This of course has its roots in marketing wanting to preserve its own turf and to highlight its own importance as a key function within Dynacorp, in possible competition with the two other key functional groups for relevance in the face of possible changes in organization design Ancona, et al.
In fact, in Dynacorp, there existed both individual interests and collective interests so as to make the organization to conceal some systemic issue. The front end faces the customers and is organized by market. The power is also sourced from the culture within the company that has relied on vertically-integrated product development from engineering to manufacturing to sales and marketing all within the company, and done along functional lines.
One type of power draws from the large installed capacity and manufacturing capabilities of Dynacorp, in key regions across the United States, that need to be utilized. The core concepts of the political lens are power and interests. The CEO has his interests in making Dynacorp more competitive and profitable, as reflected in his listed challenges: These are all reflective of the kind of organizational structure and the kind of power relations that the functional organization design has wrought through the years at Dynacorp [ Ancona, et al.
This is not to say that all is conflict among divisions.
In the company started to have fewer earnings than in the past, so the CEO tried to change the design of the company to run better. The powers of the function heads, on the other hand, are likewise immense, but are capped by the power of the CEO, and are limited directly to their own functional groups, even as they are able to influence company decisions and strategies as members of senior management.
The strong functional orientation of Dynacorp prevents such product management teams and cross-functional teams from ever getting the kind of power and influence necessary for them to be successful.
There are internal stakeholders within the organization and external stakeholders suppliers, customers, shareholders etc Strategic Grouping To implement its strategic purpose.
It includes the functions that directly relate with the customer: Therefore, we can say the interests of the senior managers, team members and middle managers are not compatible.
Organizational behavior and processes 3rd ed. Furthermore, power exists when interests appear. Product managers, as earlier discussed, point to line managers having more teeth in employee evaluation of their own staff in cross-functional projects and product-centered team undertakings.
But also through this change, the middle managers, especially branch managers and product managers in 'Business Units' have to face such the possibility of personal loss under new reward system. This power is very large [ Ancona, et al.
He develops into a stronger, honest man with a genuine empathetic heart, all of which are intrapersonal attributes necessary for effective funeral service professionals. It is part of the firm DNA [ Ancona, et al.
Analysis of the Dynacorp Case The political lens looks at an organization from the perspective of "how power and influence are distributed and wielded, how multiple stakeholders express their different preferences and get involved in or excluded from decisions, and how conflicts can be resolved" (Ancona, Kochan, Scully, Van Maanen and Westney M).
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. 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.
Analysis of the Dynacorp Case through political lens Dynacorp is a worldwide information systems and communications business. In the company started to have fewer earnings than in the past, so the CEO tried to change the design of the company to run better.
Strategic linking at Dynacorp was to be accomplished, in the first instance, by linking development, manufacturing, and marketing within each Business Unit through. Looking through the political, cultural, and strategic design lens shows that Pepsi is ready for change, but not everyone has the necessary tools.
Like in the case of IBM and Dynacorp, willingness to change needs some guidance, but change cannot be forced on employees.Analysis of the dynacorp case through