...Assignment Change Management Case A: Organizational Change Change Management Table of contents 1. THE ORGANISATIONAL CHANGE OF POWERDRIVE GMBH ................................................3 2. PARTICULAR PROBLEMS WHICH WILL LIKELY BE FACED WHEN PUTTING THE CHANGE INTO EFFECT ..............................................................................................................................4 2.1 PROBLEMS INSIDE THE COMPANY ...........................................................................................................4 2.2 PROBLEMS OUTWARDS THE COMPANY ..................................................................................................6 3. RECOMMENDED ACTIONS TO IMPLEMENT THE CHANGE SUCCESSFULLY...............6 3.1 CLASSICAL SCHEME ..................................................................................................................................6 3.2 COMPANY SPECIFIC SCHEME ...................................................................................................................7 2 Change Management 1. THE ORGANISATIONAL CHANGE OF POWERDRIVE GMBH Powerdrive GmbH is a German supplier of mechatronic automation systems for industrial applications, for example tooling machines and automated assembly lines. The company has a strong engineering and production competence;...
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...had an organisational structure that will enable the achievement of the organisational mission and objectives. The organisation reorganised their structure to a multidivisional structure in a move to exploit the full acquisition potential. A multidivisional structure is most suitable for an organisation that has not got a wide range of products like PepsiCo. The organisation did not experience benefits from the multidivisional structure because PepsiCo had a wide rage of products and different customers. The organisation was structured into divisions and each reporting to the headquarters and there was no synergies and economies of scale gained. PepsiCo revised the organisational structure to a matrix structure. It enabled the organisation to operate in its particular competitive situation at peak effectiveness. At Pepsi they discovered that it was essential to drive the various brands as part of one team. There was less conflict between employees because of the hierarchical setup of the organisation. PepsiCo Beverages became the No 1 liquid refreshment beverage company in measured channels. There was a strategic fit as its strengths in the growing non-carbonated drinks market could be exploited and PepsiCo became the market leader in the total soft drink market. QUESTION 1 Why was PepsiCo essentially organised into North American and international divisions? Why were there some variations in this structure? Examining the organisation structures outlined in this chapter...
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...Organisational Structure For an organisation to be successful it needs a strong organisational structure. How the organisation is set up will directly impact the success or failure of the company. They need to be structured and organised in a way that will meet their goals and needs. Even though the organisational structure is focus on the company’s goal it also dictates how to report priorities and strategies of upper management. The organisational structure is a hierarchy of people and its functions. The organisational structure tells you the character of an organisation and the values it believes in. Therefore, when you do business with an organisation or getting into a new job, it is always a great idea to get to know and understand their organisational structure. Depending on the organisational values and the nature of the business, organisations tend to adopt one of the following structures for management purposes. Although the organisation follows a particular structure, there can be departments and teams following some other organisational structure in exceptional cases. However, some organisations may also follow a combination of different organisational structures as well. Follow this, I will now refer some of the Organisation Structures used nowadays and explain how can they benefit or damage their business, referring their advantages and disadvantages. Flat Organisational Structures use a reduce number of levels, and a wide span of control, which means...
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...fundamental part of the organisation to increase its performance. Modern organizations are increasingly becoming project-oriented to cope with the challenges of global competition. Place together work motivation in traditional and matrix project-based organizations is of primary interest, Bredillet (2010) Alstom.Ltd with around 5,000 employees belongs to Alstom Group. The company is the leader in integrated power plants for energy production. Alstom.Ltd has solutions for a wide range of energy sources, divided into four main sectors; Thermal Service, Steam, Gas Generation, and Automation. Due to the size of the company, market stability and history, it is mainly a hierarchical structure Huczynski A, (2010). Main services are Power Generation Projects. Due to the nature of these kinds of projects, different disciplines like Engineering, Finance, Quality and Sales are involved on each Project. Therefore the company has global hierarchical structure but at Project level they work within a Matrix Organisation. PMI.Institute (2012) defined matrix organizations as a blend of functional and project organisation, where employees report on day-to-day performance to the Project Manager and on their overall performance to the head of their department, Functional Manager . By the mid–1990s Alstom.Ltd, originally ABB, developed a matrix structure crisscrossing around a hundred countries and sixty five business sectors, Lee G.(2008). The own nature of the Matrix Organisation creates complexity...
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...escalated, assigned, tracked and resolved in a timely manner, AfriOne decided to implement a “Problem Resolution Process (PRP)” in line with the Lean Enterprise - A business system for organizing and managing product development, operations, suppliers, and customer relations. Problem Resolution Process (PRP) – a process with the intent of providing a mechanism for organising, maintaining, and tracking the resolution of problems that cannot be resolved at the “individual” level in an organisation is being considered as the sensitive project discussed in this report. It is supposed that the project manager inherited the existing PRP project approximately at 25% complete in terms of time. The high administrative overhead costs, conflict of authority, compromise to project quality and the fast rate of change on the PRP project’s external environment rendered the existing transactional structures (Matrix) inadequate. In order to address these issues, we proposed the Network organisation structure so that project players will...
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...Organisational structure is the hierarchical arrangement of tasks that determine how jobs are positioned and controlled in an organisation. Designing structures will help to coordinate and motivate employees so that they work together to achieve specific organisational goals. There is no “one best way” to design an organisation’s structure since all organisations are unique. The best design is one that is suitable to an organisation’s situation and culture (George and Jones, 2014). The structure of an organisation can be illustrated using organisational charts whereas an organisation’s culture is hidden and only demonstrated through actions. The Simple Structure Simple structure, also known as entrepreneurial structure, is based on centralisation and central power. One individual has the authority to make all the decisions and it usually has only two or three vertical levels consisting of the work allocation. This structure is generally adopted by small businesses in which the owner has the power to control all the resources. The efficiency of the simple structure lies in its simplicity. It’s fast, flexible, and inexpensive to operate. One major drawback is that it becomes gradually ineffective as an organisation grows. As size increases, decision-making becomes slower as the owner tries to continue making all the decisions. Moreover, it is risky when everything depends on one person. A single oversight can jeopardise the performance of the organisation (Judge and Robbins...
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...proposals in order to generate revenue. In the case study, Multi Projects Incorporated has two projects which have been awarded to the organisation. These are at different stages in the project lifecycle. The Goodold project is presently in the Implementation Phase, while the Growin Corporation project has just been awarded to Multi Projects Incorporated and can be said to be at the Initiation Phase. The dilemma presented is that the project manager of the latter project, Jeff Armstrong, is not incumbent of a team player. This submission elaborates on the factors which appear to have caused the dilemma in the organisation, as presented in the case study. The factors include organizational strategy, organizational structure, human resources development and communication. These factors are presented as the driving force behind what appears to be a project manager who is displaying undesirable characteristics. Recommendations as to what and how change should be affected are provided in order to drive behaviours which are perceived as more favourable when considering effective project leadership. TABLE OF CONTENT Declaration i Executive Summary ii 1. Introduction 1 2. The effective delivery of the organizations strategy: 1 3. Matrix Organizational structure: 3 4. The human resource (HR) and development: 7 5. Communication: 9 6. Conclusion 12 7. References 13 8. Appendix A...
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...strategic objective realisation through organisational structure, culture, and succession planning.) DATE: 07/06/2013 Please include the following declaration: “I/We hereby declare that this assignment is entirely our own work, and that it has not previously been submitted to any other Higher Education Institution. I/We also declare that all published and unpublished sources have been fully acknowledged and properly referenced. This includes figures, tables and exhibits. Where modified by us, this has also been indicated.” Print Name | Signature | ID Number | Deon Bouwer | | 7212015526084 | Janus Esterhuizen | | 8612185194085 | Johannes Kohn | | 8208255075088 | Martin van der Schyff | | 6107085047089 | Nicholas Hardman | | 8608195131083 | Vishnu Govender | | 7506285141080 | Riaan Botha | | 7301155045086 | Table of Contents Executive Summary: 1 Introduction: 1 Case Evaluation 4 Case Analysis Framework 5 External and internal organisational pressures: 6 Matrix organisational structure: 7 Resource allocation and information systems: 9 Organisational behaviour: 11 Addressing Professional Resource requirements through short term and long term planning as part of the Operational Strategy 13 Replacement planning: 13 Succession Planning 15 Talent Management 16 Conclusion: 16 Bibliography: 17 Figure 1: Swot analysis results from the Multi Projects Inc case evaluation 5 Figure 2: The basic matrix organisational structure of Multi Projects Inc PMO and Systems Engineering...
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...organisational structure The bureaucracy consist of a suffix cracy which derives from Greek word kratis, means power or rule which is exercised by bureaucrats who sit behind their bureaux, or desks making and administering the rules that are to guide organisation activity. In bureaucrats organisation the highest position has ultimate power to running the organisation (Morgan, 2006). Weber a German sociologist, studies the bureaucracy structure and mainly on power and authority. He pointed out definitions of tasks and responsibilities within the structure of management gives rise to a permanent administration, regulation of work procedures and change in the actual holders of office. The term of bureaucracy has been criticised as official rules and processes that seem unnecessary (red tape) and cause delays although, it only applies to certain structural features of formal organisations. Weber analysed it as idea type which is the most characteristic feature of all known organisations. He saw the development of bureaucracies as a very important part in human social life. In bureaucratic organisation the tasks are allocated as official duties among the various positions. A hierarchical authority applies to the organisation of offices and positions. Uniformity of decisions and action is achieved through formally established systems of rules and regulations. Together with a structure of authority, this enables the co-ordination of various activities within the organisation. An impersonal...
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...Question 1: Select a company of your choice and describe the organizational structure. Explain why the structure meets its operational needs. As the company grows and move ahead in the future, propose what kind of changes is needed in the organizational structure. Organisational Structure refers to the way work and power is divided and the process whereby individuals within an organisation communicate and coordinate in order to direct workflow. It is also divided into four elements, span of control, departmentalization, formalization and centralization. As a company in the IT trade, Google has to adapt to a fast-paced and ever-changing environment. They have also been expanding into other markets such as making operating systems for cell phones and even making the hardware themselves. Thus, an organic structure is best suited for the needs of Google. The Economist (2010) supports this claim as the two founders, Larry Page and Sergey Brin, mentions Google as not a conventional firm, hinting that Google adopts an organic structure for itself as opposed the traditional mechanistic structure. Span of control refers to the amount of people directly reporting to the next level. Google works by having many cross-functional teams (Treasure Valley Business, 2013), to handle the various projects and endeavors in which the company undertakes. Levis (2009) talks about Google being a company strictly for Alphas and the founders' tried to hire only the best people possible. Thus, most...
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...organisational structure had labour divided according to the products it transported. Due to the large demand for the transportation of a particular product (coal) support was provided by means of a parallel division. This supporting division, entitled National Customer Strategy (NCS), focused on retaining and attracting new coal customers. The NCS division identified a need to provide customers with complete supply chain solution. To achieve this, FreightQ had to provide a service which spanned across its different divisions. The desire to offer a complete supply chain solution resulted in the creation of a temporary project team (PT) within the NCS division. As part of PT’s complete supply chain, it initiated investigations into Next Generation Rollingstock (NGR). When FreightQ restructured six months later, PT became part of the Strategy and Business Development (S&BD) division. Other important changes for this analysis are: * Jimmy James, General Manager of NCS was appointed Vice President of Business Development within S&BD. * Mandy Marcus, the Executive Vice President and Chief Executive Officer of the old Coal Division left FreightQ. * Paul Patrick, the Group General Manager for National Capital Planning and Programs became the Vice President for Maintenance. When PT was formed I was appointed as the Engineering Services Lead within the project. I stayed with the project for a period of twelve months, six months either side the re-structure. ...
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...GSOE9820 – Engineering Project Management Corey Martin Week 4 Projects and Organisational structures Course Roadmap Organisational structure “An organisational structure defines how activities such as task allocation, coordination and supervision are directed towards the achievement of organizational aims”. Reference: Pugh, D. S., ed. (1990).Organization Theory: Selected Readings. Harmondsworth: Penguin To improve project success! Sources: http://www.pmi.org/ CHAOS summary report 2013 Common types of project management structures • Functional • Dedicated Project Teams • Matrix Reference: Gray, C & Larson, E, Project Management, 5th Ed. McGraw-Hill Functional Organisation of projects • Different segments of the project are delegated to respective functional units. • Coordination is maintained through normal management channels. • Used when the interest of one functional area dominates the project or one functional area has a dominant interest in the project’s success. Functional 1. 2. 3. 4. Advantages No/little org. change Flexibility in use of staff In-Depth Expertise Easy Post-Project Transition 1. 2. 3. 4. Disadvantages Lack of Focus for project Poor Integration across org. Typically slower to complete Lack of Ownership Dedicated Project Teams • Teams operate as separate units under the leadership of a full-time project manager. • In a projectised organization where projects...
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...1.1 Comparison of the Organisational Structure and Culture Syngenta is a highly innovative diversified company in a very competitive market whose organisational structure the matrix, has been adopted to fit snugly with the goals and objectives of the company (The Times 100, 2000). In an effort to remain competitive the complexity of the matrix structure which combines more than one organisational structure allows the company to fully utilize the expertise of its human resource through the formation of teams for maximum effectiveness through creative development (eHow.com, 2012) and this is done through the Directors priority to continually implement and improve the company’s “Corporate Governance” (Syngenta’s Annual Report, 2010). The culture of an organisation is dependent on the structure adopted by the organisation. The culture is developed through the leadership or management style, values, socialization, rites etc. The culture feeds the bloodline (structure) of any organisation and the proper development and alignment of same is crucial in the success of any organisation (Howard, 2007). Syngenta’s culture is a mixture of task and person which speaks to the goals of the organisation; therefore it fits well with the structure. The task culture encourages teamwork, problem solving and creativity through the expertise of its members whereas the person culture encourages the development of leadership and other management skills which act as a motivator for employees. ...
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...Content Question No. Page No. 1.1 3 1.2 5 1.3 6 4.1 12 Reference 15 Bibliography 17 1.1 Comparison of the Organisational Structure and Culture Syngenta is a highly innovative diversified company in a very competitive market whose organisational structure the matrix, has been adopted to fit snugly with the goals and objectives of the company (The Times 100, 2000). In an effort to remain competitive the complexity of the matrix structure which combines more than one organisational structure allows the company to fully utilize the expertise of its human resource through the formation of teams for maximum effectiveness through creative development (eHow.com, 2012) and this is done through the Directors priority to continually implement and improve the company’s “Corporate Governance” (Syngenta’s Annual Report, 2010). The culture of an organisation is dependent on the structure adopted by the organisation. The culture is developed through the leadership or management style, values, socialization, rites etc. The culture feeds the bloodline (structure) of any organisation and the proper development and alignment of same is crucial in the success of any organisation (Howard, 2007). Syngenta’s culture is a mixture of task and person which speaks to the goals of the organisation; therefore it fits well with the structure. The task culture encourages teamwork, problem solving and creativity through the expertise of its members whereas the person culture encourages...
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...Advantages and disadvantages of four types of organisation structure In this essay, I shall analyze relevant examples of existing companies, present their organization design, organization chart, work specialization, chain of command, span of control, for the purpose of presenting the advantages and disadvantages of four types of organization structure. As Mintzberg defined it, "The structure of an organization [is] the sum total of ways in which it divides its labour into distinct tasks and then achieves co-ordination among them" (Boddy, 2008:319) and "makes possible the application of the process of management and creates a framework of order and command through which the activities of the organization can be planned, organized, directed and controlled" (Mullins 2007:564). As the business environment evolves, traditional approaches to organizing work are being reevaluated. Managers are searching out structural designs that are more appropriate to their environment, that are more relevant to the contingencies that reflect their organization. "Organisations are collections of people brought together for a purpose. To achieve this purpose successfully, people need to be organised within the best possible structure. Decisions on structure are primary strategic decision. Structure can make or break an organisation." (Lundi and Cowling 1996:141). Firstly we are going to examine the organization structure of Pharma Nord, a Romanian import, export and distribution company...
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