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Agility
Chapter Nine
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Learning Objectives
LO 1 Discuss why it is critical for organizations to be
responsive.
LO 2 Describe the qualities of an organic organization
structure
LO 3 Identify strategies and dynamic organizational
concepts that can improve and organization’s
responsiveness
LO 4 Explain how a firm can be both big and small
LO 5 Summarize how firms organize to meet customer
requirements
LO 6 Identify ways that firms organize around different
types of technology
9-2
The Responsive Organization
Mechanistic
organization
A form of
organization that
seeks to maximize
internal efficiency.
Organic structure
An organizational
form that
emphasizes flexibility
9-3
Organic Structure
1. Jobholders have broader responsibilities that
change as the need arises.
2. Communication occurs through advice and
information rather than through orders and
instructions.
3. Decision making and influence are more
decentralized and informal.
4. Expertise is highly valued.
9-4
Organic Structure (cont.)
5. Jobholders rely more heavily on judgment than on
rules.
6. Obedience to authority is less important than
commitment to the organization’s goals.
7. Employees depend more on one another and relate
more informally and personally.
9-5
Two Ways to Describe
an Organization
Figure 9.1(a)
9-6
Two Ways to Describe
an Organization
Figure 9.1(b)
9-7
Organizing around
Core Competencies
Identify existing core competencies.
Acquire or build core competencies that will be
important for the future.
Keep investing in competencies so that the firm
remains world class and better than competitors.
Extend competencies to find new applications and
opportunities for the markets of tomorrow
Question: What do you think is the core
competency of Apple?
9-8
Question
What is a formal relationship created among
independent organizations with the purpose of
joint pursuit of mutual goals?
A. Knowledge organization
B. Learning organization
C. Strategic alliance
D. Wholly-owned subsidiary
9-9
Strategic Alliances
Strategic alliance
A formal
relationship created
among independent
organizations with
the purpose of joint
pursuit of mutual
goals.
Example?
9-10
How I’s Can Become We’s
Table 9.1
9-11
The Learning Organization
Learning organization
An organization skilled at creating, acquiring, and
transferring knowledge, and at modifying its
behavior to reflect new knowledge and insights.
9-12
How do Firms Become
Learning Organizations?
Engage in disciplined thinking and attention to
details, making decisions based on data and
evidence rather than guesswork and assumptions
Search for new knowledge and ways to apply it
Review successes and failures looking for lessons
and deeper understanding
Benchmark - identify and implement best practices
Share ideas throughout the organization
9-13
The High-Involvement Organization
High-involvement organization
A type of organization in which top management
ensures that there is consensus about the
direction in which the business is heading
9-14
Organizational Size and Agility
9-15
The Case for Big
Downsizing Rightsizing
The planned A successful effort
elimination of to achieve an
positions or jobs appropriate size at
which the company
performs most
effectively
9-18
Downsizing
Survivor’s
syndrome
Loss of productivity
and morale in
employees who
remain after a
downsizing.
9-19
Customers and the
Responsive Organization
The point of Managers must stay
structuring a focused in three key
responsive, agile ingredients
organization lies in The company itself
enabling it to meet Competition
and exceed the The customer
expectations of its
customers
9-20
The Strategy Triangle – Dr. Kenichi
Figure 9.2
9-21
Customer Relationship Management
9-22
CRM Example
9-23
© 2014 by McGraw-Hill Education. 7-23
Class Activity 1
9-24
© 2014 by McGraw-Hill Education. 7-24
Customer Relationship Management
Value chain
The sequence of activities that flow from raw
materials to the delivery of a good or service,
with additional value created at each step.
9-25
Generic Value Chain
Figure 9.3
9-26
Total Quality Management
9-27
ISO 9001
ISO 9001
A series of quality standards developed by a
committee working under the International
Organization for Standardization to improve total
quality in all businesses for the benefit of
producers and consumers.
9-28
Reengineering
Reengineering
Revolutionizing key organizational systems and
processes to answer the question: “If you were
the customer, how would you like us to
operate?”
Processes are redesigned from scratch as if the
organization was just starting out
Reengineering examples – change the phone
booking to online booking, simplify the steps in
payment in government hospitals
9-29
Types of Technology Configurations
Small batch
Technologies that produce goods and services in
low volume. i.e. “Job Shop” – Car repair centre
Large batch
Technologies that produce goods and services in
high volume. e.g. Factory – canned foods
Continuous process
A process that is highly automated and has a
continuous production flow. e.g. Refinery –
water, petroleum; Nuclear power
9-30
Organizing for Flexible Manufacturing
Mass customization
The production of
varied, individually
customized products
at the low cost of
standardized, mass-
produced products.
E.g. Dell – standard
laptops but can slightly
customized by adding
certain components
such as webcam for
additional cost
9-31
Key Features in
Mass Customization
Table 9.2
9-32
Computer-Integrated Manufacturing
9-33
Flexible Factories
Flexible factories
Manufacturing plants that have short production
runs, are organized around products, and use
decentralized scheduling.
9-34
Lean Manufacturing
Lean manufacturing
An operation that strives to achieve the highest
possible productivity and total quality, cost
effectively, by eliminating unnecessary steps in
the production process and continually striving
for improvement.
9-35
Organizing for Speed: Time-Based
Competition
Time-based
competition (TBC)
Strategies aimed at
reducing the total
time needed to
deliver a good or
service.
9-36
Question
9-37
Time-Based Competition
Logistics
The movement of
the right goods in
the right amount to
the right place at
the right time
9-38
Time-Based Competition
Just-in-time (JIT)
A system that calls for subassemblies and
components to be manufactured in very small
lots and delivered to the next stage of the
production process just as they are needed.
Components/products are ordered whenever
they are needed to reduce storage cost
9-39
Just-in-time (JIT)
Elimination of waste
Perfect quality.
Reduced cycle times.
Employee involvement
Value-added manufacturing
Discovery of problems and prevention of
recurrence
9-40
Time-Based Competition
Concurrent engineering
A design approach in which all relevant functions
(i.e. from R&D, production to delivery) cooperate
jointly and continually in a maximum effort
aimed at producing high-quality products that
meet customers’ needs.
9-41