Agenda

1
Agenda

• Overview of case attack method
• Review Ch1 use in case analysis
• Team resume

2
S-S Technologies Inc.

• Case Attack and
• Case Report Format

3
SST Overview

• Who decision-maker(s), players
• What decision, problems
• Why impact, causes
• When decision time line
• How how to understand, resolve (theory /or
  action)

4
Draft a Problem Statement

• What has the decision maker asked you to do?
• Why? In what context?
• How will you help? What insight can you bring to
  this task?

5
Structure for Problem Statement

• Common Ground
• Decision Context. Shared understanding about
  the current status of the problem
  taken-for-granted background.
• Insight New Vision
• Problem statement, value-added. What principals
  do not know or fully understand hidden causes
  what costs will be if we dont respond what
  benefits will be if we do
• Resolution
• Indicating a response. Brief reference to main
  point or launching point of your argument
• (Adapted from Booth, Colomb Williams, p249)

6
Draft a Problem Statement

• Take 5 mins groups of 2-4
• Pull together a statement from your individual
  drafts

7
Size-up Get the CONTEXT

• Current firm performance
• How are they doing?
• Current strategy
• What are their goals and how are they trying to
  reach them? Is it a reasonable strategy given
  their situation?

8
Issues Triage Metaphor

• Immediate Theoretical
• a. a.
• b. b.
• c. c.

Presenting symptoms Breathing? Pulse?
Bleeding?
Check Airway Heart Trauma
9
Issues Triage Metaphor

• Immediate Theoretical
• a. a.
• b. b.
• c. c.

Symptoms Immediate issues
Check Theories or models that will probably be
useful. What theoretically may be involved?
10
3 concerns at SST

• Immediate Theoretical
• a. a.
• b. b.
• c. c.

11
3 concerns at SST

• Immediate Theoretical
• a. Rapid growth a. Contextual variables
• b. Compensation plan b. Structural variables
• c. Performance meas. c. Stakeholders
• Case attack is a first draft. Keep an open mind.
  See if these issues fit.

12
Issues

• For each issue consider is it Important, Urgent
  or both?
• Pay attention to importance vs. urgency as you
  read the case.
• These priorities will be reflected in your
  action plan

13
Draft a Problem Statement

• Rapid growth at SST causing owners to rethink org
  design
• Issues around marketing, compensation
  performance measurement indicate growth is
  putting valuable culture at risk
• To protect culture, need to preserve
  self-management
• Rough out what you think the problem looks like,
  but keep your options open.

14
Analyze? HOW?

• ORGANIZE the data
• EXAMINE how issues fit together
• APPLY theories, models, concepts
• ILLUMINATE causes
• INDICATE a strategic direction
• (And CONVINCE the decision maker)

15
Data analysis

• A. Collect/organize data
• B. Use a model or concept to understand
  relationships/causes
• C. Check against another concept or model, and
  another
• D. Organize argument (clarity/persuasiveness)

16
Collect data Organize
17
Brainstorm Organize
18
Brainstorm Organize
19
Brainstorm Organize
20
1
2
3
21
Organize data

• Fishbone diagram

?
Another example of a simple first cut
22
Organize data for SST

• Collect and organize factors contributing to
  major issues.

Issue 1
23
Take 5 mins in your group

• Pick an issue. Note contributing factors.

Issue 1
Issue 2
Issue 3
24
Organizing data for SST
25
Complicating factors
26
Complicating factors
Need to
Need
Need to
27
Complicating factors
28
Organize, Illuminate, Solve

• Are there common factors contributing to more
  than one problem?
• Common factors can reveal root causes These can
  also show which fixes will be most effective

29
Common factors?
30
Strategic Direction
Clearer rpting relationships policies need
communication mechanisms
31
Strategic Direction
Need to maintain healthy culture and high
commitment
32
Strategic Direction
Maintain flat structure/teams design bonuses
profit sharing accordingly
33
Define the dimensions
34
Characteristics of Three Organizations
TECHNOLOGY
Manufacturing Retailing
Government
Service SIZE (employees)
6,000
250,000 35
35
Organizational Dimensions
Workbook Activity
Missed class? Hand in workbook activity.
High Formalization 1 - 4 5 - 6 7 - 10 Low
Formalization High Specialization 1 - 4 5
- 6 7 - 10 Low Specialization Tall
Hierarchy 1 - 4 5 - 6 7 - 10 Flat Hierarchy
Product Technology 1 - 4 5 - 6 7 - 10 Service
Technology Stable Environment 1 - 4 5 -
6 7 - 10 Unstable Environment Strong
Culture 1 - 4 5 - 6 7 - 10 Weak Culture
High Professionalism 1 - 4 5 - 6 7 - 10 Low
Professionalism Well-Defined Goals 1 - 4
5 - 6 7 - 10 Poorly-Defined Goals Small
Size 1 - 4 5 - 6 7 - 10 Large Size
Modern 1 - 4 5 - 6 7 - 10 Postmodern
36
S-S Technologies
Workbook Activity
High Formalization 1 - 4 5 - 6 7 - 10 Low
Formalization High Specialization 1 - 4 5
- 6 7 - 10 Low Specialization Tall
Hierarchy 1 - 4 5 - 6 7 - 10 Flat Hierarchy
Product Technology 1 - 4 5 - 6 7 - 10 Service
Technology Stable Environment 1 - 4 5 -
6 7 - 10 Unstable Environment Strong
Culture 1 - 4 5 - 6 7 - 10 Weak Culture
High Professionalism 1 - 4 5 - 6 7 - 10 Low
Professionalism Well-Defined Goals 1 - 4
5 - 6 7 - 10 Goals Not Defined Small
Size 1 - 4 5 - 6 7 - 10 Large Size
Modern 1 - 4 5 - 6 7 - 10 Postmodern
37
Two Org Design Approaches
Organizational Change in the Service
of Performance
38
Ch 1 A few more highlights

• Organizations and
• Organization Theory

39
Open System and Subsystems
Environment
Transformation Process
Raw Materials People Information
resources Financial resources
Products and Services
Input
Output
40
Five Basic Parts of an Organization
Top Management
Technical Support
Administrative Support
Middle Management
Technical Core
41
Five Basic Parts of an Organization
Top Management
Admin Support
Middle Management
Tech Support
Technical Core
42
Five Basic Parts of an Organization
Top Management
Technical Support
Admin Support
Mid Management
Technical Core
43
How do 5 Basic Parts perform subsystem Functions?
Top Management
Technical Support
Administrative Support
Middle Management
Technical Core
44
Stakeholders

• Government
• Creditors
• Community
• Suppliers

• Employees
• Unions
• Management
• Customers
• Owners and stockholders

What do they want?
45
Team Resume

• Take time in your group to discuss individual
  skills and experience.
• Record team strengths, distinctive competencies,
  and gaps.
• Share one team strength and one distinctive
  competency with the class.

46
Team Charter

• Continue the discussion of strengths/weaknesses
  begun in class
• On the basis of this discussion, create a Team
  Charter
• Observe the requirements in the handout
• Signed Charter due Wed, 12 May

47
Next Class

• Read Ch. 2
• What strategies describe SST?
• What are implications for org design?
• Comment on effectiveness at SST
• Skim University Art Museum case
• Who are the stakeholders and what do they want?
• What are the goals of the museum?
• Note Team Charter due in 1 week.