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Dishaa |
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Organisational dynamics |
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SEMINAR ABSTRACT My Seminar titled “Organisational Dynamics: Concepts and Trends” dealt with the important domains an
organisation has to deal with. The major factors affecting the performance of an organisation were discussed. The MsKinsley
7s Framework provided the basis for this analysis. The strength of the seminar lay in the various case studies that were studied
to get an idea of how changes in thinking bring about changes in organisation performance. SEMINAR REPORT The seminar started with the concepts. Below is the 7s model, followed by discussions on each module. The case
studies that were analysed are mentioned after each section. The 7S framework.. STRUCTURE Organizations cannot be planned overnight, it is important to get the structure right. Initially, the personnel management department should supply information on the staffing scenario and labor market
forecasts; the corporate planning department should look at the finance, the markets and the operations. How the responsibility
should be shared between the departments is a matter that should be decided by the organisation, on its own level. The two models : Rational system model –
Scientific management –
Division of labor Specialisation by purpose of task Specialisation by process of task Specialisation by clientele Specialisation by geographical area –
Theory of Bureaucracy Social System Model –
Motivation –
worker participation The traditional hierarchial structure assumes that the members of the staff acts as individuals and not as teams.
In such a scenario the primary source of motivation is money. It is called the mechanistic organisation. A bureaucratic structure is a special model of the hierarchial structure. It adds a degree of impersonality where the staff possesses security of job and work strictly within their job
descriptions. The organic structure is the modern world structure. Decision making is delegated to those with relevant knowledge, the staff adapts to their duties and
there is no job description. All channels of information are used. High interaction and collaboration levels irrespective
of status. The emphasis is on flexibility and cooperation. A matrix structure is one where individual members of the staff work in mixed teams under the control of one or
more project leaders. Good team working, good communications and a focus on the task are some advantages. Variations : Divisionalisation Decentralisation Delayering The pyramid
..Customer..
Front line teams <imaginative responses>
Support forces <support
and strength> for vision and values
GM
<cohesion and vision> The number of management levels should be reduced the factors affecting the environment structure are a. stability of the environment
markets,clients,legal constraints,labor market b. size
sheer size leads to centralisation c. power
internal power and politics planning people, predicting wastage and absenteeism |
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STRATEGY Buyouts : Structure , Strategic changing of policy Restructuring TQM Marketing Change Management Disaster Management Case Studies: 1.
Kelloggs 2.
Prakash Agro Industries 3.
Indian Railways 4.
Wiantech 5.
Nike 6.
Bausch and Lomb SYSTEM The three identifiable elements are input, transformation process and output. Inputs consist of raw materials, ancillaty units, human beings, services or the output of another organisation.
Output can comprise of consumer goods, ancillary units, human beings and services offered by the organisation. How inputs
are converted to outputs depends on on the purpose of the organisation and the achievement of that purpose through technology,
hardware, capital investment and the management-worker relationship. Case studies: 1.
Cisco 2.
STAFF ethnocentric, polycentric and global orientation of an MNC Hrm practices are subject to the dual pressures of local adaptation and internal consistency. Common hazards in employee relations –
lack of policies and procedures –
absence of job descriptions –
lack of documentation –
no evaluation of performance Motivation is psychological. It refers to all those forces operating within an individual which impel him to act in a certain way. Motivation in an organisation refers to the willingness of the employee to respond to organisational requirements.
The more positive motivation towards the organisation, the more effective is his performance. Motivation is in turn determined
by his perception. Incentive schemes leads to temporary effectiveness. Any attempt to motivate employees must first identify their needs, and specify how important these needs are to
them. Motives can be simple or complex. Simple motives : physiological logical imbalances, thirst, hunger exhaustion.. Understand Hrm in the context of organisations and their environments as effective practices are not objective
in nature. Partnerships and profit sharing are claimedto motivate workers by giving them a share of the pie. The free rider effects would seem to choke off any motivational forces. Peer pressure,shame,guilt,norms and mutual monitoring all affect performance. CULTURE The difference between managing today and managing 20 years ago is lies in the greater pace of change which managers
now have to cope with. Society, technology and markets are all changing repidly, and organisations need to keep up with the
changes. Culture: The Japanese took culture very seriously and this contributed to their productivity and economic success. In reaction
to the threat of Japanese economic competition, the american devised an eight point plan which they thought was a feature
of the emerging companies. STYLE Internal mobility.. Communication : One way communication and two way communication absence of reaction, clarification and confirmation. feedback system Formal and Informal Communication Downward Channels <for control> Upward Channels <for suggestions>..open door policy If HR is willing to go beyond the traditional role of HR as keeper of employee satisfaction and administration
of HR, then HR can have an impact on culture, habits and management. But this means that HR might step on the toes of many deeply entrenched habits and beliefs in your organization.
One such organizational belief may be that HR belongs under the table, where it has always been. If you emerge, people are going to notice. There will be an initial rejuggling to gain balance. HR has to be willing
to let the shaking moments happen, and even risk a small crash. As the team sees you, they’ll interact with you. And
it may not always be pleasant. The move, then, is a big one--and not without risk and discomfort. But it will help your organization move toward
the future in a bold, new way. RECRUITING Develop a "most wanted" list – be ahead in the process. Hire to hurt -- your opposition On-site professional seminars –make sure your employees are on the leading edge
of knowledge. RETENTION
AND EMPLOYEE RELATIONS Challenge plans or learning plans --challenge them. Blocking tools -- who is a prime candidate for other firms, who is looking, and who is
safe. Attention plans -- to insure it happens. Change the players -- adapt to the changing competition or environment. Redeployment -- Targeted succession plans -- job. Pay for performance – incentives based on output. Motivation lists --what employees want. You do not have the right to remain silent – voice what you want Employee learning plan -- excite and stimulate them. Parallel benchmarking -- h is being aware of the best practices that exist. Case studies: 1.
Czech Governance 2.
Nilgiri Biosphere
Reserve 3.
Johnson and
Johnson 4.
5.
Bata (hr problems) 6.
Hyundai (hr
problems) 7.
8.
Infosys 9.
Wal-mart 10.
Mayo Clinic References 1. 1. knowledge.wharton.upenn.edu 2. 2.
Personnel Management Arun Monappa and Mirza S
Saiyadain Arun Monappa and Mirza S Saiyadain 3. 3. International Management Richard Hodgetts and Fred Luthans |
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