...Institute of Business and Information Technology PU, Lahore Project Report “Procter and Gamble” Organization Theory and Design F10BB (Morning) Submitted To: Ma’am Heena Saleem Submission Date 11th June, 2014 Group Members: Abeeha Mahmood F10BB038 Taliha Ghazi F10BB037 Saba Javed F10BB008 Komal Asim F10BB036 Fatima Mushtaq F10BB004 Zunaira Mumtaz F10BB018 Table of Contents Brief History and Background of the Organization: 3 Structure of the Organization: 6 Structural Dimensions of the Organization: 7 Goals, Strategies and Effectiveness: 10 P&G Goals and Objectives: 10 P&G Company Strategies: 13 Organizational Strategies: 14 The External Environment Analysis: 16 Technology: 17 Life Cycle Assessments: 20 Innovation and Change: 21 Conflict, Power and Politics: 25 Procter and Gamble Brief History and Background of the Organization: Procter & Gamble is the largest consumer goods company in the world and sells products under more than 80 brand names. The Procter and Gamble Company is today more familiarly known as P&G, and it has grown from its humble roots as a Cincinnati soap maker to one of the 20 largest multinational corporations in the world (based on sales). P&G took a long time to become the wonder brand they are today. The path to success took a lot of creativity and innovation. P&G invented branding in the 19th century; since then it has acquired products...
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...Analyse and critically discuss the nature and purpose of the employment relationship for organizations and the relationship between work design, planning, pay and the employment relationship. Explain how expectancy theory; reinforcement theory and equity theory help managers to build an effective pay strategy as part of managing employment relationships Words: 2,695 . Introduction The term ‘employment-relationship’ is interchangeable with others when describing aspects of the overall relationship. According to USQ (2004) this relationship is basically the exchange of work by employees for pay from employers. While the primary relationship is that between the employer-employee, as organisations have evolved, grown in size and number, so too has the diversity of employees, each with their own particular ‘psychological contract’ (Hodgkinson 2003). The purpose of a defined and productive employment relationship is to equitably manage the various relationships, and resolve conflicts (USQ 2004). Breaching this psychological contract potentially will have negative implications for loyalty, motivation, and worker commitment to the organisation (Hislop 2003). This essay will discuss some of the factors in the workplace, which have an effect on the principals at each end of this relationship, and maintaining such diverse relations within a context of equity to each. The objective of business is to increase profits by increasing the effectiveness of production...
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...Variety Controls Variety: On the Use of Organization Theories in Information Management. Groningen: Wolters-Noordhoff. 400 pp. ISBN 90-01-32950-0. 4.2. An overview of Morgan's metaphors Morgan (1986) distinguishes eight metaphors for organizations: machine, organism, brain, culture, political system, psychic prison, flux and transformation, and instrument of domination. Each metaphor highlights other aspects of organizational life (see Figure 4.1.). For further analysis, the metaphors can be grouped into three groups: the machine group, the organism group, and the mind group. The machine group only contains the machine metaphor (Paragraph 4.3.). The organism group focuses on the dynamic relationship of organization and environment and contains the organism metaphor and the flux and transformation metaphor (Paragraph 4.4.). The mind group (Paragraph 4.5.) contains two subgroups. The first mind subgroup concentrates on the relationship between the minds of persons and the organization as a social construct; it contains the brain metaphor, the culture metaphor, and the psychic prison metaphor. The second mind subgroup focuses on coordination mechanisms and power plays, and encompasses the political system metaphor and the instrument of domination metaphor. metaphor machine highlights efficiency, quality, and timeliness of production processes in a machine made up of interlocking parts attributes, structures, and development of organizations coping with their environments; evolutionary...
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...Organizational Design- A Literature Review Abstract This literature review observes the views of organizational design and business ethics as they relate to one another in business. The first portion of this paper defines organizational design and business ethics to establish their importance and also examines managerial ethics and corporate social responsibility, sources of ethical principles. The second portion pursues to explain the relationship between business ethics and organizational design and how managers shape ethics through use of value-based leadership and formal structure systems. The third portion pursues to review the importance of ethics to organizational design and the structures that support or enforce ethical behavior in organizations. The fourth portion links literature reviewed and published over the past few years together based on their reference to ethics and organizational design. The literatures are linked together based on commonalities found in the opinions of the authors relating to a spiritual perspective, ethics and corporate structure, organizational and ethical theories, and ethical strategy. Last but not least, the review concludes with a summary of the important role that ethics plays in the organizational design and structure of a business and how it applies to members of management. Keywords: business ethics, organizational design, corporate social responsibility Outline INTRODUCTION I. Organizational Design/Business Ethics ...
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...the design of work? I think the most important issue in the design of work is the sociotechnical system. Sociotechnical systems (STS) in organizational development are approaches to complex organizational work design that recognizes the interaction between people and technology in workplaces. The term also refers to the interaction between society's complex infrastructures and human behavior. In this sense, society itself, and most of its substructures, are complex sociotechnical systems. Sociotechnical systems theory is theory about the social aspects of people and society and technical aspects of organizational structure and processes. Here, technical does not imply technology. "Technical" was a term used in those times to refer to structure and a broader sense of technicalities. Sociotechnical refers to the interrelatedness of social and technical aspects of an organization. Sociotechnical theory therefore is about joint optimization, with a shared emphasis on achievement of both excellence in technical performance and quality in people's work lives. Sociotechnical theory, as distinct from sociotechnical systems, proposes a number of different ways of achieving joint optimization. They are usually based on designing different kinds of organization, ones in which the relationships between socio and technical elements lead to the emergence of productivity and wellbeing. Sociotechnical refers to the interrelatedness of social and technical aspects of an organization. Sociotechnical...
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...MT&O 2 Organization Theory and Design - Richard L. Daft Organization Theory and Design Richard L. Daft LEESTOETS 1 ....................................................................................................................................... 2 PAGE 3 – 31: ORGANIZATIONS AND ORGANIZATION THEORY ............................................................... 2 PAGE 161 – 173: BUREAUCRACY AND AUTHORITY .............................................................................. 3 PAGE 201 – 220: ORGANIZATION STRUCTURE ...................................................................................... 4 PAGE 441 – 461: POWER AND POLITICS ................................................................................................ 4 LEESTOETS 2 ....................................................................................................................................... 6 PAGE 58 – 69: EFFECTIVENESS ............................................................................................................. 6 PAGE 81 – 106: ENVIRONMENT ............................................................................................................ 7 PAGE 119 – 149: TECHNOLOGY ............................................................................................................ 7 PAGE 201 – 233: STRUCTURE (ZIE LEESTOETS 1).................................................................................. 8 PAGE 249 – 258: STRUCTURE ..................
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...Knowledge about organizational design has evolved over the past century. In this part, I will show you on a brief tour of the historical development of organizational design theory. Keep two things in mind here. Firstly, because both the approaches and environments are changing over time, organizational design is an on-going process. Secondly, changes in the theories usually involve trial and error, which should be understood dialectically. The classical approach According to Weber, Taylor and Fayol’s opinions on organizational design, it is believed that the most efficient and effective organizations had a hierarchical structure in which members of the organization were guided in their actions by a sense of duty to the organization and by a set of rational rules and regulations. Classical theory of organization design suffers from superficiality, over simplification and lack of realism. Generally speaking, the classical approach appeared to fail in providing a direct and simple basis for relating organisational structure and business success. Mullins (2007) One of the fundamental problems with the classical theory is that the scholars only emphasized the high efficiency of the activity and mechanism of authority instead of the importance of people’s action and human behaviour. Fred Luthans (2006) pointed out that, the classicists disregarded factors of human nature and individuality and they let it play only a minor role in comparison with the roles of hierarchical structures...
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...revolutionary - Reshaping organization's design elements • Change demands a new organizing paradigm (gamma change) • Change is driven by senior executives and line management (envisioning, energizing, and enabling) • Change involves significant learning - Must learn how to enact the new behaviors Intergrated Strategic Change - Extends traditional OD process into content oriented discipline of strategic management • Key Features: - Strategic Orientation - Stratic change capability - Individual and organizations are integrated into the process • Applications Stages (Strategic analysis, strategic choice, and design and implement the strategic change plan) Organization Design - Configures the organizations structure, work design, HR practice, and management to guide members' behavior • Conceptual Framework ( Strategy, Structure, Work Design, HR Practices, and Management / Information Systems) • Application Stages (Clarify design focus, designing the organization, and implementing the design Culture Change • Concept of Organization Culture (artifacts, norms, values, basic assumptions) • Organization culture and organization effectiveness - Culture affects performance through its influence on the organization's ability to implement change • Diagnosing Organization Culture - Requires uncovering and understanding what characterize an organizations culture • The Behavioral Approach - Emphasizes surface level of organization cultures (Pattern of behaviors that...
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...Contents 1 Introduction 1 1.1 Vision, Mission and objectives of this corporation 2 2 Theoretical understanding of Human resource function 3 2.1 What is Human Resource Management? 3 2.2 What is Human resource Department? 4 2.3 Human Resource specialist Vs. Human Resource Generalist 4 2.4 Job Design 5 Importance of Job Design 5 2.5 Job Analysis 6 2.6 Human Resource Planning 7 2.7 Recruitment 8 2.8 Selection 9 2.9 Hiring and Induction. 10 2.10 Performance Elevations. 12 2.11 Reward Management 13 2.12 Training and Development 14 2.13 Employee welfare Management 15 2.14 Employee Movements 16 2.15 Employee Discipline Management 18 2.16 Labor Management Relations 19 3 Human resource practice in selected organization. 20 3.1 Job Design 20 3.2 Job Analyze 20 3.3 Human Resource planning 21 3.4 Recruitment 22 3.5 Selection 22 3.6 Hiring and Induction 23 3.7 Performance elevation 24 3.8 Reward Management. 24 3.9 Training and Development 25 3.10 Employee welfare Management. 25 3.11 Employee Movements 26 3.12 Labor Management Relations. 26 4 Comments on Theory and Practice. 27 4.1 Job design, 27 4.2 Job analyze 27 4.3 Human resource planning. 27 4.4 Recruitment 27 4.5 Selection 27 4.6 Hiring and induction 27 4.7 Performance Elevation 28 4.8 Reward Management 28 4.9 Training and development 28 4.10 Employee welfare managements 28 4.11 Employee Movements 28 4.12 Employee...
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...70) contingency theory is one of the most recent theories in organizational structure, it argues that there is no "one best way" of structuring an organization. Instead contingency theory suggests that the best way to structure a particular organization is contingent(dependent) on a number of factors such as the attitudes of the managers and employees, the nature of the task performed by the organization and the nature of the environment. The basic premise of Contingency Theory is that there is no one best way to organize a corporation, to lead a company, or to make decisions. There are too many external and internal constraints that will alter what really is the best way to lead is in a given situation. In other words, it all depends upon the situation at hand as to what will be the best course of action. An organizational / leadership / decision making style that is effective in some situations, may be not successful in other situations because organizations, people, and situations vary and change over time thus, the right thing to do depends on a complex variety of critical environmental and internal contingencies. The contingency approach to organizational design tailors the design of the company to the sources of environmental uncertainties faced by the organization. The point is to design an organizational structure that can handle uncertainties in the environment effectively and efficiently. The contingency theory approach to the study of organizations developed beginning...
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...11. Organizations exist because of their ability to create value and acceptable outcomes for stakeholders. Describe and explain how organizations create value and influence stakeholders? What is the role of entrepreneurship in this process? According to Jones, there are three stages that must take place in order for value to be created. Depending on how an organization pulls from its environment, heavily reflects its chances to produce goods and services, which affects the actual value the organization creates at the input stage. Inputs include various resources, like machinery, raw materials, information and knowledge, money and capital, and of course human resources (Jones, 2010). The main goal throughout the conversion stage is to allow service organizations to create value by applying compiled skillsets to yield an output, such as aiding patients through physical and/or occupational therapy (Jones, 2010). When considering entrepreneurships’ role in the value creating process, it is not only a component that maintains the organization but it also begins one. Either an individual or group perceived a particular good or service is needed and either invested or found investors to create the organization and meet the needs of the consumers. References: Jones, G. (2010). Organizational theory, design, and change. 12. What is the relationship among organizational theory, design, change, and organizational structure and culture? Jones states that organizational...
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...CHAPTER 1 * 1. 1- 1- Organizational Theory, Design, and Change Sixth Edition Gareth R. Jones Chapter 1 Organizations and Organizational Effectiveness * 2. What is an Organization? Organization: a tool used by people to coordinate their actions to obtain something they desire or value Organizations provide goods and services Organizations employ people Organizations bring together people and resources to produce products and services Basically, organizations exist to create value Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall * 3. How Does an Organization Create Value? Value creation takes place at three stages: input, conversion, and output Each stage is affected by the environment in which the organization operates Environment – the set of forces and conditions that operate beyond an organization’s boundaries but affect its ability to acquire and use resources to create value Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall * 4. Figure 1.1: How an Organization Creates Value Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall * 5. Why Do Organizations Exist? People working together to produce goods and services create more value than people working alone 5 major reasons why organizations exist: To increase specialization and the division of labor Division of labor allows specialization Specialization allows individuals to become experts at their job To use large-scale technology Economies of scale: cost...
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...What is an organization? Definition Organizations are social entities that are goal directed, with deliberately structured activity systems, and with a link to the external environment. Types of Organizations We will study both large and small organizations. We will also look at manufacturing and service organizations, for-profit and nonprofit organizations. Importance of Organizations Organizations create value for owners, customers, and employees by their activities. They bring together resources to accomplish specific goals, whether those goals are putting on the Olympics or planting new trees in the city. Organizations produce goods and services, using innovative techniques and modern manufacturing technology, for competitive pricing. Organizations adapt to and influence the environment and its globalization while accommodating the challenges of diversity, ethics, and the motivation and coordination of employees. Perspectives on Organizations Open Systems A closed system does not depend on its environment, but focuses on running things efficiently. Open systems [Exhibit 1.2] must interact with the environment to survive, and managers realize they must pay close attention to what is going on with their customers, suppliers, and competitors. A system, in general, is a set of interrelated elements that acquires inputs from the environment, transforms them, and discharges outputs to the external environment. Subsystems perform functions such as production, boundary...
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...). Things that can go wrong at the valence level seem to be most related to whether the type of reward that seems available appears to be one that the employee values. If most employees believe that those who perform best get moved to a distant office, put on “desk-work,” or given the “privilege of working directly with clients,” perhaps only few/certain personnel are interested in receiving those rewards while many others are interested in avoiding them, depending of course on personalities, goals, and interests. Knowing that we don't always get what we expect and want, it is good to know the strengths and weakness to using this type of theory in organizations, in which we can see would the possibilities of a greater outcome be worth the uncertainty of a negative one. Strengths When using the expectancy theory within organizations/institutions, an evaluation can be made in regard to two factors that lead to valence (the reward): the...
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...Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it. Licensed to: CengageBrain User Organization Theory & Design, Eleventh Edition Richard L. Daft With the Assistance of Patricia G. Lane Vice President of Editorial, Business: Jack W. Calhoun Publisher: Erin Joyner Executive Editor: Scott Person Developmental Editor: Erin Guendelsberger Sr. Editorial Assistant: Ruth Belanger Marketing Manager: Jonathan Monahan Media Editor: Rob Ellington Manufacturing Planner: Ron Montgomery Sr. Marketing Communications Manager: Jim Overly Art and Cover Direction, Production Management, and Composition: PreMediaGlobal Cover Designer: Beckmeyer Design Cover Image: ©iStock Photo Rights Acquisitions Specialist: Amber Hosea © 2013, 2010 South-Western, Cengage Learning ALL RIGHTS RESERVED. No part of this work...
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