Learning Lab Denmark Case Study Essay

3411 Words Jan 22nd, 2015 14 Pages
Executive Summary
The Shackleton’s Antarctic expedition, from 1914 to 1916, is a compelling story of leadership when disaster strikes again and again. In words of David Foster Wallace, Real leaders are people who help us overcome the limitations of our own individual laziness and selfishness and weakness and fear.
Q1;- Has designing and leadership at Learning Lab Denmark been effective so far? Why/Why not? What about Organizational Culture?

A1:- Organizational design is the pillar of any organization. It is the deliberate process of configuring structures, processes, reward systems, and people practices to create an effective organization capable of achieving the business strategy. It is ongoing process and simply a vehicle for
…show more content…
There was big ego issue between two departments. The CDs were doing their job in their own way.
Organizational Culture – Organizational culture is the basic pillar of any organization. It decides the way to achieve the goal along with growth and great satisfaction of each and every employee. The culture depends on the few key factors which have been described below:-
1. Team Orientation – Degree to which work is organized around teams rather than individuals
2. People Orientation – Degree to which management decisions take into account the effects on people in the organization
3. Attention to detail – Degree to which employees are expected to exhibit precision, analysis and attention to detail
4. Stability – Degree to which organizational decisions and actions emphasize maintaining the status.
5. Aggressiveness – Degree to which employees are aggressive and competitive rather than cooperative.
6. Innovation & Risk Taking – Degree to which employees are encouraged to be innovative and to take risks
7. Outcome Orientation – Degree to which manager’s focus on results or outcomes

Since in LLD, there was no any structured Organizational design so there was also lack of culture. There was no strategy according to which all consortia could perform. The consortia leader was not interested to follow the instruction of his senior management. The above described all factors are required to develop an organizational culture but in LLD, no any factors were
Open Document