Advance topics in Change Management

1. Advance topics in Change Management Dr Mansoor Ahmad

2. Textbook • Daft, R. L., Murphy, J. and Willmott, H. (2010).

3. Main Course Objective • To enable you to analyse how and why different kinds of organizations are more or less effective in achieving particular objectives. • The course focuses on the key components of organisations that together generate distinctive collective competences and capabilities. • It focuses on the meso level.

4. Levels of Organizational Analysis

5. What I Am Expecting from You • Logical analysis: clearly identify main issues of a case; formulate coherent recommendations that tackle any problems that you have identified within a case. • Appropriate use of concepts to help you in your analysis. • Appropriate use of case studies in exam answers • I do not expect to see large parts of the textbook repeated in exam answers.

6. Objectives of Today’s Session • To highlight the ways in which organizational design links to strategy and the external environment • To discuss those links

7. Question • Looking at the following statement from Google’s website, can you identify what its strategy might be? • In groups, discuss your thoughts.

8. Google’s Philosophy • Google became successful precisely because we were better and faster at finding the right answer than other search engines at the time. • But technology has come a long way since then, and the face of the web has changed. Recognizing that search is a problem that will never be solved, we continue to push the limits of existing technology to provide a fast, accurate and easy-to-use service that anyone seeking information can access. We've also taken the lessons we've learned from search to tackle even more challenges. • Source:http://www.google.com/corporate/tenthings.html

9. Questions • Google underpins this strategy with some core principles. • What issues/problems are raised for managers as a result of these issues? • In other words, what ‘things’ must managers deal with in meeting those principles? • (Some of) these ‘things’ are at the core of organization design.

10. Google’s Principles I These core principles guide our actions. • 1. Focus on the user and all else will follow. • Since the beginning, we've focused on providing the best user experience possible. Whether we're designing a new Internet browser or a new tweak to the look of the homepage, we take great care to ensure that they will ultimately serve you, rather than our own internal goal or bottom line. • 2. It's best to do one thing really, really well. • We do search. With one of the world's largest research groups focused exclusively on solving search problems, we know what we do well, and how we could do it better. Our dedication to improving search helps us apply what we've learned to new products, like Gmail and Google Maps

11. Key Managerial Issues in OrganisationDesign and Change Management Google principle 1: • How to manage relationships with customers, and investors • How to integrate and control operational units for strategic goals • How to allocate, coordinate and control tasks Google principle 2: • Which activities and skills to keep in the organisation and which to outsource • How to attract, select, reward and retain employees

12. Google’s Principles II • 9. You can be serious without a suit. • Our founders built Google around the idea that work should be challenging, and the challenge should be fun. We believe that great, creative things are more likely to happen with the right company culture. There is an emphasis on team achievements and pride in individual accomplishments that contribute to our overall success. Our atmosphere may be casual, but as new ideas emerge in a café line, they are traded, tested and put into practice with dizzying speed.

13. Key Managerial Issues in OrganisationDesign Google principle 9: • How to attract, select, reward and retain employees • How to allocate, coordinate and control tasks • How to group activities and employees into departments, divisions and subsidiaries • How to integrate and control operational units for strategic goals

14. Key Managerial Issues in OrganisationDesign • How to allocate, coordinate and control tasks • How to attract, select, reward and retain employees • How to group activities and employees into departments, divisions and subsidiaries • How to integrate and control operational units for strategic goals • Which activities and skills to keep in the organisation and which to outsource • How to manage relationships with suppliers, customers, competitors, investors and other organisations

15. ORGANISATIONS AS OPEN SYSTEMS

16. COMPONENTS OF WORK ORGANISATIONS

17. DIMENSIONS OF ORGANISATIONS • STRUCTURAL Formalisation Specialisation Standardisation Authority Hierarchy Complexity Centralisation Skill Level Personnel Ratios • SYSTEMIC (CONTEXTUAL) Size Technology Environment Goals and Strategy Culture

18. W. L. Gore Wal-Mart State arts agency

19. KEY ORGANISATIONAL COMPONENTS