Strategic Management

Front 1

how does alfred chandler define organizational structure

Back 1

the formal and informal arrangements by which a firm:
1) divides its critical tasks 2) specifies how managers/employees make decisions and 3) establishes routines and information flows to support continuing operations

Front 2

an approriate organizational structure provides workers with...

Back 2

information, coordination, and incentives needed to implement strategy so as to create the most value

Front 3

to maximize profitability...

Back 3

a firm must achieve consistency between the various components of its architecture

Front 4

what are the 4 concepts of formal integrating systems

Back 4

Direct contact between subunit managers,
Liaison roles: ,Temporary or permanent teams from subunits to achieve coordination, Matrix structure:

Front 5

liaison roles

Back 5

an individual assigned responsibility to coordinate with another subunit on a regular basis

Front 6

matrix structure

Back 6

all roles viewed as integrating roles

Front 7

1.What impresses you about Norton Lilly International? What has accounted for Norton Lilly’s success over the past 150+ years? What aspects of Norton Lilly do you find unimpressive?

Back 7

the willingness to accept outside help from Jim Burton after being successful for so long and totally transform the organizational structure, culture, and operating practices to focus on execution and value added growth. Unimpressive is that many of the senior managers only knew one way to grow until Burton has come to slowly change that as well.

Front 8

2.What is your assessment of the internal leadership of Norton Lilly International? Does the company have the leadership in place to take the company to the next level of performance?

Back 8

Many of the internal leaders only knew of one way to grow, and that was fully ingrained. However, with the addition of Jim Burton, the company has a very knowledgable and experienced individual making important decisions and changes that have positively impacted the company and will allow it to grow in the near and long term future

Front 9

3.What is your assessment of Jim Burton’s turnaround initiative? Has he been successful in turning around the company? Are additional efforts or initiatives needed? Why or why not?

Back 9

I think Burton has the company going in the right direction. It all started with establishing the foundation. The company is focused on an incremental strategy that relies on proficient execution and value added growth. Since 2007, many positive improvements have been made, but there is always room for growth and ways to execute the strategy more efficiently

Front 10

4.What issues do Burton and the management team need to address

Back 10

Jim burton has a concern that the company is not executing its strategy with its highest level of proficiency and one with how far along the managers are in the culture change. There is always the issue that a company can improve growth while maintaining good bottom line results

Front 11

what are the thoughts of daniel pink

Back 11

his ideas work for complex jobs, workers have or experience a sense of equity in the workplace, and paid adequately; Autonomy Mastery Purpose motivates people

Front 12

what does abraham zaleznik differentiate between

Back 12

leaders and managers on a case by case assessment

Front 13

what are the 5 aspects of leaders according to zaleznik

Back 13

painful conflict, sense of separateness, inwardness, lack extreme narcissistic value, self confidence

Front 14

what are the 2 aspects of managers according to zaleznik

Back 14

seldom experience the forces that turn them inward, tendency toward narcissism

Front 15

painful conflict

Back 15

grow through and master during developmental years

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sense of separateness

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"twice born" individuals

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inwardness

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created inner expressed sense of identity rather than outward sense of inherited identity

Front 18

self-confidence

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grows out of an awareness of who they are with visions that drive them to achieve

Front 19

2.How would you characterize W. L. Gore’s competitive strategy? What are the key elements of the strategies employed by its electronics, fabrics, industrial, and medical divisions?

Back 19

I would characterize Gore's competitive strategy as one based on creating a competitive advantage in high quality goods and differentiation. Behind this is the expectation at Gore to explore globalization and continue growth in all of its divisions through innovation and external acquistions that complemented their existing business.

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3.Describe the culture at Gore. What are the underlying values that shape its culture? Would you characterize Gore’s culture as healthy and largely supportive of good strategy execution? Explain

Back 20

Gore's culture is one that many employees would love to work for. It's a family like atmosphere with many of its beliefs coming from the founder himself, Bill Gore. The company is based on a "Make money and have fun," objective and four guiding principles of fairness, freedom, commitment, and waterline. There has been great success at Gore and I believe the culture is a large reason for efficient strategy execution

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4.How does Gore instill and perpetuate its culture? Explain the role of monetary and non-monetary incentives in building the culture and facilitating strategy execution. Do these practices affect Gore’s ability to staff the organization with managers and employees capable of executing the strategy?

Back 21

Gore does an excellent job at using human resource practices. From the initial screening of an applicant, the values of the company must align with the employee's. Gore also has profit sharing,an associates' stock ownership program and a 401(k) plan. These with the vow to ensure fairness and competitiveness make employees want to work and work well for Gore. For 12 consecutive years it appeared on the "100 Best Companies to Work For"