Adheres to machine Bureaucracy yet, simple
Symptoms of structural deficiency?
Conflicting ideas and contrasting views and opinions of the management and people within the company
REFLECTION
· Has the organisation restructured recently? If yes, why? If no, why not? What have been the consequences?
· Would most complex, large organisations have several functional grouping approaches? Does this matter?
Yes, they have several functional grouping approaches and it does matter to such structure and strategy being involved in the company.
Topic: Environment
Observations – What happens in the organisation?
General Environment
Key Features: Executive and supervisory board, key players, customers
Task (specific) Environment
Key Features: Employee/staff centered
Organisation domain
Key Features: CEO functional decisions, corporate responsibility in such goals and principles
Environmental uncertainty framework (Duncan)
· Stable/certain
· Unstable/uncertain
· Simple
· Complex
Adidas golf company imposes stable/certain environment framework geared towards simple organization strategy, culture as well as enhancement of an ideal lifecycle
Responses to environmental uncertainty (Burns and Stalker)
· Mechanistic
· Organic
Adidas golf company responds to such organic but at the same time mechanistic in such environment uncertainty for example, in the company, there can be process applications that are good for natural environment which is organic in motion and such business operation inductions entails mechanistic drive
Responses to environmental uncertainty (Lawrence and Lorsch)
· Differentiation
· Integration
In the company, there is showing of integration in almost every detailed aspect of the business but also has the sense of differentiation such as when it comes to product types and varieties
REFLECTION
· How well matched is the organisation’s structure to the environment?
There is just enough matching of Adidas Golf Company in its structure to the environment as the management is aware and concern of such underlying issues from within such situation that may occur within the company’s active route of organization functions
· Does it need changing? (Why? Why not?) Yes, there can be the need to change because organization as business oriented is changing and that technology utilization is also changing so fast so whatsoever, the Adidas Golf Company must adopt to such change that might be positive for the organization and for the business as a whole.
Topic: Organisational Strategies
Observations – What happens in the organisation?
Porters competitive strategies
· Cost leadership
· Differentiation
· Focused cost leadership
· Focused differentiation
Competition is tough but is steady and manageable, the handling of cost leadership is reasonable and such differentiation follows an organized pattern in such focused activities and events of the company
Miles & Snow strategy typology
· Prospector
· Defender
· Analyser
· Reactor
Adidas Golf Company implies the four typology strategy as they are prospector for possible product development in such standards and quality, defender when it comes to such problems and issues within the business and protect such laws deemed important for its governance. Thus, analyser to such business decisions mostly, when it comes to strategic performance and analysis of crucial points and a reactor to business opportunities found that can bring success to the business
Organisation Life Cycle stage
· Entrepreneurial stage
· Collectivity stage
· Formalisation stage
· Elaboration stage
Adidas Golf Company in its organization lifecycle, the company is within the entrepreneurial stage as they focus mainly on products and services production that they can sell to customers and also there astounds to elaboration stage as the company is open to give sponsorships to certain popular events in sports such as those of Beijing Olympics
REFLECTION
· Is the organisation’s structure appropriate for the strategy it is pursuing?
Yes, the organization structure is duly appropriate for the strategy they are pursuing as it can possibly boosts market stability in terms of business performance and such growth in sales and profits
· Are the Miles and Snow and Porter classifications different ways of explaining the same strategic approaches?
Yes, the classifications of the proponents mentioned may have different ways of explaining the same strategic approaches as they posit quite unfamiliar category of each classification involved
· Can different parts / functions / locations of the organisation be in different life cycle stages?
Possible, that such different parts, functions and locations of the organization be in different life cycle stages if, such organization process or situation is not parallel to the other as it may depend on certain variations within the business area as well as in such paradigm, there can be presence of such risks
Topic: Technology & Control in Organisations
Observations – What happens in the organisation?
Service technology or Manufacturing technology?
Adidas golf company utilizes manufacturing technology
Woodward classifications
· Group 1
· Group 2
· Group 3
Adidas Golf Company adheres to Group 1, Group 2, Group 3 classifications respectively
Computer integrated Technology – Flexible Manufacturing Systems
Adidas golf company uses computer integrated Technology
Perrow’s technology
· Craft
· Routine
· Nonroutine
· Engineering
Adidas golf company applies engineering type of technology at the same time craft technology but not in all of its business side
Thompson and Workflow Interdependence:
· Pooled
· Sequential
· Reciprocal
Speaking of interdependence, the company can be pooled, sequential at the same time reciprocal as the environment they adopt involves a lot of integration from one point to the other
REFLECTION
· Are Perrow, Woodward and Thompson all saying the same thing in different ways or do they address different issues?
Quite the same, but not in every detail of the issues they are trying to persuade or convince
· Can you think of examples of non-manufacturing industries that could benefit from using computer-integrated-manufacturing concepts/systems?
Yes, probably, several successful SMEs that are involved in their own area of business industry such as those involved only in retail and distribution markets
Topic: Power & Control
Observations – What happens in the organisation?
French & Raven power types
· Reward
· Coercive
· Legitimate
· Referent
· Expert
In lieu to French and Raven power types, Adidas Golf Company indicates reward, legitimate as well as coercive in handling power and at times referent and expert
Ouchi’s Types of control
· Bureaucratic
· Market
· Clan
· Technology
The company’s type of control is market centered and also deemed towards technology centered
Positive & negative impacts of control
Positive – strong culture and innovative leadership
Negative – organization risks and hazards
REFLECTION
· Who makes the decisions in the organisation?
The Executive Board that may compose of the CEO-Chairman, President, V-President and other members of the Board
· What criteria are used in decision-making?
Top level of decision making criteria is being applied
· Are the organisational controls appropriate for today?
Organization controls are appropriate for today provided that, they have the ideal management and business structure in focus along with right attitude and behaviour to make good and useful decisions at present benefiting the future stance of the company
Topic: Culture
Observations – What happens in the organisation?
Culture definition
Critical functions of culture
· Internal adaptation
· External adaptation
In terms of culture, Adidas golf company has ample organization culture from such internal adaptation of business in such corporate culture function areas and external adaptation in such business situation and environment that can be reflected in such operations and people management
Levels of culture
· Dominant
· Core values
· Subcultures
There are core values being shown by the company more on that with justifiable dominance over subcultures
Characteristics of culture
Environment, strategy & culture types
· Adaptability culture
· Mission culture
· Clan culture
· Bureaucratic culture
Adidas golf company emphasizes two visible culture characteristics the adaptability culture and mission culture
REFLECTION
· How are staffs expected to behave towards each other?
The staff are expected to behave in a professional way yet normal and empathetic yet due respect to each other’s personality and level of professionalism
· Are creativity and individual initiative encouraged?
Yes, there is encouragement
· What are the organisational consequences of your answers to the first two questions?
The organizational consequence can be that, there will be growth of such better ideas that the Adidas golf company can apply in boosting and recognizing more on their business performance that leads to a better brand value.
Topic: Effectiveness
Observations – What happens in the organisation?
Definition of effectiveness?
Effectiveness is a way to innovate well such as focused in product innovation leadership to sustain Group success. Developing technological innovations and contemporizing design philosophy, to best unite brand values with the unique needs of consumers.
Measures of effectiveness
Contingency approaches
· System resource approach
· Internal process approach
· Goal approach
There utilizes system resource approach
Strategic constituencies
Key players, shareholders and stakeholders of the business
Integrated effectiveness model
Group Effectiveness Model
As called on to help the business group become more effective and the need for group effectiveness that identify the criteria of Adidas golf company effectiveness within factors that contribute to success and such culture values from within to ensure an effective Adidas group. The model helps the company identify when groups are having issues and identify the causes that generate the issues and assess where to intervene to address the issues and or problems within the organization.
Effectiveness values
· Human relations model
· Open systems model
· Internal process model
· Rational goal model
Human relations model and open systems model
Balanced scorecard (Kaplan & Norton)
· Financial
· Customers
· Learning & growth
· Internal business
Internal business
Financial
Customers
Learning and growth
REFLECTION
· What does the organisation measure?
The Adidas golf organization measures on its business performance as well as effectiveness for such product and brand integration resulting into group success
· What should it measure?
Adidas Golf Company should measure certain risk factors possibly pointing to such HR balanced scorecard
· What if the measures give inconsistent or conflicting signals?
If the measures do give inconsistent or conflicting signals, there can be alternative options that the company can follow and there can be such testing of reliability and validity with enough evaluation and can acquire a more generalized organizational analysis and evaluation
BUSM3191 Organisational Theory – Team Project
Individual Organisation Analysis
Organisation Profile
Student name
Joey Chan
Primary business or activity of chosen organisation
Taylor Made Adidas Golf is one of the largest golf club manufacturers in the world
Focus on Premium Golf Equipment and Balls
Size
Large
Corporate mission and strategy
The mission is to have leading performance golf brands in the world
The Adidas Group strives to be global leader in the sporting goods industry with sports brands built on a passion for sports and a sporting lifestyle.
Consumer focused that improves the quality, look, feel and image of products and organizational structures to match and exceed consumer expectations and to provide them with the highest value.
Innovation and design leaders seeking to help athletes of all skill levels achieve peak performance with every product in the market.
Global organization which is socially and environmentally responsible, creative and financially rewarding for employees and shareholders.
Committed by means of strengthening brands and products to improve competitive position.
Dedicated in delivering outstanding financial results.
Structure
One of key strengths of group structure lies in the diversity and breadth provided by such portfolio of brands. The brands share common commitment to performance, technological innovation and design and to offering customized products and distribution. The brand has distinct identity, which is clearly focused to meet the needs of specific segment within the sporting goods market, differentiation is crucial and helps maximize impact with consumers
Technology
Adidas products offer technological innovation and cuttingedge designs to athletes of all skill levels who aspire to achieve peak performance. There is technology to drive growth of customized products
Culture/Power
The presence of highly qualified multi-cultural workforce and one of the strength is cultural diversity of workforce to sustain competitive advantage, to foster motivation and to ensure organizational success and stability. The workforce comprises men and women of various nationalities, cultures, religions and races, who encompass range of experience, skills and mentalities.
Life Cycle Stage
Entrepreneurial and Elaboration Stage
The company is committed to the principles of good corporate governance and continually strive to strengthen and sustain the trust that investors, business partners, employees and the public have placed in them.
Evaluation and Organisation Effectiveness
Effectiveness in product innovation leadership in such technological innovations and contemporizing design philosophy, to unite rand values with the needs of consumers. There is industry leading Research and Development at TaylorMade-adidas Golf as experts believe that success in the golf market is primarily determined by the ability to constantly introduce and commercialize innovative performance technologies and products.
Sources/References
Annual Report 2006 – www.netfed-reports.de/adg2006/
www.tmag.com
www.adidasgolf.com
________________
References:
Adidas group – Annual Report 2006
http://www.netfed-reports.de/adg2006/index.php?option=com_content&task=view&id=43&Itemid=41
Websites:
http://www.tmag.com
http://www.adidasgolf.com
Credit:ivythesis.typepad.com
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