Abstract: We embarked on a case study to explore one organization’s experiences with radical change for the purpose of uncovering how they achieved success. The organization we examined was Honeywell Inc. in Phoenix, Arizona, USA. From the interview data, we were able to devise a set of ten lessons to help others transform successfully. Two important lessons stand out above the rest. First, execution of a carefully developed change plan separates the high performers from less successful BPR projects. Second, recognition that dealing with change is difficult and complicated is not enough. Top management should make change management a top priority and communicate the change vision across the organization.
Introduction: Global competition is driving organizations to become leaner and more streamlined. Many organizations have turned to business process reengineering (BPR) as a means to radically change the way they conduct business. However, dramatic improvements have failed to materialize in many instances (Davenport, 1993; Hammer and Champy, 1993; Kotter, 1995). We thereby embark on a case study to deeply explore one organization’s experiences with radical change for the purpose of uncovering how they achieved success. The organization we examine is Honeywell Inc. in Phoenix, Arizona. From the data, we devise a set of lessons to help others transform successfully. Keep Reading…
Study about the Hungarian Central Statistical Office: Management Information System
Abstract: Above a certain size of the organization, whether private or public, the decision making level of the management requires “digested” information to receive support in the form of exact and relevant data or reports. These data are a reflection of the most important strategic and operational elements of the specific organization, giving an overview of the activities and results of planning, production, marketing, sales, customer relations, cash flow etc. depending on the core activity of the company. The quality of these data is of the utmost importance, since the top management of large organizations derives its high level decisions mostly from such “digests” instead of going down in the depth of the core activity components.
As the supporting Information Technology went through a significant development during the last decades, and business intelligence solutions were developed, more and more attention was drawn to these technologies in the private sector’s companies and large or central public administration institutions as well. The article displays a brief case study of the design and implementation of such a management information system (MIS) in the Hungarian Central Statistical Office in detail. The implemented system had to comply with several expectations, where some of them were specified for public administration. As the daily application of an MIS is still rare in Hungarian public administration, the efforts of the office were almost exclusively based on international good practices and the definition of our own needs. Keep reading..
The case finds out that the HRs helped out the top management in aligning HR and quality policies; devising quality improvement policies, systems and procedures; crafting and communicating the TQM mission and vision; generating quality awareness among all employees; creating managerial support to quality action plans (QAPs); organizing quality workshops and TQM training programs; and shifting the conventional mind-set of employees, etc. in the sample organization. They also act as internal consultants to other business units in quality issues. Implementation of TQM in the company has brought up a number of HR challenges for instance, motivating knowledge workers, mobilizing key managerial personnel, obtaining and sustaining employees satisfaction, overcoming communication barriers, resolving problems associated with PSU trappings and vastness of the organization, etc…click here to read ahead
A Case Study about Informal Communication Network within an Organization: Workplace Communication
Abstract: This paper is an attempt to bring forth, analyse and compare different aspects in terms of workplace communication. It focuses in the informal communication which considered a significant factor for an organization’s internal and external progress. It is a study on literature, which aims to link the literature findings with a real case of a company which seeks to improve its workplace communication. In the end, it proposes certain strategies to be followed in order to control and affect the existed informal communications network. Thus, cultivation of “Communities of Practice” and “Face-to Face contacts” are expected to influence and turn the informal network to an added-value for the organization.
Introduction: Forty years ago, James Granger (1970) described a number of obstacles that companies faced in order to gain an effective communication. He identified: the existence of fear among employees; the inertia due to a non-rewarding system; the sense that management did not care about their problems; the fear that disagreement will block their promotions; and the lack of supervisory accessibility and responsiveness. To cope with that, Granger claimed that companies should take three actions, in order to change radically the environment: (a) the management should start building trust between them and employees; (b) the management should put a premium on integrity; and, (c) they should get out of their offices and find out what’s going on, in their organization. Over the years, different studies concluded that top management is necessary to build the right infrastructure of communication within the organization. When an organization grows, it is easier to be entrapped in a complicated system of communicating. keep reading…
Case Study for Chhukha Hydro Power Corporation Limited, Bhutan
Abstract: This research report provides the findings of different views of the employees in connection to conducting the performance appraisal in the organization. The findings showed that there are many factors related to the implementation of performance appraisal effectiveness. Those factors are purpose of performance appraisal methods for conducting performance appraisal; the process itself, the appropriate rater’s feedback, setting measurable indicators andperformance standard, rewards and pay, and the most important is the support from the top management.
Background of Research Study: Performance appraisal may be defined as a structured formal interaction between a subordinate and supervisor, that usually takes the form of a periodic interview (annual or semi-annual), in which the work performance of the subordinate is examined and discussed, with a view to identifying weaknesses and strengths as well as opportunities for improvement and skills development. In many organizations – but not all – appraisal results are use, either directly or indirectly, to help determine reward outcomes. That is, the appraisal results are use to identify the better performing employees who should get the majority of available merit pay increases, bonuses, and promotions. Keep reading..
Case Study about Implementation and Performance of a Matrix Organization Structure
Abstract: This paper presents a case study in the implementation and use of a matrix organization. This paper describes the matrix organization installed at the City of Los Angeles, Bureau of Engineering. The work explains how the need for a matrix structure was identiﬁed, reviews the creation of the matrix, describes the problems associated with the implementation of the new structure, and evaluates the eﬀectiveness of the project management process within the matrix organization. The study ﬁnds that although implementation problems have occurred, the performance of the organization while operating under a matrix structure has improved with respect to project delivery.
Introduction: Matrix management began in the 1960’s as an organizational means to meet the needs of the aerospace industries. The government contract selection process required a project-oriented system directly linked to top-management. In order to meet this requirement, the aerospace ﬁrms established a set of horizontal project groups over their traditional vertical functional organizations. In creating such an organization, many employees would end up working both under a department head and a project manager of an interdisciplinary project team. When depicted on paper, this crossing of organizational lines is easily be represented by a grid of a matrix; hence, the term Matrix Organization was created. Keep reading…
Organizational structure involves, in addition to task organizational boundary considerations, the designation of jobs within an organization and the relationships among those jobs. There are numerous ways to structure jobs within an organization, but two of the most basic forms include simple line structures and line-and-staff structures.In a line organization, top management has complete control, and the chain of command is clear and simple. Examples of line organizations are small businesses in which the top manager, often the owner, is positioned at the top of the organizational structure and has clear “lines” of distinction between him and his subordinates.
The line-and-staff organization combines the line organization with staff departments that support and advise line departments. Most medium and large-sized firms exhibit line-and-staff organizational structures. The distinguishing characteristic between simple line organizations and line-and-staff organizations is the multiple layers of management within line-and-staff organizations. The following sections refer primarily to line-and-staff structures, although the advantages and disadvantages discussed apply to both types of organizational structures. Keep reading…
A Case Study about Implementation and Performance of a Matrix Organization Structure
Abstract: This paper presents a case study in the implementation and use of a matrix organization. This paper describes the matrix organization installed at the City of Los Angeles, Bureau of Engineering. The work explains how the need for a matrix structure was identiﬁed, reviews the creation of the matrix, describes the problems associated with the implementation of the new structure, and evaluates the eﬀectiveness of the project management process within the matrix organization.
Introduction: Matrix management began in the 1960’s as an organizational means to meet the needs of the aerospace industries. The government contract selection process required a project-oriented system directly linked to top-management. In order to meet this requirement, the aerospace ﬁrms established a set of horizontal project groups over their traditional vertical functional organizations. In creating such an organization, many employees would end up working both under a department head and a project manager of an interdisciplinary project team. When depicted on paper, this crossing of organizational lines is easily be represented by a grid of a matrix; hence, the term Matrix Organization was created. Keep reading..
A Case Study about Analysis of Organizational Communication Effectiveness Between User-Managers And Information Service Department Personnel
Introduction: The involvement of management in the development of management information systems (MIS) is suggested as one of the key factors of a “successful” business system. Sollenberger is not alone in arguing for management involvement. Other authors, including Hershman and Sanders, have labeled top management support of and participation in MIS development as one of the key success variables.
This “principle” has been extended by Dearden and McFarlan and Canning to include middle and operating-level managers. Most authors who list the steps to successful MIS include managerial involvement in the development of a system; one has even labeled this involvement as a “platitude.” Concomitantly, several authors cite the lack of managerial involvement as a principal cause for the failure of management information systems. keep reading…
Case Study about Transnational Firms and their Corporate Labor Policy
Philips and ING in the Netherlands and the United States, 1980–2010
Economic activity across national borders increased dramatically between 1980s and the beginning of the twenty-first century. Financial, product, and service markets trans-nationalized, and companies expanded their operations abroad through acquisitions, mergers, and autonomous growth. They increased their sales and profits and became better equipped to compete in the transnational marketplace.
During this period, foreign direct investment increased twelvefold, while the number of firms operating across national borders increased eight fold. Nowadays, many companies no longer realize their revenues and profits in a single country; instead, the sources of their revenues and profits have become dispersed across the globe. Also, these transnational corporations have significant numbers of employees in multiple countries; their work force has become dispersed as well. Finally, a significant number of these firms have experienced the internationalization of top management and shareholders.