Managing Organizations

TTYN
RECAP
– Organic Structure – Environment

– Mintzberg’s Model – General: Foreign Trade Legislation, Advancements in
– Technology, Collaboration
Strategic Apex: CEO, CFO, CTO
– Specific: Suppliers, Competition, Customers
– Middle Line: Project Manager, Team Lead
– Environmental Richness – 5
– Operating Core: Developers and Testers
– Environmental Dynamism – 5
– Support Staff: HR, Marketing Staff, Finance and Accounts
– Environmental Complexity - 2
– Important Stakeholders
– Shareholders
– Focused Differentiation Strategy
– Middle Line
– Workforce
– Customers
BELIEF SYSTEMS
Control Lever Examples Reasons

Using own product for inter- Replacing obsolete and complex with
Belief Systems
organizational correspondence contemporary and simple
• Preferred for small organizations

Developers given flexibility to add
Boundary Systems • Fosters creativity due to mutual
potential features to the product
agreement
• Central repository tracks changes

Development environment handles
Diagnostic control systems • Testers would test product as beta
version control, bugs, errors, etc.
tests
• A/B testing to check if any feature • Unstable environment

Interactive control systems
would harm/help the product • Frequent changes in technology
ORGANISATIONAL VALUES &
SOCIALISATION TACTICS
• Desired end states or
Individual • Unique Learning Experience
• Dynamic to situation
outcomes
Terminal • Innovation, Quality,
Values
Economy, Reliability,
Excellence. Informal • Feel connected as members of team
• Learn on the job and apply
Sequential • Explicit sequence in which they perform

• Going through pre-established drills
Specific Norms,
Rules, SOPs
Variable • No precise time table of completion of each stage
• Depends on needs and interests
• Desired modes of
behaviour
• Require newcomers to figure out and develop their
Instrumental Disjunctive way of behaving
• Work Hard, Creative,
Values Making high
• Contribution depends on ideas rather than hierarchy
standards.
Investiture • Receive positive social support

• Collaboration and motivation to being creative
CHARLES PERROW’S FRAMEWORK
AND J D THOMPSON’S FRAMEWORK
Type of Form of task Activity & how Coordination CRAFTSWORK NON-ROUTINE

technology interdependenc this technology mechanism RESEARCH
e manifests used (example) Legal, Finance
Development
L Need to find and abide by
Mediating Pooled - -
O relevant laws, or adapt to new Building scalable products
W laws in a niche market involves
Long Linked Sequential - - intense R&D
Intensive Reciprocal Development and Mutual

testing. adjustment
Manifests in IDE ROUTINE ENGINEERING
(Integrated MANUFACTURING PRODUCTION
Development
Environment) H Marketing, Accounts Testing
through mutual I
adjustment at G Use of similar framework and Try to fit testing into
operating core H procedure; repetitive tasks existing techniques, or
level rarely adopting custom
techniques
LOW HIGH
DECISION-MAKING
RATIONAL MODEL
1. Choosing a smaller, more nebulous organization over a larger

established organization with more data available
2. Deciding which phase of growth the organization would be in

– discovery phase or growing phase
Generate
Identify and
alternative Select solution – Information is available
define the
solutions to the and implement it
problem
problem – The full range of possible alternatives is generated
– Solution is chosen by unanimous agreement
– Solution chosen is best for the organization (group)
ORGANISATIONAL LEARNING
Organize workshops-to – Knowledge Management: a personalized

Individual incorporate the required skills and
abilities approach
Provide the employees opportunity

• Promotes working in teams
to work as a team- to incur new
Group ideas for the product • Organize Seminars by inviting internal
experts
Adaptive Culture-giving our
divisions the freedom to come up • Conduct annual conferences
Organizational with new innovations.
• Introduce new levels in hierarchy
Repository shared throughout the
organization which is documented.
Inter-Organizational Errors can be corrected thereby in
turn promoting inter organizational
approach.
SURVIVAL STRATEGY
– Productivity and Collaboration SaaS still a

SPECIALIST GENERALIST
STRATEGY STRATEGY very niche market
– Ours is more specific because we target
small businesses
r-STRATEGY – The company would continue to expand
(Early Entry into r-Specialist r-Generalist
Environment) along the same vertical, targeting the same
niche -
K-STRATEGY
(Late Entry into K-Specialist K-Generalist
Environment)
ZOHO: PRIMARY RESEARCH
AND LEARNINGS
– CxO – Focus on product innovation
– Less bureaucratic barriers
– Member, Leadership Staff
– Overcomes Principal/Agent problem
– Member, Technical Staff without ESOP by offering higher than
average salary packages, incentives
– In spite of scale (<9,000 employees), tries to
be as organic as possible
– Mutual adjustment encouraged and
promoted

Managing Organizations

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TTYN

– Organic Structure – Environment

Control Lever Examples Reasons

• Preferred for small organizations

• Central repository tracks changes

• A/B testing to check if any feature • Unstable environment

Terminal • Innovation, Quality,

Sequential • Explicit sequence in which they perform

Investiture • Receive positive social support

Type of Form of task Activity & how Coordination CRAFTSWORK NON-ROUTINE

Intensive Reciprocal Development and Mutual

1. Choosing a smaller, more nebulous organization over a larger

2. Deciding which phase of growth the organization would be in

Organize workshops-to – Knowledge Management: a personalized

Provide the employees opportunity

– Productivity and Collaboration SaaS still a

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