Strategic Management
4th Edition
ISBN: 9781259927621
Author: Frank T. Rothaermel The Nancy and Russell McDonough Chair; Professor of Strategy and Sloan Industry Studies Fellow
Publisher: McGraw-Hill Education
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Chapter 11, Problem 3MS
Summary Introduction
Case summary:
The case addresses the major issue faced by most of the employees after their time of employment which is the best fit for the organization. Many of the workers find it difficult to select a company which suits them best.
Company Z allows their employees to quit their job along with their salary after one month from their time of employment if they find the organization does not suit them. It allows them to make their employment decision and also employees comfortable with the organization stays in the company. There are many personality tests such as MB or TBF test to judge the compatibility of career and personality types.
To determine: A control and reward system which would be motivating for a job after your graduation and is this different from the one which you worked in the past and how do you perform in holacracy like company Z.
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Select TWO different organizations of your own choice (MUST be a Reputable, Renowned, & Legitimate Organizations). While considering the five basic parts of an organization (Strategic Apex, Techno Structure, Support Staff, Middle Management, & Operating Core) being discussed during lectures, describe the five basic parts of BOTH the organizations. Also, COMPARE and CONTRAST the two organizations in context of the five parts you described and discussed.
Try to select the organizations in a same industry so that you can effectively compare the two organizations. To answer effectively, collect concrete information about the organizations and their parts.
Story:
Larry wanted Michael to take over the firm so that Larry could focus on his favorite part of the business, which was redesigning the car and inventing new products. Michael agreed to help his father, and had visions of making the company a self-managed organization where workers had as much control as possible.
Michael knew that he and his father had different visions for how Westward should be managed. Larry was an entrepreneur who liked to invent things, but he did not like paperwork. He was always tinkering with the car, improving it because he enjoyed responding to customer feedback. For him, the best way to grow Westward was by improving the design of its product. It was his company, his car, and he called the shots. There were few written policies, and a very limited paper trail. Inventory and parts were especially problematic, and often the assembly line had to wait for a rush-order of missing parts.
Westward’s employees were happy that the firm was going to be managed…
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