Top Management Role in Organization Direction, Design, and Effectiveness Source:   Adapted from Arie Y. Lewin and Carroll ...
Porter’s Competitive Strategies Competitive Scope Competitive Emphasis Strategy Example Broad Low Cost Low-Cost Leadership...
Miles and Snow’s Strategy Typology <ul><li>Prospector </li></ul><ul><ul><li>Learning orientation; flexible, fluid, decentr...
Miles and Snow’s Strategy Typology <ul><li>Analyzer </li></ul><ul><ul><li>Balances efficiency and learning; tight cost con...
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Organization Design 2 - Focus on Strategy

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Managements role in direction

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Organization Design 2 - Focus on Strategy

  1. 1. Top Management Role in Organization Direction, Design, and Effectiveness Source: Adapted from Arie Y. Lewin and Carroll U. Stephens, “ Individual Properties of the CEO as Determinants of Organization Design,” unpublished manuscript, Duke University, 1990; and Arie Y. Lewin and Carroll U. Stephens, “CEO Attributes as Determinants of Organization Design: An integrated Model,” Organization Studies 15, no. 2 (1994): 183-212 CEO, Top Management Team External Environment Opportunities Threats Uncertainty Resource Availability Internal Environment Strengths Weaknesses Distinctive competence Leadership Style Past Performance Strategic Management Organization Design Effectiveness Outcomes Define mission, official goals Select operational goals, collaborative strategies Resources Efficiency Goal attainment Stakeholders Competing values Structural Form – learning vs. efficiency Information and control systems Production technology Human resource policies, incentives Organizational culture Interorganizational linkages
  2. 2. Porter’s Competitive Strategies Competitive Scope Competitive Emphasis Strategy Example Broad Low Cost Low-Cost Leadership GoFly Ltd. Broad Uniqueness Differentiation Starbucks Coffee Co. Narrow Low Cost Focused Low-Cost Leadership Enterprise Rent-a- Car Narrow Uniqueness Focused Differentiation Edward Jones Investments
  3. 3. Miles and Snow’s Strategy Typology <ul><li>Prospector </li></ul><ul><ul><li>Learning orientation; flexible, fluid, decentralized structure </li></ul></ul><ul><ul><li>Strong capability in research </li></ul></ul><ul><ul><li>Values creativity, risk-taking, and innovation </li></ul></ul><ul><li>Defender </li></ul><ul><ul><li>Efficiency orientation; centralized authority and tight cost control </li></ul></ul><ul><ul><li>Emphasis on production efficiency, low overhead </li></ul></ul><ul><ul><ul><li>Close supervision; little employee empowerment </li></ul></ul></ul>
  4. 4. Miles and Snow’s Strategy Typology <ul><li>Analyzer </li></ul><ul><ul><li>Balances efficiency and learning; tight cost control with flexibility and adaptability </li></ul></ul><ul><ul><li>Efficient production for stable product lines; emphasis on creativity, research, risk-taking for innovation </li></ul></ul><ul><li>Reactor </li></ul><ul><ul><li>No clear organizational approach; design characteristics may shift abruptly depending on current needs </li></ul></ul>Source: Based on Michael Treacy and Fred Wiersema, “ How Market Leaders Keep Their Edge,” Fortune February 6, 1995, 88-98; Michael Hitt, R. Duane Ireland, and Robert E. Hoskisson, Strategic Management (St. Paul, Minn.: West, 1995), 100-113; and Raymond E. Miles, Charles c. Snow, Alan D. Meyer, and Henry L. Coleman, Jr., “Organizational Strategy, Structure, and Process,” Academy of Management Review 3 (1978), 546-562

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