ceofocus(doc15)-經(jīng)營管理-展示頁
2024-08-28 15:54本頁面
【正文】 ing a demanding market means to the pany. Key Change Issues ? The anization is fortable with change, but there is a fair amount to resistance to change, and from previous experience we have been much better at finishing change rather then starting one. ? Organizational design should be nimble, responsive and embracing change. ? Performance management processes should encourage adaptability and flexibility. Global Opportunities ? Currently the anization has no vision or strategic plan for business outside of the United States. ? Organizational petencies and design should not only take notice of the international market but should place a greater level of focus on it. Met Technologies Organization Design 3 Executive Interview Synopsis: Detailed Design Phase During the detailed design phase of the project, Jim Dempster and Teri Hill again interviewed each of the Group Managers. During these interviews the group managers had the opportunity to discuss in detail their thoughts and ideas of the current anizational design alternatives. As a result of these interviews, the overriding themes, key messages and actions steps have been outlined below. Overriding Themes Key Message Action Step ? ? Met Technologies Organization Design 4 Assessment of Leadership: Group Manager Feedback Process Outline a proposed process for CEO to obtain feedback from each of the Group Managers on how they would like to contribute to Met Technologies as the corporation continues into the future. The purpose of this process will be for CEO to get creative ideas and buyin from his direct reports on how they want to contribute to Met Technologies. This will also allow for CEO to place people in the appropriate position for each individual and for the corporation. Met Technologies Organization Design 5 Teaming and Rules of Engagement Outline best practice teaming skills and processes for highperformance teams especially in anizations going through significant change. Met Technologies Organization Design 6 PART II Span of Control At every level we need to decide the span of control and direct reporting relationships. Ma r k e t Fac i ngSol ut i onOw ner sMa r k e t Fac i ngSol ut i onOw nerOp t io n 1 Op t io n 2C EO C EOMa r k e t Fac i ngGrou p Ow nerMet Technologies Organization Design 7 Hierarchy Design Alternatives Determining which level of stakeholders the CEO needs to focus attention on aids in determining the appropriate anizational structure S h a r e h o ld e r sBo a r dClie n t sOp e r a t io n sC EOPr e s id e nt / C OOC FOAlt e r n a t iv e 1C EOSa le sOp e r a tio nsC FOAlt e r n a t iv e 2C E O amp。 Business Vision ? Strategy must allow focus on。 structure and should build a business that will grow at a higher rate. ? The design of the Organization should be intuitive and responsive to strategic objective Business Model ? Model should support steady and improved growth, serve multiple clearly defined markets and foster creation of new products as well as identify products that are past their
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