Ospd Deepu

7/31/2019 Ospd Deepu

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Submitted by

Deepak Soni

Submitted to

Dr.Janaki Naik

By Marcia W blenko


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Consists of activities Task allocation

Coordination

Supervision

Towards achievement of goals & objectives


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MYTHS Organization structure is the key determinant

of financial performance.

Job of CEO is to put right person in right jobJob of army officer to put right troops in right

place.

Reorganization is important for cost cutting

and to achieve growth.


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Organizational structure is not the onlydeterminant of performance.

A change in structure to gather more creative inputmay end up with too many peoples involved and

thereby slowing the pace of decision making.

Similarly it happened with YAHOO.

In 2008 Bain & Company surveyed 760 companiesdecisions effectiveness

Decision quality

Speed

Yield

Effort


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Then scored with firms financial performance. companies who got 71/100 were found with

good decision execution throughout.

Found there were still scope of improvementfor companies who scored 30%.

Mainly it proved no relationship betweenstructure and performance can be

established.


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To stack up against the competition. when looking back on critical decisions we find we choose right

course of action

Q1) When looking back on critical decisions, we find that we choose

the right course of action ( Q SCORE ) 1 never

2 infrequently

3 some of the time

4 Most of the time

Q1) We make critical decisions ( S SCORE )

1 Much slower than competitors

2 Somewhat slower than competitors

3 Somewhat faster than competitors 4 Much faster than competitors


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we execute decisions as intended ( Y SCORE )

1 Never

2 Infrequently

3 Some of the time

4 Most of the time

Were off the charts

We put in somewhat too much/nowhere near

enough effort We put In somewhat too much/too little effort

We put imn exactly the right amount of effort


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1) 2) 3) 4)Strongly disagree Diagree more than agree Agree than disaagree Strongly agree

Our structure help rather hinders the decisions most critical to our success

Individuals understand their roles and accounatability in our most critical decisions

Our process are designed to produce effective,timely decisions and action

The people in critical decision roles have the information they need when and how theyneed

People understand their priorities clearly enough to be able to make & executedecisions they face

Our culture reinforces prompt, effective decisions and action throughout the org.

>35 great , 31-35= good but need improvement, 26-30=structure is barrier, 10-25=

major change is required.


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Identify your organizations key decision

Determine where in the organization thosedecisions should happen

Organize the macrostructure around sources of

value

Figure out what level of authority decision makersneed

Align other elements of the organizational system

such as incentives, information flow, process Help managers to formulate skills and behavior to

execute decisions.


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In 2006 division faced seriousperformance crisis.

Examined service, geographic, customersegment.

Discovered profitability and growth variedwith customer segment

1st segment used large amount ofgas/electricity with 2nd slight low and 3rd as

lowest and inconsistent. On the basis of this problem recognized

following decisions were proposed.


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Established three business Premier energy - Energy first -pay as you go

This structure directly affected customerssuch a service level, positioning, andproduct bundling

Reduced customer attrition from about 20%to less than 10%Reduce in bed debtGained business growth


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Adjusting to new structures that can be bothmacro or micro change.

New structure = New boundaries

That can make effective more difficult.

So they should be interconnected.


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Ospd Deepu

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