCES ARE
EASILY MANAGED AND THE INTERNAL LABOR
MARKET WOULD INCREASE.

ON THE OTHER HAND, THIS TYPE OF

STRUCTURE CAN AFFECT THE COORDINATION
BETWEEN THE DIVISIONS OF THE PRODUCTS,
AN INCREASE IN BUREAUCRATIC COSTS AND
COMMUNICATION PROBLEMS COULD BE
GENERATED.
 10. NOKIA

Although mobile phones used to be marketed primarily to business men, as phones

became cheaper and more attractive, Nokia's growth soared and it became the world
market leader for almost one5 years.

Nokia grew bigger and more successful: around one60 million of the most popular
models were sold between one998 and one999.

However, ITS INNOVATIVE CULTURE CHANGED IN THE YEARS THAT FOLLOWED: the
focus shifted away from encouraging staff to solve customer problems and recognize
new opportunities in the market. For example, Nokia did not consider that wireless
and Internet technologies were converging, and that the third generation of wireless
technology, which promised enhanced multimedia capabilities, was evolving. There
Apple changed everything with the creation of the iPhone. Top executives at Nokia
panicked! Attention was then redirected to chasing the Apple concept.

While Apple's iPhone grew, Nokia's new models were not keeping up with their
competitors. The situation began to deteriorate so quickly that several employees
were laid off; evidently, the company's situation was going from bad to worse.
Desperate to get out of the current crisis and better compete with its competitors,
Nokia announced a strategic partnership with software giant Microsoft to make the
Windows Phone. In 20one3, Nokia's mobile division was sold to Microsoft.
1. Using the Weitzel and Jonsson model, why did Nokia go into decline? What
steps could top management have taken to stop the decline and restore
organizational growth?

ACCORDING TO THE WEITZEL AND

JONSSON MODEL,

NOKIA WENT INTO DECLINE BECAUSE THE

COMPANY DID NOT RECOGNIZE THE NEW
EXTERNAL FORCES THAT WOULD CAUSE
PROBLEMS IN THE FUTURE,

WHICH IN THIS CASE WOULD BE WIRELESS

TECHNOLOGIES, AND ALSO DID NOT TAKE
ACTION TO ADVANCE THESE ISSUES,
instead THEY FOCUSED THEIR ATTENTION
ON THE PROBLEMS THEY HAD WITH
CUSTOMERS.

IN OTHER WORDS,

Went through FAULTY ACTION BECAUSE

THEY FEARED CHANGE AND INNOVATION.

And THIS LEAD THEM INTO A CRISIS

WHERE WORKERS WERE FIRED AND
CONCLUDED IN A DISSOLUTION

NOW, I BELIEVE
 THE DIRECTORS COULD HAVE INVESTED IN
THE NEW TECHNOLOGIES FOR THE NEW
MODELS, SINCE IN THIS WAY THE
COMPANY WOULD NOT HAVE FALLEN
BEHIND IN ITS SMART PHONE MODELS
AFTER THIS THE DIRECTORS HAD TO LOOK
FOR A DIFFERENTIATOR AND
RESTRUCTURE THE COMPANY.

2. Given the challenges Nokia faced, what kind of structure could you put in
place so that innovation is at the core of your business? Explain.

FINALLY,
I BELIEVE THAT THE MATRIX
STRUCTURE WOULD BE IDEAL FOR
NOKIA, SINCE THE MATRIX-TYPE TEAM
STRUCTURE MAKES THE
ORGANIZATION FLEXIBLE AND GIVES IT
THE ABILITY TO ACT QUICKLY IN THE
FACE OF CHANGES IN PRODUCT AND
CUSTOMER NEEDS.

FOR INNOVATION TO BE AT THE

CENTER OF NOKIA,

THE COMPANY SHOULD IMPLEMENT

THE MATRIX STRUCTURE BECAUSE IN
IT PEOPLE AND RESOURCES ARE
GROUPED IN TWO WAYS
SIMULTANEOUSLY BY FUNCTION AND
BY PROJECT OR PRODUCT.
 AND THIS IS IMPORTANT AS IT

HAS SEVERAL ADVANTAGES,

SUCH AS REDUCING FUNCTIONAL

BARRIERS BY PROMOTING
INTEGRATION.

11. BANK OF MORAVIA

Bank of Moravia has a DIVISIONAL STRUCTURE BY TYPE OF CUSTOMER.

In recent years, however, it has found that its formal authority structure
has not allowed for good communication or cooperation between the
different areas within its divisions, nor has it generated synergies between
different divisions.

You have been hired as a consultant to improve the organizational

structure of the bank in the short term and in your study, you found that
the CEO had established the following principles for his organization:

i) It is possible and desirable that everyone is connected to

everyone at the same time
ii) We need more technology so that there is more
cooperation between divisions
iii) Each person knows very well who is part of their network.
You as an organizational consultant did not agree with any of
these principles.
a. Using the social media approach, state three arguments to sustain why the
manager’s thesis are not a good idea.

a. IT IS NOT EFFECTIVE FOR EVERYONE TO

BE CONNECTED AT THE SAME TIME SINCE
THE SIMULTANEOUS COMMUNICATION
OF MANY PEOPLE AT THE SAME TIME CAN
TRIGGER CONFUSION,
MISUNDERSTANDINGS OR
COMMUNICATION PROBLEMS AND END
IN DISORDER AND LITTLE EFFECTIVENESS.

b. ALTHOUGH TECHNOLOGY CAN BE

USEFUL IN BETTER COMMUNICATION,

MORE TECHNOLOGY IS NOT EXACTLY

NECESSARY TO ACHIEVE COOPERATION,
MORE EFFECTIVE, CLEAR AND DIRECT
FORMS OF COMMUNICATION ARE
REQUIRED, IN WHICH IT IS CLEARLY
ESTABLISHED WHO, WHEN AND HOW THE
COOPERATION IS NEEDED.
INFORMATION.
 c. KNOWING WHO IS PART OF EACH
OTHER'S NETWORK CAN BE
COUNTERPRODUCTIVE SINCE IT CAN
GENERATE BIASES DEPENDING ON WHO
IS RELATED TO WHOM.

b. Evaluate the structural problems the Bank is facing. What organizational design
elements would you suggest to resolve this problem? Justify your answer.

I CONSIDER THAT THE MAIN PROBLEMS

OF THE STRUCTURE ARE THE LACK OF
COMMUNICATION, LEADERSHIP AND
COOPERATION BETWEEN THE
NETWORKS.

so

IN ORDER TO SOLVE THEM I WOULD

SUGGEST CHANGING TO A DIVISIONAL
STRUCTURE THROUGH INCREASED
INTEGRATION.

IN THIS WAY, THE SUBUNITS WILL

INCREASE THEIR ABILITY TO
COORDINATE ACTIVITIES AND
MOTIVATE EMPLOYEES.
 12. RAMESH DUGGU

Ramesh Duggu entered Colombia in January 20one4 and set up an Indian

restaurant near the Universidad de Los Andes in June 20one6.

He decided that the menu should offer customers options of entrees, biryani,
chicken, lamb and vegetarian dishes. Ramesh's key tasks were to obtain funds
from a Colombian bank, rent space near the Los Andes campus to set up the
restaurant, source Indian spices from markets like Carulla and Jumbo, and then
hire and train five full-time cooks.

3 servers, 2 food delivery employees, and an additional server specifically for

weekends and holidays.

Ramesh wants to ensure strict control of the work inside the restaurant because
he has invested his hard-earned money in setting up a business for the first time
in his life. In addition, he believes that close supervision will ensure that his staff
provides consistent and satisfactory service. Ramesh started with an informal
structure that worked well in the first location, then expanded the operation to
twenty (20) locations in Bogotá adopting a functional structure. In 20one9
Ramesh's restaurant has been a great success "Oh, Colombians seem to love the
idea of Indian food!" and NOW HE HAS DECIDED TO OPEN TWO NEW LINES OF
BUSINESS: INDIAN GROCERY ITEMS (EG MASALA TEA) AND INDIAN KITCHEN
APPLIANCES, in addition to continuing the twenty restaurants he currently
operates.
Ramesh has thought that his company should have a HIGH FOCUS ON THE
CUSTOMER SEGMENTS it will serve: restaurant customers seek an experience
around food and are willing to pay more for it, those who buy food items do so.
to be able to carry out their own preparations, and those who buy Indian
appliances are a world apart as they seek the best cost/benefit ratio. Since
Ramesh now has more than one hundred

(hundred) employees in his restaurants and an office with 50 people

managing the back office, he doesn't know what structure to adopt.

1. What structure would you advise him to adopt now? Why?

I WOULD ADVISE it TO ADOPT A

DIVISIONAL STRUCTURE BY PRODUCT
FOR THREE MAIN REASONS.

FIRST, BY SEGMENTING CUSTOMERS,

THE AFOREMENTIONED STRUCTURE

CAN DIVIDE RAMESH'S BUSINESS
ACTIVITY INTO THREE PRODUCT LINES:
RESTAURANT, MARKET, AND HOME
APPLIANCES.

THIS BENEFITS THE ORGANIZATION

BECAUSE SPECIFIC RESPONSIBILITIES
ARE ASSIGNED ACCORDING TO THE
NEED AND TECHNICALITY OF EACH
DEPARTMENT.

SECOND,

DECISION-MAKING IS FAST, SINCE THE

DEPARTMENTS CAN ACT WITH A
 CERTAIN DEGREE OF AUTONOMY AND
INDIVIDUALITY.

THIRD,

THIS STRUCTURE PROVIDES GREATER

ORGANIZATIONAL EFFECTIVENESS AND
BETTER CONTROL OF RESULTS.

2. Using Greiner's Organizational Growth Model, what stage is Ramesh Duggu

in and what crisis would you anticipate? Why?

IF RAMESH DUGGU ADOPTS THE

DIVISIONAL STRUCTURE BY PRODUCT, IT
CAN BE ESTABLISHED THAT HE IS IN THE
THIRD STAGE: GROWTH BY DELEGATION.

iN VIEW OF THE NEED TO DELEGATE

AUTHORITY AND AUTONOMY. THAT SAID,
A CRISIS OF CONTROL WOULD BE
ANTICIPATED. THIS WOULD BE EXPLAINED
BY THE COMPETENCE OF MANAGERIAL
POWER, SINCE AFTER STAGE 3, GREATER
POWER IS GIVEN TO MANAGERS AT LOWER
LEVELS.