ABHISEK SWAIN

21PGDM002

ORGANISATIONAL BEHAVIOR END TERM EXAM

ANSWERS 1:-

 The problem that Geibel was trying to solve was following:

 Communication across department wasn't free flowing.
 working across departments was very difficult.
 Reaction to changes weren't quick enough.
 Silos and managers of companies were working against each other instead of
working together.
 Employees weren't expressing their ideas freely.

Factors that have contributed in creating above stated problem were:

 Presence of traditional hierarchy.
 Managers were judged on how each silo were performing so they didn't want
to give away their resources to silos.
 System was rigid and that was stopping the Disney from becoming dynamic.
 Presence of high number of participants in already established groups which
was formed on the basis of speciality instead of task.
As a result of the old Disney Animation Studio's top-down structure and autocratic
leadership, there are more Organizational Communication inconsistencies, which leads to
decreased work flow and efficiency, ultimately limiting the organization's growth.

(b) What is your assessment of the new team structure- i.e. the new structure for Disney
Animation's system group in terms of its strengths and weaknesses?
 Improved team structure was proposed and implemented since Geibel understood that
the top performance in a team was possible if the team comprised 2-6 members.

He introduced three tier-based team concepts as mentioned hereunder:

 Team Lead: Within a team, team leads were designated on the basis of best potential
individual who had broader vision and knowhow of the related domain area. A team
leader is responsible for the day-to-day activities guiding a group of employees as
they complete a project. They are responsible for developing and implementing a
 timeline, which their team will use to reach its end goal. Some of the ways team
leaders ensure they reach their goals is by delegating tasks to their members,
including themselves. They usually spend most of the time in setting up the priorities
for achieving the overall objective of the company/related project.

 Primary Member: Within a team, primary members were the ones who were most
passionate a particular set of confronts. They owned the first and key responsibility
towards his/her team. They are the members with whom you guide your organization,
department or a project.

 Secondary Member: Within a team, few of the primary members shares dual
responsibility i.e. of secondary member as well, where he/she could provide
suggestions to a different team altogether. However, their first responsibility was
towards his/her team. In the case, if there was certain knowledge, they want to share
to a different team in order enhance the utilization/productivity of any different team
in the greater interest of the organization. They are allowed for doing so.
(c) Would this structure work in other organizations? In what environments is this structure
best suited for?
Yes, this structure will work in other organizations as well. Teams are the principal
building blocks of the strategy of successful organizations. The focus of organization may be
on service, quality, cost, value, speed, efficiency, performance, or any other similar goals, but
teams remain the central methodology of most organizations in the private, non-profit, as
well as government sectors.

The fact remains that when a team becomes more aligned, a commonality of direction
emerges, and the individual energies harmonize. This way there is a shared vision as well as
an understanding of how to complement each-others efforts.

It is important to familiar with the requirement of teaming model because the same may not
be successful in all the organization. Some organization will require hierarchal structure
wherein authority and span of control will be of primary importance for easing the risk.

Teaming model may not necessarily work in financial service sector, manufacturing sector,
Infrastructure sector and basically where the manpower is huge and on a higher risk. It may
work effectively in the case of start-ups where quick decisions may require with aggressive
market plans.

On the other side, organizations which are in creative and with high technology space
will require a teaming model. This is due to the factors of complexity involved in the ideas
and execution of the ideas cannot be solved while working in self mode but being
approachable and fast pace communication among the team members are there. Moreover,
generation of innovative ideas and creativity requires team in a smaller group which enable,
the team member to contribute to the objective of the team.

In the case of Disney team, they wish for environment wherein people abilities were utilized
in attaining common objective, faster decision making, new ideas generation, cross functional
communication. The same was provided by setting up the team.
Few of the important requirements for the successful teaming model are mentioned
hereunder:

o Team must seat together to ensure clear and better communication.

o Team size should be smaller in size i.e. 2 to 6 at the maximum

o Able to recover fast from failures and modest interventions are required.

o Where multi-level reporting is required

o Teams are formed for a specific purpose and where more collaboration is required

o Where too much team monitoring is not required, teams are self-drive and
intervention is required during the time of any obstruction in the performance.

o Limited available resource and resources are flexible enough to make the contribution
indifferent department or unit.

o Where the culture is highly dynamic and not constant.

o Teams are passionate about their work and realizing the importance of their
contribution in attaining goals.

o Given the team the reasonable independence on its operations.

ANSWER - 2
 At the founding years of Bosch as a company in the year 1886, the company had a
personalized style of management since the company operated at the ground level as a
very small crafts company and a handful of employees wherein the founder could
converse and contact the employees directly. However, the growing number of
employees meant that this style was becoming inappropriate. Hence, there arose a
need to formalise the company’s structure.
 In 1900, with the setup of the company’s first factory, the process of formalization of
the company started. This was the same time that the company started
internationalising as well. This was necessary to expand the business in places outside
of Germany, to explore new territories. As a result, the company experienced huge
growth. Different products of the company started gaining popularity, hence the need
for a functional type of organisational structure.
 World War 1 severely impacted the business and many employees lost their jobs. The
entire world was affected by the effects of the great war which gave way for the
importance of diversification in the organisational structure of the company.
However, the different foreign divisions of the company started gaining autonomy
and the headquarters at Germany began losing control. This was a major threat to the
functional organisational structure of the company.
 This gave rise to the importance of forming “divisions” for the different operational
offices throughout the globe. The attention shifted to a “product division” style of
 organisational structure, to perform well and communicate efficiently across the
various divisions. This was happening during the phases 4 and 5 of the change of the
organisational structure of the company. While the company was still growing
globally, the need for a matrix organisational structure became evident.
 The different product divisions were responsible for running the company in context
of the units of the company related to them. However, more importance was being
given to the regional or country wise divisions and these heads had the final say in
decision making.
 This acted as the foundation of the transnational organisational structure aimed at by
the company. The attention of the company shifted to the global markets on the
whole, and not just the national markets. This gave rise to the importance of
transnational organisational structure. Focusing on innovation and cost leadership at
the same time led to the formation of a global production division-based matrix
organisational structure.
(b) What is the overall impact of verticalization on the performance of the Bosch Group
in India? What can be done to address the challenges that emerged as a result of
verticalization?
The entire verticalization process started for the Bosch Group in India in the year 2007, while
the great regression hit the world from 2007 through 2009, and its Indian division had to keep
up with the changes to meet the global standards and practises of the company. The overall
operating conditions of the Indian division of the company were pretty good, with no local
reasons for the change. However, the changes still had to be made due to various reasons
involving uniformity of the practices of the company globally, and meeting the requirements
on the global front. But since there was no “need” per se according to the managers working
at the Indian division of the Bosch Group, the people started interpreting the impacts of the
verticalization process according to their immediate environments. Hence, after a thorough
observation and study, it was found that there were some key opportunities and challenges
brought by the verticalization process:
OPPORTUNITIES:
 Visibility for Smaller Divisions: the smaller divisions that were being neglected
earlier due to their restrictions in the national markets were given attention after the
process of verticalization.
 New Career Opportunities: the employees working at the smaller division were also
being exposed to the career opportunities in the different divisions of the world.
 New Global Opportunities: technologies used in the Indian division could be used by
other divisions as well.
 Bigger Picture View: enhancing the perspective of the managers and employees of the
Indian division to have a global perspective and understand the global market trends
of their product division. Also, the usage of foreign technologies in India and vice
versa could be considered after verticalization.
CHALLENGES:
  Fragmentation of the organization: the process of verticalization resulted in a split of
the organization under different product divisions, instead of having one concrete
structure headed by the Country Head.
 Confusion and Conflict: this split raises an air of conflict and confusion among the
various divisions, which used to work in harmony earlier.
 Resentment across different Bosch Companies in India: the different Bosch
companies focus on very different things, but have to understand and deal with each
other, even when they don’t have to, causing extra resentment among employees, who
end up reporting relationships between the different companies of the Group.
 Loss of the Region’s Control: the regional or country head was initially responsible
for all operations within the region. However, with verticalization, the employees fear
that the line of command would go to the global leaders, who might not completely
understand the local features of the Indian market.

The best way to handle the challenges being faced by Bosch Group in India would be to
educate the employees about the benefits of the verticalization process and help them see the
bigger picture of the process, for them as individuals as well as for the company.

Answer 3
A- The organisation which is taken here is DABUR.

Environmental Forces impacting DABUR-

 The General Environment

 Socio-Cultural – Socio-DABUR has always focused on socio cultural factors that are
affecting its business and has tried to tackle it with various campaigns.
 Government Regulatory – the government regulatory have helped DABUR to set up its
business in various geographical locations.
 Economics conditions- rising economic conditions has helped the business to grow to
emerging markets like India and Pakistan.
Rising income and disposable income has supported DABUR to grow into developing
markets.
DABUR also faces competition from local producers and also from other MNCs like P&G.
 Technological Factors- E – commerce has been the way for all companies and it is same
for DABUR as well.
DABUR is finding new ways to encourage customers to buy from its D2C website.
It has ensured this by its technological advancements, innovation and digitalisation.
 Financial Resources- DABUR has enough financial resources to enter into new markets
as it is a company with decades of experience in FMCG business.
 Legal factors-DABUR follows every local and national lawing the country it is working.
Legal factors affect the business in various ways as they have to follow certain laws like-
securities law, consumer protection law etc.
 Task Environment
 Industry & market Sectors- there are various sub sectors which affect DABUR
like the suppliers, wholesalers.
 Human Resources- DABUR has to take care of its employees as they are the
main resource of a company.
 Raw Material resources- raw material affects the company in a major way as
without this the company can manage to run,
 International Sector- DABUR has entered into various international sectorand
markets.
 International Environment –
International environment has been growing in importance and directly affect many
organisation including DABUR. Unilever has to take into consideration of the political
system , incentives offered, trade restrictions, pricing factors etc before entering an
international market.
Distinction between foreign and domestic business is maintains by DABUR. It also faces
global and domestic uncertainty.
 Changing Environment – E- COMMERCE is the new deal . so company has to focus on
this to be in business for the long term.

B- The company has should have a GLOBAL GEOGRAPHICAL STRUCTURE.

The regional approach supports DABURS cultural values, which emphasises on
autonomy, and the ability to act locally.
Each regional president has its own functional team in which there are CMO, CFO,
CHRO and manufacturing employees.

This structure will help to easily carry out business in every geographical market.
In the long term this structure will help in company plnning and world wide product
coordination and communication.

So, in my view DABUR should follow the GLOBAL GEOGRAPHICAL

STRUCTURE.
 DABUR INDIA
[CHAIRMAN/CE0]

CHIEF MARKETING OFFICER

CHIEF OPERATING OFFICER

CHIEF FINANCIAL OFFICER

CHIEF H.R OFFICER

INDIA MIDDLE EAST PAKISTAN PHILLIPINES EUROPE

MARKETING MARKETING MARKETING MARKETING

MARKETING

FINEFINANCE FINANCE FINANCE FINANCE FINANCE

EHUMAN EHUMAN EHUMAN EHUMAN EHUMAN

RESOURCES RESOURCES RESOURCES RESOURCES RESOURCES

MANUFACTURING MANUFACTURING MANUFACTURING MANUFACTURING MANUFACTURING

NEW ADDITION-
E-COMMERCE