Analize the Dynacorp case throught political lenses Essay

Analize the Dynacorp case throught political lenses - Essay Example Conclusion/Tying It All Together 12 References 14 I. Overview- Analysis of the Dynacorp Case Using the Political Lens The end result in terms of organizational design in the case of Dynacorp, as reflected in the case details, is one where the organization has agreed to transition from a functional organization to a front/back design, with the greatest impact being seen in the marketing organization, which has transitioned into three customer operations arenas or groups, representing the US, Latin America/Europe, and the United States. The case, moreover, focuses on the reorganization at the US Customer Operations Group, and the massive sets of issues and challenges that have come with such a reorganization. The focus of this paper is on this transition to the front/back organizational design and on the changes in the US Customer Operations group, where Carl Greystone is the External Vice President and head of the group. The essence of the changes in the US Customer Operations group i s the transition into customer teams that act as consultant teams to companies, in place of old sales teams that focused on getting the sale rather than giving the customers exactly what they want and offering the requisite support to get the job done, including consulting support on systems integration and a focus on finding solutions to problems. As Mr. Greystone notes, the essence of this transition is finding and addressing customer needs: â€Å"Customer teams now function as consultants by helping the customers identify their needs and providing high-quality products, integrated solutions, and customized services to fit those needs† (Ancona et al., 2009, pp. M2-85- M2-88). As discussed in the book, the political lens sees the organization in terms of conflicts of interests, power, and goals among individuals and groups within the organization, and the way to understand the dynamics of political conflict is to understand who has power, where that power comes from, the bas is of the power and how much power the different parties in the organization have. As the discussion notes: â€Å"In the political perspective, the roots of conflict lie in different and competing interests, and disagreements require political action, including negotiation, coalition building, and the exercise of power and influence.† The key concerns of players in the political perspective of the organization revolve around who defines the problems and the agenda, and where they get the power to do so; who the parties advocating solutions are, and why they are advocating such solutions; how a particular group is to procure an outcome or outcomes that are favorable to its own interests (Ancona et al., 2009, p. M2-33). The paper follows the different prescribed analytical steps for the political lens, from mapping and understanding the interests and power of stakeholders through mapping, to procuring buy-in, to coalition-building and the search for allies. The paper also defin es key terms related to the political lens as it goes through the prescribed analytical steps (Ancona et al., 2009. pp. M2-28- M2-58; M2-85 - M2-90). II. Stakeholder Power, Interests Mapping A. Identification, Mapping of Stakeholders, Most Important Stakeholder Interests. Identification of Underlying Interests Driving Interests That Are Stated Explicitly Interests and power are the two defining considerations in the political lens of the organization. Interests refer to the interests of stakeholders in an organization and what those

Why is implementation so difficult Discuss Essay

Why is implementation so difficult Discuss - Essay Example ills, there is need for cross-functional expertise and efforts, because the management team and strategic thinker may not have cross functional excellence. Instead, the changes should be implemented gradually, starting with the skills that can be learned and mastered easily. For instance a thinking and action system is whereby an organization is made up of interdependent elements, which must be considered. Changing one thing may not be enough and may have a ripple effect which affects other elements, including organizational arrangement, technology, individual behavior and social factors. Because a business needs to be seen as a ‘whole’, implementation should take care of connected elements as a whole (Lazin 86). Additionally, strategic motivation should be implemented to ensure that enthusiastic participation of inspired organization officials. In spite of the strategic motivation, the officials should adapt with times considering that the rapidly changing environment makes past strategic options obsolete. In turn the officials should revise strategy continuously, gain knowledge from feed back and reassess past decisions. However, failure to assess sources of internal resistance occurs because forces of inertia are underestimated. According to Knaap (269), decision makers should therefore conduct broad research to obtain as much knowledge as possible to be used in designing a policy, understanding and identifying best implementation approaches. The alternatives should be tested to identify the cost effective, review the impact of different approaches, learning from testing enabled implementers to launch policies with and time quick time table that will speed up implementation. Consequently, they should develop an implementation plan which will specify the roles, responsibilities and dead line for implementers. In order for the decision makers to manage barriers to change, there is need to identify potential resistance from people responsible for