Mustafa Degerli - 2017 - Information Systems in Organizational Design and Applied Systems Thinking - Examination of an Organization Regarding the Organizational Design Space Quadrants
Mustafa Degerli - 2017 - Information Systems in Organizational Design and Applied Systems Thinking - Examination of an Organization Regarding the Organizational Design Space Quadrants
1. Aim and Scope
2. Details of the Taken Organization to Examine
3. Dimensions of the Organizational Design
3.1. Organizational Goals
3.2. Dimensions of Strategy
3.3. Strategy Types
3.4. Environment
3.5. Configuration
3.6. Organizational Complexity
3.7. Geographic Distribution
3.8. Knowledge Exchange
3.9. Task Design
3.10. People
3.11. Leadership
3.12. Organizational Climate
3.13. Coordination and Control
3.14. Information Systems
3.15. Incentives
3.16. Full Fit/Misfit Table
4. Conclusion
Msc Graduating project : The agile method of managementLoïc Deguilhem
Title : HOW THE AGILE METHOD OF MANAGEMENT CAN MAKE A COMPANY MORE
EFFECTIVE AND EFFICIENT INTERNALLY AND EXTERNALLY
Competition in the business environment has necessitated the implementation of distinct
management practices to boost performance. Agile management practices, derived from project
management, have proven effective in boosting business performance. The implementation of
this technique in general business management has sparked numerous contentions on its
effectiveness in improving business performance. The proponents consider the agile
management method to bring about numerous benefits to the companies and enable the team
members to become creative and adopt practices that improve their overall performances. The
opponents, on the other hand, consider the agile management practices to lack the ability to
address the needs of the project teams extensively ensure optimum productivity and output. This
study seeks to investigate the manner in which agile management can make a company more
effective and efficient, both internally and externally.
The Role of Strategic Management and Modern Agricultural Technology in Develo...Dr. Amarjeet Singh
The research aims to determine the role of agricultural system managers in Iraq in the field of strategic management and agricultural technology in developing field crops cultivation, and to achieve the objectives of the research, the researcher prepared A five-Axis questionnaire, which included 40 paragraphs for middle and executive directors, divided into five Axis, and dealt with [content, a questionnaire that included message scale, strategic analysis, vision formulation, characteristics of importance, objectives, types of strategies, strategy levels, strategy characteristics, strategy implementation, strategy evaluation.
Msc Graduating project : The agile method of managementLoïc Deguilhem
Title : HOW THE AGILE METHOD OF MANAGEMENT CAN MAKE A COMPANY MORE
EFFECTIVE AND EFFICIENT INTERNALLY AND EXTERNALLY
Competition in the business environment has necessitated the implementation of distinct
management practices to boost performance. Agile management practices, derived from project
management, have proven effective in boosting business performance. The implementation of
this technique in general business management has sparked numerous contentions on its
effectiveness in improving business performance. The proponents consider the agile
management method to bring about numerous benefits to the companies and enable the team
members to become creative and adopt practices that improve their overall performances. The
opponents, on the other hand, consider the agile management practices to lack the ability to
address the needs of the project teams extensively ensure optimum productivity and output. This
study seeks to investigate the manner in which agile management can make a company more
effective and efficient, both internally and externally.
The Role of Strategic Management and Modern Agricultural Technology in Develo...Dr. Amarjeet Singh
The research aims to determine the role of agricultural system managers in Iraq in the field of strategic management and agricultural technology in developing field crops cultivation, and to achieve the objectives of the research, the researcher prepared A five-Axis questionnaire, which included 40 paragraphs for middle and executive directors, divided into five Axis, and dealt with [content, a questionnaire that included message scale, strategic analysis, vision formulation, characteristics of importance, objectives, types of strategies, strategy levels, strategy characteristics, strategy implementation, strategy evaluation.
Winning teams require investment. One key investment is assessing the team dynamics: the human process interactions among team members. How do team members' communicate? Are the roles clear? Is there trust? Do team members agree on successes and failures? ITAP's Team Process Questionnaire (TPQ) is a team assessment tool that offers deep insight into team dynamics. It is easy to administer: it takes 20 minutes to complete. This presentation offers examples of how the TPQ benefited ITAP's clients.
Jumpstart change for organizational transformation and alignment. Use Liquid Democracy to transform workshops and brainstorming to push organizations forward collectively.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Benchmarking is the process of continually searching for the best methods, practices and processes, and either adopting or adapting their good features and implementing them to become the “best of the best.” To become the best-in-class, organizations need to implement the right process to get there.
Based on the world renowned Xerox Benchmarking Process model pioneered by Robert C. Camp, this presentation deck covers the benefits of benchmarking, various types of benchmarking, identifying what to benchmark, and provides a detailed step by step guidance on how to systematically carry out a benchmarking project. It also includes useful tips on benchmarking, benchmarking etiquettes and the critical success factors.
LEARNING OBJECTIVES
1. Gain a broad understanding of the key concepts of benchmarking.
2. Learn how to identify, assess and implement various types of benchmarking projects to meet the your organization’s goals based on the Xerox Benchmarking model.
3. Gain awareness of the code of conduct for benchmarking and make preparations to get the most out of a site visit.
4. Define the critical success factors in benchmarking implementation.
5. Kick-start benchmarking projects that are aligned to your company’s strategic goals.
CONTENTS
Introduction to Benchmarking
The Xerox Benchmarking Process
Step 1: What to benchmark?
Step 2: Whom to benchmark?
Step 3: Data collection
Step 4: Determine current performance “gap”
Step 5: Project future performance levels
Step 6: Communicate findings and gain acceptance
Step 7: Establish goals
Step 8: Develop action plans
Step 9: Implement actions and monitor progress
Step 10: Re-calibrate benchmarks
Benchmarking Roles and Responsibilities
Benchmarking Inspection Checklist (Toll-gate Review)
Benchmarking Etiquette
Benchmarking Site Visit
Benchmarking Pitfalls & Success
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
Organizations invest in teams, because teams are an important source of competitive advantage.
Different types of teams require different versions of ITAP’s Team Process Questionnaire™.
Action learning teams benefit from the Action Learning Team Process Questionnaire™ (ALTQP).
Global teams benefit from the Global Team Process Questionnaire™ (GTPQ)
And domestic teams benefit from the Organizational Team Process Questionnaire™ (OTPQ).
Global teams work virtually across boundaries such as language, culture, economic circumstances, geography, and time zones.
The Global Team Process Questionnaire (GTPQ) measures team members’ perceptions of communication, interaction with the leader, role and goal clarity, alignment with the organization, trust, etc. across differences in culture, language, time zones, etc.
An action learning team consists of individuals from different functional areas of the organization. They come come together to try to solve a previously unsolved problem. This presentation lists the attributes of action learning teams. It also describes how organizations benefit from action learning teams. It is important assess the progress of action learning teams, and to this end, ITAP offers its clients the Action Learning Team Process Questionnaire (ALTPQ).
Benchmarking is the process of improving performance by continuously identifying, understanding, and adapting outstanding practices found inside and outside the organization.
Presenting this set of slides with name - Operational Excellence Powerpoint Presentation Slides. This deck consists of total of twenty five slides. It has PPT slides highlighting important topics of Operational Excellence Powerpoint Presentation Slides. This deck comprises of amazing visuals with thoroughly researched content. Each template is well crafted and designed by our PowerPoint experts. The best part is that these templates are easily customizable. Just click the DOWNLOAD button shown below. Edit the colour, text, font size, add or delete the content as per the requirement. Download this deck now and engage your audience with this ready made presentation.
Benchmarking is the continuous process of comparing one’s business processes and performance metrics to industry bests and/or best practices from other industries. Dimensions typically measured are quality, time, and cost.
Improvements from learning mean doing things better, faster, and cheaper.
Some key points if you are looking to lower costs and increase productivity. This presentation was meant to be a short one hour overview of Process Improvement.
Bechmarking- Total Quality Management (TQM)Rehan Ehsan
This presentation covers basics of Benchmarking in the eye of Total Quality Management and customer satisfaction with examples. After Reading this, one should be uble to understand and deliver the best knowledge about benchmarking.
Winning teams require investment. One key investment is assessing the team dynamics: the human process interactions among team members. How do team members' communicate? Are the roles clear? Is there trust? Do team members agree on successes and failures? ITAP's Team Process Questionnaire (TPQ) is a team assessment tool that offers deep insight into team dynamics. It is easy to administer: it takes 20 minutes to complete. This presentation offers examples of how the TPQ benefited ITAP's clients.
Jumpstart change for organizational transformation and alignment. Use Liquid Democracy to transform workshops and brainstorming to push organizations forward collectively.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Benchmarking is the process of continually searching for the best methods, practices and processes, and either adopting or adapting their good features and implementing them to become the “best of the best.” To become the best-in-class, organizations need to implement the right process to get there.
Based on the world renowned Xerox Benchmarking Process model pioneered by Robert C. Camp, this presentation deck covers the benefits of benchmarking, various types of benchmarking, identifying what to benchmark, and provides a detailed step by step guidance on how to systematically carry out a benchmarking project. It also includes useful tips on benchmarking, benchmarking etiquettes and the critical success factors.
LEARNING OBJECTIVES
1. Gain a broad understanding of the key concepts of benchmarking.
2. Learn how to identify, assess and implement various types of benchmarking projects to meet the your organization’s goals based on the Xerox Benchmarking model.
3. Gain awareness of the code of conduct for benchmarking and make preparations to get the most out of a site visit.
4. Define the critical success factors in benchmarking implementation.
5. Kick-start benchmarking projects that are aligned to your company’s strategic goals.
CONTENTS
Introduction to Benchmarking
The Xerox Benchmarking Process
Step 1: What to benchmark?
Step 2: Whom to benchmark?
Step 3: Data collection
Step 4: Determine current performance “gap”
Step 5: Project future performance levels
Step 6: Communicate findings and gain acceptance
Step 7: Establish goals
Step 8: Develop action plans
Step 9: Implement actions and monitor progress
Step 10: Re-calibrate benchmarks
Benchmarking Roles and Responsibilities
Benchmarking Inspection Checklist (Toll-gate Review)
Benchmarking Etiquette
Benchmarking Site Visit
Benchmarking Pitfalls & Success
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
Organizations invest in teams, because teams are an important source of competitive advantage.
Different types of teams require different versions of ITAP’s Team Process Questionnaire™.
Action learning teams benefit from the Action Learning Team Process Questionnaire™ (ALTQP).
Global teams benefit from the Global Team Process Questionnaire™ (GTPQ)
And domestic teams benefit from the Organizational Team Process Questionnaire™ (OTPQ).
Global teams work virtually across boundaries such as language, culture, economic circumstances, geography, and time zones.
The Global Team Process Questionnaire (GTPQ) measures team members’ perceptions of communication, interaction with the leader, role and goal clarity, alignment with the organization, trust, etc. across differences in culture, language, time zones, etc.
An action learning team consists of individuals from different functional areas of the organization. They come come together to try to solve a previously unsolved problem. This presentation lists the attributes of action learning teams. It also describes how organizations benefit from action learning teams. It is important assess the progress of action learning teams, and to this end, ITAP offers its clients the Action Learning Team Process Questionnaire (ALTPQ).
Benchmarking is the process of improving performance by continuously identifying, understanding, and adapting outstanding practices found inside and outside the organization.
Presenting this set of slides with name - Operational Excellence Powerpoint Presentation Slides. This deck consists of total of twenty five slides. It has PPT slides highlighting important topics of Operational Excellence Powerpoint Presentation Slides. This deck comprises of amazing visuals with thoroughly researched content. Each template is well crafted and designed by our PowerPoint experts. The best part is that these templates are easily customizable. Just click the DOWNLOAD button shown below. Edit the colour, text, font size, add or delete the content as per the requirement. Download this deck now and engage your audience with this ready made presentation.
Benchmarking is the continuous process of comparing one’s business processes and performance metrics to industry bests and/or best practices from other industries. Dimensions typically measured are quality, time, and cost.
Improvements from learning mean doing things better, faster, and cheaper.
Some key points if you are looking to lower costs and increase productivity. This presentation was meant to be a short one hour overview of Process Improvement.
Bechmarking- Total Quality Management (TQM)Rehan Ehsan
This presentation covers basics of Benchmarking in the eye of Total Quality Management and customer satisfaction with examples. After Reading this, one should be uble to understand and deliver the best knowledge about benchmarking.
Ever notice what a minefield of acronyms we are expected to negotiate our way through on a daily basis?
Here is a brief cheat sheet to help you navigate your way through Project Management.
Similar to Mustafa Degerli - 2017 - Information Systems in Organizational Design and Applied Systems Thinking - Examination of an Organization Regarding the Organizational Design Space Quadrants
Foundation of Organization Design (MGMT673)Reading Materia.docxericbrooks84875
Foundation of Organization Design
(MGMT673)
Reading Material
Professional Ethics
Humanistic Values
Organizational development (OD) practitioners traditionally encouraged having valued human beings, open communications, employment involvement, and personal growth. These values emerged at the end of World War II on both sides of the Atlantic. They were strengthened by early experiments in British coal mines and studies carried out in a plant in Illinois. These studies demonstrated that paying attention to workers improved productivity. Numerous studies that followed have demonstrated again and again that people do matter and are quite capable. When redesigning organizations, it is wise to use these early lessons as well as research performed by behavioral economists.
Helping Relationships
Helping can take on numerous forms and carries personal responsibility. The responsibilities for an OD consultant working on team building may be different from those of one working on organizational redesign, but they have many of the same issues with which to contend. Both can have a major impact not only on productivity and efficiency but on people’s lives as well.
As previously mentioned, organizational development practitioners are members of the helping profession and like the other helping professions, they have a professional code of ethics because their work has direct ethical implications on individuals, organizations, and society.
Ethical Dilemmas
Though having and following an ethical code can prevent problems, OD practitioners do encounter ethical dilemmas in their work. As with most ethical problems that emerge, individuals and organizations do not start out wanting to be unethical; they generally just slide into unethical behavior because they do not stop and reflect, or are in a big hurry to accomplish something or get specific results.
Value Conflict and Misplaced Interest
Not taking the time to adequately address value differences, taking shortcuts, misusing data, using coercion to save time or money, and misrepresenting skills or knowledge are major causes of ethical misdeeds and corporate failures. Taking the time to be ethical is good business not only for the OD practitioner but for the entire organization
Organizational Diagnosis
Before taking action, it is necessary to understand the situation. Organizational diagnosis is the process the consultant goes through to understand the current situation and includes the following:
· Determining an appropriate diagnostic strategy
· Gathering data through review of important organizational documents
· Developing an interview and research protocol
· Data gathering including conducting interviews
· Analysis of qualitative and quantitative data
· Assessment of information
· Discussing potential options with key organizational leaders and stakeholders to determine what is to be done and how to implement an intervention
An organizational diagnosis needs to be done before beginning.
Read attachedpages about 3-M and their approach to innovationRes.docxmakdul
Read attachedpages about 3-M and their approach to innovation
Research one of 3M’s innovations.
Write a full two page paper in which you respond to the following questions:
1. How did the creative thinking process work in the development of this product? Describe what took place in each of the four steps.
2. Analyze what type of innovation this was—invention, extension, duplication, or synthesis. What characteristics of the innovation have led you to this conclusion?
3. Explain which of the sources of innovative ideas discussed in this week’s reading help account for this product’s success and why?
Include a minimum of two sources
The Entrepreneurial Mind-Set in Organizations: Corporate Entrepreneurship
Thus, 3M’s philosophy was born. Innovation is a numbers game: The more ideas, the better the chances for a successful innovation. In other words, to master innovation, companies must have a tolerance for failure. This philosophy has paid off for 3M. Antistatic videotape, trans- lucent dental braces, synthetic ligaments for knee surgery, heavy-duty reflective sheeting for construction signs, and, of course, Post-it notes are just some of the great innovations devel- oped by the organization. Overall, the company has a catalog of 60,000 products.40
Today, 3M follows a set of innovative rules that encourages employees to foster ideas. The key rules include the following:
•
Don’t kill a project. If an idea can’t find a home in one of 3M’s divisions, a staffer can devote 15 percent of his or her time to prove it is workable. For those who need seed money, as many as 90 Genesis grants of $50,000 are awarded each year.
• Tolerate failure. Encouraging plenty of experimentation and risk taking allows more chances for a new product hit. The goal: Divisions must derive 25 percent of sales from products introduced in the past five years. The target may be boosted to 30 percent in some cases.
• Keep divisions small. Division managers must know each staffer’s first name. When a division gets too big, perhaps reaching $250 million to $300 million in sales, it is split up.
• Motivate the champions. When a 3M employee has a product idea, he or she recruits an action team to develop it. Salaries and promotions are tied into the product’s progress. The champion has a chance to someday run his or her own product group or division.
• Stay close to the customer. Researchers, marketers, and managers visit with customers and routinely invite them to help brainstorm product ideas.
•
Share the wealth. Technology, wherever it is developed, belongs to everyone.41 3-4c structuring the Work environment
Structuring the Work environment
When establishing the drive to innovate in today’s corporations, one of the most critical steps is to invest heavily in an innovative environment. A top-level manager’s job is to create a work environment that is highly conducive to innovation and entrepreneurial behaviors. Within such an environment, each employee has the opport ...
Organisation Effectiveness Assessment looks at some diagnostic models that can help diagnose the problems of organisations and how to find solutions to such problems. Consults need to have skills in how to assess organisations for change, efficiency or funding in the case of non-profit organisations.
The Slides cover:
1. What is an organisation?
2. The Open Systems Model
3. What is organisational effectiveness?.
4. Approaches to measuring organisational effectiveness
5. What is organisational Analysis?
6. Organisational Analysis Cycle
7. Purposes and perspectives of organisational analysis.
8. Data Collection Methods. (Imagery; questionnaire; interviews;Observation;Focus groups; Secondary material, etc.
9. Advantages and Disadvantages of Data Collection Methods
10.Use of appropriate organizational diagnostic models to assess organisations.
a. Kurt Lewin’s Force Field Model;
b. Likert’s Management System Model;
c. McKenzie’s 7S Model;
d. Weisbord 6-Box Model
11. Organisational Capacity Assessment Tools (OCAT).
a. Why conduct Organisational Capacity Assessment?
b. Organisational Capacity Assessment Process;
c. Application of an OCAT Tool
Writing an Organisational Assessment Report.
Research and Development (R&D) is a process by which a company obtains new knowledge and uses it to improve existing products and introduce new ones to its operations. R&D is a systematic investigation with the objective of introducing innovations to the company’s current product offerings. It achieves this by adding improvements to the current goods and services or introducing a new product offering. Research and Development (R&D) theme Research and development are applied across different industries and sectors
overview on when to use environmental analysis; Assessment of the Internal factors of PANELCO III (management audit, functional departmental areas; organizational core values and illustration of S-W
Are you ready to innovate?
Just talking about "innovation" is not enough...
Great companies ask "what is going right?" and "how we can it do more?" Ask also "why" when something went well, not only when something went wrong.
Start realizing your potential and focus on your strenghts.
Discover your BrightSpots for Growth!
SWOT AnalysisSWOT AnalysisBy Christopher Gi.docxssuserf9c51d
SWOT Analysis
SWOT Analysis
By: Christopher Gilbert
BUS/475
Instructor: Dr. Steve Verrone
June 15,2016
Factors that are in the external environment and their effect on the Neon Software, Inc.
Business Factor: Influence on the organization
Economic Condition
Economic conditions can be a threat to a business due to the regular changes that occur such as the increase in interest rates of goods and services. This makes customers reduce their purchasing power of goods and services available in the market. This affects the manufacturing organization for they will produce the products in small amounts to avoid loss. Unemployment
.
Technology
Technology may become a weakness to the organization if they are not aware of the up to date technology to remain competitive in the market and deliver quality and unique product to the customers. Organizations that lag behind in technology are at risk of losing their shares in the market
Environmental
This involves the surrounding such as climatic changes which may include floods, drought and global warming. Global warming is a phenomenon where harmful products affect the ozone layer. This can be may be a weakness in the business that highly relay on agricultural products. Their production of goods and services may decrease and this affects their income.
Social
This involves the change in lifestyle. Organizations should be up-to-date with various lifestyles in the market so that to meet customer’s needs and wants.
For example for the product that is on fashion is jeans trousers, the organizations should increase their productivity since they an opportunity for improving their productivity. This improves the organization operation in the market, more so increase their operating profits.
Innovation
This bring creative and coming up with new ideas that enhance the productivity of an organization. This opportunity to the organization since they can be able to improve their operations by adopting advanced technique in their production thus being competitive in the market. This led to the production of a unique product that will be attractive to the customers and this will lead to increase in the level of production.
Competitive analysis
This stands out to be a threat to the organization since they should be aware and keen of the new entrant in the market. Competitors always try to be smart in the market for they lower the prices of their products as compared to others and also try to rebrand the existing products in the market so that they may attract the customers. Therefore, organizations should always be alert to identify such competitors.
Strategy
This refers to patterns of action over a period of time. Organization bases their ideas and decisions on various strategies so as to archive the set objectives and goals. This becomes the strength of the organization for they are able to remain competitive in the market and improve their productivity.
Structure
This refers the hierarch ...
Case Study: Business Management School at the Turkish Republic of North Cypru...journal ijrtem
Abstract : The global mega-trends as the case in the Business Management School (BMS) at Turkish Republic of North Cyprus (TRNC) are leading to increase the levels of their school, dynamism and uncertainty in the corporate environment and outside the country. In an uncertain economy, the BMS needs effective strategies that will enable it to prosper. Traditional leadership approaches have been recognized insufficient by the rapid changes in the knowledge economy. This business need to practice systemic innovation in this fast-changing, knowledge-driven global business landscape in order to remain competitive with the available Universities and Colleges. Strategic administration is random to the span of the association, however will probably happen in a violent business environment. Item separation and cost administration were additionally straightforwardly connected to vital authority. Finally, this study affirmed that viable vital administration practices could help business associations in BMS to upgrade their execution while contending in disorderly and cracked situations. Estimation instruments have additionally been produced, which might be utilized by administrators, experts and different specialists to quantify these marvels in future. Keywords: Strategic, Thinking, Planning, Disorder, Knowledge, TRNC, Leadership
The importance of Innovation and Technology in Organizational CultureAdedamolaAina
Similar to Mustafa Degerli - 2017 - Information Systems in Organizational Design and Applied Systems Thinking - Examination of an Organization Regarding the Organizational Design Space Quadrants (20)
Mustafa Degerli - III. International Informatics and Software Engineering Conference - DECLARATIONS OF SOFTWARE ENGINEERING PROJECT MANAGERS MANAGING REMOTELY: PROVISIONS FOR HYBRID WORKING
Abstract Data-drivenhealthcareistrulyvaluableandpromising.Aslongasrele- vant data are gathered, probed, used, and managed in a good fashion, significant improvements in the dependability of healthcare practices are achievable. Neverthe- less, unless privacy facets of relevant sensitive data are addressed, there are notable concerns regarding data-driven healthcare policies and applications. In general, tech- nical and engineering facets of such interventions are concentered on to a greater extent, but privacy facets are not adequately addressed. This chapter highlights and discusses privacy issues in data-driven health care. A comprehensive review and distillation of pertinent literature and works yielded relevant results and interpreta- tions. Purposefully, generic privacy issues are elaborated in the beginning. Addition- ally, areas for improvement regarding privacy issues in data-driven health care are underlined and discussed. People, policy, and technology aspects are also explained and deliberated. Moreover, how privacy is related to people and policy to ensure the success in data-driven healthcare practices is discussed in this chapter. Besides, people’s perceptions about privacy are distilled and reported. The focal impact of this chapter is to deliver a contemporary interpretation and discussion regarding privacy issues in data-driven health care. Product developers and managers, policy-makers, and pertinent researchers might benefit from this chapter in order to improve related knowledge and implementations.
Declarations of Software Engineering Project Managers Managing Remotely: Prov...Dr. Mustafa Değerli
Declarations of Software Engineering Project Managers Managing Remotely: Provisions for Hybrid Working
Mustafa Degerli
Graduate School of Informatics Middle East Technical University Ankara, Turkey mustafa.degerli@metu.edu.tr
Abstract—Owing to the landscape of the relevant work, software engineering organizations or teams are more prone to implement and benefit from remote working or hybrid working venues. The freshest pandemic brought about farther obligations and chances for organizations to practically experience and test the mode of working remotely. Correspondingly, for a noteworthy number of organizations, the new standard of working embraces remote working applications. Taking into account this actuality, the research has been conducted to comprehend the perspectives of software engineering project managers having experiences of managing remotely. Unambiguously, semi-structured interviews with 27 project managers from different industries were principally conducted to explore and extract the relevant involvements and interpretations. Outcomes revealed that the new standard of working for software development organizations ought to be the hybrid approach. Furthermore, via analyzing the collected pertinent data, foremost affirmations of software engineering project managers have been apprehended and commented on. The conclusions of this work are to be advantageous for relevant project managers, policymakers in software development organizations, and other scholars researching the evolving dynamics of workforce management applications in software engineering organizations.
Keywords—software engineering, project management, workforce management, hybrid working, remote working
Declarations of Software Engineering Project Managers Managing Remotely: Prov...Dr. Mustafa Değerli
Declarations of Software Engineering Project Managers Managing Remotely: Provisions for Hybrid Working
Dr. Mustafa Degerli
Mustafa Degerli
Graduate School of Informatics Middle East Technical University Ankara, Turkey mustafa.degerli@metu.edu.tr
Abstract—Owing to the landscape of the relevant work, software engineering organizations or teams are more prone to implement and benefit from remote working or hybrid working venues. The freshest pandemic brought about farther obligations and chances for organizations to practically experience and test the mode of working remotely. Correspondingly, for a noteworthy number of organizations, the new standard of working embraces remote working applications. Taking into account this actuality, the research has been conducted to comprehend the perspectives of software engineering project managers having experiences of managing remotely. Unambiguously, semi-structured interviews with 27 project managers from different industries were principally conducted to explore and extract the relevant involvements and interpretations. Outcomes revealed that the new standard of working for software development organizations ought to be the hybrid approach. Furthermore, via analyzing the collected pertinent data, foremost affirmations of software engineering project managers have been apprehended and commented on. The conclusions of this work are to be advantageous for relevant project managers, policymakers in software development organizations, and other scholars researching the evolving dynamics of workforce management applications in software engineering organizations.
Keywords—software engineering, project management, workforce management, hybrid working, remote working
A Comprehensive Overview and Interpretation of Risk and Uncertainty in Projec...Dr. Mustafa Değerli
A Comprehensive Overview and
Interpretation of
Risk and Uncertainty
in Project Management Body of Knowledge, 7th Ed.
Dr. Mustafa Degerli
PhD, PMP, PMI
RMP, PSM, ITIL, CMMI Associate, Lead Auditor
Agenda
•
Risk and Uncertainty
•
Risk as a Project Management Principle (Optimize Risk
•
Uncertainty as a Project Performance Domain
•
Tailoring Details
•
Models, Methods, and Artifacts
Dr. Mustafa Degerli - METU Best Ph.D. Thesis Award Winner
METU
GRADUATE SCHOOL OF INFORMATICS Certificate
Mustafa Degerli
2019-2020 Academic Year METU Best Ph.D. Thesis Award Winner in
Medical Informatics
Prof. Dr. Mustafa Versan Kök President
METU
Prof. Dr. Deniz Zeyrek Bozsahin Dean, Graduate School of Informatics, METU
Dr. Mustafa Değerli - METU Best Ph.D. Thesis Award Winner
Mobil Sağlık Uygulamalarına Genel Bir Bakış ve Özgün Bir Mobil Sağlık Uygulam...Dr. Mustafa Değerli
Değerli, M. (2021). Mobil Sağlık Uygulamalarına Genel Bir Bakış ve Özgün Bir Mobil Sağlık Uygulaması Geliştirilmesi. EMO Bilimsel Dergi, 11(21), 59-69 - https://dergipark.org.tr/en/pub/emobd/issue/63506/888041
Teknoloji Transfer Ofisleri için Kritik Başarı FaktörleriDr. Mustafa Değerli
Değerli, M. and Tolon, M. (2016). Teknoloji Transfer Ofisleri için Kritik Başarı Faktörleri. International Journal of Informatics Technologies, 9(2), 197-220 - https://dergipark.org.tr/en/pub/gazibtd/issue/26690/280776
Crafting a CMMI V2 Compliant Process for Governance Practice Area: An Experie...Dr. Mustafa Değerli
Değerli, M. (2020). Crafting a CMMI V2 Compliant Process for Governance Practice Area: An Experiential Proposal. 14th Turkish National Software Engineering Symposium (UYMS 2020). 10.1109/UYMS50627.2020.9247068 – https://ieeexplore.ieee.org/xpl/conhome/9247008/proceeding
A Mobile Health Application for Healthy Living: HWOW (Healthier Work for Offi...Dr. Mustafa Değerli
Değerli, M. (2020). A Mobile Health Application for Healthy Living: HWOW (Healthier Work for Office Workers). 14th Turkish National Software Engineering Symposium. (UYMS 2020). 10.1109/UYMS50627.2020.9247024 - https://ieeexplore.ieee.org/xpl/conhome/9247008/proceeding
Etkili Bir Kalite Güvence Sürecinin Parçası Olarak Proje Seviyesindeki Deneti...Dr. Mustafa Değerli
Değerli, M. (2017). Etkili Bir Kalite Güvence Sürecinin Parçası Olarak Proje Seviyesindeki Denetimler: Uygulanan Pratikler ve Öğrenilen Dersler, 1980, 391-402. ISSN: 1613-0073- http://ceur-ws.org/Vol-1980
Yazılım Mühendisliği ve Sistem Mühendisliği Süreçlerinin Harmanlanması: ISO/I...Dr. Mustafa Değerli
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Mustafa Degerli - 2017 - Information Systems in Organizational Design and Applied Systems Thinking - Examination of an Organization Regarding the Organizational Design Space Quadrants
1. INFORMATION SYSTEMS IN ORGANIZATIONAL DESIGN
AND
APPLIED SYSTEMS THINKING
Dr. Mustafa Degerli
2017
2. Dr. Mustafa Degerli Page 1 of 57
Table of Contents
1. Aim and Scope............................................................................................................................ 2
2. Details of the Taken Organization to Examine........................................................................... 3
3. Dimensions of the Organizational Design .................................................................................. 5
3.1. Organizational Goals ................................................................................................... 5
3.2. Dimensions of Strategy................................................................................................ 7
3.3. Strategy Types ........................................................................................................... 10
3.4. Environment............................................................................................................... 13
3.5. Configuration............................................................................................................. 16
3.6. Organizational Complexity........................................................................................ 19
3.7. Geographic Distribution............................................................................................. 21
3.8. Knowledge Exchange ................................................................................................ 25
3.9. Task Design ............................................................................................................... 28
3.10. People....................................................................................................................... 31
3.11. Leadership................................................................................................................ 34
3.12. Organizational Climate ............................................................................................ 37
3.13. Coordination and Control ........................................................................................ 40
3.14. Information Systems................................................................................................ 44
3.15. Incentives ................................................................................................................. 47
3.16. Full Fit/Misfit Table................................................................................................. 50
4. Conclusion ................................................................................................................................ 57
3. Dr. Mustafa Degerli Page 2 of 57
1. Aim and Scope
This report is about examination of an organization regarding the organizational design space
quadrants.
This report firstly provides the details of the taken organization to examine. Furthermore, the report
provides the information and characterizations pertaining to the dimensions of the organizational
design, which are organizational goals, dimensions of strategy, strategy types, environment,
configuration, organizational complexity, geographic distribution, knowledge exchange, task
design, people, leadership, organizational climate, coordination and control, information systems,
and incentives. Moreover, full fit/misfit table pertaining to the dimensions of the organizational
design of the taken organization to examine is given in the subject report. To conclude, overall
conclusion and comments about the examination of the subject organization regarding the
organizational design space quadrants are given.
4. Dr. Mustafa Degerli Page 3 of 57
2. Details of the Taken Organization to Examine
X.
Figure - X Organization Chart
6. Dr. Mustafa Degerli Page 5 of 57
3. Dimensions of the Organizational Design
3.1. Organizational Goals
Corresponding
Quadrant in
Organizational
Design Space
A B C D
Organizational
Goals
Neither Efficiency Effectiveness
Efficiency and
Effectiveness
Quadrant the
Taken
Organization
Fits
X
Summary of the
Rationale for the
Corresponding
Quadrant
The subject organization has higher focus on effectiveness but a lower
focus on efficiency. This means that the subject organization focuses on its
goals, but takes less care to attend to the efficient use of resources. The
subject organization constantly develops new ideas and has a first mover
advantage and, as such, treats the costs of resources as a secondary
concern.
Answers for
Diagnostic
Questions
What is the unit of analysis for the step-by-step approach?
Pertinent details are given in 2. Details of the Taken Organization to
Examine part of this report. The “ILTAREN” organization (firm) was
selected to examine.
7. Dr. Mustafa Degerli Page 6 of 57
What does the organization do? What is its major work activity?
Pertinent details are given in 2. Details of the Taken Organization to
Examine part of this report.
How does the organization score on efficiency? (1, 2, 3, 4, 5) (very low,
moderate, very high)
3, moderate.
How does the organization score on effectiveness? (1, 2, 3 ,4, 5) (very low,
moderate, very high)
5, very high.
Where would the organization like to be in the efficiency/effectiveness
graph?
Quadrant D.
8. Dr. Mustafa Degerli Page 7 of 57
3.2. Dimensions of Strategy
Corresponding
Quadrant in
Organizational
Design Space
A B C D
Dimensions of
Strategy
Neither Exploit Explore Exploit / Explore
Quadrant the
Taken
Organization
Fits
X
Summary of the
Rationale for the
Corresponding
Quadrant
The subject organization is high on exploration of its opportunities but low
on exploiting its current situation. The subject organization have a very
high focus on exploration but a very low focus on exploitation, thus the
subject firm’s strategy is a prospector. The subject organization focuses on
innovation of new things to the detriment of being efficient and
exploitative of existing opportunities. The subject organization searches
continually for new market opportunities and experiments regularly with
new ideas, new technology, and new processes. The subject firm is the
creator of change, and so other firms must adjust to its actions. But the
subject organization is not much concerned with exploiting its situation or
developing efficiencies in its use of resources.
9. Dr. Mustafa Degerli Page 8 of 57
Answers for
Diagnostic
Questions
1 2 3 4 5
very low moderate very high
Exploration:
a. How innovative are the organization’s products, (1)–(5)?
4
b. What is the price compared to the value of the product, (1)–(5)?
4
c. What is the price level compared to the quality level, (1)–(5)?
4
d. How frequently does the firm develop new products, (1)–(5)?
4
e. How difficult is it for other firms to develop related products, (1)–(5)?
4
Exploitation:
a. What is the organization’s degree of process innovation, (1)–(5)?
3
10. Dr. Mustafa Degerli Page 9 of 57
b. What are its prices compared to the competition, (1)–(5)?
3
c. What is its quality in terms of its standardization and reliability, (1)–(5)?
3
d. What is the number of products the organization has compared to its
competitors (1)–(5)?
2
e. What are the barriers to entry in its industry (1)–(5)?
3
11. Dr. Mustafa Degerli Page 10 of 57
3.3. Strategy Types
Corresponding
Quadrant in
Organizational
Design Space
A B C D
Strategy Types Reactor Defender Prospector
Analyzer with
innovation /
Analyzer
without
innovation /
Quadrant the
Taken
Organization
Fits
X
Summary of the
Rationale for the
Corresponding
Quadrant
The subject organization is high on exploration of its opportunities but low
on exploiting its current situation. The subject organization have a very
high focus on exploration but a very low focus on exploitation, thus the
subject firm’s strategy is a prospector. The subject organization focuses on
innovation of new things to the detriment of being efficient and
exploitative of existing opportunities. The subject organization searches
continually for new market opportunities and experiments regularly with
new ideas, new technology, and new processes. The subject firm is the
creator of change, and so other firms must adjust to its actions. But the
subject organization is not much concerned with exploiting its situation or
developing efficiencies in its use of resources.
12. Dr. Mustafa Degerli Page 11 of 57
Answers for
Diagnostic
Questions
1 2 3 4 5
very low moderate very high
Exploration:
a. How innovative are the organization’s products, (1)–(5)?
4
b. What is the price compared to the value of the product, (1)–(5)?
4
c. What is the price level compared to the quality level, (1)–(5)?
4
d. How frequently does the firm develop new products, (1)–(5)?
4
e. How difficult is it for other firms to develop related products, (1)–(5)?
4
Exploitation:
a. What is the organization’s degree of process innovation, (1)–(5)?
3
13. Dr. Mustafa Degerli Page 12 of 57
b. What are its prices compared to the competition, (1)–(5)?
3
c. What is its quality in terms of its standardization and reliability, (1)–(5)?
3
d. What is the number of products the organization has compared to its
competitors (1)–(5)?
2
e. What are the barriers to entry in its industry (1)–(5)?
3
14. Dr. Mustafa Degerli Page 13 of 57
3.4. Environment
Corresponding
Quadrant in
Organizational
Design Space
A B C D
Environment Calm Varied Locally stormy Turbulent
Quadrant the
Taken
Organization
Fits
X
Summary of the
Rationale for the
Corresponding
Quadrant
Regarding the subject organization and its environment; followings can be
noted.
Highly unpredictable but not very complex.
There are a few factors in the environment which are relatively
independent, but they are unpredictable.
Executives are most concerned about the unpredictability of
environmental factors that affect their firm.
Answers for
Diagnostic
Questions
What is the number of critical factors in the organization’s environment?
5
1: The industry
2: The competitors
15. Dr. Mustafa Degerli Page 14 of 57
3: The human resource talent pool
4: Political conditions
5: New technology
What is the overall interdependency among these factors? low, medium, or
high.
Medium.
Complexity:
2
Unpredictability:
1 2 3 4 5
very low moderate very high
Critical factors in the environment Unpredictability score
(1= low, 5= high)
1: The industry 4
2: The competitors 5
3: The human resource talent pool 5
4: Political conditions 5
5: New technology 3
16. Dr. Mustafa Degerli Page 15 of 57
The environmental category:
Locally stormy
17. Dr. Mustafa Degerli Page 16 of 57
3.5. Configuration
Corresponding
Quadrant in
Organizational
Design Space
A B C D
Configuration Simple Functional Divisional Matrix
Quadrant the
Taken
Organization
Fits
X
Summary of the
Rationale for the
Corresponding
Quadrant
Following points can be noted regarding the configuration:
The configuration is high on both dimensions: product/service/
customer and functional specialization, suggesting a need for a high
information- processing capacity to achieve the twin goals of
efficiency and effectiveness.
There is both the functional hierarchy and the divisional hierarchy.
The top executive is responsible for both the functional and
divisional dimensions – to set policy, set priorities and resolve
conflicts among the subunits. The top executive is not involved in
the details of operations, but does oversee the entire firm. Most of
the difficult coordination problems are handled by the matrix
managers, i.e., those that act as a link between the lateral divisions
and the functional hierarchy. Matrix managers make multiple
variable tradeoffs which involve both the function and the division.
18. Dr. Mustafa Degerli Page 17 of 57
Answers for
Diagnostic
Questions
1 2 3 4 5
very low moderate very high
Product/service/customer orientation
a. Is the focus of activities on internal operations of the organization (1)
or, more focused toward products, services, and/or customers (5)?
4
b. To what extent form subunits to organize work around customers, (1)–
(5)?
4
c. To what extent form subunits to organize work around firm’s products or
services, (1)–(5)?
4
Organization’s location on the horizontal axis:
4
Functional specialization
a. To what extent does organization create subunits based on specialties or
skills of its workers, (1)–(5)?
4
19. Dr. Mustafa Degerli Page 18 of 57
b. Is orientation toward specialization of functions and clear definition of
jobs, i.e., high on functional specialization, or is orientation low on
specialization, (1)–(5)?
4
c. To what extent does the firm have clearly defined roles and
responsibilities for various subunits, (1)–(5)?
4
Organization’s location on the vertical axis:
4
20. Dr. Mustafa Degerli Page 19 of 57
3.6. Organizational Complexity
Corresponding
Quadrant in
Organizational
Design Space
A B C D
Organizational
Complexity
Blob Tall Flat Symmetric
Quadrant the
Taken
Organization
Fits
X
Summary of the
Rationale for the
Corresponding
Quadrant
The subject organization is quite high on horizontal differentiation and
high on vertical differentiation.
The subject organization’s work is broken down into many task specialties
as well as many vertical reporting levels.
The subject symmetric organization tries to hit the ideal balance of vertical
and horizontal breakdown of work into subunits.
Regarding the subject organization, middle levels help to coordinate work
to yield efficiencies and so that each unit can concentrate on its activities
for high effectiveness.
21. Dr. Mustafa Degerli Page 20 of 57
Answers for
Diagnostic
Questions
1 2 3 4 5
very low moderate very high
Horizontal differentiation
At the lowest level of firm, how many subunits are there across the firm
(where many subunits indicate a high horizontal differentiation and a few
indicates low horizontal differentiation), few (1) or many (5)?
5
Vertical differentiation
How many levels are there from the top of the firm to the bottom, few (1) or
many (5)?
5
How many levels are there between the lowest-level employee and the
CEO, few (1) or many (5)?
5
What is its complexity?
Symmetric
22. Dr. Mustafa Degerli Page 21 of 57
3.7. Geographic Distribution
Corresponding
Quadrant in
Organizational
Design Space
A B C D
Geographic
Distribution
Global International Multi-domestic Transnational
Quadrant the
Taken
Organization
Fits
X
Summary of the
Rationale for the
Corresponding
Quadrant
The subject organization move beyond the home base of operations to
create “centers of excellence,” or hubs for each major product or service.
These hubs are located so as to maximize optimal sourcing; that is, work is
located as close as possible to the resource the organization needs to do the
work, wherever that may be in the world. These hubs then service
worldwide markets. Local responsiveness is low as the products and
services tend to be standardized rather than customized to location.
The organizational design of the subject organization is like a functional
form in that configuration is based on concentrating expertise, or skills, as
a way of managing work.
The subject organization is “tall” rather than flat; that is, the vertical
differentiation is high.
23. Dr. Mustafa Degerli Page 22 of 57
Answers for
Diagnostic
Questions
1 2 3 4 5
very low moderate very high
What is the organization’s degree of local responsiveness (1)–(5)?
2
a. To what extent are the units of firm located close to corporate
headquarters (1) or far from corporate headquarters (5)?
1
b. To what extent does firm consolidate work in one region of the world (1)
or distribute its work to many locales (5)?
2
c. To what extent are the important business decisions in organization
made with a corporate perspective in mind (1) versus a local perspective
(5)?
2
d. Overall, is the firm organized to assure centralization of decision-
making and consistency of work practices across subunits (1) or autonomy
of local units and customization to meet local needs (5)?
2
How does chosen organization score on local responsiveness?
2
24. Dr. Mustafa Degerli Page 23 of 57
The organization’s location on the local responsiveness axis:
2
What is organization’s degree of optimal sourcing (1)–(5)?
4
a. close proximity to customers (1)–(5)?
4
b. close proximity to human resources, whether skilled or unskilled (1)–
(5)?
4
c. close proximity to suppliers (1)–(5)?
4
d. close proximity to business partners (1)–(5)?
4
e. close proximity to resources to its ongoing business (1)–(5)?
4
How does the organization score on optimal sourcing, low or high?
High
25. Dr. Mustafa Degerli Page 24 of 57
Organization’s location on the local responsiveness:
4
The organization in the geographic design space:
International
26. Dr. Mustafa Degerli Page 25 of 57
3.8. Knowledge Exchange
Corresponding
Quadrant in
Organizational
Design Space
A B C D
Knowledge
Exchange
Ad hoc
communications
Informated Cellular Network
Quadrant the
Taken
Organization
Fits
X
Summary of the
Rationale for the
Corresponding
Quadrant
In the subject organization, the use of computer and related systems to
manage information up and down the organization. The subject
organization is low in virtualization and high in IT infusion.
The subject organization increases the intellective demands of work, as
well as the possibilities for creative ways of rearranging and linking work
activities.
Answers for
Diagnostic
Questions
1 2 3 4 5
very low moderate very high
What is organization’s degree of virtualization (1)–(5)?
2
27. Dr. Mustafa Degerli Page 26 of 57
a. To what extent does the organization rely on internal (1) versus external
(5) sources of knowledge to do its work?
2
b. To what extent does the organization develop specialized groups, or
centers, of expertise that are free to grow on their own (1)–(5)?
2
c. To what extent does the organization develop unique partnerships with
other units or organizations for purposes of fostering innovation, product
development, or innovative forms of service support (1)–(5)?
2
d. To what extent is the organization dependent on information supplied by
other organizations or units in order to do its work (1)–(5)?
2
e. To what extent are other organizations or units dependent on
information supplied by the organization or unit in order to do their work
(1)–(5)?
2
Score for virtualization: 2
The organization’s location on the virtualization: 2
28. Dr. Mustafa Degerli Page 27 of 57
What is organization’s degree of IT-infusion (1)–(5)?
3-4
a. To what extent does the organization rely on computer-based systems to
manage its most critical business activities (1)–(5)?
4
b. To what extent does the organization invest in continual improvement of
business processes (1)–(5)?
4
c. Which tends to be more frequently used to manage interpersonal
communication, face-to-face contact between people (1), or electronic
communication systems (5)?
3
d. Do systems of communication in the organization tend to be informal
and changing (1) or more formalized and prescribed (5)?
3
Organization’s location in the organizational design space for knowledge
exchange:
Informated
29. Dr. Mustafa Degerli Page 28 of 57
3.9. Task Design
Corresponding
Quadrant in
Organizational
Design Space
A B C D
Task Design Orderly Complicated Fragmented Knotty
Quadrant the
Taken
Organization
Fits
X
Summary of the
Rationale for the
Corresponding
Quadrant
Related with the subject chosen organization, following points are elicited:
Require less coordination than complicated tasks due to their high
divisibility.
By reducing coordination needs, each subunit can process work at
its own pace; it doesn’t have to wait for other units to complete
their work in order to proceed.
The subunits can take creative approaches to completing their tasks,
perhaps soliciting their own customers or clients, since bottlenecks
are not a concern.
The subject organization divides its work so as to accommodate the
varied nature of its business.
30. Dr. Mustafa Degerli Page 29 of 57
Answers for
Diagnostic
Questions
1 2 3 4 5
very high moderate very low
What is the degree of repetitiveness of the task in the firm, i.e., high to low?
Low, 4
a. Does the firm treat each work task as unique (low)?
Yes
b. Does it execute the task today much as it did yesterday (high), or is there
a good deal of variation (low)?
High
c. To what extent does it standardize the task (high) rather than customize
it (low)?
2
What is the degree of divisibility of the task in the firm, i.e., high to low?
Low, 2
a. Does the firm divide its big task into subtasks that are independent of
one another (high), or are the subtasks connected, requiring a lot of
coordination (low)?
Low
31. Dr. Mustafa Degerli Page 30 of 57
b. Does it manage the task as a set of specialized independent functions
(high) or as a process flow (low)?
High
c. To what extent are the units that perform the subtasks free to design
their work as they wish (high) rather than as instructed (low)?
High
The degree of divisibility on a scale from 1 to 5:
2
What is the firm’s task design?
Fragmented
32. Dr. Mustafa Degerli Page 31 of 57
3.10. People
Corresponding
Quadrant in
Organizational
Design Space
A B C D
People Shop Factory Laboratory Office
Quadrant the
Taken
Organization
Fits
X
Summary of the
Rationale for the
Corresponding
Quadrant
Following characteristics related with the subject organization are noted:
Employing a few people, each with high professionalization,
obtained through extensive education, training, and experience
permit relative independence among the individuals.
High professionalization facilitates worker autonomy rather than
strict supervision, so each one can work alone and the manager’s
job is to support the individual.
The laboratory is focused more on effectiveness and high quality
than on efficiency. Each individual, or subunit of professionals, can
work with relative autonomy and achieve the purpose for the
organization. There are many high-level work routines for the
individuals, but these routines are varied and largely under the
control of the individuals, not the organization.
The routines are very complex and include many tacit aspects
which cannot be codified but have high-quality requirements.
33. Dr. Mustafa Degerli Page 32 of 57
Detailed coordination is usually not required. Instead, workers
coordinate in small groups for intense information sharing, and
these groups build directed knowledge exchange with the specific
clients, subunits, or other sources needed to accomplish their tasks.
Answers for
Diagnostic
Questions
Number of individuals:
~250
How many people are there in the firm?
~250, 2
Less than 100 employees – 1
101–500 employees – 2
501–1000 employees – 3
1001–2000 employees – 4
More than 2000 employees – 5
Professionalization
What proportion of employees hold advanced (university) degrees or have
many years of specialized training and experience?
76 to 100% – 5
0 to 10% – 1
11 to 20% – 2
34. Dr. Mustafa Degerli Page 33 of 57
21 to 50% – 3
51 to 75% – 4
76 to 100% – 5
The people mapping of the firm? Laboratory
35. Dr. Mustafa Degerli Page 34 of 57
3.11. Leadership
Corresponding
Quadrant in
Organizational
Design Space
A B C D
Leadership Maestro Manager Leader Producer
Quadrant the
Taken
Organization
Fits
X
Summary of the
Rationale for the
Corresponding
Quadrant
Following key characteristics can be listed related with the subject
organization’s management:
Has a high preference for delegation and scores high on uncertainty
avoidance.
Focuses on both efficiency and effectiveness.
The organization is likely to be well positioned vis-a`-vis its
competitors.
Wants to know what is going on, assigns work to others, but does
not need to make each and every decision the organization
confronts.
Answers for
Diagnostic
Questions
1 2 3 4 5
very low moderate very high
36. Dr. Mustafa Degerli Page 35 of 57
For unit of analysis, what is the top management here?
A set of people (such as an executive group or board) who oversee unit of
analysis.
Preference for delegation
a. To what extent does top management maintain control themselves (1), or
encourage others to take on responsibility for managing work tasks (5)?
4
b. To what extent does top management allow its direct reports to make
important decisions and take actions for the organization (1= low, 5 =
high)?
4
c. Overall, for unit of analysis, what is top management’s preference for
delegation, (1) low or (5) high?
4
The preference for delegation on a scale from 1 to 5:
4
37. Dr. Mustafa Degerli Page 36 of 57
Uncertainty avoidance
a. To what extent does top management concern itself with the “big
picture” (1), rather than the detail (5), in decision-making?
4
b. Does top management tend to be aggressive (1), or cautious (5), in its
decision-making?
4
c. How risk-embracing (1), versus risk-avoiding (5), is the top
management?
4
d. To what extent is top management control-oriented in the management
of its direct reports: low (1) or high (5)?
4
The uncertainty avoidance on a scale from 1 to 5:
4
What is its leadership style?
Producer
38. Dr. Mustafa Degerli Page 37 of 57
3.12. Organizational Climate
Corresponding
Quadrant in
Organizational
Design Space
A B C D
Organizational
Climate
Group Internal process Developmental Rational goal
Quadrant the
Taken
Organization
Fits
X
Summary of the
Rationale for the
Corresponding
Quadrant
The points listed and elaborated below are notable regarding the subject
organization:
Has low tension and a high readiness to change.
Since these are the typical affective events that employees are
experiencing, these are likely to create a feeling of having the
adequate resources to deal with change (high activation) as well as
having the feeling that new events are generally pleasant.
Subsequent emotions are: enthusiasm, excitement, and happiness.
It is a pleasant place to work, where people generally trust each
other; conflict is relatively low; rewards are perceived as equitable,
and people are quite willing to engage in change.
People are comfortable with each other and welcome new
opportunities.
39. Dr. Mustafa Degerli Page 38 of 57
Answers for
Diagnostic
Questions
1 2 3 4 5
very low moderate very high
Readiness for change – activation emotions
a. To what extent do people prefer old ways of thinking and doing things
(1) versus embrace new ways of thinking and doing things (5)?
4
b. To what extent do people tend to shift direction or adjust their work
habits to meet new, unanticipated challenges, low (1) or high (5)?
4
c. Overall, what is the organization’s level of readiness to change, low (1)
or high (5)?
4
Tension – pleasant/unpleasant emotions
a. What is the level of distrust in the firm, low (1) or high (5)?
2
b. What is the level of conflict in the firm, low (1) or high (5)?
4
40. Dr. Mustafa Degerli Page 39 of 57
c. To what extent do people perceive rewards not to be equal across
employees, low (1) or high (5)?
2
d. To what degree do people question the credibility of the organization’s
leaders, low (1) or high (5)?
2
e. What is the level of scapegoating, or blaming, of people for problems,
low (1) or high (5)?
2
What is firm’s climate?
Developmental
41. Dr. Mustafa Degerli Page 40 of 57
3.13. Coordination and Control
Corresponding
Quadrant in
Organizational
Design Space
A B C D
Coordination
and Control
Family Machine Market Clan/Mosaic
Quadrant the
Taken
Organization
Fits
X
Summary of the
Rationale for the
Corresponding
Quadrant
Following points are noted related with the subject organization examined:
Tends toward somewhat greater formalization and less
decentralization.
Uses strong norms to guide how work is done, and these norms are
deeply embedded in the hearts and minds of employees no matter
where they reside in the organization.
Employees are selected based on their likelihood of conforming to
norms, which then are communicated through training manuals and
other formal means.
Rules for coordination and control area are communicated via
extensive modeling by both workers and managers and in
discussions of “the way we do things” during the everyday life of
the organization.
42. Dr. Mustafa Degerli Page 41 of 57
Answers for
Diagnostic
Questions
1 2 3 4 5
very low moderate very high
Decentralization
To what extent does organization govern work tasks, people, and processes
using a decentralized approach: very little (1) or to a great extent (5)?
4
a. To what extent are subunit decisions and actions directed by corporate
headquarters or another sole authority (1) versus managed independently
by the subunits (5)?
4
b. To what degree does the top management leave control of operational
decisions to managers or others in charge of those operations (1)–(5)?
4
c. How much discretion do subunit managers have in establishing their
budgets (1)–(5)?
3
d. How much discretion do subunit managers have in determining how his
or her unit will be evaluated (1)–(5)?
3
43. Dr. Mustafa Degerli Page 42 of 57
e. How much discretion do subunit managers have over how work
exceptions are to be handled (1)–(5)?
4
Formalization
To what extent does your organization use formalized methods of
coordination and control: very little (1) or to a great extent (5)?
4
a. To what extent does the organization rely on rules, codes, or policies to
manage how work is done (1)–(5)?
4
b. Are there precise job descriptions to describe who does what and how
(1)–(5)?
4
c. Are there well-known expectations about what is “correct,”
“acceptable,” or “expected” of employees (1)–(5)?
4
d. Are there well-known penalties for violating rules or not meeting
expectations of on-the-job behavior (1)–(5)?
5
44. Dr. Mustafa Degerli Page 43 of 57
e. To what extent are employee actions monitored, recorded, and/or
provided as feedback to either the workers themselves or to managers (1)–
(5)?
4
What is its design model for coordination and control systems?
Clan
45. Dr. Mustafa Degerli Page 44 of 57
3.14. Information Systems
Corresponding
Quadrant in
Organizational
Design Space
A B C D
Information
Systems
Event-driven Data-driven People-driven
Relationship-
driven
Quadrant the
Taken
Organization
Fits
X
Summary of the
Rationale for the
Corresponding
Quadrant
Key points below are noted in accordance with the subject organization:
Emphasizes capture, processing, and transfer of data that is
embedded in the minds and actions of people.
Presumes that the vital information of the organization is difficult
to codify in a routine way, and. therefore the priority of systems
should be either to bring people together face-to-face so that they
can share tacit knowledge, or to use computer- or
telecommunications-based systems that readily support subtle, rich
knowledge transfer.
Work well if the volume of info to be exchanged is not too high.
Makes sense wherever the tacit and relatively unique nature of
information requires a high degree of interpersonal interaction in
order for information to be effectively transmitted.
46. Dr. Mustafa Degerli Page 45 of 57
Answers for
Diagnostic
Questions
Tacit nature of information
Scale from very little (1) or to a great extent (5).
a. To what extent is the vital knowledge of the firm codifiable (1) or non-
codifiable (5), in the sense that it does not lend itself to being explicitly
captured, processed, and stored?
4
b. Could most of the important information that is exchanged within the
firm be readily recorded on paper or in a computer system (1 = yes, 5 =
no)?
2
c. Does the information exchanged within the organization require
interpretation in order to be meaningful (1 = not much interpretation
required, 5 = high interpretation required)?
4
d. Is information relatively easy to understand and explain (1), or are there
subtleties to understanding the information, requiring specialized
experience or expertise to fully “make sense” of the information (5)?
4
47. Dr. Mustafa Degerli Page 46 of 57
Amount of information
What is the overall volume of data that the organization must collect,
process, and store on a regular basis, low or high?
Low
With a rating from very little (1) or to a great extent (5)?
3
a. Are most of the organization’s work tasks unique (1), or are the work
tasks repeated in large volume (5)?
2
b. Does execution of work tasks rely on having a relatively small (1) or
large (5) amount of data available to the worker or decision maker
responsible for the task?
3
c. To what extent are there common types of data that can be captured and
made useful for many transactions and tasks (1 = low extent, 5 = high
extent)?
3
What is its model for information systems design?
People Driven
48. Dr. Mustafa Degerli Page 47 of 57
3.15. Incentives
Corresponding
Quadrant in
Organizational
Design Space
A B C D
Incentives Personal pay Skill pay Bonus-based Profit-sharing
Quadrant the
Taken
Organization
Fits
X
Summary of the
Rationale for the
Corresponding
Quadrant
Following key characteristics are noted down in regard to practices in the
subject organization to examine:
People are rewarded on the basis of effective collaboration with
others to yield high performance on the part of the group.
A share in the profits (revenue less costs) to all members of the
unit. As such it is more group-based than individual-based.
There is incentive system is that it enhances group performance in a
developmental mode where it is not possible to anticipate or control
the actual outcome by controlling behavior.
People feel that individual performance can make a difference for
the group outcome.
Results are based on different individuals coordinating their skills
and knowledge, and where excellent individual performance is not
sufficient to yield high group performance.
49. Dr. Mustafa Degerli Page 48 of 57
Interdependency among the work of the individuals who make up
the group that is the target.
Answers for
Diagnostic
Questions
1 2 3 4 5
very low moderate very high
To what degree are results-based incentives used in the organization (1)–
(5)?
4
a. Are people rewarded using a fixed salary or hourly/daily wage (1), or
are they rewarded based solely on the quality/quantity of their work output
(5)?
4
b. To what degree are salaries or other rewards based on the skills,
experiences, on-the-job efforts, or cooperativeness of the employee (1),
versus the quantity or quality of their work results (5)?
4
c. In evaluating people for promotions, benefits, or other rewards, whether
tangible or intangible, does management emphasize how work is done (1)
or the results of the work (5)?
4
50. Dr. Mustafa Degerli Page 49 of 57
To what degree are group-based incentives used in the organization (1)–
(5)?
4
a. Do the activities in your organization require collaboration by
individuals (1) or can they be done by a group (5)?
4
b. To what extent are teams compensated based only on individual
performance (1) versus performance as an organization (5)?
4
c. In evaluating people for promotions, benefits, or other rewards, whether
tangible or intangible, does management emphasize the individual’s work
(1) or the total organization’s (unit of analysis) work (5)?
4
What is its incentive scheme?
Profit-sharing
51. Dr. Mustafa Degerli Page 50 of 57
3.16. Full Fit/Misfit Table
Corresponding
Quadrant in
Organizational
Design Space
A B C D
Organizational
Goals
Neither Efficiency Effectiveness
Efficiency and
Effectiveness
Taken
Organization
Fits
X
Dimensions of
Strategy
Neither Exploit Explore Exploit /
Explore
Taken
Organization
Fits
X
Strategy Types Reactor Defender Prospector Analyzer with
innovation /
Analyzer
without
innovation /
52. Dr. Mustafa Degerli Page 51 of 57
Corresponding
Quadrant in
Organizational
Design Space
A B C D
Taken
Organization
Fits
X
Environment Calm Varied Locally stormy Turbulent
Taken
Organization
Fits
X
Configuration Simple Functional Divisional Matrix
Taken
Organization
Fits
X
Organizational
Complexity
Blob Tall Flat Symmetric
Taken
Organization
Fits
X
53. Dr. Mustafa Degerli Page 52 of 57
Corresponding
Quadrant in
Organizational
Design Space
A B C D
Geographic
Distribution
Global International Multi-domestic Transnational
Taken
Organization
Fits
X
Knowledge
Exchange
Ad hoc
communications
Informated Cellular Network
Taken
Organization
Fits
X
Task Design Orderly Complicated Fragmented Knotty
Taken
Organization
Fits
X
People Shop Factory Laboratory Office
54. Dr. Mustafa Degerli Page 53 of 57
Corresponding
Quadrant in
Organizational
Design Space
A B C D
Taken
Organization
Fits
X
Leadership Maestro Manager Leader Producer
Taken
Organization
Fits
X
Organizational
Climate
Group Internal process Developmental Rational goal
Taken
Organization
Fits
X
Coordination
and Control
Family Machine Market Clan/Mosaic
55. Dr. Mustafa Degerli Page 54 of 57
Corresponding
Quadrant in
Organizational
Design Space
A B C D
Taken
Organization
Fits
X
Information
Systems
Event-driven Data-driven People-driven Relationship-
driven
Taken
Organization
Fits
X
Incentives Personal pay Skill pay Bonus-based Profit-sharing
Taken
Organization
Fits
X
56. Dr. Mustafa Degerli Page 55 of 57
Corresponding
Quadrant in
Organizational
Design Space
A B C D
Organizational
Goals
Neither Efficiency Effectiveness
Efficiency and
Effectiveness
Dimensions of
Strategy
Neither Exploit Explore Exploit /
Explore
Strategy Types Reactor Defender Prospector Analyzer with
innovation /
Analyzer
without
innovation /
Environment Calm Varied Locally stormy Turbulent
Configuration Simple Functional Divisional Matrix
Organizational
Complexity
Blob Tall Flat Symmetric
Geographic
Distribution
Global International Multi-domestic Transnational
57. Dr. Mustafa Degerli Page 56 of 57
Corresponding
Quadrant in
Organizational
Design Space
A B C D
Knowledge
Exchange
Ad hoc
communications
Informated Cellular Network
Task Design Orderly Complicated Fragmented Knotty
People Shop Factory Laboratory Office
Leadership Maestro Manager Leader Producer
Organizational
Climate
Group Internal process Developmental Rational goal
Coordination
and Control
Family Machine Market Clan/Mosaic
Information
Systems
Event-driven Data-driven People-driven Relationship-
driven
Incentives Personal pay Skill pay Bonus-based Profit-sharing
58. Dr. Mustafa Degerli Page 57 of 57
4. Conclusion
It was predominantly determined that the subject organization habitually resides on Quadrant C
on the subject of the organizational design space quadrants.
That is to say, out of total 15 dimensions of the organizational design space quadrants, the subject
organization resides frequently on Quadrant C regarding 8 dimensions (Organizational Goals,
Dimensions of Strategy, Strategy Types, Environment, Task Design, People, Organizational
Climate, and Information Systems), fairly on Quadrant D on the topic of 5 dimensions
(Configuration, Organizational Complexity, Leadership, Coordination and Control, and
Incentives), and rarely on Quadrant B on the subject of 2 dimensions (Geographic Distribution and
Knowledge Exchange).
Since the subject organization is typically a research and development organization, in my opinion,
the results are not that unanticipated.
Furthermore, in my view, the dimensions that are characterized as Quadrant D are not that
immense problems ever since these will by and large improve the process and performances of the
subject organization. In general, a full-fit may possibly be more advantageous in theory; yet for
myself, some kind of untroublesome heterogeneity largely facilitates and provides enhanced
results on condition that there are no notable out-and-out misfits. The subject organization may
perhaps develop and apply tactics and/or strategies to address dimensions resided on for better
performance and management.
Nevertheless, I need to diagnostically point out that despite the fact that the examination regarding
the organizational design space quadrants and addressing relevant misfits is commonly a good
idea, it shall be the organization’s context, goals, objectives, and relevant strategies to govern the
whole process.
All instruments including examination regarding the organizational design space quadrants are all
basically means, and confidently the ends justify the means. We should benefit from the
examination regarding the organizational design space quadrants approach through mostly
concentrating on our generally unique contexts, goals, objectives, and pertinent strategies.