Presentation on

Organizational Strategy, Structure and Process - Raymond E.Miles

- Charles C.Snow - Alan D. Meyer - Henry J.Coleman,Jr

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What is strategy..??

M.Porter and C.K. Prahlad

Differentiation Core competency

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Theory of business

Assumptions: Environment Vision, mission Core Competency

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Adaptive Cycle

3 Broad areas Entrepreneurial problem Engineering Problem Administrative Problem

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Strategic Typology

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DEFENDERS
Entrepreneurial problem how to seal off a portion of the total market to create a stable set of products and customers.
Engineering problem how to produce and distribute goods or services as efficiently as possible. Administrative problem how to maintain strict control of the organization in order to ensure efficiency.

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PROSPECTORS
Entrepreneurial problem how to locate and exploit new product and market opportunities.
Engineering problem how to avoid long term commitments to a single technological process. Administrative problem how to facilitate and coordinate numerous and diverse operations.

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ANALYZER
Entrepreneurial problem How to locate and exploit new product and market opportunities while simultaneously maintaining a firm base of traditional products and customers. Engineering problem how to be efficient in stable portions of the domain and flexible in changing portions.
Administrative problem - How to differentiate the organization's structure and processes to accommodate both stable and dynamic areas of operation

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REACTORS
Inconsistent and unstable
Happens when the response to environmental change and uncertainty is inappropriate Residual strategy when one of the other three strategies are improperly pursued

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Three reasons
The organization may not have clearly articulated the organizations strategy.
The organization does not fully shape the organizations structure and processes to fit a chosen strategy. The tendency for the management to maintain the organizations current strategy structure relationship despite overwhelming changes in the environment.

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Linkages

Management Theory & Organizational Strategy & Structure

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Traditional Model

F. W. Taylor - Assumptions - Policies - Expectations

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Human Relation Model

Elton Mayo - Assumptions - Policies - Expectations

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Human Resource Model

Peter Drucker - Assumptions - Policies - Expectation

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Linking

Strategic Typology to Management Theory

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Patterns

Traditional & Human Relation- Defenders, Reactors

Human Resource Analyzer & Prospector

A Match should be there between an organizations

Management Theory & The strategy, structure, and process..

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Conclusion
Portrayed major elements of Org. Adaption
Patterns of behavior of Org. in adjusting to environment Provides a language for discussing OB at total system level.

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Thank you..

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