organization a study -mba project

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ChapterChapter -- 11

1. Industry Profile1. Industry Profile

a.a. Global ScenarioGlobal Scenario

b.b. Indian ScenarioIndian Scenario

c.c. Key players in the industryKey players in the industry -- market share analysis,market share analysis,their key strategiestheir key strategies

d.d. PEST analysisPEST analysis


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d. PEST Analysisd. PEST Analysis

PoliticalPolitical FactorsFactors :: PoliticalPolitical factorsfactors includeinclude governmentgovernment regulationsregulations

andand legallegal issuesissues andand definedefine bothboth formalformal andand informalinformal rulesrules underunder

whichwhich thethe firmfirm mustmust operateoperate.. SomeSome examplesexamples includeinclude::

EconomicEconomic FactorsFactors:: EconomicEconomic factorsfactors affectaffect thethe purchasingpurchasing powerpower

ofof potentialpotential customerscustomers andand thethe firm'sfirm's costcost ofof capitalcapital.. TheThe followingfollowing

areare examplesexamples ofof factorsfactors inin thethe macromacro economyeconomy::

SocialSocial FactorsFactors ::SocialSocial factorsfactors includeinclude thethe demographicdemographic andand culturalcultural

aspectsaspects ofof thethe externalexternal macromacro environmentenvironment.. TheseThese factorsfactors affectaffectcustomercustomer needsneeds andand thethe sizesize of of potentialpotential marketsmarkets.. SomeSome socialsocial

factorsfactors includeinclude::

TechnologicalTechnological FactorsFactors :: TechnologicalTechnological factorsfactors cancan lowerlower barriersbarriers toto

entry,entry, reducereduce minimumminimum efficientefficient productionproduction levels,levels, andand influenceinfluence

outsourcingoutsourcing decisionsdecisions.. SomeSome technologicaltechnological factorsfactors includeinclude::


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Company ProfileCompany Profile a. Background and inception of the companya. Background and inception of the company

b. Nature of the business carried.b. Nature of the business carried.

c. Vision, Mission, and Quality policy.c. Vision, Mission, and Quality policy.

d. Product/service profile and marketsd. Product/service profile and markets e. Area of operatione. Area of operation--Global/National/RegionalGlobal/National/Regional

f. Ownership patternf. Ownership pattern

g. Competitors informationg. Competitors information

h. Infrastructure facilitiesh. Infrastructure facilities

ii. Achievements / awards if any. Achievements / awards if any

J. Work flow model (end to end)J. Work flow model (end to end) k. Future growth and prospectusk. Future growth and prospectus

m. SWOT Analysism. SWOT Analysis


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2. Company Profile2. Company Profile

A. Background and inception of theA. Background and inception of the

companycompany

Who founded?Who founded? When it was founded?When it was founded?

What was the business philosophy?What was the business philosophy?

What were business objectives?What were business objectives?


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B. Nature of business carriedB. Nature of business carried

ManufacturingManufacturing

ServicesServices TradingTrading

NGONGO

Profit / service / coProfit / service / co--operativeoperative


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Vision, Mission, Quality PolicyVision, Mission, Quality Policy

Mission statementMission statement

Vision of the companyVision of the company Quality policyQuality policy StatementStatement


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D. Product / Service profileD. Product / Service profile

Major products of the company withMajor products of the company with

specificationsspecifications

Services offered by the companyServices offered by the company


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E. Area of operationE. Area of operation

Global: Manufacturing locations abroad andGlobal: Manufacturing locations abroad and

markets served, Marketing offices abroad, ormarkets served, Marketing offices abroad, or

exports to various countriesexports to various countries

National: State in which manufacturingNational: State in which manufacturing

facilitates are located, marketing offices,facilitates are located, marketing offices,

market sharesmarket shares Regional: Regional marketsRegional: Regional markets


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F. Ownership patternF. Ownership pattern

Type of company: Private or Public? SingleType of company: Private or Public? Single

owner, partnership, Private limited or Publicowner, partnership, Private limited or Public

limited? Public sectorlimited? Public sector--Under ministry orUnder ministry or

corporation or public limited company, Jointcorporation or public limited company, Joint

venture.venture.

Major share holders, and shares heldMajor share holders, and shares held Board of DirectorsBoard of Directors


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G. Competitors informationG. Competitors information

Major competitors product or service viseMajor competitors product or service vise

Market shares of each playerMarket shares of each player


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I. AchievementsI. Achievements / awards if any/ awards if any

Major achievements including marketMajor achievements including market

leadership, inventions, patents etcleadership, inventions, patents etc

Any quality certificationAny quality certification--ISO 9000, QS 9000,ISO 9000, QS 9000,

ISO 14000ISO 14000

AwardsAwards-- Business excellence awards, QualityBusiness excellence awards, Quality

awardsawards


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J. AJ. A workflowworkflow consists of a sequence of connected steps.consists of a sequence of connected steps.

It is a depiction of a sequence of operations, declared asIt is a depiction of a sequence of operations, declared as

work of a person, a group of persons, an organization ofwork of a person, a group of persons, an organization ofstaff, or one or more simple or complex mechanisms.staff, or one or more simple or complex mechanisms.

Workflow may be seen as any abstraction of real work.Workflow may be seen as any abstraction of real work.

For control purposes, workflow may be a view on realFor control purposes, workflow may be a view on real

work under a chosen aspect, thus serving as a virtualwork under a chosen aspect, thus serving as a virtual

representation of actual work. The flow being describedrepresentation of actual work. The flow being describedoften refers to a document that is being transferred fromoften refers to a document that is being transferred from

one step to another.one step to another.

k. Future growth and prospects in terms of sales and expansionk. Future growth and prospects in terms of sales and expansion

m. SWOT Analysism. SWOT Analysis


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SWOTSWOT analysisanalysis

A scan of internal and external environment isA scan of internal and external environment isan important part of strategic planning process.an important part of strategic planning process.

Environmental factors internal to the firm areEnvironmental factors internal to the firm are

classified as Strengths or weaknesses, andclassified as Strengths or weaknesses, andthose external to the firm are calledthose external to the firm are calledopportunities and threats.opportunities and threats.

SWOT analysis provides information that isSWOT analysis provides information that is

helpful in matching the firms resources andhelpful in matching the firms resources andcapabilities to the competitive environment incapabilities to the competitive environment inwhich operates.which operates.


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SWOT analysisSWOT analysis

StrengthsStrengths

PatentsPatents

Strong brand namesStrong brand names Good reputation among customersGood reputation among customers

Cost advantageCost advantage

ResourcesResources

Distribution networksDistribution networks


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WeaknessWeakness

Week brand nameWeek brand name

High costHigh cost Low reputationLow reputation

Resource constraintsResource constraints


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OpportunitiesOpportunities

Increasing customer demandIncreasing customer demand

Emerging marketsEmerging markets Removal of trade barriersRemoval of trade barriers

Better technologyBetter technology

Growing industryGrowing industry


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ThreatsThreats

Shift in consumer tastesShift in consumer tastes

Substitute productsSubstitute products New regulationsNew regulations

New playersNew players

Trade barriersTrade barriers


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7 S Model7 S Model

The 7 S framework ofThe 7 S framework of MckinseyMckinsey is a modelis a model

that describes how one can holistically andthat describes how one can holistically and

effectively organize a company.effectively organize a company.

Together the 7 factors determine how aTogether the 7 factors determine how a

corporation operates.corporation operates.



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7 S Model7 S Model

Managers should take into account allManagers should take into account allseven of these factors, to be sure ofseven of these factors, to be sure ofsuccessful implementation of a strategy.successful implementation of a strategy.

Large or small.Large or small. They are all interdependent, so if you failThey are all interdependent, so if you fail

to pay proper attention to one of them, thisto pay proper attention to one of them, thismay effect all others as well. On top ofmay effect all others as well. On top ofthat, the relative importance of each factorthat, the relative importance of each factormay vary over timemay vary over time


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7 S Model7 S Model

The SevenThe Seven--Ss is a framework forSs is a framework for

analyzing organizations and theiranalyzing organizations and their

effectiveness.effectiveness.

It looks at the seven key elements thatIt looks at the seven key elements that

make the organizations successful, or not:make the organizations successful, or not:


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Origin of the 7Origin of the 7--S Framework.S Framework.

The 7The 7--S Framework was first mentionedS Framework was first mentioned in "Thein "The

Art Of Japanese Management" byArt Of Japanese Management" by RichardRichard

PascalePascale andand Anthony AthosAnthony Athos in 1981.in 1981.

They had beenThey had been investigatinginvestigating how Japanesehow Japanese

industry had been so successful.industry had been so successful.

At around the same time that Tom Peters andAt around the same time that Tom Peters andRobert Waterman were exploring what made aRobert Waterman were exploring what made a

company excellent.company excellent.


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Origin of the 7Origin of the 7--S FrameworkS Framework

The Seven S model was born at a meetingThe Seven S model was born at a meeting

of these four authors in 1978.of these four authors in 1978.

ItIt appeared alsoappeared also in "In Search ofin "In Search ofExcellence" by Peters and Waterman, andExcellence" by Peters and Waterman, and

was taken up as a basic tool by the globalwas taken up as a basic tool by the global

management consultancymanagement consultancy companycompany

McKinsey.McKinsey.

Since then it isSince then it is known as their7known as their7--S model.S model.


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7 S Model7 S Model


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McKinsey 7McKinsey 7--S ModelS Model

StrategyStrategy

StructureStructure

SystemsSystems

StyleStyle

StaffStaff

SkillsSkills

Shared valuesShared values


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StaffStaff: The number of staff, How people are: The number of staff, How people are

hired, integrated, developed, socialized into thehired, integrated, developed, socialized into the

organization.organization.

SkillsSkills: Distinctive skills, capabilities, and: Distinctive skills, capabilities, andcompetencies that reside in the organization.competencies that reside in the organization.

StrategiesStrategies: The initiatives that the organization: The initiatives that the organization

has chosen to gain sustainable advantage andhas chosen to gain sustainable advantage and

reach its vision.reach its vision.


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StructureStructure: The organizational structure, roles,: The organizational structure, roles,and other framework the organization uses toand other framework the organization uses toguide its activities.guide its activities.

SystemsSystems: The formal and informal processes: The formal and informal processesand procedures that support and governand procedures that support and governactivities.activities.

StyleStyle: The leadership approach of top: The leadership approach of topmanagement.management.

Shared valuesShared values: The guiding concepts and: The guiding concepts andprinciples used to guide behavior in theprinciples used to guide behavior in theorganization.organization.


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StrategyStrategy

StructureStructure

SystemsSystems StyleStyle

StaffStaff

SkillsSkills


The hard elements are factual

and easy to identify. They can be

found in strategy statements,

corporate plans, organization

charts, and other documentation

The Hard Ss


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StrategyStrategy

StructureStructure

SystemsSystems

StyleStyle

StaffStaff

SkillsSkills


The soft elements

are difficult to

describe since theyare continuously

developing and

changing. They are

highly determined by

the people at work inthe organization.

The Soft Ss


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77--S ModelS Model The Hard SsThe Hard Ss

StrategyStrategy Actions a company plans in response to or inActions a company plans in response to or in

anticipation of changes in its external environmentanticipation of changes in its external environment It is determination of the mission or purpose andIt is determination of the mission or purpose and

longlong--term objectives of an enterprise, followed byterm objectives of an enterprise, followed by

adoption of courses of action and allocation ofadoption of courses of action and allocation of

resources necessary to achieve these aims.resources necessary to achieve these aims. MissionMission

Major objectivesMajor objectives

Strategic intentStrategic intent


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StrategyStrategy

Strategic intentStrategic intent--The commitment to win in theThe commitment to win in thecompetitive environmentcompetitive environment

The company's chosen strategic direction has aThe company's chosen strategic direction has a

large influence on how the organization will belarge influence on how the organization will bestructured and how it will behave in the future.structured and how it will behave in the future.

Marketing StrategyMarketing Strategy--Diversification, Expansion,Diversification, Expansion,Product mix, Pricing strategyProduct mix, Pricing strategy

ProductionProduction--Outsource or InOutsource or In--househouse HR strategiesHR strategies

Joint ventures, Alliances, CollaborationsJoint ventures, Alliances, Collaborations


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StructureStructure

StructureStructure Basis for specialization and coordination,Basis for specialization and coordination,

influenced primarily by strategy and byinfluenced primarily by strategy and by

organization size and diversityorganization size and diversity Organizational structure should followOrganizational structure should follow

logically from its intended strategy.logically from its intended strategy.

It also suggest that the two components,It also suggest that the two components,structure and strategy, are interactive andstructure and strategy, are interactive andwill influence each otherwill influence each other


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Organizational StructureOrganizational Structure

Organization ChartOrganization Chart

formal reporting relationshipsformal reporting relationships

levels in hierarchylevels in hierarchy spans of controlspans of control

departmentalizationdepartmentalization

Systems to facilitate:Systems to facilitate: coordinationcoordination

communicationcommunication

integrationintegration


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Structural DesignsStructural Designs

Functional StructureFunctional Structure

Can adapt functional structureCan adapt functional structure

with horizontal linkageswith horizontal linkages

Divisional StructureDivisional Structure

Geographical StructureGeographical Structure

Matrix StructureMatrix Structure

Horizontal Structure /Horizontal Structure /

Product Line StructureProduct Line Structure Hybrid StructureHybrid Structure

Chief

Accountant

Budget

Analyst

VicePresidentFianance

Plant

Superintendent

Maintenance

Superintendent

VicePresidentManufacturing

Training

Specialist

Benefits

Administrator

DirectorHumanResource

CEO


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Other Organizational FormsOther Organizational Forms

Joint VenturesJoint Ventures

Licensing agreementsLicensing agreements

Strategic AlliancesStrategic Alliances Virtual organizationsVirtual organizations

Global (transnational) Work TeamsGlobal (transnational) Work Teams


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Virtual TeamsVirtual Teams

Virtual Teams are characterized by:Virtual Teams are characterized by: Distributed locations of team membersDistributed locations of team members

Use of information technology to accomplish tasksUse of information technology to accomplish tasks

Effective when:Effective when: Communication & collaboration skills are high.Communication & collaboration skills are high.

Trust among team members is highTrust among team members is high

Organizations are increasing their use ofOrganizations are increasing their use of

virtual teamsvirtual teams Potential for improvement in virtual teamPotential for improvement in virtual team

management is hugemanagement is huge


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SystemsSystems

SystemsSystems Systems refer to the internal procedures and routinesSystems refer to the internal procedures and routines

that the company uses in its every day business.that the company uses in its every day business.

The processes and procedures through which things getThe processes and procedures through which things getdone from day to day (a very powerful S)done from day to day (a very powerful S)

The systems can be formal or informal systems and areThe systems can be formal or informal systems and arereally what makes the business function.really what makes the business function.

Examples are capital budgeting systems, recruitmentExamples are capital budgeting systems, recruitment

procedures and informal networking.procedures and informal networking.


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SystemsSystems various elementsvarious elements

Communications practice and systemCommunications practice and system

Management reporting systemManagement reporting system

Approval processApproval process Planning/budgeting systemPlanning/budgeting system

Rewards system including appraisalRewards system including appraisal

R

ulesR

ules


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77--S ModelS Model The Soft SsThe Soft Ss

Style :Style :Management style: what managers do rather thanwhatManagement style: what managers do rather thanwhatthey say (where they spend their time and attention,what theythey say (where they spend their time and attention,what theyallow,what they reward, etc)allow,what they reward, etc)

Management style is a key element in the behavior of organizationsManagement style is a key element in the behavior of organizations

but this is a rather tricky concept when it comes to measuring itbut this is a rather tricky concept when it comes to measuring itobjectively.objectively.

The way managers collectively behave with respect to use of time,The way managers collectively behave with respect to use of time,attention and symbolic actions (a very powerful S)attention and symbolic actions (a very powerful S)

Leadership StylesLeadership Styles

AutocraticAutocratic DemocraticDemocratic

ParticipativeParticipative


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StaffStaff

The staff component is central to the organization and itThe staff component is central to the organization and itoverall performance of courseoverall performance of course -- the model recognizesthe model recognizesthis and tries to chart the main influences on staffthis and tries to chart the main influences on staffsystems and developmentsystems and development

The organization's human resources; refers to howThe organization's human resources; refers to howpeoplepeople are developed, trained, socialized, integrated,are developed, trained, socialized, integrated,motivated, and how their carriers are managed.motivated, and how their carriers are managed.

RecruitmentRecruitment

SelectionSelection

PlacementPlacement

Training and DevelopmentTraining and Development


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StaffStaff

Numbers and types of personnel within theNumbers and types of personnel within the

organizationorganization

TechnicalTechnical

NonNon--TechnicalTechnical

ManagerialManagerial


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SkillsSkills

Skills refers to what are the key skills andSkills refers to what are the key skills and

capabilities within the company. What iscapabilities within the company. What is

the company good at?the company good at?

Peters and Waterman recognized IBM forPeters and Waterman recognized IBM for

its ability in the area of customer servicesits ability in the area of customer services

and product innovationand product innovation

Distinctive capabilities of personnel or ofDistinctive capabilities of personnel or of

the organization as a wholethe organization as a whole


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SkillsSkills

Core competenciesCore competencies-- CK PrahladCK Prahlad

Can not be imitatedCan not be imitated

Developed through continuousDeveloped through continuousimprovementimprovement

Strength of the organizationStrength of the organization


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originally called super ordinate goals; theoriginally called super ordinate goals; the

guiding concepts and principlesguiding concepts and principles of theof the

organizationorganization -- valuesvalues and aspirations,and aspirations,

often unwrittenoften unwritten -- that go beyond thethat go beyond the

conventional statements of corporateconventional statements of corporate

objectives; the fundamental ideas aroundobjectives; the fundamental ideas around

which a business is built; the things thatwhich a business is built; the things thatinfluence a group to work together for ainfluence a group to work together for a

common aim.common aim.


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What does the organization stands for andWhat does the organization stands for and

what it believes in.what it believes in.

Central beliefs and attitudes.Central beliefs and attitudes. Guiding concepts, fundamental ideasGuiding concepts, fundamental ideas

around which a business is builtaround which a business is built

Values define what is and isn't acceptableValues define what is and isn't acceptable

they become organization's code ofthey become organization's code of

behaviorbehavior


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StrategyStrategy

StructureStructure

SystemsSystems

StyleStyle

StaffStaff

SkillsSkills

Superordinate goalsSuperordinate goals

Effective organizationsEffective organizations

achieve a harmonyachieve a harmony

between these sevenbetween these sevenelements; if oneelements; if one

element changes, thenelement changes, then

this will affect all thethis will affect all the

othersothers


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The 7The 7--S Model can be aS Model can be avaluable tool to initiatevaluable tool to initiatechange processes andchange processes andto give them direction;to give them direction;i.e. determine currenti.e. determine currentstate and ideal state ofstate and ideal state ofeach element, andeach element, and

develop action plans todevelop action plans toclose the gapsclose the gaps

StrategyStrategy

StructureStructure

SystemsSystems

StyleStyle

StaffStaff

SkillsSkills

Super ordinate goalsSuper ordinate goals


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In change processes,In change processes,

many organizationsmany organizations

focus their efforts onfocus their efforts on

the hard Ss; however,the hard Ss; however,the soft factors canthe soft factors can

make or break amake or break a

successful changesuccessful change

process. All factorsprocess. All factors

must be accounted formust be accounted for..

StrategyStrategy

StructureStructure

SystemsSystems

StyleStyle

StaffStaff

SkillsSkills



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InterrelatedInterrelated

Foundation ofFoundation of

corporate culturecorporate culture

Levers available toLevers available to

managementmanagement

StrategyStrategy

StructureStructure

SystemsSystems

StyleStyle

StaffStaff

SkillsSkills



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Strengths of the 7Strengths of the 7--S Model.S Model.

BenefitsBenefits

Diagnostic tool for understandingDiagnostic tool for understanding

organizations that are ineffective.organizations that are ineffective. Guides organizational change.Guides organizational change.

Combines rational and hard elements withCombines rational and hard elements with

emotional and soft elements.emotional and soft elements.

Managers must act on all Ss in parallelManagers must act on all Ss in parallel

and all Ss are interrelated.and all Ss are interrelated.


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Questions: StrategiesQuestions: Strategies

What are the organizations strategicWhat are the organizations strategicinitiatives?initiatives?

Are strategies aligned with and supportiveAre strategies aligned with and supportive

of vision?of vision? Is there sufficient clarity of the strategy forIs there sufficient clarity of the strategy for

people in the organization to plan andpeople in the organization to plan and

implement?implement? Is there shared understanding andIs there shared understanding and

agreement on the set of strategies?agreement on the set of strategies?


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Questions: StrategiesQuestions: Strategies

Are there sufficient resources in theAre there sufficient resources in the

organization to fully address strategies?organization to fully address strategies?

Is there fully accountability/ownership forIs there fully accountability/ownership for

each strategy?each strategy?

Is the outcome for accomplishing theIs the outcome for accomplishing the

strategy clear? (reward)?strategy clear? (reward)?


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Questions: StructureQuestions: Structure

Is the organizational structure appropriate givenIs the organizational structure appropriate giventhe strategies and objectives?the strategies and objectives?

Are the roles clear and defined well enough toAre the roles clear and defined well enough toensure accountability?ensure accountability?

Are the reporting structures realistic, practical,Are the reporting structures realistic, practical,and clear?and clear?

Where is the connection to customers?Where is the connection to customers?

Does the floor plan/physical layout facilitateDoes the floor plan/physical layout facilitate

communication and interaction?communication and interaction? Are the job descriptions and levels structured toAre the job descriptions and levels structured to

support career development?support career development?


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Questions: SystemsQuestions: Systems

What information systems are in place? Are theyWhat information systems are in place? Are theyeffective and being used?effective and being used?

What communication systems and tools areWhat communication systems and tools areneeded? Do people have access toneeded? Do people have access to

communication channels? Do they have enoughcommunication channels? Do they have enoughinformation to make good decisions?information to make good decisions?

Are the rewards and recognition systemsAre the rewards and recognition systemsaligned with the vision, strategies andaligned with the vision, strategies andobjectives? Do employees have clear workobjectives? Do employees have clear workobjectives? Are they receiving regularobjectives? Are they receiving regularperformance feedback? Are there sanctions forperformance feedback? Are there sanctions forthose who do not reach their goals?those who do not reach their goals?


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Questions: SystemsQuestions: Systems

Does business have effective planningDoes business have effective planning

systems? Do the plans effectively supportsystems? Do the plans effectively support

in reaching strategies and objectives?in reaching strategies and objectives?

What measurements systems are in placeWhat measurements systems are in place

to make progress and problem areasto make progress and problem areas

visible to top management?visible to top management?


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Questions: StyleQuestions: Style

How effective are the leaders and leadershipHow effective are the leaders and leadershipstyle?style?

What is the predominant model for decisionWhat is the predominant model for decisionmaking? Is it aligned with organizations values?making? Is it aligned with organizations values?

Is it effective given the nature of the decisionsIs it effective given the nature of the decisionsand needs of the organization?and needs of the organization?

How do leaders react under crisis? Does theHow do leaders react under crisis? Does theleadership style vary depending on situation? Isleadership style vary depending on situation? Isleadership style effective in each situation?leadership style effective in each situation?

Are the leaders effective role models for the restAre the leaders effective role models for the restof the organization?of the organization?


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Questions: StaffQuestions: Staff

Is the number of people appropriate for the amount ofIs the number of people appropriate for the amount ofwork?work?

What is the process of integrating new people into theWhat is the process of integrating new people into theorganization? Do the people feel part of the team?organization? Do the people feel part of the team?

Where are the people located geographically? Are theyWhere are the people located geographically? Are theyclose to customers? Close to the work?close to customers? Close to the work?

What is the social network in the organization? Is itWhat is the social network in the organization? Is itstrong or week? Do the employees see other employeesstrong or week? Do the employees see other employeesas partners or adversaries?as partners or adversaries?

What are the mechanisms to create a sense of teamWhat are the mechanisms to create a sense of teamwork? Is the work of an individual effort or team workwork? Is the work of an individual effort or team workthat requires strong partnering?that requires strong partnering?


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Questions: SkillsQuestions: Skills

What technical skills are needed in the organization?What technical skills are needed in the organization?Where do these skills gets developed?Where do these skills gets developed?

What type of communication skills are needed? Oral,What type of communication skills are needed? Oral,written, both etc. Are these skill requirements built intowritten, both etc. Are these skill requirements built intothe selection process?the selection process?

What management skills are required for a manger to beWhat management skills are required for a manger to besuccessful? Is it expected that a person learn thesesuccessful? Is it expected that a person learn theseelsewhere or within the organization?elsewhere or within the organization?

What are the rewards for effective people management?What are the rewards for effective people management?

What incentives are provided for building new skills?What incentives are provided for building new skills?

How is the skill development managed within theHow is the skill development managed within theorganization? Is that individual driven or does theorganization? Is that individual driven or does theorganization (or manager) drive?organization (or manager) drive?


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Questions: Shared ValuesQuestions: Shared Values

How clear are the organization values? Are they statedHow clear are the organization values? Are they statedor unstated?or unstated?

How does organization gain alignment or organizationHow does organization gain alignment or organizationvalue with individual values? Are these disconnects?value with individual values? Are these disconnects?How are these reconciled?How are these reconciled?

Do the values align with the organizations mission andDo the values align with the organizations mission andobjectives?objectives?

Are there rewards for behaviors that align with values?Are there rewards for behaviors that align with values?How are the situations handled where there has beenHow are the situations handled where there has beenbreach of values?breach of values?

How are the values communicated? Are the valuesHow are the values communicated? Are the valuesuniversal or do they work best for certain groups anduniversal or do they work best for certain groups andgeographies?geographies?


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A review of choices in designA review of choices in design

Changing organization design is a longChanging organization design is a long--term processterm process

Needs commitment from the leadership team to provideNeeds commitment from the leadership team to provide

the necessary resources (e.g. time, money and people)the necessary resources (e.g. time, money and people)

for successful implementationfor successful implementation

Design choices impact on business performanceDesign choices impact on business performance

Use a high performance management model so youUse a high performance management model so you

make deliberate design choices that engages andmake deliberate design choices that engages and

energizes people to be at their bestenergizes people to be at their best


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A study of key business level functions andA study of key business level functions and

processesprocesses

a.a. The Marketing functionThe Marketing function

b.b. The Operations and quality functionThe Operations and quality functionc.c. The Finance FunctionThe Finance Function

d.d. The Human Resource FunctionThe Human Resource Function

e.e. Enterprise level initiatives like Six sigma, ERP, JIT,Enterprise level initiatives like Six sigma, ERP, JIT,

CRM, Logistics & SCM, Shared Service Centers,CRM, Logistics & SCM, Shared Service Centers,


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The Marketing functionThe Marketing function


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The operations function is important to a firm because it affects directly theThe operations function is important to a firm because it affects directly the

output that satisfiesoutput that satisfies cusomterscusomters. Explain, with the help of a model, how. Explain, with the help of a model, how

customers can be satisfied through an efficient operations functions.customers can be satisfied through an efficient operations functions.

Organizations exist or are viable because they provide some form ofOrganizations exist or are viable because they provide some form of

satisfaction to the customers. It can be tangible products or services thatsatisfaction to the customers. It can be tangible products or services that

provide the level of satisfaction.provide the level of satisfaction.


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Ch t S hCh t S h


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Chapter Scheme:Chapter Scheme: CoverCover

Title PageTitle Page

Certificate from MentorCertificate from Mentor

Certificate from Organization/FirmCertificate from Organization/Firm

AcknowledgementAcknowledgement

List of Tables and FiguresList of Tables and Figures

List of AppendicesList of Appendices

Contents PageContents Page

Chapter 1: Introduction to the study & Industry ProfileChapter 1: Introduction to the study & Industry Profile

Chapter 2: Company profileChapter 2: Company profile

Chapter 3:Chapter 3: OrganisationalOrganisational DesignDesign

Chapter 4: Business Level functions and Processes: The report shouldChapter 4: Business Level functions and Processes: The report should

highlight process flows (using suitable tools such as flow charts whereverhighlight process flows (using suitable tools such as flow charts wherevernecessary, departmental functions, unique practices, policies andnecessary, departmental functions, unique practices, policies and

procedures)procedures)

Chapter 5: Findings, Conclusions and RecommendationsChapter 5: Findings, Conclusions and Recommendations


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Report FormatReport Format

MS WordMS Word

A4 Size 1 margin on all sidesA4 Size 1 margin on all sides

14 for sub14 for sub--headingsheadings

16 for headings16 for headings

The report should be computer printed out in Time New Roman fontThe report should be computer printed out in Time New Roman font

-- size 12 & Line Spacing 1.5. The report has to be Spiral bound.size 12 & Line Spacing 1.5. The report has to be Spiral bound. TwoTwo

copies of the report have to be made, of which one copy has to becopies of the report have to be made, of which one copy has to be

submitted to JBSsubmitted to JBS

organization a study -mba project

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