ORGANIZATION MANAGEMENTBA 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

Obtain cooperation from extended team Understand the impact of organizational

design Achieve high performance of desired tasks

and employee satisfaction

Driven by change

Course Description – Is / Is Not

Organizational Behavior

Strategic Planning

Lecture, Textbook, Multiple-choice testing

Deterministic / objective

IS NOT IS 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   Topics   Reading   Assignment

4/03/2006   IntroductionsSyllabus review1. Introduction to Organization Management

     

4/10   2. Organization Design –7–S Model

Case discussion

  Executing Change: Seven Key ConsiderationsWhat Leaders Really DoManaging Your Boss

  Microsoft Vega case 

4/17   3. Structured Planning – Hoshin Planning

Case discussion

  Turning Great Strategy into Great PerformanceGovernance and Strategy Implementation

  Americhem case

4/24   4. Managing Organizational Change

Case discussion 

  Framing for Learning – Tech Implementation

How to Get Aboard a Major Change Effort

  Johnsonville case

5/01   5. Leadership

Case discussion 

  Why Should Anyone Be Led by You?Leadership That Gets ResultsTipping Point Leadership

  Silvio Napolicase

5/08   Guest speaker – Bill Buskirk

Case discussion

    Allentown case

5/15   6. Improving Work Performance

Guest speaker – Dave Snider.

   Let’s Hear It for B Players

In Praise of Middle Managers

 

5/22   Term project presentations     Term project presentations

5/29   Holiday – Memorial Day    

6/05   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• We will discuss 5 HBR cases in class

• You will be required to individually submit 3 case briefs (MS Vega + 2 others)

• See BA 550 Case Briefs.ppt in the public folder

Last names beginning with A – M Cases 1, 2 and 4

Last names beginning with N – Z Cases 1, 3, and 5

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.

OrganizationThe 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 conventionsWriting 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• This is a group assignment

• IBP teams to carve out relevant pieces of your business plan, presenting the implementation 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.

• 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)

Presentation (25 points possible – individually graded)

Team grade

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

FIGURE 1.1

The Main Components of the Strategic Planning Process

FIGURE 4.8

Strategy and Competitive Advantage The relationship between strategies and

resources and capabilities:

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.

OrganizationalStructure,Systems,

Processes, andCulture

OrganizationalDesign Process

Strategic Management 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”

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

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

FIGURE 4.8

Strategic Control Systems Steps in designing

an effective control system

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