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Organizational Strategy, Structure and Process - Raymond E.Miles
- Charles C.Snow - Alan D. Meyer - Henry J.Coleman,Jr

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Porter and C. Prahlad Differentiation Core competency Here comes your footer  Page 2 ..??  M.What is strategy.K.

mission  Core Competency Here comes your footer  Page 3 .Theory of business Assumptions: Environment  Vision.

Adaptive Cycle  3 Broad areas  Entrepreneurial problem  Engineering Problem  Administrative Problem Here comes your footer  Page 4 .

Strategic Typology Here comes your footer  Page 5 .

DEFENDERS  Entrepreneurial problem – how to “seal off” a portion of the total market to create a stable set of products and customers.  Administrative problem – how to maintain strict control of the organization in order to ensure efficiency. Here comes your footer  Page 6 .  Engineering problem – how to produce and distribute goods or services as efficiently as possible.

PROSPECTORS  Entrepreneurial problem – how to locate and exploit new product and market opportunities.  Administrative problem – how to facilitate and coordinate numerous and diverse operations.  Engineering problem – how to avoid long term commitments to a single technological process. Here comes your footer  Page 7 .

 Engineering problem – how to be efficient in stable portions of the domain and flexible in changing portions.How to differentiate the organization's structure and processes to accommodate both stable and dynamic areas of operation Here comes your footer  Page 8 .  Administrative problem .ANALYZER  Entrepreneurial problem – How to locate and exploit new product and market opportunities while simultaneously maintaining a firm base of traditional products and customers.

REACTORS  Inconsistent and unstable  Happens when the response to environmental change and uncertainty is inappropriate  Residual strategy when one of the other three strategies are improperly pursued Here comes your footer  Page 9 .

Three reasons…  The organization may not have clearly articulated the organization’s strategy.  The tendency for the management to maintain the organization’s current strategy –structure relationship despite overwhelming changes in the environment.  The organization does not fully shape the organization’s structure and processes to fit a chosen strategy. Here comes your footer  Page 10 .

Linkages Management Theory & Organizational Strategy & Structure Here comes your footer  Page 11 .

Taylor .Assumptions . W.Expectations Here comes your footer  Page 12 .Policies .Traditional Model  F.

Assumptions .Expectations Here comes your footer  Page 13 .Policies .Human Relation Model  Elton Mayo .

Policies .Expectation Here comes your footer  Page 14 .Human Resource Model  Peter Drucker .Assumptions .

Linking Strategic Typology to Management Theory Here comes your footer  Page 15 .

Reactors  Human Resource – Analyzer & Prospector “ A Match should be there between an organization’s Management Theory & The strategy..” Here comes your footer  Page 16 . and process.Defenders.Patterns  Traditional & Human Relation. structure.

Here comes your footer  Page 17 . in adjusting to environment  Provides a language for discussing OB at total system level. Adaption  Patterns of behavior of Org.Conclusion  Portrayed major elements of Org.

. Here comes your footer  Page 18 .Thank you.

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