Organizing For The Future - Ocw.mit.edu
Organizing for the FutureArnoldo C. HaxGalbraith. Designing Organizations. Jossey-Bass, 1995.Galbraith, and Lawler III, et al. Organizing for the Future: The New Logic for Managing Complex Organizations,Jossey-Bass, 1993.Mohrman, et al. Tomorrow’s Organizations. Jossey-Bass, 1998.
Strategic Management ProcessControl & RewardProcessStrategyStructureProcessesPerformance Technology New OrganizationForms Processes Benchmarking Activities Activity-Based Costing Globalization Balanced ScorecardCulture
The Value-Adding Corporation: Matching Structure with StrategyStrategyGrowthStructureSingle businessInternalFunctionalRelated diversificationInternalDivisionalUnrelated diversificationAcquisitionHolding companyStrategyStructureCentralizationStaffStaff alModerateLargePolicy/ReviewUnrelatedHolding companyLowSmallServiceStrategyControl DataType of ivisionObjectiveDivision
Policies Contrasted for Two Diversified olding ff RolePolicy/ReviewServiceControlProfit centerInvestment centerControl yIndustryPercentage variable10-30%50% or mpanyDivision
New Forms of Corporate Organization:Corporate Strategy and alClusterHoldingLBODiversityLowHighVery highValue-AddedHighLow
Emerging Front-End/Back-End Model:IBM’s Front-Back OPersonalComputersFinancialServicesLegal AffairsProcessIndustries- R&D- R&D- Sales- Sales- Manufacturing- Manufacturing- Service- Service- Productmarketing- Productmarketing- Applicationsoftware- Applicationsoftware- CustomereducationSource: Mohrman, et al. Tomorrow’s Organization. Jossey-Bass, 1998.
IBM’s Customer-Product StructureClient/Server ComputingR&DManufacturingMarketingFinancial ServicesSalesPersonal ailingSalesServiceConsumer GoodsStorage ProductsR&DServiceMarketingSource: Mohrman, et al. Tomorrow’s Organization. Jossey-Bass, 1998.SalesService
GE’s SBU StructureJet ingSalesServiceSalesServiceMajor AppliancesR&DManufacturingMedical ElectronicsR&DManufacturingMarketingSource: Mohrman, et al. Tomorrow’s Organization. Jossey-Bass, 1998.
Mirror Image Structure: Hybrid Functional/GeographicalStructure with Functional Integrators and TeamsGeneralManagerHuman ernregionCentralregionSouthern region-Functionalcross-geographicalteams- Purchasing- Purchasing- Purchasing- Operations- Operations- Operations- Marketing- Marketing- Marketing- Human Resources- Human Resources- Human Resources- Finance- Finance- Finance---
Mirror Image Structure: Hybrid Structure Plus with Product TeamsGeneralManagerHuman amsNorthernregionCentralregion- Purchasing- Purchasing- Purchasing- Operations- Operations- Operations- Marketing- Marketing- Marketing- HumanResources- HumanResources- HumanResources- Finance- Finance- Finance---PurchasingSouthern region
Hybrid Structure for Financial ceCorporateDevelopmentMutual FundsField Units: Sales &MarketingCertificatesRegional Team- Underwriting- Claims- Money markets- Stocks-- Joint ventures-- Insurance- Financialconsultation- Direct marketing- Investments- Bonds-- Mutual funds- Informationtechnology- Informationtechnology- Informationtechnology- Certificates- Product marketing- Product marketing- Product marketingSource: Mohrman, et al. Tomorrow’s Organization. Jossey-Bass, 1998.- 401K plans- Segmentmarketing
Front-Back Linkage: Regional eld Units: Sales &MarketingCertificatesMutual Funds--------- Productmarketing- Productmarketing- Productmarketing- Midwest- Midwest- Midwest- Midwest- Midwest- Northeast- Northeast- Northeast- Northeast- Northeast- South- South- South- South- South- West- West- West- West- West- Canada- Canada- Canada- Canada- CanadaProductDatabaseCustomerDatabaseSource: Mohrman, et al. Tomorrow’s Organization. Jossey-Bass, 1998.- ManagerSegmentmarketing- Financialconsultants
Front-End StructureCEOStaffFront -------------- Group Sales - Soap- Soap- Soap- Soap- Soap- Soap- Soap- Soap-- Food- Food- Food- Food- Food- Food- Food- Food- Group Sales- Toiletries- Toiletries- Toiletries- Toiletries- Toiletries- Toiletries- Toiletries- Toiletries- Paper- Paper- Paper- Paper- Paper- Paper- Paper- Paper- Group Sales-Source: Mohrman, et al. Tomorrow’s Organization. Jossey-Bass, 1998.
Levels of International DevelopmentLevelProportion of Assets& Employees Outsideof the Home CountryRole of theSubsidiaryType of InternationalOrganizationIZeroNoneNational companyIILowStartupInternational ensional networkIVHighLeaderTransnational organizationSource: Mohrman, et al. Tomorrow’s Organization. Jossey-Bass, 1998.
The Matrix Structure of Asea Brown ountryBusinessSource: Mohrman, et al. Tomorrow’s Organization. Jossey-Bass, 1998.
Distribution of Power Between AxesAmount of tructure1. Voluntary organization (self-organizing network)2. Virtual teams3. Formal teams4. Business or country manager as full-time team leader5. Matrix organizationSource: Mohrman, et al. Tomorrow’s Organization. Jossey-Bass, 1998.21BusinessStructure
Coordination among the Power Between AxesNestléHewlett PackardABBAmount of Structure1BusinessStructureCross-border coordinationEconomic activity of host governmentsDiversity of firm’s business portfolioSource: Mohrman, et al. Tomorrow’s Organization. Jossey-Bass, 1998.
The Realities of a Truly Global Corporation Multi-cultural employees (cultural barriers, differentwork practices and legal environments, varyingdegrees of skill levels) Broad spectrum of competitive environments(number and type of competitors, different levels ofprotectionism and regulatory environment) Varying efficiency of manufacturing assets Varying degree of infrastructure quality(communications and transportation) Communications challenges (time zones, holidays,language barriers)
The Realities of a Truly Global Corporation (cont’d.)YET To become a “world class corporation” the entirecorporation has to be oriented towards one highstandard of world class performance. Make allemployees feel that they are part of a globalorganization striving for world class status, andfeel local at the same time in the execution of theirprograms.
ABB’s ParadoxesBeing able to thrive in an environment which is: globalandlocal complexandsimple bigandsmall centralizedanddecentralized changingandstable
The Renewal ProcessManaging the tensionbetween shortshort-termperformance and longlong-termambitionManaging operationalinterdependencies andpersonal networksCreating and pursuingopportunitiesRENEWAL PROCESSCreating and maintainingorganizational trustINTEGRATION PROCESSLinking skills, knowledgeand resourcesENTREPRENEURIAL PROCESSReviewing developingdeveloping andsupporting initiativesFront-lineManagementShaping and embeddingcorporate purposeMiddleManagementDeveloping and nurturingorganizational valuesEstablishing strategicmission and performancestandardsTopManagement
Organizing for the Future Arnoldo C. Hax Galbraith. Designing Organizations. Jossey-Bass, 1995. Galbraith, and Lawler III, et al. Organizing for the Future: The New Logic for Managing Complex Organizations, Jossey-Bass, 1993.
May 02, 2018 · D. Program Evaluation ͟The organization has provided a description of the framework for how each program will be evaluated. The framework should include all the elements below: ͟The evaluation methods are cost-effective for the organization ͟Quantitative and qualitative data is being collected (at Basics tier, data collection must have begun)
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̶The leading indicator of employee engagement is based on the quality of the relationship between employee and supervisor Empower your managers! ̶Help them understand the impact on the organization ̶Share important changes, plan options, tasks, and deadlines ̶Provide key messages and talking points ̶Prepare them to answer employee questions
Dr. Sunita Bharatwal** Dr. Pawan Garga*** Abstract Customer satisfaction is derived from thè functionalities and values, a product or Service can provide. The current study aims to segregate thè dimensions of ordine Service quality and gather insights on its impact on web shopping. The trends of purchases have
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Chính Văn.- Còn đức Thế tôn thì tuệ giác cực kỳ trong sạch 8: hiện hành bất nhị 9, đạt đến vô tướng 10, đứng vào chỗ đứng của các đức Thế tôn 11, thể hiện tính bình đẳng của các Ngài, đến chỗ không còn chướng ngại 12, giáo pháp không thể khuynh đảo, tâm thức không bị cản trở, cái được
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