...entities need to take political actions. (Ancona, Kochan, Van Maanen, & Westney, 2005: M-2, 33) During the transformation to a front/back organizational structure, Dyna Corporation (Dynacorp) developed many different political perspectives from its employees that greatly impact the result of the transformation. In this analysis, I choose to analyze the interests and power of five major stakeholders – top management, middle management, sales team members, and customers – and discuss other political elements such as getting “buy-in”, allies and coalition occurs during Dynacorp’s organization change. Stakeholders and their interests Interests simply are what people want. (Ancona et al., 2005: M-2, 34) Stakeholders are groups that have a collective interest which is directly impacted by the identity and operation of the organization. (Ancona et al, 2005: M-2, 35) In political lens, organizations are considered as political systems. Stakeholders’ interests are important elements in analyzing an organization in a political perspective. In the following paragraphs, I will discuss the major stakeholders that involve in Dynacorp’s organizational change along with their interests. The first group of stakeholders are the top managers of the company including CEO, CFO, and other executives that run Dynacorp. Carl Greystone is a representative of the company’s top management. Greystone believes that “targeting our investments toward growth of sales in specific industries and developing...
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...DYNACORP THROUGH A POLITICAL LENS Dynacorp is a major global information systems and communications company, originating in an office equipment company that moved into high technology applications in the 1960s and1970s. By the 1980s it had established a position as an industry leader known for its technological innovation. First to the market with high quality products significantly advanced on anything its competitors offered that customers would wait for their products. At this time the company grew very fast and expanded its markets to Europe, Asia and Latin America. However, all this changed in the 90s as evidenced by slowing growth and periods of reduced earnings which was linked to loss of leadership in getting new products to the markets, high costs and market changes that the company was slow to recognize. (Dynacorp case M2-85) The political lens sees the organization as an arena of competition and conflict among individuals, groups and other organizations whose interests and goals differ or even clash dramatically……., the roots of conflict lie in different and competing interests and disagreements require political action…, power and interest, coalition building and negotiation, conflict and conflict resolution are essential aspects of organization life. Power and interest are the key concepts of a political perspective on an organization( Ancona et al, 2005: M2-85) I will define and use the power and interest concepts to analyze the political design of...
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...RAHUL DYNACORP CASE STUDY UNIVERSITY OF MASSACHUSSETTS BOSTON Introduction Dyna corporation, also famously recognized as Dynacorp, is a global information systems and communication company. Historically considered an industry leader, Dynacorp had a faithful clientele comprising tech-savvy consumers. However, since the 90s’ it found itself slowing down due to inefficiencies generated due to time lags caused by manufacturing and engineering departments. To address this issue, the company CEO shifted the organization structure from ‘functional’ to a ‘front/back’ organization design. This transformation however was not smooth and caused a ripple effect of problems. To iron out the problems, it was quintessential that Dynacorp identify the problem at the core. This paper is an investigative attempt to deduce what the root cause of the problems was. I shall use the theory of ‘Political lens’ in my analysis of the organization. Hypothesis: My hypothesis is that there is a conflict of collective interests happening at critical levels. I shall begin this paper by first defining the problem, defining political lens and then use it to elaborate upon power constructs and lastly use them to make recommendations. The systemic factor in this case is ‘Blockers’. Blockers are defined as “ those whose opposition could delay or derail what you are trying to do”(Ancona, Kochan, Scully, Van Maanen and Westney, M2-42,2005). In this case, Dynacorp is trying to incorporate a new structure...
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...Class: MBA 602 Organizational Behavior and Management From: Chitra Arivalagan (770099290) To: Dr. Maria Nathan Writing Assignment-1 Strategic Design at Dynacorp 1. If you were on the Dynacorp task force, what would be your first choice for an alternative design? What would be your second choice?. Answer: If I am on the Dynacorp task force, my first choice for an alternative design would be front /back structure of strategic design. This structure divides the organization into two parts such that the back end products which include engineering, manufacturing and the logistics and the front end is faced by the marketing and sales division. As Dynacorp is spread across the US and as well as the world, this front/back structure will also support the various divisions spread across the globe. Each country where Dynacorp wants to expand itself can have its marketing and sales division and the manufacturing division can be located in a country where the production costs would be as lower as possible. This would be an advantage by lowering the production costs and increasing the profit of Dynacorp. The marketing division, which becomes the back end of the structure, can address the various issues faced by the Dynacorp, with one major issue of handling the change from dealing with the direct customers to the consulting firms with special practices in ITC. This can be coordinated with the engineering and the production divisions, which in turn spread across the globe...
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...the team and individual behaviors, students find it helpful to keep a weekly journal for notes on your own learning, your self-assessment of your role in the team, and key incidents in the team. These journals are private and for your use only but cab provide well-grounded and concrete “data” for your team assessment and improvement paper and are therefore encouraged. INDIVIDUAL DELIVERABLES: |Assignment |Percentage of |Goal/Focus/Issue | | |TOTAL Grade | | |Written Analysis of Dynacorp Case |15% |5-7 page analysis of Dynacorp case using the Political lens. | |Individual Experiment Paper |20% |5-10 page paper reporting on an experiment designed to improve some aspect | | | |of your first- or second-person practice | |Individual participation in class and team |15% |Your...
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...Innovation within PepsiCo must be nurtured for the company to remain competitive. All employees should be encouraged to collaborate and initiate projects based on available resources. To accomplish this, all employees must have access to current information about inventory, supplies, new products, and research and development. Thus, PepsiCo should implement the PepsiCollab Innovation Portal. PepsiCollab is a virtual destination where the Research and Development department can post updates about products nearing the end of the pipeline. It is also a video conference center where the Distribution managers can compare data about efficiency and strategy. The idea is to give Pepsi employees a mechanism to socialize their work process, discuss problems within the company, and find out who the most qualified team members would be for a project. CEO Indra Nooyi recognizes the importance of innovation, which encouraged her to invest heavily in a new research and development program led by Mehmood Khan. The result of the investment is a world-class R&D lab with a focus on healthier products and obesity control. The scientists within the lab should not have to bare the whole weight of innovation, however, when it could be spread out over hundreds of thousands of people. Furthermore, the same scientists should not have any role in the marketing or distribution channels. PepsiCollab will be the primary hub for Pepsi workers to team up, or join projects already in motion. It is best to...
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...Situational Analysis: According to the United States Air Force Capital Flyer, in 1997, the Office of management and budget requested a cost comparison or A-76 study, over a three-year period that would affect 700 military and civilian positions within the Federal Government and military entities. The A-76 study reviewed the supply and maintenance operations to determine the effectiveness of maintaining these positions as military and Department of Defense (DOD) civilian entities or privatizing the positions through outsourcing. Contrary to popular belief an A-76 study is not contracting. Its purpose is to create cost savings for the DOD through a competitive sourcing program. “The A-76 circular mandates that the government procure commercially available goods and services from the private sector when it makes economic sense to do so”. (A-76 Cost Comparison Overview, p.1, 2002). The cultural makeup of the organization is active duty and federal employees. The A-76 was implemented before our retirement, we would like to revisit the process and research the outcome and its affect on the organization and its members. This research will uncover some of the problems associated with A-76 studies/processes outside of cost effectiveness. This study will provide the effects outside of cost savings, it will demonstrate the negative affects it has on federal/military personnel jobs, civilian pay, training and the morale of the organization. Premise: The outsourcing/A-76 study...
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...GMAT GRADUATE MANAGEMENT ADMISSION TEST McGraw-Hill’s 2008 Edition James Hasik Stacey Rudnick Ryan Hackney New York | Chicago | San Francisco | Lisbon London | Madrid | Mexico City | Milan | New Delhi San Juan | Seoul | Singapore | Sydney | Toronto Copyright © 2007 by The McGraw-Hill Companies, Inc. All rights reserved. Manufactured in the United States of America. Except as permitted under the United States Copyright Act of 1976, no part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written permission of the publisher. 0-07-151120-2 The material in this eBook also appears in the print version of this title: 0-07-149340-9. All trademarks are trademarks of their respective owners. Rather than put a trademark symbol after every occurrence of a trademarked name, we use names in an editorial fashion only, and to the benefit of the trademark owner, with no intention of infringement of the trademark. Where such designations appear in this book, they have been printed with initial caps. McGraw-Hill eBooks are available at special quantity discounts to use as premiums and sales promotions, or for use in corporate training programs. For more information, please contact George Hoare, Special Sales, at george_hoare@mcgraw-hill.com or (212) 904-4069. TERMS OF USE This is a copyrighted work and The McGraw-Hill Companies, Inc. (“McGraw-Hill”) and its licensors reserve all rights...
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