Indian Institute of Management Rohtak

PGP 12

Organizational Design and Dynamics (ODD)

Case Analysis
on

The Decision Dilemma (Part A)

Submission To: Submission By:

Dr.
Dr. Koustab
Koustab Ghosh
Ghosh Group 11
PGP12111 Abhijeet Nagpal
PGP12076 Ishita Bhattacharya
PGP12087 Shefali Singh
PGP12098 Sheetal Minz
PGP12123 Srajal Jain
1. Assume that you know everything that went inside Vega and Zeta (as per the case facts),
if you were Mr. Mehta, to whom will you give the final order for developing the integrated
banking software for Secure Bank?
Analyze the pros and cons of giving the order to Vega and Zeta and provide reasons why
you would choose one over the other. What are the assumptions that you are making?

We will give the final order for developing the integrated banking software for Secure Bank to
Zeta. We will do so because their Business Organization structure allowed us to identify an
innovation that has considerably improved our system. While the efficiency of the company is
untested, the internal system and the culture fosters innovation and higher accountability which
is very valuable.

Pros and cons of giving order to Vega and Zeta:

Giving order to Pros Cons

Vega
Vega provided well-
documented work to its
stakeholders.
Had highly responsible
employees.
Due to internal competition
among employees, more
innovative and better ideas
would be there for new
projects.
Employees were less
innovative because they did
get opportunities to
experiment with new things.
They lack in making an
existing project successful
and started working on a new
CRM module for one add-on
feature.

Zeta
Employees were familiar with Employees got confused
all activities. about their role and at the
time of any issue who would
Zeta had a good experience in be responsible for proper
making changes to the discussion and meetings.
existing project.
No structured plan was there
There was no need to start for project development.
from scratch as Vega did for
any new add-on feature. No internal competition
among employees as all was
familiar with all skills.

Innovative ideas would

depend on volunteer actions
not due to accountability, so
there would be less sincerity
for any project at an

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 individual level.

Reasons to choose Vega over Zeta:

● Vega was a structured organisation where all employees knew their responsibility.
● Due to proper communication channels, messages of any change on short notice could
easily be delivered to all employees.
● All staff working for the CRM module were updated with the information provided at the
last moment.
● More specialised employees were there.
● Had a well-structured plan for the projects i.e. development, testing and QA.
● Vega delivered a prototype of the CRM module with adequate testing whereas Zeta
didn’t mention any plan of execution in the case.

Reasons to choose Zeta over Vega:

● Zeta was an instructed organization where employees had no defined responsibilities,

they worked according to their values system aligned with the company's values.
● Chances to got more innovative ideas as everyone was free to express their views in any
project.
● Employees were not specialised but knew all fields.

The assumptions are that all of the information was provided at the beginning of the project and
both had a time of 6 weeks. In Vega, one was free to express their ideas directly without any fear
of seniors under whom they were appointed. Zeta had no structured plan for developing the
CRM module as it was not mentioned in the case.

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2. What organisational factors do you think contributed to the performance of Vega and
Zeta, in the past and during the prototype? What lessons can one draw between
organization structure and performance from this case?

Answer: As given in the case, Vega, headed by Jay Swaminathan, and Zeta, directed by Deep
Roy, were polar opposite in their leadership style and organisational work culture. Due to which
the Zeta absorbed a slight change in the assignment due to their innovative, driven culture while
Vega employees were restricted to do the allotted work.
Given is the organisation factor given by A Guide to Project Management Body of Knowledge
(PMBOK® GUIDE), 5th Edition.1
Organisational Factors Vega Zeta

Culture and Style
The roles were defined to
every employee,
specialisation of work was
observed, strict profile
boundaries were ensured to
avoid overlapping of work
Blurred job profiles,
autonomy to employees to do
work and explore creativity
and self skills

Communication Scalar chain or Free to communicate and

communication arising out of express their views were the
hierarchy was honoured ideology of Zetans

Structure Formal- Well defined roles, Informal- Self-defined roles,

autocratic in decision making defused decision making up
power; mechanist to a certain extent

Process assets Honouring by making Since the free hands in doing

departments similarly doing
certain specific work, leads to
arrest inputs by the employees
concerning their defined job
duty
work and exploring newer
ideas, every employee was
welcomed to give his
suggestion to help develop the
software

Enterprise Environmental
Factors
Good performance over Zeta
allows an added advantage
when approached for the
project
The zest to prove better
caring the same idea of
allowing creativity help Zeta
ignore the fact that they are
competing with Vega, a more
competent firm

In this situation, we can see that there is uncertainty in the organisation structure; however, when
the organisation structure is simple and stable, there is little uncertainty because there are few

1
Project Management Institute. (2013). A Guide to the Project Management Body of Knowledge
(5th ed.). Project Management Institute.
https://repository.dinus.ac.id/docs/ajar/PMBOKGuide_5th_Ed.pdf

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external elements and the elements remain the same or change slowly. Because a significant
number of elements are not similar, the level of uncertainty is somewhat low in a complex but
stable environment. There is high-moderate uncertainty in an unstable and simple environment
due to elements changing often and unpredictably, but there is high uncertainty in a complex and
unstable environment due to dissimilar elements changing frequently and unpredictably.

In this scenario, Vega's inflexible organisational structure resulted in a lack of employee

cohesiveness, and staff worked more in silos, limiting their ability to make last-minute
modifications. They had a simple yet stable structure, and as a result, they were unable to make
swift changes. Whereas Zeta was able to quickly modify its model, and the core idea did not
come from a member of Zeta's IT department, but from another department, because there was a
culture of free flow of information among all employees, and creativity was valued, but there
was a lack of proper structure and specification, resulting in a complex and unstable
environment.

As per the case, we can learn that the organization's performance is determined by planning,
forecasting, and reactivity or responsiveness and these factors when properly implemented
improves the internal integration among the employees and enhances the ability to make rapid
changes in critical situations.

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