ba 550 1 introduction
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ORGANIZATION MANAGEMENTBA 550
John Sloan
Introduction – John Sloan Fifth 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
Specific expectations?
- Something you are trying to get done
- Something you did could have gone better
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 & coaching
Cookbook
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
Strategic project, e.g. launch a major new product, integrate an acquired company
New venture / start-up Change/improvement required by latest
annual plan
Date Topics Reading Assignment
4/03/2007 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 Guest speaker – Cindy Dahl
Case discussion
Framing for Learning – Tech ImplementationHow to Get Aboard a Major Change Effort
Johnsonville case
5/01 4. Managing Organizational Change
Case discussion
Silvio Napolicase
5/08 Guest speaker – Bill Buskirk
Case discussion
Allentown case
5/15 5. Leadership
6. Improving Work Performance
Why Should Anyone Be Led by You?Leadership That Gets ResultsTipping Point Leadership Let’s Hear It for B PlayersIn Praise of Middle Managers
5/22 Term project presentations Term project presentations
5/29 Term project presentations Term project presentations
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
Read and be prepared to discuss all cases
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 with carefully selected details.
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, punctuation, and paragraph breaks.
Case Briefs - Grading Characterization of the problem(s) Conclusions supported Solution workable/practical Writing quality
Class discussion
Content
Clear
Concise
Compelling
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 3-4. 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
BA 462 TERM PAPER – OUTLINE
1. Project Background/Description2. Scope Statement3. Priority Analysis (general discussion): a. Time, Cost, Performance trade-off b. Assessment4. Risk Assessment/Response5. WBS & Preliminary Schedule – Gantt Chart6. Network Diagram7. Resource Allocation Sheet8. Cash Flow Requirements9. Managing the Project a. Stakeholder (social network) analysis b. Keys to success10. Project Update a. Problem Description b. Impact on Project c. Revised Project Estimates (Gantt, Network, Revised Costs) d. Summary (after the update)
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. Voice projection is adequate.
Nonverbal techniques (facial expressions, gestures, body movements and stage presence) help convey message with energy and enthusiasm, and do not detract from the presentation.
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
Strategy is the fundamental pattern of present and planned resource deployments and environmental interactions that indicate how the organization will achieve its objectives
Strategy
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
Strategic ControlStrategy ImplementationGoals and ObjectivesVision / Mission
Long-range scenarios
Economic forecasts
Estimates of market size and growth
Industry/Competitor analysis
Forecast of customer requirements
Environmental Scanning:
Environmental Scanning
Strategic ControlStrategy Implementation
Goals and Objectives
Vision / Mission: Defines the business Defines position relative to the expected situation in the market place Written vision statements - Sometimes a product of serendipity - More often a result of painful collective effort
Environmental ScanningVision / Mission
Strategic ControlStrategy Implementation
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
Strategic Control
Environmental ScanningVision / MissionGoals and Objectives
Strategy Implementation: “Programs and projects” define specific actions / steps necessary to achieve mission and objectives - Launch product X by June 1 - Improve outgoing product quality - Increase creativity in Product Design - Improve morale in Marketing Structural and human resource planning usually included
How can we measure
this?
Environmental ScanningVision / MissionGoals and ObjectivesStrategy Implementation
Strategic Control Systems:
Changes to targets, measurements, or performance
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”
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
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 (handout)