Organisation Analysis and Design

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Organisation Analysis and Design

• The Human Resource Frame II
• The Political Frame I

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This Week
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HRM as Competitive Advantage

• The VRIO framework
• Value
• Rareness
• Imitability
• Organisation

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Value

• Decreasing costs
• Increasing revenues

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Rareness

• If everybody does it, it cant create an
  advantage
• Not just amount of learning, but speed of
  learning is important

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Imitability

• Benchmarking
• Tacitness

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Organisation

• Does the entire organisation support the human
  resource strategy?
• Is it designed to exploit the resource?

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Open Book Management

• Debates
• Sharing instead of hoarding knowledge
• New positions (chief knowledge officer)
• Decentralized approach versus no real break in
  hierarchical relations

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The Semler Way
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Exercise

• What practices set Semco apart from other
  organisations?
• Which of these practices might be transferable to
  other organisations?
• What questions about designing an organisation
  remain unanswered in the video?

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Career Management in New Organisational Forms

• Careers in circles
• Protean careers
• Disappearance of the Job

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Protean Careers

• Goal is pychological success
• Career managed by person, not organisation
• Career a lifelong series of identity changes and
  continuous learning
• Career age counts, not chronological age
• Organisation provides work challenges and
  relationships
• Development not necessarily formal training,
  retraining, upward mobility
• Profile for success
• from know-how to learn how
• from job security to employability
• from organisational careers to protean careers
• from work self to whole self

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The Evolution of Managerial Skills and
Capabilities

• Organisation Structure
• functional
• Career Path
• single firm, within function
• Key Competencies
• technical
• Responsibility for Career Planning
• functional department

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The Evolution of Managerial Skills and
Capabilities II

• Organisation Structure
• divisional
• Career Path
• single firm, across divisions
• Key Competencies
• technical, commercial
• Responsibility for Career Planning
• division, firm

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The Evolution of Managerial Skills and
Capabilities III

• Organisation Structure
• matrix
• Career Path
• single firm, across projects
• Key Competencies
• technical, commercial
• Responsibility for Career Planning
• department, project, firm

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The Evolution of Managerial Skills and
Capabilities IV

• Organisation Structure
• network
• Career Path
• within and across firms
• Key Competencies
• technical, commercial, and collaborative
• Responsibility for Career Planning
• firm and individual

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The Evolution of Managerial Skills and
Capabilities V

• Organisation Structure
• cellular
• Career Path
• independent professional
• Key Competencies
• technical, commercial, collaborative, and
  self-governance
• Responsibility for Career Planning
• individual

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Advice Given to New Employee

• Careers in todays world are what you make them.
  The apparent boundaries to a department are also
  your platforms for further opportunity. Organise
  your employment around your professional and
  social networks, and use these networks as your
  link to the larger environment. Dont wait for
  formal training, but make sure the group of
  colleagues and collaborators you surround
  yourself with, sustain new learning for you, and
  try to reciprocate for them. Transition to new
  ways is constant. Look after yourself, but dont
  be afraid to trust and to work to build trust
  around you. Be civil and build reputation, in
  giving and taking help as change unfolds.
  Remember that who you are and what you achieve
  will always be embedded in your relationships
  with others.

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Exercise

• What do you think about this advice?
• How do you feel about this advice?
• What are your career plans
• short-term and long-term?
• What are you doing to support your career plans?
• What should you be doing to support your career
  plans?
• How do you feel about that?

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The Political Frame

• Traditional view of power
• The textbooks view of power
• The 3-dimensional view of power

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The Traditional View

• A has power over B to the extent that A can cause
  B to do something that B would not have done
  otherwise
• Power is causal, power is direct, power is
  obvious
• Individuals have or have not power

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Textbooks View

• Organisations are arenas of
• players
• objectives
• resources
• tactics
• outcomes

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The Radical View
visible
invisible
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Overt Power
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Covert Power
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Latent Power
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Exercise

• Resourceco Roleplay
• 3 Groups
• Board of Directors
• Planning Department
• Marketing Department
• Each group needs two observers
• 10 minutes to prepare

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Further Readings

• Academy of Management Executive
• Special Issue Careers in the 21st CenturyVolume
  10 (4) November 1996
• Lukes, Steven (1974). Power A Radical View.
  London (Macmillan).
• Clegg, Stewart R. (1989). Frameworks of Power.
  Thousand Oaks (Sage).
• Pfeffer, Jeffrey (1981). Power in Organizations.
  Cambridge, MA (Ballinger).

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Next Week

• The Political Frame II