The purpose of this analysis (case study) is to create an opportunity to use the ideas and concepts discussed in the course in the analysis of a real organizational situation. The situation may be drawn from your experiences or if you are not working or do not have a frame of reference, you can research an organization. Your choice of organization is important and will take considerable judgment and discretion in deciding whether it is feasible to use it for the purposes of the papers. Discretion and confidentiality are of utmost importance in this analysis.
Learning objectives for research paper
1. Identify an organizational situation for the purpose of analysis (the situation must be sufficiently complex to generate enough material to satisfy the requirements as outlined below)
2. Consider how the concepts and theoretical frameworks help to analyze what is needed.
3. Write up a case study that relates evidence to theory and provide an appropriate analysis and explanation of the situation described
Organizational analysis is the ability to examine an organization need for an information system. It is not simply spotting problems and applying appropriate solutions. It asks the questions: What is going on in the situation that I am analyzing? How can I account for its characteristics and the way they are changing? How can I make sense of the situation and arrive at an interpretation which allows me to say something concrete about it? In a nutshell, organizational analysis involves a process of thinking about a situation, constructing and reconstructing it in different ways that seems consistent with its organizational norms/culture. The goal is to provide insight for a basis for action. You can view this as getting to the root cause of the problem/issue. If done well, then the appropriate course of action for implementing and managing the change will become apparent.
Requirements for Research Paper
1. Choose an organization to analyze.
2. Provide a brief account of the nature of the situation being investigated. This account should have sufficient information for the reader to understand the nature of the organization and its context. This will include information on the age, size and history of the organization, the product or services it provides, and the general nature of the environment. Basically, this is the background information so that the reader can be oriented with the industry and the general trend that it is facing.
3. Apply the relevant theories and concepts learned throughout the course. It is your job to try and apply these ideas to practice, identifying the detailed ways in which the different theories and concepts relate to your particular organization. What you are doing is linking the theory and practice and providing a basis for each stage of the analysis; looking at the organization from different points of view.
This is the diagnostic reading portion. What you are doing is using the information from the reading and judging the significance. Now you have determined the root cause of the problems. Some people call this contextual analysis. Then, you will continue with the analysis by:
1. Provide alternatives and solutions for your situation; supported by relevant theory
2. Evaluate the alternatives and solutions based on best practices in the industry through research
3. Look at implications and draw conclusions based on the research.
4. What recommendations would you present to the organization's leaders? Support your reasons with relevant research.
This solution provides guidance on how to apply Nadler Tushman Congruence Model to Apple Inc.
Organization Development: Analysis of Apple Computer Inc.
Can chief executive Steve Jobs provide a permanent reprieve for Apple Computer, Inc.? Jobs has brought Apple back from the verge of oblivion, racking up profits and restoring Apple's image with the innovative iMac and iBook. Apple stock has increased more than 8 times since Jobs returned.
Now it's time for his next act. Before an adoring crowd at the Macworld Expo in New York, Jobs unveiled a long-awaited notebook version of the iMac aimed at consumers and students. (The two-toned iBook is priced aggressively and available in either blueberry-and-white or tangerine-and-white plastic). "It's a rocket ship," Jobs brags. The iBook fills in the last piece of a product road map Jobs had outlined earlier. Its success could restore Apple's luster in portable computers - as the iMac did on the desktop. And thanks to "being cool," Apple gets away with charging up to 25 percent more than competitors for a similarly equipped machine.
In the past, many felt that Steve Jobs' charismatic leadership and idiosyncrasies caused some internal problems. At Apple, he was seen as a leader whose brilliance and idealistic vision of "providing computers as a tool to change the world," drew other talented people to him. Yet, by the same token, his management style tended toward throwing tantrums and to berating and humiliating employees who disagreed with his ideas. Also, his habit of making decisions and then suddenly changing his mind has been given as part of the reason he is difficult to work for.
But is the iBook enough to sustain Apple's momentum? Most analysts think so - at least for now. Admittedly, like all computer makers, Apple is operating in a pricing environment so brutal that some PCs are now offered for free in conjunction with multiyear Internet service contracts.
More important, it could be a new vehicle for rebuilding market share. Even after Apple's turnaround, the company still sells fewer than 4 percent of the world's PCS, says researcher Dataquest Inc. What's more, the opportunity in portables is particularly promising: After all, in the early 1990s, Apple PowerBooks were top sellers. But Apple had quality and manufacturing problems and ceded leadership in the category to IBM and Dell. Its share plunged to just 2.3 percent by 1997.
Under Jobs, Apple has regained ground in traditional desktop strongholds such as graphic arts and rolled out pricey new PowerBooks aimed at professionals. However, the biggest growth opportunity for PCs today is among consumers - especially novices. The iMac has already attracted many such customers, and Apple is trying to do the same for portables - where sales are now growing 33 percent faster than sales of desktop PCs.
Is this an example of organizational renewal or transformation? Why?
Do entrepreneurs like Steve Jobs have to leave large organizations to achieve innovation, or can they successfully transform larger companies? Why?
What adaptive orientation was used? Support your answer.
about 400 words, no referencesView Full Posting Details