ORGANIZATION MANAGEMENT BA 550

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ORGANIZATION MANAGEMENTBA 550

• John Sloan

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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

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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

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Formal Course Description

• Organization-wide implementation issues
• Driven by change
• Balanced view of organizational design
• Structural
• Human

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Course Description - restated

• How do you get an organizations 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 tasksand
  employee satisfaction

Driven by change
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Course Description Is / Is Not
IS NOT IS

• Organizational Behavior
• Strategic Planning
• Lecture, Textbook, Multiple-choice testing
• Deterministic / objective

• 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

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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

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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

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Date   Topics   Reading   Assignment
4/03/2007   IntroductionsSyllabus review1. Introduction to Organization Management      
4/10   2. Organization Design 7S Model Case discussion   Executing Change Seven Key Considerations What Leaders Really Do Managing Your Boss   Microsoft Vega case 
4/17   3. Structured Planning Hoshin Planning Case discussion   Turning Great Strategy into Great Performance Governance and Strategy Implementation   Americhem case
4/24   Guest speaker Cindy Dahl Case discussion   Framing for Learning Tech Implementation How to Get Aboard a Major Change Effort   Johnsonville case
5/01   4. Managing Organizational Change Case discussion     Silvio Napoli case
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 Results Tipping Point Leadership Lets Hear It for B Players In 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
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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

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Course Grading

• Participation / discussion20 of grade (100/500)
• Case briefs50 of grade (50 100 100
  250/500)
• Term project (written and presented)30 of grade
  (125 25 150/500)

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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

• Read and be prepared to discuss all cases

• Last names beginning with A M Cases 1, 2
  and 4
• Last names beginning with N Z Cases 1, 3,
  and 5

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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

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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)

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Case Briefs Writing Quality

• Ideas and contentWriting 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.

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Case Briefs - Grading

• Characterization of the problem(s)
• Conclusions supported
• Solution workable/practical
• Writing quality
• Class discussion

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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

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Term Project Non-IBP Examples

• Reviving United Airlines
• Closure of Gateways retail stores
• Sirikrai Company merger
• Credit Union system conversion
• Centralizing OSUs conference operations
  

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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

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BA 462 TERM PAPER OUTLINE 1. Project
Background/Description 2. Scope Statement 3.
Priority Analysis (general discussion) a.
Time, Cost, Performance trade-off b.
Assessment 4. Risk Assessment/Response 5. WBS
Preliminary Schedule Gantt Chart 6. Network
Diagram 7. Resource Allocation Sheet 8. Cash Flow
Requirements 9. Managing the Project a.
Stakeholder (social network) analysis b.
Keys to success 10. Project Update a.
Problem Description b. Impact on Project
c. Revised Project Estimates (Gantt, Network,
Revised Costs) d. Summary (after the update)
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Term Project Presentation/Delivery

• The speakers 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).

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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
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ORGANIZATION MANAGEMENT

• Introduction to Organization Management

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Strategy
Strategy is the fundamental pattern of present
and planned resource deployments and
environmental interactions that indicate how the
organization will achieve its objectives
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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

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• Long-range scenarios
• Economic forecasts
• Estimates of market size and growth
• Industry/Competitor analysis
• Forecast of customer requirements

Environmental Scanning
Vision / Mission
Goals and Objectives
Strategy Implementation
Strategic Control
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Environmental Scanning

• 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

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Environmental Scanning
Vision / Mission

• 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

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Environmental Scanning
Vision / Mission
Goals 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?
Strategic Control
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Environmental Scanning
Vision / Mission
Goals and Objectives
Strategy Implementation
Strategic Control Systems
Changes to targets, measurements, or performance
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The Main Components of the Strategic Planning
Process
FIGURE 1.1
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Strategy and Competitive Advantage
The relationship between strategies and
resources and capabilities
FIGURE 4.8
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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.
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Strategic Management Process
OrganizationalStructure,Systems,Processes,
andCulture OrganizationalDesign Process
From Galbraith and Kazanjian Strategy
Implementation Structure, Systems and Process
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Organizational Design Variables
From Galbraith and Kazanjian Strategy
Implementation Structure, Systems and Process
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Organizational Design Variables
From Galbraith and Kazanjian Strategy
Implementation Structure, Systems and Process
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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

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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

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Differences in Strategy Implementation - 3

• Situational differences
• Individual differences
• . . . your mileage may vary

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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

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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)