Matokeo ya Utafutaji

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The Micro-Electronic Products Division of SMA has financial and organizational problems. Conflict and lack of coordination exist between functional groups. Employees do not have a sense of direction and morale is low. The cause of these problems is found in a change in business environment followed ... More

Focuses on the recommendations and implementation strategy suggested by the organizational development group for the division's problems. A rewritten version of an earlier case.... More

Supplements the (B) case. A rewritten version of an earlier supplement.... More

The Micro-Electronic Products Division of SMA has financial and organizational problems. Conflict and lack of coordination exist between functional groups. Employees do not have a sense of direction and morale is low. The cause of these problems is found in a change in business environment followed ... More

Focuses on the recommendations and implementation strategy suggested by the organizational development group for the division's problems. A rewritten version of an earlier case.... More

Supplements the (B) case. A rewritten version of an earlier supplement.... More

In 2005, Ganesh Natarajan, CEO of Zensar, a Pune, India-based software company, and his senior management team are considering consolidating staff and resources at the firms. Natarajan proposes an additional, possible controversial business unit to the proposed new structure. The additional unit wou... More

After Proposing a fourth business unit to help grow the market for zensar's innovative technology, to be led by Dilip Ittyera, CEO Natarajan adopted a new organizational structure focused on industry verticals.... More

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In 2005, Ganesh Natarajan, CEO of Zensar, a Pune, India-based software company, and his senior management team are considering consolidating staff and resources at the firms. Natarajan proposes an additional, possible controversial business unit to the proposed new structure. The additional unit wou... More

After Proposing a fourth business unit to help grow the market for zensar's innovative technology, to be led by Dilip Ittyera, CEO Natarajan adopted a new organizational structure focused on industry verticals.... More

This case discusses the issue of leading change at the business banking division of Nedbank, a prominent South African bank, between 2005 and 2009. (This timeframe, beginning just 11 years after Apartheid's end, covers Ingrid Johnson's leadership of this division during a period of significant chang... More

Describes the issues surrounding the funding of a centralized research service that supports two related divisions. The company has a very decentralized and financially driven culture, and the centralized service is used unequally, setting up a conflict. A rewritten version of an earlier case.... More

Supplements the (A) case. A rewritten version of an earlier supplement.... More

This chapter addresses the central challenge of managing for both short-term advantages and long-term strategic renewal, and suggests that developing this ability depends on a deep understanding of the dynamics of innovation and organizational change.... More

While less successful firms react to environmental jolts, the more successful ones proactively initiate innovations that reshape their market. This chapter discusses the importance of managing an organization that can succeed at both incremental and radical innovation.... More

This chapter introduces the fundamental building blocks of winning through innovation--setting a unit's strategy, objectives, and vision and clarifying crucial performance and opportunity gaps.... More

Unless managers and their teams clearly understand the roots of today's barriers to achieving strategic opportunities, their attempts to solve these problems are likely to be ineffective. In this chapter, the authors introduce a congruence-based approach to problem solving that will drive today's su... More

To manage organizational culture effectively, managers need to be clear about the type of culture and the specific norms and values that will help the organization reach its strategic goals. This chapter guides managers through the process of diagnosing organizational culture and learning how to use... More

After diagnosing organizational culture, managers must then decide how to promote the cultural norms and values that will lead to success and reduce those that get in the way. This chapter discusses three important levers managers can use to influence the social control system of their units.... More

This chapter looks at how firms that actively manage streams of innovation can take advantage of fundamentally new markets for existing technology while also creating new markets and competitive rules.... More

Winning through innovation involves leading change. This chapter focuses on the role of managers and their teams in implementing organizational change associated with innovation streams.... More

The ability to manage simultaneously for today and tomorrow, with contrasting alignments of people, structure, culture, and process, is the key to long-term success. This chapter pulls together a number of core themes on winning through innovation.... More