【正文】 locations all the way from the Middle East to the Asia pacific. Our Stakeholders: As a result, we will create extraordinary value for our stakeholders J. Singh XLRI 187。Profits are appropriated by the legal ownersshareholders as their reward for risktaking. 187。 Leads to goalbased appraisals J. Singh XLRI 187。 Targets must be set jointly 187。 What is teambuilding? ? Any planned event designed to improve the way a group of people work together. J. Singh XLRI 187。 make a fresh start keeping ground reality in mind J. Singh XLRI 6. Personality conflicts + Symptoms: Members do not get along + Solution: Learn about each team member。 You’ve got to invest time and effort in building a team—and keeping it together. 187。 However, there are some ‘generalizable principles’ of design. 187。 How much centralization? For centralization For decentralization 1. Brilliant, energetic , knowledgeable people are rare. Centralize authority in the hands of the few that are there. 2. Small or large anizations require coordination. This is best acplished by a centralized authority. 3. In large, diversified s managers focus on their own units. Only a centralized authority can have a total wide perspective. 4. Confidentiality of strategy, plans and decisions better maintained in a centralized system. 1. As bees larger more plex, top management deludes itself if it thinks it can maintain central control. It must decentralize. 2. Decentralization lodges authority in managers who are knowledgeable about their work (products, customers, etc.) 3. Decentralization allows people to identify with their units. 4. Decentralization permits more people to participate? motivation and satisfaction increases. J. Singh XLRI J. Singh XLRI 187。 Interfunctional teams are the basic building blocks of Matrix structures 187。 How to measure size?: ? Assets ? Sales Turnover ? Employees ? Market share ? Market capitalization ? Profits J. Singh XLRI 187。 Staffing changes 187。 Distracted management 187。 It is easy to change the superficial structure and feel a false sense of acplishment. J. Singh XLRI 187。 Disruption 187。 Strategic shifts due to changes in market or petitive forces, and business environment 187。 Mechanistic decentralized decentralized。 Hybrid: Functional + Product 187。 How much hierarchy? ? Depends on number / type of employees ? In general, as of people increases, levels in the hierarchy increases. 187。 WorkOrganization 187。 Responsibility ? Doing one’s best in one’s own and pany’s interest ? Expression of one’s mitment to pany’s success ? Responsibility for selfdevelopment—and pany’s development ? Management must give responsibility—and people must be willing to take responsibility ? How much do you give and take responsibility? J. Singh XLRI 187。 Divide the total by 10 to get an average “team index” 187。 Duties constrain managers。 Confusion about responsibility assignment 187。 Responsibilities are clearly defined 187。 Vision: Most admired by our customers, employees, business partners and shareholders for the experience and value they enjoy from being with us. J. Singh XLRI 187。Possibility of conflict between goals J. Singh XLRI 187。 Encourage you to introspect and develop insights into your personality. 187。Yes, anizations are purposeful, goaloriented entities. They must have goals. 187。 Our vision is to be the global steel industry benchmark for value creation and corporate citizenship. We will achieve our vision through: 187。 Setting goals is a powerful motivating force 187。 Identification of KRAs 187。 Review targets if situations warrants 187。 2 = Seldom 187。 team members are groping in the dark + Solution: Encourage free flow of relevant information 11. Poor reward systems + Symptoms: People are being rewarded for the wrong things + Solution: Reward individual as well as team behavior。 Strategy / Work Performance ? Design supports strategy implementation ? Design facilitates work flow ? Design permits effective managerial control ? Design creates ‘doable’, measurable jobs 187。 Differentiation: Dividing work into smaller tasks and distributing them among employees: ? Horizontal (occupational specialization) ? Vertical (scalar processby authority) ? Spatial (geographical) 187。 Suited for multiproduct and multilocation panies. 187。 A cluster of different anizations whose actions are coordinated by contracts and agreements rather than through a hierarchy. 187。 Big panySmall pany hybrid: ? Autonomous operating groups ? SBUs / Profit center ? Network of subsidiary panies J. Singh XLRI 187。 Misused resources 187。 Does the design protect units that need distinct cultures? 187。 Does the design have too many parent levels / units (or staff roles)? J. Singh XLRI 187。 Reduced responsiveness 187。 Example: Apple Computer (G. R. Jones: p. 342) J. Singh XLRI 187。 Advantages: Cost flexibility 187。 ? Separate, selfcontained divisions with heir own support functions (. profit centers) 187。 Integration: Process of coordinating various tasks, functions, divisions so that they work togethernot at crosspurposes. 187。 Four key ponents: ? The Work ? The People ? Formal anization (structure, processes, systems, etc) ? Informal anization (or culture) 187。 lack of coordination + Solution: Earn trust by being trustworthy。 4 = Usually 187。 We perform many roles in our personal lives 187。 Jo