Transcript BA 550 1 Introduction.ppt
ORGANIZATION MANAGEMENT BA 550
John Sloan
Introduction – John Sloan
Fourth year on the OSU Faculty, teaching BA 357, BA 462, and BA 550
28 years of operations / project management experience with Hewlett-Packard:
Different geographical locations
Different product lines
Different functional responsibilities
International experience
Experience teaching in a business environment
BA Mathematics, 4 years USAF, MBA
Introductions
Name Undergraduate degree and where/when Business/other experience What do you want to be doing in 5 years?
IBP – describe business plan and your assessment of it
Formal Course Description
Organization-wide implementation issues
Driven by change
Balanced view of organizational design:
Structural
Human
Course Description - restated
How do you get an organization’s members collectively do what you need them to do (assume you are in charge)
Old tasks
New tasks Driven by change
Obtain cooperation from extended team
Understand the impact of organizational design
Achieve high performance of desired tasks and employee satisfaction
Course Description – Is / Is Not
IS NOT IS
Organizational Behavior
Strategic Planning Lecture, Textbook, Multiple-choice testing Deterministic / objective
Understanding the effects of the organizational structure and culture on business performance Implementation planning
Actions and owners Metrics and control plans Leadership Lecture / discussion / examples (yours and mine), HBR articles, HBR cases and term project Judgment / subjective
Course Objectives
Identify and explore various aspects of organization design related to implementing strategic plans
Learn about diverse, practical approaches to making strategy happen and how to resolve implementation issues
Structured planning
Measurement and control systems
Leadership
Some Applications
Organization-wide change
Strategy, e.g. from an airline to a travel-related company
Culture, e.g. from a product-oriented to a customer-oriented company
Change/improvement required by latest annual plan
Strategic project, e.g. launch a major new product, integrate an acquired company
New venture / start-up
Date 4/03/2006 4/10 4/17 4/24 5/01 5/08 5/15 5/22 5/29 6/05 Topics
Introductions Syllabus review 1. Introduction to Organization Management 2. Organization Design
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7 –S Model Case discussion 3. Structured Planning
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Hoshin Planning Case discussion 4. Managing Organizational Change Case discussion 5. Leadership Case discussion Guest speaker – Bill Buskirk Case discussion 6. Improving Work Performance Guest speaker – Dave Snider. Term project presentations
Holiday – Memorial Day
Term project presentations
Reading
Executing Change: Seven Key Considerations What Leaders Really Do Managing Your Boss Turning Great Strategy into Great Performance Governance and Strategy Implementation Framing for Learning – Tech Implementation How to Get Aboard a Major Change Effort Why Should Anyone Be Led by You?
Leadership That Gets Results Tipping Point Leadership Let’s Hear It for B Players In Praise of Middle Managers
Assignment
Microsoft Vega case Americhem case Johnsonville case Silvio Napoli case Allentown case Term project presentations Term project presentations
“House Rules”
Be prepared to respond and share comments with others
Listen to others; ask for clarification if necessary
Feel free to question my opinions; I do not necessarily know it all
Help keep distractions to a minimum: arrive on time, electronics on mute
The printed class schedule may change
Course Grading
Participation / discussion 20% of grade (100/500) Case briefs 50% of grade (50 + 100 + 100 = 250/500) Term project (written and presented) 30% of grade (125 + 25 = 150/500)
Case Briefs
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We will discuss 5 HBR cases in class
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You will be required to individually submit 3 case briefs (MS Vega + 2 others)
Last names beginning with A – M
Cases 1, 2 and 4
Last names beginning with N – Z
Cases 1, 3, and 5
•
See BA 550 Case Briefs.ppt in the public folder
Case Briefs
Problem statement / Background
Briefly set the context for the case Raise the major question(s) to be addressed Separate symptoms from problems
Possible Solutions / Responses (optional)
State alternatives considered Criteria for selection
Recommended Solution and its Implementation
Who What When
Case Briefs - continued
One page maximum – no title page Typed – no smaller than 10 font Regular fonts – Arial or Times New Roman Writing quality Read the case instructions
(BA 550 Case – XYZ.ppt in the public folder)
Case Briefs – Writing Quality
Ideas and content Writing is clear, focused, interesting, and compelling. Main ideas stand out and are supported.
Organization The organization strengthens and clarifies the main ideas. The order and structure help the audience understand the material. Smooth transitions among ideas, sentences, and paragraphs. Strong introduction to engage the audience. Well-designed conclusion.
Sentence fluency and conventions Writing has an effective flow with strong control over sentence structure (no run-ons or fragments, consistent verb tense, parallel structure, etc.). Proper spelling, capitalization, grammar, and punctuation.
Case Briefs - Grading
Characterization of the problem(s) Conclusions supported Solution workable/practical Writing quality Class discussion
Term Project
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This is a group assignment
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IBP teams to carve out relevant pieces of your business plan, presenting the implementation
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plan and supporting organizational design.
Non-IBP people to form teams of 3-5. Select a topic in implementation or managing change in organizations – present the implementation plan and supporting organizational design.
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See BA 550 Term Project.ppt in the public folder
Term Project – Non-IBP Examples
Reviving United Airlines Closure of Gateway’s retail stores Sirikrai Company merger Credit Union system conversion Centralizing OSU’s conference operations
Term Project
A PowerPoint presentation including:
Context
Implementation plan for one or two major strategies (the Hoshin planning model is one approach – any logical structure will work). Include performance measures and review process.
Organizational design supporting the strategy implementation (the “five circle” model is one approach – use another model if you prefer).
In-class presentation
Term Project – Presentation/Delivery
The speaker’s eye contact helps the audience pay attention
Speech is clear and easy to understand. Language is memorable
Voice patterns (tone, inflections, volume, pace) emphasize main points and increase interest in the message
Nonverbal techniques (facial expressions, gestures, body movements and stage presence) help convey message with energy and enthusiasm Fluent delivery – infrequent fillers (uh, like, and)
Term Project - Grading
Context
(25 points possible)
Implementation plan
(50 points possible)
Organizational design
(50 points possible) Team grade
Presentation
(25 points possible – individually graded)
ORGANIZATION MANAGEMENT
Introduction to Organization Management
Differences in Strategy Implementation
Situational differences:
Organizational culture
Magnitude / impact of the change
Urgency of change
Capability of organization to react
Cooperation of key personnel
Differences in Strategy Implementation - 2
Individual differences:
Ability of the manager / leader
Personal values of the manager / leader
Personality of the manager / leader
Personal “life” issues at that time
Differences in Strategy Implementation - 3
Situational differences
Individual differences
. . .
your mileage may vary
The Main Components of the Strategic Planning Process
FIGURE 1.1
Strategy and Competitive Advantage
The relationship between strategies and resources and capabilities:
FIGURE 4.8
Intended and Emergent Strategies
Source:
Reprinted from “Strategy Formation in an Adhocracy,” by Henry Mintzberg and Alexandra McGugh, published in
Administrative Science Quarterly
, Vol. 30, No. 2, June 1985, by permission of
Administrative Science Quarterly
.
Strategic Management Process
Organizational Structure, Systems, Processes, and Culture Organizational Design Process From Galbraith and Kazanjian “Strategy Implementation: Structure, Systems and Process”
Organizational Design Variables
From Galbraith and Kazanjian “Strategy Implementation: Structure, Systems and Process”
Organizational Design Variables
From Galbraith and Kazanjian “Strategy Implementation: Structure, Systems and Process”
Strategic Planning
Strategy is the fundamental pattern of present and planned resource deployments and environmental interactions that indicate how the organization will achieve its objectives
Strategic Planning
Environmental scanning (anticipate or understand change pressures)
Normative planning or vision/mission
Strategic Planning: mission and objectives
Strategy Implementation: programs and projects to achieve objectives
Strategic Control: performance measures to determine whether objectives are achieved
Environmental Scanning (some examples)
Long-range scenarios
Economic forecasts
Estimates of market size and growth
Industry/Competitor analysis
Forecast of customer requirements
Vision/Mission
Defines the business
Defines position relative to expected situation in the market place
Written vision statements
Sometimes a product of serendipity
More often a result of painful collective effort
Goals and Objectives
Goals/objectives are used interchangeably
Notion of a cascade of goals and objectives
Broad corporate goals: overall profits, growth
More specific functional objectives: market share, revenue by product
Unit-level objectives that support functional objectives
Strategy Implementation
“Programs and projects” define specific action/steps necessary to achieve mission and objectives, e.g.
launch product x by June 1
increase creativity in product design
improve outgoing product quality
improve IT capability
reduce attrition rate in sales force
improve morale
Structural and human resource planning usually included
Strategic Control Systems
Steps in designing an effective control system
FIGURE 4.8
Strategic Planning in Practice
Planning ritual varies across companies
Driven from the top or some Corporate Planning unit close to the top
Ends in a 1-5 year rolling plan, programs/projects, and budget
Budgets get monitored, programs and projects are reviewed, plans are (sometimes) updated, assumptions invariably forgotten
Actual strategy can be fluid and clear only among top management or major decision makers
Assignment
Read BA 550 class packet:
Executing Change: Seven Key Considerations
What Leaders Really Do
Managing Your Boss
Case brief – Microsoft Vega
Complete proposal on term project