Module 1: Organizations: Macro and Micro Perspectives

1 A BHAG is a clearly articulated goal. Core purpose Building Your .Core ideology provides the glue that holds an organization Core idealogy has two parts 1.Core values are the handful of
Organiza can never be completed, whereas the BHAG is Company’s Vision together as it grows, decentralizes, diversifies, expands guiding principles by which a company navigates. Instead of changing
tional reachable in 10 to 30 years. Think of the core purpose (HBR Article) two its core values, a great company will change its markets—seek out
globally, and develops workplace diversity. HP- a deep
direction as the star on the horizon to be chased forever; the components of any different customers—in order to remain true to its core values
BHAG is the mountain to be climbed. Once you have respect for the individual, a dedication to affordable quality 2.Core purpose is an organization’s most fundamental reason for
: lasting vision: core
Purpose reached its summit, you move on to other mountains. ideology and an and reliability, a commitment to community responsibility. being- . Disney’s core purpose is to make people happy—not to build
and envisioned future. core values require no external justification; they have theme parks and make cartoons
vision intrinsic value and importance to those inside the envisioned future 1. Big, Hairy, Audacious Goals (BHAGs) are
organization- A company should not change its core values ambitious plans that rev up the entire organization. They typically
in response to market changes; rather, it should change require 10 to 30 years’ work to complete
2. Vivid descriptions paint a picture of what it will be like to achieve
markets, if necessary, to remain true to its core values. the BHAGs. They make the goals vibrant, engaging—and tangible.

2 Engro Chemical Pakistan Limited –Restructuring the matrix structure The Functional Form Organizational structure has two specific purposes: to divide work into
Organ Marketing Division (CRC Case) changing workload Resources are used efficiently/Professional development is various distinct tasks to be performed and to coordinate these tasks to
ization The Divisional Form Resources are used efficiently promoted/Socialization and evaluation take place in a accomplish the organization’s overall objectives. Breaking activities
good coordination of activities/Attention is directed more at home base for comfortable setting/poor intergroup coordination, the goals of into smaller parts—differentiation—makes the work easier or enables it
struct
the organizational goal
ure specialists/promotes innovation the organization become secondary to the goals of the to be done more efficiently but, ultimately, these smaller parts must be
duplication of resources/Professional development is not as
clear/setting for socialization and evaluation is less
dependency on teamwork functional group, diffused accountability for the final product put back together again to complete the activity—integration.
comfortable exist/experience conflict/Power or service of the organization, and a tendency for a more horizontal and vertical specialization of an individual job—the breadth
divisional form works best in medium- or large-sized struggles/lack of stability/cost formalized and less flexible of the job in terms of how many separate tasks will be assigned to the
organizations that operate in heterogeneous environments relatively high. suited for small to medium-sized organizations that produce a job, and the depth of the job in terms of how much planning,
and produce multiple products, serve different customers, single or closely related set of products and services. conception, execution, and administrative activities are included. the
and sell products in different geographic regions. Holacracy-There are no managers. Decisions are made by greater the degree of differentiation and the greater the
consent, not by consensus, which means that not everyone has interdependence, the greater the need for integration.
to agree before action is taken—no one can bring evidence to Holacracy- centred on roles, not souls. 2 Through this, holacracy
persuade the others that such action is a bad idea. The latter is makes companies more agile and able to better respond to, and benefit
an important distinction, enabling more from the ongoing flux in the competitive environment.
3 Telenor Pakistan -Culture and Competitive clan culture, adhocracy culture, Internal value creation index IVC Model SUBCULTURES- Reduced interaction between various
Organiza Advantage (CRC Case)/ market culture, and hierarchy Goals -Leadership G-ind-capabilities G-org- capabilities all departments and varying management styles were some of the
tional 360o Feedback Process culture to customer value(360 degree feedbacak PMS) factors that contributed to the development of subcultures.
culture 360o Feedback based Personal Improvement Plan
elements of culture We aspire to build a culture that is free from bureaucracy, open to
EngagementIndex=pride+satis+advocacy+retention
are symbols, language, norms, Charasteristics of culture people and ideas, innovative, high performing, aggressive towards
values, and artifacts. competition, intimately connected to the customer, and based on integrity-
Innovation./Attention to TRANSLATING CULTURE INTO CUSTOMER EXPERIENCE
Detail/Outcome/People/Teamwork
/Aggressiveness/Stability/Identity.
4 The Exercise of Power 1. Mete out resources. 2. Barriers to power play 1. Evaluate the role of power and influence in Power is the ability to impose your will on others, whereas influence
Po Shape behavior through rewards and punishments. 3. The Belief That the is the ability to deeply affect behaviors and beliefs. As a leader, you'll
we
organizations. need to use your power once in a while to steer the ship. But when you
r Advance on multiple fronts. 4. Make the first move. World Is a Just Place/ 2. Compare different approaches to gaining power use influence to lead, you'll slowly build deeper trust and loyalty with your
and 5. Co-opt antagonists. 6. Remove rivals—nicely, if The Leadership and influence in an organization. team
infl possible. 7. Don’t draw unnecessary fire. 8. Use the Literature/ Your Delicate Position power/Referent/Expert /Reward /Coercive
ue
personal touch. 9. Persist. 10. Make important Self-Esteem 3. Develop a plan to acquire and use power and
nce /Informational/
relationships work—no matter what. 11. Make the influence at work.
Sources of power- Personal: Personality traits, skills, and
vision compelling
expertise/Positional: Titles, ranks, and formal authority within an
organization/Relational: Contact networks

5-6 Individualists seek to maximize their own Consider the following 1. Evaluate the role of negotiation in OB. ZOPA (zone of possible agreement) overlapping BATNA
Negot outcomes with little regard for their skills to help you become
2. Evaluate different negotiation styles. create a zopa/ manage the tension between creating and
iation counterparts’ outcomes. About half of U.S. a better negotiator:
Evaluate personal negotiation style and develop a claiming value /Creating value usually requires revelation of
s negotiators have an individualistic negotiating Be Prepared. Preparation is
plan to improve negotiation ability. information and brainstorming
style, according to Weingart. the first step to negotiating
1. BATNAs: What will the respective parties do if they don’t come to
Cooperators, about 25% to 35% of U.S. successfully. ...
1. Creating Value- successful at negotiating multi-issue deals agreement? 2. Parties: Who are the real parties in the negotiation? 3.
negotiators, strive to maximize both their own Your Goals. ... or with long-term, repeat customers, who tend to have value- Interests: What are their fundamental needs and priorities? 4. Value:
and other parties’ outcomes and to see that Consider Alternatives. Don't creating potential How can value be created—and who is likely to get it? 5. Barriers:
resources are divided fairly. Sell Yourself Short. .Take 2. Claiming Value- successful in price-driven or business What obstacles might prevent agreement (or the maximization of joint
Your Time. Communication negotiations value) and how can they be overcome? 6. Power: How can the various
 Competitives, comprising about 5% to 10% of is Key. Listen 3. Empathizing- eeing everyone's point of view because they parties influence the negotiation process and its outcome? 7. Ethics:
U.S. negotiators, seek to get a better deal than Carefully.Explore Other understand the role that emotions can play What is the right thing to do?
their “opponent.” They behave in a self-serving Possibilities 4. Asserting- People who tend to lean toward assertion like
manner and often lack the trust needed to solve to take charge in negotiations
problems jointly.
Altruists, who are quite rare, put their
counterpart’s needs and wants above their own
7 Spring Forward orFall Back: Issues in New Approaches toPM 1. Evaluate the role of performance management in Three Business Reasons to Drop Appraisals
Perfor AppraisalSystem (CRC Case) Performance roadmaps. ... OB. The return of people development.
mance Aligning individual and company goals. The need for agility. When rapid innovation is a source of
Key Performance Indicator 2. Compare different approaches to performance competitive advantage, as it is now in many companies and
Mana Rewarding performance. (KPIs) ... management.
gemen Identifying poor performers. Rewards and recognition
industries, that means future needs are continually changing.
t
3. Develop a framework to design an effective The centrality of teamwork. Moving away from forced ranking
Avoiding legal troubles. programs. ...
McKinsey survey indicates most CEOs don’t find performance management system. and from appraisals’ focus on individual accountability makes it
Continuous feedback. ...
the appraisal process in their companies helps to FRAMEWORKS easier to foster teamwork.
Mentorship programs. Role of PM
identify top performers, while over half of The Balanced Scorecard. ...
employees think their managers don’t get the Set clear employee goals that align with company objectives;
Management By Objectives. ...
performance review right. A Gallup study is more Monitor progress and check in regularly; Close performance
negative: Just one in five employees agreed that Budget-driven Business Plans gaps; Understand when to use performance analytics; Create
their company’s performance practices motivated Management by objectives (MBO) is a process in which a opportunities for growth, tailored to the individual; Overcome
them. manager and an employee agree on specific and avoid burnout on your team. Arm yourself with the advice
performance goals and then develop a plan to reach you need to succeed on the job
them.