Organizational Structure and Strategic Design Lens Essay

The current strategic design of Dynacorp is the Functional Grouping structure with three major divisions such as engineering, manufacturing and marketing. My chosen design is front/back structure, and it addresses the problems faced by Dynacorp

Problems inside Dynacorp: When Dynacorp has changed its structure, there are problems of linkage and alignment in the light of Strategic Design Lens. According to the new structure, Research and Advanced Development Group and Business Units (BUs) are

Five Forces to examine the attractiveness of the industry structure we will first look at

One key responsibility of working as a manager is to recognize the best way to organize and run an organization. A manager who can work with and put into motion the structure and plans of a company is very important to the life of the organization. Chief Executive Officer of Chick-fil-A Dan T. Cathy is an example of such a manager and business owner. Chick-fil-A began its journey in 1960 in Hapeville, Ga. Since then the second

Lastly, the matrix structure is a combination of the functional and multidivisional structures (Rothaermel, 2013). It is most appropriate when an organization needs a structure which allows for both centralized and decentralized decision-making, and can be organized by geographic areas and product divisions (Rothaermel, 2013). While a global strategy does not automatically lend to a matrix structure, a transnational strategy which has the requirements above is better served through a matrix structure (Rothaermel, 2013).

Organizational structures have changed greatly in the last fifty years. Whereas most organizations were once rigid and centralized, most organizations are now taking advantage of flexible and decentralized structures. These new structures have affected the standard relationships between employees and managers. Additional layers of management have been created which blur the lines between the functions of managers and the functions of employees. Employees have become decision makers, and some managers barely have any authoritative power. Subsequently, these changes to organizational structures have impacted organizational strategies. This too, expounds upon the increased power of the employee and the reduced authority of the manager. The changes in organizational strategies make use of the dispersion of power in order to reduce costs and enable additional safeguards within these organizations.

The structure and design of organizations have drastically changed over the last twenty-five years. Organizations develop new goals at the beginning of the year or after the completion of previous goals, and heavily depend on planning to help achieve these goals. Planning is an integral part of organizational success, as upper management receives substantial information on various needs such as risk uncertainty, available resources, employee development, and unforeseen changes in technology (Daft, 2013). Most importantly, successful planning allows management to make effective decisions when unforeseen events arise within the organization. Not participating in planning is equivalent to taking a road trip across the country without a

Industries will look different with all of these forces. The strategy will change based on how these forces look for the organization and industry. These concepts can be applied across the board, and they help organizations from getting trapped into the latest trends and technology out there selling solutions. This matrix really helps to

Strategic linking at Dynacorp was to be accomplished, in the first instance, by linking development, manufacturing, and marketing within each Business Unit through a change in the formal reporting structure. Carl Greystone expressed his conviction that a “tremendous amount of progress” has been made since these changes were instituted and that his personnel are “thinking about the business in new terms…” Even Greystone, however, was forced to admit that his group had been “consistently behind plan in both revenue and profit” for the past year and a half and that the “Business Unit presidents have expressed some frustration with the performance of his group.” Martha Pauley, a Branch Manager in Greystone’s division who supervised six teams that “handle

The political lens sees an organization as “an arena for competition and conflict among individuals, groups, and other organizations whose interest and goals differ and even clash dramatically” (Ancona, Kochan, Scully, Van Maanen, & Westney, 2005: M-2, 33). It assumes that “In the political perspective, the roots of conflict lie in different and competing interests, and disagreements require political action, including negotiation, coalition building, and the exercise of power and influence, all of which recognize that rationality is local” (Ancona et al., 2005: M2, 33). I will analyze and explain the concepts within the political landscape to explain the new front end / back end structure at Dyna Corporation,

Dynacorp adapted functional structure since it was established. The company has three divisions which are engineering, manufacturing and marketing. The precondition of the company’s development is that each division work closely with one another. Whereas one of serious problems is sharing common goals. Manufacturing was complained to be the cause of high costs and delays. They would request for iterations on designs, which holds back engineering to repeat the work that they have done while they have already

Strategic Planning is one of the most fundamental factors in the success of an organization. This research project will discuss the importance of strategic planning as well as the different components of strategic planning. Many organizations fail to accomplish their goals and tasks due to the lacking of strategic planning. In order for their businesses to be successful, organizations need to be well informed about how the strategic planning process works.

of the surrounding communities and assisting the people in those areas in living healthier and

Shift of US organizational structure from product grouping in the 1950s to a matrix in the 1980s

He will need to communicate to them all as to how the restructuring will be done so that they all understand. They will need to know how this will affect the jobs they are doing.