© 2007 John Wiley & Sons Chapter 15 - Organizational Issues PPT 15-1 Organizational Issues Chapter Fifteen Copyright © 2007 John Wiley & Sons, Inc. All rights reserved. Reproduction or translation of this work beyond that permitted in Section 117 of the 1976 United States Copyright Act without the express written permission of the copyright owner is unlawful. Requests for further information should be addressed to the Permissions Department, John Wiley & Sons, Inc. The purchaser may make back-up copies for his/her own use only and not for distribution or resale. The Publisher assumes no responsibility for errors, omissions, or damages, caused by the use of these programs or from the use of the information contained herein.

© 2007 John Wiley & Sons Chapter 15 - Organizational Issues PPT 15-2 A Framework for Analyzing Organizations Figure 15.1 People Structure Systems Culture People Structure Systems Culture External Analysis Strategy Internal Analysis Performance

© 2007 John Wiley & Sons Chapter 15 - Organizational Issues PPT 15-3 Shared Values Shared Values Norms of Behavior Symbols and Symbolic Action Symbols and Symbolic Action Organizational Culture Figure 15.2 Organizational Culture

© 2007 John Wiley & Sons Chapter 15 - Organizational Issues PPT 15-4 Obtaining Information about Organizational Components Structure What is the organization’s structure? How decentralized is it? What are the lines of authority and communication? What are the roles of task forces, committees, or similar mechanisms? Figure 15.3

© 2007 John Wiley & Sons Chapter 15 - Organizational Issues PPT 15-5 Obtaining Information about Organizational Components Systems How are budgets set? What is the nature of the planning system? What are the key measures used to evaluate performance? How does the accounting system work? How do product and information flow? Figure 15.3

© 2007 John Wiley & Sons Chapter 15 - Organizational Issues PPT 15-6 Obtaining Information about Organizational Components People What are the skills, knowledge, and experience of the firm’s employees? What is their depth and quality? What are the employees’ expectations? What are their attitudes toward the firm and their jobs? Figure 15.3

© 2007 John Wiley & Sons Chapter 15 - Organizational Issues PPT 15-7 Obtaining Information about Organizational Components Culture Are there shared values that are visible and accepted? What are these shared values and how are they communicated? What are the norms of behavior? What are the significant symbols and symbolic activities? What is the dominant management style? How is conflict resolved? Figure 15.3

© 2007 John Wiley & Sons Chapter 15 - Organizational Issues PPT 15-8 Obtaining Information about Organizational Components Strategy Where would the new strategy fit into the organization? Would the systems and culture support the new strategy? What organizational changes would be required for the new strategy to succeed? What impact would these changes have? Are they feasible? Figure 15.3

© 2007 John Wiley & Sons Chapter 15 - Organizational Issues PPT 15-9 Hit Industries Drillers—find new ideas/products Pumpers—produce the product/service Distributors—marketing and distribution How can these three co-habit the same organization?

© 2007 John Wiley & Sons Chapter 15 - Organizational Issues PPT The CMO—On Getting Traction Get the CEO on Board Get the right people Cross-silo teams Get easy wins Be facilitator/consultant Engage the business units Deliver excellence Balance central opportunities with local needs