(Strategy, Organization Design, and Effectiveness (Chapter Two
اسلاید 1: Thomson Learning© 20042-1Chapter TwoStrategy, Organization Design, and Effectiveness
اسلاید 2: Thomson Learning© 20042-2Top Management Role in Organization Direction, Design, and EffectivenessCEO, TopManagementTeamExternal EnvironmentOpportunitiesThreatsUncertaintyResource AvailabilityInternal SituationStrengthsWeaknessesDistinctive CompetenceLeadership StylePast PerformanceStrategic DirectionOrganization DesignEffectiveness OutcomesDefinemission,officialgoalsSelectoperationalgoals,competitivestrategiesResourcesEfficiencyGoal attainmentCompeting valuesStructural Form – learning vs. efficiencyInformation and control systemsProduction technologyHuman resource policies, incentivesOrganizational cultureInterorganizational linkagesSource: Adapted from Arie Y. Lewin and Carroll U. Stephens,“Individual Properties of the CEO as Determinants of OrganizationDesign,” unpublished manuscript, Duke University, 1990; and Arie Y. Lewinand Carroll U. Stephens, “CEO Attributes as Determinants of Organization Design:An integrated Model,” Organization Studies 15, no. 2 (1994): 183-212
اسلاید 3: Thomson Learning© 20042-3Goal Type and PurposeType of GoalsPurpose of Goals Official Goals, mission: Legitimacy Operative goals:Employee direction and motivationDecision guidelinesStandard of performance
اسلاید 4: Thomson Learning© 20042-4Porter’s Competitive Strategies
اسلاید 5: Thomson Learning© 20042-5Miles and Snow’s Strategy TypologyProspectorLearning orientation; flexible, fluid, decentralized structureStrong capability in researchValues creativity, risk-taking, and innovationDefenderEfficiency orientation; centralized authority and tight cost controlEmphasis on production efficiency, low overheadClose supervision; little employee empowermentSource: Based on Michael Treacy and Fred Wiersema, “How Market Leaders Keep Their Edge,” Fortune February 6, 1995, 88-98; Michael Hitt, R. Duane Ireland, and Robert E. Hoskisson, Strategic Management (St. Paul, Minn.: West, 1995), 100-113; andRaymond E. Miles, Charles c. Snow, Alan D. Meyer, and Henry L. Coleman, Jr., “Organizational Strategy, Structure, and Process,”Academy of Management Review 3 (1978), 546-562
اسلاید 6: Thomson Learning© 20042-6Miles and Snow’s Strategy Typology (cont’d)AnalyzerBalances efficiency and learning; tight cost control with flexibility and adaptabilityEfficient production for stable product lines; emphasis on creativity, research, risk-taking for innovationReactorNo clear organizational approach; design characteristics may shift abruptly depending on current needsSource: Based on Michael Treacy and Fred Wiersema, “How Market Leaders Keep Their Edge,” Fortune February 6, 1995, 88-98; Michael Hitt, R. Duane Ireland, and Robert E. Hoskisson, Strategic Management (St. Paul, Minn.: West, 1995), 100-113; andRaymond E. Miles, Charles c. Snow, Alan D. Meyer, and Henry L. Coleman, Jr., “Organizational Strategy, Structure, and Process,”Academy of Management Review 3 (1978), 546-562
اسلاید 7: Thomson Learning© 20042-7Contingency Factors Affecting Organization DesignStrategyEnvironmentTechnologySize/Life CycleCultureOrganizational Structure and DesignThe Right Mix of Design Characteristics Fits the Contingency Factors
اسلاید 8: Thomson Learning© 20042-8Contingency Approaches to the Measurement of Organizational EffectivenessOrganizationInternalactivitiesandprocessesResourceInputsProduct andServiceOutputsResource-basedapproachInternalprocessapproachGoalapproachExternal Environment
اسلاید 9: Thomson Learning© 20042-9Reported Goals of U.S. CorporationsGoal% CorporationsProfitability89Growth82Market Share66Social Responsibility65Employee welfare62Product quality and service60Research and development54Diversification51Efficiency50Financial stability49Resource conservation39Management development35Source: Adapted from Y. K. Shetty, “New Look at Corporate Goals,” California Management Review 22, no. 2 (1979), pp. 71-19.
اسلاید 10: Thomson Learning© 20042-10Four Models of Effectiveness ValuesHuman Relations EmphasisPrimary Goal: human resource developmentSubgoals: cohesion, morale, trainingInternal Process EmphasisPrimary Goal: stability, equilibriumSubgoals: information management, communicationRational Goal EmphasisPrimary Goal: productivity, efficiency, profit Subgoals: planning, goal settingOpen Systems EmphasisPrimary Goal: growth, resource acquisitionSubgoals: flexibility, readiness, external evaluationFlexibilityControlInternalExternalSTRUCTUREFOCUSAdapted from Robert E. Quinn and John Rohrbaugh, “A Spatial Model of Effectiveness Criteria: Toward a Competing Values Approach to Organizational Analysis,” Management Science 29 (1983): 363-377; and Robert E. Quinn and Kim Cameron, “Organizational Life Cycles and Shifting Criteria of Effectiveness: Some Preliminary Evidence,” Management Science 29 (1983): 33-51.
اسلاید 11: Thomson Learning© 20042-11ORGANIZATIONBORGANIZATIONAEffectiveness Values for Two OrganizationsHuman RelationsEmphasisInternal ProcessEmphasisRational Goal EmphasisOpen Systems EmphasisSTRUCTUREFOCUSFLEXIBILITYCONTROLINTERNALEXTERNAL
اسلاید 12: Thomson Learning© 20042-12Identifying Company Goals and StrategiesGoals fromExhibit 2.8Strategiesfrom PorterCompany #1Company #2Company #3WorkbookActivity
اسلاید 13: Thomson Learning© 20042-13Competing Values and Organizational EffectivenessWorkshopActivity
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