Introduction to the course and to organization Organization structure Organizational environment Technology and Organizations Organizational Decision making

Decision making and Leadership Process Power and politics Power and politics Power and politics Organizational Change Organizational Change Organizational Culture Ethical issues in Organizations Organizational Diagnosis Impact of Societal Culture Project Presentations

5 6 7 8 9 10 11 13 14 15 16 16 17 18 20

Session 1: Introduction to course and organizations

Learning 1: Organizations have dynamic or permeable boundaries.

economy society

organisation

departments

individual

We are required to focus on departments and organization. Learning 2: There is a significant difference in the structure of organizations that are of different sizes. As size of organizations increase, its complexity increases too. It is often wrong to extrapolate the structure of larger organization from that of smaller organizations. Here size refers to the number of employees in the organizations.

Methodology: Various groups of students were asked to draw the organization structure of organizations of different sizes. Learning 3: Importance of taking a stand It is essential that we must learn to make decisions and take a stand even when the information presented is not sufficient. In life, mostly we come across situations in which we have the risk of taking decisions quickly and with insufficient information availability. Methodology: Raising hands to take a stand

Session 2: Organization structure

Learning 1 In the case, Apex Corporation we find that Shikhar Ghosh try the unconventional circular organization structure. But when didnt show up with results, he didnt dig into the hole and treaded the conventional path Learning 2 Here we could see that growth and profits are not the only signs of prosperity of an organization. An organization may perform well in a booming sector and the profit may not be sustainable in the long run.

Learning 3 Social loafing - Social loafing refers to the reduction in effort exerted by to achieve a goal when they work in a group as compared to their performance when they work individually. This is seen as one of the main reasons groups are sometimes less productive than the combined performance of their members working as individuals. Learning 4 In an organization in which rate of growth is very high, it may require to change the organization structure very often. Learning 5 Characteristics of various types of organization structures -: Horizontal, Hierarchical, Circular, etc. Out of them the circular organization structure is unique. Circular type of organizational structure is non-hierarchical and consists of concentric circles of expanding from executives to customers. Learning 6 After the acquisition I can still carve out a place for itself and have a its own organization too.

Session 3: Organizational environment

Learning 1

Organizations are not passive recipient of government policies but sometimes they may become active influencers. Learning 2 Environment can be classified as-

general environment Specific Environment Task environment domain environment

Environment strategy linkage-

U n s t a b l e
S t a b l e Simple Complex

Fig. Environmental- strategy Linkage

Session 4: Technology and organizations

Learning 1 Task technology, system structure and people are long-linked and have sequential interdependence.

Task

P e o p l e

S y s t e m s t r u c t u r e

Complex Technology

Learning 2 Bringing technological change is important but tough for an organization to adopt. Technological change may be lead to issues related to people management, quality control, skill requirement, capital investment etc.

Methodology: Various groups gave presentations on the case. Learning 3 Firms can be classified as following1. small-batch and unit production 2. Large batch and mass production 3. Continuous process production Learning 4 Structural characteristics of a mass production and continuous process Continuous process have higher indirect employee than non-continuous process. More skilled people are required in continuous process. More teamwork is essential in continuous process. Strong employee training sessions is essential feature of continuous process. The process has to be mad more decentralized in case of continuous processes. technical complexities

Session 5: Organizational Decision Making

Learning 1 Coming prepared to class is essential. One needs to understand the issues in the case and come with his/her own stand. Methodology: Class test

Learning 2 Rationality bounded perspective: Bounded rationality is a theory in decision making that states that rationality of individuals is limited by the information and situation. Cognitive limitations, time and information limitations also limit decision taking liabilities. It was proposed by Herbert Simon. Learning 3 A task that that is not owned by someone often lands unaccomplished. In the case, nobody owns up for the disaster. Learning 4 People often go by their intuition and theories. Even though the Convair engineers proved that the electrically-actuated doors were not appropriate to use, but the Douglas Company kept on insisting on it. The quality certification were given by FAA but were tested by the company itself.

Session 6: Decision making and Leadership Process

Learning 1 Asch experiment: Asch (1951) conducted an experiment to investigate the extent to which social
pressure from a majority group could affect a person to conform. It means that a person agrees to the view of the majority even if he opposes it initially. Methodology: Advised to see youtube.com.

Learning 2 Characteristic of high growth innovation centered organizations1. Informality of work culture 2. Hierarchical effect not dominant 3. Non-programmed sequence of activities Learning 3 Hierarchy brings an effect on the way people interact with their colleagues. They generally feel denigrating to obey orders of people who are juniors.

Learning 4 Ambition leads to creation of rift between personal and organizational growth. Sometimes a person may try to harm another guy who harms him. Learning 5 The way in which a CEO conducts himself has a lot of effect on the organization. Here the CEO was highly informal and passion driven.

Session 7: Power and Politics

Learning 1 Types of Authority 1. Expert Power

2. Legitimate Power 3. Coercive Power 4. Referent Power - This refers to the effect that famous men, considered as idols, have on people. 5. Representative Power Learning 2 Authority can be rational, charismatic, traditional or legitimate. Learning 3

Instructions

Compliance Zone of acceptance

Acceptance view of authority

The influence of mistakes is generally felt in the lower levels of hierarchy that at the upper levels because of high degree of involvement. So, the people in the lower levels feel more averse to be associated with a non-ethical work. So, in the case The force A-7D brake problem we find that the lower level employees resigned while the people at upper level did not. Learning 4 We should not evaluate an organization on the basis of one event or two. In the case, we find that John Warren was the root of problems and other people were not that unethical. Learning 5 Various sources of power are dependency, financial resources, centrality, non-substitutability etc. In the case we observe that warren gained power out of non-substitutability.

Session 8: Power and Politics

Learning 1 Tactics for increasing power are1. Entering into areas of high uncertainty. 2. Create area of dependencies 3. Strategic contingencies need to be satisfied. Learning 2 One must understand the dynamics of politics in an organization.

Learning 3 In an organization like Apple, manufacturing is highly dominant. So, it happens that the manufacturing division would try to influence the policies. Learning 4 One must understand the logic behind decisions in an organization. In this case, Steve Jobs main aim was to improve the profitability of the manufacturing department. So, Donna Dubinsky should have understood the background of the events. This would have helped her to pitch her propositions in a better way. Learning 5 Apart from talent and dedication, one needs to have good convincing and presentation skills to be successful.

Session 9: Power and politics

Learning 1 The original choices are not important in life but what matters is how the later part is managed. The most important skill is to manage the consequences of the decisions. Learning 2 It is highly essential that one must build linkages in the company which Lisa Benton initially failed to recognize.

Session 10: Organizational Change

Learning 1 The class helped to know about the theory of First-class man by Fredrik Taylor. The theory says that every man can be first class in one job or other; it is managements duty to find a suitable job for the person. Learning 2 Iran case: Here in Iran, since economic change was faster than social change, the gap was filled by the Ayatollah. So, when there is mismatch in rate of economic and social changes, it becomes unsustainable. Learning 3 In the case, industry changed too fast but that rate of change could not be seen in in people express. Generally, organizational change is slower than technological change and it is highly crucial for an organization. It becomes even tougher when the employees are spread out. Learning 4 I got exposed to PONZI schemes like SpeakAsia. Learning 5 Comparing the conditions of People Express during 1984-85

Session 11: Organizational Change

Learning 1 Measuring progress is tough in a development scheme as the output is not standardized, Learning 2 When we execute a program me it is essential that we must consider other people (even the people who may be tangentially connected) sentiments. Here we see that Sadanand selected a few out of others irrespective of hierarchy. This may lead to suspicion in their mind. Learning 3 When a project is taken, its implementation is important and not the process. Learning 4 We do things for ourselves first. Then they do it for others like job and responsibility in most cases. Ones personal motives may be the prime priority.

Session 12: Organizational Culture

Learning 1 The most unique thing about the organization was that the senior people trying to reduce salary. Learning 2 The difficulty to ensure ones core competencies when it wants to expand becomes very tough.

Learning 3 Consensus based decision making is tough in a larger organization than in a smaller organization. Learning 4 Easily scalable aspects: 1. Compensation process based on individual contributions. 2. Financial reporting practiced. Tough to scale up: 1. Client relationship management as clients no more assumed working with a single firm for long years. 2. Consensus based decision making will be tough because informing a more number of employees about the nature and ramifications of a particular decision to be made. 3. Maintaining the prevailing culture that is highly influence by Quacker culture would be tough. 4. Under paying the top management and maintaining a narrow band for payments would be tough when the size of the organization becomes large.

Session 13: Ethical Issues in Organizations

Learning 1

Spending money is not the best way for effective corporate social responsibility but effort to bring a change in a society is important. Learning 2 In countries like India, giving financial aid may not lead to improvement in the condition of people. The agency for implementation of change is very important. Learning 3 Like Olivia Jones, it may happen that we are hurt by the processes in the society but it often becomes too tough to bring a change. But the conscience to do something good for the society is always good. Learning 4 Business houses should understand that they are made for doing business. So the extent of philanthropy must not affect their existence. The economic part is as much important for an organization as social responsibility. Learning 5 Shying away from the problem like Olivia Jones doesnt solve the problem. But what matters is whether one could bring a change or not.

Session 14: Organizational Diagnosis

Learning 1

The difference between effectiveness and efficient organization was important to know. An organization may be efficient but may not be effective. Effectiveness is doing things rightly while efficient means doing right things. Learning 2 The cause and effect of facts like employee attrition rate, rivalry among shift employees, strain between departments, No proper training and compensation structure. Learning 3 An organization which makes good profit does not imply that it is a good organization. An organization is said to successful when all the elements like suppliers, employees and customers are happy. Learning 4 The efficiency of an organization reduces drastically when job roles are not properly defined.

Session 15: Impact of societal culture

Learning 1 Organizations can be risk taking and risk-averse, conservative or open. Learning 2 Selective perspective means we like to see what we want to see in a person.

When we tend to look at things from our perspective, it is known as ethnocentrism. Learning 3 Stereotyping is something that is useful to start but it is not dependable in the long run. Learning 4 Even though in India the average individualism is high one is sure to find many people who are more individualistic than an average American. So, it is often wrong to stereotype someone.

Learning 5 In Latin America, people develop friendly relations so that their friend has an obligation. This leads to trust and dependency. Collectivism and individualism in the context of Indian and Americans-

American

Indian

Individualism

Session 16-20: Group presentations on organizations

Learning 1 The presentations provided a picture of the functioning of NGOs, banks, hotels, mining industry, manufacturing industries etc. It showed how people are handled in various organizations. The presentations showed the practical implementation of various organizational structures and its alignment with the organization principles. Learning 2 The logic behind the fact whether an organization should have a HR department or not came out of the discussions. Generally a department is carved aiming at division of labor based on specialties if the quantum of work is high. Learning 3 It was important to know impact of MNREGA on the labor market. Due to MNERGA, people prefer to work in their own villages instead of going out to towns. This has led to rise in urban labor wages. Learning 4

One must look at an organization from a generic view. It should not been seen as a company, NGO etc. Learning 5 The performance appraisal system in various industries could be known. The incentive system could be known also. Learning 6 Like in Corporate Channels Ltd., the difficulty with handling policy influences could be known. The already established foreign players were trying to bring in more rules and regulations. They faced lot of problems related to certifications. Learning 7 Their job responsibility and authority allocation systems could be known. Many organizations like Dainik Bhaskar, Corporate Channels Ltd. Etc. had job description. Learning 8 The presentation on Seva Mandir showed the application of circular type of structure. Learning 9 In the case of Rajasthan Syntex Ltd., one plant was separated from the other. It was to ensure that the workers in the two plants felt as if they are of different organizations. They didnt want that the workers of one organization did not interact with that of others.